UoLCMI Day1
Upcoming SlideShare
Loading in...5
×
 

UoLCMI Day1

on

  • 634 views

Presentation slides from CMI course given on 26 May 2009

Presentation slides from CMI course given on 26 May 2009

Statistics

Views

Total Views
634
Views on SlideShare
634
Embed Views
0

Actions

Likes
0
Downloads
4
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Need to quickly introduce ourselves…

UoLCMI Day1 UoLCMI Day1 Presentation Transcript

  • 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.
  • 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?
  • Quick presentations
    • 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?
  • 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)
  • Company Orientations
    • Product orientated
      • A good product will sell itself
    “ I just want things to work properly.” - James Dyson
  • 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.”
  • Company Orientations
    • Production orientated
      • Focuses on production efficiency
    “ You can have any colour you want as long as its black”
  • 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
  • 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
  • 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?
    • 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 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
  • 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!
  • 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
  • The marketing mix
    • 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
  • The Marketing Mix
    • 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
  • 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
  • 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.
  • 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!
  • 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
  • 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
  • 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
  • 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!
  • 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?
  • 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
  • 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
  • Team Strategy
    • 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
  • End of Day 1