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Releasing potential: Enterprise – a practical intervention for success. David Kilburn Associate Professor- Enterprise Head of Business Development Chartered Marketer Dixons Stores Group International Fellow in Marketing .
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Associate Professor- Enterprise
Head of Business Development
Dixons Stores Group International
Fellow in Marketing
Built up own retail business over 8 years – 8 consumer electronics stores in Manchester – learned a lot about buying and how to market a business
Studied CIM Postgraduate Diploma in Marketing at Salford University
From day one I was involved with commercial business e.g. set up a distance learning course for Somerfield which lasted for 5 years. Taught Gerry Marwood who later became Chief Executive of Spar U.K.
Have undertaken an applied research project for Gerry and Spar (power of networking)
Talking to them now about a CPD programme
Most of the leads came from emarketing campaigns
I will be showing you an example of a successful campaign later and you are all going to be involved in writing a campaign for your own School working in groups
I have just received my alumni magazine and
saw your ‘Networking ‘ article and thought I would
drop you a line to say hello and let you know what
I am up to these days.
After having my placement with Mercury
Communications (Cable and Wireless owned) I
was able to stay in contact with a number of
excellent people who were poached to the newly formed
COLT Telecom. I then slipped into their Product
Marketing department in January 1997 and then spent the next 5
years moving upwards in various roles, eventually taking on
management responsibility and looking after staff and about
$100m of revenue! A lot of fun for a 26 year old!!!
After about 5 years though (March 2002) things
were getting a little stagnant so our owner Fidelity
Investments transferred me to head a new
division in Japan at their new telecoms start up.
Since coming in as Commercial Manager, I have
now built a successful business looking after
about $20m of revenue a year. Thanks to this I
have now been made up to Marketing Director
and had my revenue targets upped to about 70%
of the business, $70m! Overall though my time here has
been excellent and whilst challenging, the rewards are
Coming back to your article though and the
reason I am writing is that I totally agree with your
strategy of the unadvertised job markets and
networking. Without these and my network of
contacts that all started from my placement year,
I would be in a very different place to where I am
now, and certainly not as senior. It is very easy to
get despondent as a graduate worrying that you
do not get a job off the bat with some of the big
blue chips. My contacts helped me get in places that
recruiters and graduate training courses would
not allow. Also, as COLT did not offer me any
graduate training as such, I was able to carve a
niche for myself. Something large firms often do
To sum up, my time at Bournemouth was totally
essential to my growth over the last few years.
The decision at 18 to go there based on flexible
placement opportunities and the live Consultancy
Project was the correct one. Even though I
focused on a retail degree, it still gave me the
core skills of Marketing and Sales and that was
easily transferred outside of the traditional retail
market. Glad to see the University is going from
Strength to strength. I wish you a happy
James Bohan-Pitt, Marketing Director,
Plan, define a strategy
As ever, a little planning counts for a lot. Your time and resources are limited, so you need to focus your efforts on activities that return the greatest possible results.
If you have defined who you want to target, you need a strategy for the how. How exactly are you going to reach your targets?
Evaluate the methods at your disposal and define an action plan. It doesn’t have to be pages long, but it should be dynamic. Don’t be afraid to change things, ditching methods that fail and focusing extra resource on ones that succeed.
Such steps may seem obvious, but businesses often fail to think strategically about customer acquisition - a failing that only serves to slow down the search for new customers.
I have been reviewing how Bournemouth University can support prominent local food companies to optimise profitability by taking advantage of a Government-backed scheme. The scheme is called the Knowledge Transfer Programme (KTP) and your company could benefit from a grant to cover up to 60% of the costs of employing a graduate, plus free access to an experienced consultant for 26 days per year.
The Knowledge Transfer Programme (KTP) has been running successfully for 28 years and the University is currently running over 20 of these schemes in the South West region.
We have many years' experience of designing and delivering cost-effective
solutions to businesses in the Food and Drink Sector and the KTP scheme will provide substantial benefits to your organisation at minimal cost.
We have particular expertise in food marketing, ‘sous vide’, food safety, HACCP, gastronomy, nutrition, production processes and quality management, and currently carry out consultancy work for a number of leading food companies in Dorset, Hampshire and Wiltshire. We have 5 KTP schemes with food companies at present and all the companies involved are happy with the increase in profits that the scheme has helped to drive.
I would be extremely grateful if you would allow myself and a colleague to visit you to discuss the possibility of joining the KTP scheme. The KTP programme will provide funding for 2 to 3 years and there is no obligation on the part of the employer to retain the graduate at the end of the contract.
Head of Business Development
School of Services Management
Direct Tel: 01202 965154
Fax: 01202 515707
In groups of 4 discuss and plan an emarketing
campaign for your School/Professional Service.
Select a key target group, state how you would
research the leads and then compose a
compelling message to send out to prospective
Each group to present their campaign and will
receive feedback on its likely effectiveness.
In addition looking at wider opportunities, usually via
the tendering process including (but not limited to):
Now you have a taste for Enterprise activities.
What are the next steps?