Skill CFA marketing national occupational standards

Marketing
National Occupational Standards
April 2010

Skills CFA
6 Graphite Square, Vauxhall Walk,
London SE11 5EE
T: 0207 0919620
F: 0207 0917340
www.skillscfa.org
©2012 Skills CFA


Contents
No.

NOS Title

Page no.

CFAM1.1.1

Map organisations within their current and future marketing environment

1

CFAM1.1.2

Obtain feedback from existing customers, suppliers and others

6

CFAM1.1.3

Identify and monitor competitors’ marketing strategies and activities

11

CFAM1.2.1

Define the need for market research

16

CFAM1.2.2

Design market research projects

21

CFAM1.2.3

Implement programmes to collect market research data

26

CFAM1.2.4

Collect market research data

31

CFAM1.2.5

Analyse market research data

36

CFAM1.3.1

Evaluate and interpret findings and identify connection in complex data

41

CFAM1.3.2

Define the customer experience towards informing marketing strategy

46

CFAM1.3.3

Establish and understand potential market segments

51

CFAM1.3.4

Establish target market segments for products/services and evaluate their
potential

56

CFAM2.1.1

Develop an organisation’s marketing strategy

61

CFAM2.1.2

Develop a marketing oriented organisation

66

CFAM2.1.3

Demonstrate the value of marketing to the organisation

71

CFAM3.1.1

Develop marketing strategies and plans for products/services

76

CFAM3.2.1

Establish requirements for products/services

81

CFAM3.2.2

Develop new products/services

86

CFAM3.2.3

Create and develop brand identity and characteristics

91

CFAM3.2.4

Develop and implement packaging requirements to fulfil marketing objectives

96

CFAM3.3.1

Establish and maintain pricing policy for products/services

101

CFAM3.3.2

Design and implement price promotions

106

CFAM3.4.1

Develop a distribution strategy for products/services

111

CFAM3.4.2

Develop a marketing distribution plan

116

CFAM3.4.3

Implement a marketing distribution plan

121

CFAM3.4.4

Motivate distribution channel members

126

©2012 Skills CFA


CFAM4.1.1

Develop an understanding of the client

131

CFAM4.1.2

Develop a marketing communications strategy and plans for products/services

137

CFAM4.2.1

Develop advertising strategy

143

CFAM4.2.2

Develop the creative product within advertising

149

CFAM4.2.3

Develop a media plan for advertising products/services

154

CFAM4.2.4

Develop an advertising campaign

159

CFAM4.2.5

Negotiate and buy media space

164

CFAM4.2.6

Evaluate advertising

169

CFAM4.3.1

Create a direct marketing strategy and outline plan

174

CFAM4.3.2

Develop direct marketing plans

180

CFAM4.3.3

Implement door-drop marketing campaigns

186

CFAM4.3.4

Market to customers using media-inserts

191

CFAM4.3.5

Implement a direct-mailing marketing programme

197

CFAM4.3.6

Develop and implement direct-response tools within advertising

202

CFAM4.3.7

Execute direct mailing processes

207

CFAM4.3.8

Market to target customers using digital/electronic media

212

CFAM4.4.1

Conceptualise, map and track the organisation’s role in society and business

218

CFAM4.4.2

Develop a communications strategy to manage the organisation’s corporate
reputation

223

CFAM4.4.3

Build and manage stakeholder relationships

228

CFAM4.4.4

Co-ordinate communications functions and the dissemination of the
organisation’s communications

233

CFAM4.4.5

Manage business and political relationships and lobby for influence

238

CFAM4.4.6

Manage financial public relations and investor relations

243

CFAM4.4.7

Manage internal and external issues and risks, and meet organisational
communications challenges

248

CFAM4.4.8

Develop and implement proactive and reactive PR strategies and tactics

253

CFAM4.4.9

Develop public relations strategies and tactics to promote products/services

258

CFAM4.5.1

Develop a sales promotion strategy plan

263

CFAM4.5.2

Manage sales promotion plans

269

CFAM4.5.3

Implement sales promotion activity

274

©2012 Skills CFA


CFAM4.6.1

Develop a field marketing strategy

279

CFAM4.6.2

Prepare an outline for a field marketing activity

284

CFAM4.6.3

Implement a field marketing activity

289

CFAM4.7.1

Develop a business to business motivation strategy and plan

294

CFAM4.7.2

Manage business to business motivation plans

299

CFAM4.7.3

Implement business to business motivation activity

304

CFAM5.1.1

Develop a customer information strategy

309

CFAM5.1.2

Implement a customer information strategy

314

CFAM5.2.1

Lead the monitoring and evaluation of marketing performance

319

CFAM5.3.1

Develop and maintain a marketing database

324

CFAM5.3.2

Use technology to achieve marketing aims

329

CFAM5.3.3

Use IT in managing marketing data

334

CFAM6.1.1

Put an organisation’s marketing plan into action

339

CFAM6.1.2

Implement marketing strategies and plans for products/services

344

CFAM6.1.3

Develop and maintain a portfolio of products/services

349

CFAM6.1.4

Lead marketing/marketing communications teams

354

CFAM6.1.5

Lead and manage marketing projects

359

CFAM6.1.6

Ensure effective marketing logistics systems

365

CFAM6.1.7
CFAM6.1.8
CFAM6.2.1
CFAM6.2.2
CFAM6.2.3

Ensure marketing operations comply with legal, regulatory, ethical and social
requirements
Fulfil the legal, regulatory and ethical requirements impacting upon your
marketing activity
Assess marketing opportunities within international and/or diverse markets
Establish the business case and marketing plan for distributing
products/services to international and/or diverse markets
Implement and evaluate marketing plans for international and/or diverse
markets

370
375
380

385
390

CFAM6.3.1

Manage finance for an area of marketing operations

395

CFAM6.3.2

Mange a marketing budget

401

CFAM7.1.1

Develop sales strategies and plans

406

CFAM7.1.2

Build and deliver customer service and customer care support

412

CFAM7.1.3

Build and retain effective sales relationships

418

©2012 Skills CFA


CFAM7.1.4

Assist in the development of sales support and customer management
programmes

424

CFAM7.1.5

Manage and assess on-going financial viability of key customers

431

CFAM7.1.6

Monitor and control relationship management activities

438

CFAM7.1.7

Monitor and solve customer service problems

444

CFAM7.2.1

Create a brief that captures the marketing proposition

449

CFAM7.2.2

Decide whether to buy in marketing/marketing communications services from
external suppliers

454

CFAM7.2.3

Identify third party suppliers of marketing/marketing communications services

460

CFAM7.2.4

Brief and work with third part suppliers of marketing/marketing
communications services

465

CFAM7.3.1

Provide marketing/marketing communications services to clients

470

CFAM7.4.1

Develop productive working relationships with colleagues

475

CFAM7.4.2

Work with other business functions

480

CFAM7.4.3

Develop personal networks

486

CFAM8.1.1

Recruit, select, and keep marketing colleagues

491

CFAM8.1.2

Plan the marketing workforce

497

CFAM8.1.3

Allocate and monitor work within marketing

502

CFAM8.1.4

Provide learning opportunities for marketing colleagues

508

CFAM8.1.5

Encourage innovation

514

CFAM8.2.1

Manage your own resources and professional development

520

©2012 Skills CFA

CFAM1.1.1
Map organisations within their current and future
marketing environment
Overview

This unit is about undertaking a strategic assessment of an organisation's
environment, and identifying potential opportunities and threats relevant to
current and future marketing policy. It includes making sure that you have a
clear and up-to-date picture of the environment in which the organisation
operates, and produce information which could be used for planning and
operational purposes. The `environment' includes the `external' operating
environment – for example, customers and their needs, market trends, new
technologies and methods, legislation, and the activities of competitors and
partners. It also includes the `internal' operating environment – for example,
resources available to the organisation, and the culture of the organisation. For
the purposes of this unit, an `organisation' can mean a self-contained entity
such as a private sector company, a charity or a local authority, or a significant
operating unit, with a relative degree of autonomy, within a larger organisation.
This unit is recommended for senior marketing managers. Such managers
might be employed directly by the organisation, or work for an
agency/consultancy.

CFAM1.1.1 Map organisations within their current and future marketing environment
1


CFAM1.1.1
Map organisations within their current and future marketing environment
Performance
criteria

You must be able to:

P1

P2

P3

P4
P5

P6

P7

P8

obtain information regarding customers, competitors, relevant
product/service distribution, the economy and relevant technologies from
a wide variety of sources and actively use the information to support
planning and decision making
monitor and evaluate relevant trends and developments, including
those covering demographic, attitudinal, political, economic, social,
regulatory and technological developments
determine existing and potential customer characteristics, and
evaluate these for opportunities relevant to the organisation's
products/services
assess the organisation's current and future resources appropriate
to delivering sustainable results
identify and prioritise the strengths and weaknesses of the organisation

and potential opportunities and threats in the organisation's external
environment
explore and assess a range of future scenarios within the environment in
which the organisation operates, and determine their impact for future
marketing policy
consult with all relevant individuals within the organisation and other key
stakeholders on future market and organisational development in
order to inform and support organisational decisions upon future
marketing policy
organise information and knowledge in a way that supports effective
marketing planning

CFAM1.1.1 Map organisations within their current and future marketing environment
2


CFAM1.1.1
Map organisations within their current and future marketing environment
Knowledge and
understanding
You need to know and
understand:

You need to know and
understand:

You need to know and
understand:

General knowledge and understanding

K1 different sources of information regarding customers, competitors, the
economy and relevant technologies, and how to use them effectively
K2 how to measure and review organisational performance
K3 how to analyse organisational culture
K4 how to undertake a strengths, weaknesses, opportunities and threats
analysis
K5 how to undertake an analysis of the political, economic, social,
technological, legal and environmental factors in the external
environment
K6 how to analyse stakeholder interests
K7 how to build future scenarios and assess their implications
Industry/sector specific knowledge and understanding
K8 sources of information on trends and developments in the sector,
including those at a global level and how to access these
K9 current and emerging trends and developments in the sector
internationally, nationally and locally
K10 legal, regulatory and ethical requirements in the sector
Context specific knowledge and understanding
K11 the organisation's actual and potential customer base
K12 the needs and expectations of the organisation's actual and potential
customers and other key stakeholders
K13 actual and potential competitors, including their activities and relative
performance levels
K14 actual and potential partners, including their activities and relative
performance levels
K15 the organisation's structure
K16 the organisation's culture
K17 the organisation's performance and the factors that influence this

CFAM1.1.1 Map organisations within their current and future marketing environment

3


CFAM1.1.1
Map organisations within their current and future marketing environment
Additional Information
Behaviours

1.
2.
3.
4.
5.
6.

You analyse and structure information to develop knowledge that can
be shared
You develop systems to gather and manage information and knowledge
effectively, efficiently and ethically
You identify systemic issues and trends and recognise their impact
upon current and future work
You anticipate likely future scenarios based on a realistic analysis of
trends and developments
You identify strengths, weaknesses, opportunities and threats to current
and future work
You articulate the assumptions made and risks involved in
understanding a situation

CFAM1.1.1 Map organisations within their current and future marketing environment
4

CFAM1.1.1
Map organisations within their current and future marketing environment
Developed by

Skills CFA

Version number

1

Date approved

April 2010

Indicative review
date

April 2012

Validity

Current

Status

Original

Originating

organisation

Chartered Institute of Marketing

Original URN

NM1.1.1

Relevant
occupations

1132 Marketing & Sales Manager
3543 Marketing Associate

Suite

Marketing

Key words

Marketing, sales, marketing management, market research, advertising, public
relations

CFAM1.1.1 Map organisations within their current and future marketing environment
5


CFAM1.1.2
Obtain feedback from existing customers, suppliers
and others

Overview

This unit is about establishing and implementing processes for obtaining ideas,
information and insights from existing customers, suppliers and customer
facing teams regarding an organisation, its marketing proposition and its
products/services.
This includes obtaining word of mouth information regarding individual
experiences which might not be accessible readily from other channels.
For the purposes of this unit, `organisation' can mean a self contained entity
such as a private sector company, a charity or a local authority, or a significant
operating unit, with a relative degree of autonomy, within a larger organisation.
This unit is recommended for middle/senior marketing managers. Such
managers might be employed directly by the organisation, or work for an
agency/consultancy contracted to obtain feedback on behalf of clients.

CFAM1.1.2 Obtain feedback from existing customers, suppliers and others
6


CFAM1.1.2
Obtain feedback from existing customers, suppliers and others
Performance
criteria
You must be able to:

P1 be clear about the information that you are seeking
P2 identify the sources from which the information might be obtained
P3 establish and implement processes, both formal and informal, for
obtaining ideas, information and insight from a variety of sources
P4 collate and assess feedback, identifying trends and patterns relevant to

informing future marketing strategies and actions
P5 share the feedback with other relevant business functions and
stakeholders, discussing and agreeing the impact of the feedback for
their activities
P6 evaluate the feedback, and identify the strengths, weaknesses,
opportunities and threats for the organisation and its marketing
proposition arising from the feedback
P7 identify and recommend actions in response to the feedback, towards
enhancing the organisation's ability to meet market requirements

CFAM1.1.2 Obtain feedback from existing customers, suppliers and others
7


CFAM1.1.2
Obtain feedback from existing customers, suppliers and others
Knowledge and
understanding
You need to know and
understand:

General knowledge and understanding
K1 the types of information that might be provided by customers and
suppliers, and its relevance in informing marketing strategy
K2 methods of obtaining feedback from customers, suppliers and customer
facing teams
K3 the importance of ensuring objectivity when evaluating feedback and the
factors to consider when assessing the validity of feedback
K4 how to analyse the interests of those providing feedback, and the
implications for evaluating feedback

K5 how to build future scenarios and assess their implications

You need to know and
understand:

Industry/sector specific knowledge and understanding
K6 current and emerging trends and development in the sector affecting the
organisation's products/services
K7 legal, regulatory and ethical requirements in the sector

You need to know and
understand:

Context specific knowledge and understanding
K8 the organisation's existing customer base
K9 the organisation's structure, and key individuals within customer-facing
teams

CFAM1.1.2 Obtain feedback from existing customers, suppliers and others
8


CFAM1.1.2
Obtain feedback from existing customers, suppliers and others
Additional Information
Behaviours

1.
2.
3.

4.
5.
6.
7.
8.

You develop systems to gather and manage information and knowledge
effectively, efficiently and ethically
You analyse and structure information to develop knowledge that can be
shared
You seek to understand people's needs and motivations
You demonstrate a clear understanding of different customers and
their real and perceived needs
You recognise changes in circumstances and recurring problems, and
promote changes to structures, systems and processes to address these
You identify and evaluate risks, and balance these against anticipated
benefits arising from a proposed course of action
You encourage others to share information and knowledge
efficiently within the constraints of confidentiality
You present information clearly, concisely, accurately and in ways
that promote

CFAM1.1.2 Obtain feedback from existing customers, suppliers and others
9


CFAM1.1.2
Obtain feedback from existing customers, suppliers and others
Developed by

Skills CFA

Version number

1

Date approved

April 2010

Indicative review
date

April 2012

Validity

Current

Status

Original

Originating
organisation

Chartered Institute of Marketing

Original URN

NM1.1.2

Relevant
occupations

1132 Marketing & Sales Manager
3543 Marketing Associate

Suite

Marketing

Key words

Marketing, sales, marketing management, market research, advertising, public
relations

CFAM1.1.2 Obtain feedback from existing customers, suppliers and others
10


CFAM1.1.3
Identify and monitor competitors’ marketing
strategies and activities
Overview

This is about monitoring key competitors' marketing activities and evaluating
their potential implications for an organisation's products/services. It includes
assessing the corresponding opportunities and threats, and recommending
appropriate actions across the marketing mix to develop and/or protect an

organisation's products/services.
This unit is recommended for first line and middle marketing managers involved
in reviewing the marketing strategies of competitors. Such managers might be
employed directly by the organisation assessing its competition, or work for an
agency/consultancy undertaking this on behalf of a client.

CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities
11


CFAM1.1.3
Identify and monitor competitors’ marketing strategies and activities
Performance
criteria
You must be able to:

P1
P2
P3
P4

P5
P6
P7

P8

identify those organisations competing for the same customers and who
are therefore market competitors
gather information regarding competitors and assess their relative

strengths and weaknesses
analyse competitor information to determine potential opportunities and
threats to the organisation arising from competitor activities
determine competitors' objectives, assessing the relative importance to
each competitor of current profitability, cash flow, market share growth,
technological and service leadership
identify and group competitors according to their strategies, based upon
an assessment of competitor activities and policies
assess likely reactions by competitors to marketing initiatives by the
organisation
make recommendations regarding the relative importance of particular
competitors, supported by a reasoned analysis of their strategies and
activities
present your recommendations to relevant colleagues promptly and
clearly

CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities
12


CFAM1.1.3
Identify and monitor competitors’ marketing strategies and activities
Knowledge and
understanding
You need to know and
understand:

General knowledge and understanding
K1 how to differentiate between competitors identified due to their being
within the same industry, and those identified from their targeting the

same customer groups and similar needs, and the relative advantages
and disadvantages of each approach
K2 the dimensions to consider when grouping competitors according to their
strategies, including competitor's product/service quality, features,
marketing mix, pricing policy, distribution coverage and channels, sales
force strategy, and marketing communications activities
K3 the variety of sources and methods for collecting information regarding
competitors, including primary research, secondary data and
experiences from customer/supplier facing teams
K4 the importance of competitor information in informing marketing strategy
and planning
K5 the role of benchmarking when comparing organisations'
products/services and processes
K6 the importance of checking the validity of information and of
differentiating between objective and subjective data
K7 legal and ethical requirements regarding the collection, storage and use
of data

You need to know and
understand:

Industry/sector specific knowledge and understanding
K8 marketing developments in the organisation's sector, relevant to
assessing the strengths and weaknesses of competitor strategies

You need to know and
understand:

Context specific knowledge and understanding
K9 the organisation's marketing strategy, and its relevant products/services

K10 competitor organisations and their marketing strategies, and relevant
products/services
K11 the relative strengths and weaknesses of the organisation's principal
competitors
K12 the organisation's existing and potential customers, their needs and
buying patterns relating to the organisation's products/services

CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities
13


CFAM1.1.3
Identify and monitor competitors’ marketing strategies and activities
Additional Information
Behaviours

1.
2.
3.
4.
5.
6.

You identify sources of competitor information to meet current
foreseeable requirements
You make best use of existing sources of information
You check the validity and reliability of information
You make information regarding competitors available promptly to those
who need it
You present information clearly, concisely and accurately

You articulate the assumptions made, and any risks involved, in
understanding competitors' strategies and activities

CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities
14


CFAM1.1.3
Identify and monitor competitors’ marketing strategies and activities
Developed by

Skills CFA

Version number

1

Date approved

April 2010

Indicative review
date

April 2012

Validity

Current

Status

Original

Originating
organisation

Chartered Institute of Marketing

Original URN

NM1.1.3

Relevant
occupations

1132 Marketing & Sales Manager
3543 Marketing Associate

Suite

Marketing

Key words

Marketing, sales, marketing management, market research, advertising, public
relations

CFAM1.1.3 Identify and monitor competitors’ marketing strategies and activities
15

CFAM1.2.1
Define the need for market research

Overview

This is about defining the aims and objectives for market research projects. It
includes exploring the issues to be addressed and evaluating how research can
inform a way forward.
This unit is recommended for marketing managers and market research
specialists involved in establishing the aims and objectives of proposed market
research. Such individuals may be employed directly within the organisation
commissioning the research, or by an agency/consultancy.

CFAM1.2.1 Define the need for market research
16


CFAM1.2.1
Define the need for market research

Performance
criteria
You must be able to:

P1
P2
P3
P4

P5
P6

explore the circumstances creating the requirement for research,
reviewing these with relevant individuals
analyse the marketing problem and define the key areas to be
researched
identify and agree the research objectives
suggest ways in which research may be able to address the problem
identified
identify the timescale and budget requirements for the proposed
research, confirming that these are realistic
confirm with the relevant personnel the agreed purpose of the research

CFAM1.2.1 Define the need for market research
17


CFAM1.2.1
Define the need for market research
Knowledge and
understanding
You need to know and
understand:

General knowledge and understanding
K1 the principles of critical thinking and problem solving, and how to apply
these to a given business problem
K2 the importance of defining carefully the problem that market research is
to address, and how this can be achieved

K3 factors to consider when seeking to define the problem/issues to be
researched
K4 the principles, strengths and limitations of a range of approaches to
research
K5 the importance of involving the stakeholders fully in defining the problem,
and in agreeing the purpose of the research

You need to know and
understand:

Industry/sector specific knowledge and understanding
K6 legal, regulatory and ethical requirements affecting the design and
implementation of market research programmes

You need to know and
understand:

Context specific knowledge and understanding
K7 the nature of the business problem to be addressed including the factors
impacting upon
K8 key stakeholders within the organisation involved in commissioning the
research
K9 organisational requirements affecting the design and implementation of
market research programmes

CFAM1.2.1 Define the need for market research
18


CFAM1.2.1

Define the need for market research
Additional Information
Behaviours

1.
2.
3.
4.
5.
6.

You identify the range of elements impacting upon the problem/issues
affecting the organisation, and how they relate to each other
You identify the implications, or consequences, of the elements
impacting upon the problem/issues for the research to be undertaken
You listen actively, ask and encourage questions to check mutual
understanding
You present information clearly, concisely and accurately
Key stakeholders within the organisation involved in commissioning the
research
Organisational requirements affecting the design and implementation of
market research programmes

CFAM1.2.1 Define the need for market research
19


CFAM1.2.1
Define the need for market research
Developed by

Skills CFA

Version number

1

Date approved

April 2010

Indicative review
date

April 2012

Validity

Current

Status

Original

Originating
organisation

Chartered Institute of Marketing

Original URN

NM1.2.1

Relevant
occupations

1132 Marketing & Sales Manager
3543 Marketing Associate

Suite

Marketing

Key words

Marketing, sales, marketing management, market research, advertising, public
relations

CFAM1.2.1 Define the need for market research
20