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10   ORGANIZATIONAL STRUCTURE





               Under this model, specialized teams commonly manage a dedicated plan and budget for
               the specifi c campaigns and/or tactics and are responsible for their own key performance
               indicators (KPIs). These teams typically work with the “general market” team or the brand
               team to ensure some degree of alignment with or, at minimum, overall awareness of the
               brand strategy and guidelines.

               The Dedicated/Segment-Specifi c structure is a very focused approach that is utilized
               by brands with a strong commitment to one or more target consumer segments, often
               because they have been identifi ed as high-value opportunities. The structure necessitates a
               concentrated team of cultural specialists with multi-disciplinary expertise to ensure strategic
               depth and relevance. Both pioneering brands and novices have been known to employ a
               Dedicated/Segment-Specifi c structure as they look to Multicultural segments to fuel business
               results.


               Key considerations related to this structure:


                  PROS


                    Allows for experts to focus on a singular cultural area of expertise or company priority.


                    Brands can set up discrete segment metrics and measure a highly targeted initiative.


                      Budgets can be allocated and managed by the team responsible for justifying and
                  quantifying the specifi c segment’s value to the brand.


                    Teams often report directly to senior executives, including CMOs.


                  Structural transparency aids in clarity of accountability, often making strong ROI a
                  requisite for the team’s survival.



                  CONS

                  May be perceived as a siloed approach if not aligned with other marketing protocols or
                  programs.


                  Effi ciencies may be questioned as resources are not spread across the organization and
                  each segment could require its own resources.


                  Dedicated teams may become an afterthought in overall briefi ng and strategic
                  discussions, leading to work based on partial information or a need to play catch-up to
                  align with standardized timelines.
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