Sample Pack: tools, templates, checklists, courses, and capabilities overview

FMCG Marketing Courses

COURSES


MARKETING COURSES


CHANNEL, CATEGORY AND KEY CUSTOMER COURSES

MARKETING COURSES

Marketing strategies require capable people using best-practice templates, tools and checklists.

For Fast Moving Consumer Goods (FMCG), Services or intangibles. These courses rapidly up-sell and bring marketing best-practice to Managers and Companies.

All workshops include templates, tools, checklists, business case-studies, small-group exercises and opportunities for Managers to work on their own “brands, channels and customers”.

1.0 Market intelligence and research

Identify how to grow your brand via an understanding of the category and competitive sets in which your brand performs.

Objective:

Identify how to grow your brand via an understanding of the category and competitive sets in which your brand performs.

Content:

  • Scorecards to map market structures
    • Best practice brand health indicators: role, types and core measures
    • Market research: best practice briefs, reports, methodologies; using and implementing findings, interfacing with agencies

Capabilities:

  • Identify past and potential brand value levers
  • Develop hypothesis and make complex connections
  • Know which questions to ask
  • Use process tools to identify “value/growth” drivers for your brand(s)

Questions you will be able to answer:

  1. What role does the category and my brand play within consumers’ lives?
  2. Where will my growth come from?
  3. What need states does my brand currently address?
  4. What does my brand need to do to grow incrementally?
  5. Which competitors represent the greatest threat and could beat me to it?

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2.0 Targeting and positioning

Learn how to define the group of consumers and what position your brand must own to capture the greatest sales opportunities.

Objective:

Learn how to define the group of consumers and what position your brand must own to capture the greatest sales opportunities.

Content:

Targeting:

  • Processes for consumer segmentation vs targeting tools
  • How to select the optimum target

Positioning:

  • Determine the type and extent of your brand’s competitive advantage
  • Position and reposition your brand
  • How successful line extensions work – and how to avoid failure

Capabilities:

Targeting:

  • Make the distinction between target consumer vs core user
  • Evaluate all possible targets and identify the immediate sales opportunity for your brand(s)
  • Make your target real to support better briefs, stimulate agencies and successfully

Positioning:

  • Develop a brand positioning from scratch
  • Identify your competitor’s unique selling points
  • Recognise when repositioning is required
  • Know what good looks like for a professionally positioned brand
  • Use a process flow

Questions you will be able to answer:

  1. Which group of users (heavy, medium, light or lapsed/non-) represent the greatest growth opportunity for my brand(s)?
  2. What do my target consumers look like?
  3. What can my brand own, that no other can?
  4. How do my target consumers currently interact with my brand(s) and how do I want them to interact with my brand in the future?
  5. Do my consumers perceive my brand offering as being differentiated versus other brands in my competitive set?

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3.0 Consumer insight and development

Acquire the skills to identify and develop consumer insights to maximise the success of your brand and its activities.

Objective:

Acquire the skills to identify and develop consumer insights to maximise the success of your brand and its activities.

Content:

  • Learn how to identify brand objectives and problems
  • Pros and cons when developing insights plus where to look, how to think, wwwhat to describe
  • Acquire an insight development process
  • How to know when you’ve hit the sweet spot

Capabilities:

  • Gather exhaustive consumer usage, attitudes and behaviours towards your brand
  • Develop relevant consumer insights (sweet spots) that your brand is able to address
  • Put in place processes to ensure your brand can maintain its relevance

Questions you will be able to answer:

  1. What is the current role of my brand in consumers’ lives and is it big enough to get my number?
  2. What is the role of my competitor in consumers’ lives, how does this differ from our brand(s), and, will they take share?
  3. Is there a major consumer need which my brand/portfolio currently does not address, but could in the future?
  4. How do I develop a powerful insight which will maximise the effect of my marketing activities?
  5. When is an insight strategic?

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4.0 Communication and promotion

Develop integrated communications and promotional plans to deliver your brand objectives and develop your brand plan

Objective:

Develop integrated communications and promotional plans to deliver your brand objectives and develop your brand plan.

Content:

  • Templates and thought processes to build a communication strategy for your brand
  • Processes to develop communication
  • Checklists to maintain integrated marketing communications across all marketing mix elements
  • Checklists to review and give feedback to optimise agency work

Capabilities:

  • Develop focused communication briefs
  • Manage the communication process with your agencies
  • Provide constructive feedback to your agencies
  • Deliver an integrated communication and promotional campaign for your brand

Questions you will be able to answer:

  1. Which mix elements are most relevant to my target consumer?
  2. How can I get the best work from my agencies?
  3. How do I deliver a consistent message across all elements of the marketing mix?
  4. What are the critical milestones within the communication development process?
  5. How do I optimise my ROI?

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5.0 Product innovation and NPD

Determine the number and type of product innovation activities and identify process requirements to successfully achieve your brand target.

5.0 Product innovation and NPD

Objective:

Determine the number and type of product innovation activities and identify process requirements to successfully achieve your brand target.

Content:

  • Processes, templates, checklists to build a one- to three-year innovation program for your brand
  • Best practice approach to take an idea to market
  • Techniques to engage cross-functional stakeholders

Capabilities:

  • Identify the appropriate type of innovation for your brand
  • Develop a one-to three-year funnel of new product development activities
  • Identify key stakeholder requirements at each stage of the innovation process

Questions you will be able to answer:

  1. Have I planned for the right type of product innovation for my brand to grow?
  2. How do I make sure my line extension won’t fail?
  3. Will I run out of growth next year, or the year after if I don’t have NPD in my plan?
  4. How do I prioritise all the innovation ideas on my brand?
  5. What milestones are important in the development of a new product?

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6.0 Marketing Plans – Brand and Portfolio strategy and planning tools

Determine, select, prioritise the direction and activities to grow your brand over one to three years.

6.0 Marketing Plans – Brand and Portfolio strategy and planning tools

Objective:

Determine, select, prioritise the direction and activities to grow your brand over one to three years.

Content:

  • Templates and techniques in brand strategy development and planning
  • How to use situation audit information to optimise opportunities, avoid threats and create strategy
  • Training in setting objectives and strategies to maintain and build brand equity and growth
  • Techniques to determine how to use your mix

Capabilities:

  • Develop a brand strategy and plan which is easily understood and successfully executed
  • Take advantages of emerging opportunities
  • Address competitive threats to your brand’s growth

Questions you will be able to answer:

  1. What is the role of my brand within the business portfolio?
  2. What is the vision for my brand(s)?
  3. What activities do I need to develop and implement in order to achieve my brand goals and objectives?
  4. What resources will I need to grow both brands and portfolios?
  5. What are the key health indicators and scorecards to track performance and ROI?

All workshops include templates, tools, checklists, business case-studies, small-group exercises and opportunities for Managers to work on their own “brands, channels and customers”.

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7.0. How to write a strategic brand plan in one day

To develop a better, more strategic draft One Year Brand Plan in a day

Objective:

Develop a better, more strategic draft One Year Brand Plan in a day

Content:

By using Assent’s app, Managers:

  • Conduct a situation audit that identifies and informs the main sources of opportunity and threat, and thereby 20-25 ways the brand can grow, short term
  • Position or reposition the brand so that it engages with the prioritized, most attractive 20-25 ways to grow the brand
  • Set 12-month Objectives, then troubleshoot them so that they are bought-into and signed off by senior managers
  • Develop (low, medium or high-budget) comms and NPD strategies and executions that get real (incremental) growth from consumer/shopper and usage occasions, need states, evolving segments, weaker competitors, and gaps in psychographics, imagery and brand associations.

Capabilities:

Develop a 12-month brand strategy in a short-time that can be readily communicated and successfully
executed:

  • Analyse, evaluate and prioritise opportunities for the brand
  • Learn how to write Objectives that are credible and get buy-in
  • Acquire basic action planning/project management skills

Questions you will be able to answer:

  1. Who are the direct and indirect competitors that my brand can take share from, or who will take share from my brand?
  2. What are all the ways my brand can grow, and which ones can, and should I action in the next 12 months?
  3. What should my growth metrics and goal be for this brand next year – share, volume, value and brand equity indicators?
  4. What should my spend be to achieve these metrics?

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CHANNEL, CATEGORY AND KEY CUSTOMER COURSES

Sales and Category best practice comes from expert managers using proven analyses, research and tools

All workshops include templates, tools, checklists, business case-studies, small-group exercises and opportunities for Managers to work on their own”brands, channels and customers”.

1.0 Metrics and data for Channel Marketers

Identify which datasets are needed and how to use them to correctly understand Shoppers, occasions, retail activations, and ROI.

Objective:

  • Identify which datasets are needed and how to use them to correctly understand Shoppers, occasions, retail activations, and ROI
  • Understanding category, Shopper and in-store activation metrics, including ROI

Content:

  • Understanding category, Shopper and in-store activation metrics, including ROI on executions.
  • Measuring the Zero and First Moments of Truth.

Capabilities:

  • Prioritise outlet typologies using a fact basis.
  • Prioritise Shopper typologies for your portfolio.
  • Prioritise Shopper missions for your portfolio.
  • Identify your “as is” scorecards.
  • Identify any gaps in data that you may have, that are critical to completing category plans and range reviews and your channel strategy plan.
  • Know which questions to ask.
  • Use process tools to identify “value/growth” drivers in your categories, and with your Shoppers.

Questions you will be able to answer:

  1. Which outlet/store typologies are we to invest in and why?
  2. Where is our “shopper of interest” and what’s the best way to activate against them and their shopper mission?
  3. Which Shopper missions/types are we strong and weak with?
  4. What is the role of my brand and category in their purchase behaviour (e.g. modify re-buy, distress purchase, treat, gifting)?
  5. Where are the gaps in the range?
  6. What will grow the category, as opposed to just my brand?
  7. How to measure all four Moments of Truth, particularly ZMOT and FMOT.

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2.0 Shopper marketing

Have a clear view of who the Shopper is and how he/she shops the category. Understand how he/she behaves and responds to ZMOT and FMOT activities.

Objective:

  • Have a clear view of who the Shopper is and how he/she shops the category.
  • Understand how he/she behaves and responds to ZMOT and FMOT activities.

Content:

  • Understanding how the Shopper shops different categories, and how the Shoppers of different retailers behave.
  • Typologies of Shoppers and how they differ to Consumers.

Capabilities:

  • Target the development and execution of activities correctly.
  • Provide guidance to Brand Managers and Key Account Managers on how to write their plans on the Shopper.
  • Provide guidance to Retailers on simplifying the category, the flow, and reducing unnecessary clutter (SKUs and products).

Questions you will be able to answer:

  1. Who is our ideal Shopper?
  2. What are the occasions that we need to own, and the occasions that we could own?
  3. Do we have the right range to satisfy the Shopper and the occasion?
  4. Are pricing and promotions working for these Shoppers, their occasion, and the role that the brand/SKU plays in these?

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3.0 Category management and range reviews

Provide the basis of a robust category plan, range reviews and leverage this in A, B, C, large stores and all medium-small channel store formats.

Objective:

Acquire the skills to identify and develop Shopper insights to maximise the success of your brand and its activities.

Content:

  • Learn how to identify brand objectives and problems
  • Pros and cons when developing insights plus where to look, how to think, wwwhat to describe
  • Acquire an insight development process
  • How to know when you’ve hit the sweet spot

Capabilities:

  • Gather exhaustive consumer usage, attitudes and behaviours towards your brand
  • Develop relevant consumer insights (sweet spots) that your brand is able to address
  • Put in place processes to ensure your brand can maintain its relevance

Questions you will be able to answer:

  1. What is the current role of my brand in consumers’ lives and is it big enough to get my number?
  2. What is the role of my competitor in consumers’ lives, how does this differ from our brand(s), and, will they take share?
  3. Is there a major consumer need which my brand/portfolio currently does not address, but could in the future?
  4. How do I develop a powerful insight which will maximise the effect of my marketing activities?
  5. When is an insight strategic?

Download Sample Pack

4.0 Channel strategy and management

Have an 18-month to two-year plan in place to manage the groups of Retailers in the channel better, and determine the best use of: money, data, salesforce time, merchandising/promotional materials, and key focus areas/pillars of growth. Includes a Channel planning tool and templates, tools and checklists.

Objective:

  • Have an 18-month to two-year plan in place to manage the groups of Retailers in the channel better, and determine the best use of: money, data, salesforce time, merchandising/promotional materials, and key focus areas/pillars of growth. Includes a Channel planning tool and templates, tools and checklists.

Content:

  • Leverage metrics from Shopper, category and activation evaluation.
  • Identify white space in the channel – Shopper missions, outlet types and in eCommerce.
  • Prioritise opportunities for growing category and engagement.
  • Develop Action Grids for executions.

Capabilities:

  • Talk convincingly about where the organisation should continue to maintain its focus, what it should do more of, and what it should do less of.
  • Present credible business cases around investment, money, data, salesforce time, materials.
  • Have a written down, signed-off set of objectives for subchannels such as mass merchants, small stores, large stores, eCommerce.

Questions you will be able to answer:

  1. Where we are now in the outlet universe sub-channels that we manage?
  2. Where new emerging channels such as eCommerce are so we can find new Customers and new growth?
  3. What our position is on all types of investment (money, data, time, headcount, materials)?
  4. Where we want to be with the sub-channels and our investment profile?
  5. How we will know when we are achieving ROI?
  6. How we will hit our targets for growth in each sub-channel.

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5.0 Category planning (includes new products)

Increase the success of new products and reduce the failure rate. Ensure that BPPCA is optimised to sell more to more Shoppers on more occasions.

Objective:

  • Increase the success of new products and reduce the failure rate.
  • Ensure that BPPCA is optimised to sell more to more Shoppers on more occasions.

Content:

  • Identifying and addressing the challenges of introducing new lines to ever-shrinking space in store.
  • Ensuring Marketing and Innovation are in the loop re Shopper and Retailer needs.
  • Ensuring incremental growth from new products.
  • Engaging stakeholders in your company around category requirements and guidelines from Retailers.

Capabilities:

  • Make specific recommendations to Brand, R&D/Innovation and Key Customers about how best to lodge new products.
  • Predict (very early) and prevent failure.
  • Provide compelling business cases to engage Retailers and prevent “one in, one out” type policies being deployed against your category.

Questions you will be able to answer:

  1. What types of new products are needed in the category by Shoppers and Retailers?
  2. Where should the new product sit in the store and in the range and on the shelf?
  3. What role will they play in the Consumer and Shopper’s purchases and path to purchase?
  4. What is the best way to talk to Shoppers about products in store and online?
  5. Who is going to buy it and re-buy it and refer it to friends?
  6. How best do we engage Retailers?

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6.0 Major Customer planning, management and joint business planning – template

Ensure that all Customers support all major changes to categories, layouts and new products. Understand exactly how aligned your business and the Customer’s business is in price, promotion, ranging, new product development, and the overall corporate intent of both Firms. Write objectives that are a win/win/win for the Customer, Shopper…and your Firm. Includes major customer plan template.

Objective:

  • Ensure that all Retailers support all major changes to categories, layouts and new products.
  • Reduce crowded categories and confusing layouts.
  • Increase the success of new launches.
  • Understand exactly how aligned your business and the Customer’s business is in price, promotion, ranging, new product development, and the overall corporate intent of both Firms.
  • Write objectives that are a win/win/win for the Customer, Shopper…and your Firm.
  • Action Grids to execute more than just promotion periods and one-year plans…building to a two to three-year horizon.

Content:

  • Ensuring that all the initiatives are bought into and properly supported by Customers.
  • Learning how to build business cases to take to range reviews, and how to introduce initiatives requiring major store format layouts or significant aisle changes.
  • Penetrating Operations and In-Store Functions in Retailers (including Merchandising Managers).
  • Understanding exactly how aligned your business and the Customer’s business is in price, promotion, ranging, new product development, and the overall corporate intent of both Firms.
  • Writing objectives that are a win/win/win for the Customer, Shopper…and your Firm.
  • Action Grids to execute more than just promotion periods and one-year plans…building to a two to three-year horizon.

Capabilities:

  • Engage with Retailers better.
  • Minimise the risk of failure.
  • Support Key Customer Managers in preparing for their presentations and preparing for accidental deletion.
  • Have a roadmap to engaging Retailers at multi-levels in their organisation – Operations, Merchandising and Buying.

Questions you will be able to answer:

  1. Are we aligned with the Customer and the sub-channel at the moment for each of our categories?
  2. What is the Customer’s driving force for this category and the different formats of its stores?
  3. What role does our category play in the Customer’s businesses and in their different store types?
  4. What will it take to ensure new products success and major category initiative such as relays are properly done?
  5. Are our Contract Matrices working and being optimised?
  6. Are our Field Management/State roles reaching out correctly to the right Retailer roles?

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GENERAL INFO ABOUT OUR WORKSHOPS

What’s better about Assent’s courses?

  • They are based on best practice from Assent’s sister company, B4P (BforP.com).
  • Places on each workshop are limited.
  • You will get a mixture of your brand challenges and best practice case studies.
  • You work in teams, ideally cross-functional teams.

In-house courses

Most of Assent’s workshops are delivered to clients in-house at their offices. These are most cost-effective for groups of six or more and start at $1,970 per day. They have three added benefits:

  1. We tailor the material and work on your brand’s issues, problems and challenges while still drawing on best practice case studies and learning from other categories.
  2. You choose the date.
  3. We come to you to save costs and travel time.

How to book

Please use the Contact Us form.

How to pay

  • Assent can invoice your company direct and/or accepts Visa, American Express, Mastercard (a surcharge of 3.5% applies).
  • Dollars are US$.
  • Payment in advance is required.

Guarantee

100% course fee, no quibble guaranteed if dissatisfied.

All workshops include

  • USB or URL containing all process, tools and templates of completed case studies, best practice sample plans and empty templates ready to be completed by participants.
  • Three-month period of telephone and email support is available as an optional extra.