Page 12 - AIMM_BookDesign2_Body_021719_v8.indd

ORGANIZATIONAL STRUCTURE 11

2. CENTER OF EXCELLENCE/
MULTICULTURAL MARKETING DEPARTMENT:

Commonly referred to as COEs or MCMs, this structure is often a consultative hub-like
group whose cultural expertise is shared with brands on an ad-hoc/project basis or on
an ongoing basis, but with limited autonomy.

This is the structure that aggregates some or all segments and creates a hub-like resource
that can be tapped for cultural expertise. The Center of Excellence (COE) or Multicultural
marketing department (MCM) is often consultative in nature, having overall Multicultural
marketing expertise along with some level of segment-specifi c knowledge. COE/MCMs tend
to provide insights and recommendations, but often with little or no budget authority. They
typically work closely with a brand’s “general market” teams (internal, external, or both) to
provide insights, strategic guidelines, and other culturally relevant recommendations.

COEs vary in terms of the share of budget allocated to this unit and the responsibilities and
accountabilities assigned. It is not uncommon for COEs to play a more dominant role in
research and early insight work, community relations, and culturally specifi c events while
being less involved in funding and/or implementing advertising and media-driven initiatives.
Those opting for this structure should consider empowering the COE with a role that is
engaged from program start to fi nish and that at least allocates appropriate budget for market
testing and sustaining work.

Coca-Cola’s Center of Excellence is credited with being an internal resource that ensures
Multicultural marketing insights and opportunities are identifi ed on an ongoing basis and
that brand teams are engaged in the process of translating that knowledge into strategic
initiatives. Most Centers of Excellence are a valued resource for brands but are not often
linked directly to the C-suite. Reporting varies, however, as in the case of Hallmark, where
the COE does report to the president of the company. Hallmark’s Chief Diversity Offi cer and
VP of Multicultural Strategy Philip Polk stated that this approach gives the company’s Center
of Excellence “visibility and an audience with responsibility for the entire organization, not
just marketing or HR. We can identify themes or issues that permeate several different
organizations within the company. We can work to develop solutions that work across business
units and not just in certain business siloes.”