Title: Senior VP-CMO, Motorola Solutions
Company: Motorola Inc.
Years in current job: 4
Quote: “ Very few times do you get to go back and look at the brand architecture of a multimillion-dollar company.”
Eduardo Conrado considers it the assignment of a lifetime. He's spearheading global marketing for Motorola Inc. as it prepares to split itself into two public companies. In the first quarter of 2011, its consumer and handsets unit will officially become Motorola Mobility, while its enterprise, government and public safety business division will morph into Motorola Solutions.
Working closely with human resources, Conrado and his team have developed a multipronged marketing effort that highlights Motorola's roots as a pioneer in public safety with the rollout of police car radios in 1939. Earlier this month, the company launched a global internal employee campaign; an external global effort is set for the first quarter of next year. Motorola collaborated with branding shop Siegel & Gale, New York, and agency BBDO, New York, on the marketing program.
“We went through a soul-searching, and the campaign really comes out of the heritage of the company,” said Conrado, senior VP-CMO, Motorola Solutions Business, who will continue to oversee marketing for the company's b2b businesses after the split. “Why we do what we do as a company is the purpose; what we do is the brand promise, and the values are how we do it.”
After a down year in 2009, when the company's overall sales fell 27%, business has picked up this year. The Enterprise Mobility Solutions unit logged $3.5 billion in sales in the first half, up 8% from the year-earlier period.
“Right now we've been focusing on vertical solutions,” Conrado said.
Next Generation Public Safety, a thought-leadership hub that debuted this year, is aimed at the government public safety vertical. It includes a blog, public safety resources and customer case studies. Motorola drives users to the site through targeted email and also taps social media such as Facebook and Twitter to promote the site.
The company continues to rely on database-driven marketing to further personalize the sales experience, Conrado said. For instance, in the last six months it's used behavioral targeting to reach sale prospects through chat. Online visitors checking out Motorola's services or products may be greeted by a live salesperson who addresses them by name and offers help.
“We've been investing in the last two years to allow that level of intimacy,” Conrado said. “Many companies have customer databases with the sales team and lead-call centers.” Motorola's databases are centralized, so “we can have more relevant conversations with potential customers,” he said.
The personalized approach extends to Motorola's use of social media, as it establishes closed online communities for many of its customer bases. It also creates Share the Experience trade show portals, aggregating Twitter feeds, Facebook posts, and Flickr and YouTube content for the short-lived sites.
Years ago, online marketers relied primarily on banner ads and search-engine marketing, Conrado said, adding: “We're past that. The trick is how can you better target customers. I think it's interactive, CRM and marketing automation.”