MARKETNG 7104 - Marketing Management (M)
North Terrace Campus - Trimester 2 - 2019
General Course Information
Course Code MARKETNG 7104 Course Marketing Management (M) Coordinating Unit Business School Term Trimester 2 Level Postgraduate Coursework Location/s North Terrace Campus Units 3 Contact Up to 36 hours Available for Study Abroad and Exchange Y Course Description Marketing lies at the core of all business. Whatever the character or size of your entity, its profit can come from only one place; the marketplace. All businesses are dependent on the income they earn from their customers, clients or buyers. In most larger businesses it is marketing managers who are primarily responsible for keeping their company close to its customers. In any case, all those who have a direct responsibility for identifying, reaching and satisfying customers are engaged in marketing and everybody in a business needs to understand its marketplace activities. This course offers a complete introduction to professional marketing thought and action.
The course explains the nature and purpose of marketing, followed by the fundamentals of each of the most important marketing tasks. It analyses the business need for customer orientation, the evaluation of markets and the targeting of market opportunities. There is then assessment of buyer behaviour and the role of market information. In addition, the course explains how to integrate product and service decisions with those on pricing, distribution and promotion - and why this is necessary.
Course Coordinator: Mrs Janet Stone
Course Coordinator: Janet Stone
Room: Room 10.42, Nexus 10 Building
Tel: 08 8313 0090
Preferred method of contact is by email.
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning OutcomesOn successful completion of this course students will be able to:
1 Interpret complex marketing issues and problems using relevant theories, concepts and methods
2 Evaluate and synthesise new information and existing knowledge from a multitude of sources and experiences
3 Apply contemporary marketing theories to the demands of business and management practice
4 Critically analyse case studies to derive at recommendations to address marketing issues and opportunities
5 Recognise, and take account of, the importance of ethical conduct in marketing
6 Discuss Marketing Concepts in a professional and engaging manner
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) Deep discipline knowledge
- informed and infused by cutting edge research, scaffolded throughout their program of studies
- acquired from personal interaction with research active educators, from year 1
- accredited or validated against national or international standards (for relevant programs)
1,2,3,4,5 Critical thinking and problem solving
- steeped in research methods and rigor
- based on empirical evidence and the scientific approach to knowledge development
- demonstrated through appropriate and relevant assessment
4,5 Teamwork and communication skills
- developed from, with, and via the SGDE
- honed through assessment and practice throughout the program of studies
- encouraged and valued in all aspects of learning
4,5 Career and leadership readiness
- technology savvy
- professional and, where relevant, fully accredited
- forward thinking and well informed
- tested and validated by work based experiences
2, 6 Intercultural and ethical competency
- adept at operating in other cultures
- comfortable with different nationalities and social contexts
- Able to determine and contribute to desirable social outcomes
- demonstrated by study abroad or with an understanding of indigenous knowledges
3,4,5 Self-awareness and emotional intelligence
- a capacity for self-reflection and a willingness to engage in self-appraisal
- open to objective and constructive feedback from supervisors and peers
- able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
Required ResourcesText Book or Cengage NOW: Pride, William M., Ferrell, O.C., Lukas, Bryan A., Schembri, Sharon., Niininen, Outi. Marketing Principles, Cengage, 2015, Melbourne. 9780170254793
Purchase of a “Cengage Now” subscription is sufficient – all of the text information is contained as E-Book support on the website.
Online LearningCourse Website: www.myuni.adelaide.edu.au
Cengage NOW: http://login.cengagebrain.com/course/E-X7FG2JH8HHAFQ
Learning & Teaching Activities
Learning & Teaching ModesIntensive day seminar consist of lectures, discussions and case study presentations. You MUST be prepared to enter a discussion during each session.
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.The information below is provided as a guide to assist students in engaging appropriately with the course requirements. As a guide, a 3-unit course comprises a total of 156 hours work (this included face-to-face contact, any online components and self-directed study).
Students in this course are expected to attend all seminars and engage with any online learning content in the relevant weeks.
The 6 hour bi-weekly seminar has a flexible format. The amount of time presenting actual lecture material and tutorials may vary based on topic requirements. However, case studies will be presented each week after the first hour of the seminar.
Students are expected to prepare for each seminar as detailed below. The required readings assist in extending knowledge of the weekly topic. Tutorial questions and/or discussion case studies will involve student participation and presentation. Case studies should be read as students are expected to ask questions and discuss the student group’s presentation. The ‘Marketing Advice Report’ will also be covered in each seminar during tutorial time, to help students work towards their final assignment.
All required readings, case studies, seminar lecture slides and seminar Echo 360 recordings are available in MyUni Canvas course modules.
Additional reading materials (i.e. articles, examples, charts or tables), may from time to time, be also posted in MyUni modules to enhance learning.
Learning Activities Summary
SCHEDULE SESSION TOPIC LECTURE 1
- Key Concepts in marketing
- Marketing planning and strategy in a competitive environment
- Textbook chapter 1, readings
- Tectbook chapter 2, readings, discussion questions
- Marketing research and information systems
- Consumer behaviour
- Textbook chapter 3, readings, discussion questions, case study
- Textbook chapters 4 & 6, readings
- Segmentation, target markets and positioning
- Power of branding
- Textbook chapter 5, readings, discussion questions, case study
- Textbook chapter 7, readings
- Product decisions
- Develping and managing goods and services
- Textbook chpater 8, readings, discussion questions, case study
- Textbbook chapter 9, readings
- Pricing decisions
- Distribution decisions
- Textbook chapter 10, readings, discussion questions, case study
- Textbook chapter 11, readings
- IMC and MComms mix variables
- Ethics and review
- Textbook chapters 12, 13, 14 & 15, readings, discussion questions, case study
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Due Date Weight Basis Rlated Learning Outcomes Assignment 1
Participation - In class and tutorial
All sessions 10% Individual
- Recognise and take account of, the importance of ethical conduct in marketing
- Deliver an oral presentation in a professional and engaging manner
- Evaluate and synthesise new information existing knowledge from a multitude of sources and experiences
Six (6) On-line Quizzes
Week after each session 20% Individual
- Evaluate and synthesis new information and existing knowledge from a multitude of sources and experiences
Marketing Advice Report
Last session in term 25% Group
- Interpret complex markting issues and problems using relevant theories, concepts and methods
- Apply contemporary marketing theories to the demands of business an dmanagement practice
TBA 45% Individual
- Evaluate and synthesise new information and existing knowledge from a multitude of sources and expriences
- Critically analyse case studies to derive at recommendations to address marketing issues and opportunities
Assessment Related Requirements• To gain a pass for this course, a mark of at least 45% must be obtained on the examination as well as a total of at least 50% for individual work and a mark of 50% overall. Students not achieving the minimum exam mark will be awarded no more than 49 for the course.
• Assessment marks prior to the final exam will be displayed on the course website. Students are encouraged to check their marks and notify the Lecturer-in-Charge of any discrepancies.
• Legible hand-writing and the quality of English expression are considered to be integral parts of the assessment process. Marks may be deducted because of poor hand-writing.
• Students must attend at least 80% of classes or they will forgo their right to a supplementary exam on academic grounds
Assessment DetailAssignment #1 - Class Discussion (Individual grade 10%)
By the end of the course, I’ll know all of you pretty well. We will have spent a fair bit of time in a classroom and tutorial with you, seen some projects and taken attendance. This is ample opportunity for me to allocate 10% of the course mark to the quality of your contribution. This can be confronting for some people, but part of the transition to senior manager role involves being prepared to comment when the opportunity arises.
So this component of assessment in the course is essentially around the session’s tutorial class (case study, discussion questions, general participation), but general engagement within the class lectures is good too.
So for Assignment 1 the overarching criterion is as follows:
The instructor’s subjective assessment of the student’s contribution to the discussion of marketing concepts, principles and examples.
Assignment #2 – Six (6) Quizzes (Individual grade 20%)
There will be six (6) quizzes given throughout the tirmester. The quizzes will relate to material covered in the sessions and textbook in the preceding week(s).
The quiz is to be completed online and will be available from Friday at 5:00pm until midnight on the Sunday night.
Correct answers will be available for students the following week.
Assignment #3 – Company Marketing Advice (Group – Grade 25%)
3000-3500 words – table of contents, appendices and tables are excluded from a word count.
Students will be formed into small groups and will act as a consultant to the company of your choice.
As a group, you are required to provide marketing advice to your client. This is loosely in the form of a marketing plan and needs to follow the rubric as given below.
Each week’s lecture and discussion content build to assist you in creating this piece of marketing advice. There is substantial weekly support at the Cengage NOW website http://login.cengagebrain.com/course/E-X7FG2JH8HHAFQ as we work through this.
It is also recommended that you review Preparing a Marketing Plan prepared by Dr. Chris Medlin. This is available in MyUni Canvas modules.
Marketing Plan Rubric:
1. The Marketing Environment
This section is an analysis of the marketing environment. The marketing environment consists of external forces that directly or indirectly influence an organisation’s acquisition of inputs (human, financial, natural resources and raw materials, and information) and creation of outputs (goods, services, or ideas).
A competitive analysis should also be provided in this section.
2. SWOT Analysis
One tool marketers use to assess an organisation’s strengths, weaknesses, opportunities and threats is the SWOT analysis.
Strengths and weaknesses are internal factors that can influence an organisation’s ability to satisfy its target markets.
Opportunities and threats exist independently of the organisation and therefore represent issues to be considered by all organisations, even those that are not competitors.
3. Marketing Objectives
A marketing objective states what is to be accomplished through marketing activities.
Marketing goals should be based on a careful study of the SWOT analysis and should relate matching strengths to opportunities and/or convert weaknesses and threats.
4. Marketing Strategy
The next phase in strategic planning is the development of strategies for each functional area of the organisation.
Within the marketing area, a strategy is typically designed around two components: (1) the selection of (a) target market segment(s) and (2) the creation of a marketing mix that will satisfy the needs of the chosen target market.
5. Implementing Marketing Strategies
Marketing implementation is the process of putting marketing strategies into action.
6. Controlling Marketing Activities - Audit
The formal marketing control process, or audit, includes the establishment of performance standards, evaluation of actual performance by comparing it with established standards, and reduction of differences between desired and actual performance.
• Read and understand the Rubrics elements.
• Present the case in report format with subheadings and paragraphs following a logical structure.
• Use tables, diagrams and further analysis of data to clarify, illustrate and supplement analysis and support your recommendations.
• Use page numbers and 1½ spacing for ease of reading and feedback.
• Use citations from original sources when they are used, using an accepted format such as Harvard. If sources have not been acknowledged, they will be considered as plagiarised!
• Proof read your reports thoroughly, for grammatical and spelling errors.
• Submit your report to Turnitin. You can continue to submit until you are happy with your similarity score. Then submit your FINAL report as per detailed in 5.4 Submissions.
• (DO NOT) Use bullet points unless you are simply presenting a list which is self-explanatory. Bullet points do not lend themselves to discussion and explanations.
• (DO NOT) Copy material or use ideas from other sources without acknowledging the source. Failure to acknowledge the source will be interpreted as plagiarism which is a serious offence.
• (DO NOT) Use SWOT analysis as the only form of analysis - this is a good starting point but you will need to go much further using the concepts from the course as the framework. You may summarise the SWOT analysis in a diagram or a table and briefly explain it in the body of the report.
Final Exam - (Individual 45%)
SubmissionPresentation of Assessments
• Please retain a copy of all assessments submitted.
• All assessments must be submitted electronically through the MyUni assignments portal (including Turnitin) and in hard copy if requested.
• Please attach an ‘Assessment Cover Sheet’, which is signed and dated by you before submission.
• All group assessments must be attached to a ‘Group Assessment Cover Sheet’, which must be signed and dated by all group members before submission. All team members are expected to contribute approximately equally to a group assessment.
• Lecturers can refuse to accept assessments which do not have a signed acknowledgement of the University’s policy on plagiarism.
Once your paper is in, it’s in. You can’t take your assessed paper, rework it and resubmit it.
Re-Marking / Disputes
The markers work very closely for consistency. They mark to rubrics (that you have) and they consult throughout the marking process. If you wish to dispute a mark you’ve been given, you need to raise it with the lecturer in charge within a week, giving the areas (referring to the rubric) that you think deserve more attention. You might get an email in response, but you’ll probably be asked to come in and see the lecturer.
Late Assignment SubmissionL
Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by according to the schedule below. Submitting your assignment late (with or without an extension) also means you miss the primary marking cycle; it probably will get returned to you a lot later than your classmates get theirs.
Return of Assignments
You will be given a PDF of the completed rubric for your assignment. We expect to do that within two weeks of your submission.
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.
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.
- Academic Support with Maths
- Academic Support with writing and speaking skills
- Student Life Counselling Support - Personal counselling for issues affecting study
- International Student Support
- AUU Student Care - Advocacy, confidential counselling, welfare support and advice
- Students with a Disability - Alternative academic arrangements
- Reasonable Adjustments to Teaching & Assessment for Students with a Disability Policy
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
- Academic Credit Arrangement Policy
- Academic Honesty Policy
- Academic Progress by Coursework Students Policy
- Assessment for Coursework Programs
- Copyright Compliance Policy
- Coursework Academic Programs Policy
- Elder Conservatorium of Music Noise Management Plan
- Intellectual Property Policy
- IT Acceptable Use and Security Policy
- Modified Arrangements for Coursework Assessment
- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
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.
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