Charlotte Beers at Ogilvy & Mather Worldwide Essay

1. Marketing specialists at Napanee Beer Co. developed a new advertising campaign for summer sales. The ads were particularly aimed at sports events where Napanee Beer sold kegs of beer on tap. The marketing group worked for months with a top advertising firm on the campaign. Their effort was successful in terms of significantly higher demand for Napanee Beer's keg beer at sports stadiums. However, the production department had not been notified of the marketing campaign and was not prepared for the increased demand.

Upon review of the information provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees. His vision offered a baseline for all employees to follow which in turn offers a one company initiative. Offering this baseline for the corporation leaves no chance for deviation from the cause. This company with deep roots in diversity and was losing ground due to changes in the new ideas of sobriety, increases in taxes on liquor, the 1990s recession, increased government regulation and social criticism (Jick & Peiperl, 2011). To define this project is to give direction and purpose to Bronfman’s word by backing them with actual progress towards his vision. This vision for Seagram’s is to not be confused with the need of the newly acquired MCA Corporation. This company should have its own visions and values.

1. Describe the main challenges faced by brand managers Marcilie Smith Boyle and Allison Warren. Of what relevant trends should they be aware?

some difficult decisions. Only eight months into his job as chief marketing officer (CMO) of GE’s

Charlotte Beers became Ogilvy & Mather 's first outsider CEO after its acquisition by WPP Group Plc in 1991. According to her memo dated May 19th, Beers ' objective was to "re-invent" the mega-agency, whose inertia and complacency had eroded its competitiveness since the 1980s. In fact, Beer 's tenure at Ogilvy constituted a re-creation of the agency, redefining its aims, processes, people, and structure in reaction to the demands placed by the changing advertising industry.

4. What was Pepsi’s meaning management game? Was it really a threat to Coke? How should have responded to Pepsi’s

Charlotte Beers took over as CEO and chairman of Ogilvy and Mather Worldwide (hereafter O&M) during a period of transformation and change in the advertising industry. The after-effects of the economic shock of 1980’s, rapidly changing industry environment and increasing competition, etc. were all having an adverse impact on the company.

The vision was very customer focused. The customers loved the vision and what it would entail for their business. They bought into the vision readily and were very enthusiastic about it. Charlotte had taken over the responsibility of communicating with clients while the other managers handled internal communication. Since the original vision of brand stewardship was Charlotte’s, I believe she did a better job of it than the other managers.

4.Create and man a global brand stewardship coordination officer position to support Beers and enable her to focus on selling the vision to the clients.

The sales volume and market share of Hy Dairies’ gourmet ice cream brand had picked up significantly over the past two quarters compared with the previous year. As the vice president of marketing at Hy Dairies, Syd Gilman credited this achievement to Rochelle Beauport, the assistant brand manager at the time, and decided to reward her with a newly vacated post of marketing research coordinator. Based on his own career experience, Gilman was very much convinced that the marketing research coordinator job would provide Beauport with greater career potential with Hy Dairies. However Rochelle Beauport, being one of the top women and few visible

Peter Browning’s job is to revitalize a mature business in the face of serious competitive threats, but without discouraging the loyalty and morale of a family style culture. Market share of plastic bottles was growing fast and White Cap is losing customers due to that, so a change is necessary. However, few managers or employees at White Cap acknowledged the need for change and were resistant to change. Employees have been accustomed to a culture of little change, and consisted of years of rituals, ceremonies and traditions set by the White family. They are extremely loyal due to their expectation of job security and generous benefits. Browning was asked by Continental to

Catherine, W., Tat Pui, L. and Henrik, U. (2011) The Roles of Branding for a Brand Entering

In 2000, Unilever decided to reduce 1,600 brands down to 400 and then select a small number of them to serve as “Masterbrands”. One of the reasons to have fewer brands is to decrease control issues. It is harder to manage so many brands, especially when each one has its own particularities. As Deighton pointed, Unilever’s brand portfolio had grown in a relatively laissez-faire manner. In other words, the company’s brands were created without large interference.

December 1993: Charlotte Beers assesses the progresses made by the company after she became CEO: she realizes that clients love the Brand Stewardship concept, but most employees, below executive levels, have not embraced the newly created Vison. The problem I will focus in this document is the following: the majority of employees did not embrace the new Vison. I will analyze why this is a key problem, why it is happening and I will propose steps to accomplish more acceptance.

Maori culture is culture of Maori of New Zealand. The Maori culture is part of New Zealand culture. It’s totally different culture for us. The present culture of the Maori has been strongly influenced by western European culture. Maori language and there dressing sense is very different. It is important to understand the role of Maori culture in a present business environment. Maoris ' lifestyle is unique society of New Zealand. By nature they are welcoming and regard the other society. They respect the people by shaking handshake and smile or make real friend. They have their own particular customary administration for handling the