Charlotte Beers Case

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I. PROBLEM DEFINITION December 1993: Charlotte Beers appraises the developments made by the company after she became CEO: she apprehends that clients love the Brand Stewardship idea, but employees who are below executive levels, have not understood and accepted the newly created vision. The problem I will focus on this document is: most employees did not embrace the new vision. I will analyze why this is a crucial problem, why it is happening, and I will suggest steps to accomplish more acceptance. II. BACKGROUND In 1948, David Ogilvy invested his savings to create his advertising agency, called Ogilvy and Mather (O&M). He strictly stated that "the consumer is not a moron," (Ibarra & Sackley, 2011, p. 2). Ogilvy developed numerous eminent campaigns and led the firm to be known as "the class act of Madison Avenue," (Ibarra & Sackley, 2011, p. 2). Ogilvy retired in 1975, and the company began a …show more content…

This kind of work assignments created a chaotic and unorganized structure and discomfort among the executives but allowed room for creativity. Beers relaxed the typical hierarchical authority by choosing to call on people for their opinion because of their intelligence, hard work and interest in the matter, and not because of their seniority in the company. She noticed the actions of the employees and what they valued and eventually wanted the employees to share her feelings on the importance of the brands. Activate the Assets Beers wanted the firm to realize that there are plenty of great assets within the company that are not being utilized. These assets were the creative talent of the staff, worldwide network of offices and global clientele. The entire focus was fixed permanently on the quality of Ogilvy’s advertising. Intense Focus on Brand and

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