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PGD- (BTEC-Level-7)

Extended Diploma in Strategic Management & Leadership

Assignment

Unit Title - 5: Strategic Marketing Management

Assignment Brief

Unit Title - 05: Strategic Marketing Management

Assessor Name: .......................

Date of issue: .................................

Start Date: ................................. Draft: ........................................ Submission Date: ........................

Learning Outcome Evidence for the criteria Tasks

Understand the processes involved in marketing management

Analyse the marketing goals that may be set by an organisation A.1

Analyse the processes involved in marketing management A.2

Critically analyse the contribution of marketing management to the achievement of corporate objectives A.3

Understand the tools used to develop a strategic marketing strategy

Analyse the processes involved in strategic marketing B.1

Critically analyse the relationship between marketing management and strategic marketing B.2

Investigate the models used in setting strategic marketing objectives B.3

Understand how marketing managers use strategic marketing techniques and tactics

Investigate the strategic marketing techniques that can be applied by an organisation. C.1

Investigate the application of the 7P marketing mix. C.2

Evaluate the effectiveness of strategic marketing tactics applied in different organisations. C.3

Understand how marketing management is applied an organisational context

Analyse the role and functions of marketing management in an organisational context D.1

Critically evaluate the appropriateness of strategic marketing objectives in a given context D.2

Evaluate the effectiveness of marketing management in a given organisational context D.3

Task 1: Individual Assignment

Learners must produce and submit a 4000 word essay covering learning outcomes A, B, and D and their related criteria. Learning Outcome C will be covered in task 2.

Marketing management seeks to get the business to produce what the customer wants and align all marketing activities to meet customer needs. This unit explores the role of marketing management in setting marketing goals, applying business models to establish a marketing strategy and utilising marketing instruments that contribute towards an organisational approach to marketing.

In order to remain competitive, it is important that organisations focus on establishing, developing and adjusting their strategic marketing plans.

A strategic marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elements of marketing. The strategy identifies an organisation’s strategic marketing goals, and explains how they will be achieved within a designated timeframe.

Learners will investigate how marketing plans are designed to contribute towards an organisation’s mission and strategic objectives. They will consider the management decisions that have to be taken when implementing different elements of the marketing mix (product, price, people and place) and how marketing plans can be monitored and controlled to maximise the benefits to the organisation and its stakeholders.

This unit requires that learners have access to the marketing management function in an organisation, or they must be provided with a detailed case study.

Learning outcome A

To achieve learning outcome A, learners must identify the specific marketing goals of an organisation and how these goals contribute to the organisation’s strategic objectives and overall mission statement. Learners must show how the GOSPA corporate performance management process could be applied to marketing management processes in a specific organisational context and analyse how these processes are coordinated across different functional areas within a business. Learners must provide evidence that shows that they have a good understanding of the processes involved in marketing management, including the feedback loop to corporate decision-makers.

 Marketing goals: strategic goals, e.g. growth, diversification, market share, market development; economic goals, e.g. sales costs, profitability, contribution margin, margins; psychographic goals, e.g. awareness of brand; image; overall customer satisfaction rates; customer loyalty; SMART objective setting based on key principles– content, extent, time and market segment.

 Role of marketing management: marketing as a specialist business function and as a set of organisational processes encompassing all functional areas coordinated by a marketing manager.

 The application of marketing management processes: GOSPA (Goals, Objectives, Strategies, Plans and Tactics) corporate performance management process applied to the marketing management function; determining marketing goals, formulating a marketing strategy, applying marketing tools and establishing control processes to monitor key performance indicators, implementing any required remedial action and providing feedback to key decision-makers in the organisation.

 Corporate strategy: the nature of strategy and marketing links to corporate strategy, e.g. Michael Porter; links to mission statement, organisational structure, corporate responsibility and ethics; dynamic strategy (Carpenter and Sanders); knowledge management systems.

Learning outcome B

To achieve learning outcome B, learners must show a good understanding of the application of strategic marketing models in an organisational context and how marketing activities are coordinated and scheduled to maximise their effectiveness in terms of such aspects as product innovation, pricing decisions and marketing communications. Learners should provide appropriate examples to show that they understand the difference between marketing management and strategic marketing. Learners must analyse how marketing analysis techniques may have influenced an organisation’s marketing strategy. Learners must provide evidence of a market analysis, using appropriate models and marketing analysis techniques, based on an organisation operating in a specific market. The analysis should be accompanied by an overview of the implications of the learner’s own analysis for the organisation’s marketing strategy and how far these match those of the organisation’s marketing strategy.

 Strategic marketing: key definitions from the Chartered Institute of Marketing and key authors, e.g. Hugh Davidson, Peter Doyle, Philip Kotler, Malcolm McDonald; role and importance of strategic marketing in an organisation; concepts; systematic approach; sequencing and scheduling of activities; integration of activities; resource requirements; timescales; monitoring and control elements.

 Processes: strategic marketing planning processes, e.g. Peter Doyle, Malcolm McDonald’s strategic marketing analysis, marketing strategy objective setting, perceptual mapping, factor analysis, option evaluation, choice, formulation, implementation and control.

 Marketing strategy typologies: e.g. Porter’s generic strategies (focus, cost leadership and quality leadership); core competences (G Johnson and K Scholes, G Hamel and C K Prahalad); competitive advantage (H Davidson, M Porter); investment opportunity evaluation (D F Abell and J S Hammond); General Electric model; Shell directional policy matrix; inside- out planning model (Schultz, Tannenbaum and Lauterborn).

 Strategic options: market leadership; market dominance strategies; market leader, market challenger, market follower, market niche; innovation strategies; market pioneer; close followers, late followers; offensive, defensive and value-based marketing strategies.

 Marketing tools and models: organisation, industry and market environment situation analysis; Porter’s Five Forces model; competitor analysis; SWOT (strengths, weaknesses, opportunities, threats) analysis, STEEPLE (social, technological, economic, environmental, political, legal, ethical) analysis), PEST (political, economic, social, technological) analysis, marketing audit, the 5C model.

 Marketing analysis techniques: e.g. BCG matrix, product life cycle model, Ansoff matrix.

 Marketing policies: product policy; price policy; distribution policy; communication policy.

Learning outcome D

To achieve learning outcome D, learners must identify how changing factors within an organisation’s external environment have impacted on its marketing tactics. Learners must evaluate the effectiveness and appropriateness of an organisation’s response to the changing nature of its external environment. The evaluation should be based on an in-depth analysis of the strengths and weaknesses of its marketing management strategy and its associated marketing tactics. Learners must evaluate the effectiveness of an organisation’s marketing tactics using appropriate performance indicators mapped against an organisation’s corporate objectives and, where possible, its own performance targets.

 Emerging themes in an organisational context: e.g. product portfolio, organisational structure and culture, impact of globalisation, the strength or weakness of competitors, importance of environmental factors, changes in the political environment, the state of the economy, economic indicators, influence of social media.

 Organisational responses to changes in in the external environment: shift from supply to demand environment; fashionisation of markets; micro-markets; rising expectations; technological change; competition; globalisation; importance of customer service; commoditisation; erosion of brands; new constraints.

 Strengths and weaknesses of marketing management in an organisational context: focus of marketing objectives, links to corporate strategy, speed of new product developments, ability to customise, ability to handle information to gain competitive advantage; e-marketing position, core focus, target markets, nature and potential of key market segments, partnerships with customers and other stakeholders, organisational structure, innovation strategies, timescales, resource requirements, budgets, monitoring, review and control mechanisms.

 Impact analysis: economic and psychographic impact, e.g. sales volume and value, costs, profitability, margins, shareholder value, brand recognition, customer loyalty and retention; digital marketing metrics, e.g. page views, bounce rate, exit rate, conversion rate, click through rate, new visitors, and average length of session.

All outcome criteria must be addressed for the learner to pass, all outcomes MUST be addressed adequately in the total submission for the Unit.

Task 2: Report Assignment

Learners must produce a report that provides a range of evidence showing how strategic marketing techniques have been applied by organisations operating in the same or different market sectors. The report may be presented in PPT form plus notes not to exceed 1000 words. This could cover aspects such as market segmentation and profiling and the link with different marketing strategies. Learners must show a good understanding of the application of marketing tactics applied in each of the components of the 4P marketing model and how the extended 7P marketing model influences and impacts on an organisation’s marketing tactics, including its corporate communications strategy.

Learning outcome C

Understand how marketing managers use strategic marketing techniques and tactics

 Marketing techniques: setting marketing objectives and marketing strategy, targeting markets; segmenting markets, e.g. geographic, demographic, psychographic, behaviour; profiling markets, e.g. revenue potential, market share potential, profitability potential, positioning segmented markets, e.g. market leader or product line extension, mass marketing or niche marketing, direct or indirect sales; customer relationship marketing (CRM) features and implications for business strategies; market pioneer; close followers, late followers; offensive, defensive and value-based marketing strategies.

 The extended marketing mix: the 7P model (product, place, price, promotion, people, processes, physical evidence); marketing strategies for product/service, pricing, distribution, promotion, e.g. advertising, sales promotion, personal selling, direct marketing, public relations, people, e.g. internal, intermediaries, customer service, processes and physical evidence, e-marketing strategy; resource requirements, e.g. financial, people, marketing.

 Marketing tactics: pricing tactics, e.g. skim pricing, penetration pricing, cost price, market price, price discrimination.

 Promotion tactics: push strategies, e.g. the promotional mix, customer loyalty schemes, product sampling, dealer loaders, extended credit, point of sale (POS) materials.

 Place tactics: pull strategies, e.g. distribution channels, online channels and smart technology, transport management, stock and handling, run through times, terms of delivery.

 Communication tactics: e.g. print, promotions, branding, the marketing message (content of the communication); role and importance of social media.

*If the student is taking the online course, he/she should submit his/her work individually.

Submission Guidelines for Students: I-Submission Guidelines for Students:

Word limit: The assessment will be based on the individual assignment of 4000 words (10% either side is acceptable) and assignment (guidelines: 10 Powerpoint slides together with no more than 3 pages or 1000 words of explanatory text attached to it). If the student is taking the online course, he/she should submit his/her 2nd part of work individually. Structure and format of written assignment You are advised to use the following format: Title page — the details of author, circulation, Declaration, Purpose of submission and date Declaration: as provided on the front sheet Contents — with page numbers. Introduction — the background, the issue and the aim of the investigation. Major sections — should cover answers to all tasks, clearly separated, covering the concepts used, the information collected, your reflections and the evaluation. Conclusions — overall findings of the investigation: the overall picture that has emerged and the implications. References — identification of literature and other sources used and referred to in the text

Appendix

Use standard business formats

Word process the material as far as is possible

The report should be grammatically correct and word processed. Pages should be numbered

All the assignments must be typed in Times New Roman, size 12, 1½ spacing, justified (aligned both left and right), have the standard cover sheet (to be uploaded to Moodle system) and be signed by the students (if they are working in a group) stating that the work is original Identify any references. Use the Harvard referencing system

Complete the title page and sign the statement of authenticity

You will pass the assignment only if you achieve all Pass criteria

Students must provide evidence that the learning outcomes of the subject have been met

The assignment will be checked for Plagiarism. Appropriate Actions will be taken as per College /Pearson Plagiarism Policy

Late work will only be marked on the next occasion the unit is taught. If the unit does not run again then you will need to pay a late assessment fee in line with the requirements of the College’s assessment policy

Attached to the assignment must be a plagiarism report, the Front sheet also to be completed and the declaration signed

Use Bloom’s triangle to evidence higher order skills

II - Plagiarism/Collusion Any act of plagiarism or collusion will be seriously dealt with according to the regulations. Plagiarism is presenting somebody else’s work as your own, It includes copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort; copying another student’s coursework; stealing course work from another student and submitting it as your own work. Collusion is working collaboratively with another learner to produce work that is submitted as the individual learners work. Suspected acts of plagiarism or collusion will be investigated and if found to have occurred will be dealt with according to the college procedure. Be aware of the College’s and Pearson policy for Plagiarism.

III - Submission and last date

Submit the hard and soft copies to Program Manager by target date.

a. All coursework must be submitted to the assigned person and a receipt must be obtained. Under no circumstances can any other member of College staff accept your coursework b. The copy of the coursework submitted will not be returned to you after marking

IV - Good Practice a. Make a backup of your work in different media (hard disk, memory stick etc) to avoid distress for loss or damage of your original copy b. Make an extra hardcopy of your work submitted for your own reference or later

V - Extension and Late Submission Normally the date of submission is final and non-negotiable. However, if you need an extension for a valid reason, you must request one using a coursework extension request form available from the college. Please note that the lecturers do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick.

VI - Assessment and Grading This assessment is based on achievements in the learning outcomes. In order to pass: All criteria identified in the assignment with reference to learning outcomes of the module must be met. Students may use Bloom’s taxonomy to deliver an answer evidencing attainment of higher level skills of analysis, application, evaluation, assessment, contrasting, innovation and synthesis.

Indicative resource materials

Textbooks Adair J – Effective Leadership: How to be a Successful Leader (Pan, 2009) ISBN 0330504193 Adair J – How to Grow Leaders: The Seven Key Principles of Effective Leadership Development (Kogan Page, 2009) 0749454806 Gold J, Thorpe R and Mumford A – Leadership and Management Development (CIPD, 2010) ISBN 1843982447 Kouzes J M and Posner, B Z – The Leadership Challenge, 4th Edition (Jossey- Bass, 2008) ISBN0787984922 Mullins L J – Management and Organisational Behaviour, 9th Edition (Financial Times/Prentice Hall, 2010) ISBN 0273724088

Journals Management Today (Haymarket Business Media) People Management (Chartered Institute of Personnel and Development) Professional Manager (Chartered Management Institute) Training Journal (www.trainingjournal.com)

Websites www.cipd.co.uk Chartered Institute of Personnel and Development

www.leadershipnow.com Articles and blogs on leadership challenges www.managementhelp.org Free management library for articles and blogs on leadership development planning www.managers.org.uk Chartered Management Institute – searchable database which members can use to access journal articles and other publications www.peterhoney.com Questionnaires and trainer packs www.strategicmanagement.net The

Strategic Management Society

Overall Assessments

This brief has been verified as being fit for purpose

Assessor

Signature Date

Internal verifier

Signature Date

All criteria identifying the learning outcomes in the assignment must be met. The presentation and report must have proper structure, the student must show a good theoretical knowledge, and underpin his/ her answers with theoretical support. The student must clearly apply theoretical models and clearly analyse and evaluate them with evidence. The student must use theory and deductive and inductive critical thinking. The task should provide an analytical, self-critical and evaluative assessment of the process. An actionable, suitable and acceptable strategy must be chosen along with an implementation plan; control tools should be effective. The Business environmental information gathered should be checked for accuracy and properly referenced, using Harvard referencing. All submissions must be signed and dated

Assessment sheet (Provisional Result) (For official use only)

LEARNERS ID/NAME :....................................................... CLASS (COURSE):............................................................ PGD- (Btech-Level-7) UNIT- : Strategic Marketing Management (UNIT 5) ASSESSOR(S)..................................................................

Learning Outcome Evidence for the criteria Tasks

Met the

criteria? Feedback

Assessor’s decision Referral/ Pass

Analyse the marketing goals that may be set by an organisation

A.1 Yes/No

Understand the processes involved in marketing management

Analyse the processes involved in marketing management A.2 Yes/No

Critically analyse the contribution of marketing management to the achievement of corporate objectives

A.3 Yes/No

Understand the tools used to develop a strategic marketing strategy

Analyse the processes involved in strategic marketing B.1 Yes/No

Critically analyse the relationship between marketing management and strategic marketing

B.2 Yes/No

Investigate the models used in setting strategic marketing objectives

B.3 Yes/No

Understand how marketing managers use strategic marketing techniques and tactics

Investigate the strategic marketing techniques that can be applied by an organisation

C.1 Yes/No

Investigate the application of the 7P marketing mix C.2 Yes/No

Evaluate the effectiveness of strategic marketing tactics applied in different organisations

C.3 Yes/No

Understand how marketing management is applied an organisational context

Analyse the role and functions of marketing management in an organisational context

D.1 Yes/No

Critically evaluate the appropriateness of strategic marketing objectives in a given context

D.2 Yes/No

Evaluate the effectiveness of marketing management in a given organisational context

D.3 Yes/No

Overall Final Grade:

Fail F

Referred R

Pass P Assessor’s/ Lecturer’s additional General feedback and comments:..........................................

Internal verification / Moderation General feedback and comments:.........................................

Assessors Signature:......................... Moderator’s Signature:.........................

Date:.............................................. Date:.................................................