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CUSTOMISED

Training programmes

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From interactive webinars to customised one/

Three day training and facilitated workshops

In-company customised marketing training programmes.

These are designed to meet your needs. Examples of training we have delivered includes:

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Facilitated Workshops

with your management and marketing teams to develop marketing plans and strategy

Coaching and Mentoring

for individuals to help develop marketing skills, improve their performance and enhance their career prospects.

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Workshops - B2B Marketing

B2B organisations are increasingly recognising marketing’s role and contribution to achieving their performance targets. This workshop targets individuals who have responsibility for or involvement in the marketing of products and services to businesses. It will appeal to those individuals new to B2B Marketing and those within other functions to understand the core principles that underly effective B2B Marketing practice. Specifically, it will explain the key marketing capabilities and knowledge required to successfully develop and deliver differentiated value propositions to the market.

I worry that B2B marketing is becoming a glorified arm of the sales team. To focused on short term outcomes --- obsessed with statistics the finance people understand. That is not where the value is.

Ed Southerden - Head of planning. Bray Leino

For many organisations operating in the B2B world, they are relative newcomers in recognising the critical role and central importance of marketing in their organisation. There has been in recent years, a rapid adoption and application of key modern marketing concepts and principles that are being utilised to support organisation growth, sustainability and profitability targets. Traditionally seen as having “Step-Child Status”, modern B2B marketing is now seen as a key function to inform and guide organisation strategy and acts as a key integrator across the different business functions.

Don’t be the slave to sales be the champion of the customer. Shift from product and features to people and stories. Shift from lead gen to brand gen!

Paul Cash – Founder and Chief Rooster. Rooster Punk.

Business to Business marketing is constantly evolving. For businesses to maintain their relevance, effectiveness and competitiveness in today’s markets, they need to keep up with the latest trends and take advantage of the latest tools and strategies to capture the most lucrative business opportunities and achieve their objectives. In particular, the use of technology and digital media enables far greater levels of insight, targeting and personalisation.

To be effective, you need to treat me as an individual. You need to speak to me as a person. You need to know something about me. All of that requires a deeper level of personalisation that, at least for now, can only come from a human touch. B2B marketing is not quite there yet. But that day is coming. Soon!

– Adam New-Waterson, CMO of LeanData

Historically, business to business marketing happened largely face-to-face. Companies placed a high priority on sales teams, who would arrange meetings with key decision-making members of other companies and convert them into paying customers. Today, a high proportion of B2B marketing activities takes place online. This includes, B2B social media marketing, B2B web marketing, B2B content marketing, and others. Marketing has taken a more central role in the management of demand generation, relationship management and brand management. Key capabilities underpin these activities particularly data analytics and modern integrated technology platforms.

A key strategy consideration for many B2B organisations although not without challenges, is the shift away from the frequently commoditised “Red Ocean” of product and service marketing and compete on a value adding platform involving more consultative selling and solutions-based value propositions. This involves a more complex and longer sales cycles with closer engagement and relationships required at an account level across both supplier and customer organisations.

B2B marketing … it is rarely about an immediate, emotional transaction. Rather it is about building reputation, demonstrating capability and showcasing credibility. All with the express intent of being a trusted partner.

Rene Power - Smart Insights

Workshop Topics

What is B2B marketing?
Modern B2B marketing – data analytics and technology
B2B marketing plan framework
The B2B marketplace
Market segmentation - Who are your target prospects?
Customer insight and persona development
Customer journey management
Product management
Value proposition development
Importance of brand
Channel management
Importance of sales
Account Based Marketing

Traditional tools for B2B marketing

Events
Sponsorship
Public Relations
Advertising / Direct mail

Digital Marketing (Paid, owned, earned)

SEO
Content
Video
Social media
Mobile marketing
Outbound marketing
Email marketing

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B2B workshops

Principles of Marketing

This workshop introduces delegates to the key marketing concepts, tools, models and requirements of modern-day marketing. It provides the foundations on which to plan and implement marketing strategies that will deliver success in the marketplace. If you are new to marketing or you work within another function and want to understand your relationship with the marketing team and the role and importance of marketing in your organisation. No prior knowledge of marketing is required.

The gap between what is expected and what you deliver is where the magic happens in business as in life

Jay Bauer – Founder of Convince and Convert

Without customers there is no business. Such an obvious statement has some important implications. The most important of these is the need for organisations to manage their business in an increasingly customer centric approach. Marketing is often perceived as the function that supports sales, runs events, delivers our digital campaigns. Such narrow f

A key principle of marketing involves understanding the aspirations, challenges, problems and key motivations of your consumer. What is the issue that your customers are trying to solve, and how does your product, service or solution solve that problem better than your competitors? It is no longer enough to just meet your customer’s needs, instead find ways to deliver beyond what they expect. Surprise them, even delight them. Create those “wow” moments.

Another important principle of marketing is the process of creating a detailed profile of your ideal buyer. Define clearly, the people you want to target with your message? Know their demographics, income, location, means of transportation, interests, motivations and goals. By establishing this, you can target your marketing message in a more personalised and relevant way.

The more you engage with customers the clearer things become and the easier it is to determine what you should be doing

John Russell, President, Harley Davidson

Demonstrating the value of your offering is a key principle of marketing. Essentially customers do not buy what you make or offer, they buy what your offer gives to them. Organisations should avoid the trap of talking about their process or product features in their marketing materials instead, focus on the benefits or value adds for which the consumers are looking. Value is not just about price. It can be a symbolic value, or an emotional value, or relationship value. For instance, providing access to information and ideas around your area of expertise to build credibility and trust. One of the most effective ways to demonstrate value is through social proof, customer testimonials via social media.

Your brand is the most important asset that your organisation has, whether it is the product / service or your corporate brand. The management of brand identity, image and personality are key aspects of a brand managers role. A brand is frequently the biggest differentiator a marketer has in their marketing armoury. Brand communications play a key role in reaching out to your target audiences. However, how brands are managed and behave, particularly in terms of their ethical and sustainability stance, can have a significant impact on how the brand is perceived.

Generating leads driving conversion and generating demand through the sales funnel is one of the most important principles of marketing. To do this, businesses need to target and motivate suspects and qualified prospects to visit, share their contact information and engage with your content so they can receive marketing materials that are relevant to the stage in which they are at in their buyer journey. Through inbound and outbound marketing activities a pool of prospects can be generated to share marketing content with and identify opportunities on converting these leads into customers.

Building relationships with customers is arguably the most important principle of marketing. It is six times more expensive to acquire customers than to keep them. Customers want to buy from companies they trust. They want to buy from companies that are responsive to their needs and requirements. They want to feel recognised, valued and rewarded. In order to build and strengthen these relationships, businesses need to show that they care about their customer and that they fully understand them.

People do not buy goods and services. They buy relations, stories and magic.

Seth Godin - Author and founder of Akimbo

Workshop Topics

The core principles of marketing: concepts, models and techniques
Modern marketing developments and applications
How marketing builds customer relationships and value
Review of marketing planning frameworks, including SOSTAC
Market Research and how to apply it to different marketing contexts
The importance of brand positioning and proposition development
Profiling, segmentation and targeting strategies
How to manage customer experience and the customer journey
Product, pricing, channel management and customer service
How to ensure your marketing is ethical and legally compliant
How to measure the effectiveness of marketing campaigns

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Priniples of marketing

Public Sector / Not for Profit Marketing

This workshop will appeal to Not-for-Profit or public sector marketing team members or experienced marketers new to these sectors. It outlines the key marketing concepts and processes relevant to organisations operating in the NFP/public sector who require a coherent framework to help inform their marketing planning and implementation decisions. The workshop covers the importance of insight to understand audience motivations, managing brand and proposition development, how to use different marketing channels including social media to influence actions/non actions and how to measure effectiveness.

Not-for-profit marketing can involve the marketing of people (politicians and entertainers), places (museums and operas), ideas (right to life, safe driving) and organisations. There are many different issues, for example, drunk driving, mental health, prayer in schools, suicide hot lines, and so forth, that have been and continue to be marketed for non-profit objectives.

Dr Brian Monger – Managing your marketing better

Applying marketing concepts and processes to organisations operating in the diverse NFP / Public Sector has in the past been notoriously difficult. The definition of marketing as a commercial discipline, the notion of a public good, limited resources and specifically tactical focus has led to marketing only making a limited contribution.

Faced with the need for greater accountability, a more commercial outlook has resulted for many Public Sector / NFP areas. This at a time of increasingly scarce resources, a constantly changing environment and increasing levels of media and public scrutiny. The result today is an increasing recognition and focus on the value and contribution that effective marketing can bring.

We need to care about users and how the experience of users comes through Max Tse, - Executive Leader with Oversight on Digital Transformation, National Audit Office (NAO)

There is a greater recognition now of the need to apply a more coherent and integrated marketing approach to help inform marketing planning and implementation decisions. Commercial marketing concepts such as the marketing funnel, are now applicable in an NFP / Public Sector context as a process of using reach and engagement tactics to drive target audiences to take appropriate action.

Every penny that is spent on marketing is a penny being taken away from front-line services, so we need to justify everything we do.

Phil Bastable, Head of Marketing. NHS England

Whilst Government and health service social marketing campaigns demonstrate best practice to generate high levels of media attention and visibility, focus is also now required on delivering the underpinning core marketing disciplines as common practice across all NFP and Public Sector areas, including the importance of understanding audience motivations to change behaviour, customer journey management, marketing planning, managing brand and proposition development, use of the range of available digital tools and different marketing channels including social media and understanding how to measure marketing effectiveness.

Workshop Topics

•   Understand marketing in the context of NFP/public sector
•   Using insight to understand audience motivations and change behaviour
•   Using available data sources to identify target audiences and segment your market
•   Understand the importance and practice of stakeholder engagement
•   Effective marketing planning and implementation aligned to an organisations overall goal and strategy.
•   The importance of brand positioning and proposition development in an NFP/public sector context
•   Developing an integrated marketing mix (on and offline)
•   Keeping pace with and effectively managing digital and social media (Owned, earned and payed)
•   How to measure marketing effectiveness in an NFP / Public Sector context
•   Ensuring your marketing is legal & ethical

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Public sector

Strategic Marketing

This workshop is designed for managers who aspire to or are recently involved in marketing at a strategic level and for those individuals who wants to understand the contribution marketing can make to shaping the strategic direction of the organisation. The workshop outlines a range of frameworks tools and approaches for developing a marketing strategy. It will demonstrate how to summarise marketing strategy decisions into a one-page Strategy Statement and decide which key strategic priorities to focus on. With a focus on understanding changing market conditions, competitor strategies and customer behaviour, the workshop outlines how to develop a competitive and sustainable marketing strategies to maximise opportunities and deliver both customer value and high profit potential.

through a better understanding of strategic marketing activities, you will be able to increase your contribution and influence in your organisation.

A strategic marketing plan offers a two-pronged advantage. It helps to drive valuable funds and resources toward desired marketing goals and minimises the wasted cost and time of focusing on unproductive initiatives, products and market opportunities.

Ali Asadi - author and professional business consultant.

Surprisingly, many companies don’t have documented strategic marketing plans that turn their business goals and marketing strategy into a clear and focused set of investments, developments and initiatives. In most instances the focus is on one-year tactical implementation with no clear direction, limited alignment to the business goals and limited internal coordination. Overall, they are not fit for purpose.

A detailed strategic marketing plan provides a clear vision for all stakeholders and helps to focus attention and resources. More than a static document filed away to review annually, this is a dynamic plan that provides focus and direction, is regularly referred to and adjusted to respond to new opportunities that may arise within your marketplace or developing capabilities internally.

What is required is a step-by-step applied organisation guide through the strategic marketing planning process. Key to success, is to understand what information must be gathered for your strategic marketing plan, how to involve key stakeholders in the process and why aligning the marketing planning process with business planning is as important as the plan itself. It is critical to step back from the day to day running of your business and find / allocate the time required to work on each element of the strategic marketing plan.

This will include a comprehensive marketing audit, customer insight analysis, objective setting, evaluation of strategy options and future strategy development, determination of your value propositions, identification of key initiatives and projects along with your business case and ROI calculations.

Workshop Topics

Develop a more streamlined and effective marketing planning process
What to include in a strategic marketing plan; to deliver top down and bottom up transparency
Preparing a marketing audit
Setting integrated and aligned marketing objectives
Establishing priorities matched against key strategic marketing issues
Effective budgeting of your plan; against objectives and clearer KPIs
Set out the tactical deployment of all plans; against objectives
Measure marketing return on investment (ROI)
How to present the marketing plan and get executive buy-in through a clearly documented business case

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Strategicmarketing

Developing Winning Value Propositions

This workshop is ideal for marketing practitioners or managers who want to learn a step by step process for developing winning value propositions using the Value Proposition Canvas. The workshop will explain the framework and process involved that will ensure the value add of products and services offered to customers is designed, developed and communicated in a clear, targeted and compelling way.

Your customers are the judge, jury and executioner of your value proposition. Thy will be merciless if you don’t find fit

Alexander Osterwalder – Author and consultant

In an increasingly commoditised marketplace, delivering sustainable competitive advantage through your products, services and solutions represent a significant challenge. To convincingly explain, not just the wider benefits of your organisations offer, but also prove the value add that a customer will gain from it, lies at the heart of developing winning value propositions. Understanding customer sources of value and then developing value propositions that target customer pain and gain points will go a long way in helping organisations to build a more sustainable and differentiated competitive position.

A value proposition is a promise of value to be delivered to your customer. It is not about what you do but about what your customer gets out of what you do. It provides the reason why your target audience will read about your offer and provides the primary trigger as to why they should buy from you.

Consistent alignment of capabilities and internal processes in line with the customer value proposition is the core of any strategy execution

Robert S Kaplan – Harvard Author and consultant

The first place to look and determine if an organisation understands the concept of a value proposition is their website. If the first page is all about the organisation and its products, services, people and awards there is an issue. If it does not talk about the customer, if it does not explain the “why” I should do business with you --- it does not explain the value add! Your value proposition needs to be the first thing visitors see on your homepage. It should also be visible at all major entry points to the site. The value proposition is the main thing you need get right. It will offer a huge potential boost to revenues.

A value proposition should comprise five key features:

It should clearly target a customer challenge, issue, goal or aspiration (Customer pain and gain points)
It should clearly outline how your product / service / solution, solves customers’ problems or improves their situation.
It should be quantified. Where will the customer gain this value? How do specific features and benefits deliver this value? Tell the ideal customer why they should buy from you and not from the competition.
It should be differentiated. The value proposition should be distinctive and hard for anyone else to replicate.
You should be able to capture the value back through increased sales, higher profit margins and longer retained customer lifecycles

A value proposition is not what you do, it is what you can do for me and what I get out of what can you do for me

Anon

Value proposition development requires detailed customer insight, along with the active support and engagement of other departments, divisions and partners. This on its own can be particularly challenging and difficult to accomplish.

Frameworks can be applied that support the process of turning your offers into compelling ‘value propositions' driven by clear customer insights that will grow demand for your products and services. It will require you to think and work differently as you evaluate laterally about what you offer your chosen market(s) Developing a clear and compelling value proposition will help generate new demand, improve your sales pipeline and ultimately drive greater revenue and profit for your organisation.

Workshop Topics

Define and evaluate the creation of winning customer value propositions.
Understand and apply key principles, process and templates in developing winning value propositions.
How to capture market and customer insights
Work more effectively with other functions in the organisation to identify, create and deliver successful value propositions.
Align multiple customer contact points to ensure consistent delivery.
Evaluate and measure the effectiveness of value propositions, both internally and externally.
Develop an understanding of, and the skills relating to, the formulation of compelling value propositions - ensuring that value propositions can be sold internally as well as externally

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Value propositions

Account Based Marketing (ABM)

Adopting an Account-Based Marketing (ABM) strategy to create sustainable growth and greater profitability

This workshop is designed for marketers who want to understand the key principles of ABM and gain a practical overview of how ABM works, what it looks like in practice, and how to adopt and deliver it successfully in an organisation. It will work through an ABM action plan and the key steps and challenges for launching an ABM programme.

In recent years attention has focused on developments in an evolving and important sales and marketing discipline, Account-Based Marketing (ABM). This is strictly a B2B discipline and practice with its own language, goals, and tactics. ABM requires a close alliance between marketing and sales. It shifts the focus from lots of leads to highly targeted accounts that are the best possible fit for your product or service. The ABM strategy is tailored specifically for each account. Whilst ABM as a major development is very current, it is far from new. Organisations have always focused on their most valuable accounts or account prospects however this has not always been supported with integrated and targeted sales and marketing activity.

Over the last decade, I think, marketers have really started to control a much greater portion of the lead to revenue cycle and with that has come the need to understand the lead in the context of the accounts that they represent. And then from a technology point of view, there have been three things: big data, machine learning, AI. All these technologies have come together to build out that account profile, ideal customer profile.

Vivek Sinha, Principal Product Manager, Adobe

Thanks to the growth of marketing automation, improvements in CRM and other technology innovations, ABM is now more manageable, accessible and relevant to many B2B marketing organisations. A shift has occurred, moving from a broad segmented approach of marketing campaigns targeted at the many utilising inbound and outbound demand generation activity, to a specific targeted key account-based approach. ABM provides an alternative, practical and scalable integrated sales and marketing strategy. Applied in a business, ABM offers a long term but effective integrated sales and marketing approach.

ABM is not a short-term fix. It requires maintaining a balance on delivering short term revenue growth with longer term revenue opportunities. Internally it requires managing the success expectations of key stakeholders. ABM requires new guidelines, new working practices and investment in new technologies. These will form a critical part of introducing and evolving ABM into the organisation. Successful implementation of ABM has delivered proven results, with many organisations using ABM seeing it deliver the highest ROI in their mix.

With ABM, we’ve moved from a margarita glass to a champagne glass when it comes to our approach to marketing. In the old-school world, marketing would run as many demand gen programs as they could, get as many leads [and] names as they could, put them in the top of the funnel — or the top of the margarita glass … a very small percentage of those would actually flow through to close-won business. In an ABM world, it’s much more like the champagne glass. It’s a much narrower top of funnel because you’re focused on a very specific, discrete set of your accounts: your target account list.

Jessica Fewless, VP of ABM Strategy, Demandbase

Workshop Topics

How ABM works, what it looks like in practice, and how to adopt and deliver it successfully in your business Improving the returns on your strategic account sales and marketing investments
Developing a systematic approach to implementing ABM.
How ABM increases your chances of winning large complex deals in strategic accounts
Positioning your organisation higher up the value chain with your strategic accounts
Choosing the accounts most suited to an ABM approach
Collecting and using account data to develop insight into targeted prospects
Using insight data to develop targeted and compelling value propositions
Understanding what improved account data can do for your ABM messaging
Improving the effectiveness of strategic account management through developing relevant and compelling content
Aligning marketing activity with account strategies
Focusing on the most important factors in winning internal buy-in for your ABM programme
Cross-selling and up-selling through greater relationship strength and depth
Evolving ABM to reach a slightly broader, yet still highly targeted audience

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Account Based

Marketing Planning

This workshop outlines the marketing planning process and brings together all the elements of marketing, within a clear framework and a step-by-step approach to preparing a marketing plan. The outcome will be a clear direction and action plan based on analysis and insight. The workshop is targeted at those individuals in the process of preparing a marketing plan or who wish to review the effectiveness of current plans against best practice guidelines. Senior managers will also find this workshop invaluable when needing to evaluate the plans submitted to them by marketing specialists.

A Marketing Plan is a bit like a job description for your company. Everyone should have one, but they’re often not fit for purpose, out of date and reviewed infrequently.

Smart Insights

A good marketing plan starts with a situation analysis to see where a business is currently positioned in its marketplace relative to today’s market developments and current market conditions. This is then projected forward using market environment (Macro) and market trend analysis Micro) alongside scenario analysis to evaluate where the business predicted position will be in the future.

A multitude of research resources are available to inform a market analysis. Most countries publish statistical data on business sectors in their region. This can tell you the number, type and size of businesses in specific sectors, average numbers of employees, average earnings, average income per household and more. Further sources include online reports, insights via trends and conferences. This valuable information highlights market size and value, market potential and opportunities. sector and the market share available.

Macro environment analysis evaluates the dynamic market conditions that are impacting and shaping the market. This includes Political, Economic, Social, Technological Environmental, Ethical and Legal developments (PESTEEL)

At a micro level, the more immediate market environment is analysed. This includes current and potential competitors, supply chains / distribution channels, and end customers particularly their changing behaviours and insights that inform and determine these behaviours and their needs.

This analysis will highlight the key opportunities and threats facing your organisation and the sectors that you compete in.

A comprehensive review or audit of the business is then required. This involves an assessment of current business capabilities, (resources, skills and technologies) an assessment of the current product / service portfolio also specific assessment of operational, sales and marketing capabilities and performance. Finally, a financial assessment of the business is required in terms of its investment returns, profitability, liquidity access to capital and the overall value of its financial assets

This analysis will highlight the strengths and weakness of the organisation.

The outcome of the audit when combining the external with internal analysis is the SWOT.

Marketing Objective Setting – Create SMARTT objectives: Where do we want to be?

SMARTT objectives are Specific, Measurable, Achievable, Realistic, Targeted and Timed

Strategic marketing objectives include:

Brand positioning
Growth
Market share / penetration
Customer acquisition / retention
New product developments / launch

Tactical marketing objectives include:

Sales forecast
Brand awareness / recall / engagement
Customer advocacy / satisfaction
Communication (Reach, Act, Convert, Engage)
Business efficiency and reducing costs?

Marketing strategy: Where to play, compete and win

Marketing strategy primarily covers evaluation of strategy options and decisions relating to growth or positioning

Marketing strategy is where we play and how we win in the marketplace. Tactics are how we then deliver on the strategy and execute for success

Mark Ritson – Brand consultant and Marketing Week columnist

Marketing strategy for growth

A growth matrix (Ansoff) helps to highlight the growth options a business can consider.

The matrix provides a structured framework through which alternative strategic options for growth can be identified and then evaluated. These are options available for any organisation looking to grow organically. The process of evaluating each option is based on an assessment of the attractiveness of existing and new market opportunity, an assessment of the organisations current and potential product / service portfolio and its competitive capabilities.

The outcome is a combined set of strategy decisions for market penetration, market and product / service developments. both for the short and long term.

Market positioning strategy focuses on matching competitive capabilities with market opportunity so that the organisation is best placed to not just compete but win in the markets it serves. Evaluating current and potential competitors and their strategies alongside monitoring changing market conditions will help to determine the organisation current and future competitive positioning. Alongside competitive positioning organisations need to consider the positioning of their brands and product / service portfolios. This will help determine is the current positioning still appropriate and relevant, or is there for instance a need to consider a brand / portfolio refresh or repositioning the brand on new attributes?

Tactics and Action - Create your marketing action plan

For many organisations the challenge is not setting the objectives and strategy but ensuring that the implementation requirements of the plan are clearly outlined, managed and achieved. The key is to create a detailed marketing action plan that can be project managed and coordinated across different organisation functions such as marketing, sales and operations. Projects will form a central part of the plan aligned to the key initiatives prioritised in the strategy section of the plan. Traditionally these tactics and action plans are presented in detail on Gantt charts with key activities, responsibilities, accountabilities, project timescales, resource requirements budgets and milestones outlined. The implementation of the plan will be project managed to ensure actions are completed by set dates. Marketing plans are more likely to be implemented rather than rely on lists or general instructions. A good action plan becomes a living working document. Increasingly as organisations face more dynamic market environments, we are seeing the utilisation of Agile project planning which requires a more flexible and team-oriented approach working on specific key initiatives which evolve over short periods of time through iteration and reiteration until a satisfactory project outcome is reached.

All elements of the marketing mix will be included within the plan including working with agencies and key partners

Evaluation and control - Monitor, manage and improve

The final step in completing the marketing plan is about setting appropriate performance metrics to monitor and measure the extent to which objectives have been achieved. It is essential to maintain close attention to this stage of the plan to enable prompt actions and for reporting requirements to the teams, managers and the board.

Today’s boards don’t need chief marketing officers who have creative flair but no financial discipline.

― Paul W. Farris, Marketing Metrics: The Definitive Guide to Measuring Marketing Performance

The methodologies that can be utilised to enable marketing performance measurement range from applying the principles of balanced scorecards that link marketing performance to business goals, creating marketing scorecards against key performance indicators across all marketing mix activity and to invest in and utilise the analytical capabilities now enabled through marketing technology.

Workshop Topics

The marketing planning process
Identifying marketing planning challenges for your organisation and develop an action plan to address them
Undertaking a marketing audit including macro, micro and internal analysis to identify and assess your external and internal situation.
Generating an assessment of current situation and future trend implications
Reviewing current marketing capability and performance
Setting marketing objectives aligned to the business goals and other business functions
Evaluating strategy options and determine best marketing strategy options
Developing a segmentation and targeting strategy, utilising personas
Constructing a strategy statement including setting growth, positioning and proposition development proposals
Generating alternative growth and positioning strategies for your business, products or brands.
Developing detailed tactics and action plans
Ensuring successful implementing of the plan – A project management mindset.
Identify implementation issues including barriers, scheduling and measurement approaches
Setting marketing performance metrics

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Marketing Planning

B2B Brand and Brand Management

This workshop is designed to give clarity and confidence to those responsible for the management, performance and strategic direction of the Business to business brand. Essential concepts in brand management are outlined, with guidance provided on how to overcome specific marketing challenges and key steps to consider in delivering the full potential of the brand and its competitive success in the marketplace.

Brands that have tribe thrive

Bernard Kelvin Clive -Personal Branding Coach, Brand Strategist at BKC Consulting

A range of key skills and actions are needed to define and build a strong B2B brand that delivers compelling points of differentiation, creates competitive advantage and gives your business the edge needed to thrive in today’s marketplace. Traditional rules of brand management are being challenged and new innovative approaches being adopted to ensure brands maintain their reach and relevancy to their target audiences. Organisations need to design, build and sustain a credible brand identity and proposition that is both differentiated from your competitors and stands for something meaningful for the 21st century. Exploiting new opportunities and managing the challenges that arise in today’s digital age, particularly in relation to the fast-evolving digital channels, requires a new set of best practice guidelines for managing brands and has focused brand leader’s attention on new ways for brands to break through the clutter and make a positive noise.

Look at every ‘revolutionary’ brand or category killer, it had an app, or a feature, or a functionality, or a user experience nobody else at that point could offer. I refer to this as ‘the Killer App’ principle.

David Brier, The Lucky Brand. The 10 golden rules of branding.

Effective brand management requires a clearly defined and systematic strategic branding process alongside clear guidelines on use of brand assets and campaigns. Consistency of execution must be aligned to the brands identity, image, purpose and values to avoid dissipation of brand impact.

Define what your brand stands for its core values and tone of voice and then communicate consistently in those terms

Simon Mainwaring. Award winning branding consultant, blogger, and social media specialist.

Numerous frameworks have been published and utilised by brand management teams when developing and managing brands. Below are two examples that can be applied, Kevin Keller’s Brand Equity Model and the Interbrand Brand Bullseye.

The importance of branding and brand management are equally as applicable in B2B markets as traditional B2C. Whether product or organisation, branding is critical to business growth (Circle Research, B2B Marketing Leaders Report). Business-to-business purchasing decision makers view your brand as a central element of the value proposition, placing as much importance on what it means to them as they do on your salespeople’s efforts to win the deal. As audiences demand more from brands in terms of their propositions and the value that they add, alternative brand management approaches are evolving that relate to audience desire for greater engagement, managing the audiences brand perceptions on themes relating to ethics and sustainability. Increasingly brands are refreshing and repositioning on more emotional attributes captured through brand storytelling.

Today, brands are not the preserve of marketing department. Brands are too important to be left to the marketing department - or any other 'department,' come to that. Organizational ghettoes do not create vibrant world-changing brands.

Thomas Gad – Brand flight and creator of the 4D Branding methodology

Workshop Topics

Evolution of contemporary brand management and strategy
Why your brand needs a distinctive and compelling proposition
What successful B2B brands do to tell their story creatively
How to express your B2B brand powerfully through digital channels
New ways to manage brands with the agility needed for our digital era
When to evolve your brand messaging to something more compelling than ‘thought leadership’
Effective B2B branding and and what we can learn from recent success stories and award winning B2C and B2B campaigns.
Frameworks for defining B2C and B2B brands
Identifying how to strengthen the brands identity and purpose.
How to manage brands efficiently and develop appropriate brand metrics to measure the impact

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Brand Managemnt

Product Management

This workshop is designed for Product Managers from various technical / scientific backgrounds. It will introduce the key marketing concepts, tools, processes and applications necessary to take product managers and their existing product marketing skills up to the next level. Opportunity will be provided to explore the demands being placed on the traditional product management function, to become more commercially orientated and work more effectively with different business functions in the process of developing, launching and managing products through their lifecycles.

Product management really is the fusion between technology, what engineers do and the business

Marissa Mayer – Technology author

Product management has changed. To be an effective product manager today requires a range of key business attributes, skills and capabilities alongside their technical competences. The role can be likened to that of a Managing Director responsible not for the health and growth of the business but their product portfolio, working with development teams to create market leading breakthrough products. The primary goal of a product manager is to lead, manage and facilitate the creation of products that deliver clear customer value and deliver year-after-year of sustainable profitability to the business.

Product managers play a key role in bringing many functions together. These include R&D, design, sales, marketing, operations, finance, legal, and external eco-system partners. It is an increasingly strategic as well as a tactical role. Successful product managers are responsible for developing the next generation of products, increasingly are required to collect and understand customer insights, work with market intelligence, develop marketing strategies and make decisions involving how to best position, price and manage their products in the market. These responsibilities operate alongside their product development / product lifecycle management responsibilities and every aspect of the new product launch and go-to-market success.

Product managers with backgrounds in engineering, software development, hardware development and science are required today to take their technical knowledge and enhance this with new skills in product marketing, operations and business acumen. Modern product management requires a broader range of skills and capabilities beyond just technical competences, to enable effective management of products and services

You can’t just ask customers what they want and then try to give that to them. By the time you get that built they will want something new

Steve Jobs – CEO Apple

Whether from a technical or commercial background, product managers need to be “customer centric”. Alongside the key requirements in attending conferences, talking to developers and engaging with their sales team, product managers must allow time to observe, meet and interview customers, listen to their issues, challenges, goals, aspirations and requirements. Alongside this focus on customers, product management involves constant monitoring and research of the market place the supply chain, competitors and requires constant reviewing of key performance metrics.

There are increasing opportunities for product managers to climb the career ladder into more senior management and leadership roles. To achieve this will require a range of enhanced skills and competences in strategic thinking, analytical capabilities and leadership skills alongside a talent to motivate and inspire colleagues working in cross-functional teams. Product managers who evolve and manage this effectively, will increasingly be more effective in identifying new opportunities, generating new product innovations and creating market strategies that will deliver greater revenue and profitability to the business.

Know your value add. I’ve seen three main PM archetypes: engineer turned PM, designer turned PM, and businessperson turned PM. As a member of the latter bucket, I recognise that I could never out-engineer an engineer or out-design a designer. Instead, I leverage my knowledge of our business and customers to better prioritise what features make it onto the roadmap and help my team understand why we’re building those features.

– Lauren Chan Lee, Director of Product Management at Care.com

Workshop Topics

Ensuring market-oriented and customer insight driven product strategies
Developing a product management strategic mindset
Setting vision, goals, and strategy for the product
Best practices to keep product development aligned customer needs and requirements
Product life cycle management from cradle to grave
Creating integrated and aligned go-to-market strategies
Effective targeting of the right customer personas and ensuring Product Market Fit (PMF)
Understanding the steps to developing winning value propositions
Understanding and application of Waterfall and Agile project management methods
Cultivating collaborative cross-functional relationships that build consensus – Opportunities and challenges
Best practice approaches to tracking, monitoring and performance measurement of product plans

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Product Managemet

“Marketing” Marketing

Marketing is guilty of not marketing itself adequately internally. This workshop outlines the key steps and actions required to position marketing internally as a central and critical part of any organisation’s operations. It highlights the importance of challenging and managing internal stakeholder’s misperceptions of marketing, its purpose and goals and how to demonstrate the value that marketing through its activities, contributes to business growth and profitability.

Internal marketing is probably much more important than external marketing. That's even more true today than it's ever been.

Tom Stewart – American politician

Marketing represents the organisational function and a set of processes for creating, delivering and communicating value to customers, and managing customer relationships in ways that benefit the organisation and its shareholders. Marketing is the science of choosing target markets through market analysis and market segmentation, as well as understanding customer buying behaviour and providing superior customer value.

The set of engagements necessary for successful marketing management include capturing market and customer insights, connecting with customers, building strong brands, shaping the market offerings, delivering and communicating value, creating long-term growth, and developing marketing strategies and plans.

If these core principles of marketing are that clearly understood from an external perspective, why is marketing as a discipline so narrowly perceived in terms of function and misunderstood in terms of its role in so many organisations internally.

It is time for marketers to market marketing!!

For many marketing teams, the challenge today is the same as 20 to 30 years ago. Marketing is not represented as a strategic discipline and is still perceived more as a support function to sales or the marketing communications function. Businesses are full of great people with a financial and technical skill set. The challenge is how does an organisation shift this expertise and knowledge from an inside to outside perspective, (Most commonly a financial, technical or product internalised perspective) rather than from an outside to in. (A market and customer centric perspective)

“Marketing” Marketing!!

Taking the core principles of marketing, its discipline, key processes and applications that are used daily by marketing teams and translating these into an internal value proposition. Gathering organisation insights and highlighting potential areas where marketing in collaboration with other functions can deliver value add through its people, processes and activities. Identifying and profiling internal audiences, building relationships and partnerships, communicating key messages and reinforcing the importance of the brand are just some areas to consider as marketing aims to reposition or strengthen its position with the organisation.

The marketing team has a fundamental role to play in bringing this voice of marketing to the table and helping people to think in that way. Push the importance of marketing. Understand what marketing can and can’t do for a company.

One of the key reasons, organisations fail to deliver a branded customer experience is because employees are not provided with the training, tools and empowerment necessary to deliver consistent and extraordinary experiences across key customer touchpoints.

Brands are built from within … [they] have very little to do with promises made through advertising. They’re all about promises met by employees.

Ian Buckingham - Brand Champions: How Superheroes bring Brands to Life:

Businesses will only win if they understand what is important to their customers and develop winning value propositions, generate stronger emotional engagement and provide great customer experiences that deliver value and sustainable advantage. Yes, we have marketing departments and teams, but the broader organisation also needs to be marketers. That is why marketing can only be part of a whole organisation piece.

Marketing is too important to be left just to the marketing department.

Philip Almond, marketing director, Diageo

Many organisations have made good progress on this, but still have much further to go to be genuinely customer centric. Marketing itself, needs to refocus its efforts on clearly defining its central and important role within the organisation and lead the charge to think in the right way about customers.

To be respected in the boardroom, Marketers today must have a good handle on numbers, understand return on investment and the decisions that drive bottom and top line, Equally, Boards of Directors and senior management must include at least half of their meeting agendas in talking about customers, customer experience and brand plans.

This is problematic if the CEO does not generate a culture that advocates and champions the customer. As a CEO, if you are not a marketer you still need to think about core underlying customer needs, the propositions to meet those needs and how to do that better than the competition. Unless that is a fundamental part of the way in which a CEO approaches business, they cannot be an effective CEO.

Workshop Topics

Conducting an internal audit of marketing
Developing your internal value proposition
Customer centricity - who owns the customer relationship.
Driving employee engagement - Align your people to what your brand stands for.
Establish a brand driven culture that can make a difference in the lives of your employees.
Internalisation of brand purpose and values - the importance of internal branding in an organisation
Aligning external and internal communications to maximise customer engagement
Changing the conversation. Strategies in getting strong and regular access to the board
Working collaboratively with people in the business
Understanding return on investment and decisions that drive the bottom and top line.

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Marketng

Building Sales and Marketing Alignment

A workshop that highlights the key steps and requirements of creating a united, aligned and integrated sales and marketing operation that streamlines and optimises sales and marketing planning to deliver greater efficiency, improved implementation and growth in sales revenue. The workshop will highlight the key internal and external drivers that mean there has not been a better time and opportunity for sales and marketing to align.

“When sales and marketing teams are in sync, companies became 67% better at closing deals.” – Marketo

As marketers, we get used to the idea that sales and marketing do not get along. Whilst there might sometimes be agreement on a strategy or client, most of the time sales and marketing are not communicating or working in alignment with each other and frequently just trying to avoid each other. In many organizations marketing is charged with “generating leads” and sales is charged with “closing leads” rather than adopting a collaborative approach. This kind of relationship isn’t productive or healthy. Sales and Marketing need to work closely to drive growth for their organisations. The reality for many organisations is a sales and marketing divide and this raises numerous and diverse internal challenges.

I do believe the modern sales leader has to be a marketer

Matt Gorniak – SVP Salesforce.com

BUST SILOS, BUILD BRIDGES

In most cases, it requires taking a step back and thinking about why the problem exists, isolating the types and causes of tensions and barriers that are evident. These will include issues around the organisations existing structure, process, roles, responsibilities, leadership, organisation culture, planning cycles that impede coordinated planning and not having aligned goals and metrics.

Several developments are evolving that support the move towards greater sales and marketing alignment. Alignment and integration of planning cycles, integrated technology platforms and processes, increasing importance and understanding of the value proposition framework and developments in areas such as Account Based Marketing all have as key requirements, improved engagement and more integrated working practices between sales and marketing teams.

Topics

Adopting a collaborative approach to sales and marketing planning
Aligning sales and marketing activity through the sales funnel
The revenue multiplier impact of sales and marketing as a result of working together
Building a shared view of the company’s target market through development and use of personas
Utilising sales and marketing insight to inform sales collateral and content creation
Understanding how and when content is being consumed and its impact on the sales cycle Leveraging marketing automation and sales enablement tools that produce targeted high-value content
Aligning content & communication activity with sales activity through the customer buying journey
Defining what actions should trigger desired actions throughout the customer buying journey.
Understanding the critical handover and hand back stages based on monitoring customer behaviour

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BusinessSales

Customer Experience and Customer Journey Management

A workshop that explains the practice of customer journey management, using behavioural trends and technology to provide a visualisation of an end-to-end customer journey, delivering actionable insights that will enable delivery of a more optimised customer experience.

Customer experience is the new marketing battlefront

Chris Pemberton – Gartner

To acquire, grow, and retain your best customers, you need to understand their buying journey and adapt in real-time your marketing communications, sales contact strategies and service / support programs. Organisations require a company-wide customer experience strategy, supported with in-depth qualitative and quantitative customer experience insights, application of the right technology / processes and a customer-centric mindset.

Customers advance along hundreds of possible paths at the same time and expect organisations to understand them at each step. Many organisations are living with multiple legacy technologies and tools and numerous dashboards / reports which inhibit them from gaining this understanding. To process hundreds of thousands of events each second, investment is needed in technology areas including artificial intelligence, predictive analytics, and machine learning. To effectively manage the customer journey, organisations need to be aware of every interaction a customer has with their brand. Whether it is a response to an email offer, a visit to your office or website, a video conference with the sales executive or a live web chat or phone call to your support centre, each of these is a “moments of truth,” and will potentially influence and impact on a customer’s purchase intentions.

ORCHESTRATE SALES AND MARKETING TO DELIVER THE ULTIMATE CUSTOMER EXPERIENCE

A customer journey map puts the customer at the core of your organisation’s thinking. Its success is based upon your ability to hear the voice of your customer, their behaviour, thoughts, feelings and preferences. Mapping the customer journey encompasses tracking a whole series of customer activities. It helps understand multi-channel customer experiences and create a single view of the customer. The map describes each step and stage of their buying cycle and how this process occurs. By mapping a customers’ experiences and how they are using the different channels, it is possible to better engage with them, shape their experience and influence their perception of the brand. Customer journey maps also help to identify and isolate where communication gaps occur or where process bottlenecks and other points of frustration occur in their interactions and experience with a brand

A BETTER APPROACH TO CUSTOMER ENGAGEMENT

Customer Journey maps help assess the impact of these gaps and bottlenecks to optimally design the touchpoints. They create a visualization of the end-to-end customer experience, providing insights that when acted upon can increase conversion to sale, increase lifetime value of the customer and increase order values / reduce the cost to serve.

Workshop Topics

What is a customer journey map and why?
Scoping and mapping the customer journey
Using the right kind of customer journey map
identifying the journey maps for selected personas / customer segments
Identifying each selected personas / customer segments experience across multiple touchpoints
Establishing the key touchpoints that trigger positive and negative customer experiences?
Isolating the cause of frustrations, and unsatisfactory experiences of customers
Creating highly visual depiction customer journey maps
The importance of a customer centric culture that empowers employees to think about customer journeys and actively consider why and how customers are interacting with the brand
Developing a measurement system that captures the ability of the internal process to deliver the experience and the voice of the customers on each stage of their customer journey
Ensuring every employee knows their role and have KPI’s dedicated to their delivering an end to end customer experience?

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Customer experience

PR and Storytelling

A workshop that outlines the importance of and the how to of brand storytelling. The use of narrative and storytelling that can make powerful emotional and personal connections between brands and their target audiences.

Tell a story. And more importantly, relate that story back to your ideal prospect’s problems or desires. Even if the story focuses on the founding, evolution, or growth of your company, make sure people understand that those great things happened because of the value you provide your audience, customers, and clients.”

Brian Clark, Founder and CEO, Copyblogger Media

Audiences are overwhelmed with communications that they tune out. Whether this is deliberately or in their subconsciousness, much of the messaging communicated by marketers is not connecting or engaging with their target audience. In recent years there has been a significant growth in organisations adopting the technique of storytelling and it has become an essential part of PR and marketing communications. Stories have the power to be memorable, create emotional connections and acts as a powerful trigger for action.

Neuroscientists have demonstrated that our brains are 'wired for story' and that we retain more information when it is delivered in a narrative framework. Storytelling connects on a human level allowing audiences to experience emotions, whether this is happiness, sadness, aspiration or inspiration. Great storytelling makes the audience feel something.

BE DIFFERENT. TELL A STORY

A great story will take a customer on a journey. It doesn’t haven’t to be about a product or service but the story does need to be relevant and clearly associate with the brand. It needs to be personal and a story that the audience can relate to through an emotional connection. Stories that can:

INSPIRE

By using everyday heroes, these can act as inspiration as people immediately warm to them. These heroes can be your customers who are achieving amazing things.

FIX PROBLEMS

Through demonstrating awareness of the challenges and problems a typical persona from a target audience faces, use stories to show how through your solutions they have been enabled to fix their problems.

PULL ON HEARTSTRINGS

Organisations can demonstrate key emotional and personal attributes of their brand through highlighting acts of bravery, kindness, innocence and imagination. These can be related to good causes, acts of sacrifice or highlight moments and occasions that go back in time.

HIGHLIGHT LOCAL

Brands can really engage with their audiences by featuring campaigns audiences can relate to that are ‘close to home. Through identifying local people that use an organisations products and services or are part of the supply chain that brings the product or service to market can bring a story alive.

Tell me the facts and I’ll learn. Tell me the truth and I’ll believe. But tell me a story and it will live in my heart forever.

An old Native American proverb

Organisations are surrounded by opportunities to capture and communicate stories. Every organisation is full of stories. It could be about how the founder of a business has battled against the odds to make it a reality. It could be about how a member of your team has gone above and beyond the call of duty to help a client. It could be a story of how a innovative idea was developed and successfully launched. These stories can be cascaded throughout the organisation and to the target audience as part of an integrated approach across selected online and offline communication channels, to drive maximum impact in supporting and enhancing the brand.

Topics

Understanding your Brand. The key elements that define your Brand. What can you do to make your brand more iconic and live its values?
Understanding the concept of storytelling
What is a Brand story and how do you create a good one?
Techniques to help establish the key themes and the ‘Big Idea’ that will communicate your brand story
The neuroscience behind storytelling
Uncovering stories that already exists in the business and establishing the key elements that make up that story.
What makes a story work?
Structures to help develop and shape the Brand story
Key skills, techniques and tools used by Brand storytellers.

Nothing sticks in your head better than a story. Stories can express the most complicated ideas in the most digestible ways.

Sam Balter – Senior Marketing manager Podcasts - Hubspot

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PR storytellin

Practical Guide to Marketing for Non-Marketers

The perfect workshop for individuals who are not directly involved in the marketing team but need to understand or work more closely with the key decision-makers and want to stay ahead of what is happening in a constantly changing marketing landscape

Marketing is one of the most important things a business can do. Not only does marketing build brand awareness but it can also increase sales, grow businesses and engage customers. There are so many core business function, that stem from a good marketing plan that any organisation would be silly not to give it a shot.

Jenna Gross – Chief Marketing Officer

Business professionals with no formal marketing experience or training but who interface with marketing in their daily working lives would benefit if they had a more complete understanding of the role of marketing and marketing decisions. This knowledge would enable a more informed judgement to be made on marketing’s true contribution to the business and how it is perceived as a discipline, not just a function, that can be a key part of delivering improved business performance.

MARKETING ORIENTATION CUSTOMER INSIGHT CUSTOMER EXPERIENCE

Because its purpose is to create a customer, the business enterprise has two -- and only these two -- basic functions: marketing and innovation.

Peter Drucker – Management Guru

Better appreciation, knowledge and understanding of the core marketing concepts and key tools, theories and applications, will enable those not involved directly in marketing, to work more closely with their marketing team and enable different functions to work more effectively as part of an integrated marketing approach. This improved integration will highlight where opportunities exist to contribute, collaborate and support more effectively the work of marketing across the different business functions particularly benefiting those working in Accounting, Finance, IT, Sales, Operations, HR, Manufacturing and R&D.

MARKETING PLANNING MARKET SEGMENTATION EXECUTING YOUR PLAN

This will enable different internal business functions to be engaged more centrally in a more integrated approach to the planning and implementation of marketing strategy. Achieving a more focused marketing orientated approach that supports cross functional working, to perceive marketing not as a peripheral function but a key internal business discipline, will enable the rationale behind requests for marketing investment and spend to be more clearly understood and supported.

Marketing is about connecting the right customers to the right product. Marketing helps sales teams, and people throughout the company, think from the outside-in about what is being offered, convey its value in customer-centric ways, and persist through barriers that can only be addressed through deep customer knowledge and insight

Business school professors - Thomas Steenburgh and Michael Ahearne

IMPORTANCE OF BRANDING VALUE PROPOSITIONS MARKETING COMMUNICATIONS

Workshop Topics

The changing nature of Marketing - Understanding the contribution of marketing and the role of the modern marketing function
Importance of customer insight and understanding customer requirements
The marketing mix - Decision-making on products, services, communication, price and distribution
The buying process and the psychology of buying decisions
Develop and better understand approaches to market segmentation
Value propositions – Understanding customer sources of value
Customer acquisition; marketing conversion and retention funnels
How effective positioning impacts on products or services performance in the marketplace
Working with external agencies, suppliers and other key external stakeholders
Understand and implement pricing strategies that maximise profitability.
Marketing planning and the go-to-market strategies for your business.
Integrated marketing communications – Balancing offline with digital marketing approaches
Marketing metrics – Approaches to measuring marketing performance

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Non markte

Data analytics and technology in the modern B2B organisation

Keep things simple and only add new technology when you are ready to leverage it.

Sangar Sahin – VP of Marketing Hotjar

A workshop that evaluates developments in modern marketing technology and its operation, highlighting the challenges involved and providing actionable insights, tactics and strategies that can be implemented immediately.

Traditionally the creation of marketing reports has been a demanding task, with hours spent on data gathering and cleaning, storing, analysing and reporting. These tasks take time from what really generates value. Investing in marketing technology can save hours per month of this manual effort and can eliminate up to 60% of marketing costs. Using multiple software tools causes integration hassles, poor customer experiences and stunted sales. Increasingly organisations are investing in all-in-one platforms that successfully integrate and streamline these processes.

Developments in the field of marketing technology has meant that marketers today, can operate at speed to access the data they need without waiting on IT or business analysts. Cost effective and time saving solutions are available to marketers. These make data reporting achievable to the whole business enabling real time strategies and actionable tactics to be implemented. Integrated technology platforms, enable marketers to plan strategically, invest with purpose, measure the performance of their activities, and ultimately maximise marketing’s impact on the business.

Many organisations are however not at the stage where they can invest or successfully manage and implement this technology. They are looking for guidance and support in solving many of the pressing marketing technology and operations challenges they face.

PERFORMANCE MARKETING MARKETING ANALYTICS BUSINESS INTELLIGENCE

Investing in integrated marketing technology applications enable organisations to more rapidly gather actionable insights from their data and utilise this to optimise their digital marketing activities. A fully integrated marketing technology stack offers the potential to remove data silos or manual data collection. Applications such as sales funnel analytics, integrated with marketing automation and CRM, enable better evaluation and control of Marketing spend and activity across all channels. The centralisation of marketing data such as Return on Advertising Spend (ROAS), Return on Marketing Spend (ROMS) and cross channel performance enables reports to be generated automatically!

The challenge for many companies is how to deliver this at an affordable cost and ensure that it is scaleable to the business requirements. They are faced with organisations selling technology systems that require a parade of engineers and consultants to install, train and support them. This creates a daunting prospect that involves high set-up fees and contracts that lock clients into long term contracts. Businesses seek and increasingly demand from vendors cost-conscious solutions, that provide integrated all-in-one platforms, have an affordable starting cost, do not involve lock in contracts and take away any need for the business to build their own single-point self-build solutions.

Selecting and separately buying marketing automation, a web builder, email tool, CRM system an ecommerce platform and work out how to integrate these separate platforms together, alongside spending time logging in to five separate systems is no longer required.

AUTOMATED DATA COLLECTION VISUALISATION TOOLS BUSINESS READY DATA

Workshop Topics

How it works
What marketing technology is and how to define your organisations’ needs
Distinguish among features, architectures, cost, and ecosystems to assess how you can determine the best-fitting tools for your needs
How to assess technical or organisational factors that could affect the success of marketing technology implementation
How to quickly identify the most suitable and relevant vendors
Understand how to connect your data sources to the sales funnel
Learn how to create meaningful data sets without complex formulas or IT assistance
Create automated dashboards & reports in any visualisation or BI tool you wish
Easily create metrics that make sense for your KPIs.

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Data analytics

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We can help you to develop your teams specific marketing skills and knowledge to improve your company’s competitiveness, ROI and performance