candidate resource with simulated online business assessment bsbmkg414a · undertake marketing...

UNDERTAKE MARKETING ACTIVITIES

CANDIDATE RESOURCE WITH SIMULATED ONLINE BUSINESS ASSESSMENT

BSBMKG414A

Precision Group (Australia) Pty Ltd44 Bergin Rd, Ferny Grove, QLD 4055

Email: [email protected]: www.precisiongroup.com.au

© Precision Group (Australia) Pty Ltd

BSBMKG414A

Undertake Marketing Activities

ISBN: 978-1-74238-

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1Candidate Resource BSBMKG414A Undertake Marketing Activities© Precision Group (Australia) Pty Ltd

Table of Contents 2 Legend3 Qualification Pathways4 Qualification Rules5 Introduction7 BSBMKG414A/01 Plan Marketing Activities Key Points

Identify need for marketing activities

Investigate previous marketing activities for relevant information

Identify and analyse relevant policies and procedures

Identify outcomes expected from marketing activities

Undertake analysis of collected basic marketing information

Develop and document work activity plans for marketing activities

Obtain approval of plans from relevant enterprise personnel

19 ‘True’ or ‘False’ Quiz

21 BSBMKG414A/02 Implement and Manage Marketing Activities Key Points

Determine and access resources required for work activities

Undertake marketing activities

Assign responsibilities and functions to relevant personnel performing specific marketing functions

Monitor marketing activities, reviewing and amending activity plans as required


33 BSBMKG414A/03 Review Marketing Activities Key Points

Measure and document outcomes of marketing activities

Review marketing activities against expected outcomes and document identified improvements

Prepare reports of marketing activities and communicate to relevant enterprise personnel


42 Summary43 Bibliography45 Assessment Pack

2 Candidate Resource BSBMKG414A Undertake Marketing Activities© Precision Group (Australia) Pty Ltd

Legend

This symbol indicates the beginning of a new element. These will help you to find the information for your assessment activities.

Activity: Whenever you see this symbol, there is an activity to carry out which has been designed to help reinforce the learning about the topic and take some action.

This symbol is used at the beginning of each element to indicate the summary key point.

This symbol is used to indicate an answer to the Candidate’s questions or notes to assist the Facilitator.

Use considered risk taking in your ‘grey’ area...and others will follow you!


“There are always two choices. Two paths to take. One is easy. And its only reward is that it’s easy”. Source Unknown

This unit of competency is provided to meet the requirements of BSB07 Business Services Training Package although it can be used in a range of different qualifications. The BSB07 Business Services Training Package does not state how a qualification is to be achieved. Rather, Registered Training Organisations are required to use the qualification rules to ensure the needs of the learner and business customer are met. This is to be achieved through the development of effective learning programs delivered in an order that meets the stated needs of nominated Candidates and business customers.

Qualification Pathways


Qualification requirements include core and elective units. The unit mix is determined by specific unit of competency requirements which are stated in the qualification description. Registered Training Organisations then work with learners and business customers to select elective units relevant to the work outcome, local industry requirements and the qualification level.

All vocational education qualifications must lead to a work outcome. BSB07 Business Services Training Package qualifications allow for Registered Training Organisations (RTOs) to vary programs to meet:

Specific needs of a business or group of businesses.

Skill needs of a locality or a particular industry application of business skills.

Maximum employability of a group of students or an individual.

When packaging a qualification elective units are to be selected from an equivalent level qualification unless otherwise stated.

Qualification Rules

“You’re either part of the solution or part

of the problem.”Eldridge Cleaver


Introduction

“Whether as an individual, or as part of

a group, real progress depends on entering whole-heartedly into

the process and being motivated to make you a

more deeply satisfiedhuman being.”

Source Unknown

This unit of competency is about being able to plan, implement and manage basic marketing and promotional activities. It will help you with the skills you need to demonstrate competency for the unit BSBMKG414A Undertake Marketing Activities. This is one of the units that make up the Certificates in Business.

This manual is broken up into three sections. They are:

1. Plan Marketing Activities

2. Implement and Manage Marketing Activities

3. Review Marketing Activities

At the conclusion of this training you will be asked to complete an assessment pack for this unit of competency. The information contained in this resource will assist you to complete this task.

On competent completion of the assessment, you will have demonstrated your ability to implement and monitor marketing strategies.


Key Points Element 1Planning the marketing activities of an organisation involves:

Identifying the need for marketing activities in the organisation

Investigating any previous marketing activities the organisation has undertaken

Identifying and analysing policies and procedures related to marketing

Identifying outcomes expected from the activities

Developing marketing plans

Obtaining approval of plans.

ELEMENT 1:

Plan Marketing Activities


Element 1: Plan Marketing Activities

What is Marketing?

The word ‘marketing’ is one that is widely known, but only a few people could actually sit down and define it, such is its nebulous nature. Marketing is all about doing things right; getting the right product, to the right people, at the right price, by using the right promotional techniques in order to make profit for your organisation. In this manual we will be examining how you can determine what marketing techniques are right for your organisation.

Planning in Marketing

A well planned marketing strategy is absolutely vital to the growth of any business. As a manager, you make business decisions every day. Oftentimes these decisions are made mostly relying on your intuition. In marketing however, there is still a need to make solid decisions; your intuition and gut instinct will not provide you with the information you need to achieve marketing results. Marketing decision making requires you to have an idea of what it is that your customers want, and while instinct can be used to determine this, often you will find that the customer is not that simple to read and that you have to rely on gathering information to make your final decisions. Helping you get these marketing and business goals are all part of getting your marketing activities set up and underway. A marketing strategy can help you not only define your business goals, but help you develop the activities to achieve them. Essentially a marketing strategy establishes where you want to go.

As a manager, it is possible to simply sit down and set up your own informal marketing plan using just a few steps. A marketing plan is useful in helping you in making decisions later down the road.

Why are We Different?

The first step in developing a marketing strategy is to describe a company’s unique selling proposition, which is often abbreviated to USP. A USP is what sets one business apart from the rest of the market. What service or product do you have to offer that is unique? Why would a consumer choose your product or service over others? Why are you in business?

Once you have defined your USP, it is time to establish who your target market is. Who are your customers? Who do you want as your customers? Do some research into target markets to determine whether you are similar to others in your industry? You may find that you have different targets for different products and you may need a different marketing strategy for each.

Now describe how you will position your products or services. This step may take a little research and involves thinking creatively. Start with how you are currently positioning your product, and then move on to what you would like to see in the future. Think about whether your current marketing position reflects what you want it to or whether there needs to be some changes occurring. Does your market position reflect your goals?



Finally, define your marketing tactics. What methods are you currently using? Do these methods match your target audiences? For example, someone who loves reading blogs via RSS feeds will be a very different individual than someone who reads the tabloid newspapers or someone who watches SBS.

It is important that you formulate an effective marketing budget. Most organisations treat marketing as an investment – one that you hope will pay off in terms of improved profits or sales.

Marketing Strategies

Let’s now look at some examples of specific marketing strategies. Marketing strategies work to show the linkage between your marketing tactics and the overall direction the business wants to achieve. Examples of marketing strategies could be:

Expand distribution

Increase sales

Improve market share

Launch new products

Increase profits

Start selling products in to overseas markets

Increase selling prices

Reduce the amount spent on television advertising

Implement a public relations program

Build customer awareness

Invest more in advertising.

Once you have determined what strategy you would like to adopt, you must turn that overall strategy into an action plan – a series of marketing tactics that will enable you to achieve your goals. The starting point for this plan is the setting of marketing objectives. Marketing objectives are the specific targets for marketing set by the business to achieve their corporate objectives.

Examples of marketing objectives might be:

Increase sales by 8%

Launch a new product that satisfies a specific need in the market by the end of the year

Achieve a 98% customer satisfaction rating

Increase the number of retail outlets selling our products by 250 within 12 months

Achieve brand recognition among 90% of the general population within 3 years.



Marketing objectives are critical to marketing success because they give managers targets to work towards. If there are solid targets in place, then managers can measure more effectively whether the marketing strategies are actually working or whether there are problems with the way things are being done.

Now that we have set specific objectives for our organisation, let’s now consider examining the market as a whole.

Determining Opportunities

The marketing audit is critical to the process of developing ideas for marketing a business. The audit itself looks at all aspects of current marketing to identify areas where improvements can be made. The process is conducted at the beginning of the marketing process, and should be repeated at intervals to allow you to see any advancement that is being made. An audit of your marketing activities should consider carefully both the internal and the external environments within which your organisation operates as well as looking at your previous marketing plans. Essentially, a marketing audit is attempting to establish what environment an organisation is operating in - what a business is facing and how an organisation can use this to their advantage.

Marketing audits generally work best when they are based on tools that allow you to gather the right level of information. One of the most effective tools is the SWOT analysis which looks at the strengths, weaknesses, opportunities and threats that a business faces. It covers both the internal and external environment. Other tools that may be adopted include the PEST and Five Forces Analyses; these are strongly focussed on the external environment. By conducting a marketing audit you are attempting to make clear the opportunities and threats faced by an organisation and using this information you will try to make alterations to the plan based on the information from the audit tools. We will also consider the part the marketing environment plays.

The Internal Marketing Environment

The internal marketing environment is made up of those aspects of the environment that affect marketing within the organisation. Here you should examine:

What resources do we use within our marketing plan

Labour

The budget

Equipment

Time

Factors of production

Marketing team organisation



Links between marketing and other functions

Customer relations

Marketing planning processes

Accuracy of data

Product development and research

Profitability of products

Pricing strategies

Distribution strategies

Promotion and communication strategies.

“Business has only two functions - marketing and

innovation.” Milan Kundera



The External Marketing Environment

All market orientated organisations must examine who their customers actually are. This is one of the important aspects of the external environment. Think about:

Their needs and how we satisfy them.

Their buyer decision process and consumer behaviour.

Their perception of our brand, and loyalty to it.

The nature of segmentation, targeting and positioning in our markets.

What customers ‘value’ and how we provide that ‘value’.

As well as dealing with customers, you must think about the competition:

What is the nature of competition in our target markets?

How profitable the competition is.

Who the competition are and how many we are facing.

The external environment also covers culture in general, as this can be a source of opportunities or threats:

What cultures are present

Religious and other beliefs

Education

Lifestyles

Consumerism

Demographics of the target audience (age, gender and so on)

Manufacturing techniques

Economic conditions

Income

Tax, inflation, interest rates, exchange rates

The law

Regulation.

Reviewing the Current Marketing Plan

Next we need to consider the organisation’s current marketing plan, so that we can establish the following points:

Marketing objectives

Marketing strategies

How the marketing mix is utilised



Marketing controls that are in place

Marketing budget

How well objectives are being reached

Is the plan being implemented correctly

Staffing levels

Staff training

The experience levels of marketing staff

Market share

Financial targets.

As mentioned previously, there are a range of tools that can be used to assist in determining where the organisation lies in regard to overall market position. In this section we will look at a range of these tools.

Target Markets and Segmentation

There are many ways in which a market can be segmented. The segment that you select will also have a significant effect on the marketing tactics that you adopt. Sometimes the best option arises from using a number of different strategies. In order to segment the market, it is best to answer the following questions: where, who, why and how?

Where?

A market can be divided according to where consumers are located. Geographic segmentation is the division of the market according to different geographical areas. You may segment based on country, town, region or even suburb. This form of segmentation provides the marketer with an image of the consumers within a specific area.

Geographic segmentation has a number of advantages including:

providing an overview of consumer differences and similarities according to geographical unit;

cultural differences become prominent;

climatic differences can be taken into account for seasonal marketing; and

recognises language differences.

But geographic segmentation does not allow you to look at personality or demographic factors and the way that they are influencing market behaviours.



Who?

A very useful segmentation method uses demographic variables in order to accurately segment the market into smaller groups. This allows you to gain a solid understanding of exactly who your customers are, in order for you to identify and understand what they want or need from your products as well as examining the rates of use. In order to really understand your customers, you need to divide your customers down into groups such as male/female, age, religion, education level and the like. This segmentation strategy really lets you get to the heart of who your customers are because this data is very readily available from secondary sources.

Why?

If the above segmentation strategy aims to determine who your customers are, this one tries to address why they purchase. The why question is answered using psycho-demographic segmentation. This segmentation strategy attempts to divide up your customers into groups based on personality, lifestyle and values variables. This type of segmentation is useful because it:

provides useful data on the psychological make-up of your customers, which can be

leveraged to produce better strategies;

enables you to determine the reasons why people are purchasing your product, and

you can use this to improve sales levels;

Allows you to tailor your marketing communication efforts more closely towards the

tastes of your customers; and

allows you to profile your customers more closely.

Your Objectives and Reviews

The objective is the starting point of the marketing plan. Once environmental analysis (such as SWOT, and GAP) and a market audit have been completed, their results will be useful in determining objectives. The objectives that you set are aimed at attempting to answer the question – where is it that we are trying to go with our marketing? The purposes of objectives include:

To enable a company to control its marketing performance.

To help to motivate individuals and teams to reach a common goal.

To provide the organisation with a focus for its marketing function.

When setting your marketing objectives, ensure that they are SMART, that is: Specific,

Measurable, Achievable, Realistic, and Timed.



Specific – look at what you want to achieve and be specific about what it is you are

looking to achieve.

Measurable – ensure that the objective is quantifiable.

Achievable – ensure that you aren’t asking for too much.

Realistic – do you have everything together that you need?

Time-bound – when do you want to achieve the objective by? (Within a month? By February 2013?)

These objectives can then form the basis of any performance review. Once your performance is measured, you can compare the results against your objectives in order to determine where improvement is needed.

As a marketing organisation, you need to be careful not to believe the evaluation process takes place only at the end of the processes in question. If you only evaluate at the conclusion of the activities, it is essentially too late to see whether things actually went well. It also means that you are likely to be missing a lot of opportunities to change for the better. While we cover marketing plan monitoring later in this manual, it is important to always consider the fact that SMART objectives allow you to monitor your plan fully.

SMARTSMART

SpecificMeasurableAchievableRelevantTime-bound


Activity One – Developing Performance StrategiesThroughout this manual, there will be a range of questions asked that will assist you in preparing your assessment for this unit. Your answers to these questions, plus the final implementation plan that you produce will be used to determine your competency. For this reason, no answers to the questions being asked will be provided. You are encouraged to discuss your answers with others in your group, or with your facilitator.

The choice of business is up to you. It may be a retail outlet, a manufacturer or a service provider. You will not need any information from this business to undertake the assessment, as it is up to you to provide planning and performance management processes for the business based on any assumptions that you make. Once you have selected a business, write its name and a brief description of what they do below. Then answer all the questions that follow.

Name of business chosen and brief description.

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1. What marketing needs can you see for this business?

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2. Look at previous marketing efforts that you are aware of; what improvements do you feel could be made?

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3. What marketing objectives do you feel are appropriate to put in place?

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Element 1 - ‘True’ or ‘False’ Quiz

Please tick True False

Marketing is selling.

A marketing strategy allows you to define business goals.

A USP is a unique selling proposition.

“Advertise twice weekly” is a marketing strategy.

SMART applies to tactics.

‘Increase sales by 8% by the end of the year’ is an example of an objective.

SWOT analysis is objective.

Labour is affected by both the external and internal marketing environment.

Differentiation is needed for homogenous products.

candidate resource with simulated online business assessment bsbmkg414a · undertake marketing...

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