UoLCMI Day2
10
description
Presentation slides from CMI course given on 27 May 2009
Transcript of UoLCMI Day2
Level 5 Diploma in Management and Leadership
Unit 5008Marketing Planning
Day Two
The purpose of a plan?
Where are we now
Where do wewant to be
Marketing Plan
• A management summary • Market situation • SWOT and PESTLE analysis• Marketing objectives • Marketing strategies • Action programme • Budgets/financial implications • Controls and evaluation • Contingencies • Appendices
SOSTAC
Situational AnalysisExternal and Internal analysis: e.g. market, customer & competitor characteristics, SLEPT analysis, SWOT analysis, available resources etc.
ObjectivesWhat do we want to achieve?
StrategyHow are we gong to achieve this?
TacticsPositioning, marketing mix & communications
Action How do we get an effective implementation - training & budgets
ControlEvaluation and feedback to continually improve
Scanning the Environment
What affects demand?
Uncontrollable
Competition
What else?
Controllable
The Marketing Mix•Product•Price•Place•Promotion•Process•People•Physical evidence
Main factors - assessing markets
• P olitical• E conomic• S ocial• T echnological• L egal• I nternational• E ducational• D emographic
Marketing excellence
“Marketing excellence is achieved not through ignorance and guesswork but through a really detailed understanding of your market, a clear focus upon segmentation and differentiation, and a compelling value proposition.”
Colin Gilligan (adapted from de Kare-Silver)
What’s your market?
Harley Davidson
What we sell is the ability for a 43 year old accountant to dress in black leather, ride through small towns and have people be afraid of him.
Porter’s core competitive strategies
Cost
DifferentiationFocus
STUCK INTHE MIDDLEThe Wilderness
The Killing Fields
Customer Analysis
• Who is in the market?• What power do they have?• What do they buy?• Why do they buy?• Who is involved in the buying process?
(Influencers)• How do they make decisions?• When do they buy?• Where do they buy?• What are the trigger points in their decision
making process?• What else?
Managing Customers
• How much do you know about your current customer base?
• How good are your databases?• How good is the management of your
databases?• What do you need to exploit this further?• What else do you need to know about your
customers?• How can achieve this?
Maslow
Customers buy benefits (and solutions that fit their needs) not products
Marketing excellence
“Marketing excellence is achieved not through ignorance and guesswork but through a really detailed understanding of your market, a clear focus upon segmentation and differentiation, and a compelling value proposition.”
Colin Gilligan (adapted from de Kare-Silver)
Customer Segmentation
• Lifestyle/culture• Age• Marital status/children• Income• Socio-economic group• Occupation• Location• Peer group pressure• Home ownership• Personal financial management• Clustering of factors
Student Typology
Conventional undergraduat
es (25% of ugs)
“Second Chance/Time”
undergraduatesStudying on own (35%
of ugs)
“Second Chance/Time” undergraduate
sStudying at
institution (40% of ugs)
Mobile postgraduates (25% of pgs)
Conventional postgraduates (75% of pgs)
life-long learners
Recognition & Flexibility
High
High
Low
Low
Flexibility
International Recognition
Study locally
2nd Chance/TimePart-time at Institution
Mobile Postgraduates
Conventional Undergraduate
Conventional Postgraduate
2nd Chance/TimeStudying on Own
Life-long Learners
Conventional Postgraduates Who they are
• Average age 35• 57% male• 86% are working full-time
– 63% for locally owned organisations
• 19% work in medicine• 17% in banking, finance &
insurance• 13% work in government
Conventional Postgraduates Approaches to studying
• Most are paying for course themselves
• Subject content is critical to choice
• Important that qualification is recognised– by employers– by their professional bodies– in country where they are
working
Conventional Postgraduates Why they are studying
• Looking for internationally recognized qualification
• Part of planned career move• They might prefer full-time course, but this is
not an option because of cost, time, career implications
• UOL is often first choice as alternative to full-time study
• They are attracted by the flexibility of the course offerings
All the other programs I looked at you had to spend every week in school in night classes, or you had to log in at specific times. The University of London was the only one without those requirements. US Postgraduate Student
Your segmentation
• Can you segment your customers, if so how?
• Why have you chosen these criteria?• What does each segment expect?• How so you shape what you offer (i.e.
products and/or services) accordingly for each segment.
Internal environment
The ‘internal environment’ includes anything that the organisation has control over.
• workforce• the products and services it offers• financial position• resources• management culture.
SWOT Analysis
Positive Negative
Internal STRENGTHS WEAKNESSES
External OPPORTUNITIES THREATS
What next?
So what are our options
Strategic Planning Process 2
Establish mission
and goals
Set corporate objectives
Select strategies
Develop plans
Analyse environment
Competitor Information
Strengths and
weaknesses internally
Opportunities and threats in external
environment Customer
requirements
Preparing for growth?
Developing the Strategy
Marketing objectives
Marketing objectives are set to complement the strategies identified.
They usually relate to:• Market share• Products or services to be offered• Growth in usage of services.
SMART objectives
• Specific• Measurable• Achievable• Realistic• Time-Limited
• What could you set for your division?
Potential Tactics
• Product• Price• Place• Promotion
• Process• People• Physical evidence
What is the scope to change/influence?What might be the impact if you did?
Product: Five levels of
Pricing factors
• Competitors’ prices• Discounts offered• Quality and image of the product• Disposable income and lifestyle• Personal objectives or utility• Value for money• Personality and culture• Perceived risk• Previous experience and loyalty
Place
“To ensure that products and services are available to target customers in the ‘right place’ and at the ‘right time’.”
• Availability – in the ‘right quantities’– in the ‘right condition’– with the ‘right degree’ of advice and
service.
Marketing channels
Channel decisions
• Channel length– number of intermediaries or ‘levels’
• Types of intermediaries
• Channel/market coverage – number of intermediaries at any one level
• Respective tasks, responsibilities and terms for various channel members.
Channel lengths
• One-level channel – fast moving consumer goods
• Two- (or more) level channels – use of wholesalers
• Zero-level (direct marketing) – incl. e-commerce, internet sales
Promotion
“… that combination of individual promotional tools selected by an organisation in order to promote a particular product to a particular target audience.”
Lancaster and Withey (2003)
• Advertising• Personal selling• Sales promotion• Publicity and public relations• Direct mail
Processes
A business process is any process (including all the activities and all associated inputs) that an organisation must carry out to deliver outputs to its customers.
• Core processes– For external customers
• Support processes– For internal customers
Customer service
The cost of bad service
• 96% of dissatisfied customers do not complain directly.
• 90% will not return.• One unhappy customer will tell nine
others.• 13% will tell at least 20 other people• Customers pay more for better service
Whitehouse Office of Consumer Affairs research in 1980’s
Defining Quality Customer Service
Service Dimension
Definition
Reliability The ability to perform the promised service dependably and accurately.
Responsiveness The willingness to help customers and provide prompt service.
Assurance The knowledge and courtesy of employees and their ability to convey trust and confidence.
Empathy The caring, individualised attention provided to the customer.
Tangibles The appearance of facilities, equipment, personnel and communication materials.
Customer Service Satisfaction Factors
• Faculty / staff attitudes• Personalisation of services and instruction• Problem solving ability• Information access and usability• Information accurancy and reliability• Service and institutional efficiency• Responsiveness• Message handling• Student runaround
Achieving differentiation in service quality
Value toCustomers
Customer perception of performance
High
Low
HighLow
Underperformance
Overkill
Target A
rea
Confused / lax implementationInternally market the plan
An implementation diagram
Is the plan logical, coherent andbased on a clear understanding of environmental demands?
Are we capable of implementingthe plan at this stage?
Has the plan been communicated to staff and received full support?
Is there a driver with the authorityand the commitment needed toensure full implementation?
Do we have a contingency plan ?
Implementation misdirected and a waste of time and effortRevise plan
Identify gaps in capabilityBuild capability / revise plan
The plan may falter, after an initial period of enthusiasmFind a driver / revise plan
Problems if we hit the unexpected
EFFECTIVE IMPLEMENTATION
Monitoring, review and evaluation
• What has happened?• How does this compare with the standards
of performance?• What explanations are there for any
differences between standards and actual performance?
• What action needs to be taken and by whom?
Did we meet our objectives?
By now you 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.
Report
• Describe the role of marketing in identifying and predicting the needs of current and potential stakeholders.
• A brief report of 800-1000 words that should apply to your individual role.
• If there’s no marketing element to your role, write about the University of London (or your own institution) as a whole.
• Deadline: Friday 12 June.
