Your Strategic Marketing Plan is an integral part of your overall business plan, and we can help you pull all of the elements together. Based upon years of working with technology companies who were at various stages of strategic planning, Aistrup Consulting developed our own flexible process to help customers define and develop compelling, actionable marketing plans. We don’t need to re-invent the wheel every time we take on a project—if all you need is a “tune up” on your old plan, we’ll start from there. We write your plans to meet the specific needs of your audience, whether it’s investors, lenders, Board members or your own management.
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Conducted a product line optimization to identify low margin products and refocus business development on high profit segments.
Developed and wrote funding documentation for clients seeking financing and government grants, resulting in over $20 million of SBIR funding and successful private and public financing rounds.
Trained Marketing and Sales of a Fortune 50 technology firm in Best Practices including strategy and value proposition development, market analyses, competitive intelligence, product life cycle modeling, pricing strategies and product launches.
Clarified the value proposition for a disposable medical device, established a new brand identity and ultimately positioned the product as the new industry standard within two years. Conceived and led strategy development for more than 20 early stage technology companies, resulting in first commercial sales, industry awards such as “Startup of the Year” and funding from SBIR, private and public sources. Strengthened product pricing strategies for management of a renewable energy technology firm, validated with in-depth analysis of competitor financials, distribution, production capabilities, new products and SWOT analyses.
Established an aggressive IP licensing program for a biotech company resulting in the company’s first multi-million dollar license agreement with a Fortune 100 medical device company. Licensing and royalty revenues increased from zero to over $50M in 5 years, propelling the company to #20 on Fortune Small Business Fastest Growing 200 List. Managed and negotiated Intellectual Property licenses and agreements with global technology developers in the Printed Electronics industry resulting in two publicly announced agreements. Qualified prospective licensing targets for medical diagnostic technologies, initiated discussions and negotiated terms leading to 3 executed agreements. David has been a career civil servant since graduating in Modern History and Economics from Glasgow University in 1978. Transport Scotland is the Government agency in Scotland responsible for the Scottish Government's responsibilities across all transport sectors. David lives in Edinburgh, is married to Diane with one daughter, Alison, and plays golf whenever time allows.
Archie Robertson OBE is an experienced strategic leader who has worked across the transport and infrastructure sectors.
He chairs two development companies involved in technology solutions for the construction industry, and urban wind generation technology.
A graduate of Stirling University, he is a fellow of CIHT, a Companion of the Chartered Management institute, and a keen hill walker.
John is a traffic engineer, transport planner and urban designer with 27 years’ experience. John’s reputation is based on his project work, and he has considerable experience in the conception, design, execution and management of a wide range of transport, traffic and street improvement projects in different types of settlement all over the UK.
Ian is the Chief Officer of the Scottish Charity Paths for All, a post he has held since July 2003. Ian has an Honours Degree in Ecological Science and Wildlife Management from Edinburgh University and has worked in the environment and health sectors in Scotland for the last 30 years. Ian is a voluntary Trustee of a number of environmental and community development charities. Born in Edinburgh while the trams originally ran, Bob grew up in Gracemount where holidays and evening were spent walking the Pentlands, Braids and pavements of Edinburgh also because you were not allowed home until Tea and bed. Sport changed Bob’s direction in life and allowed him to enter SSPE Jordanhill college as a PE Student (Drilly) living for 3 years in Yoker in Glasgow. Lesley Hinds first became a Councillor in 1984 and currently represents the Inverleith ward.
Alastair spent his early career years working for one of the country’s top advertising agencies.
In 2008, Falkirk was one of the first towns in Scotland to go through the process of becoming a Business Improvement District (BID), whereby town centre businesses voted in a legally binding ballot in favour of contributing collectively to improve the town centre through initiatives and services over and above those provided by the statutory bodies. In 2011, the Falkirk BID (Falkirk Delivers) became the first BID in Scotland to successfully undertake a renewal ballot, with town centre businesses voting in favour of continuing with the BID process for a period of five years. Alastair, his team, and his board of directors deliver a series of innovative projects and services contained in the BID Business Plan that aim to clean up the town centre, make it a safer place and more vibrant place in which to visit, work, live and invest.


He has a background in neighbourhood regeneration and renewal and health improvement, and has held a number of senior policy adviser roles in government.
In the longter term, consumer responsea€”such as purchase rates and beliefs held about the branda€”can be assessed in more detail.
Many foods also spread as some groups of consumers a€?imitatea€? others they see consuming them, and some are encouraged to try new foods based on word-of-mouth communication.
Our program isn’t “canned”—instead, we customize how we work with you based on your unique needs and budget. Educated at Alva Academy, she went on to graduate from Glasgow University with a Social Sciences MA and Jordanhill College with a Postgraduate Certificate in Community Education. Latterly she was Shadow Minster for Health and Social Justice and a member of the Parliament’s Health Committee before being appointed Minister for Public Health in the Scottish Government formed after the May 2007 election.
He is the Design Director for a variety of street and public realm design schemes, several of which have recently been implemented or are in advanced stages of delivery. Paths for All’s vision is for a happier and healthier Scotland and its main area of work is to promote everyday walking. He has previously been employed by Clackmannanshire Council, Scottish Natural Heritage and the Scottish Wildlife Trust.
In his spare time Ian enjoys mountain biking, hill walking and sailing, as well as eating good food and attending outdoor music festivals with family and friends. He leads Living Streets Scotland’s work getting more children walking to school, improving walking environments with communities and campaigning for safe, attractive, enjoyable streets, where people want to walk. 5 years ago the department researched 5 walks around the school lasting 1 hour and introduced the walks during curricular PE. Ian joined the then Scottish Executive in 1999 initially working on the Scotland’s first policy on architecture published in 2001. In his teens he toured Britain by bike enjoying the architecture and ambience of the urban environment. He then spent a few years as advertising manager for one of Scotland’s leading tyre and exhaust retail specialists. Before taking up this position, he led the Cross Government Obesity Programme, based at the Department of Health.
Tony was a founder member of the government's Neighbourhood Renewal Unit from 2001, where he was responsible for national work on neighbourhood management and health inequalities and the development of Local Strategic Partnerships. The promotional activities needed for a given product will depend on factors such as its current stage in the product life cycle. Some strategies may seem brilliant may, under stricter analysis, may be recognized as unrealistic. The next test is then whether this consumer responsea€”such as improved attitudesa€”actually results in increased market share or higher profits. Some food products have great potential for sales growth through expansion of the customer base. Rail projects include the new Borders Railway line, the Edinburgh to Glasgow improvement programme and overseeing the procurement of the new Scotrail franchise.
Previous to that he was CEO of the Highways Agency, where he introduced the use of hard shoulder running and Highways Traffic Officers to tackle motorway congestion. Alongside his Chairmanship of Living Streets, he also works to improve the lot of disadvantaged young people through the Prince’s Trust inScotland. John is Independent Design Advisor to the City of Edinburgh Council, a Design Council CABE Enabler, a Design Review Panelist for Transport for London and Urban Design London, and a contributing author to Manual for Streets 2. These include Camden High Street, Clapham Old Town, Harrow Station Road, Wood Green and the Crossrail stations at Liverpool Street, Abbey Wood and Hayes & Harlington.
Prior to joining Living Streets, he worked as a senior researcher in the Scottish Parliament, focusing on transport, environment and health issues, as a region-wide travel plan officer, took a MSc in Transport Planning & Engineering and worked as a teacher in Japan. After 3 years of Teaching, Bob headed for Europe again playing Rugby in France, then working for 3 major Outdoor companies Karrimor, Berghaus and Vango in European sales eventually based in Alkmaar in the Netherlands.
They were tremendously popular with pupils as they could be active for 60 minutes, see parts of the catchment they had not been to and chat with Staff and pupils in fresh air. Born in Dundee, she has lived in Edinburgh for over 30 years in the Drylaw area of the city with her husband Martin, while bringing up her three children.
Within Government, APDE provides advice to Scottish Ministers on architecture and the built environment and is the sponsor team for Architecture and Design Scotland (A+DS). Towns and cities have to look good, feel good and be pleasant and comfortable to move around in.
Few consumers today are aware of the prickly pear, however, but farmers who grow this cactus plant would like to market it as a way to decrease a€?bad,a€? low-density cholesterol without reducing a€?good,a€? high density cholesterol levels.


For prickly pear growers, simply getting more people to know that their product exists will be a challenge. These objectives need to be reasonably specific and manageable; thus, merely saying that the goal is to maximize profit is not enough. Improving quality, for example, might be achieved either by increased research and development, the use of higher quality materials, or by investing in new manufacturing technology.
Even a successful strategy must be frequently re-evaluated to address changing market conditions such as change in competitor strategies, costs of materials, or changes in consumer tastes.
His organisation also gave several towns and villages their streets back by traffic diversion. In terms of transport planning, John’s portfolio includes ongoing and recent projects in Southampton, the London Olympic Host Boroughs, London Docklands, Middlesborough and Sunbury.
Dawn was co-host of the 8th World Congress on Active Ageing, in 2012 and on the Expert Panel for the Chief Medical Officers Start Active Stay Active recommendations for physical activity and public health in 2011. They also had a ready made way of exercising after school at low cost leading Active lifestyles in beautiful Midlothian. Between 1994 and 1999 Ian was head of the Scottish Arts Council’s Capital Programme funded by the National Lottery.
Since 2006 Mike has been a tetraplegic wheelchair user (no more cycling or sailing!) and has a different perspective.His principal activities are concerned with disability access and transport issues, working with Councils and Parliament through organisations such as SATA and Disability Access Panels. Falkirk was the first town in Scotland to appoint a full-time Town Centre Manager some 25 years ago. Once more people know, a significant challenge is going to get more people to actually try the product.
The most appropriate choice will depend on factors such as cost and effectiveness, but may also depend on risk. This strategy appears to have been used in marketing the Hot PocketsA® convenience products.
She also runs training courses to move research into practice with allied health professionals and fitness instructors. After qualifying as an architect in 1984 Ian worked in a range of public and private sector practices in Edinburgh, London, and Glasgow – specialising in community regeneration work.
This may be difficult to accomplish because of the high cost of the product and the vast number of choices of other products that consumers can consume.
There may be a new technology that, if it can be perfected, would represent a large breakthrough but also carries a risk that it will not work.
Her recent research (MRC and NIHR) focuses on effects of visualisations of biomechanics on adherence to exercise in older people with a history of falls, group versus home exercise referred through the GP on habitual physical activity, effects of the Otago home exercise programme in visually impaired older people, the outdoor environment on avoidance of activity and falls in older people and reducing sedentary behaviour (long periods of sitting) in older people.
She also has knowledge of various industries such as retail and tourism (former Chair Tourist Board) and was Convenor of Lothian and Borders Police Board for 4 years.
A firm might like to reduce costs, improve quality, increase distribution channels, increase awareness, and improve consumer percpetion of the product at the same time.
A larger firm may be able to shoulder such a s risk but for a smaller firm, the risk may be prohibitive. If a product category catches on, emphasis may then need to switch to brand differentiation and the firm may need to work on getting consumers to hold favorable beliefs about their brand. However, some of these objectives, such as reducing cost and improving quality at the same time, may not be compatible.
Note that as a strategy is considered and potential complicatons arise, it may be necessary to reassess appropriate objectives. It is what motivates me to seek to bring about improvements to services that will benefit everybody. In later stages of the product life cycle, where most consumersa€™ opinions have largely been set, temporary sales increases, usually through price promotions, may be the only realistic objective. The firm may also not have the resources to pursue all the other objectives at the same time.
As Convener of the TIE Committee I no not underestimate the size of the task ahead in delivering the trams project and other infrastructure initiatives.



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