From the Editor

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Necessity is not the mother of reinvention, as the experts and executives featured in this month's issue of Point will tell you. Business savvy is. That's because truly effective marketing reinvention is not a reactive scramble to keep heads above water, but a well-devised, strategic dive into a new process, a new positioning, a new product offering. It requires long-term vision, a keen understanding of consumers and a sharp focus on goals.

An effective reinvention often requires the CMO to marry brand heritage with innovation. That's the certainly case with the three executives profiled in this month's cover story: Pontiac's Mark-Hans Richer, Lacoste's Robert Siegel and Campbell Soup's Paul Alexander.

Indeed, considering a brand's roots is a critical component of reinvention, writes regular columnist Peter Arnell: "If we want to truly resurrect something, we need to look at what went right and re-engineer a program to cause it to happen again."

The even tougher part can be devising the new strategies for growth. "You have to consider the unimaginable and see if it is plausible," guest writer and noted brand expert Scott Bedbury writes. "Executing is often the easier part. It's breaking mental paradigms and looking beyond sacred cows that can be hard."

Regular columnist Scott Davis weighs in on the importance of management buy-in amid transformative change. And Association of National Advertisers President-CEO Bob Liodice highlights the significance of brand-building within overall marketing reinvention.

How are you leading reinvention within your organization? Send me an e-mail at and let me know.
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