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MANAGING MARKETING PERFORMANCE

MANAGING MARKETING PERFORMANCE. INTRODUCTIONS. about David Kilburn. Head of Business Development, Associate Professor and DSGi Marketing Fellow, formerly Barclays Fellow DipM, MCIM, Chartered Marketer Marketing management experience in retail industry- home

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MANAGING MARKETING PERFORMANCE

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  1. MANAGING MARKETING PERFORMANCE INTRODUCTIONS

  2. about David Kilburn • Head of Business Development, Associate Professor and DSGi Marketing Fellow, formerly Barclays Fellow • DipM, MCIM, Chartered Marketer • Marketing management experience in retail industry- home improvements, food, and consumer electronics • Worked part time for CMC for 5 years • Marketing Director for BSM Electronics • Store Director – WHSmith Do-It-All • Online marketing tutor/ Dissertation advisor for worldwide MBA programme - Liverpool University • External Examiner for Marketing/Business University of Wales in Spain and Italy • Marketing Tutor for ISTUD in Milan, Italy each summer

  3. ABOUT YOU! • Tell us something about yourself • Who you are? • Where you work? • What your role is? • Your marketing experience? • Academic path? • Your involvement with strategic marketing management issues?

  4. SETTING THE SCENE • Assignment or exam? • Dates, requirements and deadlines • Use College Web facilities • CIM Learning Zone and EBSCO • Reading • Study Guide – text book • Previous papers and answers • Examiners comments • Tutor Forum – February 2009 • Webinars • Revision session – assignment session • Contact me – dkilburn@bournemouth.ac.uk

  5. The 5 elements • Creating organisational context for effective implementation of strategy • Managing change and internal marketing • Implementing strategy through marketing activities • Management techniques for managing the marketing function • Measurement, evaluation and control

  6. Fit with overall pg syllabi STRATEGIC MARKETING DECISIONS ANALYSIS & EVALUATION • Strategic marketing • Evaluation of performance • Internal analysis • External analysis • The global marketplace • Competitive advantage • Innovation/reorientation • SMD in global marketplace • SMD in portfolio management • Investment decisions/control MANAGING MARKETING PERFORMANCE STRATEGIC MARKETING IN PRACTICE • Organisational context • Internal marketing • Implementing strategy • Managing marketing • Measurement & control Learning outcomes only. No specified syllabus elements

  7. Scope of the syllabus • ‘How to do the job of marketing’ • relates to marketing practice • Tests application rather than knowledge: • extend knowledge into thinking • from ‘what’ to ‘why’ and ‘how’ • Draws on a wide range of resources • CONTEXT

  8. Focus • The “How” of marketing rather than the “what” • Delivery emphasis is on “ Listen and Challenge” • Shift from analysis to critical evaluation

  9. MMP ‘AUDIT’ • Discussion with examiner • Key points • Tutor forum • Last ‘diet’

  10. MMP Focus Meeting Feedback • Key issues resulting from the first set of marking • Referencing is important but there is recognition of the work based nature of the assignments and the increase thereby in Internet based referencing. • Looking for sound theoretical underpinning • Looking for ‘Trail of evidence’ - linkage between audit, selection of options and recommendations • Students need to define the boundaries of the project clearly e.g. 1 or 2 products in 1 or 2 markets is enough

  11. MMP Focus Meeting Feedback • Good practice • Trail of evidence • Support in audit findings • A good audit is: - • Relevant to the topics • Linked to the report • NOT cut and pasted! • Numbered report and good structure • Good index – KEY • Do mind maps to sort ideas prior to writing the report

  12. MMP Focus Meeting Feedback • Good practice more.. • Evaluation (acid test is ‘so what?’) • Depth not breadth is critical

  13. MMP Focus Meeting Feedback • Poor practice • Unapplied models (Senior examiner’s bete noir) – vital to apply in context • Too much description not evaluation – looking for ability to use data to discriminate in decisions • Poor referencing – misspelling of authors’ names! • Poor use of appendices – this is a business report

  14. Grade Descriptors • Example assignment from last assessment

  15. MY ASSUMPTIONS! • You have prior knowledge and some experience of using the theories that apply to this syllabus • If you are unsure at any stage – SHOUT!

  16. CIM PROFESSIONAL PG DIPLOMAMANAGING MARKETING PERFORMANCE Session 1 The role and practice of leadership

  17. CIM Definition of Marketing Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements profitably.

  18. Learning outcomes At the end of the session you will be able to: Explain the role of the strategic leader in managing marketing performance Explain the role of the strategic leader in achieving marketing orientation Explain the role of the strategic leader in building shareholder value through marketing activities Explain the role of the strategic leader in ensuring marketing effectiveness 18

  19. What is leadership? • Leadership is the process of influencing others to work willingly towards the achievement of organisational goals. • Leadership can be characterised in terms of traits or characteristics (of leaders) and styles (which are to be adopted). • Leadership skills can be learnt and improved

  20. Manager or leader - differences? (John Kotter)

  21. Models of leadership style • Huneryager and Heckman; Likert • Dictatorial, autocratic, democratic, laissez-faire • Ashridge Management College • Autocratic, persuasive, consultative, democratic (omits the extremes at each end) • Tells, sells, consults, joins • McGregor • Theory X and theory Y • Hersey and Blanchard: situational leadership • Match the style to the development level of the subordinate http://changingminds.org/disciplines/leadership/styles/situational_leadership_hersey_blanchard.htm

  22. Mini Case -Autoglass:- Leadership success factors Customer driven Energy, drive and change Analytical thinker Commercial ideas and action Planner and implementer Open communicator Leading and motivating teams Partnership builder (see handouts) 22

  23. Mini Case -Autoglass:- Leadership success factors Question one Think of two successful leaders that you have known, preferably selecting examples that display different approaches. Assess each of them in relation to the various Autoglass success factors. 23

  24. Mini Case -Autoglass:- Leadership success factors Question two Now consider a less effective leader. To what extent did he or she demonstrate the various success factors? 24

  25. What guides the organisation? Strategy ‘Strategic fit’ Style Employees Culture Leadership Values

  26. Leadership skills (Belbin) Versatility Feedback Charisma Integrity Altruism Decision making Problem solving Initiating action Fostering linkages Assisting in evolution and change

  27. What does the leader do? • Adair identifies 8 leadership activities • Defining the task • Planning • Briefing • Controlling • Evaluation • Motivating • Organising • Setting an example

  28. Leaders determine how organisations develop Strategic choice theory (Stacey, 2003) Formulation and implementation of strategy are different It is the role of leaders to formulate strategy and to direct its implementation Theory of the learning organisation (Senge, 1990) Organisations evolve as a result of high levels of learning by individuals and teams

  29. Marketing Management’s Role

  30. Life cycle of marketing

  31. Relationship marketing – implications for marketing practice

  32. Useful web-sites • www.shapetheagenda.com • Go to ‘past agendas’ then select ‘hard edged marketing’. • The most recent paper on ‘managing marketing people’ is also worth a look • www.wnim.com • What’s new in marketing • http://www.thewisemarketer.com/ • VERY GOOD! • www.cim.co.uk • www.excellencenorthwest.co.uk/Resources/Steve_Kempster_19th_July.ppt • A useful overview

  33. Minicase - Leadership Consider a small manufacturing company, t/over circa £25m p/a, marketing team of 3 – Manager (you), executive and assistant. The corporate objective is to increase sales by 25% over the next 3 years and the marketing objectives are to increase brand awareness by 50% & the number of new prospects by 50%. You need to increase your team by one, what are the leadership issues to consider?

  34. CIM PROFESSIONAL PG DIPLOMA MANAGING MARKETING PERFORMANCE Session 2 Planning the team

  35. Learning outcomes • At the end of the session, you will be able to: • Appraise the requirements of a given set of tasks and their context, and assess the impact of relevant factors on the creation or development of a team to perform those tasks. • Determine the skills, characteristics and roles required within a team to carry out specific tasks effectively. • Prepare a plan showing how the team should be structured, selected, formed and developed to ensure effective performance.

  36. A group is a collection of people … • …. who perceive themselves to be a group! • In ‘Understanding Organisations’ Charles Handy differentiates a group from a random collection of individuals. • Members of a group: • have a common sense of identity and belonging • are loyal to the group and conform to its standards

  37. A group is not a team: teams have synergy A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable Katzenbach and Smith, The Wisdom of Teams, 1994

  38. Groups become teams when they have a sense of purpose • Needs are complex and multi-layered and need to be managed as such (Adair) • Their members play particular roles (Belbin) • They are likely to pass through stages of development (Tuckman) • Their effectiveness depends on their terms of reference and their conduct (Handy) • Leadership is key (Ashridge; Belasco & Stayer)

  39. 6 differences between a team and a group (Belbin)

  40. John Adair identified 3 overlapping needs Task Roles InitiatingInformation SeekingStrategic planningEvaluatingDecision-making Task needs Individual maintenance rolesObjective settingFeedbackRecognitionTrainingEmpowermentCounselling Group maintenance rolesEncouragingClarifying visionStandard settingPeace-keeping Group needs Individual needs www.johnadair.co.uk

  41. Team skills, characteristics and roles • Need for key competences across the team • Need to achieve a balance of personalities and skills • Need to consider the tasks to be undertaken, the individuals who make up the team, and the cohesiveness of that team

  42. Designing a team • Meredith Belbin identified 9 distinct management roles • Chairman - presides and has a co-ordinating style • Shaper- team leader with a directive style • Plant- introvert but intellectually dominant/ imaginative • Monitor/ Evaluator - analytically intelligent/ critical • Resource Investigator - source of contacts. • Company Worker / Implementer - getting the job done • Team Worker - handles personal relationships in the team • Completer/ Finisher - keeping the team to its deadlines • (Specialist) www.belbin.co.uk

  43. TEAM DEVELOPMENT(TUCKMAN AND JENSEN) 2 • STAGE 1 - Forming • STAGE 2 - Storming • STAGE 3 - Norming • STAGE 4 - Performing Tuckman (1965) • STAGE 5 - Dorming Tuckman and Jensen (1977) 3 4

  44. Choosing the right people is not always straightforward

  45. Forming and developing (marketing) teams • Teams don’t just ‘happen’ • There is a process • Leader needs to nurture the team through these stages of development • Recruit for attitude, train for skill • Consider motivational and morale issues • Consider the personal and skill development needs

  46. Handy: team effectiveness

  47. Planning and control is a discipline • Plan, do, check and adjust (PDCA) • Plan what is to be done • Do it • Check that it has been done right • Adjust: make any changes necessary

  48. Types of Teams • Multi-disciplinary • Multi-skilled • Project • Virtual • Managers role – prioritisation, planning, control, decision making & problem solving • Leadership

  49. Virtual teams • No manager: this makes them very democratic • No meetings: this is enabled by modern technology • No organisation or structure: members are typically multi-skilled

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