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29 February 2012 | Adam Leach
Clearly assigning separate
responsibilities to marketing and procurement teams and agreeing shared
objectives are vital to creating a productive working relationship.
Speaking yesterday, during a
joint webinar hosted by SM and The Marketer in association with ProProcure, Peter Kirk, head of TV licensing sales and
marketing at the BBC, said the starting point for a good relationship between
procurement and marketing is “having clearly defined roles”.
“However you decide to cut up the
roles and responsibilities, you have to make sure it’s absolutely crystal clear
who is doing what,” he said.
He said, in his experience,
relationships could sour when the two functions are working at cross-purposes. To
avoid this, he gets the teams together in a room to agree shared objectives
early on in the process and “confine the debate”. “A single set of success
criteria is agreed at a very early stage of each retender. These become the
shared objective of each team,” he said.
Gill East, senior director for
global marketing agency and procurement at drinks company BEAM, highlighted the
value of a spend management platform to enable departments to deliver on their
objectives: “Getting that visibility means our local markets can deliver on
their objectives,” she said.
She explained that procurement
has become a more strategic resource in order to deliver cost and overall value
benefits to the business: “Procurement is not a function, certainly not
anymore, we’re a business partner.”
Barry Mellor, head of marketing
procurement at Telefonica UK, believes it is the role of procurement to
choreograph the process and ensure all objectives are met. He told listeners:
“It’s our analytical skills and quite frankly our negotiation skills, I like to
think of it as choreography.”
‘Buying marketing services:
how to ensure both marketing and procurement win’ is available to view and listen again here.