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Presentation slides from CMI course given on 26 May 2009

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  1. 1. Level 5 Diploma in Management and Leadership Welcome to Unit 5008 Marketing Planning with Katherine Bull and Brendan Fawcett
  2. 2. Learning objectives <ul><li>You should be are able to </li></ul><ul><li>Understand your role in relation to your organisation, clients, customers and stakeholders, and the wider environment in which your organisation operates </li></ul><ul><li>Identify, predict and monitor the needs of customers/stakeholders </li></ul><ul><li>Plan to meet stakeholder requirements. </li></ul>
  3. 3. Review of Introductory Diploma What you already know
  4. 4. Quick presentations <ul><li>What does marketing mean in your organisation? How does this differ from the standard definition and why? </li></ul>
  5. 5. Quick presentations <ul><li>What are the differences between a stakeholder and a customer? Who are the customers/ stakeholders in your organisation? </li></ul>
  6. 6. Quick presentations <ul><li>How does your organisation know you are meeting its customer needs? </li></ul>
  7. 7. Marketing definitions <ul><li>The management process responsible for identifying, anticipating and satisfying customer requirements profitably. </li></ul><ul><ul><li>Chartered Institute of Marketing ( 1976 ) </li></ul></ul><ul><li>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. </li></ul><ul><ul><li>American Marketing Association (2003) </li></ul></ul>
  8. 8. Company Orientations <ul><li>Product orientated </li></ul><ul><ul><li>A good product will sell itself </li></ul></ul>“ I just want things to work properly.” - James Dyson
  9. 9. Company Orientations <ul><li>Sales orientated </li></ul><ul><ul><li>Hard sales will sell the product </li></ul></ul>“ Our sales people really know how to get people to sign on the dotted line.”
  10. 10. Company Orientations <ul><li>Production orientated </li></ul><ul><ul><li>Focuses on production efficiency </li></ul></ul>“ You can have any colour you want as long as its black”
  11. 11. Company Orientations <ul><li>Marketing-orientated / customer-centred </li></ul><ul><ul><li>Satisfying customer needs is the key </li></ul></ul><ul><li>“ Determine what your customers need and work backwards” </li></ul><ul><li>Jeff Bezos </li></ul><ul><li>Magnet kitchens - another example </li></ul>
  12. 12. Difficulties in creating a marketing culture <ul><li>Generally </li></ul><ul><li>No management understanding / buy-in </li></ul><ul><li>Organisational structure requires change </li></ul><ul><li>People frightened / reluctant to change </li></ul><ul><li>Power struggles </li></ul><ul><li>Separation of strategy and implementation </li></ul><ul><li>Tensions – Acad. Culture </li></ul><ul><li>Autonomy </li></ul><ul><li>Subject Focus </li></ul><ul><li>Unit/Dept/College orientation </li></ul><ul><li>Cognitive Dissonance </li></ul><ul><li>Academic freedom </li></ul><ul><li>Other issues </li></ul><ul><li>Financial management </li></ul><ul><li>Non-SMART Objectives </li></ul>
  13. 13. Customers and stakeholders
  14. 14. Your stakeholders The University Your Division Suppliers Staff Funders Colleges Colleagues Community Customers Students
  15. 15. Stakeholder Classification <ul><li>Contractual </li></ul><ul><ul><li>Students </li></ul></ul><ul><ul><li>Staff </li></ul></ul><ul><ul><li>Colleges </li></ul></ul><ul><ul><li>NHS </li></ul></ul><ul><ul><li>Customers </li></ul></ul><ul><ul><li>Members </li></ul></ul><ul><li>Others </li></ul><ul><ul><li>HEFCE </li></ul></ul><ul><ul><li>Government </li></ul></ul><ul><ul><li>Community </li></ul></ul><ul><li>Internal v. External </li></ul><ul><li>Power / Influence </li></ul><ul><li>Vested interest? </li></ul><ul><li>Any conflicts amongst these? </li></ul>
  16. 16. <ul><li>Customer expectations are shaped by a number of factors: </li></ul><ul><li>explicit service promises </li></ul><ul><li>implicit service promises </li></ul><ul><li>word of mouth </li></ul><ul><li>past experience </li></ul><ul><li>personal needs </li></ul>Meeting customer expectations
  17. 17. Customer dissatisfaction gap
  18. 18. Reasons for the gap <ul><li>The organisation doesn’t know what the customer expects </li></ul><ul><li>The organisation doesn’t select the right products and services to meet expectations </li></ul><ul><li>The staff in the organisation don’t deliver the products and services to meet customer expectations </li></ul><ul><li>Misleading promises </li></ul>
  19. 19. Customer Gaps
  20. 20. Finding out customer expectations <ul><li>Talking to customers </li></ul><ul><li>Helplines </li></ul><ul><li>Focus groups </li></ul><ul><li>Questionnaires </li></ul><ul><li>Complaints procedures </li></ul><ul><li>Looking at product reviews </li></ul><ul><li>Listening to the social space </li></ul><ul><li>Don’t forget to mystery shop your organisation as a customer! </li></ul>
  21. 21. Monitoring Gaps
  22. 22. Monitoring Gaps
  23. 23. What is marketing planning?
  24. 24. 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
  25. 25. Analysis of environments <ul><li>Internal </li></ul><ul><li>Mission, values, objectives </li></ul><ul><li>Internal strengths </li></ul><ul><li>Internal weaknesses </li></ul><ul><li>External </li></ul><ul><li>Requirements of Customers </li></ul><ul><li>Competition </li></ul><ul><li>Opportunities and threats </li></ul>ANALYSIS
  26. 26. The marketing mix <ul><li>Place </li></ul><ul><li>Product </li></ul><ul><li>Price </li></ul><ul><li>Promotion </li></ul><ul><li>People </li></ul><ul><li>Process </li></ul><ul><li>Physical evidence </li></ul>
  27. 27. Product or service: what are you offering?
  28. 28. The marketing mix <ul><li>Place </li></ul><ul><li>Product </li></ul><ul><li>Price </li></ul><ul><li>Promotion </li></ul><ul><li>People </li></ul><ul><li>Process </li></ul><ul><li>Physical evidence </li></ul>
  29. 29. The Marketing Mix <ul><li>The London External LLM </li></ul><ul><li>A marketing mix case study </li></ul>
  30. 31. Initial meeting <ul><li>Old </li></ul><ul><li>Price </li></ul><ul><ul><li>£2,000 </li></ul></ul><ul><li>New </li></ul><ul><li>Price </li></ul><ul><ul><li>£6,000 </li></ul></ul><ul><li>Product </li></ul><ul><ul><li>New Course Director JB appointed to update the content and increase the unit choice </li></ul></ul>
  31. 32. Changing the customer base <ul><li>Old </li></ul><ul><li>Product </li></ul><ul><ul><li>huge courses </li></ul></ul><ul><ul><li>once a year all or nothing exams </li></ul></ul><ul><ul><li>Rigid </li></ul></ul><ul><li>Place </li></ul><ul><ul><li>for lawyers </li></ul></ul><ul><ul><li>institutions + direct </li></ul></ul><ul><ul><li>geography </li></ul></ul><ul><li>New </li></ul><ul><li>Product </li></ul><ul><ul><li>sections of courses </li></ul></ul><ul><ul><li>Bi-annual 45min exams </li></ul></ul><ul><ul><li>Flexible – quals and entry points </li></ul></ul><ul><li>Place </li></ul><ul><ul><li>also for business community </li></ul></ul><ul><ul><li>direct recruitment </li></ul></ul>
  32. 33. Changing the customer base <ul><li>Old </li></ul><ul><li>Process </li></ul><ul><ul><li>Annual </li></ul></ul><ul><ul><li>Institutions all impt </li></ul></ul><ul><li>Promotion </li></ul><ul><ul><li>through institutions </li></ul></ul><ul><li>People </li></ul><ul><ul><li>underused </li></ul></ul><ul><li>Physical Evidence </li></ul><ul><ul><li>institutions </li></ul></ul><ul><li>New </li></ul><ul><li>Process </li></ul><ul><ul><li>Bi-annual (flexible enrollment) </li></ul></ul><ul><ul><li>Self-study </li></ul></ul><ul><li>Promotion </li></ul><ul><ul><li>direct </li></ul></ul><ul><li>People </li></ul><ul><ul><li>Course Director </li></ul></ul><ul><ul><li>New / more staff </li></ul></ul><ul><li>Physical Evidence </li></ul><ul><ul><li>students and WOM </li></ul></ul><ul><ul><li>bags, pens, etc. </li></ul></ul>
  33. 34. Going for Profit Game <ul><li>an interactive, competitive business game </li></ul><ul><li>each team runs a business for up to six quarters </li></ul><ul><li>aim: to make the most profit </li></ul><ul><li>Briefing Folder gives all the details </li></ul>NORTHGATE Going For Profit!
  34. 35. AIDCA <ul><ul><li>Get your readers attention – create an effective headline / use imagery </li></ul></ul><ul><ul><li>Get them interested , but get straight to the point </li></ul></ul><ul><ul><li>Desire – try and answer the key question “what’s in it for me?” </li></ul></ul><ul><ul><li>Conviction – why should they believe in you? </li></ul></ul><ul><ul><li>Get the person to take an Action </li></ul></ul>
  35. 36. The Situation <ul><li>you are based in Villeburg </li></ul><ul><li>it has no pizza takeaways </li></ul><ul><li>four sites are available </li></ul><ul><li>each has a minimum premium </li></ul><ul><li>Starting point </li></ul><ul><li>bid for a chosen site and shop-fitting </li></ul><ul><li>sites allocated on highest bid </li></ul><ul><li>make relevant decisions for the business you are to run </li></ul>NORTHGATE
  36. 37. Making Decisions <ul><li>1 st Quarter Decisions </li></ul><ul><li>name of shop </li></ul><ul><li>price of product </li></ul><ul><li>quality </li></ul><ul><li>advertising spend </li></ul><ul><li>staff costs </li></ul><ul><li>market research </li></ul><ul><li>Subsequent Quarters </li></ul><ul><li>hand in Decision Form - on time </li></ul><ul><li>complete any extra tasks </li></ul><ul><li>receive results back from computer </li></ul><ul><li>analyse and amend strategy (if necessary) </li></ul><ul><li>complete next decision form </li></ul>
  37. 38. Timing 12:50 14:00 14:20 14:40 15:10 15:40 16:00
  38. 39. Tendering Process <ul><li>what site did you bid for? </li></ul><ul><li>what extra premium did you offer? </li></ul><ul><li>why? </li></ul><ul><li>Each site is as profitable </li></ul><ul><li>as you make it! </li></ul>
  39. 40. Business Strategy <ul><li>how did you define your market? </li></ul><ul><li>how did you decide the price and quality of the product? </li></ul><ul><li>what advertising strategy did you use? </li></ul><ul><li>was your name applicable? </li></ul><ul><li>were your wages appropriate? </li></ul>
  40. 41. Business Strategy <ul><li>Market Research? </li></ul><ul><ul><li>Relevant earlier between sites 2 & 3 </li></ul></ul><ul><ul><li>Stick with own business strategy as markets differ </li></ul></ul><ul><li>match business to market sector </li></ul><ul><li>expand range and sell drinks </li></ul><ul><li>do health improvements </li></ul><ul><li>Probably best to avoid burgers </li></ul><ul><li>redecorate and upgrade if relevant </li></ul>
  41. 42. Business Strategy <ul><li>expand if selling over 200 pizzas per day </li></ul><ul><li>home delivery increases sales </li></ul><ul><li>small profits in lunchtime sales </li></ul><ul><li>business growth to university / nearby town? </li></ul><ul><li>concentrate on own business </li></ul><ul><li>give level of quality that market wants </li></ul><ul><li>analyse effectively </li></ul><ul><li>experiment cautiously </li></ul><ul><li>learn from experience </li></ul>
  42. 43. Team Strategy <ul><li>listen to everyone’s opinion </li></ul><ul><li>appoint ‘champions’ for each variable </li></ul><ul><li>keep focused on the objective </li></ul><ul><li>celebrate success! </li></ul>
  43. 44. Final Profits <ul><li>Team </li></ul><ul><li>A </li></ul><ul><li>B </li></ul><ul><li>C </li></ul><ul><li>D </li></ul><ul><li>Euros </li></ul><ul><li>€ 0 </li></ul><ul><li>€ 0 </li></ul><ul><li>€ 0 </li></ul><ul><li>€ 0 </li></ul>
  44. 45. End of Day 1