Spanning Silos: The New CMO Imperative ebook

by David A. Aaker

David A. Aaker Marketing and Sales English

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David A. Aaker is Vice-Chairman of Prophet, a branding, marketing, and innovation consultancy, and . At the conclusion of the book, an assessment exercise is provided to help the CMO to audit the capability of the spanning silos and a priority objectives and activities list.

At the conclusion of the book, an assessment exercise is provided to help the CMO to audit the capability of the spanning silos and a priority objectives and activities list.

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As David Aaker shows in Spanning Silos, the unfettered decentralization that produces silos is no longer feasible in today's marketplace. It's up to chief marketing officers to break down silo walls to foster cooperation and synergy. This isn't easy: silo teams guard their autonomy vigorously. As proof of their power, consider the fact that the average CMO tenure is just twenty-three months. How to proceed? Drawing on interviews with CMOs, Aaker explains how to

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Aaker is the creator of the Aaker Model, a marketing model that views brand equity as a.Aaker first introduced the model in his book Building Strong Brands (1996). Spanning Silos: The New CMO Imperative.

Aaker is the creator of the Aaker Model, a marketing model that views brand equity as a combination of brand awareness, brand loyalty, and brand associations .

The full title of this book, Spanning Silos: The New CMO Imperative, might lead you to believe that it is a very .

The full title of this book, Spanning Silos: The New CMO Imperative, might lead you to believe that it is a very narrow take on a particular organizational issue (silos) within one enterprise function (marketing). Despite this significant position, ironically, as Aaker notes in his discussion of issues facing a CMO, marketing has historically been denied a seat at the strategy table (at least over the last few decades): The fourth barrier is the lack of a strategic marketing culture, which means that the problems, even those that are severe, tend not to rise to the top.

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Without synergy across silos, global CMOs cannot achieve their goals

Without synergy across silos, global CMOs cannot achieve their goals.

Powerful product, country, and functional silos are jeopardizing companies' marketing efforts. Because of silos, firms misallocate resources, send inconsistent messages to the marketplace, and fail to leverage scale economies and successes--all of which can threaten a company's survival.As David Aaker shows in Spanning Silos, the unfettered decentralization that produces silos is no longer feasible in today's marketplace. It's up to chief marketing officers to break down silo walls to foster cooperation and synergy.This isn't easy: silo teams guard their autonomy vigorously. As proof of their power, consider the fact that the average CMO tenure is just twenty-three months. How to proceed? Drawing on interviews with CMOs, Aaker explains how to:Strength your credibility with silo teams and your CEOUse cross-functional teams and other strategic linking devicesFoster communication across silosSelect the right CMO role-- from facilitator to strategic captainDevelop common planning processesAdapt your brand strategy to silo unitsAllocate marketing dollars strategically across silosDevelop silo-spanning marketing programsIn this age of dynamic markets, new media, and globalization, getting the different parts of your organization to collaborate is more critical--and more difficult--than ever. This book gives you the road map you need to accomplish that feat.

Araath

The review by Robert Morris (November 11, 2008) is very in depth and I do agree with The Marketing Guy (March 10, 2010) that I did find the book a little on the dry side.

He first defines what a silo is. "...metaphor for organizational units that contain their own management team and talent and lack the motivation or desire to work with or even communicate with other organizational units."

And gives reasons why a Chief Marketing Officer is needed, stemming from silo structure-driven problems such as,
1)Marketing resources are misallocated
2)Silo spanning brands lack clarity and linkage
3)Silo spanning offerings and programs are inhibited
4)Marketing management competence is weakened
5)Success is not leveraged across silos
6)Inadequate cross-silo communication and cooperation

He uses many examples of silos that exist in the Fortune 500 world and I did write down over 35+ ideas that I considered to incorporate into this review, as this book is still very much worth reading. Here are a few.

"...one objective of the CMO is to encourage synergies across silos and leverage good insights and ideas. If successful, that encouragement will result in increased standardization of marketing across silos. However, in many cases, there will also be differences, usually substantial, in marketing across silos even when the CMO has traction and influence."

"These three challenges--too many brands, too few priorities, and too little leverage--are difficult to address because of four factors. First, brand strategy, can be ad hoc and silo based. The result is a lack of organization-wide perspective and, ultimately, a parochial and suboptimal strategy. Second, managers tend to have an emotional attachment to their brands and new offerings--which often represent in a very personal way a person's career--that inhibits tough decisions. Third, the decisions process involving adding or retaining brands, prioritizing brands, and leveraging strategic brands can be inadequate or nonexistent...silos can be insular, so that information needed to leverage strategic brands into new products and countries may be lacking."

At the conclusion of the book, an assessment exercise is provided to help the CMO to audit the capability of the spanning silos and a priority objectives and activities list.

Ramsey`s

David Aaker does his usual excellent job, this time covering the topic of how to either break down or effectively build bridges between marketing silos at large and largish companies. I don't think there is going to be much in this book for the small business marketer, mid-sized business marketer or entrepreneur, though. This book targets large or multinational companies with a portfolio of brands across sectors, geography and/or cultures and does a great job discussing the issues at those types of companies. If your company is large enough to support the title CMO (chief marketing officer), has separate marketing groups based on geography, brands, business unit type or that utilizes multiple outside marketing/advertising agencies then you will probably benefit greatly by reading this work.

I found the discussion to be very dry and academic for the first four or five chapters but then it picks up with real life examples and tangible actions that can be taken to bridge the sometimes seemingly huge chasms between silos or separate marketing groups. You'll gain some great knowledge about how other companies have effectively managed the marketing and branding functions when they work with many different product or brand silos. The "we're different" mantra that is often heard in marketing silos might be your cue to see if maybe, just maybe there are synergies to be found by spanning those silos and tying in your marketing efforts to a common vision and shared brand message.

~~Review by the author of the e-book, "How to Build and Manage Your Brand (in sickness and in health)."

Manarius

This is not a very good book because the author has a solution (Chief Marketing Officers) looking for a problem (lack of synergies). It should be the other way around. My guess it that the author is doing consulting to marketing people and would like to extend his offering. So he writes a book pushing the marketing managers into being responsible for synergies. Since synergies on the revenue side are elusive, the author hopes to sell consulting services.

The book is not bad, but not worth your time. If you are more interested in the problem (lack of synergies) there are better books to read. On the other hand, if you are a marketing manager pitching for the CEO job, then you might gain some ideas from this book.