MARKETING MASTERCLASS SERIES 1:
How to Develop & Implement a Winning Programme
C r e a t e d b y : R o b s S e m p e r
© 2013 Semperglobal Limited
© 2013 Semperglobal Limited
OUR
JOURNEY
TOGETHER
© 2013 Semperglobal Limited
OUR
JOURNEY
TOGETHER
The Business Context 1km
Marketing Planning Process 20km
Practical Applic...
© 2013 Semperglobal Limited
European Financial Crisis
© 2013 Semperglobal Limited
Hope &
pray that
things will
get
better…
© 2013 Semperglobal Limited
How Can We Stay Ahead When the
Landscape is Always Changing?
© 2013 Semperglobal Limited
We can adopt
marketing principles
to navigate the
complex and
changing business
landscape
Mana...
© 2013 Semperglobal Limited
What’s it All About?
© 2013 Semperglobal Limited
What’s it All About?
© 2013 Semperglobal Limited
What’s it All About?
© 2013 Semperglobal Limited
Where are we
now?
Current Situation
Where do we want
to be?
Objectives
How will we get
there?
...
© 2013 Semperglobal Limited
Where are we
now?
Current Situation
Where do we want
to be?
Objectives
How will we get
there?
...
© 2013 Semperglobal Limited
Macro Environment
© 2013 Semperglobal Limited
ASSESS MARKETING ENVIRONMENT
• Market size, segments, trends, growth
rates & developments
• Id...
© 2013 Semperglobal Limited
CONDUCT A CUSTOMER AUDIT
• Who are our customers?
• What proportion of our business does each ...
© 2013 Semperglobal Limited
Investments in customer research
deliver more effective marketing
programmes leading to:
• Bet...
© 2013 Semperglobal Limited
ANALYSE COMPETITORS
• Who are our competitors?
• What strategies are they pursuing
and how suc...
© 2013 Semperglobal Limited
AUDIT RESOURCES & CAPABILITIES
• Current marketing strategy and
objectives
• Marketing Mix – 7...
© 2013 Semperglobal Limited
Situational Analysis
TOWS Matrix - Developed by H.Weihrich, 1982
© 2013 Semperglobal Limited
Where are we
now?
Current Situation
Where do we want
to be?
Objectives
How will we get
there?
...
© 2013 Semperglobal Limited
• Set Overall Vision
• Introduce S-M-A-R-T Objectives
• Segmentation, Targeting & Positioning
...
© 2013 Semperglobal Limited
Where are we
now?
Current Situation
Where do we want
to be?
Objectives
How will we get
there?
...
© 2013 Semperglobal Limited
RESOURCES AND SCHEDULING
• Budgets
• Offer Development
• Campaigns & projects
• Who does what,...
© 2013 Semperglobal Limited
EVALUATE MARKETING MIX DECISIONS
• Product range
• Pricing and payment terms
• Place/distribut...
© 2013 Semperglobal Limited
Where are we
now?
Current Situation
Where do we want
to be?
Objectives
How will we get
there?
...
© 2013 Semperglobal Limited
Monitoring and control essentially contains four key activities:
• Development of marketing ob...
© 2013 Semperglobal Limited
Monitoring & Control
© 2013 Semperglobal Limited
Zippy Bikes Case Study
Mike owns a small
family business in UK
Mike’s factory Mike’s products
© 2013 Semperglobal Limited
Zippy Bikes Case Study
Mike is facing formidable challenges….
© 2013 Semperglobal Limited
SWOT of Mike’s
organisation….
© 2013 Semperglobal Limited
T
O
W
S
A
n
a
l
y
s
i
s
© 2013 Semperglobal Limited
Do you remember Pareto’s 80/20 Rule?
…Often times, it is more profitable to develop existing c...
© 2013 Semperglobal Limited
Additionally, you may…
• Build Complimentary marketing alliances to secure
new business e.g. S...
© 2013 Semperglobal Limited
1. Insufficient marketing
knowledge and skills
2. Lack of clear marketing
objectives
3. Too mu...
© 2013 Semperglobal Limited
5. Lack of support from around
the organisation
6. No proper plan in place to drive
process fo...
© 2013 Semperglobal Limited
Heighten Your Customer Focus
 Actively engage with customers and
seek their feedback
 Receiv...
© 2013 Semperglobal Limited
 Set clear strategic objectives
 Hold regular reviews to assess
progress against the plan
 ...
© 2013 Semperglobal Limited
Where are we
now?
Current Situation
Where do we want
to be?
Objectives
How will we get
there?
...
Presenter Profile
 Robs Semper is a versatile business consultant, marketing expert, a
speaker and trainer with more than...
© 2013 Semperglobal Limited
Thanks for your
attention!
© 2013 Semperglobal Limited
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How to develop a wining marketing programme

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Approaches and advice on how to design and execute a winning marketing programme in a challenging and complex business landscape. This presentation was delivered to the Lisbon Chamber of Commerce & Trade in Portugal.

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How to develop a wining marketing programme

  1. 1. MARKETING MASTERCLASS SERIES 1: How to Develop & Implement a Winning Programme C r e a t e d b y : R o b s S e m p e r
  2. 2. © 2013 Semperglobal Limited
  3. 3. © 2013 Semperglobal Limited OUR JOURNEY TOGETHER
  4. 4. © 2013 Semperglobal Limited OUR JOURNEY TOGETHER The Business Context 1km Marketing Planning Process 20km Practical Applications 39km Growth Strategies 49km Key Learning Points 96km Questions & Answers 117km
  5. 5. © 2013 Semperglobal Limited European Financial Crisis
  6. 6. © 2013 Semperglobal Limited Hope & pray that things will get better…
  7. 7. © 2013 Semperglobal Limited How Can We Stay Ahead When the Landscape is Always Changing?
  8. 8. © 2013 Semperglobal Limited We can adopt marketing principles to navigate the complex and changing business landscape Managing Complexity
  9. 9. © 2013 Semperglobal Limited What’s it All About?
  10. 10. © 2013 Semperglobal Limited What’s it All About?
  11. 11. © 2013 Semperglobal Limited What’s it All About?
  12. 12. © 2013 Semperglobal Limited Where are we now? Current Situation Where do we want to be? Objectives How will we get there? Strategies & Actions How do we ensure that we arrive? Control The Marketing Process
  13. 13. © 2013 Semperglobal Limited Where are we now? Current Situation Where do we want to be? Objectives How will we get there? Strategies & Actions How do we ensure that we arrive? Control Stage 1
  14. 14. © 2013 Semperglobal Limited Macro Environment
  15. 15. © 2013 Semperglobal Limited ASSESS MARKETING ENVIRONMENT • Market size, segments, trends, growth rates & developments • Identify Opportunities • Utilise MKIS: Industry newsletters, online alerts, trade events and shows • Consider the following factors: Political Economic Socio-cultural Technological Environmental Legal Situational Analysis
  16. 16. © 2013 Semperglobal Limited CONDUCT A CUSTOMER AUDIT • Who are our customers? • What proportion of our business does each customer represent ? • Who is the ‘buyer’? • What are their requirements? • Are their needs satisfied? • How can we improve the service we offer them? • Tools: Surveys, interviews, focus groups, online discussions, customer forums, buyer personas, CRM database Situational Analysis
  17. 17. © 2013 Semperglobal Limited Investments in customer research deliver more effective marketing programmes leading to: • Better Products & Services • Closer and more productive working relationships • Word-of-mouth referrals • Additional and repeat orders • A steadier, more predictable flow of business Situational Analysis
  18. 18. © 2013 Semperglobal Limited ANALYSE COMPETITORS • Who are our competitors? • What strategies are they pursuing and how successful are they? • What strengths and weaknesses do they possess? • Competitor Intelligence System - Online research, social media, int. contacts, market research reports, databases, industry networks and customers Situational Analysis
  19. 19. © 2013 Semperglobal Limited AUDIT RESOURCES & CAPABILITIES • Current marketing strategy and objectives • Marketing Mix – 7Ps • Marketing resources, systems and productivity • Evaluate core competencies • Internal strengths vs. weaknesses • TOWS analysis Situational Analysis
  20. 20. © 2013 Semperglobal Limited Situational Analysis TOWS Matrix - Developed by H.Weihrich, 1982
  21. 21. © 2013 Semperglobal Limited Where are we now? Current Situation Where do we want to be? Objectives How will we get there? Strategies & Actions How do we ensure that we arrive? Control Stage 2
  22. 22. © 2013 Semperglobal Limited • Set Overall Vision • Introduce S-M-A-R-T Objectives • Segmentation, Targeting & Positioning – Define: which segments, which customers, financial and service targets • Develop buyer personas & brand positioning • Identify key performance indicators Strategic Direction
  23. 23. © 2013 Semperglobal Limited Where are we now? Current Situation Where do we want to be? Objectives How will we get there? Strategies & Actions How do we ensure that we arrive? Control The Marketing Process
  24. 24. © 2013 Semperglobal Limited RESOURCES AND SCHEDULING • Budgets • Offer Development • Campaigns & projects • Who does what, and when… Strategy & Implementation
  25. 25. © 2013 Semperglobal Limited EVALUATE MARKETING MIX DECISIONS • Product range • Pricing and payment terms • Place/distribution channels • Promotional strategy – Advertising – Sales promotion – Public relations – Personal selling – Merchandising & sponsorship • People, process management & service levels Strategy & Implementation
  26. 26. © 2013 Semperglobal Limited Where are we now? Current Situation Where do we want to be? Objectives How will we get there? Strategies & Actions How do we ensure that we arrive? Control Stage 3
  27. 27. © 2013 Semperglobal Limited Monitoring and control essentially contains four key activities: • Development of marketing objectives • Setting performance standards • Evaluation of performance • Corrective action Monitoring & Control
  28. 28. © 2013 Semperglobal Limited Monitoring & Control
  29. 29. © 2013 Semperglobal Limited Zippy Bikes Case Study Mike owns a small family business in UK Mike’s factory Mike’s products
  30. 30. © 2013 Semperglobal Limited Zippy Bikes Case Study Mike is facing formidable challenges….
  31. 31. © 2013 Semperglobal Limited SWOT of Mike’s organisation….
  32. 32. © 2013 Semperglobal Limited T O W S A n a l y s i s
  33. 33. © 2013 Semperglobal Limited Do you remember Pareto’s 80/20 Rule? …Often times, it is more profitable to develop existing customers than to acquire new ones… • Create opportunities to up-sell and cross-sell • Introduce sales promotions to encourage customers to by more e.g. supermarket's “buy 2 get 3” offers • Stimulate increase in product/service usage (frequency, quantity) • Develop value added or wrap around services Strategies for Tough Times
  34. 34. © 2013 Semperglobal Limited Additionally, you may… • Build Complimentary marketing alliances to secure new business e.g. Star Alliance, Oneworld • Expand existing products into new segments and/or markets • Establish a joint venture Strategies for Tough Times
  35. 35. © 2013 Semperglobal Limited 1. Insufficient marketing knowledge and skills 2. Lack of clear marketing objectives 3. Too much emphasis on reactive tactics leading to short term detail but little long term vision 4. Inadequate people, financial or other resources Common Mistakes
  36. 36. © 2013 Semperglobal Limited 5. Lack of support from around the organisation 6. No proper plan in place to drive process forwards 7. Lack of or insufficient marketing intelligence concerning customers, competitors or the operating environment Common Mistakes
  37. 37. © 2013 Semperglobal Limited Heighten Your Customer Focus  Actively engage with customers and seek their feedback  Receive complaints positively  Invest in customer insight and intelligence  Constantly record & analyse interactions  Measure standards of service  Involve the whole team in solving problems which prevent good service  Learn from past experiences Good Practice
  38. 38. © 2013 Semperglobal Limited  Set clear strategic objectives  Hold regular reviews to assess progress against the plan  Build consensus from all parts of your company  Pro-actively embrace change  Don’t be afraid to ask for help  Stay focused and positive “…your attitude determines your altitude” Good Practice
  39. 39. © 2013 Semperglobal Limited Where are we now? Current Situation Where do we want to be? Objectives How will we get there? Strategies & Actions How do we ensure that we arrive? Control Recap of The Process
  40. 40. Presenter Profile  Robs Semper is a versatile business consultant, marketing expert, a speaker and trainer with more than 18 years of experience. He supports and empowers companies to overcome business challenges and implements practical solutions to enhance their performance.  He has held senior positions at prominent corporations in the UK and internationally, and successfully built, managed and restructured numerous projects. Robs currently serves as Managing Director at Semperglobal Limited, a marketing and business development consultancy.  Semperglobal utilises their specialised Suite of Capabilities to analyse, design, plan, and implement marketing and organisational development programmes that deliver tangible results! Please visit www.semperglobal.com or contact hello@semperglobal.com
  41. 41. © 2013 Semperglobal Limited Thanks for your attention!
  42. 42. © 2013 Semperglobal Limited
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