Evaluate Required Changes to Current Operations.pptx

CRICOS provider number: 00122A | RTO Code: 3046
Identifying Marketing
Opportunities Workshop
Evaluate Required Changes to Current Operations

Evaluate Required Changes to Current Operations
• In any organisation, knowing the key people who can provide inputs and information, enable
implementations and changes, or make decisions, is crucial to delivering your
responsibilities.
• These are the relevant stakeholders, and having the relevant stakeholders involved can help
make sure that:
• Necessary changes to current operations are understood
• Required resources for the marketing opportunities can be easily identified

3.1 Seek Feedback from Relevant Stakeholders
• Best source of information and feedback about current organisational and marketing
operations and the potential changes required lies in the people who are either leaders,
managers, or implementers of the operational processes and decisions.
• They may be internal to the organisation or external and are the key stakeholders.
• A stakeholder is essentially anybody who will be impacted by your activities, either positively
or negatively, or whose job roles and responsibilities, when executed, will, directly and
indirectly, impact the achievement of your objectives.

• 3.1.1 Relevant Stakeholders
• Relevant stakeholders are a subset of the complete list of stakeholders and include
specifically those who can impact your work by virtue of their work role, authority, or power.
• This includes:
• Internal stakeholders – employed by the organisation and can make important decisions
for the organisation.
• External stakeholders – individuals or firms that are not employed by the organisation,
but the execution of their roles and responsibilities has an impact on the organisation’s
operations.

• Relevant internal stakeholders for operations current and marketing opportunities include:
INTERNAL STAKEHOLDER CURRENT OPERATIONS/MARKETING OPPORTUNITIES RELEVANCE
Board of directors
This is a group of individuals who oversee the organisation and look
after the interests of the shareholders. The organisation’s top
management is answerable to the board of directors, and the board
sets corporate management policies. Decisions that can impact
organisational operations may require the approval of the board,
depending on the extent and nature of the impact.
Finance teams
These refer to the group of individuals generally belonging to the
finance or accounting department, who are responsible for identifying,
analysing, and monitoring the financial targets and financial data of the
organisation. Finance teams must approve any investments and budget
allocations for marketing opportunities and efforts and will also impact
decisions on purchases or spends related to operations.

Marketing managers
They are individuals in managerial positions who are responsible for the
performance, productivity, and tasks of the marketing team members.
Marketing managers have a number of responsibilities for implementing the
organisation’s marketing strategy, identifying new markets and marketing
opportunities, promoting the products and services and building the brand.
Senior management
They include individuals at higher levels of the organisational hierarchy who
are in charge of managing strategic decisions and guidance to ensure that
planning is done properly, the required resources are provided for tasks to be
completed, and goals and objectives are set for the department and the
organisation as a whole. They will include the marketing function’s senior
management, who must approve any opportunities that you select.

Team members
Team members are individuals who belong to the same group within an
organisation or a department, such as the members of the marketing team.
They have shared goals and objectives, which they can achieve by working
with each other. Each team member performs tasks, and the combined
activities of all team members can achieve the desired outcomes.

• Relevant external stakeholders for operations current and marketing opportunities include:
Customers
Customers are individuals who use the products and services of an
organisation. They can provide some of the best insights and information in
terms of feedback on your products and services and may also be able to
share knowledge about competitor offerings.
Suppliers
Suppliers refer to the community which provides inputs to the organisation.
It could be in the form of raw material, capital goods, packaging, logistics, or
even agencies to which some work is outsourced. Essentially, any work which
is required for the final product but is not done by the organisation is being
achieved with the help of suppliers. Changes to operations can require the
support of suppliers to implement.

• 3.1.2 Organisational and Marketing Operations
• Organisational operations refer to all the activities, processes and systems that are necessary
for the production of products and services.
• Marketing operations refer to all the activities and efforts, processes, and systems that are
necessary for the implementation of the marketing plans in order to achieve the objectives
of the marketing and organisational strategies.

• Activities and efforts for marketing operations include activities that are related to
addressing customer and market needs and creating awareness about the organisation’s
products and services in the market, such as:
• Customer and market research
• Competitor analysis
• Advertising and communication
• Product positioning and branding
• Digital marketing

• Activities and efforts for marketing operations include activities that are related to
addressing customer and market needs and creating awareness about the organisation’s
products and services in the market, such as:
• Sales forecasting and analysis
• Leads and demand generation
• Vendors and agencies management
• Campaigns and events management

• Six key aspects of organisational and marketing operations that can get impacted by new
marketing opportunities include:
• People – current team structures and skills
• Process – execution of processes
• Technology – technical capabilities as well as applications
• Resource – facilities, infrastructure, machinery, or tools that are required for operations
• Finance – planning and approving budgets and investments
• Policy and Law – compliance with relevant legislation and regulations

• 3.1.3 Stakeholder Feedback
• Feedback can be defined as the response and reaction to a product or experience provided
by somebody who is impacted by that product or experience.
• Feedback can be:
• Positive – referred to as a response.
• Negative – referred to as a reaction.
• Feedback on current operations and changes required for selected opportunities may be:
• Solicited – actively reach out to stakeholders and ask them for feedback.
• Unsolicited – stakeholders provide suggestions and feedback when facing problems

• Feedback collection techniques include:
• Individual interview – One-on-one dialogues
• Meeting – Formal and structured discussions in a group
• Feedback form – Questionnaires shared with all participants and relevant stakeholders
• Informal chat – informal conversations such as chatting during coffee or lunch breaks
• Tool-based survey – online tools using which you can create a tool-based survey
• Feedback box - where employees can drop their feedback voluntarily.

• Best practices to follow when seeking feedback include:
• Clearly define and communicate to the stakeholders what you seek with examples.
• Contextualise the discussion and establish the scope of discussion.
• Design your questions to ensure that the responses will be specific and actionable.
• Be ready with your questions when getting suggestions in meetings or conversations.
• Facilitate discussion between the stakeholders to enable ideation and brainstorming.

• Best practices to follow when seeking feedback include:
• Practise active listening during discussions.
• Make notes where applicable.
• Avoid bias and stop attempts to evaluate or judge the feedback being shared.
• Ensure you adhere to organisational policies and procedures for stakeholder
communication.

• Dos and Don’ts for Stakeholder Feedback Capture
• Do:
• Ensure you have the right stakeholders, and all relevant stakeholders.
• Ask sufficient questions to get feedback on each aspect of operations.
• Get quantitative data wherever possible for analysis and decision-making.
• Be prepared to negotiate and handle conflicts between the stakeholders.
• Be courteous and professional, and thank the stakeholders for their time.

• Dos and Don’ts for Stakeholder Feedback Capture
• Don’t:
• Ask too many questions, or leading, ambiguous or contradictory questions.
• Make assumptions about or judge the feedback received.
• Give a guarantee on the results of the marketing opportunities.
• Expect immediate or very quick feedback responses.
• Disregard stakeholders' non-verbal feedback or body language.

3.2 Incorporate Feedback Received for Current Operations
and Take Advantage of Viable Marketing Opportunities
• Steps to incorporate feedback from stakeholders into the overall analysis and decision
making for your marketing opportunities include:
1. List the feedback received and map the points to the corresponding opportunity.
2. Identify and categorise changes required to organisational and marketing operations.
3. Determine the financial and logistical impact and viability of changes to operations.
4. Review the marketing opportunities for any possible and necessary adjustments based
on the changes to operations.
5. Reassess and reprioritise the selection of marketing opportunities, if needed.
3.2 Incorporate Feedback Received for Current Operations and Take Advantage of Viable Marketing Opportunities

• Taking Advantage of Viable Marketing Opportunities
• Taking advantage of an opportunity essentially requires getting a complete understanding
of the impact of the opportunity on the organisation and taking decisions and actions
accordingly.
• Based on the feedback from the stakeholders, you can assess whether the changes to the
current operations in the organisation will be feasible and viable and accordingly perform the
next steps.

• Taking Advantage of Viable Marketing Opportunities
• Key considerations for taking advantage of marketing opportunities include:
• Collect and analyse as much relevant data as possible without bias.
• Include stakeholders' feedback when making decisions.
• View the opportunity from external and internal perspectives.
• Assess potential risks and develop internal capacity to support.
• Be agile and flexible and make adjustments to ensure viability.
• Know your team, organisation, competitors, and customers.

3.3 Review Current Operations and Document Changes
Needed
• Review can be defined as the process where the organisation’s operations, is assessed or
checked in order to determine whether any aspect of the operations must be modified for
taking advantage of the marketing opportunities.
• Steps to review current operations include:
1. Define the operational requirements in terms of tasks, resources, and staff needed.
2. Understand current activities, processes and roles in the day-to-day operations.
3. Assess the operations and identify gaps.
4. Determine and document the changes to current operations.
3.3 Review Current Operations and Document Changes Needed

• 3.3.1 Relevant Legislation, Codes of Practice and National Standards
• Legislation consists of Acts of Parliament and can refer to a single law or a collection of laws.
• They are specific directives that must be complied with for an organisation to be within legal
boundaries.
• Certain legal and regulatory requirements need to be met for marketing operations and any
violations may lead to penalties or other implications for the organisation.
• Each state/territory may have its own legislation and regulations.

• Competition and Consumer Act 2010
• CCA is a federal legislation covering issues such as unfair market practices, price fixing and
anti-competitive conduct.
• Schedule 2 outlines the Australian Consumer Law (ACL) which prohibits actions such as
misleading or deceptive conduct and false claims.
• Some obligations for advertising and promotional techniques under this Act include:
• Bait advertising such as discounts and special offers, is unlawful when the products or
services advertised are not available in reasonable quantities for a reasonable period at
the discounted price.

• Competition and Consumer Act 2010
• Rebates, gifts, prizes, redemptions or cash back offers must be clearly specified and
provided within the stipulated time.
• Fine print qualifications and disclaimers are not sufficient if they can potentially mislead
consumers. Qualifying statements must be clear and prominent.
• Comparative advertising with competing products or services on factors such as price
and quality is allowed. However, care must be taken to ensure that the comparison is
reasonable and valid.
• Customer reviews and testimonials must be genuine and should not be misrepresented.

• Privacy Act 1988
• This Act:
• Promotes and protects the privacy of individuals
• Regulates how Australian Government agencies and private organisations handle
personal information
• Includes thirteen Australian Privacy Principles (APPs) imposing obligations on
organisations regarding handling of personal information
• Organisations that collect and/or use personal information of individuals through marketing
communication channels must comply with the Privacy Act.

• Spam Act 2003
• This Act regulates commercial email and other types of commercial electronic messages such
as text and multimedia messages.
• Conventional media such as postal mail, telemarketing and non-commercial emails are not
covered.
• Key requirements for commercial electronic messages include:
• Express or inferred consent of recipients
• Identification and contact details of the sender in the message
• Provision of an unsubscribe facility for recipients to opt out of future messages

• National Standards
• Standards refer to specific guidelines that ensure the quality, safety, and efficiency of a given
product, service or system and are specifications or benchmarks which may be created by
the organisation itself, set by competitors, or established by independent industry-wide
agencies, firms, or groups.
• Mandatory standards are enforceable by law and must be complied with. Mandatory
standards include safety standards and information standards.

• Codes of Practice
• These refer to documents that guide an organisation’s employees towards meeting
compliance with specific legislation and regulations. Codes of practice may include:
• Industry codes of practice – industry-specific standards and rules that can be enforced.
Different associations in Australia have prescribed codes of practice relevant to
marketing.
• Organisational codes of practice – organisations may have their own code of practice
and it is required to check and follow the organisation’s code of practice.

• AANA Code of Ethics
• The Australian Association of National Advertisers (AANA) has adopted this self-regulating
code applicable to all advertisers across all marketing communication channels.
• Purpose of the code is to ensure marketing communication is within legal and ethical
boundaries, to avoid harm to consumers, society and competitors.
• Illustrative guidelines are:
• Advertising shall comply with federal and or relevant state/territory law.
• Advertising shall not be misleading or deceptive.
• Advertising shall not contain a misrepresentation which can cause damage to the
business or goodwill of a competitor.
• Advertising shall not be discriminatory.

• ACMA Industry Codes of Practice
• The Australian Communications and Media Authority (ACMA) is Australia’s independent
statutory authority to regulate communications and media services.
• It has set the following standards:
• Australian Content and Children’s Television Standards 2020
• Broadcasting Services (Australian Content in Advertising) Standard 2018
• Broadcasting Services (Commercial Radio Current Affairs Disclosure) Standard 2012
• There are approved industry codes of practice for broadcast media including radio, free-to-
air and subscription television, to ensure media content is aligned with community
expectations.

• ADMA Code of Practice
• This code is developed by the Association for Data-Driven Marketing & Advertising (ADMA)
to set guidelines and promote best practices for marketing and advertising.
• It is about conducting good business, and empowering and protecting the consumer.
• It provides marketers with guidance on making responsible decisions about:
• Data
• Technology
• Creativity
• Content
• Customer Experience

• OMA Code of Ethics
• This code is developed by the Outdoor Media Association (OMA) to guide advertising of
third-party products and services on traditional and digital out-of-home media.
• The code encourages:
• Adherence to applicable legislation and regulation
• Ethical conduct
• Meeting community standards for out-of-home media content
• Responsible conduct towards the environment

• 3.3.2 Documenting Changes
• Documenting refers to the process by which relevant information gets recorded in writing
and in images, where applicable.
• Documenting your analysis, recommendations, and conclusions can help serve as record
keeping for all the information you collected, their sources, analysis, and evidence and
recommendations. Sources of information include :
• Analysis of marketing opportunities
• Stakeholder feedback on how the current operations can support these opportunities
• Review findings and gaps identified in current operations

• Your document must include all the associated details for each change identified, including:
• For people changes, include the list of new roles that are required, along with the key
skills, experience, and qualifications necessary to perform that role.
• For process changes, outline the exact steps that will change, along with the respective
inputs and outputs of the step.
• For technology changes, include the names and details of any new technology
applications that you recommend should be used.

• Your document must include all the associated details for each change identified, including:
• For resources changes list the type, amount, and specification of all resources that need
to be changed.
• For finance changes, describe the actual changes that must be done, such as a change in
the operational budget or allocation of funds between tasks or processes
• For compliance changes, outline the new regulations or legislation, organisational
policies or procedures, and other compliance requirements that may emerge due to the
opportunity.

• Benefits of documenting the changes needed include:
• Ensure all functions and stakeholders have easy access and clarity on mutual objectives
and expectations.
• Validate your conclusions with necessary proof and justification.
• Create a repository for the opportunity analysis, feedback and review findings.
• Provide the necessary support for recommended changes.
• Ensure information is correctly channelled to relevant stakeholders.
• Present your analysis and future course of action to a larger audience for approval.

• Steps to document information include:
1. Plan the document structure, format, and information organisation.
2. Organise the collected information that is to be documented into logical sections for
ease of search and readability.
3. Store the document in the appropriate location.
4. Ensure that the document can only be accessed by people who are in the relevant
roles or have the necessary permissions.

3.4 Identify Resource Requirements for Marketing
Opportunities
• Organisational resources are essential for a company’s operations to implement strategies
and achieve goals, develop products and services, and create value for your customers as
well as employees.
• Resources required for marketing opportunities include:
• Human resources
• Physical resources
• Information resources
• Physical resources
3.4 Identify Resource Requirements for Marketing Opportunities

3.4 Identify Resource Requirements for Marketing
Opportunities
• Steps to identify the resources necessary for marketing opportunities include:
1. List the detailed tasks and steps needed to implement each opportunity and
determine what you will need to execute each step and task successfully.
2. a. Identify the organisational employees and other human resources.
b. Identify the physical resources, including technology hardware, that are used.
c. Identify the information resources.
d. Identify the financial resources, which is the one-time and ongoing expenditure for
the opportunities.

• Human Resources
• Human resources refer to the management and staff necessary to achieve your marketing
opportunities and objectives.
• Human resource requirements should include the number and types of people needed to
take advantage of the opportunities along with the specific competencies the people need to
have.
• Competencies are a combination of skills, knowledge, and behaviours that determine
whether a person is qualified enough to perform a job or role.
• Human resources can include skilled labour and unskilled labour.

• Information Resources
• These include all necessary information sources and systems relating to the opportunities,
such as:
• Organisational policies and procedures relating to marketing and advertising, customer
relationship management and marketing operations.
• Manuals and templates in the organisation, such as a template for designing creative
communications or procedures for hosting or participating in events.
• Knowledge management systems

• Physical Resources
• Physical resources mapped to the operations required for each of the opportunities must be
identified along with the specific quantity and nature of resources required.

• Financial Resources
• Identifying financial resources is one of the most important steps for any business
opportunity.
• To take advantage of marketing opportunities, an organisation will have to spend and invest
money.
• These may be one-time capital expenditures, such as on a machine, or ongoing operating
expenditure, such as for utilities.
• Another aspect of financial resources that you must be aware of is the funding or source of
funds to make the opportunity successful.

• Resource Planning Framework
• A resource planning framework can be very useful when identifying the resource
requirements for marketing opportunities.
• One framework you can use is SEEP, which includes the following steps:
• Specify detailed requirements
• Establish required resources
• Evaluate capability and capacity
• Procure finalised resources

• Resource Estimation Approaches
• For each type of resource identified, you must be able to estimate the amount or number
needed for each resource and for how long it will be needed.
• Five common approaches used to estimate resources required include:
• Expert judgement from experts who have implemented similar opportunities
• Scenario analysis by questioning and brainstorming
• External benchmarks implemented by others in the industry
• Bottom-up estimate using a work breakdown structure
• Factor extension by multiplying individual factors by the total size of the workload

• Using Own Resources vs. Outsourcing
• Key decision-making parameters for outsourcing include:
• Would this be a one-time opportunity or ongoing?
• What is your organisation’s level of maturity or competency to handle this opportunity?
• How much would the resource cost your company?

• Organisational Policies and Procedures for Resource Planning
• Organisations have policies and procedures that must be complied with when planning for
resources, especially procurement of resources.
• There will also be policies and procedures for managing the human resources in the
organisation, including their hiring, employment and day-to-day working conditions.
• You must ensure compliance with organisational policies and procedures at all times.

• Best Practices for Resource Planning
• Best practices in resource management and planning include:
• Plan realistic timelines
• Include contingency plans
• Prioritise critical needs
• Understand the skills
• Plan optimal utilisation
• Decide on outsourcing

• Best Practices for Resource Planning
• Best practices in resource management and planning include:
• Know your resources
• Determine build versus buy
• Use tools and data

3.5 Document and Communicate Viability of Marketing
Opportunities to Key Stakeholders
• Key stakeholders refer primarily to those individuals who will be making decisions about the
changes to current operations based on the viability for the marketing opportunities and
would primarily include departmental managers and senior leaders.
3.5 Document and Communicate Viability of Marketing Opportunities to Key Stakeholders

• Documenting Viability of Marketing Opportunities
• Proper documentation of viability includes:
• Market viability which should include a complete competitor analysis
• Overview of any financial viability parameters such as ROI and profitability
• Visual representation of data wherever possible, using tables, charts and graphs.
Ensure compliance with organisation’s branding guidelines and style guide including correct
colour palette for graphics, font styles and sizes, company logo and overall language and tone.

• Stakeholder Communication
• Communication to stakeholders is key to aligning them with the organisation’s objectives and
plans and ensuring they fully understand the viability of marketing opportunities.
• Best practices when communicating viability and potential of marketing opportunities
include:
• Be clear and confident.
• Be precise.
• Explain the viability of marketing opportunities completely.
• Share examples wherever possible.

• Best practices when communicating viability and potential of marketing opportunities
include:
• Be prepared to field questions.
• Use data and data-driven metrics wherever applicable.
• Utilise visualisation tools to represent the data with figures, charts and graphs.
• Present an executive summary with the key highlights.
• Include all relevant qualitative and quantitative details in your document.
• Provide references for sources of data that you have used in your analysis.

• When determining the stakeholder communication plan and channels, four fundamental
considerations about stakeholders include:
• They are human beings.
• Their priorities may be different.
• Their skills, know-how, and perspectives will vary.
• They may need motivation.

• Guidelines to Ensure the Language Used is Appropriate for the
Range of Stakeholders
• Use simple language and concise sentences.
• If you are using terms that may be open to interpretation, define them.
• Avoid the use of technical jargon.
• Use the same terms consistently.
• Minimise the use of abbreviations and if you have to use them, define the abbreviation
the first time you use it.
• Use infographics and diagrams to make it easier to understand.

• Guidelines to Ensure the Language Used is Appropriate for the
Range of Stakeholders
• Add useful headings to make it easier for people to grasp the summary.
• Structure and break up the information into manageable sections.
• Use lists where possible instead of too much descriptive text.

Summary
• To achieve their strategic goals and objectives, organisations must continuously look for new
potential opportunities to grow and market their products and services.
• First explore marketing opportunities by understanding the needs of the business and the
market, and analysing competitor data for potential new markets and opportunities.
• To develop the opportunities, use tools such as Ansoff’s Matrix to identify the best strategy,
and take advantage of innovative tools and approaches.
• Next, evaluate the opportunities, using statistical and mathematical techniques to analyse
the viability, return on investment and competitive advantage.

Summary
• Various analysis frameworks such as PESTEL and SWOT can be utilised to analyse and select
the marketing opportunities.
• Lastly, collect feedback from stakeholders to determine the impact on the organisation’s
operations to take advantage of the selected opportunities.
• Assess the changes needed to operations and the resources required, and document the
viability analysis and communicate that to key stakeholders to take advantage of the
opportunities.

Evaluate Required Changes to Current Operations.pptx

Recommended

Recommended

More Related Content

Similar to Evaluate Required Changes to Current Operations.pptx

Similar to Evaluate Required Changes to Current Operations.pptx (20)

Recently uploaded

Recently uploaded (20)

Evaluate Required Changes to Current Operations.pptx