mngt6251 marketing management (intensive)

Never Stand Still Business School

AGSM @ UNSW Business School

business.unsw.edu.au/agsmCRICOS Code 00098G

Session 1, 2015

MNGT6251Marketing Management

(Intensive)

Published in 2015 byUNSW Australia Business School

UNSW AustraliaSydney NSW 2052

CRICOS Provider Number: 00098G

This document is copyright. Apart from fair dealing for the purposes of private study, research, criticism or review, as permitted under the Copyright Act, no part may be reproduced

by any process without written permission. Inquiries should be addressed to the publishers, UNSW Australia Business School.

The UNSW Business School is actively monitoring student learning and quality of thestudent experience in all its programs. A random selection of completed assessmenttasks may be used for quality assurance, such as to determine the extent to which program learning goals are being achieved. The information is required for accreditation purposes, and only aggregated findings will be used to inform changes aimed at improving the quality of UNSW Business School programs. All material used for such processes will be treated as confidential and will not be related to course grades.

Marketing Management

(Intensive)

Course overview

MM(i) 2015

We welcome ideas to improve these course materials.

Please email suggestions to [email protected]

Published in 2015 byUNSW Business School

UNSW AustraliaSydney NSW 2052

CRICOS Provider Number: 00098G

This document is copyright. Apart from fair dealing for the purposes of private study, research,criticism or review, as permitted under the Copyright Act, no part may be reproduced

by any process without written permission. Inquiries should be addressedto the publishers, UNSW Australia Business School.

The UNSW Business School is actively monitoring student learning and quality of thestudent experience in all its programs. A random selection of completed assessmenttasks may be used for quality assurance, such as to determine the extent to which program learning goals are being achieved. The information is required for accreditation purposes, and only aggregated � ndings will be used to inform changes aimed at improving the quality of UNSW Business School programs. All material used for such processes will be treated as con� dential and will not be related to course grades.

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Contents

Course calendar 1

Session 1, 2015 1

Course outline 2

Course structure 4

The history of marketing in Australia 9

Assessment 11

Summary of requirements 11

Assessment policy 11

Assessment criteria 12

Assessment 1: Organisation and environmental analysis 12

Assessment 2: Marketing strategy development 17

Assessment 3: Online discussion 19

Final examination 21

Learning technology 22

Learning resources 22

Learning materials 22

Web based support 23

eLearning 24

Administrative support 25

People who prepared this course 27

Course leaders 27

Writers 28

Appendices 29

Course overview 1

Course calendar

Session 1, 2015Marketing Management (Intensive)MBA (Executive)

Week no. Week begins Unit Assessment due (% weighting) Scheduled class meetings

1 2 February 1Teleconference

(date and time will be advised by email from facilitator)

2 9 February 2

3 16 February 3

4 23 February 4

5 2 March 5Intensive Workshop 1

Saturday 7 March (9am-5pm) Sunday 8 March (9am-5pm)

6 9 March 6

7 16 March 7Assessment 1

due Monday 16 March, midday AEDT (25%)

8 23 March 8

9 30 March 9

Break week

10 13 April 10

Assessment 2Group Assignment (20%)

presented in class on Sunday April 19

Intensive Workshop 2 Saturday 18 April (9am-5pm) Sunday 19 April (9am-5pm)

11 20 April 11

12 27 April 12 Assessment 3* (10%)

Final Exam (Saturday 9 May) 45%

* Assessment 3 involves ongoing online dialogue in weeks 1-12, totalling 10%

2 Marketing Management

Course outline

Marketing Management is designed to introduce you to the full range of activities performed by a marketing-oriented manager. As an introduction to the area, it is beyond the scope of this subject to cover the wide range of specialist topics that would be needed to turn you into a marketing manager. This subject is intended only as an introduction to the key principles and activities necessary for you to have an appreciation of the importance of the role that marketing plays in the management armoury of every organisational leader and manager. The framework outlined in this course has been used by many large and small organisations to improve their marketplace performance. You will be required to analyse the practises of your own organisation, and of your competitors, in servicing customers by utilising the ideas presented in this course. At the end of this course, you should be able to view any business from a marketing-oriented perspective.

When you have completed this course you should be able to:

• apply marketing principles to your own workplace, and

• look at a new market or business and apply theory and concepts to that situation.

Marketing Management emphasises the importance of looking at any organisation through your customers’ eyes. To do this, the course will help you to understand what your customers want and to identify how and why they make certain choices. It is then necessary to quantitatively measure demand and attempt to forecast its future levels, magnitude and timing.

Because Marketing Management is an introductory course, it is important to note that this course only provides you with knowledge of the basic ideas involved in creating customer value. You will cover more advanced methods of marketing in the final year of the MBA (Executive).

Course overview 3

Program Learning GoalsThis course contributes to the development of the MBA (Executive) Program Learning Goals, which are the qualities, skills and understandings we want you to have by the completion of your degree, as indicated below:

• An in-depth engagement with the relevant disciplinary knowledge in its interdisciplinary context

• Team based skills

• Critical and analytical thinking

• Decision-making and problem-solving

• An ability to manage change.

Program Learning Goals are developed throughout the program of study. Each course will not necessarily address all Program Goals or develop them to an equal extent


Course structure

The course is structured as follows:

Unit 1: Introduction to marketing: A strategic perspective

This opening unit introduces the basic notion of marketing management, from modern definitions to modern practices. We also present a framework for marketing management that should help you to understand marketing’s role in the organisation.

In this unit, we also introduce the topic of marketing strategy. Fit within the context of marketing management, we highlight the importance of the strategic planning of marketing activities. We focus on identifying sustainable competitive advantages and creating strategies that align with organisational goals. To facilitate this, we introduce key perspectives or tools to develop a market and customer-driven organisation. For example, current trends in marketing call for the need to develop relationships with customers rather than just engage in exchanges or transactions. As a result, customer relationship management (CRM) programs have emerged as one way to meet this need.

Unit 2: Products – Goods, Services and Brands

In this unit, we will begin by defining ‘products’ and the various types of products available in the marketplace. Next, we will discuss services, with a special emphasis on the differences between goods and services, as well as some unique factors that marketing managers must consider when working with services. We will also highlight the role of marketing within the public service sector. Finally, we conclude with a discussion of brands, where we emphasise the role that brands can play in marketing strategy.

Unit 3: Buyer Behaviour

Buyer behaviour is a critical aspect of marketing management. In this unit, we will recognise that there are two main types of markets or customers that organisations try to serve: business-to-business markets (B2B) and business-to-consumer markets (B2C). This unit will explore the buying decision processes for both consumers and business customers, as well as identify what factors influence this process. We will focus on the key similarities between business customers and retail customers, as well as the key differences.

Course overview 5

Unit 4: Managing information and market research

Once we understand, in general, how consumers make decisions, we will explore how we, as managers, can begin to understand our customers. Critical to understanding customers is obtaining information about the customers themselves, including what they value, why they derive value from some things and not others, when they plan on purchasing next, what products or services they typically purchase, etc. In addition to understanding our customers, we also have to understand the marketplace or industry in which we conduct business. Thus, we will touch on ways in which you can gather market research on the industry as a whole, as well as your competitors.

Unit 5: Segmentation, targeting and positioning (STP)

In this unit, we will discuss segmentation, targeting and positioning (STP). STP is one of the foundations of marketing strategy. Market segmentation occurs when a firm identifies diversity among the potential buyers in the marketplace – where needs and wants are different among different groups. For example, consider the market for car repair services. One segment may exist that wishes to have a car repaired for the cheapest amount possible and does not give much weight to the appearance of the car repair shop or the availability of a temporary courtesy replacement car. However, another segment may exist that uses cues from the environment (e.g. the appearance of the employees and the shop) to make a judgment about whether to take their car there. In addition, this segment may only take their car to a shop that offers courtesy cars while the car is being serviced. Here, we have two distinct segments, where the needs and wants of the segments differ.

Once different segments are identified, a firm must choose which of those segments are viable for targeting – in other words, which segments would make the best customers? It is very possible for a segment to exist that a firm does not want to target – for example, the car repair shop noted above may not have the wherewithal to renovate their shop or provide courtesy cars, and thus would only target the first segment mentioned. Likewise, when deciding which segments to target, tobacco and alcohol companies should not target underage girls and boys for their products, even though a segment may exist.

Finally, once a target segment has been identified, a firm must decide how best to position its product or service. Positioning is the strategic decision about what the key selling points are, what the competitive advantages are, etc. Importantly, positioning is not simply advertising or promotion. Advertising/promotion only deals with how the positioning is communicated – this topic will be discussed further in Unit 9.


Unit 6: Product management and designing products

Once we have covered the basic strategic marketing issues, we turn to the tactical marketing issues. Tactical marketing issues are those actions a firm takes to implement its marketing strategy. Marketing tactics include the marketing mix, or four Ps, for goods and the seven Ps for services. In this unit, we focus on the first P, product. Here, we will address issues surrounding development of new products and services – how can we create the product that will fulfil effectively the needs and wants of the target segment we have selected?

Unit 7: Marketing tactics – Pricing

In this unit, we tackle the second ‘P’ – Pricing. We need to understand the prices (money, time & effort) customers are asked to exchange for the products they are offered. We also examine specific pricing tactics and the market conditions in which they are most effective. Another focus of the material is to identify different methods of setting prices. In all cases, it is important that price is set in such a way that it reflects the value received by the customers.

Unit 8: Marketing tactics: Distribution (Place)

In this unit, we tackle the third ‘P’ – Place (Distribution). Issues surrounding the ‘place’ where products and services can be purchased are important. Here, the focus is on the distribution tactics – where will the goods/services be made available to optimise the balance between coverage (number of customers reached), economics (is it profitable and who makes the profit) and strategic control?

Unit 9: Marketing tactics: Integrated Marketing Communications (IMC)

In this unit, we conclude our discussion about the marketing mix by discussing marketing communications. In the past, this has primarily been considered the fourth P – promotion. However, in the past several years, marketers have begun to view marketing communications as much more than just promotion. Therefore, we will examine several forms of communication, as well as highlight the importance of integrating all messages across the organisation, so that customers receive consistent communications about an organisation’s products. In addition, we will revisit the additional three Ps found in services marketing – people, process and physical evidence, which all have an effect on the overall communication strategy of the organisation.

Course overview 7

Unit 10: Satisfaction and loyalty: Implications for business profit

This unit will discuss the importance of creating satisfied customers by illustrating the impact that satisfaction can have on customer retention or loyalty. We will discuss the benefits of focusing on a customer retention strategy (i.e. financial impact of retaining customers), rather than merely focusing on a new customer acquisition strategy.

Unit 11: The marketing plan: Implementation and control

In this unit, we focus on the key issues that need to be addressed in order to successfully implement your marketing strategies and tactics. In addition, we highlight key ways in which you can measure and monitor the effectiveness of your marketing strategies and tactics.

Unit 12: Applying the marketing framework to business problems: Exam review

The purpose of this unit is to help you solidify the knowledge and skill you have gained from the material by applying them to business problems. This unit is designed to help you think about additional problems that you might face as managers with some responsibility for marketing. You will have the opportunity to address a key problem associated with each unit. In addition, you will be able to tackle a few issues that cross over several units. This unit will also help prepare you for the final exam.

ReferencesWe have referenced material from several key texts. These include:• Bednall, D. 2004, ‘Understanding value through marketing

Information’, in M. Gabbott (ed.), Introduction to marketing: A value exchange approach, Pearson Prentice Hall.

• Brassington, F. & Pettitt, S. 2005, Essentials of marketing, Pearson Education Limited.

• Kotler, P., Brown, L., Adam, S. & Armstrong, G. 2004, Marketing, 6th edn, Pearson Prentice Hall.

• Kotler, P. & Keller, K. L. 2009, Marketing Management, 13th edn, Pearson Prentice Hall.

• Quester, P. G., McGuiggan, R. L., McCarthy, E. J. & Perrealt Jr., W. D. 2004, Marketing, McGraw-Hill, Australia.

• Zeithaml, V. A. & Bitner, M. J. 2004, Services marketing: integrating customer focus across the firm, 4th edn, McGraw-Hill.


These are all well-written and well-designed textbooks with interesting perspectives on the Australian marketplace, as well as the world economy.

Several other Australian and American books have been used in the development of the material. In addition, excerpts and vignettes from magazines such as Business Week, Fortune, BRW, etc. have been included. Finally, articles from leading international journals such as Harvard Business Review, Journal of Marketing and Journal of Marketing Research have been utilised for the material, some of which have also been included as optional readings in selected units. All units will include a reference section that will highlight the key cites used in preparing that unit.

Course overview 9

The history of marketing in Australia

It is interesting to trace how various types of Australian organisations have adopted marketing as an integral part of their operations. Marketing, as a business discipline, began in the 1940s (see Figure 1). The consumer packaged goods companies were the first Australian firms to practise marketing in any significant way. Then consumer durable goods (e.g. companies manufacturing cars and white goods) started using marketing practices in the 1960s. By the 1970s, consumer services organisations like banks, insurance companies and the tourism industry were using marketing strategies to help achieve their corporate objectives. Then in the 1980s, we witnessed industrial equipment manufacturers and business-to-business firms, such as management consultants, begin to adopt marketing practises. Recently, statutory authorities (e.g. Sydney Water), non-profit organisations (e.g. hospitals) and government departments (e.g. the Australian Taxation Office), have developed a marketing orientation. Internet and technology-driven companies have started adopting sophisticated marketing practices, particularly related to segmentation, targeting and positioning.

Similar to many other ‘modern’ economies, as the Australian economy has evolved, the service sector has taken over as the primary contributor to GDP. For example, in Australia, more than 80 per cent of GDP is derived from service-related transactions, rather than from physical goods. Thus, providers of services have now increasingly adopted a marketing orientation. Across all industries, there is a broader awareness that we live in an increasingly sophisticated, critically astute and competitive market society. To survive and prosper, it has become necessary for companies and other organisations to engage and interact with this dynamic social environment. Thus, organisations find themselves in the necessary position of having to engage in marketing-related strategic planning and to implement marketing tactics that will address the needs of the marketplace.


Figure 1: Diffusion of marketing in Australia

Penetrationinto

Australianorganisations

1940s 1950s 1960s 1970s 1980s 1990s

Consumerpackaged

goods

Consumerdurables

Industrialequipment

Business tobusiness

Statutory authorities, non-profit

and services

100%

Internet and technology-

driven companies

NewMillennium

ConclusionThe discussion above provides a framework for the course, Marketing Management, giving an overview of how each unit contributes. Marketing Management introduces, explores and draws together all the factors that determine success in marketing in Australia. The course presents the essential concerns that impact on the decisions faced by management with respect to marketing and provides the tools for constructing an informed and marketing-oriented approach to business.

Course overview 11

Assessment

Summary of requirementsIn order to pass this course, you must:

• achieve an aggregate (overall) mark of at least 50, and

• achieve a minimum pass grade in the final examination.

Assessment 1: Organisation and environmental analysisWeight: 25% of total marks Maximum length: 10 pagesDue: Monday, 16 March 12 noon (Australian Eastern Daylight Time)

Assessment 2: Marketing strategy developmentWeight: 20% of total marksLength: 20-minute in-class presentationDue: Sunday, 19 April in workshop

Assessment 3: Online discussionWeight: 10% of total marksMaximum length: 10 postings, 200 words maximum for each posting Date: Ongoing in weeks 1-12

Final examinationDate: Saturday, 9 May 2014Weight: 45% of total marksDuration: 2 hours

The approach to assessment in the MBA (Executive) Program is to use it as a component of the learning process. In Marketing Management, the assignments and exam are designed to encourage you to apply what you learn.

Assessment policyThe assessment process plays two roles: it provides feedback to you on your progress, and is a means of testing and grading your performance. All information on assessment is provided in the Assessments and examinations section of the AGSM website at :

https://www.business.unsw.edu.au/agsm/students/resources/assessments-and-examinations

Please refer to these policies for details on how to present your assignments.




Assessment criteria Unless otherwise stated, your assignments will be graded with a Fail, Pass, Credit, Distinction or High Distinction, using the following criteria:

• Extent to which relevant theory, frameworks and concepts from the course are selected and understood.

• Ability to explicitly apply relevant theory, frameworks, and concepts.

• Extent to which findings or recommendations are supported by reasoned arguments, and analysis of facts and evidence.

• The effectiveness of the communication and presentation of ideas

• Adherence to formatting and submission requirements.

A grid giving details of the assessment criteria for each assessment will be posted in the Resources area of the Moodle module for this subject.

Assessment 1: Organisation and environmental analysisWeight: 25% of total marksDue: Monday, 16 March 12 noon (Australian Eastern Daylight

Time)Length: A maximum of 10 pages, in standard AGSM format.

This length limit includes any text, figures, tables, in-text references, and appendices. This limit does not include the cover page, table of contents, or list of references (at the end of assignment).

Formatting: Unless otherwise indicated in this overview, you should follow the standard AGSM assignment formatting requirements described on https://www.business.unsw.edu.au/agsm/students/resources/assessments-and-examinations

Also, please ensure that the report includes page numbers on each page.

Submission: Submit a soft copy of your assignment (in .pdf or Word format) to your facilitator by email. This copy should also have attached an assessment cover sheet, shown in Appendix 5.

A soft copy of the assignment must also be uploaded onto Moodle via the Turnitin plagiarism checking software. This copy should not include the assessment cover sheet. Upload instructions will be provided on Moodle.



Course overview 13

PurposeThis assignment requires you to undertake the process of analysing your own organisation and its operating environments from a marketing perspective. The focus of this assignment is Units 1–5. You will provide an overview of your organisation, as well as detail the type of orientation towards marketing it takes. You are also required to examine and analyse the context and environments in which your organisation operates (its industry and the macro-environmental forces impacting on the industry).

Here, you are not just reporting what your organisation is doing now and what ‘orientation’ it displays in its marketing strategies, but also assessing whether its orientation towards marketing is likely to (or perhaps should) change in the future. You will also need to examine what forces are driving the marketing environment and strategies that your organisation is (and should be) employing.

In the assignment you must work towards identifying your organisation’s marketing situation now, and the operating environment and strategic landscape affecting it. You will go about this by examining and critiquing its orientation, as well as by illustrating and interpreting information about the 5Cs as they pertain to your organisation. This will include a description of your customers and their behaviour, competitors, the company (or organisation), collaborators and the context. Finally, you will comment on how your organisation learns or gathers information about the 5Cs.

You must critically analyse your organisation’s current orientation and its position with respect to the 5Cs. In addition, you should be able to reflect on the type of information your organisation utilises to understand the environment in which it conducts business.

In preparing your answer to the assignment it may be helpful to consider it from the perspective of an outside consultant who is hired to critically evaluate your organisation’s current marketing position and operating environments.

You may find the Marketing Audit template provided in Appendix 3 to be useful. Though we have not touched on every issue addressed in the Marketing Audit, it may help you think through various aspects of your organisation.

Note: If your organisation has many offerings, you should select one and provide more depth on that offering, rather than being very general about the entire organisation.


You have the option of working on this assignment alone, or in pairs with another student in the same class. This latter option may be useful in the following situations:

i) You know your organisation and its marketing so well that you may have difficulty in making this knowledge explicit or providing factual evidence for conclusions. Working with another person who isn’t as familiar with your organisation may help you explicate this knowledge and become more objective in your analysis.

ii) You may prefer to learn about an organisation other than your own (e.g. you may want to become a consultant), or you may not have access to information about your organisation. Working in tandem with a subject-matter-expert, who knows his/her organisation well, may help you develop questioning and organisation analysis skills.

InstructionsThe report must address the following issues:

**Please note: It is recommended that you follow the outline presented below and answer each question as it is presented.

Issue 1 (10% of marks for the assignment)

Provide a brief description of your organisation and the industry to which it belongs. You may also want to include in this description any mission statements, value statements or ‘slogans’ that your organisation utilizes to communicate its purpose.

In describing your organisation, please also identify its orientation towards marketing and provide relevant, detailed and factual supporting evidence to substantiate why you have identified this specific orientation.

Finally, include a brief description of the product(s) your organisation offers the market. And comment on what role the brand has in your organisation’s marketing strategy.

Course overview 15


Analyse each of the 5Cs for your organisation:

a. Company – what are your strengths and key resources, what are some of your weaknesses? What are the opportunities and threats?

b. Customers – who are you serving and what type of behaviour is ‘typical’ from them?

c. Collaborators – describe your suppliers, distributors or other partners that help you to deliver your products to the market? If you don’t have any – explain why it is not necessary.

d. Competitors – who are the current main competitors, are there any potential new threats or new entrants to the marketplace?

e. Context – what other factors affect your organisation (e.g., legal, political, technological, etc.)?


How does your firm go about collecting information (e.g., market research, market intelligence, etc.) about the 5Cs? For example, how does it learn about:

a. What customers want?

b. Which competitors pose a threat?

c. How the context of business is changing, if at all?

d. What role collaborators play in the process?


Describe the segmentation, targeting and positioning strategy that your organisation adopts with respect to its products. In other words, identify the target segments, as well as how the organisation wants its product(s) to be viewed by the targeted segments.



Based on your understanding of marketing, and thinking strategically, how would you rate your organisation in terms of its marketing strategy/focus? Where is it doing a great job and/or in what ways can it improve?

Note: You may wish to comment on:

• Does your organisation’s orientation to marketing make sense? In other words, can you justify why your organisation should (or should not) change its orientation towards marketing? If you recommend a change – to which orientation and why.

• How effective is the monitoring and analysis of the 5C’s within your organisation? In other words, is your organisation good at collecting such information?

• How well does the monitoring and analysis inform your organisation’s marketing strategies? What are the direct impacts (outcomes) of the current marketing analysis approach and how could this be improved? In other words, what information (if any) that is collected is used? In what way(s) can the current marketing analysis approach be improved? Or, if no changes are needed, why is it so effective?

• How well does your organisation utilise its ‘Brand’? Is too much emphasis placed on the ‘Brand’ or is too little?

• Does your organisation target the ‘right’ customers? Are there any potential customer segments that your organisation is ‘missing’? In what ways could the organisation’s STP strategy improve? Or, in what way is your organisation’s STP strategy effective?

** In all cases, please remember to justify your argument(s) in this assignment by explaining and providing reasoned arguments for why you have formed your views. Please ensure that you support your arguments by explicitly applying and drawing insights and conclusions from relevant marketing models, concepts and theory covered in the course to date. Do not simply rely on offering personal conjecture or opinions.

Presentation Style (10% of assignment marks)

Having good content is only part of an effective report. Another critical part is how that content is presented. The report will be evaluated on its logical and coherent structure, the smooth flow of ideas, and adherence to formatting and submission requirements

Course overview 17

Assessment 2: Marketing strategy developmentWeight: 20% of total marksDue: Sunday April 19 during workshopLength: 20 minute in-class presentation.Submission: Submit a soft copy of your presentation, including speaker notes

(in .ppt or PDF format) to your facilitator by email before the beginning of your presentation. This copy should have attached an assessment cover sheet, shown in Appendix 5.

A soft copy of the presentation in PDF format, and containing speaker notes, must also be uploaded onto Moodle via the Turnitin plagiarism checking software.

PurposeThis assignment requires your team to apply the learning from Units 1-10 in the development of marketing strategy, for an actual organisation to be advised in week 1.

You may work on an organisation of your choice, but you must ensure that you have access to the information required to develop a marketing strategy. Please consult your facilitator in the first workshop about the appropriateness of this choice.

The context for the assignment is that your team has been asked to recommend marketing strategy that the organisation’s CEO and the marketing team should implement, to achieve corporate objectives. You will need to identify the organisation’s corporate objectives as part of the assignment. To make an appropriate recommendation, you must understand the current market and competition, and conduct segmentation and buyer behaviour analyses.

You may find the Marketing Audit template provided in Appendix 3 to be useful in helping you think through various aspects of the organisation that your group has selected.


Instructions

Your team must be formed by self-selection and agreed with your facilitator by the end of Workshop 1. A group may only be formed between students having the same facilitator. Your facilitator will provide details regarding the number of people per group required, and will assist if you are unable to form a team.

You may use relevent publicly-available information (e.g. UNSW library databases, search-engine searches (e.g., Google, Yahoo, etc.) about the organisation to formulate strategy. You may conduct primary research such as small scale surveys, informant interviews, observation and other field research, but you are not required and should not contact personnel from these organisations for information or assistance. Because there will be many teams across Marketing Management analysing the same organisation, we do not wish to inundate the organisation with requests for information.

For organisations that have multiple offerings, it’s easiest to focus on one offering. Consult your facilitator for guidance on the choice of offering.

Presentation contentYour presentation should address the issues below, in the order in which they are presented.

Issue 1: Organisation and environmental analysis (15% of assignment marks)

For your chosen organisation/offering, present SWOT and 5Cs (customers, competitors, collaborators, context and company) analyses, to identify relevant marketing issues facing the organisation. Critique the organisation’s existing value proposition.

(By addressing this issue, you will be demonstrating that you have interpreted the data and drawn conclusions about what is good about what the marketers of the chosen organisation/offering are currently doing, and what could be done more effectively. This issue should give you some ideas about how to frame the next two issues).

Issue 2: Developing marketing strategy (35% of assignment marks)

Based on the market analyses in Issue 1, outline potential market segments that are available to the chosen organisation. Recommend and justify:

• a choice of target market(/s).

Course overview 19

• a value proposition for the target market(/s).

• a positioning statement for the target market(/s).

Issue 3: Developing marketing tactics (35% of assignment marks)

Recommend and justify a detailed marketing mix (4-7Ps) to support the marketing strategy described in Issue 2.

Presentation Style/Effectiveness (15% of assignment marks)

The presentation will be evaluated on its logical and coherent structure; the smooth flow of ideas; appearance of slides including appropriate use of tables and diagrams; manner of delivery including eye contact and pace; and ability to answer questions.

Assessment 3: Online discussionWeight: 10% of total marks

Due: Ongoing in weeks 1-12. The table below shows due dates and times.

Length: Maximum 200 words per posting.

Submission: Online postings are entered on Moodle.

Instructions on how to post will be uploaded onto Moodle.

This assessment provides you with an opportunity to discuss the concepts, theories and frameworks of the course, and their application from your experience, and to learn from students working in other industries. A weekly interaction with other students also helps you keep up with the study schedule, and to avoid a sense of studying in isolation.

There are ten assessable online dialogues, and each is weighted equally. Dialogue 1 requires you to introduce yourself to the other students. The remaining dialogues will require a response to a question about the course materials, posed by the facilitator.

Each posting will be given a grade of Satisfactory or Unsatisfactory.

Guidelines for online participation are in Appendix 4. Further advice is given in Section 2 of Managing Your Learning, which can be found in the Resources area of Moodle.


The due date for each dialogue is shown below.

Week no. Due date Assessable online dialogue

111:59pm11:59pm

8 February8 February

Dialogue 1Dialogue 2

2 11:59pm 15 February Dialogue 3

3 11:59pm 22 February Dialogue 4

4 11:59pm 1 March Dialogue 5

5 Intensive Workshop 1

6



9 11:59pm 12 April Dialogue 8

Break week

10 Intensive Workshop 2

11 11:59pm 26 April Dialogue 9

12 11:59pm 3 May Dialogue 10

Course overview 21

Final examination

Date: Saturday, 9 May 2015

Weight: 45% of total marks

Duration: 2 hours

The final examination is open book and will cover Units 1 to 12. The examination will test your ability to apply the concepts to managerial problems in B2C, B2B, and/or non-profit contexts.

Marks will be allocated on the following basis:

• demonstrated knowledge of the concepts covered in the course materials as they apply to the problems posed

• ability to integrate the concepts learned in different units of the course

• a well-structured and thought-out answer.

The answers must be concise and relevant to the question. Any part of the answer that is irrelevant to the issue at hand may be construed as an inability to focus on the key issues. Therefore, try to think through your answers before you start writing. Appendix 4 contains additional guidelines for answering exam questions.

Two sample final exams will be provided on the course website in week 8. To prepare for the final exam, it is suggested that you work through the examples and exercises in Units 1 to 11 to test your understanding of important concepts; and that you complete the class discussion questions at the end of each unit.


Learning technology

Learning resourcesYou have three major resources to help you learn:

1. The weekly study guides and course materials for Units 1 to 12, which provide additional readings, references, insights and commentary. You will do much of your learning outside the classroom by working through the learning materials, and by completing the exercises and activities as they arise.

2. The class meetings and workshops with your instructor. The instructor’s job is to facilitate your learning by conducting class discussion, answering questions that might arise after you have done the week’s work, providing insights from his or her own practical experience and understanding of theory, providing you with feedback on your assignments, and direct traffic in the inevitable discussions and debates that will occur between you and your co-participants in the classroom.

3. Your co-participants. Your colleagues in the classroom are an invaluable potential source of learning for you. Their work and life, and industries and their willingness to question and argue with the course materials, the instructor and your own views, represent a great learning opportunity. MBA (Executive) participants bring much valuable insight to the learning experience. You can use this MBA (Executive) course to take a major step in broadening your appreciation of marketing.

Learning materialsThe learning materials for this course comprise two binders containing this course overview and 12 units. Each unit has a number of associated readings. The readings relating to a particular unit are placed immediately after the unit itself. Readings are organised in order of referral and are separated from the unit by a blue cover sheet for identification and ease of use.

Optional readings

In some units, individual selected readings have been included. They have been selected to provide further insights into marketing topics. These readings are meant to supplement the course materials as optional. Articles can be used as a basis for discussion in intensive weekend meetings.

Course overview 23

Recommended journalsThe following journals and magazines are recommended for those interested in further reading in this subject area. They are optional to the course and are not required for successful completion.

Managers seeking updates on current thinking in management schools and by leading consultants might read:

• Journal of Marketing

• Journal of Marketing Research

• Harvard Business Review (publisher – Harvard Business School)

• Marketing (an Australian marketing magazine published by J. M. Pester & Associates Pty Ltd)

• the marketing section in Business Review Weekly

• Business Week

• Fortune

• the business pages of the daily press.

Web based supportIn Marketing Management we are using an online environment called eLearning. By providing you with this online environment we hope to stimulate the sharing of ideas and understandings around the content of this course.

The MBA (Executive) current students’ website also provides administrative information relating to workshop times and venues.

The online documents are PDF (Portable Document Format) files, which allow you to access the course units in the same visual format contained in the course material binders. The PDF files can be viewed, printed and navigated using Adobe Acrobat® Reader.

The online files contain links to facilitate faster navigation through each unit, for example, the contents page has links to each major unit heading.

Articles to which the AGSM MBA Programs do not have copyright are not included as online documents.

The website is an additional resource and is not core to the course requirements. Participants will not be disadvantaged if they do not have Internet access.


eLearningTo access eLearning@AGSM MBA, go to http://telt.unsw.edu.au/ and select Login to UNSW Moodle.

Login to the web Single Sign On (wSSO) using these details: Username: zNumber Password: zPass

Moodle eLearning supportShould you have any difficulties accessing your course online, please contact the eLearning support below:

For login issues:

UNSW IT Service Centre

Hours: Monday to Friday: 8.00am – 8.00pm Saturday and Sunday: 11.00am – 2.00pm

Email: [email protected] Phone: Internal: x51333 External: 02 9385 1333 International: +61 2 9385 1333

For assistance in using Moodle, including how to upload assessments:

The AGSM eLearning Coordinator

Hours: Monday to Friday: 9.00am – 5.00pm


For help with technical issues and problems:

External TELT Support

Hours: Monday to Friday: 7.30am – 9.30pm Saturdays and Sundays: 8.30am – 4.30pm


Course overview 25

Administrative supportStudent Experience

If you have any administrative queries, they should be addressed to Student Experience.

Student Experience AGSM MBA Programs UNSW Business School SYDNEY NSW 2052

Tel: +61 2 9931 9400 Fax: +61 2 9931 9205 Email: [email protected]

Additional student resources and supportThe University and the UNSW Business School provide a wide range of support services for students, including:

• UNSW Business School – Education Development Unit (EDU) (https://www.business.unsw.edu.au/students/resources/learning-support/consultations) Academic writing, study skills and maths support specifically for UNSW Business School, AGSM and MBT students. Services include workshops, online and printed resources, and individual consultations. EDU Office: Level 1, Quadrangle Building; Ph: +61 2 9385 5584; Email: [email protected]

• UNSW Learning Centre (www.lc.unsw.edu.au) Academic skills support services, including workshops and resources, for all UNSW students. See website for details.

• Library training and search support services (http://info.library.unsw.edu.au)

• UNSW IT Service Desk Technical support for problems logging in to websites, downloading documents etc. Library, Level 2; Ph: +61 2 9385 1333 Website: www.its.unsw.edu.au/support/support_home.html


• UNSW Counselling Service (www.counselling.unsw.edu.au) Free, confidential service for problems of a personal or academic nature; and workshops on study issues such as ‘Coping With Stress’ and ‘Procrastination’. Office: Level 2, Quadrangle East Wing; Ph: +61 2 9385 5418

• Student Equity & Disabilities Unit (http://www.studentequity.unsw.edu.au) Advice regarding equity and diversity issues, and support for students who have a disability or disadvantage that interferes with their learning. Office: Ground Floor, John Goodsell Building; Ph: +61 2 9385 4734

Course overview 27

People who prepared this course

The latest revisions of the material occurred in 2011, including the addition of new articles and vignettes. This rewriting was undertaken by the following members of the AGSM faculty:

Course leaders

Dr Rita Di Mascio PhD (University of Sydney), B.Sc(Hon) (UNSW)

Senior Lecturer in Marketing, UNSW Business School

Rita Di Mascio a Senior Lecturer of marketing in the UNSW Business School. In addition to her role as Course Leader for Marketing Management, Rita teaches Customer Relationship Management, Non-Profit and Social Marketing, and Distribution Strategy at the undergraduate and postgraduate level. Rita’s research interests are in frontline employee behaviour and service process design. Rita has also completed a Master of Education (by Research) that focused on the effects of creativity instructions on business problem-solving. Rita has published in Journal of Marketing, Journal of Personal Selling & Sales Management (forthcoming), International Journal of Service Industry Management, and Journal of Process Control. Prior to joining academia, Rita worked as a chemical process control engineer at ICI Plastics, and as a business analyst in the Sales and Service unit of ICI Chemicals.

Craig Tapper

Craig Tapper has an undergraduate degree and postgraduate degrees in economics, industrial relations, marketing and an MBA. He is a Fellow of the Australian Institute of Company Directors and a Senior Fellow of Finsia as well as being a Certified Practising Marketer. Craig’s career includes more than 25 years experience at senior levels in the corporate and public sectors in both Australia and the United Kingdom including senior sales, marketing and executive roles in major Australian and international companies. In addition he lead a boutique management consulting firm for over 6 years and accumulated over 15 years experience as a director on boards.Since 1991 Craig has taught, written and lead post-graduate programs in strategy, marketing and management for the UNSW Business School and AGSM, the Australian National University, the University of Sydney, the University of Technology Sydney, and Finsia, Australasia’s finance sector peak-body. In addition since 2000 Craig has consulted, taught and run executive education in Hong Kong, Dubai, Japan, Thailand, Singapore as well as being a visiting lecturer on the International Management Program at IESEG in Lille, one of France’s leading business schools.


Craig continues to consult and deliver corporate and executive education programs internationally as well as throughout Australia for a client list that includes AAMI, Amcor, Australia Council for the Arts, BHP Billiton, Children’s Cancer Institute Australia, CBA, DHL, Johnson & Johnson Medical, News Limited, SingtelOptus, Sydney Childrens’ Hospital Foundation, Telstra, Vero Insurance, Vodafone and Wesfarmers.

Writers• Professor Murali Chandrashekaran

This course was originally written by five members of the faculty of the AGSM:

• Professor Grahame Dowling

• Dr Sharat Mathur (now at Booz Allen Hamilton, USA)

• Professor David Midgley

• Professor John Roberts

• Professor John Rossiter

Course overview 29

Appendices

Appendix 1 Assignment aid: ‘Reasoned argument versus opinion’ by Craig Tapper.

Appendix 2 Assignment writing: by James Carlopio and Rose Trevelyan.

Appendix 3 Marketing audit – can be useful in developing a marketing plan.

Appendix 4 Guidelines for Online Participation.

Appendix 5 General guidelines for answering exam questions.

Appendix 6 Confidential Peer Assessment for Group Projects.

Appendix 7 Assessment cover sheet.

mngt6251 marketing management (intensive)

Documents