Brand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy among stakeholders

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1 Consumer Insight & Empathy: Developing an understanding of consumers behaviors and underlying motivation Brand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy among stakeholders Marketing Strategy: Synthesizing data and insights into a strategic, actionable vision CSV Acumen: Inspire and embrace Creating Shared Value as a tenet of Brand Strategy Financial Acumen: Understanding and application of internal and external business drivers and metrics to produce profitable business results Category & Shopper Acumen: Applying shopper and category insights to provide value to the consumer, customer and Nestlé Digital Prowess: Embracing the power of digital and leveraging its potential to deepen consumer engagement Innovation: Generation and commercialization of new ideas by exploring many possible solutions and thinking beyond perceived boundaries Consumer Engagement: Creating engaging brand experiences that leverage relevant media and consumer contact points 1

2 Marketing Functional Competencies Essential Competencies By Role Marketing Associate Marketing Manager Marketing Director Marketing Strategy x x x x Consumer Insight & Empathy Brand Knowledge & Advocacy CSV Acumen x x x x x x x Innovation x x x Consumer Engagement x x Digital Prowess Category & Shopper Acumen x x Financial Acumen x x

3 Essential Competencies To ensure successful performance 3

4 Essential Competencies To ensure successful performance 4

5 Essential Competencies To ensure successful performance 5

6 Essential Competencies To ensure successful performance 6

7 Marketing Strategy Synthesizing data and insights into a strategic, actionable marketing vision Understands and applies linkages Realizes opportunities Builds competitive advantage Engineers portfolio vision Insightdriven thinking Resultsfocus Leverages consumer insights to identify opportunities and build Marketing initiatives in support of brand strategy Proactively explores, shares and applies observations from other categories, competitors and consumers Breaks long-term strategy into brand objectives with actionable short-term strategies and tactics Identifies future consumer segments and white space opportunities for the brand that deliver against unmet consumer needs Continuously strives to refine strategic direction for the brand based on key insight(s) of the impact of future trends Sets goals and achieves milestones linked to long-term strategy while also delivering short-term business results Demonstrates effective choices in maximizing PFME impact while also staying aligned to brand strategy Articulates and defends a clear direction for the brand when there is a wide variety of potential options Goes beyond category and competitive understanding to define a unique role for the brand and/or business by re-framing the competitive landscape Defines and refines key demand generation initiatives by applying insight-driven thinking as an inspiring, resourceful, externally focused marketer Identifies key break-through opportunities for brands by driving improved performance in consumer insights, shopper engagement and customer relationships Demonstrates decision-making in resource allocation and goalsetting that s driven by achieving division s long-term commercial strategy Maintains a consumer mindset when evaluating business opportunities in key demand generation levers of communication and innovation Inspires insight-driven strategic thinking by role modeling and sharing of professional experiences that uphold our goal of building a world-class marketing team at NUSA 7

8 Consumer Insight & Empathy Developing an understanding of consumers behaviors and the underlying motivation driving those behaviors Desires to know the consumer Understands the why of consumer behavior Seeks consumer truths Enables an insight-driven culture Consumer Empathy & Understanding Identifies and links consumer, category and brand insights from data and observations across multiple sources including primary research, past studies, syndicated data, etc. Applies understanding of consumer behavior (from data, observations, etc.) to enrich category and brand opportunities Builds consumer understanding beyond category/brand and identifies insights that are relevant, resonant, based in reality, and elicits a reaction (4 Rs Assessor) Uses attractiveness and ability to win to choose target and commits to their delight Goes beyond understanding consumers and what they do to why they do it Seeks to understand consumer journey from awareness to advocacy and focuses actions and resources on enabling it Regularly revisits brand and consumer insights with the desire to continuously learn and improve Creates a work environment that encourages the use of emerging consumer immersion opportunities and techniques to evolve our skills and deepen consumer understanding Instills a culture fueled by curiosity around universal consumer truths that can inform current and future business situations Consumer Immersion Seeks out situations (formal and informal) to learn more about consumers then identifies and shares relevant learnings with key stakeholders Internalizes a consumer viewpoint through (formal and informal) consumer immersion opportunities Looks externally to identify macro trends shaping consumer behavior now and in the future 8

9 Brand Knowledge & Advocacy Understanding the brand's essence, values and vision to build advocacy among stakeholders and consumers Builds brand knowledge Embraces brand vision Drives brand values Amplifies brand portfolio Brand Knowledge Explains the brand equity, positioning, and linkage between brand values and core consumer target Demonstrates knowledge and understanding of brand health metrics, tracking and analysis Ensures brand has a unique brand essence, which governs what it does, says, how it expresses itself and behaves Leverages knowledge and understanding of brand health metrics to drive brand equity Strives to evolve brand values over time Inspires depth and breadth in brand knowledge through investments in test and learn Leads measurement and continuous improvement of brand equity performance Builds understanding and enthusiasm for the brand portfolio with internal and external stakeholders Fosters a learning culture fueled by brand advocacy Brand Advocacy Immerses him/herself in all aspects of the brand through research and information gathering Executes marketing programs that are consistent with essence and values Demonstrates passion, knowledge and forward-looking approach to all aspects of the brand Develops marketing programs that strengthen brand value over time Articulates the present and future issues and opportunities based on a deep understanding of the external trends impacting the brands 9

10 Creating Shared Value Acumen Inspires and embraces Creating Shared Value (CSV) as a tenet of brand strategy Understands CSV opportunity Embeds CSV into brand plan Defines brand strategies that enable CSV Embraces CSV as a key demand generation lever Brand s role in Nestlé in Society Understands CSV from a brand and consumer trends standpoint Demonstrates interest and curiosity in how a brand can contribute to CSV Manages communication projects that activate responsible, relevant CSV messages in support of our commitment to NHW, community and shared value, and environmental sustainability Understands CSV from a brand and consumer trends standpoint and explores ways to leverage via marketing plans Seeks to identify and activate brand values in support of CSV Builds marketing plans that activate responsible, relevant messages in support of our commitment to NHW, community and shared value, and environmental sustainability Builds brand strategies influenced by consumer trends to deliver against our commitment to NHW, community and shared value, and environmental sustainability Ensures responsible communication as brands activate CSV in support of our commitment to NHW, community and shared value, and environmental sustainability Invests in communication and innovation that uphold and ultimately advance our commitment to NHW, community and shared value, and environmental sustainability Pursues internal and external stakeholder relationships to build our CSV agenda at NUSA and gain an external perspective on CSV issues and opportunities Nutrition, Health and Wellness Articulates and advocates the brand s NHW position and the consumer s NHW insights Understands the basics of nutrition and how it can be activated to enhance brand s delivery of NHW Understands the basics of nutrition and develops NHW communication plans that can enhance a brand s competitive advantage Integrates NHW in Brand Essence Builds brand strategies that contribute to enhancing the company image of trusted leader in NHW Delivers brand strategies that demonstrate NHW s ability to win with consumers, shoppers and customers Drives NUSA s NHW agenda through dedicated resources and investments in brands Pursues internal and external stakeholder relationships to accelerate our NHW agenda at NUSA 10

11 Innovation Generation and commercialization of new ideas by exploring many possible solutions and thinking beyond perceived boundaries Demonstrates interest and ability to build new ideas Leads innovation to drive category and brand growth Builds innovation strategy Champions ideas and breaks down innovation barriers Idea Generation Work Approach Pieces together seemingly unrelated data to identify patterns and trends to build hypotheses on new brand opportunities Demonstrates interest and ability to take action when a promising idea has been uncovered Reviews established work processes and seeks out opportunities for continuous improvement Demonstrates ability to work effectively in cross-functional environment throughout I&R process I&R Understands building blocks of I&R and seeks out opportunities to gain depth in I&R knowledge through projects that drive brand share Generates new ideas that demonstrate creative problem-solving and idea generation for his/her own brand and others Translates learning from successes and failures into recommendations for improvement Demonstrates willingness to take a non-traditional approach to work in order to drive new and different results Fosters strong cross-functional team collaboration throughout I&R process Delivers innovative ideas through his/her I&R approach that drive category growth and brand results by delivering against unmet consumer needs Pushes for business model innovation that goes beyond the current product, category and infrastructure Develops and leverages strong relationships with R&D, SBU and external stakeholders to drive ideas Recognizes and rewards those who take initiative and act in a creative manner to drive business results Identifies and explores longterm opportunity areas for brand I&R efforts Drives leadership engagement and timely decision- making on I&R Values, expects and promotes curiosity and innovative thinking across the organization by championing ideas and overcoming barriers Creates and fosters a culture for innovation that supports the free exchange of ideas Encourages growth through strategic demand generation approaches like M&A, licensing, partnerships, etc. Prioritizes innovation projects to focus resources against BBB ideas 11

12 Consumer Engagement Creating engaging brand experiences that leverage relevant media and consumer touch points Develops communication and builds learnings Creates inspiring brand experiences Spearheads cutting-edge communication Inspires innovative, impactful communication Creating communication Agency management Analyzes consumer and brand data for defining Brand Essence and OBI Executes communication programs using BBNW tools and processes to engage consumers when and where they are most receptive Defines success metrics, analyzes results and applies learnings to enhance future programs Fosters agency relationships by developing robust creative briefs and providing constructive feedback Uses BBNW tools and processes to inform Brand Essence, OBI and create attractive, rewarding brand experiences that go beyond consumption and shopping Searches out and identifies Big Ideas that inspire engaging, sustainable communication Establishes benchmarks and performance targets to measure the impact of consumer communication programs in order to continuously improve their effectiveness and efficiency Works in full partnership with agencies promoting open dialogue and discipline following the BEP process Promotes the use of BBNW tools and processes to engage consumers in break-through, innovative ways Assesses executions against a single-minded OBI that brings to life Brand Essence and provides feedback that helps develop inspiring and engaging brand experiences Identifies agencies with the talent needed to spearhead cutting edge communication in all touchpoints Motivates teams including agencies to deliver innovative, insightful and impactful ideas beyond assigned work and briefs Fosters culture of partnerships between brand teams, agencies, Insights team and COE s. Builds a learning culture that supports a test and learn mindset and a willingness to share successes and failures in the spirit of continuous improvement. 12

13 Digital Prowess Embracing the power of digital and leveraging its potential to deepen consumer engagement Explores and assesses digital Enhances brand results via digital Builds digital ecosystem Champions NUSA s digital vision Insights & Knowledge Demonstrates the ability to mine for insights and discern engagement patterns using digital studies, usage data, social listening platforms, etc. Seeks out exposure to new technologies, business partners, internal and external experts in order to enrich understanding of digital as a brand-building tool Understands core roles and capabilities of digital platforms and tools, and how they can drive/support brand strategy Demonstrates a curiosity for digital by inviting internal and agency partners to discover innovative new test and learn opportunities that deliver against brand strategy Encourages creating synergies through a brand s entire communication ecosystem so that consumers can move between digital, traditional media, in-store, etc. Expands organizational knowledge of digital through participation in external share groups, forums, etc., cascading learnings throughout the organization Invests in the development of digital capabilities, vision, insights and strategies with a view to the future Advocates a learning culture around digital for marketers, agencies, business partners Activate & Measure Ensures that agencies are incorporating digital through integrated marketing programs that consider paid, owned and earned touchpoints Evaluates the effectiveness of digital using metrics including analytics dashboards and consistent KPI s by touchpoint/tool Transforms insights and understanding into digital tools and touchpoints for brand marketing plan that maximize consumer engagement and drive share Leverages key success metrics of digital campaigns across touchpoints/platforms to improve impact and ROI Develops and launches marketing tests with clear post-campaign metrics in emerging digital media, on new platforms or via new consumer tools Tracks the impact of digital into overall brand planning/strategy and investment decisions 13

14 Category & Shopper Acumen Applying shopper and category insights to provide value to the consumer, customer and Nestle Understands brand in a category context Builds brand plan with category consideration Drives category and customer growth via brand strategies Builds relationships to drive category and customer impact Category Looks beyond the brand to understand the broader category and competitive environment Leverages tools like Category Roadmap to identify opportunities and risks for the brand Customer Understands the role and value of the category to the customer Considers brand-building initiatives from the viewpoint of key customers Strives to build brand strategies that grow both category and brand share Considers the current and future role of the category and brand when defining brand marketing plan Considers key customers across channels when building brand marketing plan Pursues long-term brand and business strategies that deliver category and customer growth. Builds NUSA s relationship with key customers by presenting brand strategies that drive category and customer growth Participates in category and customer learning opportunities to understand customer business strategies Understands and considers the strategic impact of key marketing decisions on customers Builds relationships with senior leaders at strategic customers by sharing portfolio strategy Participates in industry activities to build relationships that benefit the company, category and customers Shopper Understands and applies the path-to-purchase model when assessing and investing in brand-building shopper programs Builds strong working relationships with CSD and Shopper Marketing that enable brand-building initiatives to drive customer and shopper results Allocates resources and supports investments in brand-building initiatives that drive customer and shopper results 14

15 Financial Acumen Understanding and application of internal and external business drivers and metrics to produce profitable business results Makes financially sound decisions Optimizes brand results Expertly navigates financials to produce desired results Optimizes financial performance in Marketing Budget Creates and administers brand PFME budget with little direction Displays fiscal responsibility by considering the financial impact of decisions P&L Understands NUSA financial reports/information and the functional ownership of key P&L elements Builds understanding of different demand generation levers (e.g. pricing, new products, PFME) including financial implications ROI Analysis Performs ROI analyses to assess the impact of key variables and understand the implications on decision-making Manages PFME budget revisions without direction to achieve P&L objectives Proactively identifies effective, efficient cost-savings opportunities Applies knowledge around business impact of different demand generation levers to deliver short and long-term brand results Uses ROI analysis and P&L scenario-building to make recommendations between demand generation levers Anticipates broader NUSA and division financial situations and proactively manages PFME budget accordingly Ensures marketers develop a deep understanding of how to manage their brand P&L results and holds them accountable Monitors external and internal trends to continuously anticipate factors that will impact P&L results Role-models ROI rigor in evaluating marketing spends and trains others to apply it to their work Fosters a learning culture to develop marketers who are financially-driven, fiscally responsible decision makers Creates an environment that enables financial understanding/ knowledge within the Marketing team Drives the long-term business and financial results desired by anticipating broader NUSA situations and proactively managing them 15

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