Strategic Customer Centered Marketing

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Module

L.E.A.D. Learning Approach

Time

Learning Experience Summary

1


Setting The Stage

 

Learn

:30M

  • Introductions, meeting set up, and course objective(s)
  • Engage room – get them talking and invested: round the room for name, role and hopes for the session; manage expectations against hopes via dialogue (being clear what we will/will not cover)
  • Review L.E.A.D. and how we’ll use the approach throughout the day
  • Review the day’s agenda

2


What Is Marketing Strategy?

 

Learn

:10M

  • Review the current, evolving landscape of product-driven vs. customer-driven dynamics

Experience

:10M

  • Understand industry best practices within a product driven market place

Apply

:10M

Exercise – Peer Discussion/Q&A:

  • Discuss customer driven marketing: what it looks like, their experiences with it

3


The Biggest Marketing Strategy Challenges

 

Learn

:10M

  • Present 3 challenges: 1) the brand conversation is always on; 2) product centric vs. customer centric tendency; 3) death of the traditional marketing funnel

Experience

:10M

  • Provide timely examples to bring the above challenges to life

Apply

:10M

Exercise - Peer Discussion/Q&A:

  • Discuss how these challenges are impacting the participants

 

Break

 

:15M

 

4


Getting to Know  Your WHO

 

Learn

:5M

  • Learn the WHO WHAT HOW Framework
  • Learn the importance of deeply understanding the WHO (target customer) and the ways to do so (4 WHYs)
  • Appreciate the importance of starting with the WHO, as it enables knowing your target audience first which leads to the most effective and relevant (customer centric) strategy
  • Learn Fact vs. Interesting Fact vs. Insight

Experience

:10M

  • Discuss demographics, psychographics, behavioral and how to use each
  • Provide timely examples of companies who leverage data well
  • Utilize 4 WHYs tool to uncover insights
  • Understand Insight vs. THINsight

 

 

Apply

:45M

Group Exercises:

  • As a whole group, take a “quiz” to determine an Insight vs. a THINsight
  • Then in small groups, use an illustrative case study (2 illustrative case studies provided; half of the groups use one, half the other); participants apply the 4 WHYs tool to create an insight
  • Groups report back, give/receive feedback from instructor and from peers

 

Lunch

 

:45M

 

5


Getting to the Right WHAT

 

 

Learn

 

:10M

  • Learn about the message—the WHAT—understanding the product offering and the competition to determine your point of distinction
  • Learn how to have the insight drive the WHAT: does the WHAT meet this want or need?
  • Learn the spectrum of WHATs that could be promised: primary, secondary etc.
  • Learn Reason To Believe’s: what they are and how they are correctly used to directly back up the WHAT

Experience

:10M

  • Understand best practice examples of
    Insight > Benefit > RTB(s)

Apply

:10M

Group Exercises:

  • Practice creating the WHAT as a group: participants are given WHAT choices and must choose the one that addresses the insight
  • Then they are given RTB choices and must choose the one that directly supports the WHAT

6


HOW To Best Bring Your WHAT to Your WHO

 

 

Learn

:10M

  • Explain how the WHO and WHAT lead to the HOW
  • Explain the “kangaroo” effect of how we typically leap to channel too soon
  • Learn the Customer Journey tool that enables customer-centric channel planning: “phase > barrier > communication objective > channel approach > channel selection” as a way to make thoughtful, customer-centric channel choices
  • Learn the P.O.E.T. tool as an effective way to navigate the plethora of channels available

Experience

:10M

  • Discuss how participants currently select channels
  • Provide illustrative case examples that use the Customer Journey tool and P.O.E.T. tool to create tangible understanding

Apply

:10M

Group Exercise:

  • As a whole group, participants are given an illustrative case study with WHO and WHAT provided, and are asked to apply the Customer Journey and P.O.E.T. tools to determine channel selection

7


Putting It All Together: WHO WHAT HOW

 

Apply

:90M

Exercise:

  • Participants are given illustrative case studies (2 total, half the groups work with one, and half with the other) and are asked to complete a worksheet with all the tools they have learned within the WHO WHAT HOW.
    • Illustrative cases provide more information than needed so that learners need to apply the WHO WHAT HOW principles to choose what is relevant to craft the customer centric model
  • Participants complete the WHO WHAT HOW worksheet (45 min) then report out and receive feedback from instructor and peers (45 min)

 

Break

 

:15M

 

8


Applying Who What How To Briefs

Learn

:60M

  • Participants learn the importance and power of strong briefs
  • Participants learn how to set a “SMART” objective and align WHO WHAT HOW to it
  • Participants learn the “5 Deadly Sins” of weak briefs as well as the importance of a tight brief
  • Participants are introduced to the Brief “House” tool and the Brief Checklist for assessing briefs

 

 

Experience

 

  • Group discussion about how participants have worked with briefs
  • Group assesses strength of Objective examples

 

 

Apply

 

Group Exercise:

  • Participants are broken into groups and use a brief that they have brought with them, or a “weak” brief provided, for which they will build the house and use the checklist to assess what is needed to strengthen the brief
  • Participants report out and identify what “sins” they see in the brief and how to address these

9

 

Learning Reflection

 

Learn

:15M

A final overview of:

  • WHO, WHAT HOW with the reminder to always start with the WHO
  • Ensure the need of the WHO defines the WHAT
  • How the HOW is constructed via the Customer Journey and P.O.E.T. tools
  • How a strong Brief is a great start

10

 

L.E.A.D. Action Plans

 

 

Discover

:15M

  • Group reflects on learnings: what is most valuable takeaway; questions
  • Instructor provides tip sheets with key tools
  • Participants fill out LEAD action plans: how they will take this learning back to their team
  • Closing remarks and course survey

 

 

 

Instructors

trainer

Nancie Ruder

As the Dean’s Business Distinction award winner at University of Chicago, Nancie mastered the rigor of marketing strategy academically and has applied it successfully in business ever since. Nancie Ruder has over two decades of experience in marketing strategy, marketing training, branding and consumer research. She began her professional career at the Leo Burnett Company in Chicago, Illinois. For over a decade, she served clients such as Procter & Gamble, The Gap and Discovery Communications. Since launching Noetic Consulting in 2002, Nancie has provided strategic guidance to clients large and small, including AT&T, Georgetown University, Nike, Vail Resorts, Samsung Electronics and Discovery Communications.

Nancie Ruder is a graduate of Georgetown University, where she is an adjunct professor, and received her Masters in Business Administration at the University of Chicago. She is a Board member and strategic advisor for National Children’s Medical Center in Washington, helping to promote programs and raise funds for its Specialty Care Units. Noetic is a WBENC certified women owned business.