Structure that pursues effectiveness
Mondelēz’s European marketing team is structured similarly to the company’s global brand portfolio, with approximately 10% working within a centralized team based in Zurich, but most of the divisions remain close to consumers. are based across regional markets and all submit reports. Eventually Seymour. The centralized team’s job is to create a big, scalable brand idea that spans all of Europe.
Our local teams are known internally as ‘The Crown Jewels’ because they activate each brand locally and bring expertise and insight to each campaign that wouldn’t be possible if the entire team were focused. Seymour also believes that large-scale campaigns cannot be run as if they were completely localized.
“We have to find the structures, organizations, agency support and processes to succeed at various levels,” he added.
Meanwhile, one of the company’s biggest marketing transformations is strengthening its partnerships with agencies. The agency structure currently sees WPP and Publicis leading the global creative framework, with the former overseeing work produced for the chocolate, candy, powdered drinks and cheese sectors, and the latter for the biscuits and gum sector. He is directing works produced for. However, VCCP is Cadbury’s worldwide agency of record and as a result produced the latest work, which was released on January 8th.
Publicis also shares the majority of the company’s global media responsibilities alongside VaynerMedia and WPP.
“[This] We have a lot of local brands, so you can’t go wrong. [so] How will the very large network agencies respond? I have the data to back it up. We have improved our creative work performance over the past three years.And that’s because we managed to run [our] WPP and Publicis at different levels,” Seymour believes.
To that end, our marketing team monitors the performance of all local offices and major brands through a scorecard system. If scores drop, a leadership team that includes both agency networks steps in to help overcome collaboration issues.
Seymour, who worked on Cadbury’s original campaign Mum’s Birthday, which led to the campaign’s shift to a focus on generosity, said she was surprised at how the brand team had continued to improve the campaign since then. I admit it.
“What I like about this job is that once you think you’ve reached the top, you can always get better,” he said. “That’s why I like working in creative jobs.”
Measurements as expected
Creative performance across stable brands is structurally tested and measured to assess emotional and rational engagement and the overall impact the work can have across different formats.
