With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age. Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover: •Structuring the team - ensuring a dynamic mix of specialisms across the marketing function •Managing and nurturing the marketing team - encouraging learning and skills development •Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.

1. Reshaping our go to market
support capabilities
Start with the client
Annabel Pritchard
Brand and Marketing Director, Deloitte
Presentation to B2B Marketing Leaders Forum
Thursday, 20 September 2012
©2012 Deloitte LLP. All rights reserved.

2. First...
...the caveats!
• Not best practice, right, or wrong – just our approach.
• Our approach is changing as we build momentum for the future – so some of this
is what we‟re finding works, some is what we‟re finding challenging, some is what
we‟re doing about it.
• Honest.
• “Live” case study... so little in the way of measuring the effectiveness thus far.
• Thinking and challenge points rather than text book theory.
2 Start with the client ©2012 Deloitte LLP. All rights reserved.

3. Deloitte 101
3 Start with the client ©2012 Deloitte LLP. All rights reserved.

4. Deloitte 101
Structure overview
Globally
• FY12 consolidated worldwide revenues: US$31.3bn
• 195,000 people
• Member firms in over 150 countries
Audit
In the UK
• FY12 revenues: £2.3bn
• 12,500 people and 750
partners
Tax • Varying levels of
relationship with
member firms in:
– Switzerland;
– CIS; and
– Middle East.
Consulting
Corporate
Finance
4 Start with the client ©2012 Deloitte LLP. All rights reserved.

5. Deloitte 101
Strategy overview
“Our vision is to be the Distinctive Firm, standing out in our
markets through the impact we have on the reputation and success of
our clients. In pursuing this purpose, Deloitte contributes to a
sustainable and prosperous society.”
5 Start with the client ©2012 Deloitte LLP. All rights reserved.

6. Our go to market approach
6 Start with the client ©2012 Deloitte LLP. All rights reserved.

7. Our go to market approach
Current structure
Go to market = £50m Related
Communications Brand Marketing Insights
• CRM
• Public Relations • Corporate Marketing • Industries • Research
incl. sponsorship • Performance
• Public Affairs • Service Lines • Client need-to-know reporting
• Talent Brand
• Deloitte Client
• Digital presence: • Regions • Thought leadership
internet/intranet • Brand Management Experience incl. CSA
• Platforms • Bids and pursuits
• Online collaboration • Innovation
• Creative Studio
• International Markets
• Internal • Corporate • Events
Communications Responsibility • Private Markets
• “In the Service Lines”
65 people 160 people 105 people
7 Start with the client ©2012 Deloitte LLP. All rights reserved.

8. Our go to market approach
Current state
• Structure orientation – or client orientation?
• Significant market impact – but need for better coordination.
• Role definitions.
• Opportunity for better effectiveness and efficiency.
8 Start with the client ©2012 Deloitte LLP. All rights reserved.

9. Our go to market approach
Vision and strategy
• Founded on the development of distinctive client relationships.
• It builds on our positioning, reputation and relationships in the markets in which
we choose to operate.
• The „best of‟ Deloitte.
• Supporting our partners and practitioners.
• Start with the client.
• Insight will be at the heart of the client experience.
• Sustained focus on our overall brand and market positioning.
• A client relationship-centric approach – self-evident?
9 Start with the client ©2012 Deloitte LLP. All rights reserved.

10. Our go to market approach
The experience should reflect the different facets of the client
Industry
(Industries)
Business Local business
type community
(Segment) (Regions)
Client
organisation
Individual
client
Professional Career
networks development
(Communities) (Communities)
Role
(Communities)
10 Start with the client ©2012 Deloitte LLP. All rights reserved.

11. Our go to market approach
The experience
Integrated
Insightful
Focused
Bespoke
11 Start with the client ©2012 Deloitte LLP. All rights reserved.

12. Our go to market approach
Potential structure?
Brand & Marketing (the client champion)
Corporate Industries Regions Platforms Service Lines
Communications
Insights
Client
Development
Operations
12 Start with the client ©2012 Deloitte LLP. All rights reserved.

13. Developing talent
13 Start with the client ©2012 Deloitte LLP. All rights reserved.

14. Developing talent
Our strategy
“There is a fierce talent war in the market place, and we need to
compete, not only to attract the best people, but to retain our top
talent. We will do this by creating a distinctive talent experience,
which demands, supports and rewards the highest performance,
allows everyone to have the opportunity to shape their own career
and provides an environment where training and development are
genuinely first class.”
14 Start with the client ©2012 Deloitte LLP. All rights reserved.

15. Developing talent
Example – marketing curriculum
15 Start with the client ©2012 Deloitte LLP. All rights reserved.

16. Developing talent
Learning & Development
Stretching role
Work with new people Strategy development
in different area
Working with clients Working with leaders
Experience
Skills & behaviours
Soft skills for progression
Knowledge
Skills
& Insight Visibility of activities
Across the department
Technical skills
Firm‟s strategy – what and why
People management Digital
16 Start with the client ©2012 Deloitte LLP. All rights reserved.

17. Developing talent
Learnings from us
• Structure to allow development.
• Apply marketing skills to your L&D approach.
• Learning doesn‟t always happen in a classroom.
• Set clear objectives. Make them stretching, not a role profile.
• Focus on your leaders – at every level.
• Have a sustained programme – but tailor to your strategy and market place
where relevant.
• Be honest.
17 Start with the client ©2012 Deloitte LLP. All rights reserved.

18. Raising the profile of marketing
18 Start with the client ©2012 Deloitte LLP. All rights reserved.

19. Raising the profile of marketing
Learnings from us
• Get the business to do it for you.
• Get clients to do it for you.
• Build one to one relationships.
• Ask.
• Listen.
• Respond.
• Communicate.
19 Start with the client ©2012 Deloitte LLP. All rights reserved.

20. ©2012 Deloitte LLP.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited. Please see www.deloitte.com/about for a detailed description of Deloitte Touche Tohmatsu
Limited.
20 Start with the client ©2012 Deloitte LLP. All rights reserved.