Jeremy Chapuis, Director, EMEA Marketing Media COE (Center of Excellence) at Lenovo shares his vision on the evolution of the marketing role, organization and actions. He answered questions from Ioana Erhan, France Linkedin Marketing Solutions Director
To what extent has marketing become a discipline recognized as a growth accelerator?
Jeremy Chapuis: The pandemic has revolutionized the place of marketing in business. Even though marketing has been going digital for a decade, the COVID crisis has accelerated not only the digitization of marketing but also its “premiumization”. We did in 18 months what would have been done in 10 years. Marketing has thus gone from a status of ” adjustment variable ” – in reference to the famous advertising breaks in the event of a company’s financial loss – to a status of “strategic function” of the business of the company. Marketing has become a real lever for growth. The proof of this is the impact of marketing investments on the growth experienced by eCommerce during the pandemic.
How have the marketing professions adapted to this situation?
JC: As far as we are concerned, this change has actually taken place at three levels. At a strategic level: today, the CMO is consulted for all decisions. This implies, as CMO, to be comfortable with financial terms, sales issues, supply and Data. At an operational level: the marketing teams had to increase their skills in UI, UX and the manipulation of big data. At an HR level: we have integrated the component of “growth” and marketing performance in our teams.
How has your marketing strategy evolved?
JC: Our main challenge is to promote our parent brand Lenovo while capitalizing on our daughter brands like Yoga and ThinkPad. On activation, we have redesigned and revitalized our strategy to move from a “product marketing execution” to one “customer marketing execution” placing use, emotion and experience at the center of all our activations. This translates concretely into more humanization in our campaigns, situational scenarios and greater consideration of uses by type of customer. B to B has as much of a storytelling and personalization challenge as B to C!
What are your priority projects?
JC: We have launched 6 work areas ranging from mastering the activation of media buying to the harmony of our messages, passing through ambitious objectives in terms of process, CRMAnalytics and partnership strategies. The mission of the Media Excellence Center for which I am responsible is to coordinate our EMEA marketing actions, while leaving room for the uniqueness of each local market. We have just announced our partnership with our new referent agency Assembly of the Stagwell group and we are setting up a work model in which we transcend the traditional advertiser-agency relationship. Part of the agency’s teams are integrated with ours to establish the best possible synergies between our two entities. In our industry, this is a pioneering approach!
What are your key KPIs?
JC: They are formalized at several levels: business KPIs “revenue and margin”retail KPIs ” market share ” Where “part of linear”communication and sales KPIs “share of voice” Where “lead generation”. More and more, we are thinking about a set of KPIs around customer feelings, their level of satisfaction with their experience or the evolution of the “premiumization” of the brand. And naturally, we put at the heart of our macro thinking, our modeling media mix between notoriety, influence, sales performance. We still have a lot of work to explore, technology is helping to enrich our profession and that’s good news, the start of another revolution!