Level 5 Diploma in Management and Leadership Welcome to Unit 5008 Marketing Planning with Katherine Bull and Brendan Fawcett

Learning objectives You should be are able to Understand your role in relation to your organisation, clients, customers and stakeholders, and the wider environment in which your organisation operates Identify, predict and monitor the needs of customers/stakeholders Plan to meet stakeholder requirements.

You should be are able to

Understand your role in relation to your organisation, clients, customers and stakeholders, and the wider environment in which your organisation operates

Identify, predict and monitor the needs of customers/stakeholders

Plan to meet stakeholder requirements.

Review of Introductory Diploma What you already know

Quick presentations What does marketing mean in your organisation? How does this differ from the standard definition and why?

What does marketing mean in your organisation? How does this differ from the standard definition and why?

Quick presentations What are the differences between a stakeholder and a customer? Who are the customers/ stakeholders in your organisation?

What are the differences between a stakeholder and a customer? Who are the customers/ stakeholders in your organisation?

Quick presentations How does your organisation know you are meeting its customer needs?

How does your organisation know you are meeting its customer needs?

Marketing definitions The management process responsible for identifying, anticipating and satisfying customer requirements profitably. Chartered Institute of Marketing ( 1976 ) The process of planning and executing the conception, pricing, promotion and distribution of ideas, goods and services to create exchange that satisfies individual and organisational objectives. American Marketing Association (2003)

The management process responsible for identifying, anticipating and satisfying customer requirements profitably.

Chartered Institute of Marketing ( 1976 )

The process of planning and executing the conception, pricing, promotion and distribution of ideas, goods and services to create exchange that satisfies individual and organisational objectives.

American Marketing Association (2003)

Company Orientations Product orientated A good product will sell itself “ I just want things to work properly.” - James Dyson

Product orientated

A good product will sell itself

Company Orientations Sales orientated Hard sales will sell the product “ Our sales people really know how to get people to sign on the dotted line.”

Sales orientated

Hard sales will sell the product

Company Orientations Production orientated Focuses on production efficiency “ You can have any colour you want as long as its black”

Production orientated

Focuses on production efficiency

Company Orientations Marketing-orientated / customer-centred Satisfying customer needs is the key “ Determine what your customers need and work backwards” Jeff Bezos Magnet kitchens - another example

Marketing-orientated / customer-centred

Satisfying customer needs is the key

“ Determine what your customers need and work backwards”

Jeff Bezos

Magnet kitchens - another example

Difficulties in creating a marketing culture Generally No management understanding / buy-in Organisational structure requires change People frightened / reluctant to change Power struggles Separation of strategy and implementation Tensions – Acad. Culture Autonomy Subject Focus Unit/Dept/College orientation Cognitive Dissonance Academic freedom Other issues Financial management Non-SMART Objectives

Generally

No management understanding / buy-in

Organisational structure requires change

People frightened / reluctant to change

Power struggles

Separation of strategy and implementation

Tensions – Acad. Culture

Autonomy

Subject Focus

Unit/Dept/College orientation

Cognitive Dissonance

Academic freedom

Other issues

Financial management

Non-SMART Objectives

Customers and stakeholders

Your stakeholders The University Your Division Suppliers Staff Funders Colleges Colleagues Community Customers Students

Stakeholder Classification Contractual Students Staff Colleges NHS Customers Members Others HEFCE Government Community Internal v. External Power / Influence Vested interest? Any conflicts amongst these?

Contractual

Students

Staff

Colleges

NHS

Customers

Members

Others

HEFCE

Government

Community

Internal v. External

Power / Influence

Vested interest?

Any conflicts amongst these?

Customer expectations are shaped by a number of factors: explicit service promises implicit service promises word of mouth past experience personal needs Meeting customer expectations

Customer expectations are shaped by a number of factors:

explicit service promises

implicit service promises

word of mouth

past experience

personal needs

Customer dissatisfaction gap

Reasons for the gap The organisation doesn’t know what the customer expects The organisation doesn’t select the right products and services to meet expectations The staff in the organisation don’t deliver the products and services to meet customer expectations Misleading promises

The organisation doesn’t know what the customer expects

The organisation doesn’t select the right products and services to meet expectations

The staff in the organisation don’t deliver the products and services to meet customer expectations

Misleading promises

Customer Gaps

Finding out customer expectations Talking to customers Helplines Focus groups Questionnaires Complaints procedures Looking at product reviews Listening to the social space Don’t forget to mystery shop your organisation as a customer!

Talking to customers

Helplines

Focus groups

Questionnaires

Complaints procedures

Looking at product reviews

Listening to the social space

Don’t forget to mystery shop your organisation as a customer!

Monitoring Gaps

Monitoring Gaps

What is marketing planning?

Starting Point - Analysis Establish mission and goals Set corporate objectives Analyse environment Competitor Information Strengths and weaknesses internally Opportunities and threats in external environment Customer requirements

Analysis of environments Internal Mission, values, objectives Internal strengths Internal weaknesses External Requirements of Customers Competition Opportunities and threats ANALYSIS

Internal

Mission, values, objectives

Internal strengths

Internal weaknesses

External

Requirements of Customers

Competition

Opportunities and threats

The marketing mix Place Product Price Promotion People Process Physical evidence

Place

Product

Price

Promotion

People

Process

Physical evidence

Product or service: what are you offering?

The marketing mix Place Product Price Promotion People Process Physical evidence

Place

Product

Price

Promotion

People

Process

Physical evidence

The Marketing Mix The London External LLM A marketing mix case study

The London External LLM

A marketing mix case study

Initial meeting Old Price £2,000 New Price £6,000 Product New Course Director JB appointed to update the content and increase the unit choice

Old

Price

£2,000

New

Price

£6,000

Product

New Course Director JB appointed to update the content and increase the unit choice

Changing the customer base Old Product huge courses once a year all or nothing exams Rigid Place for lawyers institutions + direct geography New Product sections of courses Bi-annual 45min exams Flexible – quals and entry points Place also for business community direct recruitment

Old

Product

huge courses

once a year all or nothing exams

Rigid

Place

for lawyers

institutions + direct

geography

New

Product

sections of courses

Bi-annual 45min exams

Flexible – quals and entry points

Place

also for business community

direct recruitment

Changing the customer base Old Process Annual Institutions all impt Promotion through institutions People underused Physical Evidence institutions New Process Bi-annual (flexible enrollment) Self-study Promotion direct People Course Director New / more staff Physical Evidence students and WOM bags, pens, etc.

Old

Process

Annual

Institutions all impt

Promotion

through institutions

People

underused

Physical Evidence

institutions

New

Process

Bi-annual (flexible enrollment)

Self-study

Promotion

direct

People

Course Director

New / more staff

Physical Evidence

students and WOM

bags, pens, etc.

Going for Profit Game an interactive, competitive business game each team runs a business for up to six quarters aim: to make the most profit Briefing Folder gives all the details NORTHGATE Going For Profit!

an interactive, competitive business game

each team runs a business for up to six quarters

aim: to make the most profit

Briefing Folder gives all the details

AIDCA Get your readers attention – create an effective headline / use imagery Get them interested , but get straight to the point Desire – try and answer the key question “what’s in it for me?” Conviction – why should they believe in you? Get the person to take an Action

Get your readers attention – create an effective headline / use imagery

Get them interested , but get straight to the point

Desire – try and answer the key question “what’s in it for me?”

Conviction – why should they believe in you?

Get the person to take an Action

The Situation you are based in Villeburg it has no pizza takeaways four sites are available each has a minimum premium Starting point bid for a chosen site and shop-fitting sites allocated on highest bid make relevant decisions for the business you are to run NORTHGATE

you are based in Villeburg

it has no pizza takeaways

four sites are available

each has a minimum premium

Starting point

bid for a chosen site and shop-fitting

sites allocated on highest bid

make relevant decisions for the business you are to run

Making Decisions 1 st Quarter Decisions name of shop price of product quality advertising spend staff costs market research Subsequent Quarters hand in Decision Form - on time complete any extra tasks receive results back from computer analyse and amend strategy (if necessary) complete next decision form

1 st Quarter Decisions

name of shop

price of product

quality

advertising spend

staff costs

market research

Subsequent Quarters

hand in Decision Form - on time

complete any extra tasks

receive results back from computer

analyse and amend strategy (if necessary)

complete next decision form

Timing 12:50 14:00 14:20 14:40 15:10 15:40 16:00

Tendering Process what site did you bid for? what extra premium did you offer? why? Each site is as profitable as you make it!

what site did you bid for?

what extra premium did you offer?

why?

Each site is as profitable

as you make it!

Business Strategy how did you define your market? how did you decide the price and quality of the product? what advertising strategy did you use? was your name applicable? were your wages appropriate?

how did you define your market?

how did you decide the price and quality of the product?

what advertising strategy did you use?

was your name applicable?

were your wages appropriate?

Business Strategy Market Research? Relevant earlier between sites 2 & 3 Stick with own business strategy as markets differ match business to market sector expand range and sell drinks do health improvements Probably best to avoid burgers redecorate and upgrade if relevant

Market Research?

Relevant earlier between sites 2 & 3

Stick with own business strategy as markets differ

match business to market sector

expand range and sell drinks

do health improvements

Probably best to avoid burgers

redecorate and upgrade if relevant

Business Strategy expand if selling over 200 pizzas per day home delivery increases sales small profits in lunchtime sales business growth to university / nearby town? concentrate on own business give level of quality that market wants analyse effectively experiment cautiously learn from experience

expand if selling over 200 pizzas per day

home delivery increases sales

small profits in lunchtime sales

business growth to university / nearby town?

concentrate on own business

give level of quality that market wants

analyse effectively

experiment cautiously

learn from experience

Team Strategy listen to everyone’s opinion appoint ‘champions’ for each variable keep focused on the objective celebrate success!

listen to everyone’s opinion

appoint ‘champions’ for each variable

keep focused on the objective

celebrate success!

Final Profits Team A B C D Euros € 0 € 0 € 0 € 0

Team

A

B

C

D

Euros

€ 0

€ 0

€ 0

€ 0

End of Day 1