NRU HSE Moscow Campus - Faculty Of Management
TACTICAL TOOLS OF MARKETING
Course Announcement
Preface
The course Tactical Tools Of Marketing (TTM) comprises two classes – Sales Management and
Principles of Product Development representing two key areas of the contemporary marketing.
Combined together in one course these classes would provide students with skills and abilities
that are at the current high demand by both domestic and international businesses, as they
have a relationship with a daily routine of common marketing occupation e.g. they deal with
everyday job tasks within the marketing area. However, those two occupations usually deal
with separate assignments in marketing and have some different goals, tasks, prerequisites and
objectives hence they are presented split in this document.
Class I. Sales Management
Author: Assistant Professor Kazakov Sergey P., Chair of Enterprise Marketing
1. Class Prime Goal:
In the first decade of XXI century, Russian national marketing model in
the process of its ongoing development reached the subsequent
benchmark also known as the sales concept of marketing phase. Sales
activity is known as the key performance indicator of firms and
companies in all spheres and industries of the today’s business.
The build-up of result oriented sales activity is a cornerstone and target
for every enterprise in its aspiration for business model implementation.
Such activity provides the profitability and market expansion for every
business.
HSE bachelor graduates must possess the modern algorithms, workflows
and processes of the effective enterprise sales management development
and operations.
The goal of the Sales Management class is to study the elements of an
effective sales organization and its role in the enterprise’ total marketing
effort. These classes will broaden understanding of marketing's sales
function. Class subjects include defining the sales process, the
relationship between sales and marketing, sales organization structure,
building the right distribution channel networks, matters of leading sales
teams and sales personnel management.
2. Class Targets:
2.1.
2.2.
2.3.
2.4.
Learning the skills of enterprise sales strategy development and
implementation;
Discover the leadership basics and skills for enterprise sales force setting
up and management;
Mastering of basic principles for sales channels mediating and operations
controlling.
Attaining and enhancing personal sales skills and techniques in
communication, negotiation, team building and coaching.
3. Class Prerequisites
3.1.
Students attending this class should bear a good sound of requested
disciplines including the general theory of economics, principles of
marketing and principles of management.
4. Class Main Topics:
4.1. Sales and Sales Management Course Induction.
The nature of sales as a mean of exchange in the marketplace; Anthropology of sales; Why
people buy. Their needs and requirements; What and why there is a need for people to sell;
The world history seen through a prism of sales activity; The meaning of sales in post industrial
economy.
4.2. Sales Basics
Sales Activity as a main benchmark of the whole enterprise business: The place of the sales
activity in enterprise business; The concepts of sales management: the purpose, goals and
tasks; The sales concept definition; The differences between Sales Activity and Sales
Management; Sales and Marketing ties and relationship: Sales activity as one of the Marketing
functions; Differences between sales and marketing; The role of Sales in enterprise Marketing
strategy.
4.3. Sales Channels Research and Analysis System.
Sales channels and distribution systems study as an integral part of marketing research system:
Research goal setting and hypothesis elaboration; Distribution systems research tools; Sales
channels research design and planning; Distribution channels analysis and intermediaries
segmentation: Distribution channels mapping; Intermediaries segmentation; Understanding the
common needs of particular segments.
4.4. Sales organization concept and establishment.
Enterprise sales department concept and interdepartmental interaction with other functional
teams: Organizational structure types depending on enterprise specialization and activity
specifics; Sales department goals, tasks and functions within enterprise sales and core business
strategy; Sales department and enterprise commercial structure; Sales and marketing activity
coordination within enterprise commercial structure; Sales department organizational types:
Territory and area responsibility structure; Functional organizational structure; Customer size
and type responsibility structure; Product-portfolio and product type/range responsibility
structure; Mixed and other functional responsibilities structure types; Sales department
establishment process; Determination of sales functions needed within sales department;
Organizational structure planning and drawing; Sales personnel search, selection, recruiting and
induction.
4.5. Sales activity planning: forecasting and budgeting.
Sales planning as an vital part of enterprise marketing plan: Sales areas, territories and other
forms of sales staff responsibility; Individual sales quotas and plans; Compilation of enterprise
sales plan containing the individual sales quotas and plans using SMAART™ algorithm;
Individual key qualitive and quantitive goals and other key performance indicators setting by
sales director/manager; Sales activity and events planning; Sales support marketing planning;
Sales activity and support budgeting; Sales Plan implementation issues:Sales personnel daily
routine set-up and controlling; Sales plan controlling benchmarks; Sales staff performance
indicators and incentives; Sales plan revisions and adjustments.
4.6. Sales channels administration and operation controlling.
Clientele pool selection, targeting and communication: Product and service mix development;
Commercial offer development and communication; Clientele pool development, sales leads
and prospects generation and follow-up; Sales channels interaction based on selected
communication strategy: Cooperation with sales channels utilizing ‘push’ communication
strategy; Cooperation with sales channels utilizing ‘pull’ communication strategy; Cooperation
with sales channels utilizing mixed communication strategy; Account management basics:
Customer sales forecast and planning; Commercial cooperation essentials: financial and
delivery terms; Order processing; Customer cooperative advertising: Customer product
training; Partner marketing; Post sale warranties and coop loyalty programs development.
Class II. Principles of Product Management
Author: Assistant Professor Tarasenko Elvira V. Chair of Enterprise Marketing
1. Class Prime Goal:
During the last five years the product management field has developed
enormously and the marketing function in product management has now
taken the central position in most companies.
Increasing interdependence of the world economies has created new
markets but also new threats and opportunities in product development
and has led to an increased competition in the market place. However the
global marketing concept with regard to product management is based
on identifying and targeting cross-cultural differences and requires
culturally adapted marketing strategies for product management at its
best for each foreign market.
The main goal of this course is to develop and reinforce fundamental
theoretical knowledge of product/service development and
management. The course is also aimed at deploying practical skills and
competencies essential in a hostile and extremely volatile competitive
business environment. Through the course best business practices of
different companies, superior performers from around the world, clearly
using the product management process to their best advantage, will be
selected and analyzed.
2. Class Targets:
2.1.
2.2.
2.3.
2.4.
As brands have become the most important assets companies can have,
the special part of the course will be devoted to branding strategies, local
and international, and the course will help to examine the development
of branding, brand elements and characteristics, brand management,
brand strategy and corporate branding;
The course will also reflect new issues in competitions as long as
competitors have the crucial impact on product management, as well as
concentrate on the importance on cultural issues, ethics, social
responsibility;
Additionally, the evolution of global marketing communications and its
known and unknown impact on how product management is conducted
cannot ne minimized through the course. In the third millennium
information and, in its wake, the flow of goods/products is moving
around the globe at lightning speed;
The course will also define the impact of the recent financial crisis on
product management and will identify what makes leaders of the market
even stronger in the market place despite financial turbulence.
3. Class Prerequisites
3.1.
The present Course is for the bachelor students studying Management. It
requires the knowledge and core competences acquired by studying
prerequisite courses, which include Principles of Marketing, Strategic
Marketing, Marketing Communications, Price Formation, Marketing
Research.
4. Class Main Topics:
4.1 Introduction to product management, the marketing input into product management.
Business structures and processes within a market-oriented organization contributing to
product management and development. The co-operation of marketing and other departments
within a company during product management. Multifunctional working groups, their content.
4.2. Product and customer value.
Marketing product concepts. Customer value: what it is. Mean of creating a balanced
‹‹product-service›› ratio. What are the hidden factors contributing to the marketing success of
products and brands. Recent business trends forming product development of companies.
4.3. Stakeholders, consumers, competitors. Integrated approach to the product management.
Classification of stakeholders with direct influence on product decision-making process.
Product market stakeholders. Organizational stakeholders. Corporate stakeholders.
The competitive landscape. Competitor analysis. Problems in identifying competitors. Strategic
competitive groups. Competitive rivalry and competitive dynamics: strategic and tactical
actions as a part of integrated product management. Competitive intelligence as the essential
component of the efficient product management. Benchmarking: finding best business practice
in product development and management.Customers: their relationship with product
management. Effectively managing relationships with customers. Determining core product
competences necessary to satisfy customer needs. The market analysis. The consumer
segmentation process: a modern approach. Consumer behaviour: social, personal,
psychological influences. Consumer segmentation criteria: profile, behavioural and
psychographic variables. Jincars social grade definitions vs the ACORN consumer targeting
classification. The VALs framework vs the Monitor framework.
4.4. Product strategy: the influence of the product stage of life cycle on the product strategy.
Market novelties: innovative products and adaptation. Product life cycle and adaptation.
Screening product life cycle. Analysis of characteristics of innovations. Analysis of product
components: product component model. Quality products. Co-creative mechanisms of
consumer value creation of goods and services. Diffusion of innovations; degree of newness of
the product.
4.5. The impact of culture on product management. Social responsibility of companies.
Cultural dynamics in product management: cultural change, emerging markets, cultural
knowledge, culture and its elements. Business practices in cross-cultural environment. Ethical
environment: what is social responsibility.
4.6. Branding as the marketing tool in competitive rivalry.
The case for brands. What is a brand and brand management. The financial and social value of
brands. Best practice in branding: brand strategy, brand experience. Private label and “no logo”
strategies in branding. The brand equity concept. Concumer-based brand equity. Visual and
verbal identity. Brand communications. The PR perspective on branding. Designing and
implementing brand strategies: brand architecture. Introducing and naming new products:
brand extensions. Globalization and brands: managing brands over time and geographic
boundaries, rebranding, adjustments to brand portfolio. Standardization vs customization and
global brand strategy.
4.7. Marketing research and analysis applied for product management.
Marketing research: online and secondary data sources, collecting international secondary data
on products across the Internet. Modern quantitative and qualitative research methods.
Profiling customers: factor analysis: cluster analysis and segmentation of customers. Positioning
the product: MDS. Systematic product development: conjoint analysis.
Developing a future product orientation: forecasting in the market: trend extrapolation,
modeling, intuitive forecasting, consensus forecasting, scenario planning, market sensing.
Pricing strategies and optimum pricing.
4.8. Financial aspects of product management, product distribution and retailing. Marketing
communications. Product promotion and advertising.
Channel of distribution structures: factors affecting choice of channel. Pricing policies in local
and international markets: factors influencing pricing. Financial analysis of the product amd
financial criteria of a product successful launch. Investments and influence on investment
decision-making in the new product research. .Approaches to brand evaluation, brand
valuation methodology, brands on the balance sheet. Promotional mix and product- related
challenges.