- Language: English
- 98 Pages
- Published: December 2012
- Region: America, Caribbean, Central America, Latin America, Mexico, North America
Strategies for Maximizing Pan-Regional Market Coverage and Sales from Integrated New-Product Launch Platforms
- Published: September 2005
- Region: Global
- 46 Pages
Business case for a center of excellence in international marketing communications.
Outsourcing-service requirements for reducing the cost to localize, produce, and fulfill marketing brochures, direct mail, trade promotions, point-of-purchase materials, and multimedia content.
This paper advances the proposition that effective marketing brings an attractive value proposition to those customers most likely and able to buy. However attractive a value proposition, it will fail to produce results without effective market coverage — the function of marketing communications or marcom. Effective market coverage entails the synchronized and rapid execution across multiple markets, multiple communication channels (print, online, broadcast), and multiple marcom formats (brochures, direct mail, trade promotions, point-of-purchase materials, and multimedia content for the Web and mobile devices).
Research conducted by the author of global marcom processes and workflows reveals a critical factor undermining effective market coverage: redundant, manual procedures and duplications associated with the time- and cost-intensive production and sourcing of collateral across global markets, multiple channels, and various collateral formats.
This paper examines automation strategies for maximizing the productivity of marcom operations and in particular how to achieve these aims:
- Reduce time-to-market for revenue-producing marcoms
- Maintain consistent brand-marketing messages
- Increase the number of effective selling days
- Reduce overall labor content, redundancies, and costs of marketing communications
This paper emphasizes centralized, automated collateral production that incorporates best practices and self-service for on-demand marcom portals — functions of what we call a Smart Marcom Factory.
Finally, this paper provides authoritative analyses that justify outsourcing the centralized, automated collateral production and sourcing of production and printing through a center of excellence, such as Freedman International, and helps executives understand how a global brand-marketing organization can use this outsourcing strategy to increase overall return on marketing investments (ROMI). SHOW LESS READ MORE >
Page 5 Strategic Intention for Marketing Communication
Page 6 What do CMOs now demand of their marketing operations?
Page 7 What key issues confront international marketing communications?
Page 8 How has the structure of marketing communications evolved to maximize coverage across international markets?
Page 9 What constitutes a marcom supply-chain?
Page 10 What metrics and criteria do CMOs use to measure the efficiency of marcom supply chains?
Page 11 Centers of Excellence for International Marketing Communications
Page 12 What constitutes a “center of excellence” for marketing communications?
Page 13 How does a well-defined strategy for marketing content reduce time to global market, costs, and brand-voice inconsistency?
Page 14 How do pre-press activities of marketing collateral for a new-product launch run into almost unfathomable complexity and time delay?
Page 15 What are the typical prepress-to-delivery costs for a sales promotion in six markets and fulfilling 600 kits to retailers?
Page 16 What key components constitute a Smart Marcom Factory, the technical infrastructure of a center of excellence for international marcom?
Page 17 What constitutes an automated publishing system, an element of a Smart Marcom Factory?
Page 18 How can a lifecycle model for marcom assets help identify ways to save millions in production workflows for global marketing?
Page 19 How do analysts quantify the value of centers of excellence for marcom?
Page 20 How can a capability-maturity model explain the superior economic performance of a center of excellence for international marcom?
Page 21 Business Case for Outsourcing International Marcom
Page 22 What basics make a business case?
Page 23 How can outsourcing marcom operations to a center of excellence produce $12.6M in savings?
Page 24 What analyses explain how outsourcing marcom operations to a center of excellence can produce $12.6M in savings?
Page 25 How do the potential savings accrue by level of outsourcing commitment?
Page 26 Where in the marcom asset lifecycle does outsourcing marcom operations deliver its largest savings?
Page 27 Activity-Automation Benchmarks for Smart Marcom Platforms
Page 28 How can a smart marcom factory save $63,991 and 88 time-tomarket days in reviewing prior year’s campaigns?
Page 29 How can a smart marcom factory save $123,309 and 111 time-to-market days in location of images, artwork, and style guides, a typical design activity of the marcom supply chain?
Page 30 How can a smart marcom factory save $96,595 and 192 time-to-market days in acquiring digital rights clearances, a typical management activity of the marcom supply chain?
Page 31 How can a smart marcom factory save $123,253 and 138 time-to-market days in sourcing a rights-cleared image for a point-of-purchase display?
Page 32 How can a smart marcom factory save $82,198 and 250 time-to-market days in localizing brochure content to meet regional requirements?
Page 33 How can a smart marcom factory save $75,688 and 420 time-to-market days in acquiring needed approvals at both the local and global levels?
Page 34 How can a smart marcom factory save $65,379 and 255 time-to-market days in updating a product brochure to reach six local markets?
Page 35 Solution-Scenario Payback Models
Page 36 What constitutes the business case for outsourcing a new-product launch to a center of excellence in international marcom operations?
Page 37 What constitutes the business case for outsourcing a pan-regional channel and trade promotion to a center of excellence in international
marketing marcom operations?
Page 38 What constitutes the business case for outsourcing a pan-regional end-use customer program to a center of excellence in international marcom operations?
Page 39 What technical functions constitute a new-product launch platform?
Page 40 How does outsourcing marcom operations affect the activities of the marcom supply-chain?
Page 41 What do most CMOs consider when evaluating what aspect of marketing operations to outsource?
Page 42 What qualifies Freedman International as a trusted partner for outsourcing international marcom operations?
Page 43 About Us
Page 44 What differentiates us as a think tank for market making?
Page 45 What elements define a completed digital brand offering, critical attainments preceding a soft launch?
- Freedman International