The balancing act between maintaining consistent brand expression while achieving local relevance emerges again as we look at marketing organizational structure. Our experts were unified when it comes to the application of a ‘hub and spoke’ model, with varying degrees of responsibility and freedom given to local resources.
Thomas Heide Jorgenson, head of marketing communication at Danfoss, noted that they deploy regional marketing teams for maximum efficiency. “Previously, marketing was run quite locally by a few marketing resources who managed many aspects, including media. But there are too many competencies needed to run effective programs at this level, so our model is now regional where we can have a stronger cross-section of functional experience within our teams.” He went on to explain that the global marketing team has defined a clear value proposition for what they offer to the regional teams, including service level agreements to local teams.
At Gilbarco Veeder-Root, their ‘hub and spoke’ approach is built around a shared services model. “Our optimal model for marketing globally is to have brand centralized in one group and to use a consolidated shared services model for functions that aren’t impacted by regional and local differences, like data management, CRM, marketing automation and basic asset creation. But creative and content are done regionally, decentralized to the experts who can account for offering differences and cultural nuances,” stated Monica Arroyave, senior director.
Klaus Sejr Madsen, international marketing director for Bruel & Kjaer, HBK, shared his marketing team model, which smartly divides responsibilities. “We have a centralized brand and campaign development team that develops content and digital execution for larger campaigns and initiatives. This includes channel selection and reporting, with input from local teams. Our local field marketing teams support local sales initiatives, events, execution and social media campaigns. They are vital to our effectiveness locally.”