Coffee & Dunn is a marketing consulting firm that helps companies improve their marketing operations through organizational change, process optimization, and technology implementation. They take a holistic approach to address challenges such as lack of collaboration, inconsistent branding, budget issues, and poor visibility. Their methodology involves assessing the client's situation, defining goals and key performance indicators, designing an optimal operating model and end-to-end marketing process, and deploying technologies to enable improved performance. Case studies demonstrate how they have helped clients across industries align resources, implement new technologies, and achieve measurable outcomes like reduced costs, improved speed and quality, and increased capability maturity.

1. Capability Overview
January 2013
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2. About Coffee & Dunn
Coffee & Dunn is about achieving marketing success
through improved marketing operations.
Our passion is to improve the quality and effectiveness
of marketing, applying leading technologies to increase
speed or scale, realigning processes and people to create
competitive agility, and applying thoughtful strategies to
measure performance.
Our unique approach bridges the critical gap between
agencies (creative focus) and traditional consultancies “Give me six hours to chop down a tree and I
(supply chain or analytics focus) by connecting customers to will spend the first four sharpening the axe”
marketing capabilities, blending contemporary marketing Abraham Lincoln
insight and proven management thinking.
Our solutions are thoughtful and practical, initiating
positive results immediately.
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3. Why We Exist
“Marketing without planning and discipline is like golf for the weekend
warrior - moments of greatness surrounded by hours of agony”
- Coffee & Dunn (W. Dunn)
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4. Marketing faces many operational challenges…
We are not all ‘speaking the same How can we be more agile when
language’, so it is almost impossible our organization hasn’t evolved
to collaborate or measure anything. with new competitive realities or
technology advances, and
agencies control our content?
How can we better align with
Sales and communicate our
marketing objectives and
strategies? How can we ensure roles and
responsibilities are clear
throughout the marketing
organization?
We are executing
campaigns, but only
through brute force,
long hours, and We’ve invested in
individual heroics. technology, but are not
Can we change this? getting the value the
software vendor promised.
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5. …with substantial impact to performance.
Challenge Symptom Market Impact
Speed to • Missed in-market dates • Competitive weakness
Market • Vendor RUSH orders • Inability to respond to market opportunities
• “Last minute” media buying or events
• Inflexible programming, slow refresh
Brand • Inconsistent look and feel • Message confusion
Consistency • Redundancy or duplication of effort • Low brand recognition
• Poor reuse/cross-use of assets
Regulatory • Bottlenecking for key compliance personnel • Legal/regulatory approval risk
Compliance • Overabundance of technology • Delayed in-market timing
• Limited published or enforceable protocols
• Increasing governmental penalties
Spend/Cost • Out of budget by 3Q • Poor ROI
• Excessive use of agencies • Missed campaign opportunities
• Increasing headcount is only way to scale • Incomplete or poor quality output
(“cutting corners”)
Visibility • Missed deadlines (‘dropped balls’) • Poor quality marketing content
• Redundancy/ misaligned programs • Little positive impact on sales
• Project ownership unclear • Missed competitive opportunities
• No complete picture of all marketing • Waste
activities or how resources allocated
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6. Others’ Perspective
Great Creative = Great Marketing Agency View
Disciplined Process = Efficient Marketing IT/Finance View
Big Ideas + Big Media = Notable Marketing Traditional CMO view
Sales Leadership + Marketing Support = Great Sales TRADITIONAL Sales View
Coffee & Dunn’s Perspective
Big Ideas +
Organization + Process + Technology + Alignment to Strategy View
= Successful, Sustainable Marketing
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7. Coffee & Dunn’s Perspectives on Marketing
Great ideas aren’t what they used to Marketing must step forward and lead
be. Fancy artwork and catchy taglines the organization. That means aligning
won’t overcome a lack of knowledge of strategy, technology prowess, collaboration,
the customer or poor execution. and disciplined accountability.
Over the last decade marketers have “hired and The problem is, trading out one good idea for another
fired” agencies, worked to improve campaign is not effective if they are poorly executed. The classic
planning and execution with classic operational (supply chain) approaches to optimizing processes and
approaches such as Supply Chain Management, technology, especially in isolation, are inconsistent with
Six Sigma, and Lean; or with point solutions like the way marketers naturally work and generally ignore
workflow or campaign management. the reality that Marketing is Different.
Marketing is Different in many ways: The path forward for marketers is clear:
• Great marketing is not only the output of a few • Define the Operating Model to formalize Marketing
brilliant minds, nor should it be dumb luck. Instead capability requirements (skills, technologies,
Marketing requires vision, planning, insights, and processes), and effectively apply it to meet customer
teamwork needs.
• Marketing’s organization design looks very different • Integrate technology solutions that address the wider
from one organization to the next, one team to the business considerations that afford consolidation,
next -- often defying logic speed, repeatability and consistency, and empower
• The pace of competition is rapid, requiring a new the individual marketer
degree of agility. Marketing must apply new • Define End-to-End process to ensure role clarity,
insights up to the very moment the message is individual accountability, and consistent
consumed. collaborations between participants.
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8. How We Help
“When we observed we had fewer and larger animals each morning,
we realized we probably needed more than one animal habitat”
- Zookeeper (J. Coffee)
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9. Your Agenda is Our Agenda
Advance Marketing’s ability to plan programming that
aligns to Sales’ goals and channels
Create the optimum design of the Marketing organization
(including internal and external resources)
Identify and deploy leading technologies to enable Marketers to
collaboratively achieve strategic and operational goals
Maximize the speed and quality of marketing content creation
and distribution through improved process
Improve Marketing financial management for reporting
and evaluation of marketing performance
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10. Adapt Methodology for Your Agenda
Sample Deliverables
Deliverable Benefit
Marketing Operations
Assessment
Objectives, Goals,
Align Marketing efforts top to bottom against
Strategies, Measures
business/line of business priorities
(OGSM) Framework End to end process
definition
Ensure suite of Marketing technologies provide the
scope and level of capability required to support
Roadmap
marketing processes and enable marketers to Comprehensive
deliver against objectives Roadmap (people,
Marketing
Operating Model process, technology)
Align the organization to efficiently and consistently
Operating Model
deliver orchestrated multi-channel output
OGSM
Align resources around a common end-to-end
End-to-End Marketing
process for campaign planning, development, and
Process Definition
delivery
Change
Technology Leverage (when appropriate) existing technology Management
Implementation investments to achieve expected operational
• Resource Management
benefits. Avoid expensive technology purchases
• Campaign Management
• Content Management that don’t deliver promised benefits.
Marketing Resource
Management
Through discovery interviews, document review,
and collaborative workshops, we help you identify
Marketing Operations
and understand root causes of operational pains,
Process and Technology
Assessment
and develop an action plan to address gaps and Implementation
opportunities.
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11. Results for Interrelated Teams
Information for Ability to respond to customer
improved decision channel preferences, channel
making, relevant skills, integration, visibility into planning
speed, budget
efficiency, unified
customer experience
Marketing Modern technology to facilitate
Sales/Retail
collaboration, capacity planning,
skills development, visibility and
Marketing activities aligned
alignment across all segments
to meet product/ campaign
launch dates, with flexibility
for “last minute” changes
Product
Standards allowing Marketing
for routine campaign- Operations/ IT
project cost;
leveraging enterprise
tools, cost Valuable operational
containment, access Finance and customer insights, Insight &
to data channel integration,
the right tools, access Measurement
to data
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12. Recent Case Studies
Client Profile Situation What We Did Outcomes
Retail Advisory consultants worked with client over a  Marketing operations priorities for 3-year
series of half-day workshops, planning horizon
“I’ve just taken on new  Organizational context for internal and
• Grocery
• Rev $40B+
responsibilities. Help me Deliverables: external interactions
• 300 associates investigate, understand,  Current state diagnosis of Marketing  Understanding of highest-order operational
impacted and communicate our Operations barriers
• US/National  Fit/gap assessment  Definition of business drivers for marketing
focused CMO current challenges and  Improvement recommendations & action plan  Improvement responsibilities for direct
opportunities…” (people , process, technology) reports
 Executive summary and debrief
Advisory consultants worked with the client  Common End-to-End process for Marketing
Financial over two-month period to formalize a path (and  Shared services and LOB focused on specific
Services specific actions) to achieve their desired future activities in project planning and execution,
state. removing process ambiguity
“Help us align our
• Wealth  Ability to respond to changes in volume; scale
Management
resources to be more Deliverables: up and down
effective, and identify a  Current state analysis  Technology plan that enables optimum
• 400 associates
Marketing  “Quick hit” recommendations
impacted
VP
technology roadmap”  Marketing operating model
operating model, and overcomes technology
• Global focus silos
 End-to-end process definition  Division of labor between Sales and Marketing
 Technology roadmap  Protocol for Region vs. HQ responsibilities
 Stakeholder/Executive communication plan
Implementation consultants worked with client to  Realigned headcount
Consumer discover key business and user requirements,  Improved agency accountability
tech “I know we need to
identify best alternatives (including re-  Ability to track planned and actual spend
upgrade our technology implementing existing technology), design the  Improved visibility into status and resourcing
• Mobile Electronics and improve processes. process, configure and deploy the solution.  Improved brand compliance
• Rev. $20B+ Can you help us confirm  Reuse benefit from existing assets
• 100’s associates Global Deliverables:  Asset security
our requirements, select  Project work plan  Increased capability maturity
impacted Marketing
• Global focus Operations and implement  Stakeholder communication plan  Improved process repeatability
Director applicable technology?”  Discovery/requirements/alternatives  Improved role clarity and accountability
 Implementation  Improved cycle times and quality
 Change management / training / support  Ability to prioritize executions
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13. Our Experience
In recent years our team members have advised leading Marketers
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14. For More Information:
Eric Rotkow
Consulting Director
678.525.3788
erotkow@coffee-dunn.com
Thomas Manders
Managing Director
972.809.8402
tmanders@coffee-dunn.com
CONTENT CONTAINED HEREIN IS PROPERTY OF COFFEE & DUNN, INC.