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Strategic Marketing with Gemma Manning Webinar
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Strategic Marketing with Gemma Manning Webinar

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Develop effective strategic marketing and set your business apart. ...

Develop effective strategic marketing and set your business apart.


Today's major challenge lies in developing a killer marketing strategy in order to cement brands for survival. We exist in an ever-demanding and dynamic landscape of sophisticated consumers, competition and marketplace demands. As choices become vast, the only thing that matters are your relationships with the marketplace.

During this webinar with guest speaker Gemma Manning, you will learn:

How to define the needs of your customer/consumer and use these insights to build a basis for effective marketing strategy
How to differentiate your brand and maximise growth in a competitive landscape with solid and sustainable brands
How to understand your market, challenge your offering and position it against your core target consumer/customer
How to define your brand and its strategic role in the business
The best structure for defining and building your marketing strategy

For more great webinars, check our website. http://www.abn.org.au/site/events

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  • I will be referring to Newport throughout the presentation as my key case study. The CEO of Newport Consulting, David Hand, has joined me on today’s webinar and has called in from New Zealand to be involved.
  • Want to spend a few minutes on defining what is a marketing strategy. During my marketing career, which includes working for large companies and now as s consultant to start-ups and many fast growth companies, I have found that no matter the industry sector, the size of company or the life cycle that that company is in, there is always a lot of debate about what a marketing strategy is, the importance and relevance of one to a business and it is an area that business owners as well as executives grapple with. Business owners in particular like the idea of a marketing strategy but don’t know where to start to build one and then to find the time and resource to actually implement the strategy through a marketing plan. What most often than not happens is that businesses chase adhoc marketing activities without first thinking about the overall strategy. Point 1: The marketing strategy provides a direction for the business. It tells you where you want to go from here. Point 2: Your marketing strategy defines your business positioning, your products or services mix, your target market, and defines your company's role in relationship to the competition. Point 3: The marketing strategy drives your specific sales and marketing plan that is to support the strategy and basically act as the specific road map as to how you are going to get to where your strategy is taking you. The strategy also drives the key goals and measurable objectives of your sales and marketing plans are the specific actions you're going to undertake to achieve the goals of your marketing strategy. The marketing plan, then, can be thought of as the practical application of your marketing strategy. So in effect, you can't have a marketing plan without a marketing strategy. But a marketing plan without a marketing strategy is a waste of time. The marketing strategy provides the goals for your marketing plans. The marketing plan is the specific roadmap that's going to get you there. Before I move on the next point, I also wanted to emphasis here that marketing strategy also feeds the sales component of a marketing plan. A marketing strategy can not be treated as being separate from a sales strategy or plan. The two must dove-tail together. Point 4: The marketing strategy is shaped by your overall business goals. A strategy can not sit independently or in isolation to your overall business objectives. While business plans, marketing plans and strategies are buzz words that are often thrown about, I have not come across many businesses that have tackled things in a logical sequence of developing a business strategy and a marketing strategy and a sales and marketing plan. – refer to coach house timbers Point 5: Marketing strategies should be able to be summarised in one page. People make strategies sound more complex then they need to be. They need to be simple, reviewed regularly and flexible and agile…easy to adapt with changing market conditions and customer preferences. For business-to-business marketers, this means combining industry sector segmentation and product use with other factors related to purchase decisions. These include the purchase criteria and decision motivations that affect large, enterprise size purchases. For example, the trend toward increased use of outsourcing to both domestic and global vendors creates markets for those suppliers. However, those vendors need to have a strategic marketing vision in order to see these new markets early enough to take advantage of the opportunity. For consumer marketers, this means using geographic and demographic segmentation, as well as psychographic segmentation (i.e., values, attitudes, lifestyles), and product usage motivations. For example, the aging population bubble creates a general increase in demand for a wide range of products. It also creates market niches that are large enough to make product development and marketing worthwhile. The same shifts can also reduce demand for other products. These long term shifts in markets are frequently misinterpreted as short-term competitive pressures or fluctuations in the economy. Instead of increasing advertising or sales efforts, it might be better to abandon a declining market. Without a strategic marketing plan a company could waste resources or miss an opportunity. What's the cost of missing an opportunity? Of course, it's impossible to know at the time the opportunity is missed, but years later it will become clear when a competitor opens a new factory or enters a new market -- and their revenue grows faster than their competitors. In other words, the annual cost of a strategic marketing plan review is miniscule compared to the revenue, market share, and profitability it can generate.
  • There are four building blocks in developing a marketing strategy: An assessment and analysis of the external business environment An assessment and analysis of your internal environment An assessment and analysis of your customers An assessment and analysis of your Products/Services
  • Point 1, 2 & 3: Proudfoot Consulting and the energy efficiency white paper and strategy. In the case of Newport, a key part of developing the strategy was to examine the competitive landscape carefully. We monitored what was happening in the economy, what was impacting senior executives of large companies and just as importantly, how the competition was responding. We followed the GFC and its impact on the sector very closely and it did have a big impact that created opportunities for Newport. One of Australia’s oldest and most well established mid-tier operational management consultancies closed its Australian operations. We were on top of this change and development on the competitor landscape and the opportunity for the service offering widened to the original gap in the consulting market that Dave had identified.
  • Strengths and weaknesses – across the business from your financial position to sales and marketing, products and services etc
  • How well do you understand your customers and market? This is such a critical building block to creating a winning marketing strategy however it is often overlooked. You would be surprised at how many businesses assume they know their customers without asking them. Part of this exercise, you may wish to engage your customers via online or face-to-face customer interviews. To give you an example of how critical this is, we are just in the middle of working with one company on refreshing their marketing strategy. Part of the prepartion we have gone to their customers upfront and asked for their direct input on a number of things.
  • Refer to Newport through out this.
  • Refer to Newport for points re the marketing mix and linking strategy to people and operations.

Strategic Marketing with Gemma Manning Webinar Strategic Marketing with Gemma Manning Webinar Presentation Transcript

  • Develop effective strategic marketing and set your business apart. Strategic Marketing
  • Catherine McFarlane Australian Businesswomen’s Network
  • Suzi Dafnis Australian Businesswomen’s Network
  • GoToMeeting Corporate is the most cost-effective, accessible and easily managed online collaboration solution ever. Sponsored by
  • Gemma Manning Manning & Co
  • David Hand Newport Consulting
    • Newport is a fast growing mid-tier management consultancy that has doubled its sales revenue in the last two years.
    • Founded in 2006, to fill a gap in the operational management consultancy market
    • Its marketing strategy is to be a challenger to traditional ‘management consulting’ companies and to occupy the role of educator and a thought-leader on the often misunderstood areas of ‘productivity’ and ‘operational excellence’
    Case Study: Introducing Newport Consulting
    • A way forward for a business taking into account market and customer trends
    • Defines a businesses position, its products/services mix, its competition and how it is different, the target market, their trends and buying behavior.
    • Drives a sales and marketing plan
    • Shaped by overall business goals
    • About being insightful rather than reactionary
    What is strategic marketing?
    • Bring clarity to your businesses overall market position and what the future holds
    • Will save you time and money from otherwise tactics that are ad hoc and don’t add value to the business or meet your objectives
    What value can it add to my business?
  • How to build a marketing strategy?
    • What changes are taking place in business environment?
    • Are there patterns of change and how are they related to your business and the competition?
    • Are these changes opportunities or threats?
    • What are the competition doing? Who is out there? Have new competitors emerged? Have other competitors folded? What are their strategies? How are they going to market? Use a competitor matrix for this.
    Take note of the external environment!
    • What are our strengths and weaknesses?
    • What are my business objectives?
    • What is the purpose of my business? What gap in the market place am I trying to fill.
    • What is my unique selling point?
    Self examination!
    • What are customers looking for? What are their needs?
    • What are your customer’s customers looking for?
    • What are the purchasing behaviours?
    • Which customers are the most profitable? Do a simple customer matrix.
    • How will I target the right potential customers?
    • Could I improve my customer service?
    Listen to your customers!
    • Could changing my products or services increase sales and profitability?
    • Could extending my product list or service provision meet existing customers‘ needs as well as future customers?
    • How will I price my product or service?
    • Match your product/service to your customer segments. What are the benefits of your product/service to each customer group.
    Products/Services!
    • Strategic Marketing plan that has the following components:
    How does this all come together?
      • Business positioning /strategy (goals, objectives, vision statement, mission statement, value proposition)
      • Environment analysis
      • Competitive landscape
      • Insightful SWOT analysis
      • Brand positioning
      • Market Drivers/ Market Trends & Buyer Behaviour
      • Market Segmentation & Size
      • Target Market/Customer profile – Customer Matrix
      • Marketing Goals/Objectives
      • Marketing Activities/Calendar
  • Strategic brand model Business Strategy Brand Strategy Our Personality To be the management consultancy that companies in Australia and New Zealand want to work with – the first place to go for operational excellence and business improvement. The management consultancy that companies want to work with by: Making a real difference to a business’ performance and culture; Understanding a business’ strategy and culture when executing operational excellence; Offering a responsive and flexible service that cannot be imitated by traditional management consultancies; Keeping customers ahead in operational excellence; Delivering sustainable results through employee engagement;     We add value We keep businesses ahead in operational excellence We are flexible, accountable and responsive We believe in what we do We are trusted advisors Brand Essence Accountable Personable Innovative Passionate Trusted Determined to add value Our Values
  • Relationship of branding to business
    • Regularly review assumptions on which strategy is built
    • Take note of what is happening around you
    • Listen to your customers and their customers
    • Consider all areas of the marketing mix
    • Link strategy to people and operations
    • Learn the art of execution
    Secrets for a killer strategy
    • Making assumptions about what customers want
    • Ignoring or underestimating the competition
    • Looking only internally rather than externally
    • Trying to compete on price alone
    • Relying on too few customers
    • Becoming complacent about what you offer and failing to innovate.
    Pitfalls to avoid
  • QUESTION TIME
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      • Financial Strategies for the Growing Business.
      • The five stages of business financial knowledge
      • Systems you need in place to monitor your business at each stage
      • Reports you must grow into at each stage
      • Resources you will require along the journey
      • How to link all the facets of your business to drive profits
      • How to love your business numbers and what they can do for you
      • 28 April 2010
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    Managing Business Performance
      • DRIVE: The Surprising Truth About What Motivates Us
      • We've been conditioned to think that the best way to motivate ourselves and others is through external rewards like money or fame, or by the fear of punishment - the carrot-and-stick approach. That's a mistake, Daniel H. Pink says in his transformative new book DRIVE - The Surprising Truth About What Motivates Us.
      • Join us on 8 April when Daniel H. Pink takes part in BOOKED for Lunch - Free Webinars with the world's leading business authors and thinkers.
      • 8 April 2010
      • 12.00pm – 1.00pm AEST
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    BOOKED for Lunch Daniel H. Pink