Kay Grieves and Jan Dodshon "How do you like your eggs in the morning?"
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  • UCR Conference Newcastle 2012
  • Hope it will all fit in …. Have to see how we go. Remember – you have your workbook which should help to explain things further. UCR Conference Newcastle 2012
  • Student Induction, Communication plan for student services, new service offer to researchers, reshaped service offer to off campus students, to rewrite library web pages, huge task – to create a service catalogue for University IT services UCR Conference Newcastle 2012
  • UCR Conference Newcastle 2012
  • READ OUT DEFINITIONS UCR Conference Newcastle 2012
  • A marketing plan enables you to document your approaches to this, it helps to clarify the process and to communicate it consistently – ensuring everyone know what you are doing and you are all pulling in same direction UCR Conference Newcastle 2012
  • Make sure you all know what you are aiming for. Ensure that your marketing plan is consistent with your service/organisational vision eg. Equity of experience at Sunderland UCR Conference Newcastle 2012
  • May be obvious but is a helpful process ….and makes sure everyone starts from the same point UCR Conference Newcastle 2012
  • Holiday example … UCR Conference Newcastle 2012
  • Segment according to your purpose .. Can segment and sub segment as much as you need to UCR Conference Newcastle 2012
  • This may be a range of service offers eg. bundles of services for researchers or you may be focussed on one eg Live Chat UCR Conference Newcastle 2012
  • THIS IS THE KEY … what is a benefit to me may not be a benefit to you – READ OUT DEFINITIONS UCR Conference Newcastle 2012
  • Plenty of books, courses on promotional side of things UCR Conference Newcastle 2012

Kay Grieves and Jan Dodshon "How do you like your eggs in the morning?" Kay Grieves and Jan Dodshon "How do you like your eggs in the morning?" Presentation Transcript

  • How do you like your eggs in the morning?A simple 7 step toolkit for creating marketing plans that really work UCR Conference Newcastle University June 2012 Kay Grieves & Jan Dodshon - University Library Services, University of Sunderland
  • Today … Toolkit Taster Session After today’s session you will:• Have a better understanding of the benefits of strategic marketing• Have an overview of our 7 step approach• Have explored some of the key techniques• Be prepared to apply the toolkit for your own purposes• Know how we can help you further
  • The 7 Step Toolkit Since its inception : • Central strategic planning tool at University of Sunderland, Student and Learning Support eg. Quality Model Campaign2008: How our toolkit came to be? • Shared with staff from over 80 libraries and information services throughout UK• New Quality Model• Wanted to build relationships with our customers Applied for various purposes :• Wanted to nurture conversations - re-defining services and service offers• Strategic marketing held the key - strategic marketing/communication plans• Apply strategic marketing to our service culture - planning customer conversations - Specific purposes eg. Customer Service• Exploration led to the creation of the toolkit Excellence Award – How Do You Like Your Eggs In The Morning?• Toolkit consists of our workbook and a tried and tested workshop ‘This is more than a toolkit – it’s a way of thinking, planning and delivering high quality, relevant services.’ (CILIP UCR Marketing Group) View slide
  • The 7 Step Toolkit ..Step 1. Establish where you want to go – your strategic direction and prioritiesStep 2. Identify your overall service offersStep 3. Identify, segment and describe your customersStep 4. Define a targeted service offer for each customer segment (to meet their identified needs)Step 5. Transform your service offer into benefits for each customer segmentStep 6. Translate these benefits into targeted messages or conversations for each segmentStep 7. Communicate your key messages through customer conversations View slide
  • What is marketing?It is not: It is:• An ‘add-on’ to the end of the service • A strategic management process planning process • The starting point of all service• Just about promotion planning• Describing features of a • Entirely customer led service/product • Benefit driven• Inward looking • Outward and forward looking• ‘One size fits all’ • Personalised and targeted ‘A dialogue over time with a specific group of customers whose needs you understand in depth, and for whom you develop a specific offer with an advantage over the offers of your competitors’ McDonald See page 4
  • What can a marketing plan do for us?• Ensure we know who our customers are and what they need• Plan services that fulfil our customers’ needs• Effectively communicate the benefits of our services• Ensure customers are motivated to use our services• Ensure customers make most of our services• Demonstrate the difference we make and the impact we have
  • Step 1. Establish where you want to go –your strategic direction & priorities Internal • Mission statement • Values/Culture • Vision/strategy External Vision/outlook of: • Wider organisation SWOT & PEST • Sector analysis useful here • Nationally See Step 1 page 7
  • Step 2. Identify your service offersList your offers todayand those you may beplanning for the futureSWOT• Strengths• Weaknesses• Opportunities• ThreatsSee Step 2 page 9
  • Step 3. Identify, segment and profile yourcustomersWhy?• Need to know who your customers are and what they need before you can begin to provide it• You need to know them so that you know how best to have conversations and build a relationship with themWhy segment?• Everyone is different• One-size does not fit all• Bespoke is often not possible• It makes it manageableHow?• Use what you already know• Have conversations with them ‘The identification of• Group those with similar needs, wants, individuals with similar motivations and characteristics• Profile them so that you know all about characteristics and wants ’ them Jobber• Make sure everyone involved knows who they areSee Step 3 page 12
  • US National Park- customer segmentation• Urban Beach Boys 3.8%• Inactives 22%• Young New England Wind Surfers 0.9%• Nature Lovers 27.2%• Musclers 6.2%• Thrill Seekers 8.3 %• Hunt-n-Fish Mens Motor Club 6.3%• The Take it Easies 25.3%
  • Tourism Queensland-customer segments Active Explorers • Holidays...where they can be challenged and feel alive Stylish Travellers • Holidays...where they can stand out from the crowd, and appreciate and enjoy the finer things in life Self Discoverers • Holidays...where they can enrich their mind and nourish their body Unwinders • Holidays...where they can reflect and recharge at their own pace Connectors • Holidays...where they can bond with family and friends Social Fun-seekers • Holidays...where they can share good times with friends, new and old
  • Visit Britain – segments of UK customers who holiday in own country
  • Visit Britain–segment profiles• High Street - the largest segment with 22% of the population, they are aged between 26 - 35 and their average income is £22,150. They care what others think and are trend followers, rather than setters, although they like new experiences (new to them, as opposed to cutting edge). Theyll pay for quality but only if its tried and tested. More likely to take long holidays abroad but are attracted to bargain short breaks in the UK and are unlikely to go off the beaten track. A third have children. They are moderately interested in art and culture.• Cosmopolitans - the second largest segment at 15% of the population, they are relatively young (although a third of them are post holiday) and their average income is about £26K. They are independent and willing to try new things to get new experiences and challenges, both mental and physical. They like to be active but also appreciate peace and relaxation, and art and culture. On average they take over 4 short breaks a year and they enjoy a wide variety of things, especially activity/themed holidays.• Discoverers - they represent 13% of the population, are most likely to be between 26 and 35, have children at home and be high internet users. They are independent and not influenced by style of brand but they are keen on value for money and rate good service highly. They are much more likely to take a bargain break/late deal than a planned, packaged holiday and are also more likely to weekend in England than abroad.• Style Hounds - representing 12% of the population Style Hounds are young (most are 15 - 25) and heavily influenced by brands, fashion and trends. Their average income is £23,000. Half have no children (so have a high disposable income) and 45% have a young family. They are motivated by fun and excitement and are not very interested in cerebral or cultural pursuits.
  • Who are your segments?Who are they?• What is their situation? Part Time? Full Time? Off Campus?• Where are they in their journey? New? Returning? Progressing?• What subject do they study/research?What are they about?• What difference are they looking to you to to make for them?• What barriers do they face?• What are their priorities?• What do they want to achieve?• What might motivate/interest them?• What do they want to know about? Talk about?
  • Activity 1. Profiling a customer segment10 minsTake your example segment. Have a go at profiling them. Think particularly about what ‘difference’ they look to you to make.It may help to think about things like:• Their mode of study; Subject area; Point in learning journey.• What barriers, difficulties, challenges they may face?• What might motivate, inspire & interest them and what will not?• What do they need most from you?See Step 3 page12
  • Step 4. Define a targeted service offer foreach customer segment (The 4 Ps) Define a targeted service offer based on your segment’s needs and preferences. Thinking about:• Product? Which services can you offer to meet their needs?• Place? Where and when can the customer use those services to best meet their needs?• Price? What does the customer have to give up in order to use your services?• Promotion? See Steps 6 & 7• ‘ To implement the marketing concept Competition? Who else provides what they need? successfully and satisfy customer needs, different product offerings must be made to diverse customer groups.’See Step 4 page 18 Jobber
  • Matching products and services to your customer segments
  • Step 5. Transform your service offersinto customer benefits For each service offer to each segment identify the specific benefit of that service offer to them.Define:• The difference the service will make to them• Why the price is worth it• Why your service is better than the competition Benefit: ‘An offer of some entity in which they get• The overall benefit of your service more than they give up as offer perceived by them and in relation to alternatives including doing nothing.’ PerlaSee Step 5 page 21
  • Activity 2. Defining your service offersand articulating their benefits for yoursegment10 minsUsing your customer profile:• Agree 1 service offer for your segment (Table 1)• Articulate the benefit of your service offer (or the difference it will make) to your segment (Table 2)
  • Step 6. Translate your benefits intotargeted messages – AIDA principle• AttentionMake me actually notice• InterestSpark enough interest to make meread/listen further and see what thiscould do for me• DesireProvide an incentive or somethingthat makes me want the benefits youare offering• ActionMotivate me enough to take thetime/effort to actually take up theserviceSee Step 6 page 25
  • Step 7. Communicate your key messagesby nurturing customer conversations Plan effective, benefit-led conversations or campaigns to deliver your messages to your customer segments:• Build a meaningful brand – cultural, verbal, visual, physical, personal• Identify vehicles to convey your messages eg. Facebook, blogs, Twitter etc• Consider the most effective timing• Ensure staff buy-in to the culture of nurturing relationships with their own customer segments• Capture the difference you are making and impact you are havingSee Step 7 page 29
  • Planning your conversationsTiming University Library Services Sunderland: Quality Model CampaignTools pinterest.com/UniOfSunLibSharing & engagement
  • Targeting your offers to your customer segments• By who they are: • By what you offer:University of Sunderland Library Services i-escape Accor Hotels
  • Matching your brand to your customer segments
  • Building brands to meet the needs of specific segmentsEstée Lauder has a total of 27 brands which include: American Beauty La Mer Aramis Mac Cosmetics Aveda Michael Kors Bobbi Brown Missoni Bumble and Bumble Ojon Clinique Originals Donna Karan Prescriptives Estee Lauder Stila Jo Malone Tommy Hilfiger Kiton Tom Ford Beauty Lab Series
  • Thomson Holidays January 2011 campaignThomson Holiday Campaign 2011 a …. Are you Toe dipper? Night owl? Early bird? ‘Whoever you are we’ve got your holiday …’
  • Encouraging customer conversations
  • Activity 3. Plan a conversationalcampaign with your customer segment10 minsDraft ideas for an example campaign to convey the benefitsof your service offer to your customer segment?Maybe think about:• How?• When?• Tools?• How could you capture impact?
  • Activity 4. Feedback5 minsYour segmentYour service offer and benefitsYour conversational campaign andimpact capture ideas
  • The 7 stepsStep 1. Establish where you want to go – your strategic direction and prioritiesStep 2. Identify your service offersStep 3. Identify, segment and describe your customersStep 4. Define a targeted service offer for each customer segment (to meet their identified needs)Step 5. Transform your service offer into benefits for each customer segmentStep 6. Translate these benefits into targeted messages for each segmentStep 7. Communicate your key messages and sell your services
  • Interested to know more …If you would like to: We’d love to hear from you .• learn more• adapt the toolkit to your own needs• discuss the possibility of us running a full workshop for your library........ just get in touch.kay.grieves@sunderland.ac.ukjan.dodshon@sunderland.ac.uk