13a1 developing the customer proposition
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13a1 . Developing the customer proposition. Why choose Northumbria ?. Northumbria University - Improving your performance and effectiveness. Structure & Experience to deliver turn-key solutions & tailored approaches. Multi-disciplinary competencies. Innovative thinking & approach.

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13a1 . Developing the customer proposition

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13a1 developing the customer proposition

13a1. Developing the customer proposition

  • Why choose Northumbria?

Northumbria University - Improving your performance and effectiveness

  • Structure & Experience to deliver turn-key solutions & tailored approaches

Multi-disciplinary competencies

  • Innovative thinking & approach

  • Depth & breadth ofknowledge & expertise

  • Practical and effective solutions

Delivery of tangible benefits to your organisation

  • Inspired peopleand inspired thinking

Support for implementation

  • Collaborative long-term partnerships


13a2 developing the customer proposition

13a2. Developing the customer proposition

  • Addressing common causes of failure in UBC

Northumbria University - Improving your performance and effectiveness

PAW: you can see where this idea came from – The Wilson ‘reasons for failure’ slide, 10i. My wording here is atrocious, but I think it’s a valuable slide either here ior in collateral (but here works best, I think as part of the proposition).

Aspirations & Objectives: we work to understand your needs, your strategy & your mission to make sure our projects deliver real-world benefits to your organisation.

Turnkey projects: We already understand the key contractual points that need to be resolved before many projects begin –such as IP protection, liabilities & indemnities

We have capacity: we commit resources, people and facilities to ensure successful on-time completion of all our projects.

Cutting through Red-Tape:

Cutting through Red Tape: We respond quickly to your needs, and we work with you to navigate quickly through the red-tape to access funding opportunities etc

We have capability: we have our own leading-edge and well-developed areas of expertise, but we also partner with other organisations to deliver the complete range of skills , experience and facilities needed by your projects.

Sustainable Projects: we recognise the timescales that can be involved in – for example – bringing products to market, and we are able to sustain engagement over these extended lifecycles.

Financial Viability: Our stakeholders benefit from our engaging with you in many ways other than straightforward financial reward – we cost these benefits into our proposals.


13b developing the customer proposition

13b. Developing the Customer Proposition

  • IMPROVING YOUR ORGANISATION’S PERFORMANCE AND EFFECTIVENESS

  • Northumbria University develop tailored programs that build the knowledge and capability of your employees and improve your business performance.

  • Our solutions combine in-depth knowledge and expertise with practical business experience to ensure they are completely relevant for your business needs.

  • We offer a wide range of individually tailored programs, from a specific training module through to leading ground-breaking research that can generate competitive advantage.

  • Contact us today to see how we can improve your business performance and effectiveness.

  • Northumbria University – Open for Business


13c developing the customer proposition

13c. Developing the Customer Proposition

  • IMPROVING YOUR ORGANISATION’S PERFORMANCE AND EFFECTIVENESS


13d articulating business benefits

13d. Articulating Business Benefits

  • The University* can offer assistance in:

    • Developing new products and services

    • Improving your processes and efficiencies

    • Understanding your markets and developing business strategy

    • Identifying, valuing and protecting your Intellectual Property

    • Assessing and providing staff learning and development needs

    • Providing access to specialist funding

      This is achieved in a variety of ways to suit individual business needs including:

    • Internships

    • Student projects

    • Funded knowledge transfer

    • Funded collaborative researchand direct consultancy

    • Internships

* http://www.coventry.ac.uk/Global/04%20Business%20section%20assets/Supporting%20your%20business/business_engagement_brochure.pdf


14a capability enabling communication

14a. Capability enabling communication


14b communications plan campaign building

14b. Communications Plan & Campaign Building

Round Tables

Campaign activity – baseline and tactical to specific target audiences with telemarketing follow-up – builds awareness of NU

Campaigns

Email follow-up contact where phone call unsuccessful in reaching named contact

Survey

Thought leadership

Newsletters

eNewsletter

eComm – short update

Magazine

eNewsletter

eNewsletter

eComm – short update

eComm – short update

Events

Newsletter

Microsite/Website

Event attendance / networking

Event attendance / networking

Event exhibiting

Event attendance / networking

Event exhibiting

Industry Awards

Forums/ round tables

Video

Round Tables

Round Tables

Round Tables

Round Tables

Email

6-9 month timeline

Advertising

Digital

Digital & Social media interaction – discussion forums, blogs, videos, online content, virtual tours, Twitter, Facebook

Event

Webinar

Webinar

Telemarketing

PR & Thought Leadership

Hospitality

Press releases, case studies, articles, media briefings, breakfast seminars, interviews, testimonials

Thought Leadership feeds content

Advertising

Direct mail

Advertising – offline and website banner

Advertising – offline and website banner

Advertising – offline and website banner

Advertising – offline and website banner

Press Release


15a1 reaching small businesses

15a1. Reaching Small Businesses

  • Sectors not a predictor of growth/successful small businesses.

    • “Champions” exist in all sectors.– Experian Insight report*

  • Identify and target fastest growing small businesses(= innovation) irrespective of the sector

    • But…focus on sectors with proven capability

  • Use CPDexpertise as an entry point

  • Develop Events Programme based on NU-led round tables/seminars

    • Events/seminars topics based around SME business growth intentions**

Whose capability? NUs? Then use the word ‘competence’ which we have used before? Such as “focus on sectors in which own competence is required”

** Slide 10d: BIS Small Business Survey 2010

  • * http://www.experian.co.uk/assets/insight-reports/brochures/experian-insight-report-q4-2010.pdf


15a2 reaching small businesses

15a2. Reaching Small Businesses

  • Relationships & Networking & Enquiries

    • Build relationships with accountants, consultants, solicitors, Business Link rather than relying extensively on National Organisations*

    • Academics are key in building business links – use where appropriate

    • Develop an effective enquiry system/point of contact for businesses with NU

    • Need to raise awareness of universities (in general) as providers to small businesses

  • Goldman-Sachs: 10,000 Small Businesses Program

    • Indicative of effective approach to engaging small businesses & enhancing HEI reputation

Change of wording from “Business Support organisations – feel free to change back!

http://www.goldmansachs.com/citizenship/10000-small-businesses/about-the-program-uk/program-uk.html

e.g. http://10ksb.aston.ac.uk/

This is a new addition – it’s a pretty impressive project. I emailed you about it.

* Slide 10d: BIS Small Business Survey 2010


15b1 reaching medium sized businesses

15b1. Reaching Medium-sized Businesses

  • Use Government Sector Priority list to identify prospects

  • Focus on businesses with growth plans and budgets to support

    • Where have sector capability and product/service expertise  own solus offering

    • Where lack capability  collaborative approach with other HEIs, consultants etc

  • Build relationships with National Organisations e.g. LEPs, TSB, CBI, CIHE

  • Develop Events programme based on both Industry events and NU-led round tables/seminars

    • Events/seminars topics based around MSBs growth intentions

I don’t know what solus means …. Is it a typo? Or is this 15-Love to PAW?

I don’t like the words “Business Support” ‘cos they AIN’T business support organisations!!! Just use ‘through regional & national organisations’


15b2 reaching medium sized businesses

15b2. Reaching Medium-sized Businesses

  • Innovation/idea generation key need for MSBs

    • Make this a core part of the offering

  • Develop export strategy and finance strategy offerings to fulfil needs

  • Use CPDexpertise as an entry point

    • supplemented by technological capabilities and leading edge expertise

  • Academics are key in creating and enhancing UBC

    • ensure they are engaged and involved at all stages

  • Develop an effective enquiry system/point of contact for businesses with NU

Whereas I might agree that CPD is an entry method for small businesses, I see ‘technology’ and ‘leading edge expertise’ as being a much more effective / necessary component for MSBs. I have taken the liberty of adding “supplemented by technological capabilities & leading edge expertise” – it also reflects the content of the very first bullet-point!

  • A small and no-doubt irritating point, I didn’t like “Academics are key in building business links – use where appropriate” – do feel free to change it back 


15c1 reaching large businesses

15c1. Reaching Large Businesses

  • Shortage of skills  focus offering on skills provision (e.g. CPD, KTP, Consultancy, R&D)

    • Use expertise/capabilities in skills provision areas to target prospects

    • Create bundled skills package & use to cross-sell offering

  • Use Government Sector Priority list to identify prospects

    • Where have sector capability and full product/service expertise  own solus offering

    • Where lack capability  collaborative approach with other HEIs, consultants etc

    • Expectation of more sector specialisation and more collaborative approach needed


15c2 reaching large businesses

15c2. Reaching Large Businesses

  • Exploit Manufacturing sector plans to increase training spend

  • Develop low-cost online offering for Public Sector, 3rd Sector [and Construction]

    • address reduced training spending plans

    • and counter lower-cost online entrants

  • Build relationships with and through Regional & National Organisations e.g. LEPs, TSB, CBI, CIHEetc

    • See Appendix 10e

Added 3rd sector, is that OK?

I don’t like the words “Business Support” ‘cos they AIN’T business support organisations!!! Just use ‘through regional & national organisations’

Will be renumbered when Appendix renumbered)


15c3 reaching large businesses

15c3. Reaching Large Businesses

  • Develop Events programme based on both Industry events and NU-led round tables/seminars

    • Events/seminars topics based around Large business growth intentions

  • Develop higher level foundation course

    • address employability skills and suitability for business

  • Develop strategy for collaboration & partnerships

    • “No single HEI can operate in all domains”

      • Junior / equal / senior partner with other HEIs & groups

      • Collaboration with consultants – e.g. “10,000 Small Businesses”

  • Academics are key in creating and enhancing UBC

    • ensure they are engaged and involved at all stages

  • Develop an effective enquiry system/point of contact for businesses with NU

Unless you’re dead-sure that these words: “higher level foundation course” are ‘right’ in the academic context, I would just refer to ‘develop relevant course content addressing employability skills and suitability for businesses

Your original wording was “Understand/map links and connections with other HEIs, consultants etc to develop collaboration strategy” – I think this is more punchy and refers back to Wilson.

  • A small and no-doubt irritating point, I didn’t like “Academics are key in building business links – use where appropriate” – do feel free to change it back 


16a thought leadership

Use of

Research

Papers

16a. Thought Leadership

Case Studies:

brief reviews -> in-depth analyses

Local media: societal relevance from the audience perspective

Position as more than

academic research

Articulate and demonstrate industry and social relevance

Focus on the thinking process

Online media

video clips, tours & interviews, blogs, forums, social media

Disseminate key findings

Translate to business accessible language

Evidence

real-world benefits:

financial / productivity metrics

Present at business conferences and events.

Publish in business journals

Identify and attract

new research/spin-off consultancy opportunities

Attract / engage new CPD / training opportunities

International remit & focus


16b effective collateral

16b. Effective collateral.

  • Superficial similarity

    • But NU: lack of commercial detail and focus (case studies are not case studies with results), broken links (kit catalogue)

    • Not always written from the businesses’ perspective using business language

http://www.herts.ac.uk/business-services/home.cfm

NB: This page has been updated since the above screenshot was taken.


16c effective collateral

16c. Effective collateral

  • Detailed & exhaustive guide to facilities


16d effective collateral

16d. Effective collateral.

  • Relevant events, effectively promoted

http://www.innovation-network.org.uk/events/upcoming-innovation-network-business-events.aspx


16e1 effective collateral

16e1. Effective Collateral

  • University of Brighton: example of depth of detail

  • Compare and contrast with content and focus of NU case studies which are descriptive paragraphs short on metrics and detail.

  • http://www.brighton.ac.uk/business/

  • http://www.brighton.ac.uk/business/research/healthcare.php?PageId=242

  • http://www.brighton.ac.uk/business/facilities/index.php?PageId=125#human_movement_laboratory

  • http://www.brighton.ac.uk/sohp/consultancy/hml-product-evaluation/

  • http://www.brighton.ac.uk/sohp/consultancy/hml-product-evaluation/prototype-back-strain.php?PageId=210


16e2 effective collateral

16e2. Effective Collateral

PAW: This slide is here a) to allow folk to read the Brighton example (which is very small on the preceding slide) and also to bring in the Coventry collateral example. Keep or delete as you see fit.

  • Metrics, Detail & Real-world benefits

  • http://www.coventry.ac.uk/Global/05%20Research%20section%20assets/Research/REF%202014%20Units%20of%20Assessment/LCTVP/LCVTP%20brochure.pdf

  • http://www.brighton.ac.uk/sohp/consultancy/hml-product-evaluation/prototype-back-strain.php?PageId=210


16f effective collateral

16f. Effective Collateral

  • University of Brighton: example of real world benefits

    An example of ‘telling the story’ of exactly how the UoB supported this entrepreneur over a 4-year multi-disciplinary project.

  • Compare and contrast with content and focus of NU “case studies” which are ‘descriptive paragraphs’ short on metrics and detail.

Cot rocker helps babies

Lynda was put in touch with the University of Brighton towards the end of 2005.

… design ideas discussed with the Product Development Centre … part of the Faculty of Science and Engineering.

The Business Services Department … helpedfind funding for … initial prototypes [&] produced several prototypes.

School of Nursing and Midwifery … two-week trial … involving sixteen babies

School of Nursing and Midwifery examined the benefits of the product in relation to national policy and guidelines on infant welfare … national advice on the prevention of SIDS.

The product launched in the second quarter of 2009 at a retail price of approximately £150.

http://www.brighton.ac.uk/business/casestudies/easidream.php?PageId=309

http://www.brighton.ac.uk/business/casestudies/easidream.php?PageId=309http://www.easidream.co.uk/


16g collateral

16g. Collateral

  • The “Retro” approach

Northumbria University - Improving your performance and effectiveness

  • Support ”across the board”

  • Workshops

  • Consultancy

  • Research

  • S

  • STRATEGY Development


16h1 collateral

16h1. Collateral

Northumbria University - Improving your performance and results

People development

Facilities

Consultancy

KTP

Designedfor you

R&D


16h2 develop communications brand strategy

16h2. Develop communications & brand strategy

Northumbria University - Improving your performance and results

People Development

Designed for Success

Executive coaching & relevant higher degrees

Continuing Professional development & upskilling

Job & business relevant training & workshops


16h3 develop communications brand strategy

16h3. Develop communications & brand strategy

  • Part of the “designed for success” series

Northumbria University - Improving your performance and results

Idea Generation

Innovative thinking & solutions

Cutting Edge research

Designed for success

delivering results


16h4 develop communications brand strategy

16h4. Develop communications & brand strategy

Northumbria University - Improving your performance and results

Nimble

Services to Businesses and the Public Sector

Bespoke

differentiated

Services to Businesses and the Public Sector

Proven effectiveness


16h5 develop communications brand strategy

16h5. Develop communications & brand strategy

Low Carbon seminar

Advances in Health Care

Open days & Facilities Tour

Business psychology: understanding the human factors

Networking days: Success stories – start-ups & spin-offs

Business Event Calendar 201X

Specialist Subject Q&A roundtables

New Thinking in social Policy

Business Event Calendar 201X

New Developments in Sports Science

Business psychology: understanding the human factors

Northumbria University - Improving your performance and results

Networking days: Success stories –training & CPD


13a1 developing the customer proposition

16h6. Develop communications & brand strategy

Northumbria University - Improving your performance and results

Themed Workshops 201x

Themed Lectures Summer 201x


17 signs of success

17. Signs of Success

  • Benefits of Northumbria university recognised by target audiences on a global scale

  • Communications simple to develop and maintain

    • Well received and key messages understood by target audiences

    • Supports lead generation

    • Positive feedback and feeling when exposed to material

  • Easy to find the right people within the university

  • University heritage and style maintained, but also acknowledged as commercial, authoritative and understanding business

  • University has an improved reputation and standing in the market

  • Northumbria is the preferred provider/first port of call in chosen areas

  • Minimised wasted effort and optimised output

    • Focus on agreed priorities – more time to plan and make choices

    • Simple to identify and progress business opportunities

PAW: Neither of us has reviewed this since you first created it. Are you still happy with it in the context of what you are presenting?


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