Procurecon Marketing 2015 (past event)
02 - 04 June, 2015
Contact Us: 44(0)207 368 9465
Day 3: Taking your marketing procurement to the next level
08:30 - 09:00 Registration and coffee
09:00 - 09:10 Chair’s opening remarks:
09:10 - 09:40 Case Study: Category driven procurement agenda – what does great look like?
- What does great look like for each category? How should best practice be measured?
- How can category strategies align to optimise global consistency of brands
- Setting KPIs and measures to become clear around what category maturity will look like
- Measuring maturity – best in class vs peers
- Comparing qualitative and quantitative base-lining
- How to map categories and skillset needs
- How does the skill set need to evolve to match category needs?
- Developing plans and opportunities to set procurement up for success
- Challenge: is leading, truly leading - Understanding what leading truly looks like
- Linking strategies to corporate ambitions and the customer journey
09:40 - 10:10 Keynote Case Study – Overcoming the strategic challenges for marketing procurement posed by the unique structure of the Renault-Nissan Alliance
- The “red thread” for marketing procurement to create and execute a coherent strategy across a highly diverse and decentralized set of internal customers
- The techniques and practices for managing internal customers that proved effective
- The techniques and practices for managing the global procurement team that proved effective
- What were the greatest barriers to success and how were they overcome?
- What next for marketing procurement at Renault-Nissan? Where are the future opportunities to improve performance?
- What does good procurement leadership look like in this environment?
- Lessons learned for women working to be effective procurement leaders in complex, global organizations
Sophie Barthelemy
Deputy General Manager, Global Strategy for Indirect PurchasingRenault-Nissan
10:10 - 10:40 Keynote Presentation - Marketing procurement strategy transformation – what’s next?
- With content led marketing, advertisers are in a midst of an evolving new world- how should you adapt and evolve to capitalise on this change?
- How to take marketing procurement to the next level - what does marketing procurement 3.0 look like?
- How are changes in the marketing environment impacting marketing and marketing procurement KPIs?
- How do you know you’re really contributing to the company goals through marketing procurement?
- With more agency consolidation and globalisation, how will this impact the function?
- Integrated marketing – how can you work with agencies and suppliers in a more structured and organised way?
10:40 - 11:20 Morning coffee and networking
Stream A: Re-evaluating Partnerships
11:20 - 11:50 Case Study - The step-by-step process of how and why Vodafone changed its media agency to MEC- Why the decision was made to change agencies – what measures were used?
- What early planning took place in the change process?
- How were stakeholders managed?
- What were the stages of the pitch - what indicators were used?
- How agency change management was dealt with internally and assets were transferred
Stream C: Future Marketing Trends
11:20 - 11:50 Creative Boardroom - How can you best deal with new marketing industry disruptors-
What are the biggest disruptors in the marketing industry? Profound changes in the business landscape forcing marketing organisations to undergo significant transformation as oppose to incremental change
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How are marketers reacting to this- prioritising their investments and building this into their strategy?
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Are they making a measurable impact?
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How can procurement step up and respond to the marketing industry disruptions?
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What resources do procurement need to enable this?
Maximum 15 attendees
Stream A
11:50 - 12:20 Case Study - How the GSK global supplier engagement programme changed internal and external behaviours to maximise transparency and value
• Unveiling the operations of the global supplier engagement programme-what was asked and how results were measured to create a baseline?
• Sharing the positive and negative results from the survey- monitoring 110,000 employees across 115 markets working in a heavily regulated sector
• Extended insight post GSK merger with Novartis consumer division
• How internal and external behaviours have changed to maximise transparency and value- to drive the global agenda but not at the expense of the regional and local quality or delivery
• Sharing the positive and negative results from the survey- monitoring 110,000 employees across 115 markets working in a heavily regulated sector
• Extended insight post GSK merger with Novartis consumer division
• How internal and external behaviours have changed to maximise transparency and value- to drive the global agenda but not at the expense of the regional and local quality or delivery
Stream C
11:50 - 12:20 The Creative Boardroom: Continued
• Unveiling the operations of the global supplier engagement programme-what was asked and how results were measured to create a baseline?
• Sharing the positive and negative results from the survey- monitoring 110,000 employees across 115 markets working in a heavily regulated sector
• Extended insight post GSK merger with Novartis consumer division
• How internal and external behaviours have changed to maximise transparency and value- to drive the global agenda but not at the expense of the regional and local quality or delivery
• Sharing the positive and negative results from the survey- monitoring 110,000 employees across 115 markets working in a heavily regulated sector
• Extended insight post GSK merger with Novartis consumer division
• How internal and external behaviours have changed to maximise transparency and value- to drive the global agenda but not at the expense of the regional and local quality or delivery
Stream A
12:20 - 12:25 Change over timeStream B
12:20 - 12:25 Change over timeStream C
12:20 - 12:25 Change over timeStream A: Globalising marketing procurement
12:25 - 13:10 Case Study Revolution: How to drive a truly global, centralised agenda - but not at the expense of the regional and local quality of delivery?•People
-Organisational construct and location strategy (alignment?)
-Supplier network strategy/models
-Stakeholder goals alignment
-What skill sets are needed? Where? And when?
•Process
-Driving a consistent ways of working?
-Measuring success and value contributed
-Building and refreshing Market Intelligence
-Risk mitigation and supplier assurance
-How to drive Change/ Transformation
-How to understand and reflect global, regional and local differences and similarities
•Technology
-E-Sourcing
-Collaboration - among sourcing, stakeholders and suppliers
-Production workflow
-Data and analytics
•Specific examples of success stories?
•Any examples we could learn from?
Nina Chande
Senior Contract and Partner ManagerSony Mobile Communications
Stream B: Marketing procurement best practice
12:25 - 13:10 Drill Down Roundtables
Speakers:
Thomas Holzapfel Global Category Leader Marketing Deutsche Telekom
Sandrine Huart Worldwide Consumer and Market Insight Category Leader L’Oreal
Jane Dormer Group Marketing & Digital Procurement Director Sky
Gavin McClure Global Procurement Marketing Category Manager Japan Tobacco International
Thomas Holzapfel Global Category Leader Marketing Deutsche Telekom
Sandrine Huart Worldwide Consumer and Market Insight Category Leader L’Oreal
Jane Dormer Group Marketing & Digital Procurement Director Sky
Gavin McClure Global Procurement Marketing Category Manager Japan Tobacco International
Roundtable 1: How to find room to negotiate the purchase of market research
Sandrine Huart, Worldwide Consumer and Market Insight Category Leader, L’Oreal
Roundtable 2: The pros and cons of holding company contracts
Jane Dormer, Strategic Procurement Director - Western Europe, Coca-Cola
Roundtable 3: How to manage sponsorship spend and measure awareness and preference of sponsorship led campaigns
Thomas Holzapfel, Global Category Leader Marketing, Deutsche Telekom
Roundtable 4: How to leverage on deep and long-standing relationships with suppliers and agencies
Sandrine Huart, Worldwide Consumer and Market Insight Category Leader, L’Oreal
Roundtable 2: The pros and cons of holding company contracts
Jane Dormer, Strategic Procurement Director - Western Europe, Coca-Cola
Roundtable 3: How to manage sponsorship spend and measure awareness and preference of sponsorship led campaigns
Thomas Holzapfel, Global Category Leader Marketing, Deutsche Telekom
Roundtable 4: How to leverage on deep and long-standing relationships with suppliers and agencies
Gavin McClure, Global Procurement Marketing Category Manager, Japan Tobacco International
Stream C: Inspiring innovation
12:25 - 13:10 Creative Boardroom: How can you encourage internal and external innovation?-
How can procurement support in-house innovation?
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Supplier driven innovation – how can you get suppliers interested in working innovatively with you over your competitors?
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How can you innovate your internal and external working ways? •Cross organisation innovation – with non-competing advertisers: What can be done?
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How can you do what you did yesterday differently today to drive better results?
Maximum 15 attendees
13:10 - 14:10 Networking lunch
14:10 - 14:30 Industry Presentation – How procurement collaborating with their partners can drive top-line contribution
14:30 - 14:55 Case Study – How to effectively decouple digital production from marketing creative agencies?
- Overview of Microsoft’s Digital Efficiency Program and its journey from ideation to proof of concept
- Why Digital Production Decoupling matters for your business stakeholders and even your agencies?
- How to leverage your best technical engineering suppliers in this decoupling model
- Is offshoring to lower cost geos a valid option and what do you need to consider when implementing this approach?
- Which Digital Services can you best decouple?
14:55 - 15:30 Afternoon tea and networking
15:30 - 16:15 Case Study Revolution - How to improve efficiencies in tail end spend - working smarter, not harder
- How to change the internal mindset to improve efficiencies and effectiveness in tail end spend
- How do you prove to your stakeholder it’s worth addressing!
- How much can tail end spend be influenced – global vs. local procurement governance?
- What do you ask yourself to improve processes and efficiencies in the second wave of change, once price has been negotiated?
- How can procurement add value in fragmented spend when supplier consolidation is not the right route?
- How can you open up the supply chain for traceability of spend?
- How can you keep pressure on and look to ways to maximise and add value in market research
- POS – how much can be consolidated and leveraged on a consistent basis?
- Strategies for merchandising when promotional products form a part of strategic spend and not tail end –how does this impact the buying of merchandising?
- How can procurement improve and challenge requirements and scope of work?
16:15 - 16:40 Presentation - How can you use technology to cost efficiently improve the effectiveness of marketing?
• How can technology be implemented to improve the functionality available to marketers and agencies?
• How can it be used to communicate with customers in a personalised way to serve relevant content through the right channel?
• What kind of skill-set should marketing procurement managers be recruiting to manage technology in digital marketing?
• How can it be used to communicate with customers in a personalised way to serve relevant content through the right channel?
• What kind of skill-set should marketing procurement managers be recruiting to manage technology in digital marketing?
