Introduction to the Big Picture Framework
Can be as powerful as Six Sigma was for operations in the late 1990's.
That's the kind of change that we're seeing in organizations with this.
The Big Picture is an integrated framework that distils proven marketing and strategy concepts into a memorable and useful toolset. The framework is quickly gaining acceptance as the core curriculum at top MBA programs and as the preferred strategy development methodology by a variety of companies around the world. The University of New Hampshire has developed an engaging three-day program to help you garner the benefits of the Big Picture framework and to apply them to your organization.
The framework functions as a common lens across the company’s functions and creates value by increasing the efficiency of strategic decision-making, adding analytical rigor to marketing planning and revenue forecasting activities, and by unifying the organization around a common vocabulary and goals. The value of the framework lies in its simplicity and interrelatedness. The framework has helped companies in a variety of industries grow their top line sales while also realizing substantial bottom-line efficiencies. Big Picture companies are extracting transformational value from their marketing and commercial activities.
Framework outcomes include
Organizational Focus: The Big Picture framework is a strategic planning tool that helps managers align all areas of the organization along a common goal. This facilitates consensus and facilitates decision-making. Use the Big Picture framework to turn your strategic plans into informative documents that live and change as your organization and its markets evolve.
Integration of Strategy and Execution: In today’s business environment, executional decisions are often taken without regard for the strategic course of the firm. This problem has become more palpable as markets have become increasingly complex. Companies, even mid-sized and small firms, respond to complexity by creating functional silos where execution regarding ideal customer selection, targeting, product development, pricing, and distribution is disconnected from the overall strategy. The Big Picture framework generates a single strategy within the firm, aligning functional and tactical goals, and in doing so it helps eliminate the inefficiencies that result from corporate compartmentalization.
Marketing Efficiency: A heightened focus in the measurement of marketing return on investment has driven many companies to create measurement dashboards, however setting metrics functionally in an organization can result in management paralysis in the face of seemingly contradictory signals. In addition to creating ambiguity, focus on the wrong metrics can lead to erroneous decisions. Within the Big Picture, we develop Strategy-Integrated Metrics (SIMstm), which naturally arise from the strategy of the company, and therefore deliver diagnostic information about the strategy and any implementation pitfalls.
Our Design Process
Our faculty and staff will work to understand your organization’s strategy, culture, context and values. We collaborate with our clients to establish program objectives to address your organization’s specific needs.
After an initial meeting, a preliminary proposal is prepared providing an overview of the program design, topics, recommend faculty, and program cost.
A dedicated program coordinator and lead faculty member work with our clients and any other key stakeholders on program design and delivery. Our program coordinators are experienced in complex program deliveries and often travel to support programs offered at locations around the world. This personal attention to detail and dedication to our clients is what sets us apart from other executive education providers.
When you work with Paul College, there is no “one-size fits all” approach to executive development. We design dynamic programs based on your objectives.
Contact the Director of Executive Development Programs, Dan McCarthy.
The Big Picture emphasizes the dynamic nature of strategy development by presenting key marketing topics as a set of interrelated modules as opposed to separate “chapters” representing topics independently. Beginning with the high level strategic topic of business objective, the framework will help you identify and prioritize key decisions, and it then will help you understand how those decisions affect other elements of your firm’s downstream execution. The methodical strategy development and planning process facilitated by the framework will enable you to assess decisions on an ongoing basis, thereby engaging in a process of continuous learning in the area of strategic marketing.
Marketing and Innovation are the two functions in the firm
that really need to be driving customer initiatives.
During this engaging three-day course you will learn to:
- Frame marketing opportunity based on company core capability, and customer and competitive objectives, linking strategic choice to its executional implications.
- Use needs-based segmentation principles with special emphasis on practical tools that link the segmentation work to the creation of a value proposition.
- Create a value proposition compellingly articulating value through positioning and capturing value by linking pricing to strategy
- Align the fundamental aspects of commercialization to the company strategy: distribution channels, communications, and products and services
Professionals at all levels and from a variety of functions have already attended Big Picture courses. Attendees generally come from a variety of backgrounds including:
- Marketing Managers seeking to learn new tools and improve their marketing leadership skills
- General Management seeking to instill a marketing discipline in their groups to more effectively generate demand
- Finance Managers seeking to complement financial metrics
- Sales Directors and Field Sales Managers seeking to develop a more strategic approach to their efforts
- R&D, Engineering and other Product Development professionals seeking to integrate their work to the strategy of the firm
The course uses Marketing Management: The Big Picture published by Wiley and Sons, which is included in your course materials.
In addition to the text, you will use a systems-dynamics simulation, based on the framework, to illustrate and apply key framework concepts to a real-company environment.
A sample schedule for the 3 day Strategic Marketing: The Big Picture program follows. Please note, this schedule is subject to change and a more detailed agenda will be presented to enrolled participants.
Class runs 8:00 a.m. to 5:00 p.m. on Day 1 and Day 3.
Class runs 8:00 a.m. to 8:00 p.m. on Day 2
|Pre-work||Day 1||Day 2||Day 3|
Pre-course call: View 60 minute Webinar from the team at Big Picture Marketing
Welcome and Program Set Up
Overview of the Big Picture Framework
Business Context Exercise:
Developing Integrated Execution
Product and Portfolio Alignment
Product as Service
Post work: LinkedIn forum to discuss the applications of class principles to your business
Creating and Articulating the
Business Context Exercise
Channels of Communication
Channels of Distribution
Course closure and evaluation
Tom joined the UNH faculty in August 2011 from the University of Colorado where he was professor and chair of the marketing and international business departments. . He holds Ph.D., MS, and MBA degrees in Marketing from Indiana University’s Kelly School of Business. Before entering the academic world, he worked as a retail trade association executive for ten years, managing advertising and publications for membership-based organizations. His research focuses on the management of customer relationships and he is most well known in academic circles for his work in relationships marketing. He has served as a Visiting Professor at ESCP in Paris, France and provides regular executive teaching for TKK Executive Programs of Helsinki, Finland.
Tom currently lives with his family in Portsmouth, New Hampshire.
|Marta Dapena-Baron, Ph.D.|
Marta is Managing Director of The Big Picture Partners. Marta teaches strategic marketing, pricing, and customer insights across executive audiences at a variety of companies including Johnson & Johnson, GE, Sealed Air, and Ecolab in the US, Europe and Asia. She has also taught strategic marketing courses as part of the faculty at the Johnson School of Business at Cornell University and at the Ross School of Business at the University of Michigan where she teaches in the Executive MBA and Executive Education programs.
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A better way to measure marketing return on investment
Executive Development Programs at the University of New Hampshire
offers The Big Picture Framework as three-day Open Enrollment course
The 4 Bs replace the 4 Ps of marketing when you take The Big Picture approach. The 4 Bs provide a better metric to judge marketing return on investment, MROI. Here’s why.
If you are a marketing or sales manager, you are probably hearing, “Focus on growth!” from the strategic planners in your organization. You spend your days working on the problem, How Do I Get Growth?
The impediments to growth are familiar to you:
--You work in a complex market where there are a variety of actors. There are regulators, providers or payers, customers, partner companies, competitor companies, and so on. Sorting through all of that can be difficult.
--You’re faced with a low information-to-data ratio, trying to make decisions with either too much “big data”, too little “big data,” or just poorly organized data.
--There’s an abundance of marketing tools, from social media tools to analytics tools. You spend a lot of your time deciding which tool to use and learning how to use them.
--And unless you’re in the minority, you have no marketing seat at the table. It’s hard to advocate for the initiatives marketing should be leading when you have no voice.
Despite the impediments, you are tasked with tracking and reporting MROI.
You’re probably using the preferred method of: “What we put in < What we got out.”
But there are two big problems with the preferred method of measuring financial results.
The first is a measurement problem. Measurement doesn’t always give you the right answer because measuring sales and marketing is… challenging. You can end up axing valuable programs because you can’t track them well.
The second is a learning problem. You can’t learn how to improve when you’re using the wrong metrics to measure.
Enter the 4 Bs.
Bodies. Beliefs. Behaviors. Bucks.
The 4 Bs give us a better way to approach measurement and MROI.
Bodies: Who our target audience is. Do we have the right target audience? It’s measuring and managing our leads.
Beliefs: This is what we are doing in marketing that is important to the Bodies, the target audience. And it’s how our audience perceives our brand. If you are managing marketing, you are managing customer beliefs.
Behaviors: To measure MROI, we only have to pay attention to beliefs that cause a behavioral change in our customers. For instance, we can focus on customers of our competitor. We want to attract them by either taking advantage of something they’re dissatisfied with or by creating dissatisfaction where no dissatisfaction exists.
Marketing is in charge of making things important to customers.
Sales is in charge of managing the customer behavior change, getting a customer to try our products and services, repeat purchases, etc.
Using a Big Picture Marketing tool called “Importance Ratings” that manage the perceptions of a brand and create differentiation, you first make things important that you can manage and then you can deliver on those things.
Bucks: If sales and marketing are aligned, the handoff between beliefs and behaviors happens seamlessly and results in Bucks.
We do a lot of marketing measurement about the last B, bucks. But we don’t do good measurement of beliefs and behaviors. That is particularly true in B2B companies.
The Beliefs and Behaviors are what we call “leading indicators of performance.” How your customers think about your brand and how they act. That drives financial results.
Whereas Bucks, that’s a “lagging indicator of performance.”
So, we’re sort of measuring the wrong thing, in organizations. The 4 B’s use both leading and lagging performance indicators to analyze opportunities in front of us and also to evaluate our performance.
It looks simplistic, but it’s really a very powerful tool.
Strategic Marketing: The Big Picture. You can learn more at in an open enrollment executive development program at the University of New Hampshire’s Peter T. Paul College of Business and Economics. This is the only open enrollment program for the Big Picture framework in America. Instructors are Dr. Marta Dapena-Baron, president of Big Picture Partners and Dr. Thomas Gruen, chair and professor of marketing at UNH.
The Big Picture approach works for large and small organizations as well as non-profits and service industries.
Contact Daniel.McCarthy@unh.edu for information about bringing Strategic Marketing: The Big Picture to your enterprise as a custom executive development program.
Adapted from a webinar by Marta Dapena-Baron, President, Big Picture Partners
The Big Picture Partners’ approach to aligning business strategy with marketing strategy and execution resonates particularly well with MBA and Executive audiences, and has become the standard language at major corporations including Johnson & Johnson, GE, Ecolab, and others. Visit www.bigpicturepartners.com for additional information!
The Peter T. Paul College of Business and Economics offers a full complement of high-quality programs in business, economics, accounting, finance, information systems management, entrepreneurship, marketing, and hospitality management at UNH. Programs are offered at the undergraduate, graduate, and executive development levels. The college is accredited by the Association to Advance Collegiate Schools of Business, the premier accrediting agency for business schools worldwide. For more information, visit paulcollege.unh.edu
The University of New Hampshire, founded in 1866, is a world-class public research university with the feel of a New England liberal arts college. A land, sea, and space-grant university, UNH is the state's flagship public institution, enrolling 12,300 undergraduate and 2,200 graduate students.