Case Analysis - Charlotte Beers at Ogilvy and Mather Worldwide

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Case Analysis: Charlotte Beers at Ogilvy & Mather Worldwide (A) Case review At the end of this case, Beers has mentioned the sentences, “Clients love Brand Stewardship. Competitors are trying to copy it. And internally, we lack consensus” (Ibarra, H. & Sackley, N., 2011, p.15). This is the major problem she has met. In order to pull O&M back to the right direction, Beers has developed many strategies to change the company culture and brand philosophy. She designed the Brand Stewardship and WCS, but both of these “was not well understood below the top tier of executives who had worked with Beers to develop the concept” (Ibarra, H. & Sackley, N., 2011, p.1). Part 1: What Goes Wrong? Through the fall in 1993, Beers and her team members have done a lot of things which they think can change the company. They were working on communicating the strategy, which was called “Chewton Glen Declaration”. Meanwhile, Beers also asked O’Dea to create a new organization, which they called World Client Service”, to focus on the global clients and issues. Then, they also designed the tools to help develop the Brand Stewardship, which they called audit. After all above, Beers thought it is the time to communicate with all the stakeholders, and she used the vision as her first attempt to communicate with the public. In this vision, she has emphasized the new company values, “To be the agency most valued by those who most value brands” (Ibarra, H. & Sackley, N., 2011, p.11). In this vision and values statements, she used many positive and attractive sentences, which she thought might encourage all of company’s stakeholders. However, as we can see, the results were not as what she thought. So, what is going wrong? There are three aspects she did not take into consideration. The first aspect is the publishing time of this vision. I called it “when” to

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