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
Fundamental to building sales is the health of brand and the value consumers place on the product. When the brand promise intersects with the customer experience, one achieves authenticity. This topic will allow the sales and marketing manager to utilize best practices to build a brand and set a brand strategy as well as develop a pricing strategy. 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. Build a Brand and Brand Strategy
Creating perceived value in the food processor’s products and services through a recognizable brand along with a brand strategy are important components of all food processing companies marketing strategies.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Develop competitive advantage.
- a. What makes customers choose one product over another?
- b. Understand audience – customers and consumers.
- c. What is the insight or accepted consumer belief that the organization’s brand benefit will solve?
- d. Research competitors – what are they doing well, what are they doing poorly.
- e. Look at business – what am I doing well, what am I doing poorly.
- P2. Evaluate current brands in the food processing industry detailing why they work in terms of Brand Awareness, Brand Sentiment and Brand Equity.
- P3. Evaluate how a brand can create perceived value in a food processing company.
- P4. Create a brand for a food processing product or product line of food processing company including:
- a. Align brand to mission & values of the company.
- b. Identity – a logo, tag line, and a product packaging.
- c. Consistency with every brand touchpoint.
- d. Messaging
- e. Tone of voice
- f. Product and brand positioning statement
- P5. Develop a brand strategy for the food processing company that includes:
- a. the purpose of the company
- b. consistency of the brand with company values
- c. the emotional impact of the brand
- d. target audience
- e. competition
- f. unique value proposition.
LO2. Develop a Pricing Strategy
Understanding revenue goals, marketing objectives, target audience, brand positioning, product attributes, consumer demand, competitor pricing, and overall market and economic trends and translating them into a pricing strategy is key to ensuring a viable food processing company.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Create value to consumers while protecting profit margins.
- P2. Consider the company’s positioning strategy, Marketing niche, Production costs, Product category, Operational cost, Competition, Value to customer.
- P3. Consider Cost of switching to/away from one product to another, discounts, financing, leasing and how competition will respond.
- P4. Develop promotion strategies that comply with regulatory requirements.
- P5. Compare common pricing strategies including Competitive Pricing, Cost-Plus Pricing, Dynamic Pricing Premium pricing, Market Penetration, Price Skimming, Psychology Pricing, Bundling, Product Line Pricing and Value-based pricing and their value in food processing businesses, etc.
- P6. Explain the key macroeconomic influences on food processing prices including:
- a. supply and demand, fixed and variable costs,
- b. effects of changes in in supply and demand,
- c. consumer response to price and influence of brand recognition.
- P7. Determine the importance to the food processing industry of the foundations of Pricing Strategies including:
- a. revenue goals, marketing objectives, target audience, brand positioning, product attributes, consumer demand, competitor pricing, and
- b. overall market and economic trends.
- P8. Conduct a breakeven analysis.
- P9. Construct a profit-based pricing model for the food processing company including:
- a. consider fixed and variable costs such as cost of goods, processing, labour, packaging, overhead freight costs, intellectual, financial, and administrative.
- b. analysis of market value, competitive evaluation
- c. expected return on investment.
LO3. Protect branding by developing an effective customer complaints management system.
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. Design an effective customer complaints management system.
- P2. Define and identify a customer complaint. Understand and apply the complaint handling process including documentation, action taken, and providing resolution to the customer.
- P3. Leverage guarantees and warranties to improve customer/consumer confidence and increase brand awareness.
- P4. Distinguish between internal and external customers.
- P5. Explain the importance of performance, on-time delivery, quick resolution of customer complaints, and level of service on customer retention and relationships.
- P6. Describe various methods for collecting customer satisfaction feedback, including:
- a. formal surveys,
- b. informal feedback,
- c. focus groups and
- d. other methods.
- P7. Document the importance of using customer satisfaction feedback to drive continuous improvement.
- P8. Provide training to the team explaining how to handle customer complaints.
LO4. 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 and marketing 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.
LO5. Examine Quality, Product Reliability, 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. Ensure product reliability.
- P2. Describe and distinguish between the common definitions of quality.
- P3. Understand the difference and relationship between quality assurance, quality control, and continuous quality improvement.
- P4. Describe what quality means to various stakeholders (e.g., employees, organizations, customers, suppliers, community, and interested parties) and how each can benefit from quality.
- P5. Evaluate the process and update the relevant documents to ensure continuous improvement.
- P6. 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.
- P7. 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.
- P8. Create a Sales Department Quality Report that could be delivered at a Management Review meeting.
- P9. Provide recommendations in Management meetings which help achieving a company’s mission, evaluating processes, and continuous improvement needs.
Links to existing courses
Approved Accredited Training Programs (Academic, Industries, Private Trainer)
NA
Recognition of worker skills = Certification
NA
Evaluation technics / assessment
- Quizzes
- Written tests
- Multiple choice questions
