2000 words Marketing Plan of Royal Opera House in London (in 48 hours)

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Week1.ppt

Assignment 1

I have not finished marking!

I will be using the full 20 day deadline deb

MKT3095

Introduction and Strategy

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Lecture 1

Module Semester 2 overview

Strategy Overview Analysis Macro

Case study

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Lecture content

Overview

  • What to expect from the module this semester
  • Lecture delivery
  • Seminars
  • Assignment
  • Case study analysis

Strategy 1

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Lecture delivery

The content of the timetable is fluid. We have guest speakers.

Semester 2 is about application and planning, therefore we will be analysing multiple case examples topic.

It is important that you read the case study(s) prior to the relevant case week as you will be working in groups exploring the case and presenting your findings.

I/ we will be there as a facilitator only there will be very limited formal lecturing in the case study sessions.

The case study material will be available the week before

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Assignment in brief

MKT3095 2018/19 Semester 2

Brief Assignment

Develop a Marketing Plan for a cultural, arts or heritage organisation* of your choice.

 

This plan should be structured as follows

Market and Organisational Analysis (20%)

Marketing Mix INCLUDE Implementation & Scheduling (70%)

Costings & Control (10%)

 

*If in doubt about suitability of your choice contact the module leader. Your organisation should NOT be one featured in the seminar case studies.

2000 words maximum/ 14 sides maximum

See BB for details

All completed assignments must be submitted via turnitin to

Newcastle University Business School Building, NUBS Hub, by 4pm on Monday 13th May

Marketing Strategy 20%

This should give;

A brief overview of the organisation eg when formed; business objectives; current marketing and customers.

An analysis of the organisation using appropriate tools

State clear marketing objectives derived from analysis & knowledge of the organisation

You may have more than 1 marketing objective. You need to decide if you want to focus on 1 and have depth or look at several.

As a result of d) you may want to inform reader where you are going to focus the plan.

Marketing MIX 70% Scheduling & Implementation

This section should

demonstrate both applied knowledge and understanding of Cultural and creative marketing BUT also academic rigour.

Provide rationale for your P choices with academic sources; models; quotes ETC

You must address ALL 7 P’s in the plan, I would expect ½ - 1 page minimum for each BUT this is not prescriptive

HOWEVER NOTE This is not a marketing communications plan (communications ie the promotional P is only ONE element of the plan!) You will fail if this is your focus!!!

Scheduling-

When scheduling think about the timescales involved,

What activities are dependent on others;

Illustrate any key dates; events

what do you have to plan for pre during and post event?

A table or excel is a good way of showing this BUT will needs some words to explain certain points you think are important.

Implementation –

How will you manage the plan? Who will manage the process? Will this be internal / external.

Budgets and control, 10%

Budgets –

Remember some organisations may have miniscule budgets available.

Resources can include not only available money but people and other assets such as buildings.

Use the Internet and follow up the case studies for costing data.

For each of your P. recommendations what are the costs involved

Control - How will you measure the success of the plan?

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A reminder - The Planning Process

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Planning; Strategy or Management?

Strategic Planning to Strategic Management

Strategic museum management provides goal directed, value guided, future oriented thinking - Reussner (2003):

Hill et al (2006:271) “About applying marketing resources to achieve marketing objectives”

Reussner (151) 2003 International Journal of cultural policy vol 9 no 1

A strategic concept for visitor-oriented museums needs to be more comprehensive in three

respects: First, a comprehensive strategic concept for museums needs to be in line with the

guidelines of cultural policy and the duties of museums as public institutions. Strategic

management can only be appropriate and valuable for visitor-oriented museums on condition

that it pays tribute to the educational purpose and social mandate of museums: that is, providing

access, enabling social inclusion and promoting cultural diversity. Second, the principles of

visitor-orientation need to be considered to make a museum visit attractive and worthwhile.

And finally, it is questioned whether strategic considerations, if they are solely relevant in

planning and marketing, have the impact on overall museum work that they could and should

have. Museum work as a whole has to be committed to the overall strategic direction.

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Eva M. Reussner (2003): Strategic management for
visitor-oriented museums , International Journal of Cultural
Policy, 9:1, 95-108

Eva M. Reussner (2003): Strategic management for visitor-oriented museums , International Journal of Cultural

Policy, 9:1, 95-108

Strategy

As aspiration

As action

As vision/ mission

As value creation – the value chain

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Strategy Where are we

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Where are we now - analysis

Case 1 - Dance City 30+ years old

Think 30 years!

Who are they?

Purpose?

Issues?

Piercey (1999)

Succinct

Memorable

Enduring

Believable

Roughly right

Energising to all

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Subscribe

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Dance City - “Dance City aims to transform the lives of people
across Newcastle through just about every style of dance”

Partnerships - with education partners to offer professional dance training eg Newcastle College, Dementia UK, The Princes Trust ; Arts Council, Local Council

People - all ages and abilities ,keep fit and active, 60+ public dance classes every week from belly dance to ballet, hip hop to flamenco.

Price - Funding - Newcastle Culture Investment Fund to which the City Council contributes and National Portfolio Funded Organisation

Vision

Looks to the future

Not time bound

Means always striving to improve

Developed over a well researched process

Unique or differentiated from competition

People are engaged and committed

“To be the most creative organisation in the world.” The BBC

Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome. John Kotter

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The environment – The Audit

Kotler (2003) – A marketer operates in an external environment that is constantly changing.

This has three components

Macro

Public

Competitive

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(PESTLE/STEEPLE)

What is important for cultural and heritage organisations?

Make a list ?

Access this web page and apply to:

Heugh Battery Hartlepool http://www.heughbattery.co.uk/

Video

Macro - A reminder

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Marketing planning process

Where are now

Macro – PESTLE

MICRO – eg Competitors/ publics/ Stakeholders

SWOT and ASEB