Kay Grieves and Jan Dodshon "How do you like your eggs in the morning?"

Today … Toolkit Taster Session

After today’s session you will:

• Have a better understanding of the benefits of strategic marketing

• Have an overview of our 7 step approach

• Have explored some of the key techniques

• Be prepared to apply the toolkit for your own purposes

• Know how we can help you further

The 7 Step Toolkit

2008: How our toolkit came to be?

• New Quality Model • Wanted to build relationships with our customers• Wanted to nurture conversations

• Strategic marketing held the key• Apply strategic marketing to our service culture

• Exploration led to the creation of the toolkit – How Do You Like Your Eggs In The Morning?

• Toolkit consists of our workbook and a tried and tested workshop

Since its inception :

• Central strategic planning tool at University of Sunderland, Student and Learning Support eg. Quality Model Campaign

• Shared with staff from over 80 libraries and information services throughout UK

Applied for various purposes :

- re-defining services and service offers

- strategic marketing/communication plans

- planning customer conversations

- Specific purposes eg. Customer Service Excellence Award

‘This is more than a toolkit – it’s a way of thinking, planning and delivering high quality, relevant services.’ (CILIP UCR Marketing Group)

The 7 Step Toolkit ..

Step 1. Establish where you want to go – your strategic direction and priorities

Step 2. Identify your overall service offersStep 3. Identify, segment and describe your customersStep 4. Define a targeted service offer for each customer

segment (to meet their identified needs)Step 5. Transform your service offer into benefits for each

customer segmentStep 6. Translate these benefits into targeted messages or

conversations for each segmentStep 7. Communicate your key messages through

customer conversations

What is marketing?

It is not:

• An ‘add-on’ to the end of the service planning process

• Just about promotion• Describing features of a

service/product • Inward looking• ‘One size fits all’

It is:

• A strategic management process• The starting point of all service

planning• Entirely customer led• Benefit driven• Outward and forward looking• Personalised and targeted

‘A dialogue over time with a specific group of customers whose needs you understand in depth, and for whom you develop a specific offer with an advantage over the offers of your competitors’

McDonald

See page 4

What can a marketing plan do for us?• Ensure we know who our customers are and what they need

• Plan services that fulfil our customers’ needs

• Effectively communicate the benefits of our services

• Ensure customers are motivated to use our services

• Ensure customers make most of our services

• Demonstrate the difference we make and the impact we have

Step 1. Establish where you want to go – your strategic direction & priorities

Internal

• Mission statement• Values/Culture• Vision/strategy

External

Vision/outlook of:• Wider organisation• Sector• Nationally

See Step 1 page 7

SWOT & PEST analysis

useful here

Step 2. Identify your service offers

List your offers todayand those you may beplanning for the future

SWOT• Strengths• Weaknesses• Opportunities• Threats

See Step 2 page 9

Step 3. Identify, segment and profile your customersWhy?• Need to know who your customers are and

what they need before you can begin to provide it

• You need to know them so that you know how best to have conversations and build a relationship with them

Why segment?• Everyone is different• One-size does not fit all• Bespoke is often not possible• It makes it manageable

How?• Use what you already know• Have conversations with them• Group those with similar needs, wants,

motivations and characteristics• Profile them so that you know all about

them• Make sure everyone involved knows who

they are

See Step 3 page 12

‘The identification of individuals with similar characteristics and wants ’Jobber

US National Park- customer segmentation

• Urban Beach Boys 3.8%• Inactives 22%• Young New England Wind Surfers 0.9%• Nature Lovers 27.2%• Musclers 6.2%• Thrill Seekers 8.3 %• Hunt-n-Fish Mens Motor Club 6.3%• The Take it Easies 25.3%

Tourism Queensland-customer segments

Active Explorers • Holidays...where they can be challenged and feel alive

Stylish Travellers • Holidays...where they can stand out from the crowd, and appreciate and enjoy the finer things in life

Self Discoverers • Holidays...where they can enrich their mind and nourish their body

Unwinders • Holidays...where they can reflect and recharge at their own pace

Connectors • Holidays...where they can bond with family and friends

Social Fun-seekers • Holidays...where they can share good times with friends, new and old

Visit Britain – segments of UK customers who holiday in own country

Visit Britain–segment profiles•

High Street - the largest segment with 22% of the population, they are aged between 26 - 35 and their average income is £22,150. They care what others think and are trend followers, rather than setters, although they like new experiences (new to them, as opposed to cutting edge). They'll pay for quality but only if it's tried and tested. More likely to take long holidays abroad but are attracted to bargain short breaks in the UK and are unlikely to go off the beaten track. A third have children. They are moderately interested in art and culture.

•Cosmopolitans - the second largest segment at 15% of the population, they are relatively young (although a third of them are post holiday) and their average income is about £26K. They are independent and willing to try new things to get new experiences and challenges, both mental and physical. They like to be active but also appreciate peace and relaxation, and art and culture. On average they take over 4 short breaks a year and they enjoy a wide variety of things, especially activity/themed holidays.

•Discoverers - they represent 13% of the population, are most likely to be between 26 and 35, have children at home and be high internet users. They are independent and not influenced by style of brand but they are keen on value for money and rate good service highly. They are much more likely to take a bargain break/late deal than a planned, packaged holiday and are also more likely to weekend in England than abroad.

•Style Hounds - representing 12% of the population Style Hounds are young (most are 15 - 25) and heavily influenced by brands, fashion and trends. Their average income is £23,000. Half have no children (so have a high disposable income) and 45% have a young family. They are motivated by fun and excitement and are not very interested in cerebral or cultural pursuits.

Who are your segments?Who are they?

• What is their situation? Part Time? Full Time? Off Campus?

• Where are they in their journey?New? Returning? Progressing?

• What subject do they study/research?

What are they about?

• What difference are they looking to you to to make for them?

• What barriers do they face?

• What are their priorities?

• What do they want to achieve?

• What might motivate/interest them?

• What do they want to know about? Talk about?

Activity 1. Profiling a customer segment

10 mins

Take your example segment. Have a go at profiling them. Think particularly about what ‘difference’ they look to you to make.

It may help to think about things like:

• Their mode of study; Subject area; Point in learning journey.• What barriers, difficulties, challenges they may face?• What might motivate, inspire & interest them and what will not?

• What do they need most from you?

See Step 3 page12

Step 4. Define a targeted service offer for each customer segment (The 4 Ps)

Define a targeted service offer based on your segment’s needs and preferences. Thinking about:

• Product? Which services can you offer to meet their needs?

• Place? Where and when can the customer use those services to best meet their needs?

• Price? What does the customer have to give up in order to use your services?

• Promotion? See Steps 6 & 7• Competition? Who else provides what

they need?

See Step 4 page 18

‘ To implement the marketing conceptsuccessfully and satisfy customer needs, different product offerings must be made to diverse customer groups.’ Jobber

Matching products and services to your customer segments

Step 5. Transform your service offers into customer benefits

For each service offer to each segment identify the specific benefit of that service offer to them.

Define:

• The difference the service will make to them

• Why the price is worth it

• Why your service is better than the competition

• The overall benefit of your service offer

See Step 5 page 21

Benefit: ‘An offer of some entity in which they get more than they give up as perceived by them and in relation to alternatives including doing nothing.’ Perla

Activity 2. Defining your service offers and articulating their benefits for your segment

10 mins

Using your customer profile:

• Agree 1 service offer for your segment (Table 1)

• Articulate the benefit of your service offer (or the difference it will make) to your segment

(Table 2)

Step 6. Translate your benefits into targeted messages – AIDA principle• Attention Make me actually notice

• Interest Spark enough interest to make meread/listen further and see what thiscould do for me

• Desire Provide an incentive or somethingthat makes me want the benefits youare offering

• ActionMotivate me enough to take thetime/effort to actually take up the service

See Step 6 page 25

Step 7. Communicate your key messages by nurturing customer conversations

Plan effective, benefit-led conversations or campaigns to deliver your messages to your customer segments:

• Build a meaningful brand – cultural, verbal, visual, physical, personal

• Identify vehicles to convey your messages eg. Facebook, blogs, Twitter etc

• Consider the most effective timing• Ensure staff buy-in to the culture of

nurturing relationships with their own customer segments

• Capture the difference you are making and impact you are having

See Step 7 page 29

Timing

Tools

Sharing & engagement

Planning your conversations

University Library Services Sunderland:Quality Model Campaign

pinterest.com/UniOfSunLib

Targeting your offers to your customer segments

• By who they are:

University of Sunderland Library Services

• By what you offer:

i-escape

Accor Hotels

Matching your brand to your customer segments

Building brands to meet the needs of specific segments

Estée Lauder has a total of 27 brands which include:

American BeautyAramisAvedaBobbi BrownBumble and BumbleCliniqueDonna KaranEstee LauderJo MaloneKitonLab Series

La MerMac CosmeticsMichael KorsMissoniOjonOriginalsPrescriptivesStilaTommy HilfigerTom Ford Beauty

Thomson Holidays January 2011 campaign

Thomson Holiday Campaign 2011

Are you a ….

Toe dipper?

Night owl?

Early bird?

‘Whoever you are we’ve got your holiday …’

Encouraging customer conversations

Activity 3. Plan a conversational campaign with your customer segment

10 mins

Draft ideas for an example campaign to convey the benefits

of your service offer to your customer segment?

Maybe think about:• How?• When?• Tools?• How could you capture impact?

Activity 4. Feedback

5 mins

Your segmentYour service offer and benefitsYour conversational campaign and impact capture ideas

The 7 steps

Step 1. Establish where you want to go – your strategic direction and priorities

Step 2. Identify your service offersStep 3. Identify, segment and describe your customersStep 4. Define a targeted service offer for each customer

segment (to meet their identified needs)Step 5. Transform your service offer into benefits for each

customer segmentStep 6. Translate these benefits into targeted messages for

each segmentStep 7. Communicate your key messages and sell your

services

Interested to know more …

If you would like to:

• learn more• adapt the toolkit to your own

needs • discuss the possibility of us

running a full workshop for your library

........ just get in touch.

[email protected]

[email protected]

We’d love to hear from you .