The need for key staff to have commercial skills is paramount, as the public
sector is increasingly opened up as a commercial market, in which organisations
compete against each other and the private sector for contracts. Generating
additional income and being commercially aware is vital for this to be a
success, and is what many public sector organisations are looking to do.
This programme will help you:
* See commercial awareness as not just another skill-set, but as a different
mind-set
* Use a variety of tried-and-tested commercial, analytical decision-making
techniques and tools
* Define your commercial objectives
* Develop a strategic focus
* Start looking at service clients as market segments
* Analyse, in a competitive context, your service offering
* Plan a commercial strategy, prepare for its implementation and see it through
to execution
1 WHAT IS COMMERCIAL THINKING?
* Understand what it means to be a commercial thinker
* Identifying commercial opportunities often involves not only a different
skill set but also a different mindset; looking at the services that you
provide
2 DEFINING STRATEGIC COMMERCIAL OBJECTIVES
* Defining your key commercial objectives
* Prioritising your strategic objectives
* Two key strategic planning tools:
* Resource and Competency Matrix
* PESTLE
* How to apply these tools to your particular situation
3 DEVELOPING A STRATEGIC FOCUS
* Decision-making on how to compete in the markets identified by your strategic
objectives requires a strategic focus
* Developing strategic focus
* A tool for helping you to make those decisions: using the Ansoff Matrix
4 DEFINING CUSTOMER TARGETS
* How to think more commercially by understanding who all your customers are
and how they differ from each other
* how to apply the principles to your areas to identify the type of customers
you have and their key characteristics - Customer segmentation
* Who are your customers? How do their needs vary? - Scenarios
5 THE COMPETITIVE MARKET PLACE
* Understanding the competitive forces at play
* Different types of competition
* Analysing your competitive environment using Porter's 5 Forces model
6 MEETING STAKEHOLDER EXPECTATIONS
* Two simple models to help you identify the key stakeholders who could
influence your commercial environment
* How to use your stakeholders to help you achieve your commercial objectives
7 IMPLEMENTATION - SYSTEMS, STRUCTURES AND PROCESSES
* Effective commercial activity involves working with others to implement ideas
and strategies
* What do you need to have in place before you implement your commercial
strategy?
* How to health-check your organisation prior to implementation using the
McKinsey 7S framework
8 IMPLEMENTATION - PEOPLE AND CULTURE
* A good commercial strategy only works if the people involved buy in to the
ideas and if the culture of the organisation is conducive to the effective
implementation
* How the latest thinking in behavioural economics can help you develop your
culture and people to work commercially
9 TOOLS AND CHECKLISTS
* Be more commercial within your sphere of influence using a commercial
checklist to help you
* Using the checklist as a benchmark against the most commercially aware
organisations
* Using the checklist as a health check - both corporately and individually