UoLCMI Day1

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


• Sales orientated– Hard sales will sell the product

“Our sales people really know how to get people

to sign on the dotted line.”


• Production orientated– Focuses on production efficiency

“You can have any colour you want as

long as its black”


• 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