Project outline

• The Covid-19 epidemic is having a profound impact on the business of our customer, a leading operator in the high-end tourism sector. The recovery from the crisis is being supported by a rapid increase in media investment.
• Faced with this exponential growth in Branding, Consideration and Acquisition media, our client wanted to adapt the organization of its entire media creation chain in order to absorb the growing workload and improve the efficiency of its operations serving countries in Europe and Africa.
• The aim is to propose pragmatic short- and medium-term improvements in order to gain agility, guarantee the effectiveness of media investments and better control the brand’s image in a sector close to premium and luxury.

Project approach

• Review of organizational models for the media creation chain in an international environment (centralization/localization).
• Modeling of local and central “media creation” value chain and operational processes.
• Analysis of existing organization and operating modes:
  • Individual interviews with all stakeholders (marketing, HR, brand content, studio, media creation, media buying).
  • Individual interviews with external partners (media agencies).
• Critical analysis of operating modes: planning and governance, team organization, roles & responsibilities, operations, tools…
• Quantitative analysis of the impact of increased media investment (FTEs, media budget, number of campaigns, language adaptation, etc.).
• Suggestions for improving the operational and governance model, and the link between the central teams and the 15 countries in the Europe-Africa zone.
• Definition of priority actions to be implemented within 6-18 months.

Results

In addition to producing the following deliverables…

• Model organization of the media creation chain in an international environment.
• Modeling of the chain’s operational processes (strategy, content, media creation, media plans, content production and adaptation, deployment).
• Critical analysis of operating modes using the heptagon of change model.
• Suggestions for improvement: strategic planning, operational timing, organization of Brand Content, 360° multi-levers activation, articulation between media creation and on- and off-line media buying, review of content production principles…

… this mission enabled us to highlight organizational dysfunctions, to define a clear perimeter of responsibilities (accountability) for each department, and to propose a transitional and target organization to absorb the increase in media investments, while maintaining strong control over content production for the 15 countries of Europe-Africa.

Our customer validated all the suggestions for improvement, and effectively implemented short and medium-term, high value-added, quasi-ISO organizational improvements, while respecting and empowering the teams in place, despite media investment growth of over 35%.