UoLCMI Day1
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Level 5 Diploma in Management and Leadership
Welcome to Unit 5008Marketing Planning
with Katherine Bull and Brendan Fawcett
Learning objectives
You should be are able to
• Understand your role in relation to your organisation, clients, customers and stakeholders, and the wider environment in which your organisation operates
• Identify, predict and monitor the needs of customers/stakeholders
• Plan to meet stakeholder requirements.
Review of Introductory Diploma
What you already know
Quick presentations
What does marketing mean in your organisation? How does this differ from the standard definition and why?
Quick presentations
What are the differences between a stakeholder and a customer? Who are the customers/ stakeholders in your organisation?
Quick presentations
How does your organisation know you are meeting its customer needs?
Marketing definitions
• The management process responsible for identifying, anticipating and satisfying customer requirements profitably.– Chartered Institute of Marketing (1976)
• 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.– American Marketing Association (2003)
Company Orientations
• Product orientated– A good product will sell itself
“I just want things to work properly.”
- James Dyson
Company Orientations
• Sales orientated– Hard sales will sell the product
“Our sales people really know how to get people
to sign on the dotted line.”
Company Orientations
• Production orientated– Focuses on production efficiency
“You can have any colour you want as
long as its black”
Company Orientations
• Marketing-orientated / customer-centred– Satisfying customer needs is the key
“Determine what your customers need and work
backwards”-Jeff Bezos
Magnet kitchens - another example
Difficulties in creating a marketing culture
Generally• No management
understanding / buy-in• Organisational
structure requires change
• People frightened / reluctant to change
• Power struggles• Separation of strategy
and implementation
Tensions – Acad. Culture• Autonomy• Subject Focus• Unit/Dept/College
orientation• Cognitive Dissonance• Academic freedom
Other issues• Financial management• Non-SMART Objectives
Customers and stakeholders
Your stakeholders
The University
Your Division
Suppliers
Staff
Funders
Colleges
Colleagues
Community
Customers
Students
Stakeholder Classification
• Contractual – Students– Staff– Colleges– NHS– Customers– Members
• Others– HEFCE– Government– Community
• Internal v. External• Power / Influence
• Vested interest?
• Any conflicts amongst these?
Customer expectations are shaped by a number of factors:
• explicit service promises • implicit service promises • word of mouth• past experience • personal needs
Meeting customer expectations
Customer dissatisfaction gap
Reasons for the gap
• The organisation doesn’t know what the customer expects
• The organisation doesn’t select the right products and services to meet expectations
• The staff in the organisation don’t deliver the products and services to meet customer expectations
• Misleading promises
Customer Gaps
Finding out customer expectations
• Talking to customers• Helplines• Focus groups• Questionnaires• Complaints procedures• Looking at product reviews• Listening to the social space
Don’t forget to mystery shop your organisation as a customer!
Monitoring Gaps
Monitoring Gaps
What is marketing planning?
Starting Point - Analysis
Establish mission
and goals
Set corporate objectives
Analyse environmen
t
Competitor Information
Strengths and
weaknesses internally
Opportunities and threats in external
environment Customer requirements
Analysis of environments
Internal
Mission, values, objectives
Internal strengths
Internal weaknesses
External
Requirements of Customers
Competition
Opportunities and threats
ANALYSIS
The marketing mix
• Place• Product• Price• Promotion
• People• Process• Physical evidence
Product or service: what are you offering?
The marketing mix
• Place• Product• Price• Promotion
• People• Process• Physical evidence
The Marketing Mix
The London External LLM
A marketing mix case study
Initial meeting
Old• Price
– £2,000
New• Price
– £6,000
ProductNew Course Director JB appointed to update the content and increase the unit choice
Changing the customer base
Old• Product
– huge courses– once a year all or
nothing exams– Rigid
• Place– for lawyers– institutions + direct– geography
New• Product
– sections of courses– Bi-annual 45min
exams– Flexible – quals and
entry points• Place
– also for business community
– direct recruitment
Changing the customer base
Old• Process
– Annual– Institutions all impt
• Promotion– through institutions
• People– underused
• Physical Evidence– institutions
New• Process
– Bi-annual(flexible enrollment)
– Self-study• Promotion
– direct• People
– Course Director– New / more staff
• Physical Evidence– students and WOM– bags, pens, etc.
NORTHGATE
Going for Profit Game
• an interactive, competitive business game
• each team runs a business for up to six quarters
• aim: to make the most profit
• Briefing Folder gives all the details
Going
For
Profit
!
AIDCA
1. Get your readers attention – create an effective headline / use imagery
2. Get them interested, but get straight to the point
3. Desire – try and answer the key question “what’s in it for me?”
4. Conviction – why should they believe in you?
5. Get the person to take an Action
NORTHGATE
The Situation
• you are based in Villeburg• it has no pizza takeaways• four sites are available• each has a minimum premium
Starting point• bid for a chosen site and shop-fitting• sites allocated on highest bid• make relevant decisions for the business
you are to run
Making Decisions
1st Quarter Decisions• name of shop
• price of product
• quality
• advertising spend
• staff costs
• market research
Subsequent Quarters• hand in Decision Form
- on time• complete any extra
tasks• receive results back
from computer• analyse and amend
strategy (if necessary)• complete next
decision form
Timing
Time to hand in
Tender for sites
Decision 1
Decision 2
Decision 3
Decision 4
Decision 5
Decision 6
12:50
14:00
14:20
14:40
15:10
15:40
16:00
Tendering Process
• what site did you bid for?
• what extra premium did you offer?
• why?
Each site is as profitable
as you make it!
Business Strategy
• how did you define your market?
• how did you decide the price and quality of the product?
• what advertising strategy did you use?
• was your name applicable?
• were your wages appropriate?
Business Strategy
• Market Research?– Relevant earlier between sites 2 & 3– Stick with own business strategy as
markets differ
• match business to market sector
• expand range and sell drinks
• do health improvements
• Probably best to avoid burgers
• redecorate and upgrade if relevant
Business Strategy
• expand if selling over 200 pizzas per day• home delivery increases sales • small profits in lunchtime sales• business growth to university / nearby town?
• concentrate on own business
• give level of quality that market wants
• analyse effectively
• experiment cautiously
• learn from experience
Team Strategy
• listen to everyone’s opinion• appoint ‘champions’ for each variable • keep focused on the objective• celebrate success!
Final Profits
Team
A
B
C
D
Euros
€ 0
€ 0
€ 0
€ 0
End of Day 1
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