Successful business leaders, senior officers and marketing professionals understand the importance of good marketing knowledge is critical for their career development & business success. This Master Class allows students to understand the concept of business orientation and critically appraise the different orientation in management and planning, and the roles of marketing used by organizations.

• Designed For Busy working adults
• Highest Passing Accredited Institute in Singapore
• Taught by Chartered Marketers and Senior Faculty

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A 4 Day Practical & Interactive Workshop

This 4 Day Master Class in Professional Marketing is specifically designed for professionals and senior executives and marketers working at a strategic level or aspiring to do so.

Marketing as a Value Creator

• The motives and composition of key stakeholder groups, particularly shareholders and managers as their agents, in influencing the values, direction and strategy of an organisation
• The dominant values found in different types of organisations
• The nature of strategic decisions
• The concept of shareholder value and its importance for the long term survival and success of the organisation
• The two main ways of generating profits to create shareholder value in commercial organisations: increasing value and reducing cost
• The role of marketing in creating and increasing value for customers and in capturing a share of the value it creates for customers as profit for shareholders (NB Including marketing assets and value creators)
• Other roles for marketing and its role in not-for-profit organisations

Market orientation and the strategic planning process

• The concept of business orientation and how market orientation differs from other business orientations
• The contribution of marketing at the heart of the business through its relationships with finance and HR who together communicate with the main groups of stakeholders
• Strategy making and planning process
• Influences on the strategy making and planning process
• The 'models' of marketing and criteria for success used in organisations with different orientations
• The contribution of marketing to strategy making and planning in different organisations
• Obstacles that marketing faces in delivering shareholder value

Managing marketing performance - An Introduction

• Explain the role of the strategic leader in managing marketing performance
• Explain the role of the strategic leader in achieving marketing orientation
• Explain the role of the strategic leader in building shareholder value through marketing activities
• Explain the role of the strategic leader in ensuring marketing effectiveness

Planning the Team

• Appraise the requirements of a given set of tasks and their context, and assess the impact of relevant factors on the creation or development of a team to perform those tasks
• Determine the skills, characteristics and roles required within a team to carry out specific tasks effectively
• Prepare a plan showing how the team should be structured, selected, formed and developed to ensure effective performance

Developing and managing teams

• Demonstrate an ability to manage the work of teams and individuals to achieve objectives, and create effective working relationships within the team and with other teams
• Critically evaluate the productivity, satisfaction and effectiveness of teams against their objectives using appropriate techniques
• Analyse the causes of any sub-optimal performance and recommend how to improve the team's performance, including plans to improve motivation, commitment and loyalty

Culture and change

• Recommend how an organisation should become more strongly market oriented, taking into account the nature of its environment and culture
• Assess the main pressures on an organisation to change and the initiatives available or being used to respond
• Identify and evaluate the sources of and the techniques for overcoming resistance to change

Internal marketing

• Assess the impact of change in a marketing department
• Prepare a plan to deal with change in the marketing department, including the development of appropriate skills and capabilities to meet the objectives
• Critically evaluate the role and content of an internal marketing communications plan and its contribution to managing change in an organisation

Building shareholder value through marketing activities

• Explain the link between marketing activities and shareholder value
• Explain the measurement of economic value added
• Determine the contribution to shareholder value of marketing activities undertaken
• Critically appraise methods available for valuing brands
• Explain how brand equity can be built, and how brands can be valued
• Recommend an appropriate approach for the organisation

Reputation and corporate social responsibility

• Build sustainability into business and marketing activities (including the mix) through planning, the instillation of values and day-to-day management
• Build ethics into business and marketing activities (including the mix) through planning, the instillation of values and day-to-day management
• Propose a contingency plan and procedures to be taken in the event of a 'crisis' or threat to the reputation of the brand or the organisation (including communications with the press and stakeholders)

Service quality

• Identify 'moments of truth' in delivering a service and activities that may add further value, and assess their likely impact on customers and intermediaries
• Propose and implement appropriate improvements to customer service by developing and enhancing customer care
• Establish and apply techniques for managing and monitoring service quality, including the use of specific measures

Communications and relationships

• Develop and manage integrated marketing and communications programmes to establish and build relationships appropriate to the needs of customers or clients
• Develop and manage integrated marketing and communications programmes to establish and build relationships appropriate to the needs of intermediaries
• Develop support for relationships with customers, clients and intermediaries using appropriate information systems and databases.
• Adhere to relevant privacy and data protection legislation when using the above mentioned systems

Quality, process and project management

• Assess the relevance of the key concepts of quality management, including structured approaches to continuous improvement and problem solving, and their use in conducting marketing activities
• Develop a plan for compliance of a marketing function's activities with an organisation's quality management system
• Assess the relevance to the marketing function of the concept of process and techniques for process management, and develop a plan for their use in conducting marketing activities
• Assess the relevance of the key concepts and techniques of project (or programme) management, and develop plans for their use in conducting marketing and other business activities

Instilling creativity and innovation

• Assess the capabilities of an organisation to exploit innovation and creativity in its products/services and processes
• Develop and nurture processes and techniques within marketing teams to exploit innovations in marketing

Managing external resources

• Establish a mechanism which is consistent with organisational policy for deciding the activities to be undertaken by external suppliers, including agencies and outsourcing
• Carry out cost benefit analysis of the options available (as above).
• Gain approval for the relevant expenditure

Measurement and control

• Develop and use 'accounting' measures of performance of marketing activities against objectives
• Define and use customer related and innovation measures as part of the organisation's balanced scorecard
• Measure the financial returns achieved on specific investments in marketing activities and programmes and compare them with the original business case or investment appraisal
• Propose measures of the value generated by developing a position based on sustainability or ethics and of the progress of the organisation in achieving the desired position

Measuring the value of marketing

• Create an appropriate climate for the achievement of strategic objectives through marketing teams
• Implement the business strategy through marketing activities
• Use appropriate management techniques in managing the marketing function
• Initiate and critically evaluate systems for the control of marketing activities undertaken as part of business and marketing plans

Managing marketing performance

• Create an appropriate climate for the achievement of strategic objectives through marketing teams
• Implement the business strategy through marketing activities
• Use appropriate management techniques in managing the marketing function
• Initiate and critically evaluate systems for the control of marketing activities undertaken as part of business and marketing plans