NORTHERN (AND SOUTHERN) EXPOSURE
OF YOUR MARKETING GAME
Kimberle A. Badinelli
Virginia Tech
WHAT YOU WERE TOLD!
•
The Northern (and Southern) Experiences of Your Marketing Strategies
Everyone wants a Northern Experience from their marketing strategies.
Unfortunately, the truth is that sometimes we don't hit the mark. This
program will illustrate how a conceptually comfortable marketing plan
can be derailed by operational decisions, a process that can often be
prevented. The good news is that with strategic intervention, the trains
don't have to stay off the track. Getting your marketing plan back on
track requires only encouragement and recognition that the Northern
Experience is possible.
LET’S LOOK AHEAD
• How organizations behave & why they want a marketing plan
• Quick tenants of marketing objectives
• Where (and how) does it fall apart?
• But why, why, why do such plans far apart?
• See the signs as they come to you
• Fail-safe way to derail the derailment
• Final thoughts and pleas
CHARACTERISTICS OF A GREAT ORGANIZATION
•
They
•
understand their mission
• are purpose-focused
• don’t assume – they are data driven
•
have a strong culture
•
leaders seek to influence – not control
• clean their plate with A “STOP-DOING” list
• change in a disciplined way
• remain humble
7 MEASURES OF SUCCESS TELLS US …
WE NEED TO ASPIRE TOWARDS:
• Customer Focus
• Organizational Alignment
• Data Driven
• CEO-Brokers of Ideas
• Adaptability
• Alliances
• Dialogue
WHY DO WE EVEN WANT A MARKETING GAME?
•
Build awareness, credibility and trust with your preferred prospect or customer
•
Lower the risk for your preferred customer to take the next step in the buying process
•
Build loyalty and emotional attachment
•
Brand recognition
•
Employee retention
•
Profit
•
Notoriety
WHAT ARE THE GAME PIECES?
Overview or Summary –
briefly describe your business and the major points of your plan
Situational analysis –
a detailed and brutally honest assessment of your market, your competitors and
the opportunities and challenges for your business – A SWOT assessment
Marketing strategy –
your specific business goals, as well as a strategy for tackling the market
opportunities you identified in the situational analysis
Marketing strategies –
your action plan for executing on the strategy you outlined in the previous
section
Marketing budget and timeline –
the projected costs and timeline related to your marketing tactics
The right methodology
STRATEGICALLY, WHO ARE YOU?
• Why does the organization exist?
• Whose needs will be met?
• Which needs will be met?
• How will we meet these needs?
• To what level of satisfaction do
we aspire?
ARE YOU ACTIVITY OR STRATEGY-DRIVEN???
WHICH ORGANIZATIONS CAN GET THE TRAIN
BACK ON TRACK?
•
STRATEGY
• They rely on data
•
ACTIVITY
• They just know
• Mission drives them
• Activities drive them
• They change in a disciplined
way
• They either change often or
seldom
• The most rational voice
prevails
• The loudest voice prevails
Micheal Gallery, OPIS, llc
WHERE ARE YOU IN YOUR MARKETING GAME?
• Well-established, efficient and happy
• Well-established, overworked and stressful
• One person does it all – everyone’s happy
• One person does it all – wish we could clone him/her about 10 times
• Just getting started – with high hopes and dreams
• Just getting started – but, HOW!
WHERE ARE YOU IF YOU SEE SOME OF THESE
SIGNS?
• Inconsistency of deliverables
• Trying to do too much (not saying no)
• Not matching your budget to your appetite
• You are in your own way
• Staff stress and/or burnout
• Competing customer priorities
• Rumors, (whispers and threats!) 
• Misunderstanding amongst constituents
• Mistakes are made
A MARKETING PLAN GONE AWRY
•
Dr. Pepper
•
In 2007, Dr. Pepper held a treasure hunt worth
$10,000 in Boston. Contestants were required to
find a gold coin that was hidden in Granary
Burying Ground, a 17th century graveyard that
serves as the final resting place of John Hancock
and Paul Revere. While it was likely inadvertent,
the soft drink company had basically invited
pickaxe-wielding contestants to rummage through
350-year-old graves in search of the coin.
When they caught wind of the event, Boston city
officials were so incensed that the company
cancelled it. However, even if that hadn’t
happened, it would have been impossible for
contestants to enter the graveyard, since the
parks department had closed it due to hazardous
ice conditions. Mary Hines, a parks department
representative, told the Boston Globe, "I think the
fact that the gates were closed was almost like an
act of god."
AND WE ALL KNOW ABOUT THIS ONE ….
New Coke
In 1985, Coca-Cola revamped its famous secret formula
to counteract growing competition from Pepsi, which
had stolen a chunk of its dominant market share. The
sweeter New Coke beat both its original formula and
Pepsi in blind taste tests. But when New Coke
supplanted old, loyalists revolted. Coca-Cola ended the
experiment quickly. Its brilliant comeback with Coke
Classic not only recovered lost market share, but gained
additional ground.
“In a naïve way, it made perfect sense for Coca-Cola to
improve its product, making up for a known deficiency
versus a focal competitor,” Turner says. “But it made a
fundamental error in forgetting what value it was offering
customers—brand associations of America, friendship,
nostalgia. These are emotional associations we cannot
ignore.”
THE SOLUTION, (SAYS I!)
Strategic Prioritizing
Capacity
Collaboration
STRATEGIC PRIORITIZING
•
Alice in Wonderland to the Rabbit
• “If you don’t know where you’re going – any place will do”
•
Strong strategic plan that can be used for:
• “Cleaning the plate”
• Resource allocation
• Brand maintenance
• Capacity definition
• Cost/benefit analysis
• Yes/No decisions
ABOVE ALL ELSE
ALL EFFORTS NEED TO BE “SMART”
PROJECT EVALUATION MODEL OR
MEASURING THE UNMEASUREABLE
•
Model includes
• Strategic initiatives
• Target reach
• Project complexity
• Project request timelines
• Resource allocation
• Scoring and ranking
•
Totally invaluable unless strategies are
defined and marketing plans are
defined.
PROJECT
STAFF HOLIDAY
CARDS
STRATEGIES
1 or 0
SUB SCORE
Student Learning
Facility Impr
Staff Dev
Outreach
Cost Contain.
0
0
0
1
0
Student
Alumni
Parents
Administ.
Staff
1
0
0
0
1
1
TARGET TYPOLOGY 1 or 0
(is dependent
on your personal
TARGET REACH
0-5
1-100
101-500
goals)
0
1
501-1000
0
2
all students all stakeholders
0
0
1
PROJECT COMPLEXITY (in terms of hours of assigned work)
(if this important)
5 hrs. or less
10 - 25 hrs.
(1 score)
FINAL SCORE
(.80 score)
26 - 50 hrs.
51 - 100
(.60 score)
(.40 score)
over 100 hours
(.20 score)
x
1
MATERIALS COSTS
(x)
TIMING OF REQUESTS
(x)
ETC….
(x)
5 (+)
PROJECT
DINING GUIDE
STRATEGIES
1 or 0
Student Learning
Facility Impr
Staff Dev
Outreach
Cost Contain.
1
0
0
1
1
Student
Alumni
Parents
Administ.
Staff
1
0
1
1
1
TARGET TYPOLOGY
(is dependent
on your personal
SUB SCORE
1 or 0
TARGET REACH
0-5
1-100
101-500
goals)
0
3
0
501-1000
0
4
all students all stakeholders
4
0
4
PROJECT COMPLEXITY (in terms of hours of assigned work)
(if this important)
5 hrs. or less
(1 score)
10 - 25 hrs.
(.80 score)
26 - 50 hrs.
(.60 score)
X
FINAL SCORE
51 - 100
(.40 score)
over 100 hours
(.20 score)
0.6
MATERIALS COSTS
(x)
TIMING OF REQUESTS
(x)
ETC….
(x)
11.6 (+)
CAPACITY
BASIC – Have to have the
“ABILITY” to perform the work.
“Writing a press release might take an hour. It's the meetings ahead of time to
gather facts, and after it's written to get input and do a new draft, that can take up
more time. “
YOUR PROJECT
ALL PROJECTS
AND, IF IT HAS MORE THAN ONE DELIVERABLE…….?
MULLEN MARKETING ECOSYSTEM
COLLABORATION
OR HOW WORKS GETS DONE – TOGETHER!
Playing nice
just doesn’t cut it!
IN SPITE OF THE BEST WISHES OF EVERYONE
COLLABORATION TAKES …
Administrative focus
Centralized communication processes
Commitment to the brand
Commitment to the success of ALL departments including support
PLANNING, PLANNING, PLANNING, PLANNING well ahead of time
And
Candid evaluation on a regular basis
WHAT DOES IT TAKE TO MAKE COLLABORATION
WORK?
•
Lesson 2: Ensure that the
collaboration team is committed to the
project/process and that it has a
manageable number of people.
Lesson 5: Teach and help team
members to ask the right questions,
collect and interpret data, and use
data to drive better policymaking
and decision-making
•
•
Lesson 3: Team members need to
create a collective vision.
Lesson 6: Provide team members
with some structure for completing
the project/process.sion-making.
•
•
Lesson 4: Teach team members how
to collaborate. Help them to
understand how this process differs
from traditional ways of working,
interacting, solving problems, and
making decisions.
Lesson 7: Lay out, inform, and
educate team members about the
specific steps of the project/process
at the very beginning. Increase
understanding of where they are
going and what they will be doing
for the entire duration of the project.
•
Lesson 1: Ensure that the people or
the group in charge is officially
sanctioned and authorized to make
decisions.
•
MORE COLLABORATION
•
Lesson 8: Identify project/process
Outcomes, goals, and midterm
milestones early in the project or
process.
•
Lesson 11: Ensure that policy teams
have the staff support and
resources needed to coordinate
project/process activities.
•
Lesson 9: Help policy teams identify
and define their long-term
priority/strategic issues (rather than
their immediate problems) early on.
•
•
Lesson 10: Ensure that leadership
roles and responsibilities are clearly
defined and that policy team
meetings and the overall process
are facilitated effectively.
Lesson 12: Communicate
Continuously the next steps and
activities in the process and the
rationale for doing them. Tie the
work that is being done to the
appropriate steps in the process
and ultimately to the
project/process outcomes.
UNIVERSITY
STRATEGY
COMMON
BOOK PROJECT
DSA/DINING
SUSTAINABILITY
COLLABORATION
PROJECT
VALUATION
CAPACITY
TIMELINE
THE FIX
TO KEEP YOUR TRAIN ON THE TRACKS
THREE TENANTS
STRATEGY
CAPACITY
COLLABORATION
Kimberle Badinelli; kbadinelli@yahoo.com