Bloom’s Taxonomy: LV, LVI
Definition
- LI. Remembering: Exhibit memory of previously learned material by recalling facts, terms, basic concepts and answers.
- LII. Understanding: Demonstrate understanding of facts and ideas by organizing, comparing, translating, interpreting, giving descriptions and stating main ideas.
- LIII. Applying: Solve problems in new situations by applying acquired knowledge, facts, techniques and rules in a different way.
- LIV. Analyzing: Examine and break information into parts by identifying motives or causes. Make inferences and find evidence to support generalizations.
- LV. Evaluating: Present and defend opinions by making judgments about information, validity of ideas, or quality of work based on a set of criteria.
- LVI. Creating: Compile information together in a different way by combining elements in a new pattern or proposing alternative solutions.
Topic Description
Based on the results of a sound situational analysis the Integrated Marketing Strategy (IMS) outlines the company’s products and services, marketing objectives, target markets, competitors, external marketing message as well as the company’s unique selling proposition. This topic will support the marketing manager in the development of an Integrated Marketing Strategy through a knowledge of the benefits of integrated marketing, marketing channels and activities, and situational analysis while being customer centric. Measurement of marking success will be covered. Further it will explore the importance of connection to customers, interpersonal and emotional skills development and quality, continuous improvement, and review management.
Learning Objectives
LO1. Recognize the importance of an Integrated Marketing Strategy to food marketing efforts.
It is important to understand what integrated marketing is and the benefits of it before embarking on development of an Integrated Marketing Strategy.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Define Integrated Marketing
- P2. Outline the benefits of Integrated Marketing, including:
- a. efficiency,
- b. ability to focus on customer segments,
- c. gaining new customers,
- d. building of long-term customer relationships,
- e. defined company message and brand,
- f. consistent messaging,
- g. reduced cost of marketing, etc.
- h. Prevents panic decisions and focuses on resources.
- P3. Be customer centric and identify the target customer behaviour and buying decision making process.
- P4. Demonstrate the value of the product or service to customers.
- P5. Define which forms of advertising to use.
- P6. Measure the return on marketing investment.
- P7. Advise the top management on marketing strategy development.
LO2. Establish marketing channels and activities to support marketing effort.
Before being able to integrate marketing strategies, it is important to understand marketing channels and activities that are used to support the organization’s marketing efforts. Traditional print, TV and tradeshows have been augmented by online assets like websites, blogs, and social media, online tools like Search Engine Optimization (SEO), Search Engine Marketing (SEM) and digital ads. All will become part of the instruments the organization considers in future marketing.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Define the goal of the organization’s campaign (i.e., brand awareness, leads, sales targets).
- P2. Identify the marketing message to be communicated (i.e., branding and differentiation)
- P3. Identify marketing channels and summarize the usage of each in marketing, including:
- a. paid media,
- b. earned media,
- c. owned media,
- P4. Compare and contrast marketing activities and tactics that could be used for each marketing channel, including:
- a. Print marketing
- b. Landing pages,
- c. Pay-Per-Click advertising,
- d. direct marketing,
- e. blogs and newsletters,
- f. group discounts,
- g. organic searches,
- h. reduced price promotion,
- i. giveaways or contests,
- j. tradeshows,
- k. direct mail,
- l. Television, Radio
- m. Outdoor advertising
- n. Word-of-Mouth, Referral
- o. Others
LO3. Evaluate and select Situational Analysis Tools for use in a food processing company in development of an Integrated Marketing Plan
Before developing a marketing strategy, it is important to determine the health of the business through a situational analysis. The situational analysis allows the organization to understand the competitive situation, product and distribution position, strengths, weaknesses as well as the environmental factors they face. Then ensure this fits the customers’ needs.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Illustrate how internal and external factors can impact a food processing company’s performance, including:
- a. customers, consumers
- b. competitors,
- c. suppliers,
- d. regulations,
- e. and advocacy groups,
- f. others.
- P2. Summarize the outputs of a situational analysis including:
- a. state of a business,
- b. company’s capacities,
- c. current and potential customers,
- d. growth opportunities,
- e. the business environment, etc.
- P3. Compare and contrast the most popular methods of completing a situational analysis.
- a. 5Cs Analysis,
- b. SWOT analysis
- c. Porter five forces analysis
- d. Valuable Rare Inimitable Organized (VRIO) Analysis
- e. Political Economical Social Technological Legal Environmental (PESTLE) Analysis,
- f. Others
- P4. Using one or two of the situational analysis methods complete a situation and document lessons learned.
- P5. Recommend which situational analysis method would work best for the organization.
LO4. Develop an Integrated Marketing Strategy.
Integrated marketing is cost effective, builds trust with your customers, eliminates confusion, and increases marketing efficiency. An Integrated Marketing Strategy increases success in your marketing efforts and is a must have in any marketing managers toolbox.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Explore the main elements to include in an Integrated Marketing Strategy (IMS) for a food company using real-life IMS examples.
- P2. Using a Situational Analysis, develop marketing and advertising campaign ideas that include:
- a. Objectives,
- b. Identification of target customer,
- c. Content idea and brand story,
- d. Marketing channels,
- e. Communication plan,
- f. Measures of success,
- g. Timeline.
- P3. Generate an Integrated Marketing Strategy for the food processing case study company based on the results of the situational analysis and generated campaign ideas. It should include:
- a. Clear vision (what is the end-benefit of a customer using the product/service?)
- b. Marketing goals and strategies,
- c. Target audience (demonstrate the alignment or “fit” between the ideal customer, pricing strategies and the unique selling proposition)
- d. Focus on solutions that fix a problem or fulfill a need.
- e. Unique selling proposition (what makes the product unique and different?)
- f. The message
- g. Key Performance Indicators
- h. Sales channels (where are potential customers going to find the products/services)
- i. Market coverage,
- j. Distribution channels,
- k. Service levels (physical and digital)
- l. Marketing channels (how the marketing effort can be coordinated across multiple marketing channels)
- m. Expected Return on Investment
LO5. Measure the success of Integrated marketing efforts.
A key aspect of any marketing effort is measurement. Marketing must be results driven. Measurement is conducted during the campaign (progress on KPIs) and after the campaign (Lessons Learned). This allows a marketing manager to direct their effort and budget toward successful efforts.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Outline the broad categories of metrics used to measure marketing success including:
- a. Market Measures
- b. Engagement Measures
- c. Customer Measures
- d. Revenue Measures
- e. Risk Measures
- P2. Explore specific KPIs currently used by companies and identify ones that would be a good fit for the food industry. There are literally dozens of metrics, conventional measures include:
- a. campaign engagement,
- b. goal completion rate,
- c. lead quality,
- d. incremental Sales,
- e. direct sales revenue,
- f. cost to acquire a customer,
- g. customer retention rate
- h. Customer Lifetime Value (CLV),
- i. Return on Investment (ROI),
- j. Customer Acquisition Cost (CAC),
- k. Customer Satisfaction Level,
- l. Cost per sale,
- m. Cost per lead,
- n. Others.
- P3. Facilitate a Lessons Learned discussion revealing:
- a. Campaign successes,
- b. What was learned about the audience and marketing channels,
- c. Customer feedback,
- d. Unintended outcomes,
- e. What could have been done differently,
- f. Recommendations for future campaigns.
LO6. Resolve customer complaints and provide training explaining the importance of connection to customer.
To successfully market any product there must be a positive connection to customers whether they are internal or external. Collecting and using customer satisfaction feedback is important for driving continuous improvement as is a robust customer complaint system.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Distinguish between internal and external customers.
- P2. Explain the importance of performance, on-time delivery, quick resolution of customer complaints, and level of service on customer retention and relationships.
- P3. Describe various methods for collecting customer satisfaction feedback, including:
- a. formal surveys,
- b. informal feedback,
- c. focus groups and
- d. other methods.
- P4. Document the importance of using customer satisfaction feedback to drive continuous improvement.
- P5. Define and identify a customer complaint. Understand and apply the complaint handling process including documentation, action taken, and providing resolution to the customer.
- P6. Provide training to the team explaining how to handle customer complaints.
LO7. Provide feedback to the team and develop interpersonal and emotional intelligence skills.
Good interpersonal and emotional intelligence skills are important to maximize individual and team success as well as emotional and physical health. The supervisor must understand the benefits of interpersonal and emotional intelligence skills and make an ongoing effort to build these skills.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Provide support and constructive feedback to the sales team.
- P2. Define the most prevalent interpersonal skills used in the sales function of the food industry.
- P3. Understand the importance of continued development of interpersonal skills for employee and company success.
- P4. Describe why teamwork is essential to a successful marketing effort and to identify and solve problems.
- P5. Describe when, where, why, and how teams can be used effectively.
- P6. Explain how a team’s efforts can support an organization’s key strategies and effect positive change throughout the organization.
- P7. Identify processes to recognize ongoing competency and awareness needs and ways to meet these needs including bulletins, memos, meetings, mentoring, behavior modeling, coaching, on-the-job training, formal training, personal feedback, and other methods.
- P8. Practice the emotional intelligence skills in increasing empathy, collaborative communication, stress reduction, prevention of employee turnover, better team engagement, improved company culture and improved individual and company performance.
- P9. Recognize how our emotional health and physical health are related and the need for self-awareness, self-management, social awareness, and relationship management in our work as managers.
LO8. Examine Quality, Continuous Improvement and Management Review
In any marketing department there are many procedures and processes used to maintain quality outputs. The supervisor needs to not only understand and execute these procedures and processes but must work to evaluate and continuously improve them using specific quality tools and methodologies.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Describe and distinguish between the common definitions of quality.
- P2. Understand the difference and relationship between quality assurance, quality control, and continuous quality improvement.
- P3. Describe what quality means to various stakeholders (e.g., employees, organizations, customers, suppliers, community, and interested parties) and how each can benefit from quality.
- P4. Evaluate the process and update the relevant documents to ensure continuous improvement.
- P5. Design quality tools, techniques, and concepts that can improve processes and deliverables (including products and services) and explain how the tools can be used to identify problem root causes and improve problem solving.
- P6. Select, interpret, and apply the basic improvement tools:
- a. Flowcharts,
- b. Histograms,
- c. Pareto charts,
- d. Scatter diagrams,
- e. Check sheets,
- f. Control charts,
- g. Decision trees,
- h. Root Cause Analysis, and
- i. other Quality tools.
- P7. Create a Sales Department Quality Report that could be delivered at a Management Review meeting.
- P8. Provide recommendations in Management meetings which help achieving a company’s mission, evaluating processes, and continuous improvement needs.
Links to existing courses
NA
Approved Accredited Training Programs (Academic, Industries, Private Trainer)
NA
Recognition of worker skills = Certification
NA
Evaluation technics / assessment
- Quizzes
- Written tests
- Multiple choice questions
