For this task, students are the marketing manager for a bank and planning a major new product launch. They need to develop an internal marketing program for the bank’s branch and call center staff to complete the sales.
A large department store chain are discussing the merits of introducing a system of greater staff empowerment. But the team cannot decide what to do – can your students help them?
Students are presented with an excerpt from a monthly ‘performance’ one-on-one meeting. Who is at fault? How can this situation be improved for the future?
In this activity, students review the disappointing performance of a marketing campaign and determine where the problem occurred and does this firm need to spend more time and effort on its ‘internal marketing’ program?
For this exercise, students are the marketing manager for a large hotel chain, where they are asked to put together a CRM program for the hotel’s major customers.
Students help a major department store to evaluate their idea for a new CRM program. What advice do they give them?
The task with this activity is to defend the recent expenditure of a marketing campaign. The key to the argument will revolve around the customer lifetime value concept.
In this activity, student need to work through a customer lifetime value exercise (CLV) and calculate the CLV for both the firm’s business and individual customers.
In this exercise, the student’s task is to calculate the customer lifetime value (CLV) for two retailers and will also consider the impact of the number of years (that is, the customer’s lifetime) in the calculation.
Customer retention can also be enhanced through the creation of switching barriers, with the task being to review examples to assess the likely satisfaction level of the customer involved.