A change in strategy has already taken centre stage at the company. Earlier this year, having decided to put brand-building ahead of product innovation, the electronics firm committed to a £75m boost to its European marketing budget, opened a European design centre in London's Covent Garden for regional research and development, and appointed Andrew Warner as UK marketing director.
LG is also in rude financial health. It reported solid sales growth (up 11.2% to £25.5m) and profitability in 2007, and is riding out the economic slowdown with a focus on premium products such as its Scarlet LCD TV range, and a washing machine shipping target of 10m for 2008.
Former Vodafone marketer Chambers, who will be based in the UK, has been drafted in to implement LG chief executive Yong Nam's plan to make Europe a regional 'test-bed' for its global marketing strategy.
'I have been looking for a big European role, and I have definitely found that,' says Chambers, 43.'LG is evolving with a strategy to drive the brand, and I am part of that, alongside [global chief marketing officer] Dermot Boden and the local marketing directors.'
The task is anything but easy. LG has admitted that its messages have been con-fusing, with ads focusing on steam-power washing machines and touch-screen hand-sets one minute, and sponsorships and publicity stunts, such as the mock 'TV series' push for its Scarlet LCD TVs, the next.
With Warner's arrival in June came the promise that LG's UK marketing approach would be more 'coherent and consistent'. Rather than technology and manufacturing, LG would come to be associated with innovative design, fashion and lifestyle.
The increased investment is becoming apparent. UK media spend in 2008 was £10.8m to the end of August, compared with £7.8m for the whole of 2007, according to Nielsen. Signs of attempts to better engage with consumers are also emerging.
With its Scarlet ad campaign, in which information about a fictitious TV series featured in entertainment media over several months, Kwan-Sup Lee, vice-president of LG Electronics' digital display global brand marketing team, said the firm was seeking to change the perception of the LG brand. 'Being different might be risky, but we took the risk to make a breakthrough,' he added.
LG is also endeavouring to become a life-style brand; it recently signed an eight-year sponsorship deal with Birmingham's NEC Arena, now the LG Arena, and became the title sponsor of the International Ski Federation's Snow-board World Cup 2008/09 season, broadcast in over 80 countries.
Later this month, an LG-backed snow and music festival at Battersea Power Station, broadcast on Channel 4, will pro-mote the brand's association with the Snowboard World Cup. The event will combine snowsports with music from bands such as Cypress Hill and The Enemy.
Other activity includes the LG Style Icon competition, a search for aspiring models to star in an ad for its Secret handset.
Chambers refuses to be drawn on forthcoming campaigns, but is bold in his appraisal of his employer's efforts, claiming that LG's product line-up is 'well-designed and innovative' but that 'currently the brand doesn't reflect that'.
He is already planning 'deliberate action' to address this. His aim is to high-light 'stylish design and smart technology' as key brand attributes, and build brand awareness with 'hero products'.
Despite his apparent self-confidence, Chambers' career path has not all been plain sailing. He left his role as marketing chief at Japanese clothing retailer Uniqlo after two years when its first foray into the UK failed.
His role as head of brand and marketing at Vodafone also came to a sudden end in February following a re-structure overseen by Vodafone UK consumer director Ian Shepherd, which also resulted in the exit of head of direct marketing Richard Broad-bent, and chief marketing officer Tim Yates. Asked about the reasons, Chambers says 'it was a restructure, so you'd better ask them'.
Former colleagues are more forthcoming. One says: 'I think Dominic had a challenging time at Vodafone. I am not sure that, culturally, he was the right type of person for that organisation. It is very commercially driven and I have worked with more commercially driven marketers; Dominic is more creatively driven.'
Independently, Chambers agrees he 'likes working on the creative side', citing Vodafone's 2007 'time theft' mobile internet campaign, which featured an over-worked executive trapped in a Groundhog Day-style situation, as a personal highlight.
The TV ad was the first created by Bartle Bogle Hegarty, which won the account from JWT in 2006, as Chambers orchestrated an agency roster overhaul. BBH chief executive Ben Fennell describes working with Chambers as 'enjoyable'.
'He is clear about what he wants from his agency partners, and gives them room to do it, rather than micro-managing,' he adds. 'He is a good person to spot an idea and lead a team, and challenges them to push for a better idea.'
Despite his reluctance to discuss his exit from Vodafone, Chambers says he is 'proud of aligning the communications under one look and feel, and driving their effective-ness'. He also claims responsibility for the development of Vodafone's digital strategy, and the tagline 'Make the most of now'.
Chambers now hopes to roll out a fresh digital strategy for LG. 'I need to take action that is going to make a difference,' he says.
He is keen to 'work collaboratively' with LG's agencies, but warns he is not one to sit on his laurels. 'Most advertising is ineffective, and the challenge is to be part of the 15% that works. It is not just TV or digital activity - PR is also a big part of that. As people research product reviews and information online, good PR becomes vital.'
Chambers' mantra is 'keep things simple'. 'Marketers can get lost in data, and need to refocus on emotional attraction,' he says. 'Great brands in the consumer space all have that.'
However, Chambers admits that it will take time to get the brand to where he wants it. 'The first step is for me to develop an understanding of the different markets and Dermot's strategy, and marry them up,' he says.
He appears to have his work cut out, but, just a week into the job, Chambers has already started to formulate a battle plan, which will put him in a strong position for the challenges that lie ahead.