Table of contents for Spanning silos : the new CMO imperative / David A. Aaker.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


Counter
 Contents
Detailed Table of Contents
Preface
Acknowledgments
Introduction: The New Cmo¿Why?
Chapter 1: Find The Right Role And Scope: The CMO¿s New Job Description
Chapter 2: Gain Credibility And Buy-In
Chapter 3: Use Teams and Other Routes To Silo Linking
Chapter 4: Develop Common Planning Processes, Information Systems, and Market Analysis
Chapter 5: Adapt The Master Brand To Silo Markets
Chapter 6: Prioritize Brands In The Portfolio 
Chapter 7: Conduct A Silo Audit
Conclusion - The CMO¿s First 90 Days
Contents
Preface
Acknowledgments
Introduction: The New CMO¿Why?
Six Deadly Sins of a Silo Structure
	Marketing Resources Are Misallocated or Underutilized
 Silo Spanning Brands Lack Clarity and Linkage
 Silo Spanning Offerings or Programs are Inhibited
 Functional Marketing Competences Are Weakened
 Success Is Not Leveraged Across Silos
 Organizational Culture Languishes
Enter the CMO
	Reducing Silo Power: Why Is It Hard?
 From Silos to Synergy
A Roadmap for CMO Success 
	
Chapter 1: Find the right role and scope: The CMO¿s New Job Description
Five Hats: Facilitator, Service Provider, Consultant, Strategic Partner, Strategic Captain
Which Roles? How Roles Evolve
Activity Scope and Authority
Product and Country Scope
Chapter 2: Gain credibility and buy-in
Gain CEO Support¿A Key to Success
Acquire Customer Knowledge
Show Success Visibly 
 Get Easy Wins¿Hitting Singles 
 Deliver Impact¿Hit a Home Run
Respect and Engage the Silo Units
Upgrade the Marketing Staff
 Skills Needed
 Sourcing People
 Silo Marketing Talent
 Talent Training System
 
Chapter 3: Use teams and other routes to silo linking
Cross-Silo Marketing Teams
Keys to Successful Teams
	Clarity of Mission
	The Right People
	Competent Leadership
	Dealing with Multiple Cultures
Succeeding with Virtual Teams
Strategic Linking Spectrum
	Informal Networks
	Liaison Roles
	Integrator
	Matrix Organizations
	Where Should You Land on the Spectrum?
Creating a Cross-Silo Culture
Chapter 4: Develop A Common Planning Processes, Information Systems, And Market Analysis
Customer, Competitors, and Market Trends
Business Strategy
	Product-marketing investment Strategy¿Where to Compete
	The Customer Value Proposition
	Assets and Competences
	Functional Strategies and Programs
Brand Strategy
Silo Market Strengths
Marketing Information Systems
Chapter 5: Adapt The Master Brand To Silo Markets
Standardizing the Master Brand
Adapting the Master Brand¿Why and When
Adapting the Master Brand--How
	Create Relevant Associations
	Augment with Additional Associations
	Spinning Existing Associations
	Emphasize Different Associations
	Using a Branded Differentiator
Top-Down vs. Bottom UP
Chapter 6: Prioritize Brands In The Portfolio 
The Use of A Corporate or Master Brand for the Silo Business
	Awareness/Presence
The Silo Brand Option
Subbrands and Endorsed Brands
 
Chapter 7: Conduct A Silo Audit
Create Great Marketing in a silo world
The Scope and Authority of the Silo Marketing Team
How Many Communication Partners?
Allocating Marketing Resources Across Silos
Communication the Brand Internally
Conclusion - The CMO¿s First 90 Days
Assessment of the Silo¿s Role in the Organization
 Assessment inputs
Action Plan¿Prioritizing Short and Long Term Goals 

Library of Congress Subject Headings for this publication:

Marketing -- Management.