Research Proposal by wuxiangyu

VIEWS: 4 PAGES: 37

									                    Click! Sandwell
               Marketing Strategy

 Includes a 3 Page Management Summary

 Appendix covers requirements for a marketing specialist


Version 1, 9/7/03




Click! Marketing Strategy   Version 1                       1
   Contents

LIST OF ABBREVIATIONS .......................................................................................... 1
MANAGEMENT SUMMARY ........................................................................................ 2
  Marketing audit ........................................................................ 2
  Setting objectives ..................................................................... 3
  Strategy formation ................................................................... 3
  Implementation ........................................................................ 4
GUIDE TO THE REPORT ............................................................................................. 5
  Strategic Marketing Framework used .......................................... 5
  Research undertaken for the analysis .......................................... 5
  Related documents ................................................................... 6
  Profile of the author .................................................................. 6
MARKETING AUDIT ..................................................................................................... 7
  Environment “P.E.S.T.” analysis ................................................. 7
  Market outline .......................................................................... 8
  Competition ............................................................................ 10
  Click! Sandwell ........................................................................ 11
  Conclusions ............................................................................ 12
SETTING OBJECTIVES .............................................................................................. 13
  Rationale ................................................................................ 13
  Strategic fit............................................................................. 13
  Marketing objectives ................................................................ 14
STRATEGY FORMATION .......................................................................................... 15
  Generic marketing strategy ....................................................... 15
  Value proposition ..................................................................... 15
  Approach to market ................................................................. 17
  Service development................................................................ 19
  Managing the learning channel .................................................. 20
  Price ...................................................................................... 22
  Promotion ............................................................................... 24
IMPLEMENTATION .................................................................................................... 26
  Research ................................................................................ 26
  Resource requirements ............................................................. 26
  Marketing Plan ........................................................................ 27
  Budgets .................................................................................. 31
  Monitoring and control ............................................................. 34
APPENDIX: MARKETING SPECIALIST REQUIREMENTS ............................... 35




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List of Abbreviations
Sandwell MBC                Sandwell Metropolitan Borough Council

LC                          Learning Centre

AWM                         Advantage West Midlands

LSC                         Learning and Skills Council

VPN                         Virtual Private Network

VLE                         Virtual Learning Environment

SMART                       Specific Measurable Achievable Realistic Timely




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Management Summary
The Click! Marketing strategy has been developed using a structured framework
consisting of 4 sequential stages: Marketing Audit, Setting Objectives, Strategy
Formation and Implementation.

The information for analysis has been gathered through workshops, 1 to 1 interviews,
operational marketing, desk research and field visits.

Marketing audit
Sandwell is an area with high levels of deprivation, good transport links and an
advantageous central location. The traditional manufacturing base continues to be eroded
and the area has become a skill “sink” with top jobs going to outsiders and young people
leaving for jobs and training elsewhere.

The Click! Sandwell programme is a public funded intervention whose aim is to address
the skills deficit by establishing a sustainable learning culture in the community.

There are many stakeholders in the programme and these can be classified as approvers
(e.g. AWM), beneficiaries (e.g. local businesses), strategic partners (e.g. Black Country
Knowledge Society), channel partners (e.g. libraries) and end-users (Sandwell citizens
engaging in learning activities).

The channel partners provide leaning services to end-users, and Click! provides a broad
range of services to support the channel partners. Click! has also developed a VLE
(Virtual Learning Environment) to deliver learning services “on line” to end-users.

To date, Click has focused on building the capacity of the Click! channel infrastructure,
culminating in the recent launch of the Click! Learning Service. Little marketing
promotion or research has been done to date, apart from some channel marketing and
research for the VLE.

Critical success factors for the programme include:
 engaging “hard to reach” learners
 managing the learning channel effectively
 programme integration (managing stakeholder expectations and leveraging strategic
    partners).

Marketing is required to address these factors.




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Setting objectives
Business objectives are already in place covering service delivery targets and programme
outcomes.

The marketing objectives required to support the programme are:
 A framework of SMART objectives relating to an end-user marketing
   communications model. This model leads the “hard to reach” up an adoption ladder
   of Awareness, Interest, Desire, Engagement and Development (AIDED).
 That service definitions are in place for all Click! branded services, to ensure tangible
   evidence of service delivery and the value of the service

Strategy formation
Generic strategy: The appropriate generic strategy for Click to adopt is a focus strategy -
to focus on the “hard to reach”, which differentiates Click! from the mainstream learning
services, and positions Click! as complimentary to them. (Click! activity will also pull
though a lot of mainstream learning engagement.)

Market approach: Addressing the “hard to reach” and developing new community
services is a challenging, high-risk undertaking, and Click must increase the success rate
by working with partners, using a piloting approach, actively nurturing and promoting
role models and champions, and facilitating the involvement of end users in all aspects of
programme development.

Value proposition: Developing compelling propositions for end-users will require using
segmentation based on benefits. The “wants and needs” of the “hard to reach” are the
starting point for engagement activities out of which learning can develop.

Channel segmentation is more straightforward. The benefit to channel partners of Click!
activity will often be in terms of learner recruitment, as this is linked to their funding.

Service development: Developing the services to deliver these propositions will require:
 portfolio management and service definition for the channel services
 new service development to create end-user learning services with community
   content.

Channel management: The key strands to developing the learning channel effectively
are channel management (making sure service benefits get through to end users),
optimisation (for which a strategic grid has been developed), and extension (new ways to
reach learners, including new housing developments).




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Price: The market value of all channel services should be communicated to channel
partners to encourage good use and as a first step towards sustainability. All stakeholders
should be informed of outline costs and expenditures to help manage expectations. Costs
should not be referred to in end-user services as this may create an adoption barrier.

Promotion: Promotion will consist of three strategic thrusts:
 a “pull” strategy to bring end users into the learning channel and drive them up the
   AIDED adoption cycle
 a “push” strategy to push the value and benefits of click services through the channel
 to end users
 PR strategy to manage stakeholder expectations

Implementation
The marketing activities required implementing the strategy fall into the following
categories:
 research (including AIDED tracking and end-user “wants and needs” surveys)
 service development (including community focus groups and content creation)
 promotion (including advertising and events)
 channel management
 marketing programme management

An integrated plan to deliver the strategy has been built by breaking down the main
activities into tasks and sub-tasks and scheduling them into a timetable, which takes
account of inter-dependencies.

The key milestones are:

   Oct - Dec 03            Service portfolio defined on Click! site
   Jan - Mar 04            Fully integrated and optimised channel
   Apr - Jun 04            First market data benchmarking impact on learning culture
   Jul - Sep 04            First learning services “designed by the community for the
                            community”.

The budget required is estimated at £80k for 1 year to cover external costs, with £45k to
cover management and implementation by a part time freelance marketing specialist.

Monitoring and control will be effected through:
 regular reviews to the Click! management board
 annual reviews of the marketing strategy
 marketing plan produced for each financial year




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Guide to the report
The purpose of this section is to give you an overview of the structure of the report and
the methodology used to develop the marketing strategy.

Strategic Marketing Framework used
A strategic marketing framework is used to structure the report; a tried and tested
approach for developing robust and coherent marketing.

The analysis is built up in 4 sequential stages:

1. Marketing audit: where are we now?
This section provides a snapshot of the current marketing environment for Click! and
identifies factors critical to the success of the programme which need to be addressed in
the marketing strategy

2. Setting objectives: where do we want to be?
This section evaluates the status of objectives for the click programme, and defines an
appropriate set of marketing objectives to support the programme's business
requirements.

3. Strategy formation: how can we get there?
This section outlines the elements of strategic marketing needed to achieve the
objectives.

4. Implementation: how do we ensure arrival?
This section is concerned with control and monitoring of the strategy implementation, so
that the process is managed effectively, allowing for corrective action to stay on track and
greater flexibility in the event of new developments.

Research undertaken for the analysis
The background information for this report was established through the following:
 a marketing strategy workshop, with representatives from stakeholders in the
   programme,
 a marketing strategy workshop with the Click! programme management team,
 a number of 1 to 1 interviews with stakeholder organisations.
 a guided tour of the Sandwell area,
 many individual conversations and meetings,
 the Click! Sandwell Learning Service launch.




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Related documents
Strategy presentation
A PowerPoint presentation, which covers the marketing strategy as a slide show, is
currently being developed and will be available from mid July 2003

2003/4 Delivery plan
This document, which covers business objectives and outcomes for 203/4, is referred to
in the report.

Profile of the author
Henry Howarth is qualified sales and marketing executive with ICT programme
management experience and a track record of implementing creative solutions in the
public sector.

He is currently on secondment for BT, where he has been working as a sales programme
manager in the Government sector. Before joining BT, he worked for an SME in the
education sector, developing and marketing IT solutions for schools.

Relevant qualifications:
 Diploma in Marketing and Chartered Marketer (CIM)
 MBA (UEA)

Contact details:
Henry.Howarth@bt.com
0207 778 4118




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Marketing Audit
Environment “P.E.S.T.” analysis
A summary of the key factors shaping Sandwell in relation to the Click! Programme:

Political and legal
 New Labour education agenda
 Sandwell MBC eGovernment agenda
 Next national elections
 New CEO for Click! programme

Economic
 Regeneration zone: multiple sources and types of intervention funding
 Continued erosion of manufacturing base: no big players left
 Low wage base

Sociological
 Multiracial, multicultural region
 High levels of urban deprivation
 Top jobs go to outsiders
 Skills drain: youth migrate out for work and study

Technology and the environment
 Broadband enabled region
 Availability of consumer ICT: mobiles, TV, iDTV, PCs, playstations
 Ease of access to the region: central location close to the motorway, Birmingham,
   Wolverhampton




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Market outline
Sector           The aim of Click! Sandwell is to create a culture of learning within the region, and so the programme is operating in a
                 “learning” market.

Size             Sandwell borough has a population of 292,000 residents.

Stakeholders in the programme
Group         Approvers                  Beneficiaries           Strategic partners                Channel             End users
                                                                                                   partners
Description       Organisations, which Organisations, which      Projects, which are synergistic   Click! provides     Learners.
                  Click! is accountable benefit from the         with Click!                       services directly
                  to.                   outcomes of the                                            to these
                                        Click! programme.                                          organisations.
Examples           AWM                  Businesses                West Bromwich Learning         LCs               Many groups:
                   LSC                  Schools                    Quarter                        Colleges           students
                   Sandwell MBC         Healthcare              Black Country Knowledge          Schools            Council
                                         Social Services            Society                        Libraries           workers
                                         Police                  AWM REDY                                             single
                                         Fire and                Baselines project                                     parents
                                            Emergency             I-Sandwell                                           etc.
                                                                  housing projects
Clarification These organisations        e.g. Police will        Click! needs to work together     These               Sandwell
              approve expenditure        benefit from reduced    with these projects to achieve    organisations       residents
              and outcomes.              crime in a learning     shared aims                       deliver learning    engaging in
                                         community.                                                services to the     learning.
                                                                                                   community.
N.B. Organisations and individuals can belong to more than one stakeholder group.




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Channel structure
Click! provides support services to organisations (Channel partners), which deliver
learning services to citizens (End-users). The channel partners are represented in the
diagram below as LCs.

In marketing terms, the channel partners and end-users are the key customer groups for
Click!.

Click is also developing a Virtual Learning Environment (VLE) to deliver learning
services directly to end-users over the Internet and establishing a network of Access
points where citizens can find out about learning services.

   Service provider                       Channel                   End users


                                             Access
                                              point

                                           Learning
                                            Centre
            Click!                            VLE

                                           Learning
                                            Centre
                                             Access
                                              point                   Citizens



The Channel is being developed as a connected group of Learning networks, one for each
of the 6 towns of Sandwell (Smethwick, Oldbury, West Bromwich, Wednesbury, Tipton,
Rowley Regis).




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Competition
Radius of competition
For Click! to engage citizens in learning, it must compete with all the other activities,
which occupy a citizen’s time and attention.



                  Barriers        Learndirect

   Institutions                               Courses


    Faith                                           Schools



  Family
                                                       Leisure-
                                                     Football, TV,
                                                        Clubs,
                                                      Shopping
  Home/House
     work
                             Employment


Competitive analysis
 Existing learning providers are potential partners of Click!, rather than competitors
 “Non-learning” activities (leisure, work home, family, faith etc.) offer opportunities
  to engage citizens in learning
 Barriers may prevent citizens engaging in learning, event though they do not have
  other time commitments (e.g. fear of failure, lack of access)




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Click! Sandwell
Business performance
The focus of activity on the programme to date has been on building the capacity of the
Click! channel infrastructure, culminating in the recent launch of the Learning service to
stakeholders.

Business capability
The programme can deploy the following resources:
 about £15M remaining European funding, until 2007,
 a dedicated programme team of 12,
 ICT assets (Broadband VPN and VLE),
 existing Channel.

Marketing activity
Operational marketing
 The click Branding has been defined.
 Some marketing activity has been directed at the channel: principally through events
   and meetings.
 The stakeholder database needs rationalising.
 There has been no marketing directed at end-users.

Research
 No structured marketing research in relation to:
    awareness and perception of Click!
    end-user requirements (except for the VLE design).

Operational requirements
The programme currently requires the following:
 a business plan, providing a road-map with a projected 3 year outlook (currently,
   there is a perception that the programme is suffering from a degree of lack of co-
   ordination and direction)
 change management strategy and expertise (there is no explicit plan as to how
   sustainable change can be effected in the channel or community)
 marketing strategy and project sustainability




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Conclusions
SWOT

                                   INTERNAL

Strengths                                 Weaknesses
 Access to funds                          Limited funding
 Broadband VPN                            Bureaucracy
 Team ethos and affinity with             Skills gap: change management,
    community                               marketing, learning pedagogy
                                           Business planning: perceived lack
                                            of focus and direction, poor
                                            management of expectation
                                           Market perception: brand identity,
                                            “no products/services”

Opportunities                             Threats
 Eligibility for more funding             Sustainability: funds run out in
 Linking with other projects                2007
 Aspirations and needs of residents       Inertia: resistance to change
 Partnership leverage, inc. schools       Change of government
   and colleges                            ICT market: changes are rapid and
 Best practice from other                   unpredictable
   community learning projects




                                   EXTERNAL

Critical factors for success
 Engagement of “hard to reach” learners
 Management of the learning “Channel”
 Programme integration: managing stakeholders and project linkages
 Development of the programme team and its capabilities
 Sustainability

Strategic marketing can substantially help to address the first three critical factors.



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Setting Objectives
Rationale
The following factors need to be taken into account in formulating the marketing
objectives for the programme:
 Strategic fit: that the marketing objectives serve the overall business strategy
 Stakeholder buy-in: that the interests of the various stakeholder groups are addressed

Strategic fit
  Hierarchy of Objectives                     Terms of reference                            Definitions
  VISION/MISSION                              Benefits of establishing a sustainable        See 03/4 Deliver
                                              learning culture in the community
  BUSINESS OBJECTIVES                         4 Strategic Objectives                        See 03/4 Deliver
                                              Outcomes:
                                               Large number of individual outcomes
                                               e.g. number of teaching staff trained
                                               each linked to a Strategic Objective
                                              Service delivery targets:                     See 03/4 Deliver
                                               small number of broad-brush targets
                                               number of established LCs
                                               Schools connected
                                               Library of learning content
  MARKETING OBJECTIVES                        Services: portfolio definition and evidence   See “Marketing
                                              of service delivery to channel                Section.
                                              Markets: End-user uptake of learning
                                              services
  COMMUNICATIONS OBJECTIVES                   Market perception




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Marketing objectives
Since the scope of the Business Objectives already cover service delivery targets, the
marketing objectives are essentially concerned with marketing communications:
 driving engagement in learning in the community through an adoption cycle, from
   awareness of Click! through to realisation of the benefits derived from engagement;
 ensuring that there is tangible evidence of delivery of Click Services to the learning
   channel and recognition of the value of those services.

“AIDED”: Market adoption objectives
Stage       Measure                                   2003    2004   2005   2006    2007
Awareness   Aware of Click! programme                 Base    +%     +%     +%      +%
            e.g.                                      5%      30%    60%    50%     40%
Interest    Express interest in any learning          Base    +%     +%     +%      +%
            activities
Desire      Express desire to engage in a             Base    +%     +%     +%      +%
            learning activity
Engagement Completes engagement in                    Base    +%     +%     +%      +%
            learning activity                         17%                           30%
Development Acknowledges value/benefit from           Base    +%     +%     +%      +%
            engagement
            Express desire to engage in a             Base    +%     +%     +%      +%
            further learning activity

   the current level of each measure will be established by a baseline survey
   target levels can then be set for successive years
   these need to be geared towards the stated business objectives, e.g. for Engagement,
    30% of adults studying for a qualification compared to 17% at present.

Service definition objectives
For each service in the click! Portfolio, there will be a communicable definition of service
delivery which covers:
 the name of the service
 the scope of the service
 for services to the channel partners, the market value or cost of the service in £ to the
    programme
 the benefits of the service to the customer

All tangible service definitions will carry the Click! branding.

The service definition will be created as part of the service development process and be
communicated to the customer when the service is first delivered or substantially
changes.

A service record will be made of every service delivered.


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Strategy formation
Generic marketing strategy
Generic competitive strategy
In marketing terms, the appropriate generic competitive strategy for Click! would be
defined as follows:
 focus or niche – focus on the “hard to reach” learners, who are currently not
    participating in mainstream learning activities
 differentiation – developing opportunities for engaging the “hard to reach” in learning
    which are complimentary to the mainstream learning services

Positioning
Click is not a competitor to mainstream learning activities, but a partner, and needs to be
positioned as such in the market.

Although Click! will focus efforts on the hard to reach, its activities will pull through a
lot of customers into mainstream learning currently available from the channel partners.

Value proposition
For end users

Target market
The “hard to reach” in Sandwell are within a diverse community which can be segmented
in many different ways:
 Demographics: age, location, gender
 Ethnic, culture, faith
 Preferred Learning styles
 Benefits: the wants and needs of learners

For any learning proposition, a combination of these will need to be considered in order
to characterise a target group.




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Benefit segmentation
Focussing on the wants and needs of prospective learners will be the most powerful
approach to segmentation, since this provides a route to engaging citizens in learning
activities, and the “hard to reach” in particular.

For many learners, the process of learning is simply a means to an end rather than an
activity, which is rewarding in its own right. The want or need is then the “compelling
event” which motivates the citizen to engage in learning.

Examples of wants or needs could include:
 getting a job
 caring for a family member
 pursuing an interest or hobby
 claiming a benefit
 learning to use new technology

Proposition development
For the appropriate target learner, each learning proposition needs to:
 maximise the benefit in terms of the learners wants and needs
 reduce the cost in terms of ease of access, user experience, removing “hidden”
   barriers etc.

For channel partners

Target market
Potential channel partners are organisations that deliver learning into the community and
can be segmented into a small number of groups by organisational type e.g. libraries,
community learning centres etc.

Proposition development
The value of Click! to the channel partner can be measured by the extent to which Click’s
services help the organisation achieve their strategic aims. A key measure will be
increasing the number of learners that they engage, as this is often linked to their funding.




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Approach to market
The Click! programme is operating in the most challenging market context – developing
new services (community eLearning services) for a new market (the “hard to reach”).
(This is the high risk “market diversification” quadrant of the Ansoff Matrix).

Also, the “hard to reach” will be unforgiving – if an initial experience is not good, a
reluctant learner won’t come back for more.

Finally, the Click! programme is definitely not “business as usual”. It is a programme of
intervention to bring about a change in organisational and individual culture

Partnership
Click! needs to leverage and integrate with:
 other projects in the region, to establish strategic partnerships
 national initiatives such as UK On-line

In marketing terms, this means communicating and adapting marketing strategies to
achieve common goals, and joint implementation where appropriate.

Pilots
Click! must adopt a “pilot” methodology – trying lots of things out on a small scale to
limit the impact from failures, and increase the change of finding some successes.

   Identify a learning opportunity and develop a robust proposition to address it
   Trial the proposition on a small scale
   If it fails, learn from the experience and move on
   If it succeeds, roll it out on a large scale

Role models and champions
Click! needs to actively identify, support and promote behaviours and individuals, which
serve as role models or champions for the new learning activities.

These are critical to initiating the change in learning culture within organisations and the
community.

Council employees are a prime target group as they are easy to reach through internal
communications, and as citizens with family and friends in the community are ideally
placed to pass on the message by WOM.

Other possibilities include local celebrities, such as Frank Skinner, and success stories,
such as the founder of JD Witherspoons.




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Community empowerment
Click! needs to actively involve end-users in all aspects of the programme, thereby
empowering the community and helping to establish a sustainable culture change.

This shifts the focus of learning to an active process directed by the community rather
than a passive process being done to the community.




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Service development
Channel service portfolio
The range of services, which Click! provides to and on behalf of the learning channel
needs to be defined and articulated.

This portfolio includes:
 Broadband VPN
 Learning content
 VLE
 Market research: desk research, best practice, surveys, focus groups,
 Marketing of learning services
 Information and training (through meetings, events, website, literature etc.)
 Advisory services (one-to-one consultations)
 Support for developing new learning services
 Enhancing learning services, by co-ordinating the involvement of all relevant
 Leverage: Co-ordination and integration of channel and strategic partners
 Management of stakeholder expectations
 Access to funding
 Support for securing funding and developing project proposals for funding
 Use of brand

Development of community learning services
The focus of learning services developed for end-users should be on community content
This will require a citizen-centric approach, and working together with learning channel
partners.

Key elements include:
 The starting point is “wants and needs”: activity that the citizen is already engaged in
   or aspires to, out of which learning can naturally develop
 Access is critical: the appropriate people, technology (mobile, iDTV, Xbox), support,
   environment and levels of engagement.

Branding
The Click! branding should be used on all services delivered to the learning channel.
Any learning services or activities, which the channel or other strategic partners has
received support and funding from Click, should be co-branded.




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Managing the learning channel
The key elements of the Click! channel strategy are:
 Channel optimisation: making sure Click! limited resources are deployed to best
   effect by developing the right channel partners
 Channel management: Ensure the learning channel delivers the benefits of Click!
   service delivery through to end users
 Channel extension: finding new ways to reach learners




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Channel optimisation
The value of any learning channel partner to Click! can be measured in terms of the
number of learning outcomes they can deliver now and in the future.

This can be represented on a 2 x 2 model in order to establish a strategic framework:



                                                               DEVELOP
                                 DEVELOP                          +
                                                               MAINTAIN
                   HI


     NEW


                   LO           DISENGA GE                     MAINTAIN




                                    LO                             HI


                                                     NOW



   Click! should DEVELOP those LCs which have growth potential for learning
    outcomes (DEVELOP requires the most resource and budget investment)
   Click! should MAINTAIN those LCs which deliver large numbers of learning
    outcomes today (MAINTAIN uses less resource)
   Click! should DISENGAGE from LCs, which are not delivering large numbers of
    outcomes today and have no growth potential. This avoids resource wastage.




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Channel management
This will be effected through service level agreements with channel partners.

In return for access to the Click! portfolio of services, the channel partner will commit to:
 carrying co-branding
 staff training
 feedback required for Click performance monitoring
 content creation and adaptation

Failure to consistently meet service levels should result in disengagement.

Channel extension
This is about extending the learning channel to where the end users already are, making
access easier for them.

The key opportunities are:
 extending access into existing homes and businesses
 building centres into new housing and business development projects
 establishing centres and access points in locations already frequented by the “hard to
   reach”: e.g. pubs, supermarkets, meeting places for young people, public sector
   service points (waiting rooms in health care, benefit centres etc.)
 establishing mobile and “virtual” learning centres

Price
For channel partners
The current Click! pricing policy for channel partners is to provide services to them free
of charge.

In order to articulate the value of these services (which in turn supports delivering value
through to end-users), and support long-term sustainability, the following policy should
be adopted:
 The market value in £ of all services should be stated as part of the service definition,
    even if not charged for.
 Where Click! is replacing a service, which the channel partner already pays for, the
    service should be charged.
 Over a period of time, some services can be progressively charged for, since the cost
    can be met by the channel partner from new revenue sources attributable to them (e.g.
    more enrolments and more subscriptions to paying courses)




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For end users
The Click! policy for end-users is to provide all Click! branded learning services free of
charge.

Attempting to place a £ value may cause confusion and create an adoption barrier.

For stakeholders
Click! should make financial outlines available to all stakeholder groups, including
citizens and channel partners, showing how much is being spent on what and when.

This will help to:
 manage expectation
 communicate the value and scale of programme activities
 stimulate interest and participation from citizens




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Promotion
Marketing communications strategy

Element      Target group       Function                          Key tools
What?        Who?               Why?                              How?
“Pull”       End users          Pull citizens into the learning   “AIDED” adoption
                                channel and drive up              model
                                engagement
“Push”       Channel partners   Push the value and benefits of    Service definition and
                                click services through the        transaction.
                                channel to end -users
PR           Stakeholders       Manage expectations               Generic “corporate” PR.
                                                                  Specific benefits for
                                                                  each group.

Corporate PR
This will be managed primarily through:
 stakeholder events (e.g. the Learning Service launch)
 press releases where appropriate
 the Click! website and corporate literature
 business meetings and reports

Channel partner “push”
This will be managed primarily through:
 events, workshops, meetings and one-to-one consultations
 service definition collateral and transactions
 the Click! website

End user “pull”
The purpose of this marketing communications activity is to pull the citizens into the
learning channel and drive them up an engagement “ladder”.

The model used, AIDED (Awareness, Interest, Desire, Engagement, Development) is
illustrated on the next page, and is an adaptation of the AIDA consumer marketing
adoption model. The adaptation meets the needs of establishing a learning culture in the
community; turning “hard to reach” prospects into learning champions.

The key implementation requirements are as follows:
 That the creative strategy employed is one of resonance: using case studies and role
   models to help the “hard to reach” to relate to the activities.
 That all communications address the life-skills requirements of the community.



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AIDED adoption model


                  Learn ing “champ ion”
                                                                            Development             Acknowledges value.                      Customer feedback form.

                                                                                                    Exp resses desire to engage              Enro lment on next course
                                                                                                    in further learn ing.                    Pro motional discount for
                                                                                                                                              accredited course.

                                                               Engagement                  Co mpletes engagement in              Attendance certification
                                                                                           learning activ ity.                   Record of ach ievement




                                                      Desire                 Exp ress desire to engage in         Incentives
                                                                             a learn ing activity.                 SMART card
                                                                                                                  Pro motions
               “Hard to reach” cit izen                                                                            of learn ing activit ies
                                                                                                                  Benefits of outcome

                                          Inte rest               Exp ress interest in any             Case Studies
                                                                  learning activ ities.                Champions, role models
                                                                                                       Access points
                                                                                                       PR



                            Awareness                 Aware of the Click!                   Advertising:
                                                      programme.                             banners, posters, local rad io and
                                                                                             press,
                                                                                             community “advertorial”
                                                                                            WOM




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Implementation
Research
Desk research
 To identify good practice in community learning.
 To establish current status of available market data on Sandwell.
 To identify intended surveys which can be “piggy-backed”.

Surveys
 “AIDED”: To track progress against the AIDED scheme
 “Needs”: To identify end user wants and needs

Learning service development
 End user focus groups, involving the participation of the learning channel, to identify
   and market test propositions for learning activities that will engage the “hard to
   reach”
 Community content creation: working with end users and stakeholders in the
   community to develop learning content.

Resource requirements
Marketing expertise
This is required to implement and maintain marketing strategy; marketing is mission
critical to the success of the programme and the resource must be integral to the team,
although this can be addressed by contracting a specialist on a retainer basis.

Stakeholder database
The existing database needs to be rationalised; it is a key requirement for effective
management of the learning channel and stakeholder groups.

Life skills style guide
A style guide to ensure all marketing communications meet the life-skill needs of end
users is needed, and Sue Partridge can provide this.




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Marketing Plan
A 1-year marketing plan has been developed to implement the strategy, consisting of:
 Programme tasks: A breakdown of the main marketing activities into tasks and
   processes
 Marketing schedule: A timetable of the main marketing activities, which also
   indicates ongoing review cycles
 Milestones: Breakthrough stages arising from the integrated marketing plan

The main marketing activities are:
 Research
 Service Development
 Promotion
 Channel management
 Marketing management




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Programme tasks

   Marketing Programme Task hierarchy

   Level 1                    Level 2                                        Level 3
   RESEARCH
   AIDED tracking             Baseline                                       Design survey
                                                                             Implement survey
                                                                             Management report
                              Ongoing                                        Survey every year
   Desk research              Do before needs and w ants!
   Needs and w ants           Brainstorm in focus groups
                              Design survey
                              Implement survey
                              Identify target "needs and w ants" segments"
   SERVICE DEVELOPMENT
   Channel services           Define portfolio of services
                              Specify each proposition                       Scope
                                                                             £ value
                                                                             Benefits
                                                                             Transaction records method
   End user learning services Service portfolio                              Evaluate existing services
                                                                             Put strong candidates through NSD
                              New Service Development (NSD)                  Market test (focus group)
                                                                             Build proposition and content (dev team)
                                                                             Test and evaluate
                                                                             Case study/champions/role model
                                                                             Design certification and feedback
                                                                             Roll out
   PROMOTION
   Stakeholder                Corporate event                                Annual
                              Schools event                                  September
                              Progress reports                               Include financial outlines
   Channel                    Meetings/w orkshops                            Schedule
                              Service collateral                             Use w ebsite/email/printed sheets
   End user (AIDED model)     Aw areness (Advertising)                       Design theme
                                                                             Select media
                                                                             Commission
                              See AIDED model for I.D.E.D details
   CHANNEL                    Management                                     Benchmark service delivery
                                                                             Evaluate end user feedback
                                                                             Case studies
                              Optimisation                                   Assess potential
                                                                             Implement optimisation
                              Extension                                      Identify LC opportunities
                                                                             Evaluate
                                                                             Recruit
   MANAGEMENT
   Strategy                   Develop strategy
                              Review                                         Every year
   Specialist                 Define requirements
                              Recruit
   Database (channel)         Rationalise
                              Update (ongoing)
   Strategic partners         Strategy meetings


Breaking down the main activities into tasks and sub tasks aids scheduling, resource and
budget requirements.




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Marketing schedule
   Marketing             "03/04"                                                     "04/05"                     Ongoing
   Schedule              Q2                    Q3                  Q4                Q1              Q2
                         Jul-Sep               Oct-Dec             Jan-Mar           Apr-Jun         Jul-Sep
   RESEARCH
   AIDED Tracking                              AIDED Baseline                        AIDED Survey                Each Q1
   Needs and w ants                            Desk research       Needs Survey                                  Annual
                                                                                                                 survey
                                               Brainstorm focus                                                  Annual
                                               groups                                                            review
   SERVICE DEVELOPMENT
   Channel services      Potfolio definition                                                                     Annual
                                                                                                                 review
                         Proposition                                                                             Annual
                         specification                                                                           review
   End user services
   Now                   Evaluate existing NSD robust              Roll-out                                      Annual
                         services          propositions                                                          review
   New (from Needs                                                                   NSD             Roll-0ut    Ongoing
   Survey)                                                                                                       process
   PROMOTION
   Stakeholder           Evaluate              Schools launch      Financial outlines Update event               Annual event
                         feedback
   Channel: events       Schedule              Events and          Events and        Ongoing                     Ongoing
                                               Workshops           Workshops
                                                                   Evaluate          Ongoing
   Service collateral    Develop               Publish (w eb)                                                    Ongoing
   End user                                    Design theme        Advertise         Advertise       Advertise   Ongoing
                                               Select media
                                               Commission
   CHANNEL                                                                                                       Annual
   Management            Benchmark        End-user        Channel case               Ongoing                     review
                         service delivery feedback from   studies
                                          AIDED baselines
   Optimisation          Assess potential                 Implement                  Ongoing
                                                          optimisation
   Extension             Identify and     Recruit         Ongoing
                         evaluate
   MANAGEMENT
   Marketing Strategy    Develop               Integrate w ith                       Review                      Annual
                                               partners                                                          review
   Specialist            Recruit               Ongoing
   Database              Rationalise           Update              Ongoing
   Strategic partners    Initial meetings


The ongoing column indicates how these activities would continue for subsequent years.




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Milestones

                        Apr - Jun 03   Jul l- Sep 03      Oct – Dec 03        Jan – Mar 04        Apr – Jun 04        Jul – Sep 04
RESEARCH                                                  Survey: Baseline    Survey: End user    Survey: First
How is Click!                                             marketing data      requirements        results on
doing?                                                                        data                changing the
                                                                                                  learning culture!
SERVICES          Learning             Portfolio of                           Phase 1 end-user                        Phase 2 end user
Channel and       Service              channel services                       services                                services
community content Launch               defined                                available                               available
                                                                              “designed for the                       “designed by the
                                                                              community”                              community for
                                                                                                                      the community”!
PROMOTION                                                 Service portfolio   Awareness           Interest and        Engagement and
                                                          on Click! site      campaign            Desire campaign     development:
                                                                                                                      First case studies
                                                                                                                      from Phase 2!
MARKETING                                   Marketing    Alignment of        Fully integrated
MANAGEMENT                                   Strategy     Click! strategy     and optimised
                                             defined      with partners.      channel.
                                            Marketing
                                             specialist
                                             recruited




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Budgets
The following budgetary analysis should be taken as indicative only.

Key assumptions
 The Council facilities can be used as a low cost facility for media reproduction
   (printing)
 The marketing specialist will carry out many of the tasks involving copy writing,
   design, managing and evaluating focus groups and surveys
 The Click! team will be able to assist in the above
 Many service development activities e.g. “off the shelf” content and Broadband VPN,
   are budgeted elsewhere
 The marketing budget will be large for the first year to account for all the ground
   work that needs to be covered, including baseline surveys and brand awareness
 The branding developed by the current branding agency, which is very good, is used

This will restrict budget requirements to:
 Research: Survey fulfilment and analysis, focus groups
 Service development: Community content creation
 Promotion: events and advertising
 Fees of the marketing specialist

Research

3 surveys
 AIDED baseline, AIDED survey and Needs survey
 assume target sample of 1k significant for 150k adult population (needs verifying)
 fulfilment costs @ £1k
 analysis costs and report, including design consultancy @£3k
 marketing resource days @ 5

Focus groups
1 Xs Needs survey brainstorm:
 event: £1k, including incentives for 10 attendees @£25 each
 marketing resource days: 3




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Service development
The costs here will be incurred in the community end-user services, rather than the
channel services.

Assuming 5 new community learning services are developed, for each:

Focus group as part of NSD
 event: : @£1k, including incentives for 10 attendees @£25 each
 marketing resource days: @2

Community content creation
 This will not be cheap: £5k
 Marketing resource days: @2

Promotional events
 Schools launch event: £5k
 Stakeholder update event: £5k
 Marketing resource days: @4
The respective operational teams will pick up costs associated with other meetings,
events and workshops.

Promotional advertising
A large voice in the community can be achieved by creative placement in local media
(e.g. using small spots in cheap space in local papers frequently, to imprint brand
awareness, rather than full page spreads) and leveraging local amenities and partners e.g.
schools, pubs, council owned property etc.

Local press and community publications
200 spots @£25 av. = £5k
15 boxes @£200 av. = £3k
2 spreads @£1k = £2k
marketing resource days: 7

Local radio
200 30s spots @£50 = £10k
marketing resource days: 3

Banners and posters
Banners: £5k
Posters: £5k including placement
marketing resource days: 5




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Budget grid
This summarises the budget estimates for the marketing activities:


                  Item                 Number Unit cost £K Unit days Total cost £k Total days
    RESEARCH      Surveys                    3            4           5         12         15
                  Focus group                1            1           3          1          3
                                                                                 0          0
    SERVICE       Focus groups               5            1           2          5         10
    DEVELOPMENT Content creation             5            5           2         25         10
                                                                                 0          0
    PROMOTION                                                                    0          0
    Events        Schools launch             1            5           4          5          4
                  Satkeholder update         1            5           4          5          4
    Advertising   Press: spots               1            5           3          5          3
                  Press: boxes               1            3           2          3          2
                  Press: spreads             1            2           2          2          2
                  Radio: 30s spots           1          10            3         10          3
                  Banners                    1            5           2          5          2
                  Posters                    1            5           3          5          3


                                                              Total             83         61



Marketing specialist fees

To cover these “above the line” activities, the marketing specialist will need to work a
total of 61 days. Full time for the first 2 quarters, with some activities spilling over from
Q3 02/03 into Q4 02/03.

The specialist will also need to carry out the following tasks:
 specifying propositions for the channel services and new end user services developed
 working up the case study material
 writing copy for press releases, web placement etc.
 familiarisation with the programme and market
 attending meetings etc.

The following schedule is therefore proposed to meet the estimate time requirements:
Q3 Oct -Dec Full time          12 x 5 = 60 days
Q4 Jan - Mar Part time         12 x 3 = 36 days
Q1 Apr - Jun Part time         12 x 2 = 24 days
Q2 Jul - Sep Part time         12 x 2 = 24 days
Total                                 = 132 days
Assume a day rate of £350 per day.
This gives a total cost of £46k.




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Monitoring and control
Research
The schedule of research outlined will provide a structured mechanism for monitoring
against performance in the community: brand awareness, perception and learning uptake.

Management reports
Regular reviews should be presented to the management board, indicating progress
against the plan and identifying corrective action where required.

Planning cycle
As indicated in the programme task and marketing schedule, the marketing strategy
should be reviewed annually, with the outputs being:
 A revised marketing strategy with a three year outlook
 A detailed marketing plan for the forthcoming financial year




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Appendix: Marketing specialist
requirements
A marketing specialist is needed by the Click! programme in order to implement the
marketing strategy. This would suit a freelance marketer.

It is important to have a regular member of the team running the marketing activities to
ensure an integrated approach to this critical aspect of the programme.

The key attributes required are as follows:
 Cultural fit with the programme and team
 The expertise, resources and skills required for the job
 Able to meet the terms and conditions of employment

Cultural fit
 An affinity with the programme, its vision and the ethos and enthusiasm of the team
 an empathy with the citizens and stakeholder organisations
 an understanding of what the programme is trying to achieve in business terms

Skills and experience
Marketing capabilities        Essential                      Desirable
Sector experience             Public and Consumer            SME
Communications                PR, advertising, event         Web-based communications
                              management
Research                      Surveys                        Focus groups
Product/Service marketing     Marketing collateral           New Service Development
Marketing management          1 yr. Marketing plans          Marketing strategy
Qualifications                5 yrs. marketing experience    Professional marketing
                                                             qualification


Terms and conditions
 Able to work on contract, on a “day rate”, for at least 1 year
 Able to work 4/5 days per week for first 3-6 months, followed by 3/2 days per week
   for the next 3/6 months
 Able to work for a day rate of about £350 per day, but more should be considered to
   secure a candidate with the right attributes

Recruitment process
This should follow the Sandwell MBC process. 3 individuals should be shortlisted and
interviewed, with the opportunity to meet the team, and having been provided with the
Marketing strategy in advance.


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