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2 ORGANIZATIONAL STRUCTURE

I. INTRODUCTION

As marketers, we are responsible for driving growth, which, at a very basic level, requires
us to reach the right people at the right time with the right messages. While this seems
fundamental, the fact is that growth is eluding marketers. According to Bob Liodice, CEO
at the ANA, “About half of the Fortune 500 – a reasonable surrogate for the entire business
community – has experienced declining after-tax profi ts for the last three years.” In an
effort to reverse this cycle, the ANA created the CMO Masters Circle which is guided by a
specifi c twelve point growth agenda. Among the stated priorities, Inclusion and Equality were
identifi ed as critical areas of emphasis to drive better business and brand performance.

With this in mind, and in response to the lack of commitment to and knowledge about
Inclusive and Multicultural segments often found in corporations and agencies, the ANA
launched AIMM, the Alliance of Inclusive and Multicultural Marketing. AIMM is a coalition
of entities from the entire Marketing ecosystem, including client-side marketers, agencies,
media companies, research companies, and trade organizations, which are focused on
evolving and enhancing the effectiveness of how Inclusive and Multicultural marketing
currently gets done. AIMM has been the catalyst for unprecedented industry research
examining Multicultural marketing opportunities and the obstacles that stand in the way of
optimal growth.

Most leading advertisers are simply not adequately According to an AIMM
investing in Inclusive and Multicultural segments
at all. According to an AIMM analysis of Nielsen analysis of Nielsen data,
data, almost 60 percent of advertisers spend less almost 60 percent of
than one percent of their ad budgets on dedicated advertisers spend less
efforts to reach diverse segments. Some will fi nd than one percent of their
this reality shocking. Sadly, others will fi nd it
expected. It’s just one example of why the ANA and ad budgets on dedicated
AIMM are committed to helping companies, and efforts to reach diverse
their leadership, take a fresh look at Inclusive and segments.
Multicultural business strategies and link them
directly to the bottom line.

By 2020, over 40 percent of the U.S. will be African-American, Hispanic, or Asian. There
is no doubt that demographic shifts have led to unprecedented diversity and are affecting
growth-oriented business opportunities in terms of ROI, profi ts, and stock value appreciation.
Psychographic shifts related to attitudes toward Multicultural and gender identity also impact