The deck answers one question: what does it take to win. Its model separates the what from the how. Universal truth, purposeful positioning and total experience are the what, and combining them with the how produces global marketing effectiveness.
The how is broken into five levers, each illustrated with the practical instruments used to deliver it: connect, inspire, focus, organize, and build.
Key findings
- The relationship between global and local teams is presented as a spectrum with three failure or success states: overly dependent, painfully independent, and blissfully interdependent.
- Connection is measured, not assumed. An annual PulseCheck asks local teams whether the global team understands their market reality and needs.
- The deck contrasts looking for differences with looking for similarities, and scores the second one across local, regional, and global respondents.
- Global mindset is treated as a defined leadership competency with three clusters: commitment to global growth, drives for growth, and creates a growth vision.
- The claim made for purpose is causal and sequential: it inspires big innovation, propels locally powerful activation, gets people talking about the brand, fuels innovation and communication, and produces measurable business success.
Connect: getting global and local into the right relationship
The first lever is about the relationship between the center and the markets. Three states are named. Overly dependent and painfully independent are both failures. Blissfully interdependent is the target, and servant leadership is the posture that gets there.
Two mechanisms make the connection real rather than declared. An annual PulseCheck asks the local team directly whether the global team understands their market reality and needs. Market listening summits in the top ten markets bring the center to the markets.
The measurement asks whether local teams look for similarities rather than reinventing programs, and reports the answer on a poor, average and very good scale, split across local, regional, and global respondents.
The competency model behind it names nine capabilities in three groups. Commitment to global growth covers strategic influencing, global mindset and team leadership. Drives for growth covers seizing the future, developing self and others, and empowering others. Creates a growth vision covers passion for growth, breakthrough thinking, and organizational awareness.
Inspire: the manifesto and what surrounds it
The inspire lever is described as tapping into latent energy, and its central artifact is a brand manifesto, defined as a statement of principles and intentions.
The example manifesto is written as a set of sentence stems in the voice of the audience rather than the company. It runs through what they think, feel, do and believe, and ends with what they always do and what they hate.
Around the manifesto sits a set of vehicles for carrying it through the organization: brand immersions, newsletters, brand books, purpose books, team sessions, and stewardship conferences.
Focus, organize, and build
Focus is about narrowing. The instruments are aligned key performance indicators, a strategy on a single page, a marketing strategy cascade, and market segmentation by development stage.
Organize covers the role of global marketing, the design of the marketing organization, and the operating model that runs it.
Build is about capability, and it is titled the art of letting go. It covers building marketing, category and brand excellence, a set of marketing frameworks, marketing academies with definitions, theory and exercises, a workbook on building winning brands, and online training modules.
What purpose looks like in market
Three brands are used to show the difference between a purpose and a creative idea. The purposes given are that there is an athlete in every body, selling tins of optimism, and joy for the belly and soul. The creative ideas paired with them are just do it, let’s color, and ice cream that is as good as it tastes.
The local activation examples show one purpose taking a different shape in each market: a counting campaign in New York, the city as a gameboard in London, an installation in Tokyo, a running program in Paris, and making life a sport in China.
Scope and limitations
The client examples are included under permission granted for that use, and the social figures shown are a single snapshot of likes and follows. The deck is a set of examples and instruments rather than a study, and it presents no method behind the effectiveness claim.
Source
This page summarises Winning in Global Marketing, by EffectiveBrands, 2010.