MARKETNG 7032 - Strategic Marketing (M)

North Terrace Campus - Semester 2 - 2014

The course examines the development and implementation of marketing strategy by providing a framework from which to identify and evaluate strategic options and programs. Topics: forecasting and contextual possibilities, product-market definition, relationships with channels of distribution, relationships with customers, competitive analysis, financial models for marketing strategists, portfolio models, strategic assessment of offerings, marketing strategy implementation systems. This is a capstone subject therefore students need to have a strong foundation of marketing knowledge gained from a range of marketing subjects to take this course.

  • General Course Information
    Course Details
    Course Code MARKETNG 7032
    Course Strategic Marketing (M)
    Coordinating Unit Business School
    Term Semester 2
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Up to 3 hours per week
    Assumed Knowledge Capstone course for M Com (Marketing) pathway - must be taken in final semester of study.
    Course Description The course examines the development and implementation of marketing strategy by providing a framework from which to identify and evaluate strategic options and programs. Topics: forecasting and contextual possibilities, product-market definition, relationships with channels of distribution, relationships with customers, competitive analysis, financial models for marketing strategists, portfolio models, strategic assessment of offerings, marketing strategy implementation systems. This is a capstone subject therefore students need to have a strong foundation of marketing knowledge gained from a range of marketing subjects to take this course.
    Course Staff

    Course Coordinator: Mr Nigel Barker

    1st Semester:

    Name: Ercan Tirtiroglu
    Email: ercan.tirtiroglu@adelaide.edu.au
    Course Website: www.myuni.adelaide.edu.au

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    2nd Semester:

    Name: Nigel Barker
    Location: TBA
    Telephone (mob): 0408 890 174
    Email: nigel.barker@adelaide.edu.au
    Course Website: www.myuni.adelaide.edu.au

    Consultation times: Directly after class or by appointment.
    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

    Fri 22 Aug

    Session 1
    Introduction to strategy
    Markstrat introduction; Form Groups – group dynamics;
    Suggested reading:
    Markstrat practice decision (1)
    Walker 1, Markstrat3
    (Best 1)

    Session 2
    Corporate and business strategy
    Markstrat Decision (1)
    Suggested reading:
    Walker 2 & 3
    (Best 2, Aaker and Mills 1, 2)

    Sat 23 Aug
    Session 3
    Environmental analysis
    Markstrat Decision (2)
    Suggested reading:
    Walker 4, 5
    (Best 3, 4, 5)

    Session 4
    Targeting attractive segments
    Markstrat Decision (3)
    Walker 6, 7
    (Best 6, 7)
     
    Fri 29 Aug
    Session 5
    Branding
    Markstrat Decision (4)

    Session 6
    Strategies for new market entry
    Markstrat Decision (5)
    Suggested reading:
    Walker 8
    (Best 12)
      
    Sat 30 Aug
    Session 7
    Strategies for growth markets
    Markstrat Decision (6)
    Suggested reading:
    Walker 9

    Session 8
    Strategies for mature and declining markets
    Markstrat Decision (7)
    Suggested reading:
    Walker 10
    (Best 13)
     
    Fri 12 Sept 
    Session 9
    Strategies for new economies
    Markstrat Decision (8)
    Suggested reading:
    Walker 11
     
    Session 10
    Implementation and control
    Suggested reading:
    Walker 12, 13
    (Best 13, 14, 15)

    Sat 13 Sept
    Preparation and Final Presentations
     
  • Learning Outcomes
    Course Learning Outcomes
    The marketing profession presently faces a number of demanding challenges brought about by a rapidly changing corporate environment and the consequent necessity for a greater participation by marketing executives in the strategic planning process. Increasingly, marketing strategy is being recognised for its central role in the development of organisational strategy and its vital contribution to organisational success.

    As a capstone course in marketing, the broad objectives of the course are to provide an integrated approach to the study of marketing strategy and its broader role within the organisational planning process. Thus, it seeks to move beyond the more limited "managerial" marketing focus towards recognition of the broader influence of marketing in corporate planning and decision-making. Fundamental to this process is an understanding of the competitive environment and the development of a "sustainable competitive advantage". In this context, an awareness of the financial implications of marketing strategy decisions is important.

    Moreover, this course recognises that, at its heart, marketing strategy development is a process of structured creativity. In addition, strategy is a craft of pulling together and applying a number of theories and models, and requires practice to master. As a consequence, a significant proportion of the course will be devoted to providing realistic experience with practice articles, cases, etc., (rather than rote lecture).

    Further, the course seeks to provide students with some experience of the organisational context within which the discipline of marketing is practised by providing a blend of group and individual work in both theoretical and practical project areas.

    This is a capstone course in marketing, and it is presumed that students will have a thorough knowledge in the following courses: Marketing Principles; Consumer Behaviour; Marketing Communications; Brand Management and Market Research.


    Course Learning Objectives:

    By the end of this course students should be able to:
    1. Understand key principles of marketing strategy
    2. Explain marketing and strategy concepts and ideas in their own words
    3. Think strategically about marketing issues and provide recommendations
    4. Critically evaluate an organisation’s strategic approach
    5. Apply key learning to a company’s strategic (marketing) efforts through detailed exploration
    6. Prepare a professional, logical and coherent report in the form of a marketing plan
    7. Deliver an oral presentation in a professional, engaging manner
    8. Successfully work as a team
    9. Develop an argument and express themselves clearly in both written and oral communication
    10. Consider ethical issues


    University Graduate Attributes

    This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

    University Graduate Attribute Course Learning Outcome(s)
    Knowledge and understanding of the content and techniques of a chosen discipline at advanced levels that are internationally recognised. 1, 2, 3, 4, 5, 6, 8
    The ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner. 1, 2, 3, 4, 5, 6
    An ability to apply effective, creative and innovative solutions, both independently and cooperatively, to current and future problems. 5, 6, 7
    Skills of a high order in interpersonal understanding, teamwork and communication. 8
    A proficiency in the appropriate use of contemporary technologies. 1, 2, 3, 4, 5, 6, 8
    A commitment to continuous learning and the capacity to maintain intellectual curiosity throughout life. ALL OBJECTIVES
    A commitment to the highest standards of professional endeavour and the ability to take a leadership role in the community. ALL OBJECTIVES
    An awareness of ethical, social and cultural issues within a global context and their importance in the exercise of professional skills and responsibilities. 10
  • Learning Resources
    Required Resources
    Due to the complexity of the subject, many texts can aid understanding. The main text is:
    • Walker, O,. Gountas, J,. , Mavondo, F,. Mullins, J,. Marketing Strategy: A Decision-Focused Approach. McGraw-Hill, 2012 (or an earlier version). The key references (as recommended resources) are listed in 3.2, below.
    • Students also need to purchase a license for the Markstrat simulation.   
      To purchase a NEW MarkStrat Online Handbook with its own serial number (an old one will not work), go to: http://estore.stratxsimulations.com/
    THE MARKSTRAT SIMULATION MUST BE PURCHASED BEFORE THE FIRST SESSION.  DETAILS ON REGISTERING WILL BE POSYTED ON MYUNI ONE WEEK BEFORE THE FIRST SESSION.
    Recommended Resources
    • Aaker, D.A., and Mills, M.K, Strategic Market Management, (Pacific Rim Edition): Brisbane, Wiley, 2005;
    • Best, R., Market-Based Management – fourth edition, Pearson, 2005;
    • Brown L., Competitive Marketing Strategy - second edition, Nelson ITP, 1997;
    • Jain, S. Marketing Planning & Strategy – sixth edition, Thomson. 2004;
    • Wee Chow Hou et al, Sun Tzu War & Management, Addison-Wesley, 1991
    • A range of additional articles is also provided to add depth of understanding on the subject area and to provide information on the latest thinking within the discipline.
    Periodicals:
    • Asian Wall Street Journal;
    • European Journal of Marketing;
    • Fortune;
    • Harvard Business Review;
    • The Economist.
    • Read also the Business Section of The Australian and The Age.

    Additional case studies and articles will be distributed in class or via MyUni.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    The subject will be taught in intensive mode over three weekends.  The classes will be workshop based with some lecture content but class participation a major aspect of the learning experience.
    Workload

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    Due to the nature of intensive classes students must be prepared to fully focus on the subject straight from the first session.

        
    Students should be familiar with Markstrat and its demands before attending the first session.  They must also be prepared to fully participate in a group in order to make ongoing strategic decisions.

    Learning Activities Summary

    No information currently available.

  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary
    Your course mark will be made up of four parts:
     
    1. Case study submission (individual). Due: start of Session 5 & Session 9. 20%
    Related learning outcomes: 1, 2, 3, 4, 9, 10

    2. Markstrat performance (group). Due: Each session 10%
    Related learning outcomes: 5, 8

    3. Markstrat evaluation and review report and presentation (group). Due: Final session.  Report 15%, Presentation 5%
    Related learning outcomes: ALL

    4. Final examination 50%
    Related learning outcomes: 1, 2, 3, 4, 9, 10

    Total 100%
    Assessment Detail
    1. Case Studies 20%.  Students will be allocated two case studies from the main text.  Students will also be allocated questions relating to the case stuidies and must answer the related questions in a 1500 word report.  Marks will be awarded based on the addressing of the individual questions with ful mark breakdowns being available on MyUni.   


    2. Markstrat Simulation.  Online simulation activity. 10%

    Students will participate in the computer-based marketing management and strategy simulation Markstrat Online. It is a sophisticated marketing simulation that provides a challenging decision-making exercise in which complex strategic marketing decisions must be made within a competitive and realistic context. Students will participate in their allocated study group and, as a group, will manage their hypothetical firm in competition with other teams over the course of the program. The objective of this exercise is to place students into a realistic operating environment that requires the integration of complex strategy, marketing research, planning and decision-making. Groups will be evaluated on the basis of their overall strategies and competitive results. Groups are expected to be democratic and self-managing. The decision rules of the game are detailed and extensive. Thus, it is essential that each student has access to a copy of the student manual and makes continual reference to it. The game requires eight decisions to be made simulating eight years of operations. Decisions will be made according to the program in this guide. Decisions must be received by due dates/times.

    In preparation for your first class please make sure that you are completely set up to participate in the MarkStrat Simulation.

    You MUST have this in Session One to participate.

    MarkStrat Simulation.
    Marks will be awarded based on financial performance of each group in the simulation. 


    3. Review report and presentation 20%
    In the final session, each company will present in class a briefing to the new team that will take over the management of their firm, and should include the following elements:
    · Analysis of past performance
    · Main strategies pursued
    · Main adjustments made to changes in the environment
    · Key points learned through past successes and failures
    · Recommendations for the future
    Each company will have a maximum of 20 minutes to verbally present and will also be required to submit a report of approximately 2500 words immediately after the presentation. The presentation component is worth 5% with the report itself being 15%.

    4. Final exam (50%): The format and exam approach will be discussed in class
    Submission

    No information currently available.

    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    M10 (Coursework Mark Scheme)
    Grade Mark Description
    FNS   Fail No Submission
    F 1-49 Fail
    P 50-64 Pass
    C 65-74 Credit
    D 75-84 Distinction
    HD 85-100 High Distinction
    CN   Continuing
    NFE   No Formal Examination
    RP   Result Pending

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through Access Adelaide.

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.