how do you like your eggs in the morning: ucr conference 2012
DESCRIPTION
A simple 7 step toolkit for creating strategic marketing plans that really work Kay Grieves, University Library Services SunderlandTRANSCRIPT
Today … Toolkit Taster Session
After today’s session you will:
• Have a better understanding of the benefits of strategic marketing
• Have an overview of our 7 step approach
• Have explored some of the key techniques
• Be prepared to apply the toolkit for your own purposes
• Know how we can help you further
The 7 Step Toolkit
2008: How our toolkit came to be?
• New Quality Model • Wanted to build relationships with our customers• Wanted to nurture conversations
• Strategic marketing held the key• Apply strategic marketing to our service culture
• Exploration led to the creation of the toolkit – How Do You Like Your Eggs In The Morning?
• Toolkit consists of our workbook and a tried and tested workshop
Since its inception :
• Central strategic planning tool at University of Sunderland, Student and Learning Support eg. Quality Model Campaign
• Shared with staff from over 80 libraries and information services throughout UK
Applied for various purposes :
- re-defining services and service offers
- strategic marketing/communication plans
- planning customer conversations
- Specific purposes eg. Customer Service Excellence Award
‘This is more than a toolkit – it’s a way of thinking, planning and delivering high quality, relevant services.’ (CILIP UCR Marketing Group)
The 7 Step Toolkit ..
Step 1. Establish where you want to go – your strategic direction and priorities
Step 2. Identify your overall service offersStep 3. Identify, segment and describe your customersStep 4. Define a targeted service offer for each customer
segment (to meet their identified needs)Step 5. Transform your service offer into benefits for each
customer segmentStep 6. Translate these benefits into targeted messages or
conversations for each segmentStep 7. Communicate your key messages through
customer conversations
What is marketing?
It is not:
• An ‘add-on’ to the end of the service planning process
• Just about promotion• Describing features of a
service/product • Inward looking• ‘One size fits all’
It is:
• A strategic management process• The starting point of all service planning• Entirely customer led• Benefit driven• Outward and forward looking• Personalised and targeted
‘A dialogue over time with a specific group of customers whose needs you understand in depth, and for whom you develop a specific offer with an advantage over the offers of your competitors’
McDonald
See page 4
What can a marketing plan do for us?• Ensure we know who our customers are and what they need• Plan services that fulfil our customers’ needs • Effectively communicate the benefits of our services• Ensure customers are motivated to use our services• Ensure customers make most of our services• Demonstrate the difference we make and the impact we have
Step 1. Establish where you want to go – your strategic direction & priorities
Internal
• Mission statement• Values/Culture• Vision/strategy
External
Vision/outlook of:• Wider organisation• Sector• Nationally
See Step 1 page 7
SWOT & PEST analysis
useful here
Step 2. Identify your service offersList your offers todayand those you may beplanning for the future
SWOT• Strengths• Weaknesses• Opportunities• Threats
See Step 2 page 9
Step 3. Identify, segment and profile your customersWhy?• Need to know who your customers are and
what they need before you can begin to provide it
• You need to know them so that you know how best to have conversations and build a relationship with them
Why segment?• Everyone is different• One-size does not fit all• Bespoke is often not possible• It makes it manageable
How?• Use what you already know• Have conversations with them• Group those with similar needs, wants,
motivations and characteristics• Profile them so that you know all about them• Make sure everyone involved knows who
they are
See Step 3 page 12
‘The identification of individuals with similar characteristics and wants ’Jobber
US National Park- customer segmentation
• Urban Beach Boys 3.8%• Inactives 22%• Young New England Wind Surfers 0.9%• Nature Lovers 27.2%• Musclers 6.2%• Thrill Seekers 8.3 %• Hunt-n-Fish Mens Motor Club 6.3%• The Take it Easies 25.3%
Tourism Queensland-customer segments
Active Explorers • Holidays...where they can be challenged and feel alive
Stylish Travellers • Holidays...where they can stand out from the crowd, and appreciate and enjoy the finer things in life
Self Discoverers • Holidays...where they can enrich their mind and nourish their body
Unwinders • Holidays...where they can reflect and recharge at their own pace
Connectors • Holidays...where they can bond with family and friends
Social Fun-seekers • Holidays...where they can share good times with friends, new and old
Visit Britain – segments of UK customers who holiday in own country
Visit Britain–segment profiles•
High Street - the largest segment with 22% of the population, they are aged between 26 - 35 and their average income is £22,150. They care what others think and are trend followers, rather than setters, although they like new experiences (new to them, as opposed to cutting edge). They'll pay for quality but only if it's tried and tested. More likely to take long holidays abroad but are attracted to bargain short breaks in the UK and are unlikely to go off the beaten track. A third have children. They are moderately interested in art and culture.
•Cosmopolitans - the second largest segment at 15% of the population, they are relatively young (although a third of them are post holiday) and their average income is about £26K. They are independent and willing to try new things to get new experiences and challenges, both mental and physical. They like to be active but also appreciate peace and relaxation, and art and culture. On average they take over 4 short breaks a year and they enjoy a wide variety of things, especially activity/themed holidays.
•Discoverers - they represent 13% of the population, are most likely to be between 26 and 35, have children at home and be high internet users. They are independent and not influenced by style of brand but they are keen on value for money and rate good service highly. They are much more likely to take a bargain break/late deal than a planned, packaged holiday and are also more likely to weekend in England than abroad.
•Style Hounds - representing 12% of the population Style Hounds are young (most are 15 - 25) and heavily influenced by brands, fashion and trends. Their average income is £23,000. Half have no children (so have a high disposable income) and 45% have a young family. They are motivated by fun and excitement and are not very interested in cerebral or cultural pursuits.
Who are your segments?Who are they?
• What is their situation? Part Time? Full Time? Off Campus?
• Where are they in their journey?New? Returning? Progressing?
• What subject do they study/research?
What are they about?
• What difference are they looking to you to to make for them?
• What barriers do they face?
• What are their priorities?
• What do they want to achieve?
• What might motivate/interest them?
• What do they want to know about? Talk about?
Activity 1. Profiling a customer segment
10 mins
Take your example segment. Have a go at profiling them. Think particularly about what ‘difference’ they look to you to make.
It may help to think about things like:
• Their mode of study; Subject area; Point in learning journey.• What barriers, difficulties, challenges they may face?• What might motivate, inspire & interest them and what will not?• What do they need most from you?
See Step 3 page12
Step 4. Define a targeted service offer for each customer segment (The 4 Ps)
Define a targeted service offer based on your segment’s needs and preferences. Thinking about:
• Product? Which services can you offer to meet their needs?
• Place? Where and when can the customer use those services to best meet their needs?
• Price? What does the customer have to give up in order to use your services?
• Promotion? See Steps 6 & 7• Competition? Who else provides what they
need?
See Step 4 page 18
‘ To implement the marketing conceptsuccessfully and satisfy customer needs, different product offerings must be made to diverse customer groups.’ Jobber
Matching products and services to your customer segments
Step 5. Transform your service offers into customer benefits
For each service offer to each segment identify the specific benefit of that service offer to them.
Define:
• The difference the service will make to them
• Why the price is worth it
• Why your service is better than the competition
• The overall benefit of your service offer
See Step 5 page 21
Benefit: ‘An offer of some entity in which they get more than they give up as perceived by them and in relation to alternatives including doing nothing.’ Perla
Activity 2. Defining your service offers and articulating their benefits for your segment
10 mins
Using your customer profile:
• Agree 1 service offer for your segment (Table 1)
• Articulate the benefit of your service offer (or the difference it will make) to your segment (Table 2)
Step 6. Translate your benefits into targeted messages – AIDA principle• Attention Make me actually notice
• Interest Spark enough interest to make meread/listen further and see what thiscould do for me
• Desire Provide an incentive or somethingthat makes me want the benefits youare offering
• ActionMotivate me enough to take thetime/effort to actually take up the service
See Step 6 page 25
Step 7. Communicate your key messages by nurturing customer conversations
Plan effective, benefit-led conversations or campaigns to deliver your messages to your customer segments:
• Build a meaningful brand – cultural, verbal, visual, physical, personal
• Identify vehicles to convey your messages eg. Facebook, blogs, Twitter etc
• Consider the most effective timing• Ensure staff buy-in to the culture of
nurturing relationships with their own customer segments
• Capture the difference you are making and impact you are having
See Step 7 page 29
Timing
Tools
Sharing & engagement
Planning your conversations
University Library Services Sunderland:Quality Model Campaign
pinterest.com/UniOfSunLib
Targeting your offers to your customer segments
• By who they are:University of
Sunderland Library Services
• By what you offer:
i-escape
Accor Hotels
Matching your brand to your customer segments
Building brands to meet the needs of specific segments
Estée Lauder has a total of 27 brands which include:
American BeautyAramisAvedaBobbi BrownBumble and BumbleCliniqueDonna KaranEstee LauderJo MaloneKitonLab Series
La MerMac CosmeticsMichael KorsMissoniOjonOriginalsPrescriptivesStilaTommy HilfigerTom Ford Beauty
Thomson Holidays January 2011 campaign
Thomson Holiday Campaign 2011
Are you a ….
Toe dipper?Night owl?Early bird?
‘Whoever you are we’ve got your holiday …’
Encouraging customer conversations
Activity 3. Plan a conversational campaign with your customer segment10 mins
Draft ideas for an example campaign to convey the benefitsof your service offer to your customer segment?
Maybe think about:• How?• When?• Tools?• How could you capture impact?
Activity 4. Feedback5 mins
Your segmentYour service offer and benefitsYour conversational campaign and impact capture ideas
The 7 steps
Step 1. Establish where you want to go – your strategic direction and priorities
Step 2. Identify your service offersStep 3. Identify, segment and describe your customersStep 4. Define a targeted service offer for each customer
segment (to meet their identified needs)Step 5. Transform your service offer into benefits for each
customer segmentStep 6. Translate these benefits into targeted messages for
each segmentStep 7. Communicate your key messages and sell your
services
Interested to know more …
If you would like to:
• learn more• adapt the toolkit to your own
needs • discuss the possibility of us
running a full workshop for your library
........ just get in touch.
[email protected]@sunderland.ac.uk
We’d love to hear from you .