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Group 6- HR C

How & Why to Build an Internal Marketing Campaign


This article defines the importance of an internal marketing campaign in an organization. It does so by
taking an example of implementing balanced scorecard in two very different organizations and showing
how both the organizations conduct communication as an internal marketing campaign to make it the
implementation of the scorecard, a success. There are a few steps followed to implement their
communication campaign.

The first step is to build a communications team. This step is taken based on the strengths of the
organization and in align with the structure of the organization. The second step is identifying the target
audience segment and the scope of the campaign. The communication program should be in phased out
by units, organizational levels and audience segments and then the message should be communicated
to each of the identified target segment in alignment with the structure of the organization. The next
step is to analyze the effectiveness of available communication tools according to the culture and the
workforce present in the organization. Also, it is important to take into consideration some alternative
tools in case they are assessed as more effective for the organization such as training certain selected
employees to become certified balanced scorecard advocates and then they can train other employees
as and when required. The next step is to devise the communication program depending upon the
feasibility and effectiveness of the same. It should contain the necessary contents to make the
communication effective register the feedback of the employees

Apart from following the steps required for a good communication program, the most important aspect
is the value of the feedback received from the employees. Also, the communication system should be
regularly updated to keep the program effective.

Bridge the Gap Between Strategy and Tactics:


Magic Matrix is a tool which helps managers identify where and why they are making money. Also lets
them identify high and low potential areas of business. Lack of Coordination and absence of cross-
jurisdictional understanding of expectations leads to failure of integrated planning. Effective integrated
planning requires:

• Rigorous & shared analytical framework


• a process for bringing each manager's perspective to bear on maximizing the company's
performance both during the planning and throughout implementation.

Magic Matrix meets the above requirements

Visualizing the Business

The Magic Matrix is a very powerful, intuitive, easy-to-use model of a company as it interacts with its
markets. It enables a management team to look at a shared set of information on the key aspects of
their company's accounts, products, and operations, and to develop the better ways to improve
performance. Overall lets manager visualize their business in a convenient and more transparent way,
that too in a better way than SWOT analysis.
Magic Matrix-based planning:

Core integrated planning is a five-step process, which includes these key Magic Matrices:

• Revenue matrices show the distribution of revenues in the product-account cells.


• Unit and Price matrices show the distribution of unit sales, prices, and relative prices
• Potential, Penetration, and Capacity matrices show account purchasing potential relative to
sales and production capacity and utilization.
• Growth Matrices show forecasts and set expectations for growth
• Profitability matrices show the distribution of profit dollars and percentage profitability, and
resource.

More advanced matrixes can be constructed beyond these, in the application of Outsmarting the
Competition, Reaching for Growth, Dodging Environmental Bullets, Minimizing the Commodity Threat,
Optimizing the Go-to-market Strategy and Leveraging the Strategic Initiatives.

Integrating the planning process: Objectives of integrated planning using the magic matrix is twofold:

1. Enables better plans with more coordination and transparency


2. Leads to the cultural convergence of various segments within the company

Example: Revenue Matrix

Product A Product B Product C Total


Account 1 180 600 210 990
Account 2 100 500 120 720
Account 3 40 200 50 290
Total 320 1300 380

Strongly Performing Product Weakly Performing


across all Accounts Account

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