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MSc International Marketing Practice

Bord Bia Marketing Fellowship Programme

Module Descriptions

For food and beverage industry leaders, executives, entrepreneurs and investors in Business- to-Business (B2B) markets this module is an opportunity to gain an understanding of the unique nature of customer value propositions in B2B markets and to gather leading-edge knowledge that they can immediately apply to their work.

Business-to-business food and beverage markets are very different to consumer markets: fewer customers, value determined by usage, greater levels of customization, high value sales and purchases often made by groups rather than individuals. Against this background executives in B2B markets are faced with many challenges today as they seek to grow sales profitably, four appear to be most important. First, it is difficult to understand the value that customers wish to buy and then communicate this value to them. Second, it is challenging to selling value in the face of ever-increasing pressure from buyers to reduce price paid. Third, segmenting markets based on value and extracting that value is a challenge. Finally, many firms are challenged by the need to align resources to best secure value from existing marketing activities.

On completion of this module, participants in this course will learn how to improve their ability to manage value in five ways.

  • Understand value;
  • Develop insights on value and segmenting markets based on value to accelerate growth;
  • Building value models to drive customer demand and beat competitors;
  • Selling value to improve profitability;
  • Aligning organizational resources to maximize value
  • Understand how brands really grow

The emphasis will be on providing deep insight on tools and the ability to apply those tools immediately.

It is critically important for suppliers to the retail and foodservice sector, in light of Brexit and other global challenges, to build successful customer relationships. This module will provide students with the necessary tools to implement an organisational structure for strategic customer management in these areas, placing particular emphasis on how FMCG sales and marketing can be integrated to maximum effect. It will also allow students to position their own skills and expertise in relation to a strategic customer management initiative.

By the end of the module, students will have achieved the following:

  • Understand how Account Management impacts on every part of the business
  • Recognise the importance of being able to align these business elements, to the account management process
  • Have a clear understanding of the difference between the Selling Process and Account Management
  • Have a perspective on Account Management from both the retailers and suppliers viewpoint
  • Be an expert at identifying the decision makers within organisations
  • Be competent in creating an Account Management plan
  • Understand the importance of relationship building and communication
  • Have an understanding of the commercial impacts of good Account Management

At the end of the module students should be able to demonstrate their understanding of how the supply chain functions from an account management perspective, differentiate between sales and account management, and be able to link account management to the organisational structure.

This module equips fellows with the skills to strategically employ digital channels for driving business and brand growth in the food and agribusiness industry. Fellows will develop mastery in various domains including search, social media, programmatic advertising, targeting, and full-funnel measurement in the tumultuous, post-3rd-party cookie digital environment. Moreover, we'll delve into how sustainability efforts can provide a unique competitive advantage in the digital landscape and beyond. Throughout the module we'll explore practical strategies, digital tools, and case studies to help fellows build a comprehensive digital foundation that they can leverage in their current and future roles.

By the end of this module fellows will be able to:

  • Build a full-funnel digital strategy for the food and agribusiness industry
  • Drive digital conversions
  • Drive brand growth
  • Build and leverage sustainability efforts

Go-to-Market strategy describes the set of decisions that a business makes in order to successfully launch a compelling offer to a chosen target market and generate demand, in order to compete in this new market, profitably.

This module will explore these decisions across 5 themes:

  1. Brand Authenticity: the role of an authentic mission, values and brand story as the driver of growth (this can equally be relevant in a B2B setting)
  2. Customer insight & compelling value Propositions: exploring how leading brands/businesses use both consumer and customer (B2B) insight, to generate and launch compelling value propositions.
  3. Innovative Category Positioning as a driver of challenger brand success (away from competition rather than up against)
  4. Excellent Execution: new market launches are complex projects across product, packaging, supply chain, pricing, customer relationships, demand generation. the importance of detail and the role of partners/people
  5. Sustainability as the architect of emerging go-to-market and business models

Together and individually, we will focus on the most topical questions that firms need address when evaluating or designing their Go-to-Market strategy.

 We will use a series of podcast-based case studies to examine the choices that some UK and Irish food and beverage companies are making.

On completion of this module participants will:

  • Evaluate the role of authentic brand purpose in the development of effective customer value propositions.
  • Gain a deep understanding of the role of customer insight in designing compelling value propositions.
  • Appreciate how innovative Category Positioning can drive exponential business growth.
  • Understand the requirements of excellent execution across the entire go-to-market mix, as well as the important role of people and partners.
  • Gain an increased awareness and understanding of alternative Go-to-Market Models
  • Practise the use of the ideas contained in the module for a contemporary problem facing an Irish food firm.

There is a belief that design is about making things look appealing, or make a better user experience.
While these are unquestionably important aspects of design, being a design-driven business goes much further than being good at drawing. It’s also about a state of mind, how a business approaches problems, and providing what users need. That’s the essence of design-led innovation: being user friendly. Interestingly, when it comes to design-led business consumers tend to exhibit higher levels of customer loyalty. They are also prepared to pay premium prices for well-designed products over heavily marketed ones, for example Apple and Nike. This module will focus on an introduction to design-led thinking and how it can be applied to food businesses as a potential catalyst for growth and differentiation.

By the end of this module participants should be able to;

  1. Understanding of the Design Thinking process with practical experience in problem-solving, ideation, and prototyping.
  2. Understanding of Lean Startup principles and methodologies with practical experience in customer development, MVP creation, and testing.
  3. Decision-making skills for pivoting or persevering.
  4. Understanding of Business Model Innovation principles with practical experience in analyzing, ideating, and testing new business models.
  5. Skills in measuring success and adapting business models.
  6. Networking opportunities with fellow participants.

The frequency and pace with which ‘once in a generation’ events are impacting on our business and personal lives appears to be accelerating, don’t they? Following the global financial crisis, Covid-19 and war in Ukraine, how resilient is the agribusiness supply chain? The question which faces us is how we should prepare our businesses to respond. This survey course is intended to provide participants with a broad understanding of the current issues facing leaders in global agribusiness. As is usual with this module we will use the cases from the Harvard Business School Agribusiness Seminar along with some new ideas from management thinkers to consider these issues.

The module takes the position that success in markets has never been more difficult to achieve and that this is unlikely to change. To thrive in such an environment firms must develop differentiated products and services, based on sound customer insights and enhance their capability to effectively implement their strategy. The module will use a process for strategic marketing developed by Professor Challagalla and will be taught using cases on a variety of global firms and industries relating to a number of geographies.

This module covers the following essential elements of the programme listed in the ITT: market entry, development/expansion strategies, strategies for growth, leveraging brands for growth. 

This module covers the following desirable elements of the programme listed in the ITT: pricing and costing, innovation for export development, innovation/new market offerings.

On completion of this module, participants will:

  1. Be capable of thinking strategically about the markets they operate in and the forces which are shaping those markets
  2. Develop an effective plan for effective action in international markets which is integrated with overall company plans.
  3. Understand the drivers of customer behaviour and how it should be incorporated into effective plan development.
  4. Be able to build a differentiated value proposition for international markets.
  5. Understand how they can measure the impact of the plans they develop on their client firms

Ireland’s food & drink sector is the country’s largest indigenous industry, and presents an amazing opportunity for career success. This module will support you in planning, pursuing and progressing your career with the food industry. The module draws on observations from Bord Bia alumni over the past 13 years and in particular strategies employed by high achievers. Some of these strategies are:


Identifying exactly what they want: high achievers have identified exactly what they want and are clear on their mission, their dream job. They create and implement well-considered, short- and longer-term career plans. They can easily articulate their career goals such as their preferred role, responsibility, culture and size of organisation, products, markets, and salary expectations.
We have all heard the standard advice ‘follow your dream’; ‘make a plan’; ‘don’t stop until you achieve this’. However, the biggest barrier to people going after their dream job is them not having a clear picture of what they really want. ‘I’m keeping an open mind’ can sometimes become an excuse for inaction. For a large number of people, the development of their career can occur as a result of drifting, over time, from one job to the next. It happens almost by accident, rather than design, in a reactive way, driven by random external events. Therefore, to optimise your potential what is needed is a straightforward but necessary process of investigation to allow for well-informed career planning.


Aligning current efforts to longer-term goals: once they have committed to a clear mission, the high achiever then works backwards to align their longer-term mission to their current skills/experience-building efforts. Writing down professional objectives can be powerful. These objectives should evolve over time and regular review and revision is important to keep themselves accountable and on track.


Having a strong value proposition: another step taken by those who usually succeed in getting the job - or promotion - is their ability to articulate, with passion, a strong value proposition. This means that they can explain clearly how they see themselves adding value to the company, drawing on evidence of their strengths and experiences. Being able to do this differentiates candidates at formal interview – they don’t just sell themselves, they sell what they can do for the employer. In addition, because the majority of positions are now not advertised, this ability enables them to proactively create and pursue networking opportunities. Having a strong value proposition is a powerful way to show the right levels of initiative, resourcefulness and strategic thinking, among a host of other benefits. It helps to convince business owners/managers that they are more likely to start adding value to the organisation quicker than other candidates.


Dedicating time: those who optimise their potential to secure jobs or promotions usually dedicate brief but regular time to managing their career progress to ensure it develops by design. Despite career management being a priority for executives generally, it is rarely urgent enough that they must do it today. Therefore, it tends to get pushed onto the long-finger and does not get sufficient attention.

Networking: high achievers recognise that they will get significantly more turn-downs than offers and are prepared to identify a long list of target companies and people that could align with their own career plan. They are not afraid to invite senior decision-makers for a coffee (virtual or in-person) with a view to sharing their value proposition. Having prepared well, they are confident holding a conversation which demonstrates a strong appreciation of the commercial and other challenges facing the company. This approach means that they are seen to be ‘offering their 8 expertise’ rather than cap-in-hand ‘asking for a job’. Albeit they do this with an appropriate balance between confidence and humility.

By the end of the module, participants should have:

  • Developed a sense of self-awareness
  • Conscious career management
  • Developed behaviours of effective career management
  • Enhanced their well-being: resilience, performance and health
  • The ability to navigate their transition into industry
  • Importance of career planning and preferred role identification
  • Uncovering career pathway options within the food industry
  • What is the hidden jobs market and introduction to navigating it
  • Aligning career goals with current professional development skill/behaviour building
  • Appreciating the importance of proactivity

 

The Bord Bia Marketing Fellowship learning assignments are conducted on behalf of Irish food, drink and horticulture client companies. Completed over the course of the 18-month programme, the learning assignments provide real-time problem-solving challenges for fellows while enhancing the export reach of clients across key international markets.
These learning assignments enable executive development through hands-on experience in important areas including market insight development, business development and relationship building and stakeholder management. A learning assignment brief document which is allocated during induction frames in-market activities.


The Bord Bia scholarship programmes at UCD Smurfit Executive Development have had a highly positive impact on the Irish food industry since 2009. Applied Marketing Projects is one of two major action-learning modules which make the Fellowship programme unique in education and executive development in the international food industry.

On completion of this module, participants will learn how to manage international marketing projects in three ways:

  1. Learn how to undertake value-adding market and business development activities for the growth of Irish food, drink and horticulture companies in key target customers, including retail, foodservice and manufacturing.
  2. Learn how to effectively gather, report and present market insights relevant to supporting the international growth of Irish food, drink and horticulture companies.
  3. Enhance ability to build and manage relationships with key stakeholders.


Market and business development includes opportunity identification and analyses, buyer-lead identification and profiling, development and delivery of presentations to buyers, identification of priority products on behalf of clients, conversion of qualified leads into customers, and other business development activities such: trade show attendance, management of sampling, liaising with local agencies, and working with local distributors to test market products.


Gathering, reporting and presenting on market insights involves the development of professional reports to help stakeholders’ understanding, insight and ability to make decisions based on studies such as market overviews, category Intelligence, competitor profiling/analyses, wholesaler/distributor/agent analyses, routes to market, market entry strategies, store audits, among others.


Enhancing ability to build and manage relationships with key stakeholders relates to developing skills such as communication, time management, problem solving, initiative taking, managing expectations, brief management, project management, presentations, leadership, proactivity, decision making, attention to detail, professionalism, among other issues relevant to successful client and stakeholder management, being organized and making submissions in a timely manner and to the requirements as set out by Bord Bia, the client and UCD.

Meet the Faculty

UCD Michael Smurfit Graduate Business School has one of the most highly regarded faculties of any business school in the world and the most productive researchers in the country. Rigorous, interactive, and dynamic, they present topics via a range of engaging methods, including case studies, simulation exercises, self-assessment and small group discussions. The programme’s faculty offer a blend of academic excellence, real-world relevance and practical application that provides participants with unparalleled opportunities to expand their capabilities.

Damien McLoughlin is Anthony C. Cunningham Professor of Marketing at UCD Michael Smurfit Graduate Business School in Ireland. Since 2014 he has been a visiting professor of marketing at the Stern School of Business at New York University and was previously a visiting professor of marketing at the S.C. Johnson Graduate School of Management at Cornell University (2004) and the Indian School of Business (2007). For more than 15 years Damien’s research and teaching has specialized at the intersection of strategy and agribusiness, he is one of a very small number of professors globally with this expertise. Since 2011 Damien has contributed to the Harvard Business School Agribusiness seminar, originally as an instructor and as a researcher. Recent contributions have been C-suite case studies of Tyson Foods, and Bayer Crop Science, Zoetis and ADM. Damien has also delivered executive programmes in agribusiness at both Purdue University and IMD in Switzerland. Damien has published more than seventy papers and two books on strategy and marketing issues.  He has also written more than thirty case studies dealing with issues facing senior leaders in the food and agribusiness supply chain, covering all geographies and major sectors.

Damien has a long track record and expertise in the design of in-company executive programs and senior leadership retreats, both face to face and online, for food and agribusiness firms. Since 2010 Damien has designed and led talent development programs for more than 600 executives on behalf of the Irish Food Board (Bord Bia) in the areas of sustainability, business development, market diversification and retail/food service account management. For the past 15 years he has designed and led the Alltech Mini MBA, a unique four-year program preparing Alltech executives for progress to senior leadership roles. Damien’s wider client list includes some of the worlds’ leading organizations: Agricultural Bank of China, Aurivo, Bunge, Charoen Pokphand Group (CP), Dairygold, Danish Crown, Dawn Farm, DeLaval, Dogpatch Labs, HelloFresh, FAO, Kerry Group, McDonalds (global), New Zealand Beef & Lamb, Normet, OSI (Europe), Rabobank, Ridley, Smurfit Kappa Group and Zespri. Damien has also worked with a number of other firms including Allianz, Bobst, EY, Eversheds, Google, Hewlett-Packard, ICON, Independent News & Media, Microsoft and Ryanair.

An experienced board member, Damien has served several public and private sector organisations as a director and consultant. In 2014 Damien was appointed to the board of Bord Iascaigh Mhara, the body responsible for innovation in the Irish sea fisheries sector, a post he held until 2020. In 2021 Damien joined the board of Kepak, one of Europe’s largest food firms.

Damien holds a Bachelor of Business Studies degree from Dublin City University, a Master of Business Studies degree from University College Dublin and PhD in Marketing from Lancaster University (UK).

Mary Shelman Photo

Mary holds a Bachelor of Science Degree in Chemical Engineering with High Distinction from the University of Kentucky and an MBA with Distinction from Harvard Business School, where she was awarded a Dean’s Doctoral Fellowship for continued research in business economics and marketing at Harvard University.

Mary is the former Director of Harvard Business School’s Agribusiness Programme, which is attended annually by 200 CEOs and senior managers from the world’s leading agribusiness firms. She has led similar programmes in Europe, Latin America and Asia. Mary is a former President of the International Food and Agribusiness Management Association (IFAMA).

Mary is known as a strategic pathfinder in the global agribusiness sector. She offers a particular competency in identifying and diagnosing the forces of change shaping global agribusiness. Actively engaging with these themes, she has served as Chairman of the Board of RiceTec, Inc., a fully integrated agribusiness and packaged foods company headquartered in Alvin, Texas, and on the boards of RiceTec AG, Stiftung Fürst Liechtenstein, the USA Rice Millers’ Association, Cook Simple, Crop Enhancement, and Village Capital. She has also advised the Irish government on the strategic direction of the country’s food industry, co-authoring Pathways for Growth which led to the creation of the world’s first country brand based on sustainability. She is the author of more than 80 case studies highlighting situations of strategic change in leading global agribusiness and food firms. Mary is currently advising a number of firms on strategy, including several promising Agtech and Foodtech start-ups.  

Mary holds a Bachelor of Science Degree in Chemical Engineering with High Distinction from the University of Kentucky and an MBA with Distinction from Harvard Business School, where she was awarded a Dean’s Doctoral Fellowship for continued research in business economics and marketing at Harvard University.

Mary is the former Director of Harvard Business School’s Agribusiness Programme, which is attended annually by 200 CEOs and senior managers from the world’s leading agribusiness firms. She has led similar programmes in Europe, Latin America and Asia. Mary is a former President of the International Food and Agribusiness Management Association (IFAMA).

Mary is known as a strategic pathfinder in the global agribusiness sector. She offers a particular competency in identifying and diagnosing the forces of change shaping global agribusiness. Actively engaging with these themes, she has served as Chairman of the Board of RiceTec, Inc., a fully integrated agribusiness and packaged foods company headquartered in Alvin, Texas, and on the boards of RiceTec AG, Stiftung Fürst Liechtenstein, the USA Rice Millers’ Association, Cook Simple, Crop Enhancement, and Village Capital. She has also advised the Irish government on the strategic direction of the country’s food industry, co-authoring Pathways for Growth which led to the creation of the world’s first country brand based on sustainability. She is the author of more than 80 case studies highlighting situations of strategic change in leading global agribusiness and food firms. Mary is currently advising a number of firms on strategy, including several promising Agtech and Foodtech start-ups.  

She has also authored more than 50 case studies highlighting situations of strategic change in leading global agribusiness firms. She is a member of the editorial board of the International Food and Agribusiness Management Review.

Julie Schiro Photo

Dr. Julie Schiro is an Assistant Professor of Marketing at the Smurfit School of Business, University College Dublin. Her work explores how to motivate good behaviours (e.g., recycling, charity) through humour, awe, and other positive emotions rather than fear. Her other work explores a second interest, visual processing, specifically how visualizing information helps and hinders people's understanding. Dr. Schiro graduated summa cum laude from the University of Southern California with a bachelor's degree in business. She went on to complete her Ph.D. in marketing from the University of Colorado, Boulder. She has industry experience in market research and statistical consulting. To learn more, visit her website at www.julieschiro.com

Goutam Challagalla Photo

Goutam Challagalla is Professor of Strategy and Marketing and dentsu Group Chair in Sustainable Strategy and Marketing at IMD Business School, Switzerland. He focuses on how digital advances and sustainability concerns are impacting companies’ business strategies and approaches to marketing. Having helped companies to rethink their business models and build new capabilities in the face of the digital revolution, he is now helping to integrate sustainability-related challenges and opportunities into their strategy.

His teaching, consulting and research highlight the different challenges facing companies as a result of digital and sustainability transformations. While digital advances require the development of new business models in order to become more effective or efficient, taking on sustainability goals means that organizations have to rethink their whole raison d’être and their relationship with all stakeholders.

Digital is about skilling, doing things faster and cheaper, and building new business models. Sustainability requires you to rethink your fundamental purpose, who you are as an organization, and what your place is in the hearts and minds of your customers and other stakeholders.

His work on sustainability strategy with Frédéric Dalsace has demonstrated that there is only a narrow path to success on sustainability, and most firms and brands are not able to find this because they make crucial mistakes as they pursue their agendas. A recently published HBR article by the pair sets out a practical framework for creating sustainability strategies built on customer engagement as well as improvements in products and operations.

Before joining IMD in 2015, Challagalla served for 20 years as a marketing professor at the Georgia Institute of Technology (Georgia Tech) in Atlanta, where he was Associate Dean for Executive Education and head of the marketing department. He also worked as Principal at The Monitor Group, a strategy and marketing consulting company.

Fiona Fitz Consulting - Coaching 

FIONA FITZPATRICK BBS (French) MSc Marketing HDip Public Relations. Exec Coaching II HEC Paris.

Fiona has a blue-chip FMCG Brand Marketing, Category & Sales background, spanning both Retail and Food Service, which began in 1999 as a Nestlé UK Graduate. These days, Fiona strives to help food & beverage businesses to identify and drive Transformational Growth in their chosen markets. She does this in various ways: as a Food Business Strategy Consultant; through her podcast Brand Growth Heroes; as a Mentor/Business Advisor on various food business accelerator programmes; and as an Executive Coach to senior management teams. She also works closely with Bord Bia, both with the Global Business Development team and the Capability team and has spent 8 years as a Part-Time Lecturer at UCD Smurfit on the MSc Food Business Strategy programme.

Companies & brands Fiona has worked with over the past 20 years:  Sun-Pat Peanut Butter,

Branston Pickle, Munch Bunch Yogurts, Nesquik. Cadbury’s Hot Chocolate. Gu Chocolate Puds. Rustler’s (Kepak), Warburton’s bread, Chobani (US Greek Yogurt), Donegal Catch, Strong Roots, Oddbox and over 300 scaling start-ups through many food business accelerators, including her own – the Brand Growth Heroes Accelerator Programme.

James Burke Photo

James Burke, MBA, is an experienced professional with decades of experience from the FMCG and Foodservice sectors. His experience includes the following:

  • Holds an MBA in Retailing and Wholesaling from Sterling University, Scotland
  • Former Group Purchasing Manager for Superquinn with responsibility for €350m purchasing, and former Superquinn Board Member
  • Former Board member of AMS, the €1 billion European buying group
  • Trained negotiator
  • Former director of Aontas, the Irish buying company
  • Network manager for the Dublin Food Chain, Ireland’s largest food network
  • Network advisors for Created in Cavan food and drink network
  • Sole Facilitator for Food Academy programme ( A collaboration between Bord Bia, Local Enterprise Office and SuperValu)
  • Facilitator of Foodservice Route to Market Programmes and researcher/creator of the original Bord Bia Foodservice Directory
  • James is a regular contributor on food and related topics to various media channels including Down to Business with Bobby Kerr, Today with Claire Byrne, The Sunday Times, The Irish Times, etc.

Ciaran Black Photo

Ciarán Black BBS MBS is owner of Nuevo Growth, an independent strategy and business innovation consultancy with a proven track record in developing and delivering major new business opportunities that accelerate a company’s next phase of growth. He has deep experience of leading group wide innovation-led growth programmes, building internal entrepreneurial competencies and managing successful collaborations with external developers of new technology. Ciarán has created significant new customer value propositions and business model innovations in both large corporations and in start-ups.

His expertise has been applied across a diverse range of industries including Agriculture, Renewable Energy, Natural Resources, Telecoms, eCommerce, MedTech, IoT, Manufacturing, Financial Services and Recreation.

He holds a degree in Business Studies from Trinity College Dublin and was awarded a first class honours Masters Degree in Strategy from the Michael Smurfit School of Business in University College Dublin.

Conor has been responsible for the design and delivery of executive talent development and strategic support programmes for our industry partner clients.  Through his role, he has worked for over 20 years supporting the professional and career development of both recent graduates and experienced executives. 
Conor has been involved since the inception of Bord Bia’s flagship Marketing Fellowship in 2009, co-designing and managing a suite of talent and strategic development programmes for the Irish food and drink industry. He has been involved in over 1,500 industry-based commercial client assignments, delivered as a core component of executive action learning programmes. Over 600 of these assignments were on behalf of Irish food industry clients, across 15 of Bord Bia’s key international markets.
Conor's key areas of expertise include: strategic export development for the food industry; executive coaching; professional & career development module design and delivery; action learning and talent development; executive programme design and management; marketing and business development; export market development; client management; and recruitment and selection.
In addition to executive education, Conor has operated within various other sectors including: market research, construction and property development and food at Boyne Valley Foods Group.

Conor holds a first-class honours MBA from UCD Smurfit School, a BComm from NUI Galway and was placed first in his class on UCD Smurfit School’s Marketing Practice Programme. He was awarded first-class honours in the Professional Diploma in Organisational Change & Transformation at UCD Smurfit School; first-class honours in the Professional Diploma in Business & Executive Coaching; and is currently completing the MSc in Business & Executive Coaching

Stephen Rust Photo

Stephen is managing director of Empathy Connects. Having graduated with honours from the MSc in Marketing Practice in UCD Smurfit School, he has gone on to amass 20 years’ experience in delivering and embedding insights into the heart of organisations and brands to drive sustainable profitable growth.
Stephen has spent the last 6 years building an agency that can deliver positive enduring change in shopper behaviour through providing a compelling insight to execution service. Prior to this he held a number of senior leadership positions across multi-nationals such as Kerry Group, Diageo, Nielsen, Eir and Meteor.
Stephen has been previously nominated by his clients and awarded the ‘Marketing Consultant of the Year’ at the Chartered Institute of Marketing Excellence Awards.
Stephen is passionate about building brands through unlocking 3-way insight into: i) Consumers; ii) Shopper-journey to purchase; and 3. Channels/retailers through which brands are sold. Using this rounded insight as a platform, his agency collaboratively plans and designs creative solutions to convert shoppers to buy. Stephen and his team have now applied this approach across a wide range of industries, categories, brands, regions and channels. They continue to extend their services further and attract and build talent to grow clients’ businesses and brands.

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