Description
Marketing strategy includes all basic and long-term activities in the field of marketing that deal with the analysis of the strategic initial situation of a company and the formulation, evaluation and selection of market-oriented strategies and therefore contribute to the goals of the company and its marketing objectives
Marketing Strategy Report
July13th 2005
Observations
• Depth of marketing experience & expertise in DLCs • Notable success stories • A range of partnership models developed • General agreement on cooperation …but • Widely varying expectations, approaches & goals • Limited marketing resources – need to prioritize
Identity?
• A diverse set of start-up businesses established in varying environments • But they were established to interact • an integrated corporate entity, perhaps a franchise.
Value Proposition
The GDLN helps clients reach more participants within the same time frame, more cheaply. It makes possible regular, short interactions to change the format of knowledge sharing activities and make them much more effective.
What is the EAPA marketing?
Business Line 1 - Development Agencies’ Operations Services:
1. Training courses for:
- World Bank & Donor agency staff - Client Project Management Units.
2. Capacity building for Projects
- funded by World Bank and other agencies
What is the EAPA marketing?
Business Line 2 - Communications Services:
1. Conferences and formal events 2. Crisis management
Videoconferences and training programs
What is the EAPA marketing?
Business Line 3 - Networks & Communities of practice Services:
Policy dialogues among peer groups
What is the EAPA marketing?
Business Line 4 – Structured courses and training programs Services:
1. Courses for groups 2. Courses for individual fee-paying students
To whom are we Marketing?
• Corporate Level (BDQC/TDLC) Partnerships with:
– – – – – – Content providers WBI, institutions funding agencies International organizations ASEAN APEC etc., Educational institutions Practitioners , e.g. officials, researchers, managers Professional organisations
• Assistance to DLCs in the network
Corporate (TDLC) level Partnership Strategy
Three stages of partner engagement:
1. Unaware of GDLN benefits 2. Aware and interested but not as yet committed 3. Using GDLN in regular business
To whom are we Marketing?
Retail Level (DLCs):
– – – – Client governments Line agencies/PIUs Funding agencies at national level The “right people in the room” for activities
• Eminent persons • Technical specialists/practitioners • Course participants
Retail level Marketing Strategies:
Identifying and responding to local opportunities
Generally aimed at building utilization rates more focused as business plans develop liaison with local partner representatives Getting the right people in the room Ensuring local relevance and impact
Under corporate model
Issues/Constraints
• Is there an EAPA region? • How well does it match market needs/expectations?
Current EAPA DLCs Planned EAPA DLCs
Priority:Recruit USP ASAP
AusAID JICA Regions Regions
East Asia South-east Asia Regional Pacific Oceania
CAREC
GMS
ASEAN BIMPEAGA
ADB Regions EU Regions
Pacific Pacific
IMG-GT
Corporate level constraints
• • • • • • Time and resources to bring partners to fully committed stage Sustainability of some services Internal WB marketing required Client geographical Spread – HQs in USA, Europe, Japan, Australia, Manila Agency decision-making decentralized Donor regional structures don’t match EAPA region – global reach
Constraints
• At Retail Level:
– Limited personnel & access to marketing expertise – Lack of a clear regional strategy, roles, responsibilities and funding – Project cycle long term – Diverse clients, changing representation – Need for centralized marketing data – Marketing resources, both HR and funds for advertising, printing, etc
Strategies
• Regional interdependence & limited resources, so:• Focus on larger clients, build corporate partnerships
– also include project-based partnerships
• long term, labour intensive marketing • can provide sustainability • retail revenue streams
• Move to regional corporate model
– Agree roles, responsibilities, goals from outset – Develop and share resources and data – Address retail marketing resource issues
• Set KPIs for partnership development
– Reporting against KPIs – to BDQC?
Marketing to Funding Agencies
Funding agencies’ involvement includes: • Partnerships for DLC establishment and development • Generalised partnerships
– funding untied to countries or sectors
• Project-based partnerships
– Can be sector- related
• Build into DLC business plans?
Marketing to Funding Agencies
World Bank – internal marketing AusAID
olicy decisions centralised
Country Program Strategies Regions don’t neatly match EAPA
Management decentralised
Center defers to Posts for decisions
? DLCs must market centrally & locally
Marketing to Funding Agencies
• • • • Long-term strategy Target funding agency decision structures Opportunities occur everywhere Success through repeated liaison, empathy and adding value, but …. ...have end of financial year proposals ready
Marketing to Funding Agencies
• Follow project cycle
– LAC conducted successful World Bank virtual mission
• Include local government agencies & consultancy firms • Share partnership development information & procedures • Track projects
– http://www1.ausaid.gov.au/tenders/displayetender.aspx ?TID=009/05 – SAGRIC International Pty Ltd. ~ Philippines – Business Opportunities - List of Shortlisted Firms for Technical Assistance Projects - ADB.org
Recommendations
1. To ensure EAPA regional coverage, recruit the University of the South Pacific to the EAPA.
Recommendations
2. As marketing resources are limited, focus on clients with the capacity and potential to become partners in long-term, multiDLC activities 3. Continue the TDLC corporate level partnership development strategy 4. Consider a project-based partnerships strategy
Recommendations
5. Adopt a corporate structure that best fits the strategy and client needs
• • • Corporate level – TDLC/BDQC Retail level – other DLCs Issues: • AusAID & ADB locations within region • Build local capacity for project-based partnerships
Recommendations
6. Let a tender for design of a logo and generic EAPA marketing materials for use by DLCs in local and regional promotions.
Recommendations
6. Use the TDLC website redevelopment as the basis for a cost-effective EAPA site 7. Give DLCs the opportunity to use the same platform to develop/upgrade their sites. 8. Information sharing.
The EAPA website should include a secure intranet to house regional resources
Recommendations
9. Regional Newsletter
– TDLC to seek competitive proposals from regional DLCs to publish EAPA newsletter – Print and distribute most cost-effectively
Recommendations
10.
– – – – –
Other Marketing Materials
regional brochure and logo poster layouts standard application forms accessible from the regional website Designed for production in different languages and characters
Recommendations
• Develop & publicize region-wide content & liaison with Donors:– Regional Newsletter – Latest News on website – can be printed directly from site – Quarterly reports – to donors?
Recommendations
11. Dealing with community groups & unsolicited proposals for collaboration
– Determine whether they are potential partners. If so, follow partnership development procedure. – If not, direct them towards other partners, communities of practice, thematic workshops
Marketing KPIs
Could be based around:– – – – – – – Establishing client needs Conversion Rates Marketing budget effectiveness Diversity of offerings Client/partner satisfaction Dealing with cancellations Handling complaints
Thank You
doc_461394516.pdf
Marketing strategy includes all basic and long-term activities in the field of marketing that deal with the analysis of the strategic initial situation of a company and the formulation, evaluation and selection of market-oriented strategies and therefore contribute to the goals of the company and its marketing objectives
Marketing Strategy Report
July13th 2005
Observations
• Depth of marketing experience & expertise in DLCs • Notable success stories • A range of partnership models developed • General agreement on cooperation …but • Widely varying expectations, approaches & goals • Limited marketing resources – need to prioritize
Identity?
• A diverse set of start-up businesses established in varying environments • But they were established to interact • an integrated corporate entity, perhaps a franchise.
Value Proposition
The GDLN helps clients reach more participants within the same time frame, more cheaply. It makes possible regular, short interactions to change the format of knowledge sharing activities and make them much more effective.
What is the EAPA marketing?
Business Line 1 - Development Agencies’ Operations Services:
1. Training courses for:
- World Bank & Donor agency staff - Client Project Management Units.
2. Capacity building for Projects
- funded by World Bank and other agencies
What is the EAPA marketing?
Business Line 2 - Communications Services:
1. Conferences and formal events 2. Crisis management
Videoconferences and training programs
What is the EAPA marketing?
Business Line 3 - Networks & Communities of practice Services:
Policy dialogues among peer groups
What is the EAPA marketing?
Business Line 4 – Structured courses and training programs Services:
1. Courses for groups 2. Courses for individual fee-paying students
To whom are we Marketing?
• Corporate Level (BDQC/TDLC) Partnerships with:
– – – – – – Content providers WBI, institutions funding agencies International organizations ASEAN APEC etc., Educational institutions Practitioners , e.g. officials, researchers, managers Professional organisations
• Assistance to DLCs in the network
Corporate (TDLC) level Partnership Strategy
Three stages of partner engagement:
1. Unaware of GDLN benefits 2. Aware and interested but not as yet committed 3. Using GDLN in regular business
To whom are we Marketing?
Retail Level (DLCs):
– – – – Client governments Line agencies/PIUs Funding agencies at national level The “right people in the room” for activities
• Eminent persons • Technical specialists/practitioners • Course participants
Retail level Marketing Strategies:
Identifying and responding to local opportunities
Generally aimed at building utilization rates more focused as business plans develop liaison with local partner representatives Getting the right people in the room Ensuring local relevance and impact
Under corporate model
Issues/Constraints
• Is there an EAPA region? • How well does it match market needs/expectations?
Current EAPA DLCs Planned EAPA DLCs
Priority:Recruit USP ASAP
AusAID JICA Regions Regions
East Asia South-east Asia Regional Pacific Oceania
CAREC
GMS
ASEAN BIMPEAGA
ADB Regions EU Regions
Pacific Pacific
IMG-GT
Corporate level constraints
• • • • • • Time and resources to bring partners to fully committed stage Sustainability of some services Internal WB marketing required Client geographical Spread – HQs in USA, Europe, Japan, Australia, Manila Agency decision-making decentralized Donor regional structures don’t match EAPA region – global reach
Constraints
• At Retail Level:
– Limited personnel & access to marketing expertise – Lack of a clear regional strategy, roles, responsibilities and funding – Project cycle long term – Diverse clients, changing representation – Need for centralized marketing data – Marketing resources, both HR and funds for advertising, printing, etc
Strategies
• Regional interdependence & limited resources, so:• Focus on larger clients, build corporate partnerships
– also include project-based partnerships
• long term, labour intensive marketing • can provide sustainability • retail revenue streams
• Move to regional corporate model
– Agree roles, responsibilities, goals from outset – Develop and share resources and data – Address retail marketing resource issues
• Set KPIs for partnership development
– Reporting against KPIs – to BDQC?
Marketing to Funding Agencies
Funding agencies’ involvement includes: • Partnerships for DLC establishment and development • Generalised partnerships
– funding untied to countries or sectors
• Project-based partnerships
– Can be sector- related
• Build into DLC business plans?
Marketing to Funding Agencies
World Bank – internal marketing AusAID
olicy decisions centralisedCountry Program Strategies Regions don’t neatly match EAPA
Management decentralised
Center defers to Posts for decisions
? DLCs must market centrally & locally
Marketing to Funding Agencies
• • • • Long-term strategy Target funding agency decision structures Opportunities occur everywhere Success through repeated liaison, empathy and adding value, but …. ...have end of financial year proposals ready
Marketing to Funding Agencies
• Follow project cycle
– LAC conducted successful World Bank virtual mission
• Include local government agencies & consultancy firms • Share partnership development information & procedures • Track projects
– http://www1.ausaid.gov.au/tenders/displayetender.aspx ?TID=009/05 – SAGRIC International Pty Ltd. ~ Philippines – Business Opportunities - List of Shortlisted Firms for Technical Assistance Projects - ADB.org
Recommendations
1. To ensure EAPA regional coverage, recruit the University of the South Pacific to the EAPA.
Recommendations
2. As marketing resources are limited, focus on clients with the capacity and potential to become partners in long-term, multiDLC activities 3. Continue the TDLC corporate level partnership development strategy 4. Consider a project-based partnerships strategy
Recommendations
5. Adopt a corporate structure that best fits the strategy and client needs
• • • Corporate level – TDLC/BDQC Retail level – other DLCs Issues: • AusAID & ADB locations within region • Build local capacity for project-based partnerships
Recommendations
6. Let a tender for design of a logo and generic EAPA marketing materials for use by DLCs in local and regional promotions.
Recommendations
6. Use the TDLC website redevelopment as the basis for a cost-effective EAPA site 7. Give DLCs the opportunity to use the same platform to develop/upgrade their sites. 8. Information sharing.
The EAPA website should include a secure intranet to house regional resources
Recommendations
9. Regional Newsletter
– TDLC to seek competitive proposals from regional DLCs to publish EAPA newsletter – Print and distribute most cost-effectively
Recommendations
10.
– – – – –
Other Marketing Materials
regional brochure and logo poster layouts standard application forms accessible from the regional website Designed for production in different languages and characters
Recommendations
• Develop & publicize region-wide content & liaison with Donors:– Regional Newsletter – Latest News on website – can be printed directly from site – Quarterly reports – to donors?
Recommendations
11. Dealing with community groups & unsolicited proposals for collaboration
– Determine whether they are potential partners. If so, follow partnership development procedure. – If not, direct them towards other partners, communities of practice, thematic workshops
Marketing KPIs
Could be based around:– – – – – – – Establishing client needs Conversion Rates Marketing budget effectiveness Diversity of offerings Client/partner satisfaction Dealing with cancellations Handling complaints
Thank You
doc_461394516.pdf