市场营销策略与计划

 

企业收益

l 通过理论与实操的结合,切实提升市场营销人员的专业能力

l 帮助企业产品与服务得以更精准地推广,提升市场营销效益,帮助企业最大化实现业务目标

 

学员收益

l 从深层次认清目前的定位和将来市场规划的优先级,为需要达成的业务目标理清思路

l 逐步规划市场营销计划,学会在适当的时候获取必要的资源和协助

l 学会辨识不同市场营销策略的优劣,并了解如何自己搭建一个完善的市场营销计划

 

适合对象

企业营销人员、营销经理等

 

课时

2天

 

主要内容

课程架构

第一章节

l 从优秀到卓越的转变:激励性地探索怎样把游戏提高到着重于洞察力, 勇敢的选择(做对的事)和完美的执行(用正确的方法做事)。

l 在以下方面你会被挑战:

1) 做正确的事(战略)

2) 用正确的方法做事(计划)

3) 激励和团结他人

4) 简洁和期望

5) 以工作坊的方式工作

第二章节

l 延伸形势分析:用新的有效的方法保证全面和深入的理解当前形势, 包括对过去表现的质疑

 

第三章节

l 增加正确到挑战:识别争取的目标和35个问题盒机会点, 如果能全部解决, 将会形成最大的战略和商业影响。

第四章节

l 磨练正确的目的: 当KIO(主要问题和机会点)转化为相关的可视的消费者/消费者行为目标, 并且利用这些目标去驱动更具体的KPI (主要工作表现指标)

 

第五章节

l 优化杠杆: 简历和评估市场混合选择范围, 决定平衡和方法以达到目的

 

第六章节

l 发展含义:发展假设以直接导入具体的财务计划并考虑其含义

 

 第七章节

l  强烈的融入感: 主动地管理利益相关方, 获得和他们建立紧密联系的能力,并且赢得他们门的支持。

 

第八章节

l 明天就做出改变: 引发个人行动, 立即应用到职责任务重。t

 

课程纲要

l 介绍品牌学习和它的角色

l 陈述目的和能力项目

l 介绍介绍建筑, 视觉和建筑计划的主题

l 发现他们的角色角色人物

l 一份成功的, 具有持续挑战性的战略性市场计划的标准

l 分享Visa的例子来展示ICE - 分享ICE和和主要的挑战问题以及解释它们的角色

l 演示做正确的事用正确的方法做事之间的关联以及产出计划

l 这一章节是保证你站在坚实的地面上

Ø 介绍关键步骤, 例如, 收集数据, 翻译和融入到KIOs (主要问题和机会点)

Ø 解释矩阵形到个人风格:当涉及到到管理信息时(利用矩阵), 分享和学习式到讨论个人风格

Ø 分享工具, 6 Cs要做的不能做的

Ø 强调什么是SWOT的关键

Ø 关于草拟学习点的讨论

l 这是战略优先次序的开始

Ø 介绍过滤和理解含义并且融入到KIOs

Ø 讨论考虑国际背景的需要.

Ø 分享和学习SWOTs

Ø 评论和完善事先准备好的SA总结和SWOT

Ø 有关KIOS产出的最佳操作实践分享

Ø 分享KIOS思维的最佳操作实践

Ø 讨论在培训中出现的行为以及这些行为怎样体现真正的工作场所

Ø 关键学习点, 大KIO, 从基础到计划

Ø 为了体现和获取在教材课本中的角色的aha”瞬间 和含义, 将学配对成搭档

l KIO的划分有限顺序, 并且围绕哦品牌/顾客/部门机会

l 树立清晰目的

l 练习 - 在地上画漏斗

l 建立SMART (具体的, 可衡量的, 可实施的, 有时效的)目标来应对之前列出的KIO

l 因清晰表达与和最佳操作实践标准相关的目标而获得的有奖竞赛分数

l 有关行为的讨论

l 概括和个人计划

 

l 结束学习做正确的事, 进而开始学习用正确的方法做事

Ø 乐高积木联系: 小组讨论第一天学习到点要点。

Ø 解释战略和活动的不同

Ø 介绍市场杠杆和最新思维

Ø 介绍衡量的需求, 衡量过去的经验用以帮助建立将来的假设, 以及衡量事怎样与目标连接在一起

Ø 解释KPI(关键表现指标)和目的的不同。

l 含义也需要谨慎地和业务的其他领域融合在一起(或者外部的伙伴)

l 基于所传达出去的市场营销目标, 需要形成假设以拖动商业计划

l 快速讨论有关在讨论数字时, 财务部在寻找找什么

l 思考你的计划如何与他人的融合

l 真正成功的市场营销人士知道制定战略性的市场营销计划只是工作的一部份

l 有关管理利益相关方, 将他人融入计划到的需要的要点

l 当他们做的好到时候, 分享实例。

l 找出案例分析的利益相关方。 矩阵的情节, 以及为关键团队发展融入度

l 分享好故事的关键准则

l 包括至今为止竞赛总结,以及裁判标准

 

1:30-3:45

l 寻找授权是改变发展和激励他人的方法的清晰证据

l 小组有45分钟的时间准备5分钟的演示, 以演示计划中的红线

l 分发检查表用以评估演示

l 小组在板上演示

l 根据演示得分颁奖, 颁奖庆祝 (所有人都获得奖品)

 

4:45-5:00

l 培训评估和结束









Strategic Marketing Planning

 

Organizational Benefits

l In combination of theory and practice, enhance marketing managers professional skills

l Support company products and services to promote precisely and enhance its marketing effect, and maximize business target

 

Participant Benefits

l Develop a deep understanding of where we are and identify the key strategic priorities to deliver the future vision

l Develop an integrated plan and know how and when to engage others in the process

l Identify clear opportunities to improve strategic plans and implement them effectively

 

Target Audience

Marketing professionals and managers

 

Duration

2 Days

 

Course Structure:

Session 1

l Transforming good to great:Inspirational exploration of how to lift the game with emphasis on deep insight, brave choices (doing the right thing) and flawless execution (doing things right).

Course Structure:

Session 1

l Transforming good to great:Inspirational exploration of how to lift the game with emphasis on deep insight, brave choices (doing the right thing) and flawless execution (doing things right).

You will be challenged to raise your game in terms of:

1)    Doing the right thing (Strategy)

2)    Doing things right (Planning)

3)    Inspiring and engaging others

4)    Introductions & expectations

5)    Workshop ways of working

Session 2

l Stretching Situation analysis:Fresh and effective approaches to ensure broad and deep understanding of the current situation, including interrogation of past performance.

Session 3

l Rising to the right challenges:Identifying the right targets and the right 3-5 key issues or opportunities (KIOs) that, if addressed fully, will make the biggest strategic and commercial impact.

 

Session 4

l Honing the right objectives:Driving greater precision when converting KIOs into relevant tangible consumer / customer behavioural objectives and using these to drive more detailed KPIs

 

Session 5

l Optimising the levers: Creating and assessing a range of market mix options, deciding the balance and approach which will deliver objectives

 

Session 6

l Developing implications: Develop assumptions to feed into a detailed financial plan and consider implications

 

Session 7

l Compelling engagement: Proactively managing stakeholders and having the ability to fully engage them and win support.

 

Session 8

l Making a difference tomorrow: Capturing personal actions for immediate application to the in-role assignment.

 

Course Outline

Day 1

9:00-9:45

1.    Introduces Brand Learning and its role

2.    Runs through Objective and the Capability Programme

3.    Introduce theme of architecture and the vision and creation of the building plans

4.  Find out their role and in role assignment

 

9:45-10:45

1. An agreed set of success criteria for Strategic Marketing Plans used to constantly challenge yourself:

1)Share Visa example which demonstrate ICE - shares ICE and Key Challenge questions and

explain their role.

2)Demonstrate overall process connects with ‘Doing the Right Thing’ and ‘Doing Things Right’ and the output plan.

3 ) Introduce the fact that behaviors are critical and need to be explored.

 

11:00-12:10

1.    This session is about ensuring you’re on solid ground.

1) introduces key steps i.e. collect data, interpret and then get to KIOs

2) Explain ‘matrix’ of personal styles: ‘Share and Learn’ discussion about personal style when it comes to managing information (using the matrix)

3) Shares tools, 6Cs and ‘Dos and Don’ts’

4) Highlighting what’s key for SWOT, thinking about internal and external

5) Discussion to draw out learning points

 

    12:10-1:00

1. This is the start of Strategic Prioritisation

1) Introduces need to filter/understand implications and then get to KIOs.

2) Discuss need to take Global context into account

3) Share and Learn on SWOTs

4) Critique and improve pre-prepared SA summary and SWOT

 

1:45-3:30

1)    Shared Best Practice on the KIOs output

2)    Share Best Practice KIOS thinking

3)     Discuss behaviors that emerged in the working session and how these reflect the real workplace

4)    Key Learning Points Great KIOs form the basis of the plan

5)    Break into buddy pairs for reflection and capture “aha” moments and implications for in role assignment in their workbook

 

    3:45-5:15

l Prioritised KIOs then drive thinking around Brand / Customer /Sector Opportunities

l Set clear objectives

l Exercise – draw funnel on floor

l Use the KIOs you developed earlier.  Create SMART objectives which will respond to these

l Competition points awarded for articulating objectives that connect with KIOs and meet best practice criteria.

l Discussion on behaviours

   

    5:15-5:30

    Recap and personal plan 概括和个人计划

Day 2

9:00-10:50

1.    Finish learning doing the right thing then we start to learn do things right

1)    Lego exercise : teams discuss key learnings from day 1.

2)    Explain difference between strategies and activities.

3)    Introduce marketing levers and latest thinking

4)    Introduce the need to measure, and about the need to measure the past to help set future assumptions, how measurement links with objectives.

5)    Explain the difference between KPI’s and objectives

 

10:50-11:30

1.    Implications also need to be carefully worked with other areas of the business (or external partners)

2.    There is a need to develop the key assumptions that will drive the business plan, based on delivering the marketing objectives.

3.    Quick discussion on what finance look for when discussing the numbers.

4.    Think about how your plan will integrate with others

 

11:30-12:30

1.    Really successful marketers know that developing a Strategic Marketing Plan is only part of the job

1)    key points about needing to manage stakeholders and engage others in the plan

2)    Share examples when they’ve done this well

3)    Identify key stakeholders for case study, plot on matrix and and develop engagement plan for key groups

4)    Share the key principles of great storytelling

5)    Including a summary of the competition so far, the judging criteria

 

1:30-3:45

1.    Looking for clear evidence that delegates are step changing the way they develop and engage others.

1) Team have 45 minutes to prepare a 5 minute presentation which demonstrates the red thread in their plan,

2) Give out checklist t so can evaluate presentations

3) Team Presentations to board

 

 

4:00-4:45

1.    looking for clear evidence that delegates are step changing the way they develop and engage others.

1) presentation which demonstrates the red thread in their plan

2) Give out checklist t so can evaluate presentations

3) Team Presentations to board

4) Final competition points awarded on basis of presentations – Prize giving ceremony (prize for all)

 

4:45-5:00

1.    Workshop evaluation and close

 

 

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