NRU HSE Moscow Campus - Faculty Of Management
TACTICAL TOOLS OF MARKETING
Course Announcement
Preface
The course Tactical Tools Of Marketing (TTM) comprises two classes – Sales Management and Principles of Product Development representing two key areas of the contemporary marketing. Combined together in one course these classes would provide students with skills and abilities that are at the current high demand by both domestic and international businesses, as they have a relationship with a daily routine of common marketing occupation e.g. they deal with everyday job tasks within the marketing area. However, those two occupations usually deal with separate assignments in marketing and have some different goals, tasks, prerequisites and objectives hence they are presented split in this document.
Class I. Sales Management
Author: Assistant Professor Kazakov Sergey P., Chair of Enterprise Marketing
- Class Prime Goal:
In the first decade of XXI century, Russian national marketing model in the process of its ongoing development reached the subsequent benchmark also known as the sales concept of marketing phase. Sales activity is known as the key performance indicator of firms and companies in all spheres and industries of the today’s business.
The build-up of result oriented sales activity is a cornerstone and target for every enterprise in its aspiration for business model implementation. Such activity provides the profitability and market expansion for every business.
HSE bachelor graduates must possess the modern algorithms, workflows and processes of the effective enterprise sales management development and operations.
The goal of the Sales Management class is to study the elements of an effective sales organization and its role in the enterprise’ total marketing effort. These classes will broaden understanding of marketing's sales function. Class subjects include defining the sales process, the relationship between sales and marketing, sales organization structure, building the right distribution channel networks, matters of leading sales teams and sales personnel management.
2. ClassTargets:
2.1.Learning the skills of enterprise sales strategy development and implementation;
2.2.Discover the leadership basics and skills for enterprise sales force setting up and management;
2.3.Mastering of basic principles for sales channels mediating and operations controlling.
2.4.Attaining and enhancing personal sales skills and techniques in communication, negotiation, team building and coaching.
3. Class Prerequisites
3.1. Students attending this class should bear a good sound of requested disciplines including the general theory of economics, principles of marketing and principles of management.
4.Class Main Topics:
4.1.Sales and Sales Management Course Induction.
The nature of sales as a mean of exchange in the marketplace;Anthropology of sales; Why people buy. Their needs and requirements;What and why there is a need for people to sell; The world history seen through a prism of sales activity;The meaning of sales in post industrial economy.
4.2.Sales Basics
Sales Activity as a main benchmark of the whole enterprise business:The place of the sales activity in enterprise business;The concepts of sales management: the purpose, goals and tasks;The sales concept definition;The differences between Sales Activity and Sales Management; Sales and Marketing ties and relationship:Sales activity as one of the Marketing functions;Differences between sales and marketing;The role of Sales in enterprise Marketing strategy.
4.3.Sales Channels Research and Analysis System.
Sales channels and distribution systems study as an integral part of marketing research system:Research goal setting and hypothesis elaboration;Distribution systems research tools;Sales channels research design and planning;Distribution channels analysis and intermediaries segmentation:Distribution channels mapping;Intermediaries segmentation;Understanding the common needs of particular segments.
4.4.Sales organization concept and establishment.
Enterprise sales department concept and interdepartmental interaction with other functional teams:Organizational structure types depending on enterprise specialization and activity specifics;Sales department goals, tasks and functions within enterprise sales and core business strategy;Sales department and enterprise commercial structure;Sales and marketing activity coordination within enterprise commercial structure;Sales department organizational types:Territory and area responsibility structure;Functional organizational structure;Customer size and type responsibility structure;Product-portfolio and product type/range responsibility structure;Mixed and other functional responsibilities structure types;Sales department establishment process;Determination of sales functions needed within sales department;Organizational structure planning and drawing;Sales personnel search, selection, recruiting and induction.
4.5.Sales activity planning: forecasting and budgeting.
Sales planning as an vital part of enterprise marketing plan:Sales areas, territories and other forms of sales staff responsibility;Individual sales quotas and plans;Compilation of enterprise sales plan containing the individual sales quotas and plans using SMAART™ algorithm;Individual key qualitive and quantitive goals and other key performance indicators setting by sales director/manager;Sales activity and events planning;Sales support marketing planning;Sales activity and support budgeting;Sales Plan implementation issues:Sales personnel daily routine set-up and controlling;Sales plan controlling benchmarks;Sales staff performance indicators and incentives;Sales plan revisions and adjustments.
4.6.Sales channels administration and operation controlling.
Clientele pool selection, targeting and communication:Product and service mix development;Commercial offer development and communication;Clientele pool development, sales leads and prospects generation and follow-up;Sales channels interaction based on selected communication strategy:Cooperation with sales channels utilizing ‘push’ communication strategy;Cooperation with sales channels utilizing ‘pull’ communication strategy;Cooperation with sales channels utilizing mixed communication strategy;Account management basics:Customer sales forecast and planning;Commercial cooperation essentials: financial and delivery terms;Order processing;Customer cooperative advertising:Customer product training;Partner marketing;Post sale warranties and coop loyalty programs development.
Class II. Principles of Product Management
Author: Assistant Professor Tarasenko Elvira V. Chair of Enterprise Marketing
- Class Prime Goal:
During the last five years the product management field has developed enormously and the marketing function in product management has now taken the central position in most companies.
Increasing interdependence of the world economies has created new markets but also new threats and opportunities in product development and has led to an increased competition in the market place. However the global marketing concept with regard to product management is based on identifying and targeting cross-cultural differences and requires culturally adapted marketing strategies for product management at its best for each foreign market.
The main goal of this course is to develop and reinforce fundamental theoretical knowledge of product/service development and management. The course is also aimed at deploying practical skills and competencies essential in a hostile and extremely volatile competitive business environment. Through the course best business practices of different companies, superior performers from around the world, clearly using the product management process to their best advantage, will be selected and analyzed.
2. ClassTargets:
2.1.As brands have become the most important assets companies can have, the special part of the course will be devoted to branding strategies, local and international, and the course will help to examine the development of branding, brand elements and characteristics, brand management, brand strategy and corporate branding;
2.2.The course will also reflect new issues in competitions as long as competitors have the crucial impact on product management, as well as concentrate on the importance on cultural issues, ethics, social responsibility;
2.3.Additionally, the evolution of global marketing communications and its known and unknown impact on how product management is conducted cannot ne minimized through the course. In the third millennium information and, in its wake, the flow of goods/products is moving around the globe at lightning speed;
2.4.The course will also define the impact of the recent financial crisis on product management and will identify what makes leaders of the market even stronger in the market place despite financial turbulence.
3. Class Prerequisites
3.1. The present Course is for the bachelor students studying Management. It requires the knowledge and core competences acquired by studying prerequisite courses, which include Principles of Marketing, Strategic Marketing, Marketing Communications, Price Formation, Marketing Research.
4.Class Main Topics:
4.1 Introduction to product management, the marketing input into product management.
Business structures and processes within a market-oriented organization contributing to product management and development. The co-operation of marketing and other departments within a company during product management. Multifunctional working groups, their content.
4.2. Product and customer value.
Marketing product concepts. Customer value: what it is. Mean of creating a balanced ‹‹product-service›› ratio. What are the hidden factors contributing to the marketing success of products and brands. Recent business trends forming product development of companies.
4.3. Stakeholders, consumers, competitors. Integrated approach to the product management.
Classification of stakeholders with direct influence on product decision-making process. Product market stakeholders. Organizational stakeholders. Corporate stakeholders.
The competitive landscape. Competitor analysis. Problems in identifying competitors. Strategic competitive groups. Competitive rivalry and competitive dynamics: strategic and tactical actions as a part of integrated product management. Competitive intelligence as the essential component of the efficient product management. Benchmarking: finding best business practice in product development and management.Customers: their relationship with product management. Effectively managing relationships with customers. Determining core product competences necessary to satisfy customer needs. The market analysis. The consumer segmentation process: a modern approach. Consumer behaviour: social, personal, psychological influences. Consumer segmentation criteria: profile, behavioural and psychographic variables. Jincars social grade definitions vs the ACORN consumer targeting classification. The VALs framework vs the Monitor framework.
4.4. Product strategy: the influence of the product stage of life cycle on the product strategy. Market novelties: innovative products and adaptation.Product life cycle and adaptation. Screening product life cycle. Analysis of characteristics of innovations. Analysis of product components: product component model. Quality products. Co-creative mechanisms of consumer value creation of goods and services. Diffusion of innovations; degree of newness of the product.
4.5. The impact of culture on product management. Social responsibility of companies.
Cultural dynamics in product management: cultural change, emerging markets, cultural knowledge, culture and its elements. Business practices in cross-cultural environment. Ethical environment: what is social responsibility.
4.6. Branding as the marketing tool in competitive rivalry.
The case for brands. What is a brand and brand management. The financial and social value of brands. Best practice in branding: brand strategy, brand experience. Private label and “no logo” strategies in branding. The brand equity concept. Concumer-based brand equity. Visual and verbal identity. Brand communications. The PR perspective on branding. Designing and implementing brand strategies: brand architecture. Introducing and naming new products: brand extensions. Globalization and brands: managing brands over time and geographic boundaries, rebranding, adjustments to brand portfolio. Standardization vs customization and global brand strategy.
4.7. Marketing research and analysis applied for product management.
Marketing research: online and secondary data sources, collecting international secondary data on products across the Internet. Modern quantitative and qualitative research methods. Profiling customers: factor analysis: cluster analysis and segmentation of customers. Positioning the product: MDS. Systematic product development: conjoint analysis.
Developing a future product orientation: forecasting in the market: trend extrapolation, modeling, intuitive forecasting, consensus forecasting, scenario planning, market sensing. Pricing strategies and optimum pricing.
4.8. Financial aspects of product management, product distribution and retailing. Marketing communications. Product promotion and advertising.
Channel of distribution structures: factors affecting choice of channel. Pricing policies in local and international markets: factors influencing pricing. Financial analysis of the product amd financial criteria of a product successful launch. Investments and influence on investment decision-making in the new product research. .Approaches to brand evaluation, brand valuation methodology, brands on the balance sheet. Promotional mix and product- related challenges.