Đăng ký Đăng nhập
Trang chủ Thể loại khác Chưa phân loại Skill cfa marketing national occupational standards...

Tài liệu Skill cfa marketing national occupational standards

.PDF
527
153
71

Mô tả:

Marketing National Occupational Standards April 2010 Skills CFA 6 Graphite Square, Vauxhall Walk, London SE11 5EE T: 0207 0919620 F: 0207 0917340 [email protected] www.skillscfa.org ©2012 Skills CFA Contents No. NOS Title Page no. CFAM1.1.1 Map organisations within their current and future marketing environment 1 CFAM1.1.2 Obtain feedback from existing customers, suppliers and others 6 CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities 11 CFAM1.2.1 Define the need for market research 16 CFAM1.2.2 Design market research projects 21 CFAM1.2.3 Implement programmes to collect market research data 26 CFAM1.2.4 Collect market research data 31 CFAM1.2.5 Analyse market research data 36 CFAM1.3.1 Evaluate and interpret findings and identify connection in complex data 41 CFAM1.3.2 Define the customer experience towards informing marketing strategy 46 CFAM1.3.3 Establish and understand potential market segments 51 CFAM1.3.4 Establish target market segments for products/services and evaluate their potential 56 CFAM2.1.1 Develop an organisation’s marketing strategy 61 CFAM2.1.2 Develop a marketing oriented organisation 66 CFAM2.1.3 Demonstrate the value of marketing to the organisation 71 CFAM3.1.1 Develop marketing strategies and plans for products/services 76 CFAM3.2.1 Establish requirements for products/services 81 CFAM3.2.2 Develop new products/services 86 CFAM3.2.3 Create and develop brand identity and characteristics 91 CFAM3.2.4 Develop and implement packaging requirements to fulfil marketing objectives 96 CFAM3.3.1 Establish and maintain pricing policy for products/services 101 CFAM3.3.2 Design and implement price promotions 106 CFAM3.4.1 Develop a distribution strategy for products/services 111 CFAM3.4.2 Develop a marketing distribution plan 116 CFAM3.4.3 Implement a marketing distribution plan 121 CFAM3.4.4 Motivate distribution channel members 126 ©2012 Skills CFA CFAM4.1.1 Develop an understanding of the client 131 CFAM4.1.2 Develop a marketing communications strategy and plans for products/services 137 CFAM4.2.1 Develop advertising strategy 143 CFAM4.2.2 Develop the creative product within advertising 149 CFAM4.2.3 Develop a media plan for advertising products/services 154 CFAM4.2.4 Develop an advertising campaign 159 CFAM4.2.5 Negotiate and buy media space 164 CFAM4.2.6 Evaluate advertising 169 CFAM4.3.1 Create a direct marketing strategy and outline plan 174 CFAM4.3.2 Develop direct marketing plans 180 CFAM4.3.3 Implement door-drop marketing campaigns 186 CFAM4.3.4 Market to customers using media-inserts 191 CFAM4.3.5 Implement a direct-mailing marketing programme 197 CFAM4.3.6 Develop and implement direct-response tools within advertising 202 CFAM4.3.7 Execute direct mailing processes 207 CFAM4.3.8 Market to target customers using digital/electronic media 212 CFAM4.4.1 Conceptualise, map and track the organisation’s role in society and business 218 CFAM4.4.2 Develop a communications strategy to manage the organisation’s corporate reputation 223 CFAM4.4.3 Build and manage stakeholder relationships 228 CFAM4.4.4 Co-ordinate communications functions and the dissemination of the organisation’s communications 233 CFAM4.4.5 Manage business and political relationships and lobby for influence 238 CFAM4.4.6 Manage financial public relations and investor relations 243 CFAM4.4.7 Manage internal and external issues and risks, and meet organisational communications challenges 248 CFAM4.4.8 Develop and implement proactive and reactive PR strategies and tactics 253 CFAM4.4.9 Develop public relations strategies and tactics to promote products/services 258 CFAM4.5.1 Develop a sales promotion strategy plan 263 CFAM4.5.2 Manage sales promotion plans 269 CFAM4.5.3 Implement sales promotion activity 274 ©2012 Skills CFA CFAM4.6.1 Develop a field marketing strategy 279 CFAM4.6.2 Prepare an outline for a field marketing activity 284 CFAM4.6.3 Implement a field marketing activity 289 CFAM4.7.1 Develop a business to business motivation strategy and plan 294 CFAM4.7.2 Manage business to business motivation plans 299 CFAM4.7.3 Implement business to business motivation activity 304 CFAM5.1.1 Develop a customer information strategy 309 CFAM5.1.2 Implement a customer information strategy 314 CFAM5.2.1 Lead the monitoring and evaluation of marketing performance 319 CFAM5.3.1 Develop and maintain a marketing database 324 CFAM5.3.2 Use technology to achieve marketing aims 329 CFAM5.3.3 Use IT in managing marketing data 334 CFAM6.1.1 Put an organisation’s marketing plan into action 339 CFAM6.1.2 Implement marketing strategies and plans for products/services 344 CFAM6.1.3 Develop and maintain a portfolio of products/services 349 CFAM6.1.4 Lead marketing/marketing communications teams 354 CFAM6.1.5 Lead and manage marketing projects 359 CFAM6.1.6 Ensure effective marketing logistics systems 365 CFAM6.1.7 CFAM6.1.8 CFAM6.2.1 CFAM6.2.2 CFAM6.2.3 Ensure marketing operations comply with legal, regulatory, ethical and social requirements Fulfil the legal, regulatory and ethical requirements impacting upon your marketing activity Assess marketing opportunities within international and/or diverse markets Establish the business case and marketing plan for distributing products/services to international and/or diverse markets Implement and evaluate marketing plans for international and/or diverse markets 370 375 380 385 390 CFAM6.3.1 Manage finance for an area of marketing operations 395 CFAM6.3.2 Mange a marketing budget 401 CFAM7.1.1 Develop sales strategies and plans 406 CFAM7.1.2 Build and deliver customer service and customer care support 412 CFAM7.1.3 Build and retain effective sales relationships 418 ©2012 Skills CFA CFAM7.1.4 Assist in the development of sales support and customer management programmes 424 CFAM7.1.5 Manage and assess on-going financial viability of key customers 431 CFAM7.1.6 Monitor and control relationship management activities 438 CFAM7.1.7 Monitor and solve customer service problems 444 CFAM7.2.1 Create a brief that captures the marketing proposition 449 CFAM7.2.2 Decide whether to buy in marketing/marketing communications services from external suppliers 454 CFAM7.2.3 Identify third party suppliers of marketing/marketing communications services 460 CFAM7.2.4 Brief and work with third part suppliers of marketing/marketing communications services 465 CFAM7.3.1 Provide marketing/marketing communications services to clients 470 CFAM7.4.1 Develop productive working relationships with colleagues 475 CFAM7.4.2 Work with other business functions 480 CFAM7.4.3 Develop personal networks 486 CFAM8.1.1 Recruit, select, and keep marketing colleagues 491 CFAM8.1.2 Plan the marketing workforce 497 CFAM8.1.3 Allocate and monitor work within marketing 502 CFAM8.1.4 Provide learning opportunities for marketing colleagues 508 CFAM8.1.5 Encourage innovation 514 CFAM8.2.1 Manage your own resources and professional development 520 ©2012 Skills CFA CFAM1.1.1 Map organisations within their current and future marketing environment Overview This unit is about undertaking a strategic assessment of an organisation's environment, and identifying potential opportunities and threats relevant to current and future marketing policy. It includes making sure that you have a clear and up-to-date picture of the environment in which the organisation operates, and produce information which could be used for planning and operational purposes. The `environment' includes the `external' operating environment – for example, customers and their needs, market trends, new technologies and methods, legislation, and the activities of competitors and partners. It also includes the `internal' operating environment – for example, resources available to the organisation, and the culture of the organisation. For the purposes of this unit, an `organisation' can mean a self-contained entity such as a private sector company, a charity or a local authority, or a significant operating unit, with a relative degree of autonomy, within a larger organisation. This unit is recommended for senior marketing managers. Such managers might be employed directly by the organisation, or work for an agency/consultancy. CFAM1.1.1 Map organisations within their current and future marketing environment 1 CFAM1.1.1 Map organisations within their current and future marketing environment Performance criteria You must be able to: P1 P2 P3 P4 P5 P6 P7 P8 obtain information regarding customers, competitors, relevant product/service distribution, the economy and relevant technologies from a wide variety of sources and actively use the information to support planning and decision making monitor and evaluate relevant trends and developments, including those covering demographic, attitudinal, political, economic, social, regulatory and technological developments determine existing and potential customer characteristics, and evaluate these for opportunities relevant to the organisation's products/services assess the organisation's current and future resources appropriate to delivering sustainable results identify and prioritise the strengths and weaknesses of the organisation and potential opportunities and threats in the organisation's external environment explore and assess a range of future scenarios within the environment in which the organisation operates, and determine their impact for future marketing policy consult with all relevant individuals within the organisation and other key stakeholders on future market and organisational development in order to inform and support organisational decisions upon future marketing policy organise information and knowledge in a way that supports effective marketing planning CFAM1.1.1 Map organisations within their current and future marketing environment 2 CFAM1.1.1 Map organisations within their current and future marketing environment Knowledge and understanding You need to know and understand: You need to know and understand: You need to know and understand: General knowledge and understanding K1 different sources of information regarding customers, competitors, the economy and relevant technologies, and how to use them effectively K2 how to measure and review organisational performance K3 how to analyse organisational culture K4 how to undertake a strengths, weaknesses, opportunities and threats analysis K5 how to undertake an analysis of the political, economic, social, technological, legal and environmental factors in the external environment K6 how to analyse stakeholder interests K7 how to build future scenarios and assess their implications Industry/sector specific knowledge and understanding K8 sources of information on trends and developments in the sector, including those at a global level and how to access these K9 current and emerging trends and developments in the sector internationally, nationally and locally K10 legal, regulatory and ethical requirements in the sector Context specific knowledge and understanding K11 the organisation's actual and potential customer base K12 the needs and expectations of the organisation's actual and potential customers and other key stakeholders K13 actual and potential competitors, including their activities and relative performance levels K14 actual and potential partners, including their activities and relative performance levels K15 the organisation's structure K16 the organisation's culture K17 the organisation's performance and the factors that influence this CFAM1.1.1 Map organisations within their current and future marketing environment 3 CFAM1.1.1 Map organisations within their current and future marketing environment Additional Information Behaviours 1. 2. 3. 4. 5. 6. You analyse and structure information to develop knowledge that can be shared You develop systems to gather and manage information and knowledge effectively, efficiently and ethically You identify systemic issues and trends and recognise their impact upon current and future work You anticipate likely future scenarios based on a realistic analysis of trends and developments You identify strengths, weaknesses, opportunities and threats to current and future work You articulate the assumptions made and risks involved in understanding a situation CFAM1.1.1 Map organisations within their current and future marketing environment 4 CFAM1.1.1 Map organisations within their current and future marketing environment Developed by Skills CFA Version number 1 Date approved April 2010 Indicative review date April 2012 Validity Current Status Original Originating organisation Chartered Institute of Marketing Original URN NM1.1.1 Relevant occupations 1132 Marketing & Sales Manager 3543 Marketing Associate Suite Marketing Key words Marketing, sales, marketing management, market research, advertising, public relations CFAM1.1.1 Map organisations within their current and future marketing environment 5 CFAM1.1.2 Obtain feedback from existing customers, suppliers and others Overview This unit is about establishing and implementing processes for obtaining ideas, information and insights from existing customers, suppliers and customer facing teams regarding an organisation, its marketing proposition and its products/services. This includes obtaining word of mouth information regarding individual experiences which might not be accessible readily from other channels. For the purposes of this unit, `organisation' can mean a self contained entity such as a private sector company, a charity or a local authority, or a significant operating unit, with a relative degree of autonomy, within a larger organisation. This unit is recommended for middle/senior marketing managers. Such managers might be employed directly by the organisation, or work for an agency/consultancy contracted to obtain feedback on behalf of clients. CFAM1.1.2 Obtain feedback from existing customers, suppliers and others 6 CFAM1.1.2 Obtain feedback from existing customers, suppliers and others Performance criteria You must be able to: P1 be clear about the information that you are seeking P2 identify the sources from which the information might be obtained P3 establish and implement processes, both formal and informal, for obtaining ideas, information and insight from a variety of sources P4 collate and assess feedback, identifying trends and patterns relevant to informing future marketing strategies and actions P5 share the feedback with other relevant business functions and stakeholders, discussing and agreeing the impact of the feedback for their activities P6 evaluate the feedback, and identify the strengths, weaknesses, opportunities and threats for the organisation and its marketing proposition arising from the feedback P7 identify and recommend actions in response to the feedback, towards enhancing the organisation's ability to meet market requirements CFAM1.1.2 Obtain feedback from existing customers, suppliers and others 7 CFAM1.1.2 Obtain feedback from existing customers, suppliers and others Knowledge and understanding You need to know and understand: General knowledge and understanding K1 the types of information that might be provided by customers and suppliers, and its relevance in informing marketing strategy K2 methods of obtaining feedback from customers, suppliers and customer facing teams K3 the importance of ensuring objectivity when evaluating feedback and the factors to consider when assessing the validity of feedback K4 how to analyse the interests of those providing feedback, and the implications for evaluating feedback K5 how to build future scenarios and assess their implications You need to know and understand: Industry/sector specific knowledge and understanding K6 current and emerging trends and development in the sector affecting the organisation's products/services K7 legal, regulatory and ethical requirements in the sector You need to know and understand: Context specific knowledge and understanding K8 the organisation's existing customer base K9 the organisation's structure, and key individuals within customer-facing teams CFAM1.1.2 Obtain feedback from existing customers, suppliers and others 8 CFAM1.1.2 Obtain feedback from existing customers, suppliers and others Additional Information Behaviours 1. 2. 3. 4. 5. 6. 7. 8. You develop systems to gather and manage information and knowledge effectively, efficiently and ethically You analyse and structure information to develop knowledge that can be shared You seek to understand people's needs and motivations You demonstrate a clear understanding of different customers and their real and perceived needs You recognise changes in circumstances and recurring problems, and promote changes to structures, systems and processes to address these You identify and evaluate risks, and balance these against anticipated benefits arising from a proposed course of action You encourage others to share information and knowledge efficiently within the constraints of confidentiality You present information clearly, concisely, accurately and in ways that promote CFAM1.1.2 Obtain feedback from existing customers, suppliers and others 9 CFAM1.1.2 Obtain feedback from existing customers, suppliers and others Developed by Skills CFA Version number 1 Date approved April 2010 Indicative review date April 2012 Validity Current Status Original Originating organisation Chartered Institute of Marketing Original URN NM1.1.2 Relevant occupations 1132 Marketing & Sales Manager 3543 Marketing Associate Suite Marketing Key words Marketing, sales, marketing management, market research, advertising, public relations CFAM1.1.2 Obtain feedback from existing customers, suppliers and others 10 CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities Overview This is about monitoring key competitors' marketing activities and evaluating their potential implications for an organisation's products/services. It includes assessing the corresponding opportunities and threats, and recommending appropriate actions across the marketing mix to develop and/or protect an organisation's products/services. This unit is recommended for first line and middle marketing managers involved in reviewing the marketing strategies of competitors. Such managers might be employed directly by the organisation assessing its competition, or work for an agency/consultancy undertaking this on behalf of a client. CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities 11 CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities Performance criteria You must be able to: P1 P2 P3 P4 P5 P6 P7 P8 identify those organisations competing for the same customers and who are therefore market competitors gather information regarding competitors and assess their relative strengths and weaknesses analyse competitor information to determine potential opportunities and threats to the organisation arising from competitor activities determine competitors' objectives, assessing the relative importance to each competitor of current profitability, cash flow, market share growth, technological and service leadership identify and group competitors according to their strategies, based upon an assessment of competitor activities and policies assess likely reactions by competitors to marketing initiatives by the organisation make recommendations regarding the relative importance of particular competitors, supported by a reasoned analysis of their strategies and activities present your recommendations to relevant colleagues promptly and clearly CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities 12 CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities Knowledge and understanding You need to know and understand: General knowledge and understanding K1 how to differentiate between competitors identified due to their being within the same industry, and those identified from their targeting the same customer groups and similar needs, and the relative advantages and disadvantages of each approach K2 the dimensions to consider when grouping competitors according to their strategies, including competitor's product/service quality, features, marketing mix, pricing policy, distribution coverage and channels, sales force strategy, and marketing communications activities K3 the variety of sources and methods for collecting information regarding competitors, including primary research, secondary data and experiences from customer/supplier facing teams K4 the importance of competitor information in informing marketing strategy and planning K5 the role of benchmarking when comparing organisations' products/services and processes K6 the importance of checking the validity of information and of differentiating between objective and subjective data K7 legal and ethical requirements regarding the collection, storage and use of data You need to know and understand: Industry/sector specific knowledge and understanding K8 marketing developments in the organisation's sector, relevant to assessing the strengths and weaknesses of competitor strategies You need to know and understand: Context specific knowledge and understanding K9 the organisation's marketing strategy, and its relevant products/services K10 competitor organisations and their marketing strategies, and relevant products/services K11 the relative strengths and weaknesses of the organisation's principal competitors K12 the organisation's existing and potential customers, their needs and buying patterns relating to the organisation's products/services CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities 13 CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities Additional Information Behaviours 1. 2. 3. 4. 5. 6. You identify sources of competitor information to meet current foreseeable requirements You make best use of existing sources of information You check the validity and reliability of information You make information regarding competitors available promptly to those who need it You present information clearly, concisely and accurately You articulate the assumptions made, and any risks involved, in understanding competitors' strategies and activities CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities 14 CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities Developed by Skills CFA Version number 1 Date approved April 2010 Indicative review date April 2012 Validity Current Status Original Originating organisation Chartered Institute of Marketing Original URN NM1.1.3 Relevant occupations 1132 Marketing & Sales Manager 3543 Marketing Associate Suite Marketing Key words Marketing, sales, marketing management, market research, advertising, public relations CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities 15
- Xem thêm -

Tài liệu liên quan