OGILVY & MATHER
PART 1:
One of the most definitive problems with Charlotte Beers’ brand stewardship was her communicative process with upper-level management. While it may be true that Beers’ was able to develop a clear vision of Brand Stewardship and explain what that meant to her collaborative team “thirsty for change,” the idea was only a concept at the end of their meeting summit.
It is essential to the success of any plan that a strategy must first be developed, and to that point, Charlotte Beers was initially on track. She brought together a team to devise a vision and plan for what Ogilvy & Mather was to become, but she never fully developed what that strategy meant and how it was to be implemented. This lack of strategy set
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Clients would be one of the top priorities for Ogilvy & Mather because the need to understand the concept of Brand Stewardship to invest in it, without their support of the idea the concept would be defunct. The main objects of this communication strategy would be to first and foremost for them to fully grasp the idea of Brand Stewardship and how it can work for their company. This is integral because it is not only about understanding, but it’s also about knowing the benefits of this service and what it can do for their company. With the know, I would also want them to understand how Ogilvy & Mather will go about acting out these benefits through strategy and thoughtful planning.
The Core Disciplines play an extremely important role in the Brand Stewardship plan, as they are the individuals who will be executing the idea. This group would be a priority because if they do not understand the concept then neither will the client because they are the communicators, they provide the examples and final product of what Brand Stewardship really is. The main communicative object for the Core Disciplines would be for them to be able to clearly and concisely define what Brand Stewardship is. If they are able to explain exactly what the message and concept is, then they will have completed the first step to proper execution. I would also like them to understand who their resources are, and what tools are available to them, such
1. Describe the main challenges faced by brand managers Marcilie Smith Boyle and Allison Warren. Of what relevant trends should they be aware?
Mayella is not very powerful in the book To Kill a Mockingbird. She is the lowest of the low in her class. She is a female that doesn't get any respect from anyone in her community, including her father. Only in one way is Mayella powerful, she is white going against an African -American in her court case. Mayella has a very small amount of power in the book, only in the fact that she is a white person against an African -American in her court case against Tom Robinson.
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.
My initial impression of Charlotte Beers, based on the case study “Charlotte Beers at Ogilvy & Mather Worldwide,” is that she is good at being her authentic self, and employs a number of leadership tactics, including charismatic leadership, coalitional leadership, and, to a degree, she appears to be attempting transformational leadership; however, it’s evident that there is something lacking in the end results of her attempts at revitalizing Ogilvy & Mather Worldwide (Ibarra & Sackley, 2011). Although Beers uses good communication with her senior managers in an attempt to build her coalition and get their buy-in on her vision of this concept of Brand Stewardship, and she does listen to feedback from her people, it appears as though she hasn’t been able to clearly articulate her vision well enough to bring it to that next level of “embeddedness” (Daft & Lane, 2015). The lack of support she ultimately receives from the senior managers is preventing Beers from becoming the sort of transformational leader she is striving to be, or even needs to be, in order to facility the types of revolutionary changes she’s attempting to instill in the organization. The majority of the company’s employees appear to be set in the old mindset of how advertising is successfully created, and there doesn’t appear to be much of a sense of community between the various office locations which span the globe. They’re lacking “followership.” If she is truly going to bring the concept of “Brand
Charlotte Beers has a vision; however, she cannot convey this message personally to the whole Ogilvy & Mather organization (O&M). Appointed CEO after a hostile takeover, Beers was faced with the challenge of uniting a multinational, autonomous corporation under her concept of Brand Stewardship. David Ogilvy founded the company, that later merged with Mather & Crowther, which became one of the leading advertising agencies. O&M had offices worldwide, focusing on local as well as global advertising campaigns that used the influence of a multinational corporation with the appeal of local intricacies. The culture of O&M was such a large part of the company that any change was deemed as a personal attack on the employees.
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 recognized the need for a fundamental change in O&M to revitalize the organization. O&M was the world’s sixth largest advertising agency. Beers wanted to fully utilize the existing competencies and assets of the company to chart a new course for the agency. She wanted to bring the company out of the status quo and regain the
Beers first identified the people who were most passionate about change. She had a brainstorming session with them to understand the key change areas. After the meeting, the team reverted back with list of “to do” items, which was then shortened to come up with the key focus areas for 1993. These key strategies were linked to the emerging vision by the declaration “The purpose of our business is to build our clients
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.
Mexican Americans (Spanish: mexico-americanos or estadounidenses de origen mexicano) are Americans of full or partial Mexican descent. As of July 2013, Mexican Americans made up 10.9% of the United States' population, as 34.6 million U.S. residents identified as being of full or partial Mexican ancestry.[1] As of July 2013, Mexican Americans comprised 64.1% of all Hispanics and Latinos in the United States.[1]
Catherine, W., Tat Pui, L. and Henrik, U. (2011) The Roles of Branding for a Brand Entering
In 2000, Unilever decided to reduce 1,600 brands down to 400 and then select a small number of them to serve as “Masterbrands”. One of the reasons to have fewer brands is to decrease control issues. It is harder to manage so many brands, especially when each one has its own particularities. As Deighton pointed, Unilever’s brand portfolio had grown in a relatively laissez-faire manner. In other words, the company’s brands were created without large interference.
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.
Katherine Schuler, a quick study, advanced successfully into new role of senior vice president of marketing; joining B&B’s executive team. Her dimension of leadership was learned over time, and not inborn (Ibarra & Oboradu, 2009). She primarily focused on developing a new strategy for marketing and implemented a promotional plan to drive increased profitability. During this time, Schuler was concerned that members of the company had various perspectives on where B&B’s marketing efforts were headed. The organizational goal and vision was to provide; “unique merchandise and extraordinary in-store service, which reflected the founders’ understanding of B&B’s core customer and their dedication to selecting “great” employees” (Hill & Kindley, 2015, pg. 1).
First of all, a strong brand can be seen as the condition for organisations to expand products, offer more service, and introduce new products (Chernatony and McDonald, 2003). Secondly, a strong brand can lead to growth marketing communication effectiveness (Keller, 2009). ‘To build a strong brand, the right knowledge structures must exist in the minds of actual or prospective customers so that they respond positively to marketing activities and programs in these different ways.’(Keller, 2003, p. 140) Furthermore, Kay (2005) asserted that the strong brand can be seen as a resource of management, which make brand extension easier and useful to build distribution network. Companies are not treated by the intermediaries (Chernatony and McDonald, 2003). Moreover, companies are comparatively easier to change price if they have strong brands. As Henderson, et al (2003) said, a strong brand can allow for premium pricing even still remain loyalty customers, which help companies to survive in the intensive competitive market.