1. Morgan Stanley Marketing Implementation Richard Mayer MA DIPM MCIM

2. THE ROLE OF A PRODUCT MANAGER Product Manager? Brand Manager? Product Marketing Manager? Life Cycle Manager? Sales Support? Product Definition? Pricing? Promotion? Channels?

4. Areas of Job Involvement Support Market Research Product Development Market Testing Product Information Co-ordinator Marketing planning Product Development Product Improvement Pricing / Discounts Sales Support Presentations Sales / Profit Targets Product Quality Customer Satisfaction Technical Support Forecasting Providing Reports Product Champion Setting Objectives Strategy Development Marketing Planning Product Development Product Improvement Investment Decisions Pricing Policy Promotional Planning Distribution Decisions Monitoring / Control Departmental Liaison Providing Reports Attending Meetings Mini-MD

5. Authority V’s Responsibility Authority Responsibility Vertical Dimension Horizontal Dimension Decision Making Control Autonomy Power

6. Sales Marketing Management Interfaces Marketing Operations Stakeholders Corporate Strategy

7. Product Management Interfaces Technical Functions Product Manager Corporate / General Management Operational Management Outside Agencies Customer / Channels Own Manager / Department Administration External Bodies Sales

8. Understanding customers, the marketplace and its opportunities Deciding on target markets Promotion selling Product policy Pricing Place Customer satisfaction audits Market monitoring and research Developing The Marketing Mix Stage 1 Stage 2 Stage 3 Stage 4

9. Integrated Objectives

10. Trade Offs and Strategic Imperatives

11. Managing Marketing Projects Richard Mayer MA DipM MCIM

12. Managing Marketing Projects Identify Key Issues Clarify brief Collect Information Specify Objectives Highlight Key Success Factors Allocate Priorities Define Reporting Structure Develop Action Plan Schedule Action Plan Set Budgets Define performance Criteria Assemble Project Team Define Roles and Responsibilities

13. Clarifying the Brief and Setting Project Objectives

14. Managing Marketing Projects Clarifying the Brief and Setting Project Objectives The problem Key issues Key success factors The objectives

15. Collect Information Research Markets Customers Stakeholders Organisation Prior Initiatives Industry Experts Current Performance Systems and Processes

18. Setting Objectives Key Goals Which Must Be Achieved Primary Goal Secondary goals Secondary goals Secondary goals Action Oriented Goals Action Oriented Goals Action Oriented Goals Action Oriented Goals Action Oriented Goals SMARTT

19. Writing and Controlling the Project Plan

20. Writing and Controlling the Project Plan Identification of critical activities Timing of critical activities Setting Performance Measures Budget setting Contingency Planning

21. Identification of Critical Activities Short term Medium term Long term Identify Key Stages Identify Key Linkages Prioritise and sequence

22. Action Plan Goals Time to Budget Start Finish Critical Complete £ Date Date Activities Key Roles / Responsibilities Critical items / events which could disrupt plan

23. Gannt Chart Activities Budget Timings J F M A M J J A S O N D

24. Setting Performance Measures Input Measures Output Measures Linked to Performance Correcting Deviations Evaluation

26. Contingency Planning Everything that can be conceived of as possible can be prepared for. Contingency plans should be in place and updated regularly. Do not be caught unprepared.

27. Co -ordinating People and Resources

28. First we must clearly specify our objectives via co-ordinated efforts. Second, the action plan must focus on resources and opportunities not available through individual divisional approaches. what can we accomplish more effectively together, rather than separately? I’m busy, and not a big believer in teamwork for its own sake; so I think its important that synergy possibilities be spelled out and not assumed Teamwork

33. Negotiating Skills Negotiation is an interactive process in which parties trade and barter positions, ideas and interpretations, rework these positions, ideas and interpretations until agreement is reached. The challenge is to find a way of accommodating the various parties present and emerging with some kind of agreement about the best way of proceeding and moving the process forward.

34. Setting the scene Opening negotiations Agreeing Confirming Following up Negotiation Negotiation Exploration Creative solutions Framing the deal Bidding Bargaining

35. Contracting Contracts A legally binding agreement between two or more parties that specifies: Terms and conditions Performance specification Product / service specifications Price Clauses

36. Initiating and Leading the Project

37. Leadership Individual Needs Task Needs Group Needs

38. Different leadership styles can all be effective, although at different times and with different groups of people. The best managers are those that do not use just one style all the time, but who recognise that during some situations they will have to exercise autocratic leadership, while during other circumstances they will be most effective by leaving people to work out their own goals and methods of operation. Leadership Styles

40. Motivation The total propensity or level of desire of an individual to behave in a certain manner at a certain time. This motivation has to be directed towards a specific goal. People tend to be more motivated in activities / relationships that offer the greatest perceived personal reward (or fewest penalties)

41. Motivation Content Theories Maslow’s Hierarchy of Needs Herzeberg’s “Two Factor” Motivation Theory Process Theories Handy’s Motivation Calculus Vroom’s Expectancy Theory Individuals motivated by a “package of needs” Examine ways in which certain outcomes of events become attractive to people. Individuals choose own goals

44. Creativity Lateral thinking Seeking to solve problems by unorthodox or apparently illogical methods Generating ideas (Brainstorming) Free your mind from cluttered existing reality Thinking Give yourself time to think

45. Developing a Balanced Perspective Performance Evaluation and Measurement Tools

46. Balanced Scorecard Innovation & Learning Finance Customers Internal

48. Why The Balanced Scorecard? Most organisations operational and management control systems are built around financial measurements and targets which bear little relation to the organisations progress in achieving long-term strategic objectives.

49. Emphasis on short-term financial measures leaves a gap between the development of a strategy and its relevance to the true drivers of successful future performance: Value creation activities!

50. The Balanced Scorecard Scorecard users select measurers of progress from all four scorecard perspectives and set targets for each of them.

54. What Drives Business Performance ? Competitive Position Market characteristics Value added Structure ROI Share Relative share Differentiation Customer coverage Relative quality Concentration Innovation Customer power Logistical complexity Growth Investment Intensity Productivity Vertical Integration Capacity Utilisation Best practice Lean organisation Participative culture Incentives / training Personnel policies

55. Relative Perceived Quality Relative Market Share Gain Relative Cost Relative Price Profit Result Some PIMS Linkages