Marketing Strategy Training Course

Participants can turn customer and market evidence into commercially useful strategic insight.

• Jobs to Be Done interviews structured around context, motivation, and trade-offs
• Voice-of-customer evidence coded into functional, emotional, and social needs
• Separate stated preferences from observed behaviour, switching triggers, and barriers
• Design research briefs with decisions, hypotheses, samples, and evidence thresholds
• Triangulate survey, transaction, service, and sales data before strategic conclusions
• Create insight statements linking audience tension, evidence, and commercial implication

Participants can identify, size, assess, and prioritise commercially attractive target segments.

• Segment markets using needs, behaviours, value potential, and accessibility criteria
• Build segment profiles from firmographic, demographic, attitudinal, and behavioural variables
• Size priority segments through incidence, penetration, frequency, and average spend
• Score attractiveness using growth, margin, fit, risk, and competitive intensity
• Choose target segments using differentiated, concentrated, or account-based coverage models
• Document segment assumptions, exclusions, and evidence gaps for later validation

Participants can create credible positions and value propositions that distinguish their offer.

• Positioning statements define target audience, frame of reference, benefit, and reason-to-believe
• Perceptual maps expose white space, crowding, and credible competitive distance
• Value propositions connect customer jobs, pains, gains, and proof points
• Test message claims against customer evidence, competitor claims, and delivery capability
• Distinguish points of parity from points of difference in buying decisions
• Craft message architecture for corporate, product, segment, and campaign communications

Participants can strengthen brand preference through clear identity, architecture, and tracking measures.

• Brand identity systems align purpose, promise, personality, and distinctive assets
• Keller's Customer-Based Brand Equity model diagnoses salience, meaning, responses, relationships
• Audit brand consistency across sales materials, service encounters, and digital touchpoints
• Codify brand codes: names, symbols, colours, sounds, and verbal cues
• Manage brand architecture across masterbrands, sub-brands, endorsed brands, and offers
• Set brand tracking measures for awareness, associations, consideration, and preference

Participants can identify and improve customer journey moments that influence growth and retention.

• Customer journey maps connect stages, tasks, emotions, channels, and moments
• Identify friction using journey evidence, complaint themes, abandonment, and service data
• Prioritise moments that shape conversion, retention, advocacy, and perceived value
• Service blueprints assign frontstage, backstage, process, and technology responsibilities
• Redesign handoffs between marketing, sales, onboarding, and customer service teams
• Specify experience standards, owners, measures, and recovery actions for priority moments

Participants can develop pricing strategies that reflect customer value, competition, and margin requirements.

• Value-based pricing links willingness to pay, alternatives, and quantified outcomes
• Price corridors compare customer value, competitor reference prices, and cost floors
• Estimate price elasticity from experiments, historical transactions, and market signals
• Build price-pack architecture using tiers, features, volumes, and service levels
• Apply behavioural pricing techniques: anchoring, decoys, framing, and reference points
• Govern discounts with approval rules, floors, exceptions, and margin visibility

Participants can prioritise products, services, and innovation investments within a market-facing portfolio.

• BCG Growth-Share Matrix assesses portfolio roles, investment needs, and cash generation
• Ansoff Matrix distinguishes penetration, market development, product development, diversification
• Map offer lifecycle positions using adoption, revenue, margin, and competitive indicators
• Rationalise underperforming offers using strategic fit, economics, complexity, and customer demand
• Sequence innovation bets through desirability, feasibility, viability, and strategic fit
• Set portfolio priorities, resource allocation, milestones, and kill criteria

Participants can design channel strategies that balance coverage, control, customer preference, and profitability.

• Route-to-market design matches buying preferences, economics, control, and coverage
• Compare direct, distributor, partner, retail, marketplace, and digital channel roles
• Channel conflict scenarios clarify territories, pricing rules, leads, and account ownership
• Set partner value propositions, enablement requirements, incentives, and performance measures
• Plan omnichannel journeys without duplicating contacts, messages, or service commitments
• Calculate channel profitability using acquisition costs, margins, returns, and support costs

Participants can build integrated demand generation plans tied to defined commercial objectives.

• Demand generation funnels connect reach, response, qualification, conversion, and retention
• Select campaign objectives using awareness, consideration, acquisition, activation, or loyalty
• Media planning balances reach, frequency, audience quality, cost, and timing
• Content pillars translate positioning into useful themes, formats, and editorial priorities
• Build integrated campaign briefs with audience, proposition, channels, budget, and measures
• Apply test-and-learn plans to creative, audiences, offers, and landing experiences

Participants can establish shared commercial processes that improve lead quality, pipeline contribution, and account growth.

• Shared revenue plans define target accounts, roles, stages, and handover rules
• Service-level agreements specify lead definitions, response times, acceptance, and feedback
• Account-based marketing selects buying committees, account insights, plays, and measures
• Map buying groups by economic buyer, user, influencer, and gatekeeper roles
• Sales enablement assets connect customer objections, proof, discovery, and next actions
• Closed-loop reporting links campaign sources to pipeline, wins, and revenue quality

Participants can evaluate marketing investments using commercial returns, customer value, and scenario analysis.

• Zero-based marketing budgets connect strategic priorities, activities, costs, and expected returns
• Marketing ROI calculations separate incremental contribution, spend, attribution, and payback
• Customer lifetime value models integrate margin, retention, frequency, and acquisition cost
• Scenario plans test budget reductions, competitor moves, and demand shocks
• Allocate investment using marginal returns, strategic importance, and execution capacity
• Present investment cases with assumptions, risks, milestones, and decision requests

Participants can anticipate competitive moves and develop practical strategies to defend or challenge market positions.

• Porter's Five Forces assesses structural profitability and sources of competitive pressure
• Competitor dossiers compare objectives, capabilities, offers, channels, and likely responses
• War-gaming tests competitor reactions to pricing, launches, claims, and channel changes
• Defend leadership through switching costs, network effects, assets, and relationships
• Challenge incumbents by targeting neglected segments, weaknesses, and inconvenient buying processes
• Prepare response playbooks for attacks, disruptions, negative publicity, and new entrants

Participants can convert marketing strategy into owned initiatives, governance routines, and implementation controls.

• Strategy-on-a-page links ambition, choices, initiatives, measures, and governance
• Translate priorities into quarterly objectives, key results, owners, and dependencies
• RACI matrices clarify decision rights for campaigns, pricing, brands, and channels
• Build implementation roadmaps with workstreams, milestones, resources, and critical paths
• Identify execution risks using likelihood, impact, early signals, and mitigations
• Run marketing operating rhythms through reviews, dashboards, decisions, and escalation

Participants can define measures and review routines that connect marketing activity with business outcomes.

• Balanced scorecards connect leading indicators, commercial outcomes, customer measures, and learning
• Define KPI trees from enterprise goals through marketing drivers and activities
• Attribution models compare first-touch, last-touch, multi-touch, and incrementality evidence
• Design controlled experiments with hypotheses, comparison groups, sample logic, and guardrails
• Dashboard specifications state metric definitions, sources, cadence, owners, and actions
• Use post-investment reviews to retain lessons, stop waste, and revise assumptions

Participants can build, review, defend, and present a complete market leadership marketing strategy with a twelve-month implementation roadmap.

• Integrate market diagnosis, segmentation, positioning, portfolio, channels, and investment choices
• Complete evidence-backed assumptions, risks, dependencies, and measurement architecture
• Construct a strategy-on-a-page and twelve-month implementation roadmap
• Defend strategic choices against competitor scenarios, budget constraints, and stakeholder challenges
• Peer review tests coherence between ambition, customer value, execution, and economics
• Present a market leadership strategy with clear decisions and governance