UNSW School of Business

Strategic Skills for Marketing MARK6101

2016

Saturday, April 30
S 1.1 A Framework for Analysing Marketing Strategy

Professor John Roberts

Strategic Skills for Marketing

Marketing Strategy is critically important
because it focuses the effort we put into the
organization. Without a vision, one that is
consistent with our capabilities and market
opportunities, we are directionless and
incapable of long term success. This lecture
covers administrative details associated with
the course and provides a framework for
strategic analysis and action.

KEY POINTS

ADMINISTRATION
- Course Objectives
- Approach and Philosophy
- Assignments and Grading

FRAMEWORK FOR MARKETING

STRATEGY ANALYSIS

- The Objectives of Marketing Strategy

- Marketing Strategy as a Matching
Process

Proposed meeting times

1.

9.00 10.20

2.

10.40-12.00

3.

1.00-2.20

4.

2.40-4.00

Saturday
April 30
May 7
May 14
May 21
May 28
June 4

Formal consultation times: Saturdays 4.00 p.m. to 5.00

p.m.
In practice, I am in my office most days and am
available by phone.

OBJECTIVES OF THE COURSE

1. To understand the tools we need to undertake
an opportunity analysis (the marketing audit
and option generation).
2. To develop a reasonable level of
financial/accounting literacy and to see how
that fits with the metrics that we use to plan
and evaluate marketing activity.
3. To consider how marketing plans may be
realised in practice reviewing both what we do
(the brand and its associated marketing mix)
and to whom we do it (customer management).

APPROACH

Theory / Practice Mix

Multi Method

(Lectures, Project and Cases)

Participation / Communication

Philosophy: This is a
course about
approaches, not facts
Whatever be the detail with which you
cram your student, the chance of his
meeting in the after-life exactly that detail
is almost infinitesimal

Alfred Whitehead

KEY ELEMENTS OF THE COURSE

Intelligent approach to problems

Philosophy of marketing
Elements of the marketing strategy

process

Interactive

ASSIGNMENTS AND GRADING

A. GRADED WORK
Class Participation
(Individual)

20%

Case Write-up
(Group)

15%

Project

25%

(Group)

Final Exam

40%

(Individual)

Class participation
One to two page discussion of case to be covered
Bringing the readings into the class discussion
Raising new and interesting points in class
Building on points raised by other members of class
Originality
Thoughtfulness

Conciseness

COURSE RESOURCES

There is no text for this course.

I have set an average of four readings per day.
Students seeking top marks will have read them
and will bring ideas from the readings into class.
Everyone will have read the cases.
I will hand out (non-examinable) practical
examples of where the ideas we are examining
have been used in practice.
I will provide a detailed (non-examinable)
reading list at the end of the course for those
seeking more depth.
Finally, I will give direction as to what I hope you
will get out of various readings

STRUCTURE OF THE COURSE: Day

1 April 30: Framework and Audit
Lectures
Strategic Framework and
Understanding the Market
Environment
Internal Analysis

External Analysis

Company strengths Customer needs

Corporate objectives Market characteristics
Application: Federal Express (B)
Guest: David Donnelly Instinct & Reason

S 1.1

S 1.2

S 2.1

S 1.3
S 1.4

STRUCTURE OF THE COURSE: Day

2 May 7: Accounting for Marketing
Lectures
Relating Marketing to Finance and
Accounting

S 2.2

Marketing arithmetic

S 2.3

Application: Webvan
Guest: Ross McDonald, ex Google Australia

S 2.4

STRUCTURE OF THE COURSE: Day

3 May 14: Analysis for Option
Generation
Generating Marketing
Options
Growth and Ansoff
Market Defence

Lectures
S 3.1
S 3.2
S 3.3

Application: Starbucks
Guest: Tony Surtees, former VP and GM,
Yahoo! Commerce group

S 3.4

STRUCTURE OF THE COURSE: Day

4 May 21: Brands & the Marketing
Mix
Lectures
Brands and the Mix that
Supports them

S 4.1

Brand roles and value propositions

S 4.2

Marketing mix analysis

S 4.3

Application: Toyota in Europe (A)

Guest: Damien Borchok, For The People

S 4.4

STRUCTURE OF THE COURSE: Day 5

May 28: Customer Relationship
Management
Lectures
Customer Management and
Calibration

S 5.1

Framework for Customer Analysis

S 5.2

Customer Relating Strategies

S 5.3

Application: Hubspot
Marketing Metrics: Measuring market success

S 5.4

STRUCTURE OF THE COURSE: Day

6 June 4: Presentations and Wrap
Up
Lectures
Presentations and Wrap Up

Project Presentations
Summary and Wrap Up
Guest: Emma Bruce

S 6.1 and 6.2

S 6.3 and 6.4

Analysis to support marketing

George Day: Market sensing
Feeling

Calibrating

19

What is
Psychologists
happening? Sociologists
Why? How?
Anthropologists
How much is
Statisticians
happening? Economists
When? Drivers? Econometricians

THE OBJECTIVE OF MARKETING STRATEGY

What are Strategic Skills for Marketing?
Strategy:
or

The setting of direction; an overall vision

plan to guide an army or other

organizations
development
Skill:
The ability to undertake a task so as to
achieve
a well defined objective
Marketing: The understanding of customers (and
potential customers) needs and
harnessing
the organizations competitive

WHY MARKETING STRATEGY?

VISION and FOCUS: A long-term view of the business, so
actions are consistent over time. A vision of what we want
to be and can be so we can evaluate opportunities and
concentrate on those that achieve it.
COORDINATION:
A shared understanding of the role of
different products and SBUs in supporting the overall vision
so we can develop subsidiary marketing strategies that
support that role.
INSURANCE: An analysis of ourselves, our customers and
our environment so we can identify threats to our income
streams and defend them.
OPPORTUNITY: A systematic identification and evaluation
of potential directions which the organization can take.

Marketing Strategy is an iterative process

The Steps of Marketing

Strategy
Understand the market environment
The marketing audit

Identify and evaluate marketing options

Growth and defence
Realise selected options
Branding and the mix, account management

Where are we going?

The audit gives us the pair of rulers

against which we judge any opportunity

Elements of the Road Map

Where are we?
The Marketing Audit
Where are we?
Option Generation
Where can we go?
Option Realization
How can we get there?

Internal

External

Strengths &
Weaknesses

Customer
Needs

Corporate
Objectives

Market
Characteristics

Where are we going?

Elements of the Road Map
Option generation
The Marketing Audit
Where are we?
Option Generation
Where can we go?
Option Realization
How can we get there?

What can the environment do to us?

(Product life cycles and threats)
What can we do to the
environment? (Opportunity)
Performance

Growth

Defence
Time

Where are we going?

Elements of the Road Map
Brands and the marketing mix
What should we do?

The Marketing Audit

Where are we?
Option Generation
Where can we go?

Value propositions and points of proof

to the value proposition:
Product (service) Creating value
Promotion Communicating value
Place
Delivering value
Price
Capturing value

Customer Management
Option Realization
How can we get there?

To whom should we do it?

Customer acquisition, retention and
value maximization

STRATEGY DETERMINATION
To be successful, an organization has to develop
a market offering which satisfies a human need
or want in a way which gives it a sustainable
comparative differential advantage.
Peter Drucker

Two Elements:
Strengths

Company
Customer Need

THE ELEMENTS OF
MARKETING STRATEGY AT
THE CORPORATE LEVEL
Strategy as a marketing process:
Company
Strengths

Customer
Needs

Lets not do anything that will not be valued by the

marketplace

Lets not attempt to do anything for which we do not have the

skills
(or cannot get the skills)

Strengths, but is there a

need?

Needs, but does it

have the strengths?

Is it always a disaster if our

strengths needs?
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The Elements of the Strategic

Audit

Marketing Strategy is the process of matching our

strengths to the markets needs:
Company
Strengths and
Weaknesses

Critical Success
Factors

Market
Needs

It also involves us choosing the markets which best fit

our company objectives:
Elements of Market
Attractiveness
Company
Objectives and
Imperatives

Market
Characteristics

The Eight Questions Of Marketing

Strategy
We can use the strategic framework to address the
feasibility of any strategic initiative:
Company Strengths
and Weaknesses
What are we good at?
Can we do this?

Customers
Needs
What do customers
want?
Will they value this?

Corporate
Objectives
Where do we want to
go?
Will this get us there?

Market
Characteristics
What is the market like?
Will the market support
this?

Not only do we get a Go/No Go answer, we identify leverage

points