© 2013 pam wilde developing the b2b offering 13a1. developing the customer proposition why choose...

© 2013 Pam Wilde Developing the B2B Offering

13a1. Developing the customer proposition• Why choose Northumbria?

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Practical and effective solutions

Depth & breadth of knowledge & expertise

Support for implementation

Innovative thinking & approach

Structure & Experience to deliver turn-key solutions

& tailored approaches

Collaborative long-term

partnerships

Multi-disciplinary competencies

Inspired people and

inspired thinking

Delivery of tangible benefits to

your organisation

Northumbria University - Improving your performance and effectiveness


13a2. Developing the customer proposition• Addressing common causes of failure in UBC

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Cutting through Red-Tape:

Aspirations & Objectives: we work to understand your needs, your strategy & your mission to make

sure our projects deliver real-world benefits to your organisation.

We have capacity: we commit resources, people and facilities to

ensure successful on-time completion of all our projects.

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.

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

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

liabilities & indemnities

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.

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).


13b. Developing the Customer Proposition

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• 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

© 2013 Pam Wilde Developing the B2B Offering4

• IMPROVING YOUR ORGANISATION’S PERFORMANCE AND EFFECTIVENESSHealth

We developed an innovative on-the-job training program that enabled time-

pressured nurses to complete CPD training. The program incorporated a learning

approach that has been shown to optimise learning effectiveness

FMCGWe partnered with a leading

international FMCG business to undertake research that gave them

competitive advantage in a highly challenging global market.

Business and LawWe provided tailored legal advice and support to a network of legal practices. Using our in-

house Courtroom facilities we provided a practical training environment that improved

capability.

Sports ScienceWe combined our physiological and

psychology expertise to develop an innovative program that provided athletes with a

psychological approach and edge when competing. Participants were also able to

benefit from our multi-million pound sports facilities at the University.

Northumbria University:Improving your

organisation

13c. Developing the Customer Proposition


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 research

and direct consultancy Internships

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

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




14a. Capability enabling communication

Brand Attribute Short-Term Mid-/long-term

Responsiveness Innovative Collaborative Pragmatic, Practical Effective interface; easy to access Expertise/Authoritative Passionate/ Inspired

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14b. Communications Plan & Campaign Building

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Advertising – offline and

website banner

eComm – short update

6-9 month timeline

Magazine eNewsletter eNewsletter eNewsletter

Webinar

Event attendance / networking

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

eComm – short update eComm –

short update

Round Tables Round Tables Round Tables

Press releases, case studies, articles, media briefings, breakfast seminars, interviews, testimonialsThought Leadership feeds content


website banner

Round Tables

Cam

paig

ns

New

slett

ers

Even

ts

Foru

ms/

ro

und

tabl

es

Dig

ital

PR &

Tho

ught

Le

ader

ship

Adve

rtisi

ng

Event exhibiting

Event exhibiting

Webinar


website banner


website banner

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

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



Industry Awards

Round Tables

Survey

Thought leadership

Newsletter

Microsite/Website

Video

Email

Advertising

Event

Telemarketing

Hospitality

Direct mail

Press Release


15a1. Reaching Small Businesses

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• 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 CPD expertise as an entry point• Develop Events Programme based on NU-led round

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

** Slide 10d: BIS Small Business Survey 2010

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

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

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


15a2. Reaching Small Businesses

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• 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* Slide 10d: BIS Small Business Survey 2010

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

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

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

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

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


15b1. Reaching Medium-sized Businesses

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• 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

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• 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 CPD expertise 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

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• 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



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• 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, CIHE etc See Appendix 10e

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)

Added 3rd sector, is that OK?



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• 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

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

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.


16a. Thought Leadership

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Use ofResearch

Papers

Disseminate key findings

Focus on the thinking process

Position as more than

academic research

Translate to business accessible language

Articulate and demonstrate

industry and social relevance

Local media: societal relevance from the

audience perspective

Online media video clips, tours & interviews, blogs,

forums, social media

Case Studies: brief reviews -> in-depth

analyses

Evidence real-world benefits:

financial / productivity metrics

Identify and attract new research/spin-off

consultancy opportunities

Present at business conferences and

events.

Publish in business journals

Attract / engage new CPD / training opportunities

International remit & focus


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.

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


16c. Effective collateral• Detailed & exhaustive guide to facilities

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16d. Effective collateral.

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• Relevant events, effectively promotedhttp://www.innovation-network.org.uk/events/upcoming-innovation-network-business-events.aspx

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





• 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?P

ageId=125#human_movement_laboratory • http://www.brighton.ac.uk/sohp/consultancy/hml-prod

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

roduct-evaluation/prototype-back-strain.php?PageId=210

16e1. Effective Collateral

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• 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/research/healthcare.php?PageId=242

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

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

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

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

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

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

• Metrics, Detail & Real-world benefits

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.




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




16f. Effective Collateral

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• University of Brighton: example of real world benefitsAn 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.

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

Cot rocker helps babiesLynda 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 … helped find 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.easidream.co.uk/

http://www.easidream.co.uk/






16g. Collateral

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• The “Retro” approach


Support ”across the board”

Workshops

Consultancy

Research

STRATEGY DevelopmentS


16h1. Collateral

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Northumbria University - Improving your performance and results

People development

Consultancy FacilitiesKTP

R&D

Designedfor you


16h2. Develop communications & brand strategy

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People Development

Designed for Success

Conti

nuing

Prof

essio

nal

deve

lopm

ent &

upsk

illing

Executive coaching &

relevant higher degrees Job & business

relevant training

& workshops



• Part of the “designed for success” series

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Idea Generation

Designed for

success

Innovative thinking &

solutions

Cutti

ng E

dge

rese

arch

delivering results



26


Nimble

differentiated

Proven effectiveness

Services to Businesses and

the Public SectorBesp

oke

Services to Businesses and the

Public Sector



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Low Carbon seminar

New Th

inking

in

socia

l Poli

cy

Business Event Calendar 201X

Advances in

Health Care

Business Event Calendar 201X

New Developments in Sports Science

Business psychology:

understanding the hum

an factors

Business psychology:

understanding the hum

an factors

Open days &

Facilities Tour

Networking days:

Success stories –

start-ups & spin-

offs

Spec

ialis

t Sub

ject

Q&

A ro

undt

able

s

Networ

king d

ays:

Succ

ess s

torie

s –

traini

ng &

CPD



Themed Lectures

Summer 201x

Themed Workshops

201x



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

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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?

© 2013 pam wilde developing the b2b offering 13a1. developing the customer proposition why choose...

Documents

business slide

business performance

effectiveness slide

business needs

customer proposition

pam wilde

organisations performance

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