Charlotte Beers Case Study Essay

Task 1. Summarize each of the above-proposed projects in a simple table format suitable for presentation to top management. Include the name for each project, identify how each one supports business strategies, assess the potential financial benefits and other benefits of each project, and provide your initial assessment of the value of each project.

Martin, a behavior analyst, is working with Sara, a 14-year-old girl with severe developmental delays who exhibits self-injurious behavior (SIB). The self-injurious behaviors included pulling her hair, biting her arm and banging her head against the wall. After conducting a functional analysis, Martin decided to employ an intervention program consisting of differential reinforcement of other (DRO) desired behavior. Martin collected data on Sara's SIB before and during the intervention. Below is a depiction of the data that Martin collected:

Charlotte Beers and her team should spend 1994 focused on achieving wholesale corporate buy-in and resolving tensions between the local managers and her global client teams. She should press ahead indoctrinating the firm in Brand Stewardship with a few adjustments.

1. Describe the main challenges faced by brand managers Marcilie Smith Boyle and Allison Warren. Of what relevant trends should they be aware?

Charlotte Beers became Ogilvy & Mather's first outsider CEO after its acquisition by WPP Group Plc in 1991. According to her memo dated May 19th, Beers' objective was to "re-invent" the mega-agency, whose inertia and complacency had eroded its competitiveness since the 1980s. In fact, Beer's tenure at Ogilvy constituted a re-creation of the agency, redefining its aims, processes, people, and structure in reaction to the demands placed by the changing advertising industry.

Charlotte Beers became Ogilvy & Mather 's first outsider CEO after its acquisition by WPP Group Plc in 1991. According to her memo dated May 19th, Beers ' objective was to "re-invent" the mega-agency, whose inertia and complacency had eroded its competitiveness since the 1980s. In fact, Beer 's tenure at Ogilvy constituted a re-creation of the agency, redefining its aims, processes, people, and structure in reaction to the demands placed by the changing advertising industry.

Beers first course of action at O&M was to pick a small group of change thirsty individuals, regardless of their current positions, to help her orchestrate the needed change. She only wanted the “people that got it” to help her clarify the vision O&M needed to recapture lost and win new accounts. She knew that this vision must be brand focused, but which direction was still unknown. Beers called for a secret meeting of these “thirsty for change” individuals in which they agreed upon Brand Stewardship as the focus for O&M’s vision. Even though there was a consensus as to this direction, many were still unsure of how it was to be implemented. Even after reading this case, Brand Stewardship is still an ambiguous term and perhaps on purpose. Beers’ leadership in the past came from her ability to

Charlotte Beers took over as CEO and chairman of Ogilvy and Mather Worldwide (hereafter O&M) during a period of transformation and change in the advertising industry. The after-effects of the economic shock of 1980’s, rapidly changing industry environment and increasing competition, etc. were all having an adverse impact on the company.

The case about Heidi Roizen was very interesting to me because I can not believe how many people she is connected with or I should say networked with. I believe her networking skills had more to do with her personality, being outgoing and high-energy by nature, and that it would be difficult to have just anybody be able to pull this off. But I must say this story really opened my eyes as to how important having a network is. I personally do not have very good network skills, or even considered it important, but I do now.

4.Create and man a global brand stewardship coordination officer position to support Beers and enable her to focus on selling the vision to the clients.

As concluded in the case, there is a significant potential in focusing on customer’s needs, the third C in the triangle of Company, Competitor and Customer. In doing so, SCTP can build customer-based brand equity (Keller, 2001). Keller (2001) provides a four steps-model to build a strong brand that customers like to relate to.

Have you ever had a colonoscopy or endoscopy – where they take a camera and look through your mouth down into your stomach; or a camera that goes in your rectum that looks through your bowel and intestines?

December 1993: Charlotte Beers assesses the progresses made by the company after she became CEO: she realizes that clients love the Brand Stewardship concept, but most employees, below executive levels, have not embraced the newly created Vison. The problem I will focus in this document is the following: the majority of employees did not embrace the new Vison. I will analyze why this is a key problem, why it is happening and I will propose steps to accomplish more acceptance.

In comparison with the loss of 4 billion in 1992, what Gertsner did was amazing. He coped with IBM problems by solving the most severe to the less one. At that time, problems of products and customers was the most serious which cost IBM billion dollars in loss. Gernstner focused on getting cost out as quickly as possible and ‘clean sheet’ the process and redesign it for global use.

Anny Lyman was recruited to Challenge Products Corporation (CPC) from their competitor because she has expertise in marketing and creativity. She is such a hardworking and creative manager that she was showcased in a magazine and that is what makes her a very visible manager in her previous organization. Before she was hired, CPC’s products were very dominant because of high quality, low costs, and durability of the design. But this has since changed because of the cheaper look-alike products introduced into the market. As a result of this, CPS’s market share has significantly dropped and it gives the CEO a concern and that is where Ann Lyman’s comes into the picture to try to turn things around. She has given a brilliant proposal to the