The Evolution of Marketing at MNP

Randy J. MowatSenior Vice President, Marketing

PRIME Symposium 2014

RANDY MOWAT

• Joined MNP in 1997

• Admitted as Equity Partner in 2003

• Member of MNP’s Senior Management and Operations Teams

• Responsible for all marketing related activities, including brand development and promotion, market planning, production and market facing communication.

• Works closely with clients, service and regional business units

• Very proud of our team who have won numerous national and international marketing awards .

• is the fifth largest firm in Canada • targets mid-market clients

• offers services in accounting, consulting and tax

• has more than 75 offices located in large urban and midsized rural cities

• has 590 partners and more than 3,300 staff

• boasts an annual growth rate of more than 10%

• is a member of Praxity

ABOUT MNP MNP…

Our industry expertise and market insight is a business advantage. Specialized markets and client groups include:

Aboriginals

Agriculture

Asia

Credit Unions

Construction

Real Estate

Food Processing

Manufacturing

Mining

Not For Profit

Oil Field Services

Public Companies

Private Enterprise

Professionals

Public Sector

ABOUT MNP - CLIENTS

• Corporate model, partnership culture

• Governance is a Matrix structure

• Includes, location, client groups and service lines

• Each region, service and client group has a national leader

• Each business unit leverages all firm resources - no silos

• Our culture, values and governance sets us apart from other firms in Canada

ABOUT MNP - GOVERNANCE

DON PENNY

“We are building a firm that is unique and different

and in order to do this effectively, we are going to

need marketing”

CEO 1984 – 1998

Build Brand Awareness

Promote Firm Capabilities

Effectively Position Brand

Drive Revenue

Achieve Desired Results

MARKETING ROLE: OUR KEY OBJECTIVES

Gain Access for our Practitioners to Sell

• When marketing was introduced to the firm, we had some challenges:

• Marketing was unknown to the accounting industry - Partners did not understand the function or how to utilize it – we were viewed as overhead

• I didn't understand the partnership structure and the sensitivities of making decisions and moving things forward – I came the corporate world

• There was no...”Know you, like you, trust you” in place between marketing and the partners – the CEO and Board understood the need for marketing, but it but the partners weren't so sure.

EVOLUTION OF MARKETING - Introduced

• We introduced planning, budgets, tactical actions, bringing the marketing theory and approach to business development

• Tipping point: The Campaign!

• More strategic approach emerges

• Gained more support and courage

EVOLUTION OF MARKETING - Acceptance

Became strategic within the firm – delivered results

Built resources in the firm that supported business development and a marketing culture

Achieved brand awareness and positioning that supported partners business development goals

Looked to for leadership in the firm

EVOLUTION OF MARKETING - Leadership

MEASURE OF SUCCESS

• Be strategic in your approach and support for the firm.

• Plans and Budgets – demonstrate you know how to manage the department

• Constantly reinforcing marketing theory and best practices, measure and report

• Earn trust and acceptance of the leadership

• Get little wins as soon as possible

• Be courageous, stand up for your beliefs

• Bring energy and excitement to the firm – Inspire the leaders

THE APPRAOCH TO THE MARKETING ROLE

• We feel the governance and business model needs to be a one firm approach for effective marketing resources.

• The environment must be set up for success, the right culture in place

• Must have the support of the CEO, Board, Senior Management and Partners.

• Marketing is a firmwide responsibility – the department leads and supports.

• We have a marketing culture at MNP

ARE YOU READY FOR MARKETING

QUESTIONS?