MTP has worked with large organisations across a wide range of industries since our formation in 1988.

We have worked with companies in the Oil & Energy sector every year since the formation of MTP.  In fact, BP was our first new client in 1988.

A particular challenge is often to combine material relevant to both the upstream and downstream parts of the companies.  Those working in upstream activities require a firm grasp of the underlying economics of their businesses and how this can lead to a position of competitive advantage.  For those involved in downstream activities an understanding of marketing involving both business customers and end consumers is important.

Our work with technology companies has led us to develop a more in depth understanding of innovation and how this can be managed successfully in rapidly changing, and often radically new, industries.  The importance of managing innovation in different ways according to the type of innovation is critical.

Understanding how marketing and finance are strongly linked is important when evaluating new business models.  An example is how the existence economies of scale can render it almost impossible for a small company to compete ‘head to head’ with a larger player (eg Microsoft).  This can be contrasted to a situation where they are not present which allows the growth of a small player into the space previously occupied by others (eg Dell v IBM).  Our work with HP and Oracle has involved helping participants understand how different business models relate to different parts of their businesses and how they can achieve competitive advantage.

We have worked with a number of retail companies since the formation of MTP, including Tesco and Marks & Spencer.  This has included courses for managers with little experience of Finance to help them better understand how their company is viewed by investors and the financial community.  Other examples include programmes for senior managers in Business Acumen combining an understanding of Strategy, Marketing and Finance.

Our work with many consumer goods companies enables us to understand the relationship between retailers and their suppliers from both perspectives.

More recently, following a major trend in the organisation of the finance function in major companies programmes in Finance Business Partnering take a prominent position in our work within this sector.

A significant proportion of our business each year since we were founded has come from our work with fast moving consumer goods companies.  We have strong expertise because many of our tutors have many years’ experience working with companies in this sector.

Not surprisingly for a sector that is innovative in its approach to marketing and communication, many of our programmes use virtual classroom technology.  As well as offering more ‘bite sized’ learning this can also result in significant cost savings while remaining as effective as ever in achieving learning outcomes, providing attention is paid to careful tailoring to each companies’ specific issues.

Many, though not all, of these companies, generate a significant proportion of their sales by selling to other businesses.  The strategic challenges of business to business (B2B) marketing are fundamentally different from those of business to consumer (B2C) marketing.  Understanding how to deal with and relate to the challenges of customers who are themselves businesses (rather than consumers) presents a challenge.

Often the companies in this sector have experienced a significant amount of merger and acquisition activity.  Understanding the difference between managing a holding company and managing the individual business units is critical.