The CMO Club reveals 6 questions every leader should ask

Developing a cohesive team culture is the first step to global brand success

CMOs must build a cohesive team culture, embrace local diversity and consider key elements such as legal regulations and technology in order to build a consistent global brand that resonates locally, according to new research.

The study, The CMO Solution Guide for Global Brand Leaders, Transcending the Geographic Divide, which was produced by The CMO Club and Oracle Marketing Cloud, reveals insights and examples from leading CMOs across companies including Dow Chemical, Pearson, AON Corporation, The Patron Spirits Company, and Vencorex.

The study aims to help senior marketers navigate the complex global landscape whether building a global brand or marketing a brand, globally, according to The CMO Club CEO, Pete Krainik.

“Building a global brand can be so complex in managing not only the overall marketing strategy, but how you manage a global team,” he said. “This guide helps provide go-to-approaches for what’s needed to develop a well-rounded global brand strategy, as well as how to motivate a global team to build the foundation for a more cohesive culture and brand.”

In the report, leading marketers share six common elements that all begin with the same first step - developing a cohesive team culture - as well as outline key ingredients needed to create a successful global brand.

“There used to be a time when a given brand that was based in a given country only had to deal with the challenges of marketing their brand in that country. Of course, those days are long since gone, for essentially every company today is global in one way or another,” the report authors found.

“There is no difference between marketing a global brand and marketing a brand globally. There is simply no one-size-fits-all when it comes to marketing in today’s world, especially for those brands who truly are global, meaning they not only market in many countries, but they also have dedicated marketing teams across the globe, too. Bringing together so many disparate cultures and languages and delivering a cohesive and consistent brand message can seem like a herculean challenge. And, in many ways, it is just that.”

For companies with a global brand or that have aspirations to become one, the report suggested CMOs consider six key questions:

  1. How do you articulate and create a global brand image and presence across different languages and cultures?
  2. How do you deal with the many varying laws and regulations when it comes to things such as email, privacy and data?
  3. How does your technology platform not only handle all the different laws and regulations – but also adapt as needed?
  4. How do you instill in your internal teams a cohesive culture that connects and transcends geographic and sociological differences?
  5. How do you balance marketing competencies to benefit your global team while simultaneously enabling local team’s needs to be met?
  6. How do you empower your team around the world to build relationships with customers in different geographic regions/countries?

Once questions and answers are formulated, CMOs are urged to develop a cohesive culture that catalyses teamwork; pilot country-specific legal rules and regulations; build a rock-solid technology platform; and architect both local and global scale.

The report also revealed how global brand leaders need to infuse their team with a cohesive culture that connects and transcends geographic differences.

“It’s this culture that is the driving force for so many potential successes that the organisation can achieve. While many people talk about culture as if it is some fluffy concept, it’s so much more,” the report said.

“A strong culture bolsters a company’s brand, especially through what employees and customers broadcast on social media about how they love where they work and how they love the products or services.

“A strong culture is also a means of executing the company’s strategy on a global and local level. When there are clear guidelines and a set of shared values, employees will want to follow and emulate those, thereby achieving the strategy that has been set out by leadership. Everyone will also be on the same page, furthering the ability of the strategy to be effective.”

Among the key ingredients that define a cohesive global culture for a marketing organisation identified in the report are:

  • A desire to win, where good could always be better, and where aspirations never end.
  • Energy focused on customers, community, and competition.
  • Employees that think like owners by taking personal responsibility for business performance and doing the right thing for the company.
  • A team of doers who are focused on getting it done and taking care of those things that make the company better.
  • An environment where people can be themselves, reach their full potential, and recognise the importance of diversity in team contributions.
  • A passion to go beyond the adequate or the goal and reach for things that take the company to the next level.

Follow CMO on Twitter: @CMOAustralia, take part in the CMO conversation on LinkedIn: CMO ANZ, join us on Facebook: https://www.facebook.com/CMOAustralia, or check us out on Google+:google.com/+CmoAu

Join the newsletter!

Or

Sign up to gain exclusive access to email subscriptions, event invitations, competitions, giveaways, and much more.

Membership is free, and your security and privacy remain protected. View our privacy policy before signing up.

Error: Please check your email address.
Show Comments

Latest Videos

Conversations over a cuppa with CMO: Microsoft's Pip Arthur

​In this latest episode of our conversations over a cuppa with CMO, we catch up with the delightful Pip Arthur, Microsoft Australia's chief marketing officer and communications director, to talk about thinking differently, delivering on B2B connection in the crisis, brand purpose and marketing transformation.

More Videos

Hey there! Very interesting article, thank you for your input! I found particularly interesting the part where you mentioned that certain...

Martin Valovič

Companies don’t have policies to disrupt traditional business models: Forrester’s McQuivey

Read more

I too am regularly surprised at how little care a large swathe of consumers take over the sharing and use of their personal data. As a m...

Catherine Stenson

Have customers really changed? - Marketing edge - CMO Australia

Read more

The biggest concern is the lack of awareness among marketers and the most important thing is the transparency and consent.

Joe Hawks

Data privacy 2021: What should be front and centre for the CMO right now

Read more

Thanks for giving these awesome suggestions. It's very in-depth and informative!sell property online

Joe Hawks

The new rules of Millennial marketing in 2021

Read more

In these tough times finding an earning opportunity that can be weaved into your lifestyle is hard. Doordash fits the bill nicely until y...

Fred Lawrence

DoorDash launches in Australia

Read more

Blog Posts

Highlights of 2020 deliver necessity for Circular Economies

The lessons emerging from a year like 2020 are what make the highlights, not necessarily what we gained. One of these is renewed emphasis on sustainability, and by this, I mean complete circular sustainability.

Katja Forbes

Managing director of Designit, Australia and New Zealand

Have customers really changed?

The past 12 months have been a confronting time for marketers, with each week seemingly bringing a new challenge. Some of the more notable impacts have been customer-centric, driven by shifting priorities, new consumption habits and expectation transfer.

Emilie Tan

Marketing strategist, Alpha Digital

Cultivating engaging content in Account-based Marketing (ABM)

ABM has been the buzzword in digital marketing for a while now, but I feel many companies are yet to really harness its power. The most important elements of ABM are to: Identify the right accounts; listen to these tracked accounts; and hyper-personalise your content to these accounts to truly engage them. It’s this third step where most companies struggle.

Joana Inch

Co-founder and head of digital, Hat Media Australia

Sign in