MARKETNG 7032 - Strategic Marketing (M)

North Terrace Campus - Semester 1 - 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.

Open All

Course Details

Course Code	MARKETNG 7032
Course	Strategic Marketing (M)
Coordinating Unit	Adelaide Business School
Term	Semester 1
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.
Assessment	Exam/assignments/tests/tutorial work as prescribed at first lecture

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

-----------------------------------------------------------------

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.

The schedule of lecture topics for the course is as follows:

Session	Topic	Reading (suggested additional reading)
1	Introduction to strategy “House-keeping” matters (groups, group dynamics, etc.)	Walker 1, Markstrat3 (Best 1)
2	Corporate and business strategy >> Company name for Marketing Plan Due <<	Walker 2 & 3 (Best 2, Aaker and Mills 1, 2)
3	Understanding opportunities Student presentation	Walker 4 (Best 3, 4)
4	Measuring market opportunities Student presentation	Walker 5 (Best 5)
5	Targeting attractive segments Student presentation	Walker 6 (Best 6, 7)
6	Differentiation and positioning Student presentation	Walker 7 (Best 11, Aaker and Mills 10)
MID SEMESTER BREAK
7	Strategies for new market entry Student presentation	Walker 8 (Best 12)
8	Strategies for growth markets Student presentation	Walker 9
9	Strategies for mature and declining markets Student presentation	Walker 10 (Best 13)
10	Strategies for new economies Student presentation >> Marketing Plan Due <<	Walker 11
11	>> Presentations of Marketing Plans <<
12	Implementation & Control Wrap-up/Review/etc.	Walker 12, 13 (Best 13, 14, 15)
Exams Period >>Final Exam (Date TBA)<<

The full timetable of all activities for this course can be accessed from the Course Planner at https://access.adelaide.edu.au/courses/search.asp?year=2014

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:

Understand key principles of marketing strategy
Explain marketing and strategy concepts and ideas in their own words
Think strategically about marketing issues and provide recommendations
Critically evaluate an organisation’s strategic approach
Apply key learning to a company’s strategic (marketing) efforts through detailed exploration
Prepare a professional, logical and coherent report in the form of a marketing plan
Deliver an oral presentation in a professional, engaging manner
Successfully work as a team
Develop an argument and express themselves clearly in both written and oral communication
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

Class sessions (following, in general, seminar type format) are 2 hours and 50 minutes each week. Typically, there will be a mix between discussion, class exercises and/or student presentations along with the presentation of a new topic by the lecturer. The schedule (Course Timetable) is contained in this Course Outline, and students will be expected to have reviewed the topic/s to be discussed and attempted any set questions/exercises prior to each session. There is a strong assumption that students will engage in discussions in an informed way.

Workload

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

The University expects full-time students (i.e. those taking 12 units per semester) to devote a total of 48 hours per week to their studies. This means that you are expected to commit approximately 9 hours of private study outside of your regular classes for a three-unit course (or 13 hours for a four-unit course).

Learning Activities Summary

No information currently available.

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 Summary

(*) Assessment item:                                                         Weight (%)
(1) Participation/“presence”                                                   10
(2) Marketing Plan (group work – Due: May 22, 2014)             30 (= 20% report + 10% presentation)
(3) Case discussions (during classes, in groups)                       10
(4) Student presentations (individual work)                             10
(5) Final Exam                                                                      40
Total:                                                                                  100%

(*) Further information on these assessment items is available below.

Assessment Related Requirements

Students must score at least 45 (out of 100 points) on the final examination to pass this course, and for a grade of HD, a student must score 85 or above (out of 100 points) on the final examination.

Also:

(1) Participation/“presence” is required. This refers not only being physically present at class sessions, but being active and engaged during class discussions with insightful and thought-provoking contributions, reflecting careful in-advance preparation.

(2) It is required of each student to work, as a member of a group, on a (Strategic) Marketing Plan. Each group will carefully examine a company (in business sector that will be specified) from a marketing strategy viewpoint, and develop a 3+_year Marketing Plan for it. Each group will submit a report (i.e., their proposed 3+_year “Marketing Plan” for the company), and also present it in class. A focus on Australia will be required.

(3) Each group will be required to lead a class discussion on assigned case/s (about 30 minutes per case). The main thrust of this exercise is on examining the strategy involved in each assigned case, and discussing how well the strategy seems to be put together, its rights and wrongs, and so on (case presentation isn’t all that necessary). Members of each group should sit together, and participate in the discussion primarily as a group (individual viewpoints are also welcome, but signs and evidence of each group’s coordinated and collaborative case readiness will be more favourably received). All groups are required to be ready to lead the discussion on each and every case.

(4) It is also a requirement that students take it in turns to provide an up-to-date series of articles relating to marketing strategy for class discussion (preferably from the Periodicals listed in section 3.2). The nominated student will present the related strategy issues and lead a class discussion. The degree of discussion generated is important. Therefore, the discussion articles (at least 3) should be carefully selected by the students for strategic content. Also, the quality of participation and contribution by each audience member will be noted as part of their participation assessment.

(5) Students taking this course are required to write a Final Exam at the end of the semester during the examination period (date to be announced). The format and exam approach will be further discussed in class (however, it will likely be “open-book” type, and include a case as part of it).

Assessment Detail

No information currently available.

Submission

Assignments are to be submitted both in hardcopy and softcopy as discussed in class.

Presentation of Assignments

Please retain a copy of all assignments submitted (you must!).
Please attach an ‘Assignment Cover Sheet’, which is signed and dated by you before submission.
All group assignments must be attached to a ‘Group Assignment 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 assignment.

Lecturers can refuse to accept assignments, which do not have a signed acknowledgement of the University’s policy on plagiarism.

Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from
http://www.business.adelaide.edu.au/documents/CSG_MBA_2010_WEB_final.pdf

This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations etc.

In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)

The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.

Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are provided on page 6 of the Communication Skills Guide.

Late Assignment Submission
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 a 5% mark reduction for each day that it is late.

Return of Assignments
Lecturers aim to mark and return assignments to students within two (2) weeks of the due date with written feedback. Students are responsible for collecting their marked assignments from either their tutorials or lectures. If assignments aren’t collected after two (2) weeks, the assignments will be available at the Student Hub for two (2) weeks. The remaining assignments will only be posted out to the students if the correct mailing addresses are on the assignments.

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
This section contains links to relevant assessment-related policies and guidelines - all university policies.
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.

Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator