Marketing Director: strategy, team, international markets

Course overview

Description generated based on course syllabus and open data.

The Marketing Director program is developed with Natalia Savchenko, Head of Marketing and Growth at Glovo Ukraine. Experience: 18+ years at Nielsen, Kraft, Danone, Glovo; service relaunch during the full‑scale invasion; AR initiatives for “Rastishka”; bachelor’s in marketing from the Chartered Institute of Marketing.

Who it suits for a Marketing Director, and who it does not

Marketing Director / Head of Marketing (CMO): suitable profiles

• Marketing leaders, CMOs, and team leads coordinating strategy and cross‑functional processes.
• Brand and product managers transitioning into a Marketing Director role.
• Founders and executives building the marketing function.
• Leads of analytics, growth, and communications responsible for OKRs and KPIs.

When the Marketing Director focus is not suitable

• Those starting from scratch and seeking basic tool overviews.
• Those who need only tactical instructions without strategic context.
• Those expecting personal consulting or rapid guarantees.

Problem → outcome for the Marketing Director role

• Fragmented initiatives → aligned OKR/KPI framework and priorities.
• Undefined responsibilities → clarified CMO scope and interfaces with sales, product, finance.
• No systematic plan → annual marketing plan and budget scenarios.
• Uncoordinated team work → structure, RACI, and operating processes.
• Challenges with new countries → approach to localization, positioning, and market assessment.
• Excess manual work → AI for research, creative, and analytics.

Comparison with alternatives for a Marketing Director

Self‑learning vs role‑based program for a Head of Marketing

Self‑learning offers flexibility but requires more time to curate sources and validate hypotheses. A role‑based format provides a coherent decision framework for the CMO.

MBA/long programs vs focused CMO content

MBA covers broad management. Here the focus is on the Marketing Director function: OKR/KPI, budget, brand, markets, team.

Internal training vs external practices overview

Internal courses reflect company specifics but are limited by its approaches. An external program shows alternative methods and cross‑industry cases.

Tool‑centric courses vs strategy for a Marketing Director

Tool courses help task execution. The CMO role requires a strategic frame and function alignment.

Results from taking the program for a Marketing Director

• Business environment and competitor overview (FMCG, delivery) with strategic choice approaches.
• Strategic options: low cost, differentiation, niche and selection criteria.
• Templates for a marketing plan and Activity Grid for 360 communications.
• Budgeting approaches for a local brand and an international service.
• Brand audit framework and principles of brand communication.
• Product and customer experience (UX) assessment for relevance.
• Foundations of pricing and innovation work.
• Team development models, roles, and responsibilities.
• Methods for entering international markets: segments, localization, risks.
• AI use cases for research, creative, and campaign analysis.