Student Workbook

Promote products and services
to international markets
BSBMKG513A
Student Workbook
Student Workbook
BSBMKG513A Promote products and

services to international markets
1st Edition 2010
Part of a suite of support materials for the
BSB07 Business Services Training Package
Acknowledgment
Innovation and Business Industry Skills Council (IBSA) would like to
acknowledge Ultima Training and Consulting for their assistance with the
development of this resource.
Writer: Phil Sands
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Published by: Innovation and Business

Industry Skills Council Ltd
Level 11
176 Wellington Pde
East Melbourne VIC 3002
Phone: +61 3 9815 7000
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www.ibsa.org.au
ISBN: 978-1-921749-87-2
Stock code: MKG513ACL
First published: June 2010

Print version: 1.0
Release date: June 2010
Printed by: Fineline Printing
130 Browns Road
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Table of Contents
Getting Started ........................................................................................................ 1
Features of the training program ..................................................................... 1
Structure of the training program .................................................................... 1
Recommended reading .................................................................................... 1
Skills and knowledge ........................................................................................ 2
Teams make the workplaces ........................................................................... 3
Distance learning .............................................................................................. 3
Introduction ............................................................................................................. 4
About promotions .............................................................................................. 4
What is marketing? ........................................................................................... 6
Analyse the market and develop the marketing strategy .............................. 7
Section 1 Plan Promotional Activities............................................................... 13
What skills will you need? .............................................................................. 14
Access international marketing plans ........................................................... 14
Access relevant information sources ............................................................ 19
Identify and assess promotional activities .................................................... 22
Plan and schedule promotional activities ..................................................... 36
Determine objectives with stakeholders ....................................................... 41
Section summary ............................................................................................ 42
Section checklist ............................................................................................. 43
Section 2 Coordinate Promotions..................................................................... 44
Identify and prepare personnel and resources ............................................. 45
Relationships with overseas target groups ................................................... 48
Supervise and support roles of overseas personnel .................................... 53
Implement promotions through international business networks .............. 55
Section summary ............................................................................................ 59
Section 3 Review and Report............................................................................ 60
Analyse audience feedback data ................................................................... 61
Assess effectiveness of planning processes................................................. 67
Collect and provide feedback to personnel and agencies ........................... 70
Evaluate costs and timelines benefits of promotion .................................... 71
Provide recommendations for future directions ........................................... 73

Section summary ............................................................................................ 74
Glossary ................................................................................................................. 76
Appendices ............................................................................................................ 78
Appendix 1: Marketing plan template ........................................................... 78
Appendix 2: Sample survey forms ................................................................. 81
Student Workbook
Getting Started
Getting Started
Features of the training program
The key features of this program are:
Student Workbook (SW) Self-paced learning activities to help you to

understand key concepts and terms. The Student Workbook is broken
down into several sections.
Facilitator-led sessions (FLS) Challenging and interesting learning

activities that can be completed in the classroom or by distance learning
that will help you consolidate and apply what you have learned in the
Student Workbook.
Assessment Tasks Summative assessments where you can apply your

new skills and knowledge to solve authentic workplace tasks and
problems.
Structure of the training program

This training program introduces you to promoting products and services to
international markets. Specifically, you will develop the skills and knowledge in
the following topic areas:
1. Plan Promotional Activities (SW Section 1/FLS Session 1)
2. Coordinate Promotional Activities (SW Section 2/FLS Session 2)
3. Review and Report on Promotional Activities (SW Section 3/FLS Session
3).
Note: the Student Workbook sections and Session numbers are listed next to the
topics above.
You facilitator may choose to combine or split sessions. For example, in some
cases, this Training Program may be delivered in two or three sessions, or in
others, as many as eight sessions.
Recommended reading
Required textbooks
Required texts for this unit include:
Keegan, W. and Green, M., 2008, Global marketing, 5th edn, Prentice Hall,
New Jersey.
Gesteland, R. and Seyk, G., 2002, Marketing across cultures in Asia,

Copenhagen Business School Press, Denmark.
Extracts of this text are available via Google books, available at:
<http://books.google.com.au/books>.
BSBMKG513A Promote products and services to international markets

Page 1 of 82
Getting Started
Student Workbook
Textbooks
Some recommended reading for this unit includes:
Hatton, A, 2000, The definitive guide to marketing planning, Financial

Times Prentice Hall, New Jersey.
De Mooij, M, 2009, Global marketing and advertising: understanding

cultural paradoxes, 3rd edn, SAGE, Los Angeles.
Morrison, T and Conaway, W, 2006, Kiss, Bow or Shake Hands, 2nd edn,
Adams Media, Massachusetts.
Usunier J.C. and Lee, J.A., 2009, Marketing across cultures, 5th edn,
Financial Times Prentice Hall, London.
Hofstede, G., Hofstede, G. J., Pederson, P., August 2002, Exploring Culture,
Intercultural Press, Massachusetts.
Websites
Some required websites for this unit includes:
World Values Survey, 2009, World values survey, viewed May 2010,
<http://www.worldvaluessurvey.org>.
Hoftstede, G., 2010, Home, Geert Hofstede & Gert Jan Hofstede, viewed
May 2010, <http://www.geerthofstede.nl>.
Australian Trade Commission, 2010, Trade. Invest. Prosper, Austrade,

viewed May 2010, <http://www.austrade.gov.au>.
AusIndustry, 2010, Home, AusIndustry, viewed May 2010,

<http://www.ausindustry.gov.au>.
Skills and knowledge

This unit will provide you with some of the skills and knowledge that you need to
ensure that you can play a positive role promoting products/services to overseas
markets. After completion of this unit, you will be familiar with the planning,
implementing and evaluating promotional activities that may be required of you in
your future workplace.
The course material, activities and assessments allow you to prepare, carry out
and review a promotional activity of your own creation, using your current industry
interests. The understanding developed using current examples will allow you to
gain insight into other organisations. Visiting businesses and meeting with their
staff will assist you to further develop the business attitude required to
professionally implement promotional activities as well as gain an appreciation of
promotional requirements.
You will also be engaged in using up-to-date technology to enhance your computer
literacy that will be necessary in organisations involved in promotional activities.
To this end, computer software applications already common to your personal
use, such as Facebook, blogs, mobile texting and YouTube, will be used during
your mock coordination of promotional activities. Throughout your education you
probably used Microsoft Word to write assignments and reports and may have
briefly scanned some other Microsoft applications such as Excel and PowerPoint.
During this course you will further develop skills with these software applications.
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Student Workbook
Getting Started
Teams make the workplaces

As you can imagine, a promotional activity can require a good deal of time and
effort from a team of people to implement and manage. In the workplace you are
often part of a team and therefore it is important that you are able to gain the
skills to work constructively in a team environment in order to achieve the
organisations goals and objectives.
During this course the activities and assessments will, wherever possible, be
carried out in a team setting with each person equally responsible for the end
result. This unit will assist you to be able to work effectively within a team and to
support one another. Identifying the skills of other team members and putting
these to the best possible use in promotional activities contributes to team
productivity.
Distance learning
Some students may be studying this course via distance learning. There are
several instructions in this workbook to discuss findings or results with your
colleagues or classmates. This can be difficult when studying via distance
learning. If you are studying via distance learning it is important to use your
initiative when directed to discuss findings with others. Depending upon your
circumstances, you may be able to:
discuss with fellow course participants via conference calls or Skype
share and discuss your results with fellow course participants via email
arrange for impromptu get-togethers with fellow course participants (if they
live close by)
discuss with work colleagues if appropriate
discuss with friends or family members.
This workbook may instruct you to discuss with classmates or colleagues. If you
are unsure how to complete the discussion/sharing elements of this workbook
please consult your Facilitator for guidance.

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Introduction
Student Workbook
Introduction
About promotions
Have you ever gone to an electrical store to buy an item during a stocktake sale,
or purchased items with a two for the price of one deal? You probably already
know more about this unit than you think.
These are both examples of product promotions. A promotion is a component of
marketing through which an organisation communicates to their customers about
their products or services. For example:
advertising
client and employee functions
demonstration activities
free samples and gifts
media announcements
product launches
web pages
sales promotions
direct marketing
publicity
public relations
personal selling.
Until now, you have probably been on the consumer end of these promotional
activities that were generated by the retailer. If you look around retail stores
during a promotion you might notice the following:
special display areas or

counters
increased advertising such

as leaflets, posters, banners
or flags
special offer catalogues
increased staff to cope with

the expected increased sales.
You may also have been encouraged to visit the store due to advertising in the
local media. These are all examples of goods being sold through a promotion.
In this unit, you will consider planning, coordinating and reviewing promotional
activities in an international context. This begins with a review some of the basic
marketing concepts.
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Student Workbook
Introduction
Planning a promotion
This unit examines promotional activities from the sellers perspective. Sellers
(e.g. retailers) promote their products to encourage increased sales. This involves
making decisions as to how, when and where to promote products or services.
Organisations devote a great deal resources and energy to promotional activities.
Not only does the organisations management have to decide on the particular
products or services to promote, they have to develop the advertising content
material, decide whether to use a theme and develop an action plan to carry out
all the necessary work, in a timely fashion, ahead of the promotion
commencement date.
Coordinating a promotional activity
Maybe you are undertaking this unit due to a promotional activity devised to
encourage people to enrol in this course of study. Think about what might have
been involved, such as development of the course and units, creating publicity
material, reaching a targeted market to take up the course, and organising
resources and personnel to be available on enrolment day. These responsibilities
are all part of what is required to coordinate a promotional activity.
Review and report on promotional activities
Now that you are a consumer of this unit and associated overall course, what
feedback could you now offer the provider to help them improve their promotion
of this course next year? You, as the user, probably have some worthwhile
feedback to offer.
This type of audience input and subsequent evaluation of the results of any
promotion are usually evaluated to assist the seller in future endeavours. For
example, after sending out a questionnaire to consumers of this course, the
majority of students might suggest that the course should be advertised on
Facebook as it is a place which has a higher profile for school leavers than the
local paper.
In order to gain such informative feedback someone will have been assigned to
collect such data. They may then be involved in preparing a report and presenting
the findings of suggested future improvements. These duties are examples of
reviewing and reporting on a promotional activity.
Some definitions: Goods, products and services
A good or product is something physical that the consumer can touch. A service
is something someone else does for you. The service may take many forms. One
example of a service is a massage.
When receiving a massage there is no specific product or item being sold, only
the service provide by one person to another person. Some services are even
referred to as an experience, for example, a weeks cruise on passenger liner.
This is more than just a service from one person to another, as there are a
variety of experiences to be gained from such a purchase. For ease and
consistency, this unit will use the words products and services.

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Introduction
Student Workbook
What is marketing?
Before you start promoting products and services to international markets, your
organisation will need to have a marketing strategy and a prepared marketing
plan. Marketing is a set of methods and philosophies focused on arranging the
resources of an organisation to meet the current and future needs and wants of
groups of people.
In the corporate sector, the main motivation behind marketing is increasing
profitability. However, in the public sector and not-for-profit sector this may not be
the case.
Learning activity: Marketing refresher
As a review of some of the key marketing terms and concepts, use
the internet to find definitions for:
marketing
market segment
marketing strategy
marketing plan
market profile
market analysis
A good starting place is the business dictionary at:
<http://www.businessdictionary.com>.
The process coordinating an organisations resources to match the current and

future needs of groups of people can be modelled as a sequence of steps:
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Student Workbook
Introduction
Analyse the market and develop the marketing strategy

The key analytical processes which inform the marketing strategy are:
segmenting the market
identifying the target market
profiling the target audience
developing a positioning strategy.
The market research that leads to the marketing strategy informs an organisation
of the:
characteristics of the people whose needs the organisation can satisfy (for
a profit for commercial organisation)
how the organisation can be seen by potential customers to meet those

needs better than its competitors.
Learning activity: Getting the marketing data

Lets say you worked for a publishing company that wanted to market their
English language crime novels in other European markets.
100
Crime
novels
purchased
per1000
people
(2009)
80
60
40
20
0
Country
From the graph above, which European markets tend to read more
frequently and why?
Which markets would (or wouldnt) require a translation of the novel into
their native tongue and why?
What other type of information would you want to access about this
market to help you devise an effective marketing strategy?
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Introduction
Student Workbook
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Reflection: Do you live in a global marketplace?

According to the American Marketing Association (AMA), international
marketing is the multinational process of planning and executing the
conception, pricing, promotion and distribution of ideas, products, and services
to create exchanges that satisfy individual and organisational objectives.1
Reflect for a moment on your own life. Unlike a student of 100 years ago, you
are surrounded by international products and services. Think about a typical day
from the time you get up to the time you go to bed. Consider the origin of
products you use or consume every day:
Food fast food, restaurants, grocery shopping.
Clothing styles and brands.
Footwear shoes, runners.
Vehicles what make of car?
Entertainment movies, television, reading, games.
IT and Communication computers, mobile phones, etc.
Sports you play, on television.
Discuss these with colleagues:
How much of what you consume is international in origin?
Which products do you think are global brands and why?
Which products appeal to a specific national market and why?
Make notes of your discussions below.
Onkvisit, S. and Shaw, J., 2004, International marketing: analysis and strategy, 4th edn,
Routledge, New York, p. 3.
1
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Student Workbook
Introduction
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Global brands
Some products or services may appeal only to specific local market segments.
However, many of the products that we use everyday are, in some sense, global
brands. Some brands that are often considered to be global are:
Coke
Nike
McDonalds.
However, while many of these brands are global, aspects of marketing strategies
such as target markets, product mix, positioning strategies and so on will vary
according the needs of the specific markets.
It would be ideal if marketing strategy for products and services could be the
same for all markets. However, a one size fits all strategy rarely achieves the best
outcomes. For example, in many Middle Eastern markets, Coke and Pepsi
increase the sweetness of their drinks to suit the local taste. Hello Kitty products
in Japan are targeted at women and children, whereas in other markets, they are
targeted at children only.2
De Mooij, M, 2009, Global marketing and advertising: understanding cultural paradoxes, 3rd
edn, SAGE, Los Angeles, p. 29.
2

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Introduction
Student Workbook
Learning activity: What is a global brand?

In marketing circles, there is some dispute about what constitutes a global
brand. Is it a:
Brand that is available across multiple regions?

Brand with the same strategy in all target markets?
Brands that can be found under the same name in multiple countries
with generally similar and centrally coordinated marketing activities?3
What do you think? Research and discuss these definitions with your
colleagues. For a brand to be considered global:
How many markets must it be in?

How dominant must it be in those markets?
How standardised must the marketing strategies be in those markets (if
at all)?
Make notes from your discussions below:

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De Mooij, M, 2009, Global Marketing and Advertising, 3rd Edition, SAGE,, p. 28
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Introduction
Addressing the needs of the market

Effective marketing, whether for global products or otherwise, will modify the
marketing strategies to fit the characteristics of proposed markets. This includes
modifying:
targeting strategies
positioning strategies
product mix.
Learning activity: McDonalds

McDonalds is a brand that has been hugely successful at
maintaining an iconic brand while still managing to meet the needs
of different markets. Choose some of the markets that McDonalds
entered more recently. You may want to start here:
<http://en.wikipedia.org/wiki/McDonald's_products_(international)>
Review and discuss with your colleagues:
What is different about products and services in different countries?
Is it the result of a deliberate strategy?
Find examples of successes and failures.
Make notes from your discussions below:

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Introduction
Student Workbook
The marketing plan

The outcomes of the previous activities you have completed are the types of
outcomes that would be documented and included as part of a marketing plan.
Definition: Marketing plan
A marketing plan is a product specific, market specific or company-wide plan
that describes activities involved in achieving specific marketing objectives
within a set timeframe.
A marketing plan requires an identification of customer needs, through market
research, to determine the best methods for meeting those needs and
generating profits.
A marketing plan will usually include analysis of external factors such as current
market trends, and internal factors such as budgets, sales forecasts, strategies
and projected (proforma) financial statements.4
A sample market plan template has been provided as Appendix 1 of this Student
Workbook.
Now that you have reviewed some of the key marketing terms and concepts, you
should be ready to tackle Section 1 Plan Promotional Activities
Business Dictionary, 2010, marketing plan, viewed, May 2010,

<http://www.businessdictionary.com/definition/marketing-plan.html>.
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Section 1 Plan Promotional Activities

Promotional activities are communication programs that inform potential
domestic or overseas customers about an organisations products or services.
A promotional plan is created and developed to provide a framework to set out
the tasks and communications to be completed for the promotional activity. This
section is about how to prepare and schedule these tasks and communications in
accordance with an organisations goals and directions.
It requires the planner to ask questions such as what and why. Planners
carrying out these activities must do so after consulting the various stakeholders,
as well as being mindful to keep the promotion within the given timeframe and
budgetary constraint. Planning plays a fundamental role in the overall promotional
activity.
Scenario: Institute promotional plan
Summer Heights TAFE recently received some poor publicity by being associated
with a nearby school that was the subject of a television program. Word in the
staff room was that there was going to be a promotional plan to try and improve
the TAFEs reputation and increase student enrolment.
Although most staff understood the meaning of a promotional plan in marketing
terms, there were some who thought there would be the opportunity for them to
get promoted to more senior positions!
Some members of staff were co-opted on to a Promotional Steering Committee
and at the first meeting they came up with lots of promotional ideas such as
one suggestion to hold a recruitment fair in the city mall. This got everyone
excited as they talked about having sausage sizzles, banners, balloons and
giveaways. Before long they had started to split into sub-committees to plan the
event further.
Then the Principal arrived with a marketing plan. She started by saying that the
key market for recruitment had been identified as
the Asia-Pacific region. The room went quiet apart from the sound of
notepapers being shuffled and stacked away as the staff hid their plans for the
local mall. Some thought that maybe they should have started by looking at the
marketing plan first

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What skills will you need?

In order to effectively plan promotional activities, you must be able to:
Access international marketing plans.
Access relevant information sources to support promotional planning.
Ensure compatibility of promotional activities with organisational
requirements and cultural appropriateness.
Plan and schedule promotional activities according to organisational
marketing needs.
Determine promotional objectives in consultation with relevant
stakeholders.
Ensure timelines and costs are realistic and consistent with budgetary
requirements.
Develop action plans to provide details of products/services being
promoted.
Access international marketing plans

Marketing plans
It is essential that promotional activities are designed based on the organisations
marketing plan. So, what is a marketing plan? In the introduction a marketing
plan was defined as:
A product specific, market specific or company-wide plan that describes activities
involved in achieving specific marketing objectives within a set timeframe.
A marketing plan requires an identification of customer needs, through market
research, to determine the best methods for meeting those needs and generating
profits.
A marketing plan will usually include analysis of external factors such as current
market trends, and internal factors such as budgets, sales forecasts, strategies
and projected (proforma) financial statements.5
Sample marketing plan
Visit the link below to view sample marketing plans for 70 different
companies:
Palo Alto Software, 2010, Free sample marketing plans,

Mplans, viewed May 2010, <http://www.mplans.com>.
Business Dictionary, 2010, marketing plan, viewed, May 2010,

<http://www.businessdictionary.com/definition/marketing-plan.html>.
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Choose three different companies to review, and identify the main components
of their marketing plans. Record the main components below:
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Hopefully the previous exercise will have shown you that marketing plans come in
many shapes and sizes; no two are the same. Very few use the same headings or
terminology. However, there are some key elements that all good marketing plans
should contain.
For example, most marketing plans include the following components (although
the terminology used to describe the headings often differs plan by plan):
Executive summary a short (often a single page) overview of the

marketing plan.
Situation analysis this section would contain a market overview that

includes market demographics, market trends and growth projections.
Organisation review this often takes the form of a SWOT analysis
Strategies this section would include the marketing and financial

objectives, positioning strategies, market segmenting, audience profiles,
marketing mix, PR, advertising and market research activities
Budgets this section would include sales and expense forecasts

(including the promotional expense budget) and possibly a break-even
analysis
Action plan the what happens next part of the plan.

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Student Workbook
The marketing plan will guide the choice of promotional opportunities. For
example, if the budget for promotions is a few thousand dollars, the promotion
will not be able to include a free gift valued at $500 to the first 100 customers.
When planning promotional activities it is essential that you access and fully
understand your organisations marketing plan. Two key parts of the plan to be
considered when planning promotional activities are the market segmentation
and audience profiles. Although these are specialist activities that are described
in more detail in BSBMKG316A Profile international markets, a basic
understanding is essential in order to undertake promotional planning.
Market segmentation
Think about the Summer Heights TAFE story.
The Principal announced that the key market
for recruitment would be the Asia-Pacific
region. But this is a huge region comprising
peoples from a vast array ages, religions,
cultures, educational backgrounds, interests,
etc. It would be a mammoth, costly operation
to target everyone. So thats where market
segmentation comes in.
The market is divided into segment
descriptors. Descriptors can include:
demographic
geographic
usage
psychographic.
Demographic
Demographic descriptors can characterise the audience in many terms, including:
age
birth date and birth place
disability
first language
gender
household income
nationality
number and age of

children
occupation
position in the
family
marital status
language spoken at home
Learning activity: Demographic descriptors at Summer Heights TAFE

What demographic descriptors do you think the Summer Heights TAFE target
audience would fall in to? List them below:
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Tip Demographic descriptors

Using a single demographic descriptor, such as age or gender in isolation can
be misleading. For example, a 21 year old female could be a full-time student, a
professional career woman, a skilled labourer, unemployed, or a mother with
small children.
Each of these women would have quite different needs and wants. Therefore, a
multivariate segmentation approach based on a mixture of demographic
descriptors such as gender, age and family position would be far more useful for
segmenting the market for most purposes.
Geographic
Geographic segment descriptors, not surprisingly offer
information about the location of the prospects and may
include terms such as:
Country Indonesia, Japan, Vietnam, etc.
City Tokyo, Jakarta, Hanoi, etc.
Region Australia/New Zealand, Polynesia, South East Asia, etc.
Usage
Usage refers to how the audience is likely to use the product
or service being marketed and is described as both the rate of
usage and the status of use. Rate of use may be similar to
light, moderate or heavy. Status may be similar to regular, firsttime, ex-user and non-user.
In the Summer Heights TAFE example, there are likely to be first-time and regular
(existing) students.

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Psychographic
Psychographic descriptors divide markets based on soft
elements such as personality and lifestyle rather than hard
descriptors such as age, income or city.
Psychographic descriptors include:
Activities what people do e.g. hobbies, sports.
Affiliations what groups people belong to e.g. clubs, political parties.
Attitudes what people feel about a particular statement or issue.
Interests can be hobbies again or just general interest. You could have
an interest in flowers without being a gardener or flower arranger.
Lifestyle how people live their lives, e.g. the student or 9 to 5 office
worker.
Opinions judgements and beliefs, e.g. climate change believer or denier,

political views.
Values feelings people prioritise regarding issues, e.g. abhors violence

on TV, sustainable living.
Audience profiles
Once the market has been segmented, the audience can then be described in
more specific detail. This is known as profiling. The objective of profiling is to find
a commonality in the target audience that can be used to guide how the
organisation will communicate with them. Lets return to the Summer Heights
TAFE example. After segmenting the market, lets assume the priority has been
identified as Indonesia. A possible profile might look something like this:
Variable
First-time students
Repeating
Mature
Age
1821
2125
26+
Gender
Men and Women
Men and Women
Men and Women
Family
position
Single; no kids
Mostly single, no kids
Single and married,

often with kids
Income
$ minimal, but
parental support
>$40,000, parental
support additional
Mid income >$50k
Location
Urban and suburban
Urban and suburban
Mainly Urban , some

suburban
Personality
Research the best

place to go; value for
money conscious
Emphasis on learning
and qualifications.
Career changers.
Information hungry;
follow the lead of
teachers and develop
affiliations with
favourite teachers
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Information hungry,
more independent
thinkers
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Variable
First-time students
Repeating
Mature
Benefits
sought
First post-school
qualifications.
Qualifications linked
to career
opportunities.
Career change
qualifications.
Courses leading to
recognised
qualifications.
Possibility of working
VISA in Australia
VISA in Australia.
VISA in Australia.
Media usage
Teenage magazines
Internet
Internet
Broadsheet
newspapers
Broadsheet
newspapers
Internet
This simplified profile will enable you to identify common features. For example,
all groups are located in urban or suburban Jakarta. All believe in the importance
of family ties. All are looking for the possibility of obtaining a working VISA in
Australia one day. All use the internet.
All this information will be useful when Summer Heights TAFE determine
appropriate promotional activities.
Access relevant information sources

In order to successfully plan promotional activities for an international market,
you will need to access relevant information sources that can provide you with
country-specific information. It is impossible to list all sources of information for
all countries, but the following generic contacts will help:
Academics and training providers

o Academics in both Australia and the target country will be able to
assist with providing a wide range of information about cultural
norms, legal requirements, OHS requirements.
Government agencies such as Austrade and state/territory government

departments
o This includes Australian embassies and consulates overseas, as
well as the target countrys embassy within Australia. For countries
that do not have much connection with Australia, you may need to
survey international information sources. For example, the French
diplomatic website may be able to help in finding information about
African countries that were once French colonies6. The Central
Intelligence Agency (CIA) website maintains The World Factbook, a
good source of background information on all countries of the world7.
6
7
Chambers of commerce and industry associations.
Other private agencies specialising in international trade.
Professional libraries and trade journals.
<http://www.diplomatie.gouv.fr>
<https://www.cia.gov/library/publications/the-world-factbook/index.html>

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Many free internet resources are available that provide a range of information and
statistics about overseas markets. For example:
The Asian Development Bank ADB offers good background data on its member
countries. Click on the countries tab at the top of the home page.
Asian Development Bank, 2010, Countries and Regions, Asian Development
Bank, viewed May, 2010, <http://www.adb.org>.
Corporate Information Offers extensive links to sites offering corporate
information in over 80 countries.
Winthrop Corporation, 2010. Home Corporate Information, viewed May
2010, <http://www.corporateinformation.com>.
The Council for Australian Arab Relations Provides examples of what to expect
in meetings in the Arab world. Also check out the business guides on the
United Arab Emirates (UAE), Saudi Arabia and Qatar.
Department of Foreign Affairs and Trade, 2010, The Council for AustralianArab relations (CAAR), Department of Foreign Affairs and Trade, viewed May
2010, <http://www.dfat.gov.au/caar/>.
Federation of International Trade Associations (FITA) Provides links to
information on a wide range of international trade and import/export topics. It
also has a trade leads service.
Global Trade, 2010, Really useful links for international trade, Federation of
International Trade Associations, viewed May 2010,
<http://www.fita.org/webindex.html>.
Global Edge International business portal providing country guides, links to
global information resources and a discussion forum.
Michigan State University, 2010, International business resource desk,
Global Edge, viewed May 2010,
<http://globaledge.msu.edu/resourceDesk/>.
IBIS World Produces reports on a range of industries.
IBISWorld, 2010, Industry Reports, IBISWorld, viewed May 2010,
<http://www.ibisworld.com>.
Export.gov Provides industry-specific and region-specific information market
reports
International Trade Administration, 2010, Market research, Export.gov,
viewed May 2010, <http://www.export.gov/mrktresearch/index.asp>.
Market Research Covers a huge range of topics and also slices its reports. This
company draws together reports from a wide range of respected research
organisations but it can be expensive. Spend time searching the site.
MarketResearch, 2010, MarketResearch.com, viewed May 2010, <
http://www.marketresearch.com>.
The Research and Markets Company Sells market research reports covering
major products and markets.
Research and Markets, 2010 Research and markets, viewed May 2010,
<http://www.researchandmarkets.com>.
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FAO Food and agricultural statistics.

Food and Agriculture Organisation of the United Nations, 2010, Home,
FAOSTAT, viewed May 2010, <http://faostat.fao.org>.
United Nations Provides demographic, economic, social, environmental and
energy statistics from around the world
United Nations, 2010, Home, United Nations statistics division, viewed May
2010, <http://unstats.un.org/unsd/default.htm>.
World Bank Provides user-friendly statistics and graphs for individual countries
The World Bank Group, 2010, Data, The World Bank, viewed May 2010,
http://www.worldbank.org/data8
Example: Austrade website
The Australian Trade Commission (Austrade) is the Australian
Government agency that helps Australian companies win overseas
business for their products and services by reducing the time, cost
and risk involved in selecting, entering and developing international
markets.
Austrade is represented in more than 140 overseas locations in over 60
countries and in Australia.
Austrade:
Delivers services that assist Australian businesses initiate, sustain and

grow trade and outward investment.
Promotes Australia as an inward investment

destination and, with the states and territories,
supports the inflow of productive foreign direct
investment.
Administers the Export Market Development

Grants scheme.
Undertakes initiatives designed to improve

community awareness of, and commitment to,
international trade and investment.
Provides advice to the Australian Government on

its trade and investment development activities.
Delivers consular, passport and other government services in designated

overseas locations.
The Austrade website is a great source of information including Country

profiles, industry overviews, and 'industry within country' profiles to help you
research export opportunities and logistics in your chosen market.9
8
Australian Trade Commission, 2010, Market research: not just facts and figures, Austrade,
viewed May 2010, <http://www.austrade.gov.au/Market-research-MR/default.aspx>.
9
Australian Trade Commission, 2010, Export markets countries, Austrade, viewed May 2010,
<http://www.austrade.gov.au/country/default.aspx>.

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Learning activity: Review internet information sources

Consider an overseas market that you are interested in
researching and review some of the internet sites listed on the
Austrade site.
Australian Trade Commission, 2010, Market research: not

just facts and figures, Austrade, viewed May 2010,
<http://www.austrade.gov.au/Market-research-MR/default.aspx>.
Which sites:
Provided demographic data?
Provided cultural profiles?
Discuss and compare your findings with your colleagues.

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Identify and assess promotional activities

So far we have discussed the importance of using an organisations marketing
plan to guide the choice of promotional activity. We have looked into a variety of
information sources to help you plan those activities. But what are promotional
activities?
Promotional activities
You will recall that promotional activities can include:
advertising
web pages
client and employee functions
sales promotions
demonstration activities
direct marketing
free samples and gifts
publicity
media announcements
public relations
product launches
personal selling.
Lets take a look at each of these promotional activities in more detail.
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Advertising
Advertising can be undertaken in a wide range of media, from TV, radio,
newspapers, magazines and billboards. Advertising costs can range from a few
tens of dollars (in a local shop window) to many millions of dollars (for TV
advertising during the World Cup Final). Advertising is a specialist skill and many
organisations will use specialised consultants to identify themes and outlets.
Client and employee functions
Client functions are an excellent way of promotion if the organisations target
audience is relatively small. For example, a manufacturer of train locomotives may
have only one target customer in a particular country (the national train operator).
Client functions can often provide a more subtle approach to promotion than the
more overt advertising approach. The organisation can target the audience
individually, research the audiences interests. For example if the target audience
is interested in soccer, inviting the clients or prospective customers to a hired,
corporate box at a suitable soccer game can prove highly effective.
Client functions are often used in association with sponsorship (see public
relations below). After identifying your target audience and researching their
interests, a suitable sponsorship can be identified that affords several
promotional opportunities. For example, if your target audience has interest in
classical music, an orchestra or ensemble performance could be sponsored that:
allows for a press release to announce the sponsorship; the organisations logo to
be included on tickets programs and other printed matter; complimentary seats
for target audiences and employees; and the opportunity to invite the target
audience to dinner along with some of the performers after the performance. It
can often be useful to involve employees in this sort of promotion; positive
endorsement from staff can be a powerful influencing factor.
Demonstration activities
If the organisations products or services lend themselves to a demonstration, this
can be used to good effect for promotion. Such demonstrations can include shop
floor demonstrations of products (often with small, free taster samples) or larger
events such as the Formula one cars being displayed and run on axle stands in
Melbournes Federation Square prior to the Australian Grand Prix.
Free samples and gifts
As mentioned in the last paragraph, free samples can be given as part of
demonstrations. They can also be made available during trade shows and
conferences. Simple advertising gifts (such as a ball-point pen or pencil) with the
organisations name or product logo embossed on them can be a cost-effective
way of ensuring your target audience takes away your promotional material.

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Learning activity: Promotional gifts

Many companies offer personalised promotional gifts for sale via
their websites. Imagine you help out at the local youth club and
have been given a budget of $1,000 to buy promotional gifts
suitable for giving to early teenagers in a shopping mall. Your gifts
should include the following message:
Youth Club Disco, 8 til 10, every Friday, Village Hall. Be there!
Do a web search and see what $1,000 would buy. If you dont know where to
start, type promotional gifts into Google. Make recommendations below with
reasons for your choices.
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Product launches
Product launches provide the opportunity to mix several promotional events at the
same time. Launching a product can be a newsworthy event in itself thus
attracting media attention and free exposure. If the product launch is not
newsworthy in its own right, it can be made newsworthy, for example by enlisting a
celebratory to perform the launch. Free samples and gifts can be offered along
with demonstrations.
Web pages
Web pages can be promoted to encourage hits from your target audience with
offers such as free downloads, or free competition entries.
Web pages can also be tuned and redesigned so as to appeal to particular
cultural audiences. A classic example of an organisation that does this is
McDonalds.
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Research: Web promotion

Visit the following McDonalds websites, one for Australia and the
other for their Indian affiliate:
<http://www.mcdonalds.com.au>
<http://www.mcdonaldsindia.com>
You can see immediately that their websites are different! Review each
countrys website and make notes about the differences in the following key
areas. You may need to undertake supplementary web searches to gather some
additional detailed information.
Products: Are there different products offered? If so, what are they and why do
you think theyre offered?
Product names: Are the product names the same? If not, why not?
Amenities: Apart from the food and drink served, are there any differences to
the amenities offered to customers?
Learning activity: International web promotion

Imagine you are asked to produce recommendations for promoting a fast food
chain (similar to McDonalds) into the Japanese markets.
Consider what type of products, product names and amenities would be
suitable for this market. You will have to:
Research Japanese food preferences to create products that would

appeal.
Research Japanese language issues (for example, Ronald McDonald is

known as Donald McDonald in Japan because of difficulty pronouncing
the r sound in Japanese) to create appropriate product names.
Research lifestyle preferences of potential customers. For example, if

you target students, you may want to provide WiFi and power outlets for
customers laptops.
Discuss your findings with colleagues and summarise your recommendations

below.

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Products:
Product names:
Amenities:
Sales promotions
Sales promotion is a marketing activity that gives extra value and incentives to the
consumer. It can take the form of price discounts, BOGOF (buy one, get one free)
offers, samples, rebates, contests, coupons etc., designed to motivate the
consumers to buy now in order to get more for their money.
Direct marketing
Direct marketing is where an organisation makes direct contact with a potential
customer using such avenues as direct mail, email shots, mail order catalogues,
telemarketing, direct selling from database management systems and telephone
marketing.
Publicity
Publicity is free advertising for an organisation. It can be in the form of a feature
article written about an organisation in the newspaper or news items on the daily
television news or a public announcement e.g. new product. Publicity can be
information provided by representatives of an organisation to a press conference,
or sending out news releases to various newspapers and magazines.
Learning activity: Media releases
Think of some major brand name that may be of interest to you (or
try <http://www.media.ford.com>.
Visit their website and look for press releases or media or
newsroom. Review their press releases. What sort of press releases have they
issued? How many are designed to promote their products? Write down your
findings below:
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Public relations
Public relations programs build the profile of an organisation. Although called
public relations, they can be targeted towards small groups or even individuals.
There can be several subsets of public relations programs, including sponsorship
activities, community activities and educational programs.
Careful selection of a sponsorship activity is essential especially in the
international arena. Some cultures are unsure about sponsorship activities and
question why a company would give away money to an arts event for no return.
They can be suspicious about the organisations motives. It is also important to
consider the cost of exiting a sponsorship arrangement.
Having started to support a particular sport, arts or community sponsorship event,
the supported organisation can grow dependant upon that funding. If the
organisation needs to withdraw sponsorship it can sometimes lead to negative
publicity if the sponsored organisation/event suffers as a result. Looking at
sustainability plans prior to committing to sponsorship is advantageous.
Learning activity: Sponsorship assessment
Imagine your organisation (a supplier of medical equipment) intends to market
its products to a West African country. This is the first time your organisation has
entered any African market. The marketing plan allows a budget of $500,000 to
raise your profile to the target audiences: elected government representatives
and officials, and hospital purchasing managers. Not knowing the country, you
have asked a local public relations firm to provide three recommendations:
Option 1: Become the major sponsor of the countrys national athletics
championship. The country is proud of its long-distance running record, regularly
winning Olympic medals over the past 20 years. Sponsorship will enable
regional sports coaches to be employed, your organisations logo to be
displayed prominently at all events, corporate hospitality and national TV
coverage for one week each year when the finals take place.
Option 2: The capital citys main hospital has needed an extension to house a
paediatrics unit for many years. The cost is estimated to be over $1 million, but
if you contribute $500,000 the government promise to pay the rest. In return,
the whole hospital will be renamed incorporating your organisations name. The
opening ceremony will be conducted by the countys President, which will
ensure that all government elected representatives and officials will also be
present. There will be extensive media coverage.
Option 3: One of the main health problems in the country is a result of
insufficient access to clean water. Outside the capital city, river water is used
extensively for cleaning, cooking and drinking. A major international charity
wants to drill water wells in remote towns and villages across the country. This
will significantly improve the health and wellbeing of ordinary citizens
throughout the country. For $500,000 sponsorship, your organisation would be
given the choice of naming 500 wells using your organisations name. There
would be significant national and international media interest. Because of the
benefit to citizens lives, the President or a senior politician would want to be
personally involved in the opening of each well.
Think about the pros and cons of each sponsorship opportunity and jot down
your thoughts below. Dont worry, there is no right or wrong answer!
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Personal Selling
Personal selling means products or services are sold through a one-on-one basis.
A seller will either visit your home or telephone you, in order to personally
persuade you to purchase their product or service. The seller is able to
individualise the sales language immediately in response to the reaction made by
the potential buyer and answer the customers questions.
Example: Personal selling
Visit <http://www.kirby.com> to view a business that has sold the
same product (updated regularly of course) for nearly a century.
Kirby now uses the internet in order to gain personal selling
opportunities.
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Organisational requirements
All organisations are different but most organisations have similar organisational
requirements that govern how business should be conducted. These include:
access and equity principles and practice
allocation of responsibilities for products or services
confidentiality and security requirements
consideration of cultural issues
defined resource parameters
ethical standards
filing and documentation storage processes
goals, objectives, plans, systems and processes
legal and organisational policy/guidelines and requirements
budget constraints
OHS policies, procedures and programs
payment and delivery options
pricing and discount policies
quality and continuous improvement processes and standards
quality assurances or procedures manuals
replacement and refund policy and procedures.
Each of the items on the above list needs to be considered when planning
promotional activities.
Access and equity principles and practice
This refers to the policies or systems that exist to ensure that the organisation
operates in a non-discriminatory manner. It includes equal rights policies and how
the organisation will accommodate people with disabilities.
Allocation of responsibilities for products and/or services
Very few organisations operate without clearly identifying what each persons
roles and responsibilities are. These are normally formalised in the form of a job
description. A typical job description contains details such as:
a summary of the position

reporting relationships
duties and essential job functions
required qualifications and experience
physical requirements.
When planning for overseas promotional activities you will need to consider what
the roles of the overseas staff should be. It will be especially important to produce
a job description for each that will clearly define roles for offshore positions. Clear
communication is key when relying on personnel overseas.

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Learning activity: Design a job description

Imagine you are responsible for managing international promotions for an
Australian wine company. You decide to offer free samples at a trade
conference in Vietnam and need to employ someone local to take receipt of
your display equipment when it arrives at the airport, set it up in the conference
hall, serve free samples of the wine, give out your companys leaflets and
answer questions about the different wines and ordering procedures. What do
you think the job description would contain for each of the following headings?
A summary of the position:
Reporting relationships:
Duties and essential job functions:
Required qualifications and experience:
Physical requirements:
Confidentiality and security requirements

All organisations will have at least an implicit expectation about confidentiality
and security. Large organisations will certainly have explicit policies relating to
these and possibly employ internal security advisory staff. When planning to
promote products or services it is important to understand that knowledge about
your proposed promotion will be of value to competitors. Information regarding
the plans should be kept secure.
Consideration should also be given to the security of staff and materials,
especially in less-developed countries.
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Learning activity: Security planning

Imagine you are asked to visit Jordan to meet a local consultancy
firm who may be able to help with a planned promotion. Visit the
Smart Traveller website at:
Department of Foreign Affairs and trade, 2010, Travel advisories, Smart
Traveller, viewed May 2010, <http://www.smartraveller.gov.au/zwcgi/view/Advice/>.
Make notes below about the security implications of your trip:
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Consideration of cultural issues
An organisation that intends to become involved in international markets should
develop organisational policies to ensure that employees give consideration to
cultural issues. These policies can cover both domestic (e.g. indigenous
Australians, Australian immigrants) and overseas (target country) cultural issues.
Ethical standards
An organisations ethical standards can be considered as a code of conduct
based on respect for yourself, others and your environment.
Learning activity: Marketing ethical standards
Use the internet to search for ethical standards in marketing or
marketing codes of conduct. Use the space below to record the
main features of the standards you researched.
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OHS policies, procedures and programs

All organisations are required to have Occupational Health and Safety (OHS)
policies and procedures. Each organisations policies will be different, dependant
upon the industry and environment in which it operates. It is essential that you
familiarise yourself with your organisations OHS policies and procedures when
planning promotional activities. It is also essential that any work undertaken in
the target country complies with that countrys OHS legislation.
It is sometimes found in certain under-developed overseas countries that OHS
standards can be less stringent than those in Australia. Consideration should
always be given to adopting the higher standards when working in such countries.
Ethically this is the right approach to adopt, and it also removes the possibility of
being accused of using double standards in your operations.
Pricing and discount policies
Pricing and discount policies need to be referred to especially when undertaking
price promotions. There may be internal rules preventing over-discounting so that
existing customers dont feel they are being overcharged compared to new
customers.
Legal and organisational policies and guidelines
Legal and organisational policies and guidelines should be reviewed to ensure the
compliance of your promotional plans. It is most important to consider the legal
implications of your promotional activities within your target country. Consider the
following case:
Learning activity: Rio Tinto espionage case
The Rio Tinto espionage case began in July 2009, with the arrest of
Stern Hu, operations manager of Rio Tinto in the People's Republic
of China, and staff in the Shanghai office of the Rio Tinto Group,
who were subsequently accused of bribery and espionage. Some
search terms include:
Rio Tinto espionage case
Stern Hu
Research this incident and identify and discuss with colleagues and make notes
regarding:
the background of the incident
the nature of the charges
the underlying legal issues
the differences between the legal systems
difficulties faced by Australian legal teams
how Rio Tinto and other mining businesses might negotiate contracts
differently in future.
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There are many other legal considerations when operating overseas, such as
World Trade Organisation (WTO) rules. In addition, employment law in your target
country may be different, with laws in some countries making it very difficult to
make staff redundant. This is particularly important if recruiting temporary staff
for a short-term promotion.

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Other organisational requirements

The organisational requirements discussed above need particular attention when
promoting products or services internationally. There are many other
requirements which, though important, are may not have a specific international
focus. These include procedures for making payments and deliveries,
replacement and refund procedures, and filing and documentation storage
systems.
In addition, most organisations are likely to have specific quality systems such as
continuous improvement and quality assurance. Again it is essential to ensure
your promotions plans comply with these systems.
Organisational goals, objectives, plans, systems and processes will vary from
organisation to organisation but they are an essential consideration when creating
promotional plans. These requirements need to be fully understood and
integrated into your promotions plans.
What might be a suitable set of promotional activities for a Formula One racing
event may be unsuitable for meeting the organisational needs of a Myer
department store. Even competitors in the same industry may have completely
different requirements. Two companies marketing soft drinks will adjust their
image, product style to very different organisational requirements in order to
address a niche market.
It is also important to keep in mind that the same promotional activity can
generate different results according to the time of year. For example, there are
often a great many retail promotions after December, each year. This is because
people have already paid for expensive holidays and promotions are a means of
encouraging them to spend again. Thus these promotions usually offer excellent
value for money.
Cultural appropriateness of promotional activities
When preparing your promotional plan, you need to consider the cultural
differences between your country and the target country to ensure your
promotions are appropriate. You need to pay particular emphasis to:
language
colours
consumption patterns
sales pitch.
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Learning activity: Lost in translation

Lack of cultural awareness of a market can sometimes be
disastrous for your product or service. Many businesses have had
to modify their marketing strategies to take into account local
linguistic, cultural or behavioural differences.
A well known example has to do with the launch of the telecom company Orange
in Northern Ireland.
The slogan: The futures bright the futures Orange. suggests the Orange
Order, a Protestant group. The Catholic population in Northern Ireland wouldnt
be comfortable with the implied message that the future is Protestant!10
Working with your colleagues, search for some amusing examples of
international marketing mistakes (youll find a lot). Try searching for:
international marketing mistakes
international marketing bloopers.
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Assessing cultural appropriateness is a specialist task. Although it is possible to
conduct internet research into the meaning of colours in a particular culture, it is
more difficult to research all potential cultural issues.
Translation issues can be minimised by the use of several techniques, including:
The back translation technique, which involves one translator translating

text from the home language to the foreign language. A second
translator then translates from the foreign language back to the home
language and the result compared to the original text.
The parallel-blind translation technique, which involves several

translators independently translating the same text at the same time. The
translated texts are then compared and a panel prepares a final version.
<http://www.independent.co.uk/news/the-futures-not-so-bright-as-orange-gets-the-red-light-inulster-1328424.html>.
10

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Consumption patterns vary significantly across cultures. What is considered a

single portion in one culture may be too large or too small in another. What is
considered an acceptable level of sweetness in one culture can be far too sugary
for another. However, there are several ways to help ensure that your positioning
strategy is appropriate:
use a local agency (in the target country) to review your promotions plan
use focus groups in the target country
talk to target country academics for an insight into their cultural norms
use Australian Government offices such as Austrade
use chambers of commerce and other industry associations.
Plan and schedule promotional activities

Planning and scheduling promotional activities is very much a project-based
activity and good project management skills are essential for successful results.
The project management life cycle
The project management life cycle comprises 5 phases:
Initiate
Project initiating involves:
1. Describing purpose, aims and deliverables.
2. Stating parameters (timescales, budgets, range, scope, territory, authority).
3. Stating people involved and the way the team will work (frequency of
meetings, decision-making process).
4. Establishing 'break-points' at which to review and check progress, and how
progress and results will be measured.
Plan
The project planning phase enables the Project Manager to
identify what has to be done, by whom, at what cost and when,
and involves:
defining and refining objectives
preparing the project plans and associated sub-plans for running the
project
review of current operations
financial analysis of costs and benefits, including a budget
stakeholder analysis, including users and project team
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gaining final allocation of funding
project charter including costs, tasks, deliverables and schedule.
Note: Some of the biggest problems that projects encounter arise from
inadequate definition and poor planning.
Implement
Implementing the project involves:
executing the project plans
coordinating people and other resources to carry out the project plans.
Typically, this is the longest phase of the project

Implementing includes management of:
change requests
issues logs
project monitoring
status reports.
Monitor
Monitoring the project includes:
ensuring that project objectives are met by monitoring and measuring

progress regularly to identify variances from the plans
taking corrective action when necessary; tracking variances and changes.
Close
Closing involves bringing the project to an orderly end by:
formalising and communicating the acceptance or

conclusion of a project
handing over to the ongoing accountable area
completing a project completion report
holding a post-implementation review.
Learning activity: Project management research

In project management, like many other fields, people use different
terms which are often used to describe the same process.
Search online for the following terms:
implementation plan and action plan
close and review
monitor and control.
You may want to try this link:
Wikipedia, Glossary of project management, Wikipedia, viewed May

2010, <http://en.wikipedia.org/wiki/Glossary_of_project_management>.

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___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The skills needed to successfully manage projects are essential for managing
promotional activities. Consider this case study:
Case study: International price promotion
In order to run a promotional activity, a number of steps are involved. Imagine
that you are the international promotions manager for a global home
entertainment manufacturer and retailer. One of your strategic goals is to
increase market share in Chile. You decide to offer a free DVD player with the
sale of every latest plasma screen for the coming month at your retail outlets in
Chile. In order to sell the items you need to:
ensure the items are in stock from the production department

negotiate a reduced cost price with your shipping contractor due to
increased volumes
arrange for advertising leading up to the sale deadline
inform the Chilean staff and possibly train them in the promotion details
arrange for displays to be manufactured and shipped to your retail
outlets in Chile.
These promotional activities need to be planned and scheduled. The manager

can prepare a to-do list and then enter these tasks onto specific dates on his
calendar. For example, this promotion will require the coordination of the
production and shipping departments, then a price derived and a marked-up
price set for the plasma screen that allows the inclusion of a DVD at no extra
cost. The products then need to be shipped making sure sufficient time is
allowed for their delivery. Once the stock is despatched it is time to arrange for
the advertising. The supplier often supplies much of the content advertising
copy to place in the local papers and promotional catalogue. Once the
advertising is lodged its time to prepare and train staff to ensure the successful
promotion of this product. Training might include the products selling points,
such as the screens outstanding resolution, the extended warranty available,
free wall mounting kits and the reliability of your products.
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Think about the initiate and plan activities of project management described
earlier. Which activities fall into each of these two steps?
Initiating activities:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
Planning activities:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
Instead of writing a to-do list and scheduling items onto a calendar, such a
promotion can be far more clearly presented using specialised project
management charts. The most common charts are discussed next.
Planning charts and diagrams
Once you have identified all of the tasks, you can start estimating duration of
tasks and preparing schedules.
To estimate the duration of the project, consider:
time required to complete each task
duration of each task
dependencies among the tasks.
Schedule the tasks using a network diagram or Gantt chart. A Gantt chart is like a
horizontal bar chart. It can show not only tasks and milestones but also
dependencies.
Example: Gantt chart
In a Gantt chart, the tasks appear as bars and the milestones as diamonds.

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Example: PERT Chart

Drawing tasks in PERT (program evaluation review) charts can help you to plan
out stages in chronological order, showing those that are reliant on previous
tasks being completed, as well as showing tasks that can be completed
concurrently.11
Action plans are lists of tasks that indicate:
Tasks to be done and who is responsible to complete the task
Costs comprising both time and/or money
Example: Action plan

This example shows a number of activities undertaken by a worker to improve
workflow in their work area.
Success in actioning the plan depends on how well the project manager:
develops the project team
communicates with stakeholders
tracks the projects performance
modifies plans when required.
Tech Target, 2010, PERT chart, TechTarget, viewed May 2010,

<http://searchsoftwarequality.techtarget.com/sDefinition/0,,sid92_gci331391,00.html>.
11
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Tip: Action plans, Gantt charts, schedules

Fortunately, with modern project management software, you dont have to
choose between a Gantt chart and a schedule. If you put your tasks in correctly,
you can display your data in a number of ways.
The screenshot below is from a free project management software program
called dot Project <http://www.dotproject.net/>.
The project data can be displayed as Gantt charts, task lists, reports, and so on.
Using project management charts will greatly assist you in ensuring that the
timelines and costs for promotional activities are realistic. They also ensure that
you have action plans to use when implementing your promotional activities.
In order to minimise costs, promotional activities can be outsourced to other
specialised businesses to help an organisation work within specific timeframes
and budgetary constraints. Small businesses with little knowledge of
marketing/promotion may employ specialists to assist them with ideas and
strategies. Large organisations, with very large budgets set aside for promotional
campaigns, may outsource to specialists to use their budgets to greatest effect.
Every business wants value for the money expended in promotional activities.
Determine objectives with stakeholders

Although the central focus of promotional activity is usually to generate greater
profit, an organisation may have specific short-term objectives that are designed
to work towards their long-term goals according to a promotional plan. For
instance, an organisation may want to design a promotion to break into a specific
segment of the market, or the organisation may want a promotion to be used to
strengthen relationships with current clients.
In order to run a successful promotional activity, you need determine the specific
goals that your stakeholders want to be achieved through the promotion. This
requires consultation with all individuals and groups that have a stake in your
promotion.
These will include:
colleagues
committees (internal and external)
customers
external organisations such as Austrade, embassies, academics and

others you may have consulted
your management team

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your immediate supervisor or manager
staff reporting to you, paying particular attention to overseas staff who may
miss out on day-to-day communications but have valuable input to offer.
Section summary
A promotional activity involves promoting a good or service to a potential buyer in
the hope that they will purchase the item and hopefully continue their loyalty to
that organisation. There are a number of ways to plan a promotional activity and
this can be achieved through:
advertising, such as television
direct marketing, such as telemarketing
sales promotion, such as contests
publicity such as press releases
public relations such as monthly mail out newsletters
personal selling such as house to house canvassing.
When planning a promotional activity it is important to be aware of the

organisations requirements because each business is unique.
Promotions require forward planning and scheduling in order to ensure the
products or services to be sold are available, the staff members are trained and
customers have been advised of the availability of this promotion. Such
scheduling can now be undertaken on computer software applications.
In order to run a promotional activity, all the stakeholders need to be considered.
This is particularly important in international promotions where consideration of
cultural appropriateness is essential.
Promoting a product or service will have limitations. Organisations need to
consider the appropriate time to launch the promotional activity. At the same time
organisations have their own budgetary constraints when preparing for a
promotion. Some promotional activities may be outsourced to specialist
marketing firms but this is still carried out in conjunction with the client
organisations directives and involvement.
A visual planning tool can aid in the planning and implementation of a
promotional activity. Using current software, it is possible to provide an action
plan flow chart showing the sequential steps in date order for all staff to access.
Viewing the information in one overall visual plan allows all stakeholders to
explore and discuss more effectively with one another about the upcoming
promotional activity.
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Section checklist
Before you proceed to the next section, make sure that you are able to:
Access international marketing plans.
Access relevant information sources to support promotional planning.
Ensure compatibility of promotional activities with organisational
requirements and cultural appropriateness.
Plan and schedule promotional activities according to organisational
marketing needs.
Determine promotional objectives in consultation with relevant
stakeholders.
Ensure timelines and costs are realistic and consistent with budgetary
requirements.
Develop action plans to provide details of products/services being
promoted.

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Section 2 Coordinate Promotions
Student Workbook

This section is about managing the promotion. It covers identifying resources and
managing staff. During this stage all staff members need to agree to the specific
roles and responsibilities involved in the promotion. Connecting with target groups
through networking must be undertaken in ways that continue to enhance the
organisations image.
Scenario: Promotional visit
Summer Heights TAFE has progressed down the path of entering the Indonesian
market. The Principal included the promotional Steering Committee in the
process to ensure organisational support for the initiative. To this end, a visit to
Jakarta was scheduled for the first week of the summer break with all
committee members taking part. The visit was to take the form of a road show,
visiting various schools in Jakarta to make presentations to staff, pupils and
parents.
Shortly before the trip one of the key committee members went on sick leave
and was replaced by Mr P. Thrilled to be involved with such a high visibility
project, Mr P began to throw his all at the job in hand. Unfortunately, he wasnt
much of a team player and had his own ideas on how the visit should be carried
out.
Luckily there were some spare seats on the aircraft when the delegation arrived
at the airport. Mr P had not read the plan to see that he was responsible for
booking the flights. What Mr P had done was telephoned ahead to check on the
voltage in Jakarta in case it is different in Australia. Unfortunately he had been
stressed that day and lost his temper with the school administrator he was
discussing the issue with over the telephone. The school administrator was not
pleased and decided not to inform him that the shape of the electrical sockets
is different!
At least he had sorted out the gift for the helpful contact at the education
department. The contact was Chinese-Indonesian, Mr Limanto, who had
coordinated all the school visits. Mr P had commissioned the jewellery
department at Summer Heights TAFE to produce a beautiful hand crafted silver
letter opening knife as a thank you. That couldnt go wrong or could it?
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In order to work effectively to implement promotional activities, you must be able
to:
Identify and prepare personnel and resources to support promotional
activities.
Allocate and communicate roles and responsibilities of personnel.
Establish and conduct positive relationships with relevant international
groups.
Supervise and support overseas personnel involved in promotional
activities.
Use international business networks to assist in the implementation of
Identify and prepare personnel and resources

Personnel and physical resources are essential components to implement a
promotional plan.
Personnel can include some or all of the following:
Management
o You may often be responsible for briefing senior management
about what is to occur, who will be involved in the promotion, etc.
Contractors/agency staff
o Contractors and agency staff are employed and directed by you.
You will need to ensure they are fully briefed as to their roles and
responsibilities as well as the roles and responsibilities of other
team members, the itinerary of the event, protocols, etc.
Venue staff
o If your promotion requires staffing at a particular venue, those staff
will need briefed as to their roles and responsibilities, the roles and
responsibilities of other team members, the itinerary of the event,
protocols, etc.
Promotional staff, both from Australia and target country
o You will need to brief and supervise the promotional staff you have
employed to work on the promotion for you. They need to
understand their roles and responsibilities, the roles and
responsibilities of other team members, the itinerary of the event,
protocols, etc.

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Physical resources can include some or all of the following:
Promotional products
o These can vary from leaflets, gifts and free samples to actual
products for sale.
Samples
o Samples are normally small quantities of the products to be sold
(e.g. 50ml wine taster bottle).
Equipment
o Laptops, projectors, display materials etc.
Finance
o Local currency, marketing funds in local bank accounts, etc.
It can be difficult enough ensuring the right people are in the right place at the
right time with the right equipment in order to implement a promotion in your local
city or town, so imagine the difficulties in implementing the same promotion in
Tokyo, Tehran or Timbuktu!
Physical resources
When assembling the physical resources for an international promotion you will
have to choose between two major options. Do you source products locally or do
you send out resources from Australia? This often depends on the type of
promotion being considered.
The pros and cons of sourcing resources in the target country need to be
identified. Pros can include:
purchase cost (can be cheaper)
no shipping costs
goodwill gained for using local
compatibility, in terms of language, shape, sizes, electrical ratings etc.
Cons can include:
purchase costs (can be more expensive)
different quality standards
decreased availability.
Consider the use of leaflets as a promotional resource. If you print your leaflets in
Australia you can use printing companies that you have an established
relationship with, or use your own printing facilities, ensuring that you maintain
consistent quality in the finished article. You will then have additional costs
associated with shipping the leaflets to the target country.
If you print your leaflets in the target country, you may need more time to obtain
samples from companies to compare quality standards. You may pay less,
especially as there are no shipping costs. You could also include the printing
location on the leaflet to advertise your use of a local company. There may be
proofing value in using a local printer as they might catch some localised
translation issues prior to printing. Some countries may have a relaxed attitude
towards time, which may result in a delay. Ensure you understand local practices
to avoid unrealistic expectations in terms of time required to meet a deadline.
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You may also be required to prepare physical resources if your promotion relates
to the delivery of products. For example, if a video shop retailer has a buy one,
get one free promotion over the school holidays, then they need to make certain
they have sufficient stock to meet the expected increased sales. They will
probably purchase extra stock from their wholesaler in order to meet demand. For
an international promotion, sourcing extra products in your target country, or
organising shipping arrangement for a greater flow of products from Australia,
must be considered in the planning of your promotion.
Example: Presentation in Nigeria
An oil company executive once arranged to make a presentation to the local
community in a village in Nigeria. The arrangements were made through a local
contact who booked the village school and invited the target audience to attend.
Quality food and drink was made available and the executive duly arrived with a
PowerPoint presentation on his laptop and a compatible projector. He asked his
local contact where he could plug in his laptop. The village does not have
electricity came the reply
Personnel resources
The pros and cons of using local personnel needs to be considered, just as with
the local, or transported use of physical resources. This time, consider the
provision of fee samples at an international wine conference.
The pros of using local staff include:
salary costs may be lower
there will be no travel costs for staff travelling from Australia
they will understand the language and customs.
The cons of using local staff include:
they may require more training to gain adequate product knowledge
they may not understand your organisations positioning in the market
casual staff may not be as committed as your regular staff
Todays business sector tends to fewer levels of the hierarchy, which means it is
more likely that lower level managers are involved in planning as well as executing
the promotions. This means there is less likelihood of ambiguities or
miscommunication down the line as they each try to interpret their individual roles
and responsibilities and those of others. However, take particular care to ensure
that overseas staff, who can be isolated from day-to-day discussions about the
project, are kept fully briefed on project developments. Frequent communication
with overseas staff aids in clear communication, as well as opening up
opportunities for the overseas staff to raise otherwise unforseen issues that may
hinder the promotion in the target country.

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Example: Presentation in the Faeroe Islands

The same oil company executive who had problems making a presentation in
Nigeria was also once chairing a conference in The Faeroe Islands. An eminent
group of speakers were lined up to make presentations to the target audience.
At the end of the first presentation the chairman invited questions from the
floor. None were asked. At the end of the second presentation questions were
once again invited. None were asked.
Over coffee, the chairman spoke to a prominent Faeroese businessman who
was attending the conference. Nobody will ask a question he explained,
because nobody wants to appear ignorant.
After coffee a box was left in a prominent position and delegates were invited to
anonymously write any questions they had on paper and drop them into the box
at the end of each session. So many questions were raised that a random
sample had to be selected to be addressed by the speakers.
Outsourcing to a local marketing agency can often overcome some of the staffing
and resource issues. As a minimum, it is useful to employ a local agency to
provide advice when entering a country for the first time.
Relationships with overseas target groups

A key theme in this unit is the importance of differences between cultures. Just
because a strategy works in Australia does not necessarily mean that it will work
in other countries.
It is essential to research the target countrys culture; such research can take
many forms:
internet research
networking opportunities
book reviews
seminars
business trips
business contacts.
Business behaviours
Whether you are undertaking promotions, or conducting other business activities,
establishing rapport with your target contacts and developing greater cultural
understanding is critical.
But perhaps even more important than understanding the language and culture is
the business behaviours of different cultures.
Western countries like Australia tend to focus on deals not relationships when
conducting business. Many Asian and Middle Eastern countries in particular value
relationships much more highly.
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Book review: Marketing across cultures in Asia

Marketing across cultures in Asia is described as a practical, step-by-step
guide for international marketers who are targeting the challenging markets of
the Asia-Pacific region.12
Extracts of this text are available via Google books, available at:
<http://books.google.com.au/books>.
This text addresses various topics review and make notes below about
business behaviour in Asia:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
All efforts to learn about the language, culture and history of your target country
will pay off when you begin dealing with your business contacts. Youre contacts
will appreciate your efforts if you can learn a few key sentences in the local
language especially greetings, please and thank you. The more language you
can learn, the better. Knowing the protocols of personal interactions will also
contribute to strengthening relationships with international stakeholders and
clients.
Time
Australians tend to work by the clock in a time is money culture and can be
confused by some other cultures attitude and habits regarding time.13 For
example, Indonesian Jam Karet (rubber time) describes the Indonesian approach
to time. Do not rush business, time will not bring money but good relations and
harmony do; these take time to develop. For example, some cultures such as
India may be more flexible about meeting times14, yet others, such as Japan, may
regard it as an insult to be late for a meeting15.
Cultures can be monochronic or polychronic in their attitudes towards time.
Gesteland, R. and Seyk, G., 2002, Marketing across cultures in Asia, Copenhagen Business
School Press, Denmark.
13
Usunier J.C. and Lee, J.A., 2009, Marketing across cultures, 5th edn, Financial Times Prentice
Hall, London, p.19.
14
Manian, R., 2007, Doing Business in India for Dummies, Wiley Publishing, NJ, pp 282-283.
15
Morrison, T and Conaway, W, 2006, Kiss, Bow or Shake Hands, Adams Media, Massachusetts,
p. 282.
12

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Monochronic cultures:
focus on one task at a time
take time commitments (deadlines, schedules) seriously
committed to the job
adhere religiously to plans
are concerned about not disturbing others; follow rules of privacy and
consideration
show great respect for private property; seldom borrow or lend
emphasise promptness
are accustomed to short-term relationships.
Polychronic cultures:
do many things at once; are highly distractible and subject to interruptions
consider an objective to be achieved, if possible
are committed to people and human relationships
change plans often and easily
are more concerned with closer relationships than with privacy
borrow and lend things often and easily
base their level of promptness on the strength of the relationship
have strong tendency to build lifetime relationships16
Hierarchy
Hierarchy can be defined as the number of layers of supervision or management
that exist in an organisation. For example, most military organisations have a very
complicated hierarchical structure, with Field Marshals, Generals, Colonels,
Majors, Lieutenants, Sergeants, Corporals, Lance Corporals all having different
status within their organisation. Compare this structure to a Primary School,
where the main layers are just a Head Teacher and Class Teachers.
Similarly, there are hierarchical structures within cultures. For example, most
western cultures have low hierarchical structures when compared to many of the
African cultures. When doing business in Africa there is often a need to consult
not only the organisations contacts, but also the tribal elders or Chiefs. It is also
essential that someone of appropriate status makes contact.
Australian and Scandinavian cultures are regarded as some of the least
hierarchical in the world. By contrast, our nearest overseas markets tend to be
some of the most hierarchical cultures in the world.17 It is critical for those doing
business in the Asia-Pacific region to understand how status is affected by:
age
rank in the company
social status.
16
Wikipedia, 2010, Chronemics, Wikipedia, viewed May 2010,
<http://en.wikipedia.org/wiki/Chronemics#cite_note-2>.
17
Gesteland, R. and Seyk, G., 2002, Marketing across cultures in Asia, Copenhagen Business
School Press, Denmark, p 24.
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Different websites offer different amount of detail on these topics. One useful site
providing free resources is:
Kwintessential, 2010, Free tools and resources, Kwintessential, viewed

May 2010, <http://www.kwintessential.co.uk/culture-vulture.php>.
Such websites can provide information to complete analyses such as the following
analysis of Indonesia:
Example: Analysis of Indonesia
Relationships
Deal oriented
Relationship oriented
X
Hierarchy
Deal
Informal
oriented
Formal
X
Time
Monochronic
Polychronic
X
Capital: Jakarta
Population: Approx 243 million
Ethnic Groups: Javanese 45%,

Sundanese 14%, Madurese 7.5%,
coastal Malays 7.5%, other 26%
Religions: Muslim 88%, Protestant 5%,

Roman Catholic 3%, Hindu 2%
Buddhist 1%, other 1%
Language: Indonesian (or Bahasa

Indonesian), a standardised dialect of
Malay.
Geography: Made up of over 17,500

islands, only 6,000 of which are
inhabited.
Hierarchy: Plays an important role in Indonesian society. Relationships are

emphasised, respected and maintained. Respect is shown for those with status,
power, position or age. In the office, senior staff are referred to as Bapak or
Ibu (translates as Father or Sir and Mother or Madam).
Saving Face: This concept is very important in Indonesian culture. It is about
avoiding malu (shame). The following should be avoided:
shouting
offending
ridiculing
directing blame.
Meeting and Greeting: Very formal (to show respect). Handshakes are common
along accompanied by the word Selamat. A slight bow and placing your hand
on your heart after shaking hands is most appropriate. When greeting several
people, start with the most senior or eldest. Pay attention to titles status is
important.

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Gifts: Rules vary dependent upon the ethnicity of the Indonesian. The Chinese
verbally refuse a gift prior to accepting it. Avoid gifts that can cut (theyre
considered bad luck as they represent severing relationships) and wrap them
elaborately. Gifts are not opened when received. Muslims do not drink alcohol
and any gifts of food must be seen to be Halal i.e. any meat content should
come from animals slaughtered by Islamic principles. Gifts are offered with the
right hand only. Gifts are not opened when received. Hindus should not be
given alcohol or leather products. Wrap gifts in red, yellow or green paper for
good fortune. Gifts are not opened when received.
Business protocol: Business cards are exchanged after shaking hands. Have
one side printed in Bahasa. Offer and receive cards with both hands or the right
hand not the left hand by itself. Your title should be on your card to enhance
your image and credibility. Examine the cards you receive and treat them with
respect. Business attire is normally conservative. Women should wear loose
clothes ensuring they are covered from neck to ankles. Initial business meetings
are a get to know you session where business may not even be discussed.
Indonesians tend to enter the room by rank and it is valuable to imitate this as a
way of convey an idea of who is who within your organisation..
Communications: Indonesians communicate indirectly, i.e. they do not always
say what they mean. You need to read the body language and between the
lines. Generally they speak quietly; speaking loudly will come across as
aggressive. Business is personal, take time to talk and build a strong
relationship. Avoid confrontation.18
Now its your turn!
Learning activity: Analyse target country
In order to promote a positive image of your organisation to people
in the target country, you need to have a solid understanding of that
countrys approach to the issues of relationships, hierarchy and
time. If you dont, you may find it very difficult indeed to operate
within a market.
Choose a country that you may be working with in the future, or that you know
very little about, with a different language to your own. From your research,
show approximately how that country sits on the following spectrums in terms of
business practice. Position Australia on the same spectrums to show how
similar or different these business practices may be.
Relationships
Deal oriented
Relationship oriented
Time
Monochronic
Polychronic
Kwintessential, 2010, Indonesia, Kwintessential, viewed May 2010,

<http://www.kwintessential.co.uk/resources/global-etiquette/indonesia.html>.
18
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You will also need to have a basic understanding of the language and
knowledge of basic facts about the country such as popular sports and
pastimes. For the country you have chosen, find out how to say hello, goodbye,
yes please, no thank you. Research business etiquette. Finally research some
basic facts about the country that could be used to start a conversation with a
national. Write your findings below:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
Supervise and support roles of overseas personnel

Supervisory skills are an integral part of being able to lead a team that is
promoting products and services to international markets. While this course does
not teach these skills in detail, this section will provide a review of these skills for
those who have already undertaken management training and provides an
introduction for those learners who are yet to undertake management training.
What is the role of a manager or supervisor? Take a few moments to list what you
think a manager does.
Learning activity: What a manager does.
Make a list of what you think are the roles and responsibilities of a manager.
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________

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A managers role can be extensive and complex. Depending upon the size of the
organisation there may or may not be people to do some or all of the following:
recruitment
pay, compensation and benefits
provide ICT support
provide office services, repairs, etc.
provide purchasing services
provide training services.
In a small company, a manager may have all the above to contend with whilst still
undertaking the role of a manager. So what is the role of a manager? A manager
needs to produce department plans, prioritise and allocate work, assess
individuals performance and provide feedback, manage physical resources and
produce budgets and reports. Attending and chairing meetings is a routine
activity. But here, we are going to concentrate on the four key skills of leadership,
supervision, mentoring and coaching.
Leadership
Leadership is a strategic activity often thought of as the ability to set visions and
inspire others to achieve that vision. In business, it is the role of the manager to
set visions for the department to achieve. The vision needs to be shared and
understood, with every employee being prepared to work towards it.
Supervision
Supervision is less strategic and involves day-to-day overseeing of the
performance of an individual or group. This involves allocating work, assessing
individuals performances and providing feedback. It also involves following up on
feedback with staff to ensure improvements. Intrinsic in this role is the need to
use active listening in order to fully understand the complex issues that can
contribute to personnel problems.
Mentoring
Mentoring refers to the relationship between an experienced member of staff (the
mentor) and a less experienced, or more junior member of staff. The manager
may identify someone who appears to have the skills to develop further within the
organisation and assist with that persons development through targeted
strategies such as training, exposure to other areas of business operations, or
more complex assignments. It is the managers role to identify an appropriate
mentor (not necessarily the manager) for this member of staff, and obtain
agreement for the mentoring assignment.
Coaching
Coaching refers to the act of directing, guiding and training an individual or group.
Coaching often involves modelling what to do. In the sporting context a coach
helps the athlete to maximise their performance and this is what coaching in the
workplace should aim to achieve. Note that in the sporting context the athlete is
the better performer, and this can also be true in the workplace. The best
manager may not be the best person to develop a relationship with the overseas
target audience!
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All of the activities listed above may be particularly difficult to undertake when
supervising overseas staff. The most important thing to remember when
supervising overseas staff is the importance of communication
Communication is a two-way process. It is not about you, as a manager, telling
your subordinates what to do and then checking what theyve done later. You
need to listen to your staff and ensure that they fully understand their roles, the
roles of other team members and know the promotional plan in precise detail.
They need to understand the budget constraints, what needs to be done, when it
needs to be done by, and to what quality.
Strategies to help ensure good communications with overseas staff include:
inviting overseas staff to visit you
visiting overseas staff in their country
regular teleconferencing
regular videoconferencing
effective use of emails and paper communications.
Implement promotions through international business networks

In Section 1 a range of international business networks that could help us when
planning overseas promotion were identified, including:
academics and training providers
government agencies such as Austrade and state/territory government

departments
chambers of commerce and industry associations
other private agencies specialising in international trade.
All of these groups can be used to help implement your promotional activities,
either through direct involvement (paying them to do work associated with the
promotion) or indirectly (inviting them to product launches or client functions and
so securing endorsement through that association).
In addition, there are many other formal and informal networks that you can use
to help implement your promotion. These include, but are not limited to:
the Australian business community in the target country
Australian ex-pat clubs
personal contacts
embassy trade staff
related industry associations.

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Before selecting who may be able to help your product or service promotion, it
may helpful to consider how you intend to implement your promotional activities.
Promotions can be divided into two main groups:
Non-personal promotion send out messages without there being a direct

need for a reply or feedback.
Personal promotion two or more people communicate directly with each

other.
Non-personal promotion
Non-personal promotion includes options such as:
mail/leaflet drops
media releases
email
blogs
social networking.
Mail/leaflet drops
Promotional material can be posted direct to the target audience.
Media releases
Media releases are faxed, posted or sent out as emails to the target media
companies (print, radio and / or TV).
Email
Organisations, who have your details, may notify their targets by email. For
example, the airline Virgin may email about a coming promotion where flight
tickets from Sydney to Brisbane are $29 in May, or until sold out.
Blogs
Businesses can also utilise a blog account where they can enter updates about
their promotional activities. Even politicians are using this opportunity to promote
themselves to their electorate. As an example, visit:
Prime Minister of Australia, 2010, PMs blog, Prime Minister of Australia,

viewed May 2010, <http://www.pm.gov.au/PM_Connect/PMs_Blog>.
Social Networking
Electronic social networks used today, including Facebook and Twitter, are
popular methods used to distribute promotional material. These are
communication channels you may use to contact your circle of
friends/acquaintances, previous contacts, or new individuals/groups who share
similar interests. Many organisations and individuals have begun to utilise social
networking to promote themselves and their products/services.
As an example, an individual might make a comment on twitter about the latest
Hollywood blockbuster that may influence other friends to see the film or avoid
the film. Companies can also post their own profiles on social networking sites
through which they advertise promotions and invite general feedback.
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Example: Social network Facebook

Do a Facebook search for the following companies and record how many fans
they have signed up on their Facebook Wall. Make some notes about how these
companies utilise Facebook to distribute promotional materials:
Organisation
Number
of fans
Promotional activity
Starbucks
McDonalds
Nike
Barack Obama
Personal promotion
We all have networks to which we belong and we can communicate through them
personally and even non-personally. For example, you can talk to your friends and
family at a very personal level. This is how you often hear about a good movie or
some promotional offer in your local community. You may also belong to clubs or
associations where information about targeted promotional events can be
communicated through members. Personal promotions occur face-to-face and
include:
business meetings
conferences
media conferences.
Business meetings
Promotions can take place at a one-to-one or small group business meeting.
Conferences
Promotions often occur at large conferences, where organisations can set up
stalls for delegates to browse during breaks.
Media conferences
A media conference is when promotional information is provided by the
organisation in the form of a presentation, often followed by a question and
answer session. This can be supplemented by a media release.
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Learning activity: International business networks

Imagine that you intended to organise a product launch in an overseas country.
Your product is learning software to help children aged 511 to learn basic
mathematics and your target audience includes the national and state
education departments, primary school staff and parents of children aged 5
11. Using the list of international business networks at the beginning of this
section coupled with the examples of personal and non-personal activities,
suggest ways that you might be able to involve this target audience in your
launch.
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Section summary
All the planning in the world wont work unless the tasks in the plan are carried
out in a timely fashion. The staff members are an important part of the
implementation of a promotion. Communication with all staff, and increased
communication with overseas staff, is essential for the smooth running of
promotional activities. This may require further support in the form of training,
mentoring, etc.
Communication methods and styles should be carefully selected based on the
cultural practices of your target country. Often individuals and organisations
belong to networks and can communicate through them personally or even nonpersonally. Some more personal avenues of communication, often through
internet-based social networking, are now helping to promote products and
services.
Section checklist
Identify and prepare personnel and resources to support promotional
activities.
Allocate and communicate roles and responsibilities of personnel.
Establish and conduct positive relationships with relevant international
groups.
Supervise and support overseas personnel involved in promotional
activities.
Use international business networks to assist in the implementation of

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Section 3 Review and Report
Student Workbook

This section is about improving future promotions through analysis of past
promotional activities. Once a promotion has been completed, feedback data can
be analysed to evaluate its success in terms of the benefits gained within the
given timelines and cost constraints.
The success and failure, strengths and weakness of promotional plans should be
reviewed. Results from the review can be documented and presented to all
stakeholders for discussion with regard to future planning of promotional
activities.
Scenario: Summer Heights TAFE after the promotional visit
Apart from frantically running from store to store to find adaptors for the laptop
and projector plugs before the first presentation, things appeared to have gone
well on the promotional visit. Pity about Mr Limanto, though he never reappeared after receiving his gift of the letter opener and has refused to answer
the Principals phone calls since. Most rude! The Principal has invited the
Promotion Steering Committee to a meeting to review and report on the visit.
The committee members all expressed how much they had enjoyed the trip and
thought it had been a great success. They were less vocal when the Principal
asked what they were basing their evaluation on. Some staff said that parents
had smiled and said thank you at the end of each session and had appeared to
enjoy themselves. Another said that the hotel manager had said that hed heard
our visit had been most successful. Mr P said that we had received no
complaints!
The Principal, looking for more concrete evidence, asked the committee to
return with audience feedback data, an analysis of the promotional costs and
execution....and recommendations for improvement.

In order to work effectively to review and report on promotional activities, you
must be able to:
Analyse audience feedback to determine the impact of the promotional
activity.
Assess the effectiveness of planning processes to identify possible
improvements in future international promotional activities.
Collect and provide feedback to personnel and agencies involved in the
promotion.
Analyse costs and timelines to evaluate the benefits accruing from
Prepare evidence-based conclusions, recommendations and
constructive advice on future directions of promotional activities.
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Analyse audience feedback data

Before discussing feedback analysis in detail, it is necessary to think a little about
how to obtain meaningful feedback from your target audience. By now you should
know that asking certain cultures for feedback face-to-face is unlikely to produce
a frank response. Carefully translated anonymous surveys can overcome this
problem. But what would you ask?
Questionnaire design
Designing questionnaires involves two key activities:
1. Designing the questions.
2. Designing the scales that the responder will use to answer the questions.
Complete the following activity to start you thinking about questions and scales:
Learning activity: What to ask your audience?
Imagine you have a free sample promotion at an international airport. In return
for a free taster of your Lean and Mean Kangaroo Burger your audience is
asked to complete a short questionnaire. Take five minutes to write down what
questions you would ask your audience in order to gain meaningful feedback:
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Questions and scales should be designed to pass two tests: validity and reliability.
Question validity
A question is considered valid when the responder understands it in the same
way as the person writing the question. For example, a caf owner may want to
gain an understanding of how customers feel about her business. She asks
customers when they pay their bill did you enjoy the coffee? Every time she gets
a yes she assumes the customer was satisfied with their caf experience. But
what if the customer found the rest rooms dirty and has decided not to return? Is
the owners question valid?
When writing questions for a survey they should be validated by conducting a
smaller survey and interviewing the responder to ensure that they understood the
question as it was intended to be understood.
This is particularly important in an international airport as many different cultures
will be passing through with many different first languages.
Question reliability
A question is considered reliable if the response given would be the same as a
second response to the same question with the same conditions. For example, if I
asked On a scale of 110 where 1 is ice cold and 10 is piping hot, please score
the temperature of your Lean and Mean Kangaroo Burger. I may get different
results for the same temperature of burger. The question is not reliable.
Reliability issues can be resolved by careful design of question and scale. In the
example above a more reliable question would be was your burger too cold,
about right or too hot? In this situation, while customers preferences will vary,
you will at least gain an appreciation for how the majority of customers prefer the
temperature of their burgers.
Questions to avoid
There are several types of questions that need to be avoided in surveys, such as
the following:
Loaded A loaded question is worded in such a way that leads the

responder to a preferred response, e.g., you wouldnt want to buy from
competitor X would you?
Complex Make the question as simple as possible so as not to confuse

the responder. Complex questions can also introduce too many variables
resulting in reliability issues. An example: given the problems in the Asian
markets coupled with the strength of the dollar but excluding the economic
climate in Europe, would you be likely to buy Lean and Mean Kangaroo
Burgers if they retailed at $18 per kilogram?
Two-in-one Ask one question at a time, otherwise the responder doesnt

know which to answer. Dont ask a potential distributor What is the
quickest, cheapest way for us to deliver to you? The quickest way to
deliver may not be the cheapest.
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Acronyms All organisations use acronyms, but not all customers

understand them. Rather than ask did you find the SW useful when
undertaking BSBMKG513A?, perhaps ask did you find the Student
Workbook useful when undertaking your Promote Products and Services to
International Markets course?
Personal Be aware of confidentiality issues. Some questions can be

considered intrusive.
Scales
There are many different types of scales used in questionnaires and careful
consideration needs to be given to their selection. It is important to consider if
quantitative or qualitative data is required.
Quantitative data refers to scores such as numbers. Qualitative data refers to
comments such as suggestions for improvement, where the audience is asked an
open-ended question.
Quantitative data is easier to process and is useful when surveying large numbers
of people. Qualitative data can provide more detailed results, but can difficult to
analyse. Often a mix is used, with a space provided after a set of quantifiable
questions for further comments.
The main types of scales are as follows:
Nominal these scales ask the responder to select from a list of words,
such as yes/no, or sometimes/often/never.
Ordinal Ordinal scales ask the responder to rank items in order of

importance, e.g., price, availability, quality, one year guarantee.
Interval Interval scales ask the responder to rate something on a given

scale, where the differences on the scale are of equal strength. An
example may be please rate which best describes your response to the
statement price is the most important factor when I buy widgets on a
scale of one to five. One is strongly price is the most important, five is
price is of least importance.
Ratio Ratio questions ask for actual data, such as how many, how old,
how much, etc.
Bi-polar Bi-polar scales ask the responder to place a mark between two
opposites, such as Happy_ _ _ _ _ Sad or Will shop here again _ _ _ _ _
Will not shop here again
Likert Likert scales are designed to gather opinions or attitudes and ask
responders to select from scales of opinion. An example may be please
circle which best describes your response to the statement price is the
most important factor when I buy widgets: strongly agree/neither agree or
disagree/strongly disagree

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Learning activity: Audience survey

Think about the previous learning activity in the light of what you have read.
Write three questions that you would ask your audience and describe how you
would conduct the survey.
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Primary and secondary data
Required data comes in two forms: primary or secondary. Primary data is
information collected for a specific purpose by yourself or your organisation.
Secondary data is information that has already been carried out by another
person or organisation and made available.
Having implemented a promotion, it is important to evaluate the degree of benefit
the organisation gained from the promotion. Embarking on another similar
promotion could be a waste of money if the original promotion delivered poor
results.
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Learning activity: Survey a video promo

Find an educational institution on line from anywhere overseas with a video
promotion on their website.
What determines whether the video promotion on this site is successful? Surely,
its successful if people go further into the website to look at the actual courses
available, if there is an increase in enquires through their website and most
importantly, if there is an increase in enrolments in future semesters.
Try collecting some data using the template in Appendix 2 of this workbook.
After viewing the website and then showing it to two of your colleagues, answer
the audience questionnaires provided in Appendix 2.
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Secondary data
Instead of individual businesses undertaking its promotion analysis its possible
to use secondary data made available to industry by various organisations
including government agencies such as the Australian Bureau of Statistics (ABS).
Rather than asking specific questions of your audience, you could search for
secondary data that already exists and that may provide an indication of how
much impact your promotion has achieved. For example, if you were promoting a
new car to a particular audience, you could look at car sales data before and after
your promotion.
In many countries, it is possible to view sales by company, by month in each state.
With this information you can find out whether your companys monthly sales
achieved a higher market share due to your promotion.

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Learning activity: Secondary data

An Australian example of this type of secondary data can be viewed
at the Australian Bureau of Statistics site:
<http://www.abs.gov.au/>.
Imagine you were a promotions manager for an international airline. It may be

relatively easy to observe seat sales trends before and after your promotion, but
how do you know if the trends reflect the results of your promotions? They may
be due to other factors, such as seasonal (any changes may be due to the
holiday season) or a major sporting event (increased visitors due to
Commonwealth Games for example). It is possible to consult statistical data
before and after a promotional activity to see what the industry trends are.
Visit the Australian Bureau of Statistics site and search for Overseas Arrivals
and Departures, Australia, Oct 2007 to see how airline passenger numbers
have changed.
Explore other countries government statistics site to see if you could find data
to indicate international trends in other sectors and write your findings below:
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Assess effectiveness of planning processes

Good planning increases the likelihood that your promotion will succeed.
Effectiveness of planning may be partly measured by results of activity. The
following analysis will show how the effectiveness of planning is reflected in the
results of the promotion.
Refer to the results you collected on the educational institution in the learning
activity survey a video promo. Now assess the result. If the top score for each of
the data sheets is 20 and there were three participants in the survey then the top
possible score is 60. If all sheets total 60 points, then we can say that the
educational institution examined has produced a promotional video that:
1. Would be likely to encourage people to search more information about the
educational institution
2. Is highly informative
3. Is likely to encourage more people to enrol in the course
4. Is likely to provide students with excellent work skills
Now examine the data more carefully. Probably you and your friends combined
score did not reach 60 points. So go back and look at the total scores for each
individual question. Complete the score out of 12 (i.e. the top score for each
question is 4 points multiplied by the 3 people who gave audience feedback) and
fill in the table below.
Question 1
Question 2
Question 3
Question 4
Question 5
I would be
interested in
finding out
about the
educational
institution
The
promotional
video was
highly
informative
I could easily
see myself
studying at this
educational
institution
It looks an
exciting vibrant
place
I think I would
gain excellent
work skills
here
/12
/12
/12
/12
/12
See below an example of the scores for all 3 fictional members of the target
audience. By converting each score percentage they become more meaningful
especially when shown diagrammatically with Microsoft Excel. Its easy to simply
copy the table below and paste it straight into a new Excel worksheet.
Question 1
Question 2
Question 3
Question 4
Question 5
I would be
interested in
finding out
about the
educational
institution
The
promotional
video was
highly
informative
I could easily
see myself
studying at this
educational
institution
It looks an
exciting vibrant
place
I think I would
gain excellent
work skills
here
12

12
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Educational institution
12
10
8
Rating
6
4
2
0
Question 1
Question 2
Question 3
Question 4
Question 5
By examining the graph of this data, we can state clearly that although these
students readily accept that the educational institution may give them exceptional
work skills they do not think they are studying there any time soon. They also
appear to agree that the video lacked information. These last findings may appear
a little contradictory. In situations like this, it may be necessary to revisit the target
audience and clarify the findings or ask more questions. In addition, it is
important to ensure that a reasonable portion of your target audience is surveyed;
a sample size of three is too small to produce helpful data.
This stage of the promotional activity is probably the most difficult. In order to
identify the cause of an unexpected poor response, time and perseverance are
required to analyse the data. For example, the weakness (resulting in the low
score for question 2) may relate to branding or personnel, and might not actually
relate to the product being promoted.
Better planning of this promotional activity would have ensured that all
respondents would be interested in finding out about the educational institution
hence promotion activity would be more effective. If an assessment of your
promotion reveals such a weakness in how that promotion is received by your
target audience, you will need to re-examine your planning process.
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Learning activity: A template for assessing planning

Review Section one and provide a brief outline of the steps involved in planning
your promotional activity. List five to ten planning stages
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Which of these planning stages might the previous educational institution revisit
in order to improve their promotional activity?
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Once you have identified the key steps to planning a promotion, you should
consider how well each of these steps have been completed. Using the earlier
scenario involving the promotional video, for example, think about which planning
stages could be adjusted to improve the results of the promotion. While
respondents thought that the institution looked exciting and vibrant as well as
being able to provide excellent work skills, these respondents could not see
themselves taking up study at the institution. This may be because the video has
been made advertised to a demographic that experiences high job satisfaction
and has little interest in resuming studies.

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Collect and provide feedback to personnel and agencies

Feedback can be obtained from a myriad of sources, including:
Customer/client response data:

o
Employee data:
o
Market share data is often available via governments trade

departments, as described in the last section.
Sales orders:
o
Focus groups comprise a small number of volunteers (usually paid

a nominal amount) who agree to talk to you about your promotion.
This can result in a great deal of qualitative data.
Market share data:

o
Employees are a very important source of data about promotions.

Pay particular care to obtain feedback from overseas employees.
Focus groups:
o
This data is obtained as a result of your organisation (or contractor)

designing, implementing and compiling the results from surveys as
described earlier in this section.
Sales order trends can be an excellent indication of the success or

otherwise of your promotional activity.
Word-of-mouth reports:
o
Unsolicited word-of-mouth feedback can be a valuable indicator of

the success or otherwise of your promotion. It is important to
ensure that it is genuinely unsolicited, as most cultures find it hard
to provide negative feedback when asked how they thought
something went.
The data collected and analysed, as shown above is of little use until the
feedback is made available to all stakeholders. That is, to the personnel and
agencies where the information can be used to identify shortfalls in the
promotional activity. It is important to include the overseas stakeholders.
Information needs to be culled dependant upon the stakeholder. For example,
you may not want your profits to be shared with external stakeholders. You may,
however, wish to give audience feedback data to overseas agencies who had
assisted in the Promotion so that they could use it to generate continuous
improvement opportunities.
Many businesses now use their own software to record all data including
customers name, country, city, suburb, items purchased prior to the promotion,
during the promotion and after the promotion, amount spent, whether they seek
further discounts to the price offered, suggested retail price, cost price, sale price,
returns and refunds, types of products they tend to buy, etc. These customer
relationship management software applications are often available online within
the organisation.
It is possible for many of the stakeholders to enter a request for various types of
feedback, such as, total sales for the month, total sales for a particular promotion
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during that month, sales for individual products, total sales made by each staff
member, etc.
Some businesses are part of a franchise organisation and may rely on the
monthly figures provided in the form of a report from head office. Or again, the
individual business may be able to go online and read the report of the overall
sales for the month and see the various breakdown, such as sales of their store in
relation to all stores in the country, or sales of their store for a particular
promotion and compare this to other nearby stores that are also part of the same
franchise.
Other businesses meet regularly to discuss the results of a promotion or the sales
for a given period. For example, some car sale yards meet every Monday morning
to discuss sales for the past week. At the meeting, those who have made the most
sales for the previous week will be acknowledged and they may earn points that
lead to a bonus at the end of the month.
Evaluate costs and timelines benefits of promotion

Reviewing promotional activities has now largely become a computer software
application task. As revealed in the scenario below relating to a department store
chain, information from orders to delivery is recorded via computer systems.
This is much faster and more cost effective than paper models. The impact of the
promotion on the number of sales is sometimes instantly available upon request.
As discussed below, this allows for instant evaluation of the promotion in terms of
costs, time and any other factor deemed relevant.
Learning activity: Analyse costs and timelines
Imagine you have inherited some money and plan to invest it in the
property market. You have a modest amount (say $100,000) and
could put it into a bank and get a 7.5% return over 12 months. You
think you could double that through investing in the property market
and renting to a student for $300 per month.
You find a small flat for $85,000 and decide to go for it.
Step 1: Use the internet to obtain an estimate of any additional costs

that you might incur as such as stamp duty, conveyancing, etc
You buy the flat but it takes two months to close the sale and another
three months to find a tenant, so at the end of the 12 months youve
only received $2,100 in rent. In addition, the tenant insisted that you
decorate the kitchen and bathroom before they moved in, which cost you
$625. Better news on the price though, its now worth $102,500.
Step 2: Analyse this investment in terms of costs and timelines. Write

your results below.

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Analysing the promotion in terms of cost and time is very similar to the activity
youve just undertaken, although there can be many more costs and deadlines for
you to consider. Larger organisations utilise computer-based integrated project
management tools that enable all these activities to be done at the click of a
mouse.
Learning activity: Integrated project management software review
Do an internet search on the term integrated project management
software. You will find a vast choice of software options to explore.
Make notes below of the key benefits of using such software to
help analyse a promotional activity.
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Provide recommendations for future directions

Scenario: Holiday planner
Imagine youve just returned from an expensive holiday. Often, some things go
well and youd love to go back and repeat them one day, other things you would
probably miss out if you have a second opportunity. If you were reflecting on
what happened, you might ask yourself some questions:
Do you need to revise your strategies?

o Next time, would you go abroad?
o Next time, would you have an adventure holiday?
Which contractors could you rely on?

o How was the flight?
o What about the hotel and car hire?
Were there any unforseen risks?

o Would it have been better to stay at an airport hotel the night
before that early morning flight?
Did you exceed the budget/timelines?

o Spend too much money?
o Took too long to recover from the jetlag when you returned?
What did you think of the activities?

o Was the bungee jump really up to what you anticipated?
Evaluating your holiday helps you to make plans for the future. Similarly,
evaluating the promotion will help you make plans for the future too.
As stated at the beginning of this course, promoting products or services can be
controlled by using project management skills and methodology. The final stage of
any project is to reflect on what happened and make constructive
recommendations for future improvements. This is often referred to as a closeout report.
This final activity should be based on only on solid evidence. It is essential that
recommendations for future activities are not made using assumptions, hunches
or guesswork, as future activities can involve considerable investment. All
closeout recommendations must be made based on data from feedback or
financial reports.
It is also important to record the negative elements of the project and not to
sweep them under the carpet. Sometimes things go wrong even with the best
intentions and it is essential that these be shared to ensure the same mistakes
are not repeated in future promotions.

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So what would a typical closeout report look like? Different organisations have
different formats, but a typical promotion closeout report would contain the
following:
Executive summary
o
Promotion description
o
Describe the positive aspects of the promotion.
What could be improved

o
Provide the results of the promotion, in terms of increased sales,

increased market share, etc.
What went well

o
Detail the initial time schedule and how long tasks actually took.
Results
o
Detail the initial budget and how much was actually spent. This may
include personnel time as well as financial costs.
Schedule analysis
o
Describe what the promotional activity was, why it was chosen, how
it was implemented.
Cost analysis
o
Senior executives are busy individuals. Aim to keep your summary

to one page at a maximum.
This is possibly the most important part of the report.
Conclusions and recommendations

o
Based on verifiable data, make recommendations about repeating

or changing the promotion in future.
Section summary
Data to be analysed, at the review stage of a promotion, comes in the form of
primary or secondary data. You can collect data, from the clients you serve
through discussion, questionnaires and examining sales and associated details.
Large organisations or businesses tend to have this form of information
automated in the form of an integrated marketing database.
The method and style of data collection needs to be carefully designed to ensure
that clients/customers can provide meaningful feedback. Language can be
ambiguous, qualitative data is difficult to analyse when large amounts of data are
being collected, and quantitative may not provide the detailed information you
require.
Improvements can often be made to promotions. After analysis of data, identified
improvements should be communicated to relevant stakeholders. Closing reports
are a good way of communicating such improvements, as well as presenting
evidence, and providing advice on future directions of promotions.
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Section checklist
Analyse audience feedback to determine the impact of the promotional
activity.
Assess the effectiveness of planning processes to identify possible
improvements in future international promotional activities.
Collect and provide feedback to personnel and agencies involved in the
promotion.
Analyse costs and timelines to evaluate the benefits accruing from
Prepare evidence-based conclusions, recommendations and
constructive advice on future directions of promotional activities.

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Glossary
Student Workbook
Glossary
Term
Definition
Audience
The customers who you wish to communicate with.
Culture
The attitudes and behaviour that characterise a group of

people, ethnicity or an organisation.
Demographic
Characteristics used to classify people, such as age, sex,

etc.
GANTT Chart
A bar chart that illustrates a projects timing.
Goals
The result that the organisation is trying to achieve.
Hierarchy
The layers of supervision or seniority.
Marketing
The activities associated with promoting and selling

products and services.
Media
Print, radio, television or internet news organisations.
Personnel
People employed in an organisation
PERT Chart
A project management flow diagram.
Product
A physical item an organisation sells.
Product launch
Introducing a new product to a market for the first time.
Profiling
Recording behaviour and characteristics.
Promotion
Activity designed to communicate details of an

organisations products or services to its target audience.
Psychographic
Attributes relating to personality, values, attitudes,

interests or lifestyles. Used when segmenting or profiling.
Public Relations
Managing communications between an organisation and

their target audience.
Publicity
Managing your target audiences perception of something,

usually by using media releases.
Resources
Normally physical items (but can also include software)

used by an organisation.
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Student Workbook
Glossary
Term
Definition
Sales Promotion
Offering products for sale with added value to the

customer, such as a discount.
Segmentation
The activity of grouping people to identify commonalities

that may indicate buying triggers.
Service
Doing something for a customer.
Situational
Analysis
Analysis of the market in terms of political, economic,

social, technological, legal and environmental factors.
Strategy
Plan of action designed to achieve a particular goal.

Page 77 of 82
Appendices
Student Workbook
Appendices
Appendix 1: Marketing plan template
1. Situation analysis
a. Corporate review.
i.
Mission statement, corporate vision, strategic intent.
ii. Corporate plan.

iii. Long term goals.
iv. Objectives, such as profit, ROI, share price.
v. Organisational chart.
b. Product category review.
i.
General description (life cycle state, needs/wants specified).
ii. Sales trends (years, seasonality, share of major brands).

iii. Distribution profile.
iv. Pricing overview.
v. Packaging overview.
c. Competitive analysis.
i.
Description of major competitors strengths/weaknesses, such

as product, distribution and pricing.
ii. Brand positioning and advertising, including media spending (by

medium, seasonality), and sales promotion (trade versus
consumer).
iii. Anticipated major programs (new/improved brands, new
territories, changes in distribution, pricing, marketing
communication).
d. Consumer analysis.
i.
Customers/buyers versus consumers/users (and influences).
ii. Demographics and psychographics.

iii. Purchase rate.
iv. Brand loyalty analysis.
v. Difference between brand and category users.
e. Brand review
i.
Page 78 of 82
Current positioning, sales trends, performance test results,

awareness, pricing history, distribution history, marketing
communication history, stage in brand life cycle, source of
additional business.

Student Workbook
Appendices
f. Evaluate market opportunities (PESTLE).

i.
Political
ii. Economic
iii. Social
iv. Technological
v. Legal
vi. Environmental.
2. Problems and opportunities
a. SWOT.
i.
Internal strengths and weaknesses.
ii. External threats and opportunities.

b. Opportunity analysis.
c. Problems.
3. Strategic planning: The basic decisions
a. Marketing objectives (sales, share).
b. Marketing strategies.
c. Segmenting and targeting.
d. Identification or competitive advantage.
e. Positioning and branding.
f. Analysis and planning of supply chain including distribution.
4. Marketing mix objectives, strategies and tactics
a. Product:
i.
objectives (brand/line extensions, improvements, deletions).
b. Place (distribution):
i.
objectives (penetration, type outlets, geography, service level)
ii. channels
iii. warehousing
iv. retailing.
c. Pricing:
i.
objectives.
d. Promotion (communication):
i.
personal selling
ii. advertising
iii. sales promotion
iv. packaging
v. direct marketing.
Page 79 of 82
Appendices
Student Workbook
5. Control and evaluation

a. Forecasting
b. Budgeting
c. Scheduling and timing
d. Evaluation.
Page 80 of 82

Student Workbook
Appendices
Appendix 2: Sample survey forms
EDUCATIONAL INSTITUTION
.
After viewing the video promotion, use a rating of 14, to indicate your feelings
about the educational institution. 1 is strongly disagree, whereas 4 is strongly
agree. Circle the number that best represents your feelings.
Question 1
Question 2
Question 3
Question 4
Question 5
I would be
interested in
finding out
about a
course at this
educational
institution.
The
promotional
video was
highly
informative.
I could easily
see myself
studying at
this campus.
It looks an
exciting
vibrant place
to be.
I think I would
gain excellent
work skills
here.
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4
Total Score out of a possible 20 points: ..
.
Question 1
Question 2
Question 3
Question 4
Question 5
I would be
interested in
finding out
about a
course at this
educational
institution.
The
promotional
video was
highly
informative.
I could easily
see myself
studying at
this campus.
It looks an
exciting
vibrant place
to be.
I think I would
gain excellent
work skills
here.
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4

Page 81 of 82
Appendices
Student Workbook
.
Question 1
Question 2
Question 3
Question 4
Question 5
I would be
interested in
finding out
about a
course at this
educational
institution.
The
promotional
video was
highly
informative.
I could easily
see myself
studying at
this campus.
It looks an
exciting
vibrant place
to be.
I think I would
gain excellent
work skills
here.
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4
1, 2, 3 or 4
Page 82 of 82


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Promote products and services

BSBMKG513A Promote products and

Part of a suite of support materials for the

BSB07 Business Services Training Package

Published by: Innovation and Business

First published: June 2010

Provide recommendations for future directions ........................................... 73

Student Workbook (SW) Self-paced learning activities to help you to

Facilitator-led sessions (FLS) Challenging and interesting learning

Assessment Tasks Summative assessments where you can apply your

Structure of the training program

Gesteland, R. and Seyk, G., 2002, Marketing across cultures in Asia,

BSBMKG513A Promote products and services to international markets

Hatton, A, 2000, The definitive guide to marketing planning, Financial

De Mooij, M, 2009, Global marketing and advertising: understanding

Australian Trade Commission, 2010, Trade. Invest. Prosper, Austrade,

AusIndustry, 2010, Home, AusIndustry, viewed May 2010,

Skills and knowledge

BSBMKG513A Promote products and services to international markets

Teams make the workplaces

discuss with fellow course participants via conference calls or Skype

discuss with work colleagues if appropriate

discuss with friends or family members.

BSBMKG513A Promote products and services to international markets

client and employee functions

free samples and gifts

special display areas or

increased advertising such

special offer catalogues

increased staff to cope with

BSBMKG513A Promote products and services to international markets

BSBMKG513A Promote products and services to international markets

A good starting place is the business dictionary at:

The process coordinating an organisations resources to match the current and

BSBMKG513A Promote products and services to international markets

Analyse the market and develop the marketing strategy

segmenting the market

identifying the target market

profiling the target audience

developing a positioning strategy.

how the organisation can be seen by potential customers to meet those

Learning activity: Getting the marketing data

BSBMKG513A Promote products and services to international markets

Reflection: Do you live in a global marketplace?

Food fast food, restaurants, grocery shopping.

Clothing styles and brands.

Footwear shoes, runners.

Vehicles what make of car?

Entertainment movies, television, reading, games.

IT and Communication computers, mobile phones, etc.

Sports you play, on television.

Discuss these with colleagues:

How much of what you consume is international in origin?

Which products do you think are global brands and why?

Which products appeal to a specific national market and why?

Make notes of your discussions below.

BSBMKG513A Promote products and services to international markets

BSBMKG513A Promote products and services to international markets

Learning activity: What is a global brand?

Brand that is available across multiple regions?

How many markets must it be in?

Make notes from your discussions below: