Unilever's marketing skills

PROFESSIONAL SKILLS
DICTIONARY
MARKETING APPENDIX
(2
nd
version)
Issued: November 2000
Introduction
This Appendix replaces the original Professional Skills Dictionary - Marketing Appendix
issued by Unilever in 1996.
A summary of the new Marketing Professional Skill Areas is provided on the following
page, complete with definitions and a list of Skill Sub Areas.
Subsequent pages of the Appendix provide more detail on each Skill Area. Each page is
headed with the Skill Area and its definition. The Skill Sub Areas are then listed along with
a more detailed breakdown of the activities involved in each case.
Skill profiles for key marketing roles and a resources guide to help in skill development are
also available in separate documents.
For those heavily involved in consumer understanding/market research, there are further
skill descriptions available in a separate Market Research Professional Skills Addendum.
Marketing Professional Skills Areas
Consumer Insight
Using and interpreting consumer research to anticipate and define the motivating factors driving consumers’ brand choice
and usage behaviour. Generating and applying consumer insight to drive competitive advantage and business growth.
a) Building holistic understanding of consumers
b) Planning market research
c) Interpreting market research
d) Synthesising and sharing consumer learning
e) Generating inspiring consumer insights
f) Anticipating current and future consumer opportunities
Marketing Strategy Development
Using consumer insight and competitor analysis to anticipate market growth opportunities and to determine the markets,

channels and segments to operate in. Challenging the status quo with brand strategies that beat competitors and deliver
outstanding levels of profitable growth.
a) Analysing market trends and growth drivers
b) Creating a vision of market and channel potential
c) Anticipating competitor actions
d) Constructing brand portfolio strategies
e) Building required marketing capabilities
f) Providing input into the business planning process
Brand Equity Management
Building a brand so it becomes and remains the preferred choice of consumers. Using the BrandKey to map current and
future positioning objectives in a way that guides the brand’s mix development, increasing its consumer appeal,
competitive distinctiveness and growth potential. Demonstrating passion for and commitment to the brand, both inside
and outside the company.
a) Defining the Key Positioning
b) Developing the Key Vision
c) Formulating Key Extensions
d) Aligning brand business plans with the BrandKey
e) Strengthening the brand mix
f) Assessing brand health
Communication Channel Management
Planning and implementing an integrated programme of brand communication, which uses all available channels to
communicate the brand’s messages to targeted consumers in the most cost effective way.
a) Investigating communication channel opportunities
b) Defining communication tasks, targets and budgets
c) Developing creative Communication Plans
d) Implementing integrated communication campaigns
e) Evaluating campaign cost efficiency and effectiveness
Brand Communication
Developing creative brand communication campaigns that achieve outstanding levels of effectiveness, applying the
principles and processes of ‘Advanced Brand Communication’.

a) Developing inspiring briefs
b) Building successful agency team relationships
c) Judging creative proposals
d) Developing outstanding communication campaigns
e) Guiding outstanding brand packaging design
f) Evaluating communication effectiveness
Brand Innovation
With consumer insight as the inspiration, working with other professional specialists to create or adopt consumer-relevant
innovations that are rolled out fast, using the principles and practices of IPM.
a) Creating a spirit of innovation
b) Exploring consumer and technological opportunities
c) Generating creative innovation ideas
d) Designing winning innovation concepts
e) Managing the innovation project portfolio
f) Driving innovation projects through the funnel
g) Launch planning, implementation and evaluation
Brand Activation
Bringing a brand to life in the local marketplace via creative implementation of its core mix. Delivering brand growth by
using all channel opportunities to connect with consumers and deepen their experiences and relationships with the brand.
a) Converting brand strategies into innovative activity plans
b) Developing close marketplace connections with consumers
c) Implementing consumer activation programmes
d) Driving brand visibility and channel presence
e) Managing prices, profit margins and budgets
f) Monitoring market developments and brand performance
Channel and Customer Marketing Development
Collaborating with Customer Management to develop channel and customer specific marketing plans and activities.
Ensuring that brand sales are maximised by addressing the current marketing needs and future opportunities of all trade
business partners.
a) Assessing channel and customer developments and opportunities

b) Interpreting trade partner marketing needs
c) Contributing to Category Management
d) Developing channel and customer-specific marketing
plans
Active Marketing Learning
Building marketing knowledge and best practice through external scanning, active experimentation and ongoing
operational activities. Translating and applying this knowledge and best practice to drive brand development and growth.
a) Seeking and applying marketing best practice
b) Analysing and capturing learning
c) Promoting and communicating learning
d) Experimenting to create new knowledge
Marketing Professional Skills
Consumer Insight
Using and interpreting consumer research to anticipate and define the motivating factors driving consumers’
brand choice and usage behaviour. Generating and applying consumer insight to drive competitive advantage
and business growth.
a) Building holistic understanding of consumers
reviewing and absorbing existing consumer information; meeting and interacting with consumers face to face;
entering the consumer’s world to appreciate their living conditions; understanding important social and
cultural consumer drivers; seeing how the brand and product category fit consumers’ needs, experiences and
expectations; observing and experiencing consumer product usage behaviour; appreciating the different need
states of consumers across different locations, time and situations; understanding the consumer as a shopper;
building relationships with consumers as individuals.
b) Planning market research
identifying knowledge gaps that can be addressed by market research; planning a portfolio of strategic and
tactical market research projects; defining marketing problems and action standards as a basis for specific
project briefing; writing market research briefs in partnership with other project team members; seeking
innovative market research methodologies and analytical techniques; contributing towards design of market
research studies ( e.g. methodology, sample); developing stimulus materials for market research activities;
assessing agency market research proposals.

c) Interpreting market research
knowing how to get the most out of attending market research fieldwork; listening for unexpected findings in
research debriefs; distilling market research findings into key learning points and actions; mining quantitative
market research data for new insights; interpreting consumer mapping and segmentation studies;
understanding the statistical significance of quantitative research results and how to get the most from the
data; appreciating the role and limitations of market research techniques; using research findings to challenge
management judgement.
d) Synthesising and sharing consumer learning
recording and cataloguing market research findings and insights; integrating findings from different studies to
build a comprehensive overall picture; making consumer learning readily accessible; spreading and
championing consumer learning throughout the business; arranging debrief sessions to capture insights
following direct contact with consumers; applying lessons from past studies; ensuring brand activities remain
true to their original consumer vision or rationale.
e) Generating inspiring consumer insights
understanding the meaning of consumer insight and how it links with other marketing and development
processes; using ‘foresight’ to obtain future-relevant consumer insights; seeking unconventional perspectives
on the consumer, the brand and the product category; opening many different windows to the world of the
consumer; working with “out of the box” research techniques to challenge conventional wisdom; sharing
stories and anecdotes with other team members about interesting ideas and experiences ; expressing consumer
insights in exciting ways.
f) Anticipating current and future consumer opportunities
building a sense of emerging social and economic trends (i.e. ‘foresight’); identifying discontinuities that will
affect consumer behaviour; working with expert and leading edge consumers to predict future mainstream
needs; appreciating the implications of the internet revolution; comparing and combining consumer insights
to find relevant common themes; identifying and anticipating consumer need gaps; defining opportunity areas
to act as springboards for brand-building ideas.
Marketing Professional Skills
Marketing Strategy Development
Using consumer insight and competitor analysis to anticipate market growth opportunities and to determine the
markets, channels and segments to operate in. Challenging the status quo with brand strategies that beat

competitors and deliver outstanding levels of profitable growth.
a) Analysing market trends and growth drivers
conducting environmental scans based on ‘foresight’; defining the market from the consumer’s perspective;
analysing market segmentation; identifying market and industry dynamics and trends; addressing issues of
sustainability and environmental concerns and pressures; modelling responses in consumer demand to price,
advertising, promotion etc.; identifying opportunities for profitable growth and market entry.
b) Creating a vision of market and channel potential
imagining how markets could look in the future; reshaping market understanding with mould breaking
thinking; identifying key growth opportunities and competitor threats; defining the future market and its
parameters; assessing potential to create new markets through alliances, partnerships and new channels;
deriving an inspiring business mission and strategic thrusts; defining the Research agenda; creating stretch
(“big hairy audacious goals”).
c) Anticipating competitor actions
identifying both current and potential competitors ( e.g. e-commerce, private label); assessing relative strength
of business against key competitors across value chain; determining competitor market strategies and
capabilities; modelling demand and competitor responses to changes in price, advertising, promotion etc.;
assessing implications of potential competitor reactions; developing marketing strategies and tactics to
forestall competitor actions.
d) Constructing brand portfolio strategies
taking risks with new ideas; assessing potential brand roles in context of market segmentation and dynamics;
reviewing implications of each brand’s existing BrandKey; judging cross-category potential of brands;
generating alternative portfolio scenarios to anticipate potential market developments; evaluating strategic
hypotheses and options; determining the portfolio of brands for each market; establishing pricing and value
points within the portfolio; determining relative investment levels for each brand.
e) Building required marketing capabilities.
conducting internal scrutiny; leading change and challenging the status quo; defining key capabilities needed
to implement market/ portfolio strategy; assessing required capabilities against existing capabilities;
examining ways to leverage existing capabilities; identifying means of developing new capabilities.
f) Providing input into the business planning process
contributing towards formal business planning exercises (e.g. Annual Contract, Category Strategies);

ensuring marketing plans are consistent with company and category strategies; agreeing business targets and
milestones; communicating strategy and explaining implications; building appropriate contingencies and
responses; allocating company resources to enable strategy implementation; championing marketing
opportunities with high business potential.
Marketing Professional Skills
Brand Equity Management
Building a brand so it becomes and remains the preferred choice of consumers. Using the BrandKey to map
current and future positioning objectives in a way that guides the brand’s mix development, increasing its
consumer appeal, competitive distinctiveness and growth potential. Demonstrating passion for and
commitment to the brand, both inside and outside the company.
a) Defining the Key Positioning
appreciating the role of brand positioning as the key to growth; understanding the brand’s historical
development; capturing the reality of the brand - where it is today in the hearts and minds of its consumers;
expressing the brand’s positioning in an accurate and inspiring way (e.g. words, visual imagery); constructing
BrandKeys for competitor brands; using market research to build the Key Positioning; determining a
powerful, competitive, consumer involving Discriminator; communicating the brand’s positioning across the
company; managing the brand’s essence over time.
b) Developing the Key Vision
building a deep sense of the brand’s true meaning; defining brand equity drivers; anticipating the direction of
competitive brand development; deciding which elements of today’s Key Positioning should change in the
future; defining the vision with other professions and countries; tuning the vision to future market trends and
strategies; constructing imaginative development plans to achieve the vision; ensuring individual brand
development plans are consistent with portfolio strategies.
c) Formulating Key Extensions
appreciating potential line extension possibilities within the brand portfolio; recognising negative
consequences of uncontrolled extensions; assessing the extent a line extension builds or borrows from the
brand’s equity; evaluating the risks of cannibalisation; creating Key Extensions for each major extension;
defining a clear structure for a brand’s product portfolio; clarifying the role of the master brand and its
extensions in the overall category portfolio.
d) Aligning brand business plans with the BrandKey

establishing financial and marketing objectives for the brand; obtaining adequate resources to translate the
brand strategy into action; developing integrated mix development plans; assessing how planned activities
will contribute to the brand’s Key Vision; translating brand equity development plans in to viable financial
targets and business plans.
e) Strengthening the brand mix
ensuring all brand activities build rather than dilute its equity; using consumer input to guide brand mix
development; aligning brand mix with stage of market development; exploiting new communication
technologies to build stronger consumer relationships and brand loyalty; protecting intellectual properties of
the brand (e.g. trade marks); championing the brand within the company; constructing guidelines and toolkits
to support brand activation.
f) Assessing brand health
recognising the drivers and indicators of brand health; defining benchmarks for brand performance and
consumer perceptions; monitoring all aspects of brand and competitor brand performance; identifying the
brand’s strengths and weaknesses; determining the key issues the brand must address; ensuring consumer
brand perceptions are developing in line with the Key Vision; taking action to respond to emerging brand
health issues.
Marketing Professional Skills
Communication Channel Management
Planning and implementing an integrated programme of brand communication, which uses all available
channels to communicate the brand’s messages to targeted consumers in the most cost effective way.
a) Investigating communication channel opportunities
understanding how and when consumers use media and receive communication messages; assessing
qualitatively and quantitatively the role of all potential channels in delivering communication objectives (e.g.
sponsorship, PR); recognising changes in the communication environment; exploring the possibilities created
by new communication channels (e.g. interactive); evaluating channel performance (e.g. cost, reach, effect,
qualitative fit, depth etc.); examining channels’ delivery of audiences in terms of lifestyle, attitudes and socio-
demographics.
b) Defining communication tasks, targets and budgets
working with brand and channel planning agency teams; agreeing the brand’s business priorities, marketing
activities and tasks; defining target audiences in terms of volumetrics, attitudes and socio-demographics;

defining specific marketing and communication objectives; deciding budget parameters using AIM
methodology and Minimum Effective Weights; evaluating alternative communication channels for each task.
c) Developing creative Communication Plans
compiling draft plans which pull together all brand communication tasks; co-ordinating plans with those of
other brands in the category; exploring all potential ‘meeting points’ between the brand and the consumer;
using BrandKey to stimulate ideas on use of communication channels; building in experiments with new
communication channels (e.g. internet); responding to channel opportunities inspired by creative campaign
ideas; optimising timing and integration of communication activities; searching for opportunities to achieve
‘breakthrough’ in media cost effectiveness; formulating the brand’s mandatory annual Communications Plan;
developing a vision of longer term communication activities.
d) Implementing integrated communication campaigns
developing implementation briefs for each specific channel; selecting and managing the team of agencies and
the specialists involved; integrating the efforts of different agencies; evaluating plans prior to implementation;
responding to new ideas as they emerge during the implementation process; participating in agency
negotiations and understanding the implications; exploiting opportunities for local media deals.
e) Evaluating campaign cost efficiency and effectiveness
identifying relevant measures of campaign efficiency and effectiveness; reviewing the role of current research
techniques in measuring effectiveness; developing measurement tools for campaigns that use emerging and
alternative media; ensuring monitoring systems are in place to measure media delivery; building models of
campaign effectiveness; distinguishing cost effectiveness and efficiency by channel and creative treatment;
benchmarking spend levels and cost effectiveness; assessing return on investment; feeding back campaign
results to agency team.
Marketing Professional Skills
Brand Communication
Developing creative brand communication campaigns that achieve outstanding levels of effectiveness, applying
the principles and processes of ‘Advanced Brand Communication’.
a) Developing inspiring briefs
using the Brand Key and Communication Plan as the starting point; focusing the brief on the Discriminator;
setting objectives in terms of consumer behaviour; debating and sharpening the brief with the agency team;
generating stimulating, insightful, confident written briefs; clarifying the need for a new campaign or

executional idea; selling the brief to the agency in a lively face to face presentation.
b) Building successful agency team relationships
building strong company/ agency teams; knowing how agencies are organised, how they work, how they
make money; developing shared professional values and objectives; motivating agencies to take risks and
innovate; developing integrated creative campaigns with multi-agency teams; maintaining the excitement and
‘spark’ when working with agencies; managing agency meetings; providing agencies with clear and realistic
time plans.
c) Judging creative proposals
organising the agency creative presentation; understanding the core idea; judging whether the idea will affect
consumer behaviour; applying the ABC principles (Attention, Branding, Communication); judging the
campaignability of the idea; discussing and responding to agency proposals constructively; taking risks and
being open to surprises; writing clear actionable responses to proposals.
d) Developing outstanding communication campaigns
ensuring ownership of the creative proposals across the team; using qualitative research to explore and build
ideas with consumers; developing suitable research stimulus material; keeping the focus on developing strong
simple ideas; assessing the strength of final creative proposals using quantitative research; providing clear
guidance during the pre and post production process; analysing production quotes to optimise cost/quality
trade-offs.
e) Guiding outstanding brand packaging design
defining the role of packaging design in the Key Vision and Communication Plan; reviewing the main
elements of the brand’s visual identity; selecting design houses against project requirements; working in
teams with other professions, design houses and packaging suppliers; generating and communicating
inspiring design briefs; judging design proposals against ABC criteria; exploiting the communication
potential of both graphic and structural design.
f) Evaluating communication effectiveness
assessing campaign performance against marketing and communication objectives; planning and interpreting
market research to evaluate the impact of brand communication on consumer behaviour; modelling sales
levels in response to advertising expenditure; monitoring developments in brand awareness and image ratings
over time; evaluating the effectiveness of each element of the campaign; comparing communication
effectiveness versus competitor campaigns.

Marketing Professional Skills
Brand Innovation
With consumer insight as the inspiration, working with other professional specialists to create or adopt
consumer-relevant innovations that are rolled out fast, using the principles and practices of IPM.
a) Creating a spirit of innovation
creating a climate where creativity is valued; encouraging risk-taking and entrepreneurial flair; rewarding
people for taking and using other people’s ideas; experimenting to find new and better ways of doing things;
celebrating success, learning from failure; collaborating with managers from other countries and professions;
creating a stimulating physical environment; building a sense of innovation opportunity; being decisive and
action-orientated as well as creative and exploratory.
b) Exploring consumer and technological opportunities
focusing on what might be, not on what was ; probing to discover latent consumer needs; seeking
information and experiences to stimulate insights; knowing the technical foundations of a category and
specific products; collaborating with Research to explore technological possibilities and limitations;
investigating developments in packaging design and technology; ensuring consumer needs and benefits are the
drivers for evaluating technology opportunities.
c) Generating creative innovation ideas
using consumer insights and opportunities as springboards to new ideas; directing efforts in line with business
strategy and the BrandKey Vision; adopting successful ideas from others (companies, countries, categories);
applying creative thinking techniques; seeking unconventional perspectives (e.g. naïve experts, extreme
consumers); listening to and building on the ideas of others; seeking opportunities for business and
specification simplification; capturing and sharing ideas (e.g. inopad).
d) Designing winning innovation concepts
building ideas into distinctive consumer relevant concepts; using concepts to develop and test hypotheses with
consumers; developing prototypes for quick consumer response; recycling and building on promising ideas
and concepts in consumer research; exploiting the potential of packaging in delivering form, function and
communication; identifying relevant technical attributes, benefits and cues; ensuring the concept remains true
to consumer needs; writing motivating Charter Gate documents.
e) Managing the innovation project portfolio
applying the IPM portfolio management tools to link innovation to the business strategy; validating the risk

profile of the portfolio; ensuring that the portfolio contains both adopted and new ideas; setting and applying
portfolio and project metrics; tracking project growth potential against business growth objectives; focusing
innovation efforts in priority areas – “less is more”; allocating resources across innovation projects;
continuously performing appraisals of projects (e.g. when to stop a project); addressing both short and long
term horizon needs; making investments using IPM Gate procedures.
f) Driving innovation projects through the funnel
using project planning tools and techniques (e.g. Gantt, PERT); building top management/stakeholder
commitment; crafting the development of new marketing mixes; co-ordinating the inputs and activities across
processes (e.g. manufacturing, packaging); managing international IC and local company relationships;
managing trade-offs between speed/cost/quality; monitoring and controlling project budgets; performing
project risk assessment; using market research to check and challenge project market potential; preparing
Gate documents at each funnel stage.
g) Launch planning, implementation and evaluation
assessing and ensuring the practicality of project implementation; communicating launch plans to all internal
parties; working with the constraints and opportunities of the supply chain and distribution channels;
adjusting to reflect regional/local variations and issues (e.g. legal, cultural); jointly managing the roll-out of
IC-developed innovations; developing imaginative launch support programmes; communicating qualitative
and quantitative learning (process, consumer, mix, success and failures) using IPM and category knowledge
management tools.
Marketing Professional Skills
Brand Activation
Bringing a brand to life in the local marketplace via creative implementation of its core mix. Delivering brand
growth by using all channel opportunities to connect with consumers and deepen their experiences and
relationships with the brand.
a) Converting brand strategies into innovative activity plans
defining local marketing objectives by brand and channel; generating creative ideas to stimulate consumer
interest and sales growth; recognising potential opportunities for the brand in existing and emerging channels;
tuning international brand mixes for brilliant local implementation; integrating activity proposals into
coherent brand and category plans; developing local Communications Plans; aligning tactical activities with
the brand’s Key Positioning.

b) Developing close marketplace connections with consumers
“hunting” for meeting points between the brand and the consumer; connecting with consumers in their homes,
local stores, street markets, etc.; discovering the drivers of consumer shopping behaviour; exploiting
databases to enable one-to-one relationship management; managing and supporting consumer advice and
support services; resolving consumer complaints to the satisfaction of the consumer; capturing and
responding to consumer feedback.
c) Implementing consumer activation programmes
specifying the role and objectives of Consumer Activation Marketing (CAM) within the overall brand/category
activity plan; executing effective launch activities for new products; ensuring promotional activities support
the Key Vision; developing platforms for integrated promotional, sponsorship, advertising and PR campaigns;
creating a brand ‘experience’ for consumers; working with agencies to develop effective techniques and
executions; planning and managing promotion implementation; involving other departments and external
partners to enable operational implementation; exploiting databases to target promotional offers; assessing
promotional effectiveness against brand and category plans.
d) Driving brand visibility and channel presence
bringing the brand to life at consumer destinations; identifying unconventional brand communication
opportunities; exploiting brand icons and properties as communication vehicles; contributing towards the
development of impactful point-of-sale materials; ensuring the brand is well merchandised, accessible and
visible in all priority channels; using new product launches to advance brand visibility and channel presence.
e) Managing prices, profit margins and budgets
assessing the impact of pricing on purchase decisions and sales volume; determining price levels and
promotion policy; monitoring and protecting brand profit margins; defining brand support priorities and
budget allocations; controlling brand expenditure versus budget; delivering against annual profit targets.
f) Monitoring market developments and brand performance
checking brand in-market performance (e.g. sales, shares, distribution etc.); assessing developments in market
size and structure; searching locally and internationally for intelligence about competitor activity and
performance; responding to sales short falls or competitive challenges; monitoring developments in the
political, legal and economic areas; defining marketing information requirements and systems; evaluating
effectiveness of market support activities.
Marketing Professional Skills

Channel and Customer Marketing Development
Collaborating with Customer Management to develop channel and customer specific marketing plans and
activities. Ensuring that brand sales are maximised by addressing the current marketing needs and future
opportunities of all trade business partners.
a) Assessing channel and customer developments and opportunities
analysing brand and customer shopper profiles; identifying brand opportunities based on shopper insights;
assessing impact of trade and customer developments on consumer marketing; experimenting with exciting
and emerging ‘routes to market’; developing new and alternative channels; assessing where value is created
and diminished within a channel; building knowledge of trade customers from store visits, company literature
and historic behaviour; analysing sales data to identify drivers of brand growth; rapidly communicating
consumer insights to members of Customer Management.
b) Interpreting trade partner marketing needs
investigating channel, partner and customer needs and opportunities; appreciating trade margin structures and
objectives in each channel; recognising the implications of customers’ decision and implementation processes;
incorporating trade partners requirements from the beginning of brand development projects ; reflecting
customer requirements in brand/ category plans (e.g. store image, shelving, storage, promotional policies).
c) Contributing to Category Management
developing clear internal category strategies to guide category management with customers; helping to
determine a consumer orientated category definition; determining the priority channels for the category;
deciding the role of each channel in meeting the category goals; defining and promoting role of our brands
within the trade partner’s assortment; contributing to shelf management proposals; developing, jointly with
Customer Management and key customers, an efficient line assortment; identifying brand mix development
opportunities to maximise in-store effectiveness, (e.g. shelf impact); encouraging the development of effective
shelf layout and cabinet siting plans; translating consumer insight and brand strategy into relevant trade
communication.
d) Developing channel and customer-specific marketing plans
planning marketing activities to grow brand equity and sales; determining an appropriate brand portfolio in
each channel; aligning brand plans to consumer and channel specific needs and opportunities; agreeing brand
marketing objectives and support budgets for trade activities; participating in the design of effective tailor-
made trade promotional activities; leveraging brand communication and activation campaigns via in-store

activities; identifying and assessing opportunities to adapt products to specific channels; ensuring brand
pricing strategy is coherent across channels; ensuring all trade activities are in line with brand objectives and
strategy.
Marketing Professional Skills
Active Marketing Learning
Building marketing knowledge and best practice through external scanning, active experimentation and
ongoing operational activities . Translating and applying this knowledge and best practice to drive brand
development and growth.
a) Seeking and applying marketing best practice
identifying marketing and business driven learning needs and opportunities; demonstrating openness to ideas,
practices and learning from inside and outside the business; systematically searching for and scanning sources
of new marketing practices; seeking opportunities to meet and learn from consumers, customers and
competitors; using knowledge management tools (e.g. IPM toolbox) to enhance decision making and action;
applying marketing best practice both as an individual and as a team leader; establishing communities of
practice for key marketing activities.
b) Analysing and capturing learning
anticipating the potential learning to be gained from marketing projects and planned activities; setting specific
learning goals for post launch reviews, campaign assessments, promotion evaluation, etc.; distilling the
lessons from market research findings; building learning into market, pricing and campaign effectiveness
models; using techniques to translate experience into learning (e.g. story telling, case studies, visualisation);
incorporating learning into own PDP; capturing learning with knowledge management tools to (e.g. IPM
learning, IPM toolbox, marketing databases); being creative to capture qualitative, less tangible learning (e.g.
video of presentations, meetings, electronic suggestion boards).
c) Promoting and communicating learning
participating in ‘communities of interest’ to exchange and develop ideas and practices ; contributing to and
accessing category knowledge work (e.g. IPM and category databases); organising and running workshops to
disseminate learning; teaching on Marketing Academy events and programmes; coaching, leading and
promoting marketing learning; contributing to Marketing Academy catalogue of case studies and good
practice; regularly communicating key lessons and insights to marketers and other professionals (within
company and across businesses and categories).

d) Experimenting to create new knowledge
encouraging calculated risk taking and learning from mistakes; investigating, piloting and implementing new
marketing tools and techniques; selecting areas for ‘disciplined’ experimentation; generating the hypotheses
to be tested; setting up small-scale experiments to try out new ideas; communicating the results widely;
seeking challenge on own ideas and proposals; finding and using alternative ways to recognise and celebrate
learning.