Sustainable marketing transformation - QVARTZ · digitalisation, globalisation and growing data availability challenge most traditional marketing models. Consequently, 8 out of 10

Sustainable marketing transformation– towards mastery of 10 critical marketing disciplines

CONTACT

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QVARTZ NorwayWergelandsveien 21NO-0167 OsloTel +47 22 59 36 00

QVARTZ DenmarkRyesgade 3ADK-2200 Copenhagen NTel +45 33 17 00 00

TABLE OF CONTENTS

Introduction .................................................................................................... 4

1. New trends – old news ........................................................................................................ 6

2. The new marketing value creation tension field .............................................................. 8

3. The typical response: Marketing "mushrooming" ............................................................. 10

4. The desired end state: Mastering 10 marketing disciplines ......................................... 12

5. Leading a sustainable marketing transformation ............................................................... 14

PHASE 1: Set the direction ....................................................................................... 16

PHASE 2: Start redesigning the marketing model ............................. 19

PHASE 3: Realise the value .................................................................................... 20

Final remarks ............................................................................................... 21

2 – QVARTZ white paper Sustainable marketing transformation – 3

INTRODUCTION

The business landscape is changing with increasing pace: digitalisation, globalisation and growing data availability challenge most traditional marketing models. Consequently, 8 out of 10 CMOs acknowledge the need for profound transformation of marketing models and concepts. Many marketing units in larger corporations have already under- gone significant changes in recent years. Unfortunately, these changes have very often been executed in an unorche-strated and organic manner, leading to organisational "mushrooming", i.e. spreading resources too thin, creating more "silo" behaviour and establishing non-scalable organisations.

However, a number of leading companies have chosen a better approach to sustainable marketing transformation. First, they establish a baseline to understand the changing strategic and customer context, and agree on the corporate role of marketing with the rest of the C-suite. Subsequently, they conduct a holistic capability assessment, identifying up to 10 marketing disciplines, which must ultimately all be mastered to deliver the expected value. Second, they clearly prioritise which fundamental and marketing activation capabilities to develop in which sequence, and typically re-organise and reallocate resources/investments accordingly. Finally, leading marketers apply systematic change management tools to assure that the needed behavioural changes "stick", and all of them focus on increasing agility and strengthening marketing innovation to continuously be able to adapt to the changing business demands.

In the following white paper, we will introduce experiences from leading companies and our perspective on how to manage a successful and sustainable marketing transformation.

Sustainable marketing transformation – 54 – QVARTZ white paper4 – QVARTZ white paper Sustainable marketing transformation – 5

We are not the first ones to point out that global megatrends like globalisation and digitalisation pres-ent new opportunities and challenges for CEOs and CMOs. Quite the contrary: perspectives on this topic are numerous and oftentimes repetitive. However, to assure an elementary understanding of the key root causes for the transformation of marketing, we will briefly highlight the changes that we find most important below.

NEW MEDIA LANDSCAPE– NEW CUSTOMER ENGAGEMENT

New studies reveal that the millennia generation spends roughly 80% of their media consumption time on digital and – increasingly – social media3. This change is quite simply tectonic and deserves re-peated mentioning. A notable new media example is WeChat, which now has 697 million users4 and is one of the most important e-commerce and social plat-forms in China. It came into existence only five years ago. Consequently, in order to reach, recruit and retain customers, marketers must manage a grow-ing and continuously changing portfolio of owned, earned and paid digital media channels, which must be accessible from both mobile and desktop devices. Leading companies like Disney, Coca Cola, L'Oréal and Microsoft have customised their presence on 15+ digital media platforms, and deployed "mobile first" strategies years ago. Furthermore, most cus-tomers expect digital experiences to be seamlessly integrated with physical touchpoints, and have little patience with companies that are not able to support their "omnichannel" journeys. Finally, the new media landscape enables new ways of engaging with cus-tomers, which demands a change in the traditional marketing formula: from "re-active communication" to "always-on" and from "campaigning" to "real-time publishing".

NEW COMPETITION– NEW INNOVATION PACE

Power brands and digital pure players disrupt entire industries with simplified delivery models and new price and quality standards. Well known are the stories of Uber, Netflix, Airbnb and TripAdvisor – just to mention a few. These disruptive players de-liver largely the same core propositions as traditional providers, namely transport, TV series, accommo-dation, travel advice and so on, and perhaps even at the same price. However, they do so with a clear-cut acknowledgement that when customers face an abundancy of choices, how a product or service is delivered, rather than what is delivered, becomes an increasingly important source of competitive advantage – supplemented by very disciplined and effective execution of their innovative ideas5. For the incumbents, it is a matter of increasing the innova-tion clock speed and execution power significantly to keep up the pace.

NEW CUSTOMER EXPECTATIONS– NEW VALUE PROPOSITIONS

With the growing number of options to choose from, customers increasingly build preference towards companies that deliver truly unique and relevant value propositions. It is becoming more and more evident that those who are capable of deliver-ing this actually outperform others in the long term1. Corporations like the LEGO Group, IKEA, Google, L'Oréal, Microsoft, Amazon, Caterpillar, BMW and Apple all deliver high net-promoter scores (NPS)2 and above-average financial performance and stabili-ty. Additionally, customers expect ever more custom-ised offerings and experiences, often pioneered by "pure" digital players like the online retailer Amazon – and they are increasingly used to data-shaped offerings and experiences that fit their needs almost instantly, or perhaps even predict them based on recommendations from other customers. What is more, they have come to expect the same treatment everywhere.

1. New trends – old news

Did you know that 80% of the millennia generation's media consumption time is spent on digital and social media?

1. See e.g. Millward Brown research: Top 100 BrandZ™ Edition 2013; HBR 20142. Word of Mouth Index; netpromoter.com3. The Monitor Report 20154. Statista 2015, fourth quarter, monthly active users5. E.g. Harvard Business Review: "When Marketing is Strategy"


New customer expectations, the rapidly changing media landscape and new competition are all trends that reinforce each other and put increasing pressure on most marketers to change existing mar-keting formulas and operating models to continue to deliver value. This is further fuelled by the lack of trust from many CEOs regarding marketing's ability to deliver sustained business value in this new reality6. Basically, the overall marketing objectives, e.g. developing brands, shaping customer demand and delivering high marketing effectiveness, are typically not changing, but the way marketers deliver on these objectives is.

Together, the internal and external demands constitute what we like to call a new marketing value creation tension field, which is the reality CMOs and marketers must properly respond to and navigate in. For most marketing functions, having excelled in traditional brand activation, campaigning and/or sales support activities, this entails a comprehensive recalibration of their marketing formula, partnerships and operating models. Given the gravity and sometimes even contra-dicting nature of the demands, this is not an easy task, and it should come as no surprise that CMOs agree that marketing must be transformed. According to a recent study, 8 out of 10 global CMOs across industries acknowledge that marketing must be transformed to deliver sustained value7.

2. The new marketing value creation tension field

Most marketers are working to become even better at engaging customers by:

• Delivering personal, relevant and truly unique value propositions • Delivering engaging and mobile-enabled content and communication • Delivering real-time and "always on" experiences • Delivering seamless and coherent customer experiences across digital and physical touchpoints

Most marketers are also working to meet new C-suite demands even better by:

• Shaping demand through impactful omnichannel solutions • Delivering proven business value by leveraging ROI/effectiveness insights • Delivering deep customer insights and strategic and creative sparring to improve innovation• Driving internal, customer-centric cultural transformation

6. Stein IAS: Great Expectations: "What CEOs Want From Marketing"; Hedrick and Struggles: "The Evolved CMO"7. Accenture 2014: "CMO Insights Survey"


Several companies have already initiated transfor-mation of marketing, responding to the outlined forces. However, this is unfortunately often done in an organic and somewhat unorchestrated manner. With puzzlement, many of the executives we talk to have witnessed marketing proliferate into a complex entity with scattered resources and efforts that do not deliver the expected internal and external value. Quite often, many marketers enthu-siastically engage themselves in new and intriguing disciplines like content marketing and automated marketing. This is fuelled by a natural desire to be at the forefront of trends – and an entire industry of opinion makers and specialised agencies which stand in line to push new concepts, agendas and proprietary tools. Look up “content marketing” on Google and the number of lists featuring “top-10 tips” is long and growing!

However, when ad hoc capability building is done without a clear strategic direction and executive commitment, there is a risk of what we call market-ing mushrooming: scattered efforts, resources and spending across functional and local marketing units, resulting in sub-scale efforts, unclear responsibilities and inefficient operating models. Marketing mush-rooming is thus beneficial neither to the customers, who are not exposed to coherent and compelling brand experiences, nor to the company, as marketing returns on investments are not maximised.

A few examples: In one financial services company, the push towards stronger digital marketing resulted in more than 25 different websites owned by differ-ent parts of the business. The sites all had a different look and feel; there was no clear link between them even though customers would expect this and the sites were not holistically optimised to drive online sales. Furthermore, a logistics company had estab-lished advanced customer analytics and CRM re-sources across several business units. However, there was no strong, shared database, and very limited co-ordination and best practice sharing even though this would have benefitted both customers and the company. Lastly, a leading consumer goods company had prioritised content marketing, however, they experienced troubles with growing and a high degree of overlapping production of local content – which in many cases also violated central brand guidelines. And the list goes on.

In our dialogues with executives, we often discuss the following questions: How do we build the right marketing capabilities and the agility needed to respond to changing customer needs and behaviour? How do we get back in control and build stronger collaboration, coherence and synergies, e.g. between functional marketing silos and local marketing, and/or towards the sales organisation? How do we avoid having several marketing functions do the same thing in different ways? Where do we start, and what should we prioritise of all the different agendas and relevant themes?

It is definitely right to ask these questions, and some executives have been brave enough to take a step back and drive the transformation of market-ing in a more holistic and sustainable manner than outlined above.

3. The typical response: marketing “mushrooming”

How do we avoid having several marketing functions do the same thing in different ways?

How do we build the right marketing capabilities and the agility needed to respond to changing customer needs and behaviour?

How do we get back in control and build stronger collaboration, coherence and synergies, e.g. between functional marketing silos and local market ing, and/or towards the sales organisation?

Where do we start, and what should we prioritise of all the different agendas and relevant themes?


fundamentals and on activation disciplines when planning and executing a marketing transformation journey. Some companies focus too heavily on build-ing systems, tools and processes while forgetting to innovate and deliver compelling customer expe-riences, whereas others (and most of the marketers we know of) focus too heavily on the activation disciplines and fail to establish the needed sustain-able operating model and systems for medium-/long-term value creation. Hence, when planning and executing a transformation, the marketing leader-ship team must consider these trade-offs and make informed decisions accordingly.

Mastering the disciplines above will enable most companies to respond to the external and internal demands, however, these demands will also change over the coming years, e.g. when virtual reality and “the Internet of Things” hit the mass markets. Hence, marketers must establish a systematic way to con-tinously innovate and refine the marketing model (discipline # 5). This is not just about innovating particular marketing concepts, but about developing the capabilities and processes needed to continu-ously adapt the marketing “formula” to the changing business environment and requirements. To give an example, in a leading global brewery, the overall marketing model is systematically reviewed and improved once a year:

“In the first year of our marketing transformation journey, we established the new marketing model version 1.0, focused on developing our brand health – what I like to call the ‘basic software of our marketing model’. To continuously adopt and improve this ‘software’, we reviewed and revised it on a yearly basis based on internal feedback and external best practices. We did, however, ‘freeze’ the ways of working and processes for one year at a time to let the change settle – and then we conducted similar reviews year-on-year to stay relevant to the business and the consumers”.Senior marketing advisor and former CMO of a global leading brewery

Through our work with leading companies and marketers across different industries, we have iden-tified 10 marketing disciplines which in most companies are needed to respond successfully to the “tension field” forces described earlier.

Though the situation in each case is slightly dif-ferent, every CMO as a minimum needs to assess whether the company is sufficiently proficient in each of the 10 disciplines, which are briefly described below.

4. The desired end state: mastering 10 marketing disciplines

Brand architecture, positioning and management Define synergistic brand architecture and a unique and valuable brand position, and proac-tively manage the reputation and brand narrative

Integrated marketing activation and media managementEffectively manage and execute marketing/campaign activities across paid, owned and earned media and localities

Strategic planning, effectiveness and partnershipsAllocate spend/plan activities in line with deep ROI insights and establish and mature strategicpartnerships to improve effectiveness

1:1 marketing/CRMDeliver personalised, proactive and relevant communication – at the right time, in the right channel, informed by deep target audience insights

Insight and data-driven marketing (incl. Big Data)Systematically leverage customer, market and competitor insights/analytics for mkt. and brand planning and real-time operations

Digital marketing (search/paid/owned/earned) Manage seamlessly integrated Digital Ecosys-tem of media channels, including SoMe, and effectively deploy SEO/SEM tactics

Agile and automated marketingDeploy automated and adaptive core marketing processes enabling fast and real-time delivery to customers and improving efficiency

Marketing innovationDrive systematic and insight-driven development of the marketing model and concepts to organise for the future and engage customers in new ways

Content marketingDeliver effective branded and user-generated content to enhance communication effective-ness and amplification effects

Customer experience management Facilitate change for the business to consistently deliver brand promises across customer journeys and critical touchpoints

EXHIBIT 1: The 10 marketing disciplines

10 disciplines might seem like a lot, but we firmly be-lieve that this should form the starting point for most transformation efforts as:

1. Marketing must strive to master all of the disci-plines to deliver value according to the new exter-nal and internal demands. We have acknowledged that there is no simple solution or “Swiss knife” to successfully address all of the demands. Narrow-ing the focus solely to e.g. Digital Marketing is not sufficient in most industries as physical touch-points and more traditional media will continue to play an important role in the marketing mix.

2. The disciplines serve as a comprehensive point of departure for developing a focused, yet cohesive marketing transformation strategy and roadmap. Considering all 10 from the outset ena-bles making the right decisions on where and how to focus one's efforts and ensures sufficient inte-gration across the capability-building activities.

To make one point very clear: do not take the above as a recommendation to initiate a transformation with 10 equally balanced capability-building initi-atives, as this would most likely lead to even more “marketing mushrooming”. Quite the contrary, a transformation must be planned so that the most critical capabilities are built in the right sequence to develop the needed marketing formula for each specific company (see next section on how to lead a marketing transformation journey).

The disciplines are distinct as outlined above, how-ever, they can be divided into two overall categories: Marketing Fundamentals, which is the backbone of every well-functioning marketing unit, and Marketing Activation, which delivers direct customer-facing experiences such as content marketing. It is crucial to strike the right balance between focusing on the

FUNDAMENTALS ACTIVATION

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A global leading software company was venturing into a new business area including Cloud Computing, Big Data and Social Enterprise Solutions. Due to

the quite complex nature of this offering and the fact that their customers were using digital media more and more to gather insights and assess ven-dors, they had to reinvent their sales and marketing approach to become much more customer-centric. This required a full redesign of the marketing organ-isation and capabilities, including onboarding of new profiles. One resulting innovation was a new, award- winning event format including more disciplined follow-up on event ROI for continuous improvements and the use of content marketing and a new commu-nity platform to sustain the dialogue with the pros-pects and customers in between events.

A global leading brewery had historically focused less on marketing compared to sales and operations. However, the CEO acknowledged that the next growth

curve demanded a much stronger marketing muscle. A new CMO was hired and got the mandate to define

the “new marketing formula” and drive a sustainable transformation. Initially, the marketing leadership team focused on establishing a clear link between a leading “brand health” indicator and the financials to commit the entire corporate management team to the change, under the tagline “Brand health today is top line tomorrow”. Furthermore, marketing “fun-damentals” like segmentation, brand architecture, strategic planning and ROI-based resource allocation capabilities were developed to establish the founda-tion for change. In the subsequent years, the leader-ship team focused on maturing activation disciplines like digital and content marketing.

Even though the transformation journeys might be different, the examples – and several more – share common characteristics in terms of how the leaders have initiated and managed successful journeys. We have consolidated and formalised these insights in a three-phased approach below.

5. Leading a sustainable marketing transformation

EXHIBIT 2: Sustainable marketing transformation: phases and activities

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Set the direction1 Realise the value3Start redesigning the marketing model2

Brand and marketing strategy

Marketing capabilityassessment

Align KPIs and organisation

Redesign core processes and ways of working

Optimise spend

Identify technology needs

Building and refining an evidence-based core story and benefit case

Marketing transformation roadmap

• Transformative projects

• Prepare for change

• Set up Value Realisation Oce

Support running and developing the business

Continue transforming the marketing model

Iterative process

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customer experiences, which together with a rapidly changing business environment is the key reason for initiating the transformation of marketing. As Jeanette Fangel Løgstrup, Head of Group Marketing and Communications, explains:

"Our marketing and communication teams play an important role in delivering on our corporate am-bition of becoming number one in customer ex-perience. However, trends including digitalisation, changes in customer behaviour, the new media land-scape as well as high demands on transparency also mean that we must take a new approach and mature disciplines like 1:1 marketing, data-driven marketing and digital & content marketing to deliver results and respond to the growing demands from all our stake-holders. Therefore, we have initiated a focused and holistic transformation of the marketing and commu-nications area, defining and agreeing on key prior-itised capabilities to be developed, and moreover changed our ways of working, the operating model and the organisation structure accordingly".

Danske Bank is one of many leading companies

which have recently taken the necessary steps to successfully transform, and not just incrementally improve, marketing. Danske Bank has set an ambi-tious corporate strategy of becoming number one in

As highlighted in the previous section, companies might deliberately choose different transformation paths based on their business context, strategy and objectives. We have highlighted a few cases below to illustrate the point and to serve as inspiration.


Anchor the transformation with top management and in the cultural DNA of the company. This includes clarifying the ambition level and establishing clear links to corporate strategy and objectives from the outset. For example, if the company is generally in a “cost-cutting mode”, it would be ill-advised for marketing to suggest two-digit increases in spend-ing and/or resources (which actually sometimes happens!). Furthermore, it is paramount to establish alignment and commitment regarding the magni-tude of the change between the Board, the CEO and the CMO to manage expectations upfront regarding needed investments and time to impact. Finally, any transformation of marketing must be rooted in the culture of the company for the behavioural changes to “stick”. For example, if the company is very num-bers-/fact-oriented, marketing must be able to tap into this “language” when establishing the case for change.

Understand external changes and create the brand and marketing strategy. It is important to make the strategic clarifications upfront to guide and prioritise subsequent work. These typically include:

• Understanding new customer journeys and expectations as well as the competitor situation • Clarifying the corporate role of the brand (i.e. which role should the brand play in support of the corporate objectives and in creating value for the customers?)• Clarifying the corporate role of the marketing unit, including mandate and key objectives vis-à-vis other units like sales, customer service, HR and business development. As commercial boundaries are blurring, these upfront clarifications are important for subsequent work and for getting early buy-in from the rest of the organisation (thereby avoiding “turf war”)• Defining clear marketing objectives which are directly linked to corporate objectives

Conduct a holistic marketing capability assessment and define strategic priorities. As the capability assessment is an important element in kicking off any successful marketing transformation, we want to share a little more details on this tool. The purpose of the capability assessment is to create a shared understanding of the current strongholds to be fur-ther leveraged (including internal best practices) and gaps to be closed in the marketing model. Answering 10 questions is typically a good way to get started with the work, and most CMOs can provide affirma-tive answers to some, but not all, of them:

PHASE 1: Set the direction

Is your brand position and architecture clearly defined, unique and relevant – and do you proactively anchor your brand promis-es with internal people and manage your reputation externally?

What is your marketing capability baseline? Answer the questions below on a scale from 1–5.

Do you plan your own and partner-driven marketing activities based on effectiveness/ROI insights?

Do you systematically and continuously leverage deep customer and market insights and analytics in your mar-keting operations?

Have you deployed automated and agile core marketing processes, delivering satisfactory time-to-market and enabling real-time, "always on" engagement of customers?

Do you innovate new marketing concepts and value propositions in a systematic and insight-driven manner – co-created with other commercial functions?

Do you manage integrated marketing activities effectively across paid, owned and earned media and localities?

Do you deliver personalised customer communication and content at the right time and through the right channels?

Do you support a strong omnichannel experience through a coherent portfolio of digital media channels (mobile-enabled), and effectively deploy SEO/SEM/retargeting tactics?

Do you recruit and retain your customers through branded and user-generated content?

Do you systematically manage execution of your brand prom-ises across critical customer journeys and touchpoints?

In summary, to what degree do you believe you have the needed marketing capabilities to continue delivering on your business objectives?

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EXHIBIT 3: 10 initial questions for CMOs

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Based on an initial discussion of the above, best practice companies often kick off more fact-based capability assessment work. Some gather the entire marketing leadership team for a workshop lasting several days, while others meet in a smaller team. Most, however, supplement internal learning with external best practices.

In Danske Bank, a lead-ing Nordic bank, senior

leaders from marketing and business development gathered for a workshop to discuss capabilities across the 10 marketing disciplines, including ambi-tion levels. The discussion was informed by industry-specific best practices for each discipline to "cali-brate" the ratings and gain inspiration from other practices. The resulting product was a clear and transparent overview of marketing capability strong-holds and gaps, which was used to redefine the marketing strategy and strategic projects, restruc-

ture the unit, adjust the overall marketing operating model and inform the initial reallocation of resources and investments. Finally, the capability assessment established a strong foundation for creating a clear core story for subsequent change communication and management. As elaborated by Danske Bank's Head of Group Marketing and Communications:

"The capability assessment has been a very helpful tool for aligning both executive management and the new marketing leadership team around the need for change, as well as our focus. We have reviewed and leveraged the conclusions several times when reorganising and defining our long-term strategic priorities".Jeanette Fangel Løgstrup, Head of Group Marketing and Communications, Danske Bank

Ambition

4. Agile and automated marketing operating model

3. Insight and data-driven marketing

5. Marketing innovation

2. Strategic planning, e�ectiveness and partnerships

1. Brand architecture, positioning and management

BASELINE ASSESSMENT AND AMBITION LEVEL

Priorities to deliver on corporate objectives

9. Content marketing

10. Customer experience management

7. 1:1 marketing/CRM

8. Digital marketing (search/paid/owned/earned)

6. Integrated marketing

31 2 4

Current performance

PHASE 2: Start redesigning the marketing model

When the direction has been set, the marketing leadership team is ready to start changing the fun-damentals of the marketing model to reflect the new strategic priorities. This typically includes:

• Adjusting and aligning marketing KPIs and governance model • Redesigning and implementing new organisational structure and upgrade leadership competences• Redesigning and implementing new core marketing processes, interfaces and ways of working • Baselining and optimising marketing spending• Identifying and starting to address marketing technology/system gaps

Furthermore, building the needed functional capa-bilities typically requires more strategy work and insights. These transformative projects are captured in a marketing transformation roadmap, which should be anchored with top management and the (new) marketing leadership team. This assures alignment of expectations regarding what and when to deliver. As described earlier, leading companies systematically review, on a yearly basis, whether the marketing model should be refined further. The first year is thus the first iteration of several as noted by one former CMO:

"Over the course of the marketing transformation process, we reorganised three times to get the model right. One must acknow-ledge that ongoing changes are part of the life of a modern marketer".

Former CMO for a global software leader (Cloud, Big Data and Enterprise Social)

EXHIBIT 4: Marketing capability assessment (adjusted client example) ILLUSTRATIVE EXAMPLE


Leading companies define a clear benefit case to deliver against (e.g. positive development in brand health expressed as "willingness to pay"), and align leadership incentives towards these objectives while preparing and equipping them to lead the change. Quite a few CMOs also decide to redo the Marketing Academy curriculum and to let all marketers enrol again to "relearn" the new ways of working and align behaviour across units. All of this work typically de-mands dedicated PMO/Value Realisation resources to support progression and change management.

Many things must come together when leading a marketing transformation, but one thing holds true across all the cases from which we have learnt: getting the right people on board and establishing a high performing marketing leadership team from the outset is crucial to success:

"Even though marketing is becoming more and more digital and technology-dependent, one must never forget that running a successful transformation is all about the people. I soon realised this by getting the right people on board and letting some go. This was needed to create a strong and unified team and was one of the main drivers behind our success".Former CMO for a global software leader (Cloud, Big Data and Enterprise Social)

In this paper, we have primarily detailed the initial steps (the first 6-12 months) of a successful transfor-mation of marketing. As a popular saying dictates: "well begun is half done". However, the success also relies heavily on the leadership's ability to actually realise the intended business value of the transfor-mation. We refer to QVARTZ's Value Realisation approach for a full description on how to generally address this issue.

PHASE 3: Realise the value

FINAL REMARKS

To deliver on external customer demands and meet internal expectations from the C-suite, i.e. create value in the new value creation tension field, marketing units must master 10 disciplines. While most CMOs and marketing departments have already initiated changes to master one or more of the disciplines, few have successfully made the journey to master all of them. Completing this journey – daunting as it may seem – is however achievable if the transformation is guided by clear strategic direction and facilitated through a structured and proven approach.

Up for a chat about sustainable marketing transformation? Contact Morten Saitta Bregendal or Rasmus Sørensen

Morten Saitta [email protected](+45) 23 42 27 89

Rasmus Sørensen [email protected](+45) 24 29 39 39



www.qvartz.comwww.qvartz.com

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Sustainable marketing transformation - QVARTZ · digitalisation, globalisation and growing data availability challenge most traditional marketing models. Consequently, 8 out of 10