This document discusses how market intelligence can improve university planning and strategic marketing. It explores how market intelligence enables strategic and operational decision making. The document outlines key aspects of market intelligence like identifying customer requirements, understanding competitors, and gathering primary and secondary data. Finally, it emphasizes communication, asking the right questions, and balancing internal and external perspectives when using market intelligence.

1. PLANNING &
MARKET INTELLIGENCE
Brendan Fawcett, Head of Planning, University of Leicester
Rick Brand, Head of Market Intelligence, Sheffield Hallam University

2. This session
• Explores how market intelligence is used
to enable both strategic and operational
decision making, and asks:
– How can our planning rounds be improved
through greater use of market intelligence?
– How can the planning office feed into the
development of strategic marketing?

3. Delegates were asked whether they
agree with the statement:
“Planning in my university would be
improved if only we were a bit more
marketing-orientated!”
They were then shown the following cartoon
http://dilbert.com/strips/comic/2007-09-13/ this has
not been reproduced for copyright reasons.

4. PLACE
Where are you located
in relation to
your target market?
PRODUCT PRICE
Courses and Qualifications Sticker price & Scholarships
Experience & Lifestyle Academic price entrance reqs
Future Aspiration & Career
Services
Marketing Mix
PHYSICAL
Market PROMOTION
EVIDENCE
Attractiveness
Student recruitment &
Alumni, Student Profiles WP activities
Estate & Brand Prospectus, advertising
Facebook, social networkds
PROCESS PEOPLE
Admissions, CRM Friendly employees
Course Transfer Stellar teachers
Service Delivery Leading researchers

5. CIM definition of marketing:
“The management process responsible for
identifying, anticipating and satisfying
customer requirements profitably.”
Requires market intelligence

6. Intelligence Cycle
planning and
direction
dissemination collection
analysis and
processing
production
source: CIA Sept 2010

7. The Unknown
Known •…things we know we know
knowns •Govt wants to liberalise the HE
marketplace
•…things we know we do not
Known know
unknowns •SNC mechanisms 13/14
onwards, drop from AAB, PT SNC
Unknown •…things we don't know we don't
know
unknowns •Wider implications, what if?
Feb. 12, 2002, Donald Rumsfeld, US Department of Defence news briefing

8. Unknown Unknowns
stay
flexible
keep
understand plan for
up to the issues change
date
engage
with
stake-
holders

9. Balance
function method internal external
qualitative qualitative
primary
market quantitative quantitative
intelligence
secondary analysis reports
resource allocation planned to address strategic priorities

10. Market Intelligence
Head of Market
Intelligence
Market Analysis Market Research
Secondary/Desk Research Primary Research
Senior Market Research Market Research
Analyst Manager
Market Research Market Research Market Research Market Research
Market Research Market Research Officer
Analyst Analyst Executive Assistant
Analyst

11. What type of organisation?
Wise
Active Thoughtful

12. Tasks
1. Building capacity - how to 2.What are the key
audit, utilise and questions - how have you
improve/increase resources identified them? - and
how can these be
answered?
3. What processes need to 4. Barriers to
be developed to ensure implementation - within
that market intelligence is your organisation - what
feeding into is likely to stop market
organisational planning? intelligence feeding into
organisational planning?

13. Other key takeaways
• Communication is key
• Formulate the right questions
• Get the balance right

14. Potential Customers
Strategic
Competitor Intelligence Portfolio
Intelligence Imperatives Development
Student Experience

15. Contact us
• Brendan Fawcett - bjf10@le.ac.uk
• Rick Brand - r.brand@shu.ac.uk