Situation: A large business division (turnover 1,8 billion Euro) was composed of 3 product sections and a total of 14 product marketing teams. Products ranged from traditional to highly innovative technology. So far no common marketing communication strategy existed with target markets, target audiences and common messages. Each product section considered itself being most important. I was in charge to build up a new team called marketing services to professionalize the marketing view in the business division.
Challenge: In view of the upcoming communication planning, I was asked to conclude on a MarCom strategy agreed by product sections and sales. A project was started. The team „marketing services“ got the task to prepare the communication plan for the division and act as interface between product management and various corporate functions, such as central marketing, communication/PR, sales marketing and master data.
Approach: I defined “product champions” from the marketing service team and developed go-to-market templates with the product marketing teams, to define target groups, key messages, as well as milestones for planned product introductions. After aggregration and filtering out contradictions, product section heads and division head were involved for decision and sales contacted for agreement. Corporate functions could then take up the concept and plan communication activities with cost budgets..
Result: a central communication budget of 2,3 million Euro was established in time which reflected the harmonized MarCom strategy of the business unit. Priorities of activities were decided and key contacts per project were agreed to secure a smooth implementation.
Key success factors were the involvement of all product teams, the close coordination with sales and central marketing and the agreement by all product sector heads