Marketing menadžment



Strategic marketing, 27.11 - 1.12.2017.

POČETAK:
11/27/2017
TRAJANJE:
4 dana
CENA:
120.000 RSD + PDV


Adresa

Naselje Mećavnik, Mokra gora   Vidi mapu

Kategorije

Otvoreni programi

Otvoreni program Strateški marketing se ove godine održava paralelno sa Zimskim Vivaldi CMO forumom uz gostujće međunarodne predavače. U nastavku je detaljan program na engleskom jeziku, koji je ujedno i radni jezik programa.


marketing menadžment seminar


ACHIEVE PROFITABLE GROWTH THROUGH STRATEGIC MARKETING AND CUSTOMER VALUE PROPOSITION

Offered in partnership with Malcolm McDonald Consulting Ltd

Given the maturity of most markets, the failure of hundreds of fads such as “marketing excellence” and of finance, with their ridiculous focus on short term rounds of exotic debt instruments, excessive leverage, cost cutting and focus on cash, it is fair to conclude that future success will very much depend on a focus on markets and customers. The company will ultimately understand that customers will win.

Prof. Malcolm McDonald



KEY THEME

Achieve higher profitable growth through strategic marketing and customer value

TARGET AUDIENCE

Mid to senior managers in leadership roles, business unit heads, sales and marketing managers, or a team that is responsible for marketing and sales strategic planning and product development.

LEARNING OBJECTIVES

Learn and practice fundamental leadership and management skills: strategic thinking, execution, communication, influencing. Learn and practice core strategic marketing skills: market mapping, segmentation, positioning and targeting.

LECTURERS

Dr. Florin Vladica

Prof. Malcolm McDonald

BUSINESS GAME AND SIMULATION

The games platform has been developed in collaboration with Professor Malcolm McDonald, one of the world’s leading experts in strategic sales and marketing. It is based on decades of research and practice in market strategy across companies and industries worldwide.

The games are used in many leading business schools. As of January 2017, Malcolm McDonald Consulting Ltd. introduces this business games platform into the Balkan countries. The business simulations platform includes a range of serious games that teach market strategy in an enjoyable and realistic way. There are four different business games:

  1. Marketing2Win simulates the extremely competitive UK’ retail food market. The game was a Finalist in the Chartered Institute of Marketing (CIM) Excellence Awards.
  2. Fashion2Win creates the virtual marketplace of the fashion industry.
  3. GlobalB2BWin simulates the competition, in the global market, between producers of building elevators.
  4. SAM2Win simulates, for account managers, the competitive context of supplying a global account

BUSINESS GAME FORMAT

There are five businesses competing with each other in the marketplace. Participants are split into teams. Each team represents the marketing team of a fictitious business. Each team assesses their situation and market performance, then has to make decisions about executing their current strategy. There are five decision making rounds. One round represents six calendar months, so the competition ends after three years of operations in the marketplace. Everything takes place over five intensive days of classroom interactions and group work.

All teams compete with each other, not against the computer, for the #1 position in the market. Participants explore and examine, in real time and during online competition, the interdependence between marketing and strategy, between strategic decisions and outcomes. As the game progresses, teams are given more insight and more freedom to develop and execute their own strategy. Feedback is provided between each round of decisions.

In this way, participants understand their market, its changing landscape, understand the importance of market intelligence, how to analyse and how to apply it. The simple, easy to use interface leads to websites, reports and analysis, and allows participants to quickly learn about their own company, their competitors and the trends in the market place. A performance screen provides powerful information on company’s current performance in the market place including sales, costs, profits, market share, market potential and the performance of their value proposition offered in each market segment.

This helps them to understand how decisions and metrics connect together, get a full picture of how they are doing and to formulate their growth strategy. Included is market planning template which can be used to discuss and capture the company strategy.

The BCG, DPM and other charts provide useful summaries of annual market growth rates, relative market shares, future market attractiveness and current competitiveness. Teams gain an appreciation of the tools, their similarities, differences, gain confidence by practicing their use and, finally, can formulate their market strategy.

When you are faced with a highly competitive market with limited opportunities for differentiation, with slowing markets, with fast changing consumer behavior impacted by technology, with tightening capital availability and with the acceleration of electronic commerce…… how will you lead your team to turnaround the business?

Ever changing markets and technology challenge our business every day. To survive the storms ahead, you need to have strong strategic leadership. This includes having the necessary strategic knowledge and skills to reach calmer waters. To help you learn these, we will provide you with a highly innovative learning experience, entirely different to traditional learning. You will apply key tools and principles to beat the market. Moreover, you will see how these work in real cases and get to practice, hands-on, in a simulated environment. It all starts with going back to fundamentals, as outlined by Professor McDonald in the ten questions:

  1. Do we know and understand our key markets?
  2. Do we address real segments in our markets?
  3. Do we know what our sources of differentiation are in each of the principal market segments in our key target markets?
  4. Do we all agree where we should target our limited resources?
  5. Are our objectives for revenue growth and market share realistic?
  6. Are our strategies for product development, pricing, customer service, channel management and promotion consistent with our objectives?
  7. Have we dispassionately assessed the risks associated with our strategic marketing plan?
  8. Have we calculated whether our strategic marketing plan creates or destroys shareholder value?
  9. Have we agreed the metrics for measuring market effectiveness?
  10. Are we happy with our marketing planning process? In summary, you will experience what it takes to grow and develop the foundation necessary to build a strong brand and sustainable business (i.e. developing strategic marketing mindset which will lead to profitable growth through creating customer value).

MARKETING “BOTTLENECKS”

Throughout the course days, you will get support to address a range of marketing “bottlenecks.

Marketing bottleneck Our support

  1. Lack of effective marketing planning

Get access to knowledge and a test a range of processes and tools for market analysis and forecast using our Market 2Win platform during the bootcamp. Capture the marketing strategy in our robust and comprehensive marketing plan template that can be executed over three years, and can be reviewed and adjusted periodically. Guidance to develop a structured planning approach following the ten questions from Professor McDonald.

  1. Unclear positioning

Adopt our model focused on customer oriented value proposition, on key buying factors, and move away from a strategy model focused on production, processes and cost cutting. Allocate budgets and adequate resources using our visualization tool to track key buying factors and to match evolving needs of target market segments with the value proposition offered. Consider the first four questions from Professor McDonald to build a strong brand and offering, to apply principles of needs-based segmentation, targeting and positioning

  1. Limited understanding of competitors

Use our Marketing Plan template to capture adequate knowledge about competition, to benchmarking against best performers and to predict their initiatives. Experiment with a range of tools, such as BCG, DPM and Ansoff, to take decisions about budgets and allocation of resources, about which market segments to maintain, divest, or to invest in. Answer to questions five, six and seven from Professor McDonald, to consider the impact of competitor’s initiatives in the market.

  1. Limited knowledge about target customers

Complete our Marketing Plan template to capture adequate knowledge about customers in all market segments; identify key buying factors and unmet needs. Use our Market2Win model to map the customer value proposition offered to each market segment for your business, and monitor how the customer value curve matches the evolving needs of target buyers. Consider the first four questions from Professor McDonald to apply principles of needs-based segmentation, targeting and positioning.

  1. One individual or department takes decisions

Create synergy by bringing together a multi-discipline team from marketing, sales, operations and finance; move away from “silos” structures and decision-making. Bring to organization lessons learned during the bootcamp about how to perform in executive teams; how to organize, lead, assign roles, take decisions, communicate and offer feedback. Assess the current situation with a few colleagues from all departments, and find the answer to the tenth question from Professor McDonald.

  1. Inappropriate allocation of resources during planning and execution stages.

Experiment with our Market2Win platform to understand implications of inappropriate allocation of resources on profits, and on changes in value proposition. Allocate budgets and adequate resources using our visualization tool to address key buying factors and match the value proposition to evolving needs of target market segments. Consider the question four, five, eight and nine from Professor McDonald to decide how to allocate the limited resources available; consider company’s DNA, opportunities and trends in market segments, risk in the market place and competitor’s actions.


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