Focused on Profitable Revenue Growth. Career at a Glance. 1984. 1994. 1996. 1998. 2000. 2002. 2004. 2006. 2008. 2010. 2012. American Fluorescent. L.C. Industries. Grainger. General Binding Corp . Intermatic. VP Marketing. VP Marketing. Chicago Branding Group.
Career at a Glance
General Binding Corp
Chicago Branding Group
Sr. Marketing Manager
Director B2B Marketing
Senior marketing and product development leaderwho successfully develops new products and programs generating incremental revenue and profit. Formalizes the marketing function, integrates product development processes and ensures cross-functional alignment of customer needs. Diversified understanding of consumer and B2B markets, channels of distribution and customer segments across commercial, industrial and durable goods companies. Extensive experience developing and owning the strategic marketing plan including innovative new products, multi-channel strategy implementation, comprehensive customer communication and sales readiness platforms. Creates domestic and global supply chain partnerships maximizing revenue and profit with P&L responsibility.
Building Business Value
Q: What is the value of a brand?
A:Your brand is the promise to yourcustomers and employees. It provides the foundation to make decisions regarding products, services and programs. It encompasses quality at all levels, your message and the methods used to communicate what you represent, your value proposition. It helps determine what customers expect in the marketplace and how employees champion the brand attributes. It is the company identity both externally and internally. I understand the importance of the brand promise and have successfully launched several new brands currently on the market.
Q: What is the secret to executing a strategic plan?
A:Three areas I have found critical for successful implementation are Communication, Alignment and Metrics across the organization. A well communicated plan throughout the organization helps everyone understand their role and impact on success. Care should be taken to ensure the strategies are respectful of the existing culture and the amount of change required is achievable. Ensuring success requires accountabilities, defined resources and metrics to track progress and initiate adjustments when required.
Q: How would you describe your leadership style?
A:Collaboration, consistency and passion are the core of my leadership style. Innovation and communication flourish by establishing a culture of trust. Using my customer-centricfocus and striving for creative thinking and results, I lead by example providing the platform to overcome obstacles and help the team achieve their goals. Instilling a high-performance mindset that embraces change and personal accountability are key components to helping achieve profitable growth.
Q: How do you turn a challenge into an opportunity?
A:To me, a challenge is another way of asking to improve an outcome. In order to improve the outcome it is important to understand the current situation and why the challenge exists. By looking at customer expectations, competition and market dynamics the situation is reviewed through fact-based analysis. In conjunction with strategic plans and short-term requirements I transform the challenge into an opportunity for success.
New brand of women’s travel accessories generating 35% of company revenue in year one.
23% increase in website traffic in one year.
30% increase in specialty category revenue.
Three year strategic marketing plan providing revenue targets, product direction and costumer communication plans.
Revenue 22% through an innovative distributor program.
Profit 25% through supplier negotiations and product re-design.
New product development stage gate process reducing cycle time 60%.
Diverse Industry Experience
[email protected] • 847-226-1686 • LinkedIn.com/in/markkardon/