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Spanning Silos: The New CMO Imperative | 
 enlarge | Author: David A. Aaker
Publisher: Harvard Business School Press
Category: Book
List Price: $29.95
Buy New: $14.97
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Rating:  3 reviews
Sales Rank: 98524
Media: Hardcover
Pages: 240
Number Of Items: 1
Shipping Weight (lbs): 1.1
Dimensions (in): 9.3 x 6.2 x 1
ISBN: 1422128768
Dewey Decimal Number: 658.8
EAN: 9781422128763
ASIN: 1422128768
Publication Date: October 21, 2008
Availability: Usually ships in 1-2 business days
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Shipping: International shipping available
Condition: Brand New. 100% money back guarantee. All books shipped from Strand Bookstore, New York City, USA.
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Product Description
Powerful product, country, and functional silos are jeopardizing companies' marketing efforts. Because ofsilos, firms misallocate resources, send inconsistent messages to the marketplace, and fail to leverage scale economies and successes--all of which can threaten a company's survival.
As David Aaker shows in Spanning Silos, the unfettered decentralization that produces silos is no longer feasible in today's marketplace. It's up to chief marketing officers to break down silo walls to foster cooperation and synergy.
This isn't easy: silo teams guard their autonomy vigorously. As proof of their power, consider the fact that the average CMO tenure is just twenty-three months. How to proceed? Drawing on interviews with CMOs, Aaker explains how to:
- Strength your credibility with silo teams and your CEO
- Use cross-functional teams and other strategic linking devices
- Foster communication across silos
- Select the right CMO role-- from facilitator to strategic captain
- Develop common planning processes
- Adapt your brand strategy to silo units
- Allocate marketing dollars strategically across silos
- Develop silo-spanning marketing programs
In this age of dynamic markets, new media, and globalization, getting the different parts of your organization to collaborate is more critical--and more difficult--than ever. This book gives you the road map you need to accomplish that feat.
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| Customer Reviews:
 How to create a "road map" for marketing success in a "hot, flat, and crowded" world November 11, 2008
Robert Morris (Dallas, Texas)
Over the years, David Aaker has published more than 100 articles and 14 books, including Managing Brand Equity, Building Strong Brands, Developing Business Strategies, Brand Leadership, Strategic Market Management, From Fargo to the World of Brands, and Brand Portfolio Strategy. In this his latest book, he examines a subject of special interest to me: organizational "silos." I agree with Aaker that there are situations in which they can have substantial value. Aaker uses a silo as a metaphor for "organizational units that contain their own management team and talent and lack the motivation or desire to work with or even communicate with other organizational units." The largest organizations are collections of silos that can be classified according to the country in which they are located, the product(s) for whose marketing they are primary responsible, or their operational (non-marketing) function such as IT and HR. As companies such as P&G, GM, HP, and Unilever demonstrate, there can also be silos within silos. Up to a point, a decentralized structure that not only allows but indeed supports silos is desirable.
But there can also be problems with silos, especially in a world that Thomas Friedman has characterized as "hot, flat, and crowded." According to Aaker, "relying on unfettered decentralized organizations with highly autonomous silo units is no longer competitively viable. The world has changed...Silo-spanning brands increasingly require consistency and synergies. There is a drive for marketing accountability that is inhibited by the silo structure. The need for deep expertise in cutting-edge marketing disciplines, difficult to achieve in a fragmented organization, is emerging at a rapid pace. There is also an increasing intolerance of inefficient and ineffective marketing that is coupled with an increasing ability to discern when they are around and about. Marketing is called on to do more with less and the inherent inefficiency of silos has become a significant burden...There is just too much at stake to allow silo interests to inhibit or prevent the effort toward achieving strong brands and effective marketing. That does not mean that the answer is to disband silos." Rather, organizations must determine how to eliminate the problems caused by silos without losing the benefits they can provide. Aaker advocates the need for a chief marketing officer (CMO) who concentrates on achieving that worthy objective.
Throughout his narrative, Aaker responds to questions such as these:
1. What are the major silo issues?
2. How have various global organizations done about them?
3. What has worked? Why? What hasn't? Why not?
4. What are the best-practice approaches?
5. What insights has his extensive research revealed, including interviews of dozens executives revealed?
What Aaker provides in this book is a "road map to success" for CMOs and their associates. He identifies the major silo structure-driven problems, the most important action items and the key barriers facing CMOs. He also identifies indicators that decentralization is out of control and recommends corrective initiatives that encourage more and better allocation of marketing resources, clarity and linkage in silo-spanning brand strategy, silo-spanning marketing offerings and programs, marketing management competence, leveraging success, and communication and cooperation. The material is carefully organized so that a CMO will be well-prepared to determine what the right role and scope for her or him will be, how to gain credibility and buy-in, how to use teams and other means to silo linking, how to develop a common planning process and information system, how to adapt the master brand to silo markets, how to prioritize brands in the portfolio, and finally, how to develop winning silo-spanning marketing.
My frequent use of the word is "how" is deliberate. Aaker briefly and skillfully identifies the "what" in the first chapter or two, then focuses almost all of his attention on the "how." He is a relentless empiricist and a diehard pragmatist. For example, drawing in part from a study of some 55 successful virtual task forces and teams, he offers ten suggestions in Chapter 3, Pages 90-92. In the next chapter, he provides seven specific recommendations to increase usage participation within an organization, to make it more widespread, on Pages 121-122. And then in Chapter 6, Aaker focuses on what he characterizes as a "Brand Priority Framework" for determining the relevant brand set, selecting brand assessment criteria, completing brand evaluation, prioritizing various brands, developing the revised brand portfolio strategy, and then designing and implementing the migration strategy.
In my opinion, this is David Aaker's most important book thus far. His brilliant use of various reader-friendly devices such as dozens of "Figures," check-lists, key points identified by italics and/or bold face, charts, and a "For Discussion" section at a chapter's conclusion all add substantial value to the rock-solid content. Bravo!
Marketing as a Business Imperative November 9, 2008
John Gerzema (New York)
Every CMO (and CEO for that matter) needs to read this important book. Through analysis, interviews and practical advise, David makes a powerful case for marketing's evolution from a department to a way of thinking across the company.
John Gerzema
Chief Insights Officer, Young & Rubicam and Author, The Brand Bubble
 Valuable October 17, 2008
Peter Georgescu (New York, NY)
0 out of 1 found this review helpful
The only way to grow in this crazy world is through smart marketing.
I liked David Aaker's book because he identified the chief orchestrator of the growth engine and hi/her mission. I just hope there are enough candidates who can do this job!
Peter Georgescu
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