Strategic Marketing Plan
Evonth
BUS350 Strategic Marketing
Unit Information and Learning Guide
Teaching period: May trimester 2019
This information should be read in conjunction with the online learning materials
which can be found on your MyUnits page.
Unit Coordinator Natasha Benson
School of Business College of Arts, Business, Law and Social Sciences
Contents
Unit information
1. Information about the unit 1-2
2. Contact details 2
3. How to study this unit 3-4
4. Resources for the unit 4-5
5. Study schedule 6-9
6. Assessment 10-16
Learning guide
1. Introductory information 17
2. Unit delivery and organisation 18
3. Session 1 - Topics 1 & 2 19-21
4. Session 2 - Topics 3 &4 22-25
5. Session 3 - Topics 5 & 6 26-28
6. Session 4 - Topics 7 & 8 29-31
7. Session 5 - Topics 9 & 10 32-34
8. Session 6 - Topics 11 & 12 35-37
Appendices
Appendix A: Policy on Group Projects 38-39
Appendix B: Group Charter / Agreement 40
© Published by Murdoch University, Perth, Western Australia, September 2018, August 2018
Originally written by Carol Osborne, January 2017
This publication is copyright. Except as permitted by the Copyright Act no part of it may in any form or by any electronic, mechanical, photocopying, recording or any other
means be reproduced, stored in a retrieval system or be broadcast or transmitted without the prior written permission of the publisher.
Murdoch University – Strategic Marketing BUS350 – TMA 2019 1
Unit Information
1. Information about the unit
Welcome to BUS350 Strategic Marketing
1.1 Unit description
This is the final capstone unit which forms part of a marketing major degree. It provides
a comprehensive and practical understanding of the strategic marketing management
process in a competitive environment. A central focus is the preparation of a strategic
marketing plan for a specific product or service. The unit develops the generic skills of
strategic thinking, planning, design, formulation, implementation and communication. It
provides a succinct review of key issues in strategic marketing research and the current
state of the marketing industry.
1.2 Prerequisites
BUS273/BUS299 Consumer Behaviour; BUS235/BUS210 Marketing Research and
Analysis or MCC213 Communication Research (for Digital Marketing students)
1.3 Aims of the unit
The broad aims of the unit are to apply and critically use the tools in strategic marketing
in the context of contemporary business practice.
1.4 Learning outcomes for the unit
On successful completion of the unit you should be able to:
1. Identify and define the marketing problems in a range of business situations.
2. Develop and evaluate a range of strategic options.
3. Recommend the most appropriate strategy option for each situation.
4. Write and present a formal strategic marketing plan for a business.
1.5 Graduate attributes developed in the unit
This unit will contribute to the development of the following graduate attributes. Refer:
http://our.murdoch.edu.au/Educational-Development/Preparing-to-
teach/Graduate-attributes/
1. Communication
2. Critical and creative thinking
3. Social interaction
4. Independent and lifelong learning
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5. Ethics
6. Social justice
7. Global perspectives
8. Interdisciplinary
9. In-depth professional knowledge
1.6 What you need to know
Further general information can be found at:
http://our.murdoch.edu.au/Educational-technologies/What-you-need-to-know/
The information includes:
Links to the Assessment Policy
A description of Academic Integrity
Links to information about:
examinations; non-discriminatory language; student appeals; student
complaints; conscientious objection and assessment policy
Determination of grades from components/marks
Information for equity students
2. Contact details
2.1 Unit Coordinator’s contact details
Name: Natasha Benson
Email: [email protected]
2.2 Unit Manager’s contact details
Name: Dr Carol Osborne
Email: [email protected]
2.3 Local Affiliate contact details
Local affiliate details to be advised by Kaplan PM team
2.4 Administrative contact details
In the event that your Lecturer cannot be contacted, please direct queries to the
Administration Office as advised
Email: [email protected]
Phone: +618 9360 2705
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3. How to study this unit
As Strategic Marketing is a capstone unit, it draws together the skills and knowledge
developed in previous marketing studies. You will have the opportunity to demonstrate
your aptitude for the marketing profession by drawing on your knowledge of academic
theory and skills developed in application of marketing practice. Your demonstration of
these attributes will be highly regarded in the assessment of the unit. A self-directed
learning approach is important in achieving the unit learning outcomes and well
developed critical thinking skills and the application of theory and concepts are essential.
In the marketing profession, teamwork is an essential component in developing an
effective marketing plan and your ability to work successfully within a team environment
to complete a strategic marketing plan will demonstrate this skill and be an integral part
of this unit. Collaborative learning is an important element of the total learning process
and provides you with an opportunity to develop the necessary business skills to work in
teams, negotiate outcomes, and manage conflict resolution.
3.1 Contact time
There are 6 x 3.5 hour workshops and 1 x 3 hour revision session, one every second
week throughout the trimester. Students are required to complete reading and activities
before and after each workshop. Each workshop has three interconnected components;
pre-workshop, workshop and post-workshop.
Pre-workshop components may include: video
podcasts, online or text readings, discussion and other
collaborative learning activities
Workshop components may include: a review of the
pre-workshop materials, discussion questions,
summary lecture slides, case studies and other applied
learning activities
Post-workshop components may include:
summarising, collaborating and reflecting on the topic/s
covered and revision quizzes
3.2 Time commitment
As this is a 3 credit point unit, you are expected to spend 150 hours overall working on
this unit.
3.3 Attendance requirements All workshop sessions should be attended. Verbal participation in workshops is required. If students are unable to attend workshops due to unavoidable circumstances and written documentation is provided (e.g. Medical certificate), then written work can be submitted at the following session with the approval of the Lecturer.
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3.4 Small group and interactive teaching and learning activities
The attached Policy on Group Projects (Appendix A) outlines the processes for
undertaking group projects. The attached Group Charter/Agreement (Appendix B)
outlines your rights and responsibilities as a group member. Both documents should be
acknowledged and agreed by each group member. To acknowledge your agreement,
each group member must sign the Student Declaration on Group Assessment (available
on the unit website under Help) and hand in the signed document to the Lecturer.
Collaborative group learning is an element of the learning philosophy for this unit and
accordingly requires students to participate in a group project and a group verbal
presentation. All group members should take equal responsibility for the tasks and
assessment outcomes. The collaborative learning process requires you to attend, and
contribute to all group meetings and minutes of these meetings should be recorded as a
series of Group Activity Records (available on the unit website under Help).
4. Resources for the unit
To undertake study in this unit, you will need:
4.1 Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision- Focused Approach, 3rd ed., McGraw-Hill, Australia,
ISBN: 978 174 3078778
(Please note – previous editions are not suitable as the case studies do not match)
Additional recommended reading:
Palmatier R. & Sridhar S. (2017) Marketing Strategy, Palgrave UK
Ferrell O. & Hartline M. (2014), Strategic Marketing Strategy Text and Cases,
6th ed. South-Western Cengage Learning, U.S.
Cravens D & Piercy N. (2013), Strategic Marketing 10th ed., McGraw-Hill,
Australia
Jain S., Haley G., Voola R. and Wickham M. (2012), Marketing Planning and
Strategy, Asia-Pacific ed., Cengage, Australia
Hooley G., Piercy N. & Nicoulaud B. (2012), Marketing Strategy & Competitive
Positioning, 5th ed., Prentice Hall, U.K.
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4.2 Newspapers/magazines
The following list of newspapers/magazines is indicative only and students are advised to
read widely and determine what additional materials are needed to satisfactorily complete
all their course work.
• The business sections of local/national newspapers • The Australian • The Financial Review • Economic Review • Harvard Business Review • The Economist
4.3 Peer Reviewed Marketing Journals
You are strongly advised to make use of peer reviewed journal articles in your readings,
to support your understanding of specific chapters and topics. Journals in the fields of
marketing, international business, consumer research, advertising, and marketing
research are recommended. A PowerPoint presentation on how to find academic journals
using the Murdoch Library is available on the unit website.
4.4 Databases
The following databases are useful for searching specific marketing topics and peer
reviewed journal articles and are accessible from the Murdoch University Library
homepage http://library.murdoch.edu.au
• Datanalysis • Academic Onefile • Factiva.com • ProQuest (ABI Inform)
For further on-line reference resources refer to Library Resources for Conducting
Research (available on the unit website). For information on reviewing reference
resources refer to Conducting a Literature Review (available on the unit website).
4.5 Online learning resources
Learning support material can be found on your MyUnits page for this unit, these
materials include:
Unit Guide
Lecture Podcasts and videos
Lecture PowerPoints and PDFs
Web case study readings
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5. Study schedule
SESSION / ASSESSMENT SCHEDULE
Session Topic Required reading Assessment
items due
1
Introduction and objectives
1. Market oriented perspectives
Underling successful corporate, business and marketing strategies Strategic marketing and corporate planning policy context
Walker et al. Ch. 1
2. Corporate strategy decisions
Market implications, scope, objectives, strategic options and resources Strategic business unit (SBU) level decisions and strategies Brand and marketing operations level decisions and strategies
Walker et al. Ch. 2
2
3. Business strategies and their marketing implementations
Focusing on strategic decisions, how businesses compete, and choosing the appropriate business strategy for the business environment
Walker et al. Ch. 3
4 (1). Understanding market opportunities
Assessing market and industry attractiveness The macro market versus the micro market 4 (2). Measuring market opportunities
Forecasting and market knowledge Techniques such as market research and measuring databases
Walker et al. Ch. 4
Walker et al. Ch. 5
3
5. Targeting attractive market segments
Defining market segments for strategic planning, choosing the best segment
Walker et al. Ch. 6 Case study analysis due
6. Differentiation and brand positioning
How do we differentiate and position a product? Why are they both strategically important for marketers?
Walker et al. Ch. 7
4
7. Marketing strategies for new market entries
Marketing strategies and sustaining competitive advantage New product and market development and entry approaches
Walker et al. Ch. 8
8. Strategies for growth markets
Market leader and market follower strategies Defensive, flanking and attack strategies
Walker et al. Ch. 9
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5
9. Strategies for mature and declining markets
The transition from growth to maturity Maintaining market share
Walker et al. Ch. 10 Group Project due
10. Marketing strategies for the digital economy
Bricks vs clicks market strategies Threats and opportunities for marketers, and decision frameworks for business in the digital economy
Walker et al. Ch. 11
6
11. Organising and planning for effective implementation
Designing administrative relationships for different competitive strategies, organisational structures and marketing plans
Walker et al. Ch. 12
12. Measuring and delivering marketing performance
Designing marketing metrics and strategic monitoring systems
Unit revision
Walker et al. Ch. 13 Verbal / PowerPoint presentations due
7 Revision
*The Unit Coordinator may vary the content and/or sequence of the schedule for the workshops as shown.
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WORKSHOP SCHEDULE
Session Topic Submissions / tasks
required during workshop
1
Text case study: Samsung
“Samsung: changing strategies to build a global brand”
Ch. 1, pages 2-4, plus background reading chapter 1 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1, 2 & 3 on the unit website
Confirmation of group allocations
Confirmation of group meetings
Text case study: AirAsia
“AirAsia’s strategic decisions – short-haul versus long-haul services”
Ch. 2, pages 51-53, plus background reading chapter 2 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1, 2 & 3 page 52 of the text
2
Web case study: Lego
“Lego rebuilt – brick by brick”
Unit website , plus background reading chapters 1-3 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1, 2 & 3 on the unit website
Submission of signed Student Declaration regarding groups
Web case study: Antz inya Pants Coffee vs. Starbucks (part 1)
“Cold Brewed Coffee from the Antz Nest” plus
“How the local competition defeated a global brand: The case of Starbucks”
Unit website , plus background reading chapters 1-5 in Walker et al. (2015) Strategic Marketing 3rd ed.
Sales Forecast in Excel (part 2)
Instructions on the unit website
Qu. 1 & 2 on the unit website
Prepare a sales forecast in the Excel template provided
3
Web case study: Kill_Kapture
“Tough Luxury”
Unit website, plus background reading chapter 6 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1, 2 & 3 on the unit website
Case study analysis for submission due
Text case study: Subway
“Fast food turns healthy”
Ch. 7, pages 171-172, plus background reading chapter 7 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1, 2 & 3 on the unit website
4
Web case study: Pet Rock & Tamagotchi
“Pet Rock and Tamagotchi”
“Marketing Case Study: The Tamagotchi (1996)”
“End of a ‘70s legend as Pet Rock ad-man dies”
Unit website , plus background reading chapter 8 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1, 2 & 3 on the unit website
Allocation of group presentation times
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Text case study: Singapore
“Singapore taps growth market in Australia”
Ch. 9, pages 256-259, plus background reading chapter 9 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 3, 4 & 5 page 258 of the text
5 Web case study: Zara
“Fast Fashion” and “Zara: fast fashions really fast”
Unit website , plus background reading chapters 9 - 10 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1, 2 & 3 on the unit website
Group Project due
Web case study: Audi A1
“Audi utilises social media”
Unit website, plus background reading chapter 11 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 2, 3 & 4 at the end of the case study on the unit website
6 Text case study: Nokia
“Reorganising to accommodate changing markets and technology”
Ch. 12 pages 336-338, plus background reading chapters 11-12 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1, 2 & 3 on the unit website
Verbal / PowerPoint presentations due
Text case study: Walmart
“Metrics pay for Walmart”
Ch. 13 pages 364-365, plus background reading chapter 13 in Walker et al. (2015) Strategic Marketing 3rd ed.
Qu. 1 on the unit website
7 Revision
*The Unit Coordinator may vary the content and/or sequence of the schedule for the workshops as shown.
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6. Assessment
Assessment for this unit is conducted in accordance with the Assessment Policy.
http://www.murdoch.edu.au/index/policies/index?Filter=assessment
6.1 Schedule of assessment items You will be assessed on the basis of the following:
Assessment item
Description Aligned
Learning
Outcomes
Value Due
Case study analysis Individual written analysis of a case study
1 & 3 30% Beginning of
Session 3
Strategic Marketing Plan
Group Project - Strategic Marketing Plan for a business presented in report format
2 & 4 20% Beginning of
Session 5
Verbal / PowerPoint Presentation
Professional group presentation of the Strategic Marketing Plan
3 & 4 10% Session 6
Examination Two hour closed book final exam 1, 2 & 3 40%
During examination
week
6.2 Assignment submission
It is the responsibility of students to keep a copy of all assignments handed in for assessment and to ensure that group assignments have been submitted on their behalf
Once assignments have been submitted they cannot be re-submitted for re-assessing
The Unit Coordinator will use software called Urkund when viewing work that you submit. Urkund is a pattern-matching system designed to compare work submitted by students with other sources from the Internet, journals/periodicals and previous submissions. Its primary purpose is to detect any submitted work that is not original and provide a thorough comparison between the submitted document and the original sources
More information about how to avoid plagiarism is contained within the Murdoch Academic Passport (MAP) unit:
https://moodleprod.murdoch.edu.au/course/view.php?id=2684 .
University policies on academic integrity can be accessed here: http://our.murdoch.edu.au/Educational-technologies/What-you-need-to-know/
6.3 Assessment deadlines
Students can apply for extensions to the submission deadlines due to unavoidable circumstances where written documentation is provided (e.g. medical certificate). Applications for extensions must be submitted before the due date. The Lecturer should be notified and the assignment can only be submitted after the submission time and date, provided the student has written acknowledgement from the Lecturer with an agreed time and date for the late submission.
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6.4 Assessment details
6.4.1. Case study analysis (30%)
The use of case studies has been incorporated throughout the unit to provide a range of ‘real world’ business examples. They introduce a selection of business case studies which include product successes and failures. Some also demonstrate how businesses have tackled challenges and as a result regained market dominance. Your recognition of the issues faced in the marketing environment is required. Informed discussion with relevance to previous and current marketing studies is also required in response to the questions posed by the case studies.
You are required to provide a written analysis of one case study – Kill_Kapture (under session 5 on the unit website). The answers to the case study analysis are to be typed (single line spacing), minimum of 1,000 words plus any appendices and a reference list. Provide answers to the following:
1. Identify the demographic characteristics of the target market for Kill_Kapture.
2. In psychographic segmentation of the target market for the Kill_Kapture
brand, how does the concept of self-orientation apply?
3. What type of targeting strategy is Kill_Kapture using?
The written answers should be used to contribute to the class discussion of the topic. Wider reading is encouraged and referencing to academic journals should be used where appropriate.
Refer to the case study analysis marking guide (below) for detailed marking criteria.
The assignment is to be submitted together with an Urkund similarity report via the unit website link before the beginning of workshop Session 3.
A penalty of 10% per day (to a total of 30% which is the total allocated for the assessment) will be applied for late submissions.
Case study analysis marking guide
The assessment will be marked according to the following criteria:
Objective/Criteria Pass Credit Distinction High
Distinction
Total
30%
3 questions answered in sufficient depth minimum 1,000 words, with well informed, logical discussion
5 6 7 8 10
Understanding of academic theory - analysis of relevant theories with application to the case study
3 3.6 4.2 4.8 6
Understanding of broader concepts - additional research demonstrated with discussion from a broader perspective which provides support to the analysis
3 3.6 4.2 4.8 6
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Academic research - 4 peer reviewed academic journal articles correctly cited and referenced and with relevance to the discussion
2 2.4 2.8 3.2 4
Quality of writing - clarity in writing, concise, avoiding grammatical and spelling errors
1 1.2 1.4 1.6 2
Overall report presentation – correct referencing, appropriate appendices and correct formatting. Urkund report provided.
1 1.2 1.4 1.6 2
6.4.2. Group Project - Strategic Marketing Plan (20%)
The group project is designed to develop your knowledge and practical skills in creating a written Strategic Marketing Plan. It is expected that each group member will make an equal contribution to the project.
Group size is ideally 4 students.
Students are expected to carry out thorough research which will find a market niche for a product (good or service). Research will include an analysis of competitors, the target market and external macro environmental factors. Strategic objectives will be developed which link to a marketing position and value proposition. The task is as follows:
Situation: Your group is working as the Marketing Department for a company producing either goods or services.
The Task: Your responsibility is to produce a Strategic Marketing Plan for a nominated product and present this as a business report.
Timing: The Strategic Marketing Plan is to be undertaken within 12 months.
Budget: You are required to nominate realistic budgets for each item of the recommended marketing strategy. All budgeted expenditure needs to be cost effective, justified and relevant. The budget items will vary depending on the product and the recommended strategy. The Product: Your group can select a product (either a good or service) and confirm the selection with your Lecturer. The product can be for a business which already exists or you can develop an entirely new product. If using a product which already exists, none of the existing marketing strategy is to be used in your project.
Limitations: The project should be kept within a realistic budget and be directed to a clearly defined target market (of your choice).
Creativity: The sky’s the limit. You are at liberty to develop brands, logos, packaging, product ranges, service strategies, sales launches, pricing strategy, distribution networks, mass media strategy and communication, social media strategy and communication and creative concepts.
Research: To do a good Strategic Marketing Plan, you need to carry out appropriate research. You are to allocate a research budget within the 12 month development period however, as a student group; you will need to conduct research to assess the validity of your proposed plan. You will need to carry out your own research for your product as well as using existing data where available
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in order to come up with reliable data and valid solutions for the strategic focus. Evidence of your research should be presented in the report.
Assumptions: You can make any reasonable assumptions regarding the size of the business, its operations, financial backing, production facilities and existing products.
Written presentation: Your Strategic Marketing Plan needs to be; clearly written, well structured, up to date, well researched, commercially viable and market focused. It should be presented as a professional business document.
Format: The Strategic Marketing Plan is to follow the sections as detailed on pages 25 - 27 of the text (Walker et. al. 2015). Marking will follow the sections as detailed in the marking guide. It is to be presented as a formal business report.
Length: Minimum 10 typed pages (excluding the report cover page) plus appendices and other references, 12 point type, single line spacing. Exceeding 10 typed pages will not be penalized however, the report should be concise and excessive information downloaded from the Internet is not recommended.
Important Note: The Strategic Marketing Plan should not include any material developed or written for any previous units or projects studied at Murdoch University or elsewhere. The project must be original work and backed with appropriate theory and concepts. Any assumptions made throughout the plan must be clearly justified with proper references.
Refer to the following for referencing:
http://our.murdoch.edu.au/Student-life/Study-successfully/Referencing-and-citing/
Group Activity Records (example on the unit website under Help) should be completed for each group meeting and signed copies attached to the final submission of the group project
Refer to the group project marking guide (below) for detailed marking criteria.
The assignment is to be submitted together with an Urkund similarity report via the unit website link before the beginning of workshop Session 5.
The submission should include the report with appendices and Group Activity Records.
A penalty of 10% per day (to a total of 20% which is the total allocated for the assessment) will be applied for late submissions.
Group Project - Strategic Marketing Plan marking guide
The assessment will be marked according to the following criteria:
Objective/Criteria Pass Credit Distinction High
Distinction
Total
20%
Executive Summary – summarises content including the report findings in a meaningfully and succinct manner
.25 .3 .35 .4 .5
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The product / business – identifies the mission and clearly emphasises appropriate points of SMART objectives, viable value proposition or positioning statement provided – should be clearly outlined, articulate and demonstrating thorough understanding
1.5 1.8 2.1 2.4 3
Market analysis –well researched identification of the target market, identify the size and potential of the market, identify the unmet needs of the target market, macro trend categories, wants and needs the product serves – should be well defined, analysed and explained
3 3.6 4.2 4.8 6
Competitor assessment – well researched assessment of the competitive environment including the industry’s five competitive forces, critical success factors, direct and indirect competitors and possible impact of your marketing strategy
1 1.2 1.4 1.6 2
Marketing strategy – statement of the overall marketing strategy, thorough discussion of the marketing mix elements and how these will be tailored to your marketing objectives and the service organization
2.5 3 3.5 4 5
Marketing expenditure budget – provide a spread sheet of the recommended marketing expenditure budget and activities for 1 year – should show good managerial judgement and accurate cost estimates not guesses
.5 .6 .7 .8 1
Implementation and control plan – provide a 12 month timeline (Gantt chart) for marketing functions from the implementation of the plan – should be realistically planned and task orientated
.25 .3 .35 .4 .5
Contingency plan – identify possible problems and action to be taken if problems arise
.25 .3 .35 .4 .5
Overall report presentation – correct formatting, appropriate appendices for supplementary graphics and tables and correct referencing. Urkund report provided
.25 .3 .35 .4 .5
Quality of writing - clarity in writing, concise, avoiding grammatical and spelling errors
.25 .3 .35 .4 .5
Group activity records – copies of all group activity records attached which reflect group meetings and activities
.25 .3 .35 .4 .5
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6.4.3. Group Verbal / PowerPoint Presentation (10%)
A summary of the Group Project: Strategic Marketing Plan is to be presented as a verbal presentation together with a PowerPoint slide presentation during workshop Session 6
The presentation is to take no longer than 15 minutes and students are to use their own laptop or USB drive for the presentation
Only the key points are to be covered to keep within the allocated time
Group members are to be appropriately dressed for a business presentation
All group members are to contribute to the verbal presentation
The PowerPoint presentation should include a theme, appropriate tables or graphs, key figures, key points and timelines
A penalty of 10% (the total mark allocated for the assessment) will apply if a group does not present their verbal presentation on the specified date and time
Non-attendance by an individual group member will result in a penalty of 5% (the amount allocated for the verbal part of the assessment) for the individual student. The remaining 5% for the group production of the PowerPoint slides will still be available for assessment provided the student contributed to the work
All other students are to attend the presentations. At the conclusion of the presentation, they are to make relevant suggestions and pose appropriate questions to the presenting group.
Verbal / PowerPoint Presentation marking guide The assessment will be marked according to the following criteria:
Objective/Criteria Pass Credit Distinction High
Distinction
Total
10%
Verbal presentation – each group member presents in a logical and effective manner, appropriately dressed, easily understood and appropriate to the slide presentation, group members are all well informed and can knowledgeably respond to questions, business like presentation, presented within the allocated time
2.5 3 3.5 4 5
PowerPoint presentation – slides follow a theme and present the material in a clear and easily understood manner, sufficient amount of information provided, appropriate type size, appropriate use of graphics and colour
2.5 3 3.5 4 5
6.4.4. Examination (40%)
The final examination will be held during the examination week. It is the responsibility of each individual student to check the examination date and time prior to the examination. Students should bring their student card identification to the exam.
The final exam may assess material from all 12 topics, chapters 1-13 of the text (Walker et al. 2015), the workshop case study readings and any additional case
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study readings. It is designed to assess your knowledge, understanding and application of all key topics covered in the unit
The format will be 40 multiple choice questions and 4 short answer questions
Duration 2 hours (10 min reading)
Closed book, no notes or any other materials are allowed in the exam
Examination marking guide
Objective/Criteria Pass Credit Distinction High
Distinction
Total
40%
40 multiple choice questions chapters 1-13 and all workshop sessions
10 12 14 16 20
4 short answer questions each worth 5% chapters 1-13 and all workshop sessions
10 12 14 16 20
*The Unit Coordinator may vary the format of the examination and components of the assessments
6.5 Determination of the final grade
The final mark is an aggregate of all the assignments and the exam mark.
Therefore, students need to achieve a satisfactory performance overall, which is (≥
50%) in all the assessable components to pass this Unit.
The marks are determined by the Murdoch University policy as follows:
http://www.murdoch.edu.au/index/policies/index?Filter=assessment
See Section 11 of the Assessment Policy regarding grades
Notation Grade Percentage Range
HD High Distinction 80 – 100
D Distinction 70 – 79
C Credit 60 – 69
P Pass 50 – 59
N Fail Below 50
DNS Fail Fail, the student failed to participate in
assessment components that had a combined
weighting of 50% or more of the final mark.
SA Supplementary Assignment 40 – 49*
SX Supplementary Exam 40 – 49*
*The award of the grade of SA or SX shall be at the discretion of the Unit Coordinator except where clause 11.8 applies.
6.6 Marking schedule and timing of feedback
Two weeks is normally allowed to mark and return assignments and for publishing of
results. Discussions on marking will only be possible within 10 days of the return of a
marked assignment and requests must be sent via email to the Lecturer.
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Learning Guide
1. Introductory information
BUS350 Strategic Marketing is a ‘capstone’ unit which forms part of a Marketing major.
The term ‘capstone’ is widely used to describe a course or experience that provides
opportunities for a student to apply the knowledge gained throughout their undergraduate
degree. This involves integrating graduate capabilities and employability skills, and
occurs usually in the final year of an undergraduate degree. (Holdsworth et al. 2009)1
In essence, a capstone subject gives students the opportunity to:
Integrate the knowledge they have gained and to see how it all fits together.
Consolidate the key skills they will require in their professional lives, including:
- The ability to collaborate and work effectively in a team
- The capacity to communicate effectively and
- The ability to think critically and to reconcile theory with practice
Apply their knowledge in exploring an issue or solving an authentic problem, in a way that simulates professional practice.
Reflect on and evaluate their actions and experiences, to equip them to be reflective practitioners and citizens.
Develop their professional identity and confidence to participate in the workforce. (Bailey et al. 2012)2
This Learning Guide contains information on how to study each topic, including:
Introductory information
Learning activities/tasks
Resources required for the topic
How the topic contributes to the unit’s learning outcomes
1.1 Key concepts
Prior to study of this unit, students should be familiar with the key concepts and
theories relevant to:
o The marketing process
o The marketing mix
o Marketing communication
o Product development
o Marketing research
o Consumer behaviour
1 Holdsworth A., Watty K. and Davies M. (2009) Developing capstone experiences. Melbourne: Centre for the Study of Higher
Education, University of Melbourne
2 Bailey J, van Acker E. and Fyffe J. (2012) Capstone Subjects – A good practice guide, Griffith University, Brisbane
Murdoch University – Strategic Marketing BUS350 – TMA 2019 18
2. Unit delivery and organisation
2.1 Teaching and study program
The Session/Assessment Schedule together with the Workshop Schedule forms
the basis of the teaching and study program for this unit.
The Unit Coordinator may vary the content and/or sequence of the schedule for the
workshops and assessments as shown.
2.2 Workshop sessions
The main unit concepts, theories, models and material are presented in a series of
Podcasts and lecture slides on the unit website, and 6 workshops. Each session
will cover a broad overview of the key concepts relating to the topics.
The session topics are based on the recommended textbook (Walker et al).
Students are advised to read the appropriate chapter/s in advance of the session
in order to achieve a better understanding. The content of the sessions is not
exactly the same as presented in the book chapters and the entire chapter is not
necessarily covered.
The PowerPoint slides for each session are made available on the unit website.
Students are advised to print out the PowerPoint slides in handout format (3 slides
to a page) and bring them to the workshop sessions to assist with note taking.
The purpose of the workshop is for you to prepare a formal response to the case
study exercises, ask questions, and to contribute to the discussions. Active and
informed participation in discussions should be based on your research.
The Workshop Schedule details the activities scheduled for each session and is
covered in more detail in the following topic outlines.
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Session 1
Topic 1: Market oriented perspectives
Introduction
Introduction and objectives
Underling successful corporate, business and marketing strategies Strategic marketing and corporate planning policy context
What you need to do
Read chapter 1 in Walker et al. (2015) Strategic Marketing 3nd Ed.
View the Podcast Session 1 on the unit website
Complete the pre-workshop case study exercise
Learning outcomes 1. Identify the three different levels of strategy
2. Describe marketing’s role in formulating and implementing strategies
3. Explain how to formulate and implement marketing strategies
4. Describe the marketing plan
Key concepts 1. Strategy is at corporate, business and functional levels
2. Marketing managers are responsible for developing strategic plans for their own
product-market entries and are primary participants/contributors to the planning
process at the business and corporate levels
3. Planning and executing a marketing strategy involves interrelated decisions about
what to do, when to do it and how 4. There are three major parts to a marketing plan
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 1
Lecture slides session 1
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Text case study Samsung
Read the text case study: Samsung: Changing strategies to build a global brand on pages 2-4 of the text.
Murdoch University – Strategic Marketing BUS350 – TMA 2019 20
View the video on the unit website: Unpacking Samsung (1min 30sec)
Provide written answers to the following questions and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
1. Which levels of strategy did Samsung change in order to re-position its business?
2. What were the key points in the re-positioning of Samsung?
3. What message is the ‘Unpacking Samsung’ video conveying about the brand?
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Topic 2: Corporate strategy decisions
Introduction
Market implications, scope, objectives, strategic options and resources Strategic business unit (SBU) level decisions and strategies Brand and marketing operations level decisions and strategies
What you need to do
Read chapter 2 in Walker et al. (2015) Strategic Marketing 3nd Ed.
View the Podcast Session 2 on the unit website
Complete the pre-workshop case study exercise
Learning outcomes 1. Understand corporate scope and define the business’s mission
2. Understand how corporate objectives are set
3. Understand ways of gaining a competitive advantage
4. Identify corporate growth strategies
5. Understand how corporate resources are allocated
6. Identify the sources of synergy
Key concepts 1. A clearly-defined corporate mission statement defines its business, customers, values
and its vision
2. Corporate objectives guide decisions and serve as performance benchmarks over a
certain time frame
3. A corporation’s competitive advantage is built around its marketing-related resources
and competencies, such as its information systems, market research, customer
relationships and supplier/distributor alliances
4. A business can grow in two directions: expansion of its current businesses and
activities or diversification into new businesses
5. There are two sets of analytical tools to help decide on allocating financial and human
resources across businesses and product markets: portfolio models and value-based
planning
6. Corporate synergy could be knowledge-based and through sharing of operational
resources, facilities and functions across business units
Murdoch University – Strategic Marketing BUS350 – TMA 2019 21
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 2
Lecture slides session 2
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Text case study AirAsia
Read the text case study: AirAsia’s Strategic Decisions – Short-haul versus long- haul services on pages 51-53 of the text.
Provide written answers to questions 1-3 on page 52 of the text and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
1. Look up the electronic information available on the AirAsia website about its operations and history and identify the critical success factors that contributed to the success of AirAsia. http://www.airasia.com/au/en/home.page?gclid=CJTR2-Ug80CFQwjvQodRVsA8g
2. Discuss the relevance of AirAsia’s strategic decisions in offering short-haul services.
3. Discuss the relevance of AirAsia X’s strategic decisions in offering long-haul service.
Read the story: AirAsia crash: Captain left seat before plane lost control, sources say at: http://www.news.com.au/travel/travel-updates/incidents/airasia-crash-captain- left-seat-before-plane-lost-control-sources-say/news- story/34a9f00b909e80c5be409f5758302e13
Be prepared to discuss the news story at the workshop.
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
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Session 2
Topic 3: Business strategies and their marketing implementations
Introduction Focusing on strategic decisions, how businesses compete, and choosing the appropriate business strategy for the business environment
What you need to do
Read chapter 3 in Walker et al. (2015) Strategic Marketing 3nd Ed.
View the Podcast Session 3 on the unit website
Complete the pre-workshop case study exercise
Learning outcomes 1. Understand the strategic decisions at business-unit level
2. Compare and contrast Porter’s competitive strategies
3. Compare and contrast Miles and Snow’s business strategies
4. Understand how competitive strategies differ from one another
5. Appreciate the importance of the fit between business strategies and the environment
6. Understand how different strategies influence marketing decisions
7. Discuss what happens if the best marketing program for a product does not fit the
business’s competitive strategy
Key concepts 1. Strategic decisions at business-unit level include how to divide into SBUs, how to
break down overall corporate-driven SBU objectives into product-market entry sub
objectives and how to allocate resources across various product-market entries. 2. Michael Porter suggests three business-level strategies to gain/maintain competitive
advantage in various product markets: overall cost leadership, differentiation and focus on market niches.
3. Miles and Snow classify four strategic types of prospectors, defenders, analysers and
reactors.
4. A business strategy is influenced by environmental conditions such as industry and
market, technology, competition and business strength.
5. The SBU’s strategy influences the amount of resources committed to marketing and
ultimately the budget available.
6. Changes to marketing program or SBU may be required when a product target market
becomes more mature and when newly emerging technology calls for an innovative
redesign of a mature product category.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
Murdoch University – Strategic Marketing BUS350 – TMA 2019 23
The following material is available on the unit website:
Podcast session 3
Lecture slides session 3
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Web case study Lego
Read the newspaper article on the unit website: Lego rebuilt – brick by brick by Anderson E. in The West Australian, December 26, 2014
Visit the Lego corporate website: http://www.lego.com/en-us/aboutus/lego-group
Visit the US website for Lego: http://www.lego.com/en-us
Provide written answers to the following questions and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
1. How did Lego change its business strategy in the mid 2000’s to bring the company back from the brink of collapse?
2. In viewing the US website for Lego, how is the company currently engaging with consumers? Is this a departure from their change of strategy in the mid 2000’s?
3. Write a short summary of one academic journal article of your choice which relates to Lego. Provide the reference details.
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Topic 4: Understanding market opportunities (part 1)
Measuring market opportunities (part 2)
Introduction Assessing market and industry attractiveness The macro market versus the micro market Forecasting and market knowledge Techniques such as market research and measuring databases
What you need to do
Read chapter 4 and 5 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 4 (part 1) and (part 2) on the unit website
Complete the pre-workshop case study exercise (part 1) and complete the sales forecast exercise on the unit website (part 2)
Learning outcomes (part 1) 1. Understand the difference between an industry and a market
Murdoch University – Strategic Marketing BUS350 – TMA 2019 24
2. Assess the attractiveness of a market from a macro-level
3. Assess the attractiveness of an industry using the value chain and competitive forces
models
4. Identify challenges relating to macro-level analysis of the market and industry
5. Develop an understanding of markets and industries at the micro level
Key concepts (part 1) 1. Markets comprise customers; industries comprise producers and sellers.
2. Market attractiveness is influenced by the macro environment, which can be divided
into six major components—population/demographic, sociocultural, economic,
political/legal, technological and ecological/natural.
3. Porter’s five competitive forces collectively determine an industry’s long-term
attractiveness:
4. Markets can be measured in various ways: in numbers of qualified potential
customers, in units consumed of a class of goods or services, or in terms of value
and aggregate spending on a class of goods or services.
5. Micro level domains to assess for opportunities include target segment benefits and
attractiveness (Domain 3); sustainable advantage within an industry (Domain 4);
mission, aspirations and propensity for risk (Domain 5); ability to execute critical
success factors (Domain 6); and connections within the value chain (Domain 7).
Learning outcomes (part 2) 1. Understand the six main methods used to prepare a forecast
2. Identify the rate of diffusion of innovations as another perspective on forecasting
3. Appreciate the importance of market intelligence and knowledge systems in gaining a
competitive advantage
4. Identify different types of marketing intelligence and knowledge systems
Key concepts (part 2) 1. Evidence-based forecasting looks at the size of the potential market and the current
market through bottom-up and top-down approaches.
2. The diffusion theory covers the adoption process, the adoption rate and the adopter
categories
3. Market knowledge/intelligence based on relevant, reliable and timely data will guide
marketing decisions on products, new markets, target segments, pricing, distribution
and advertising/promotion.
4. There are four commonly used market knowledge systems on which businesses rely
to keep pace with daily developments.
5. There are six steps in the marketing research process.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 4 (1) and 4 (2)
Lecture slides session 4 (1) and 4 (2)
Murdoch University – Strategic Marketing BUS350 – TMA 2019 25
Learning activities/tasks (part 1) Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Web case study Antz inya Pants vs. Starbucks
Read the case study on the unit website: Cold Brewed Coffee from the Antz Nest by
Osborne D. & Osborne C. (2014), in Marketing, 3rd ed., by Elliott G., Rundle-Thiele S. &
Waller D., Wiley & Sons, Queensland
Visit the Antz inya Pants Coffee website: http://www.antzinyapantz.com/
Read the journal article on the unit website: How the local competition defeated a global brand: The case of Starbucks by Patterson P., Scott J. & Uncles M. (2010), Australasian Marketing Journal, 18, pages 41-47
Provide written answers to the following questions and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
1. In assessing market demand at the micro level, how did Antz inya Pantz succeed in targeting segment benefits and attractiveness?
2. In which areas of Porter’s five competitive forces were Starbucks defeated in the Australian market?
Learning activities/tasks (part 2)
Work through the Excel templates and instructions provided on the unit website for Sales Forecasts and Profit and Loss.
Prepare a sales forecast (only) for a business using the Excel template provided. Print out the forecast and bring to the workshop and be prepared to discuss your rationale for the forecast.
The forecast will be based on a new business starting in July 2017.
The product is an exclusive chocolate brand and the key selling periods are anticipated to coincide with festive and gift giving occasions.
The business has five specific ranges of chocolates.
You can launch the business in a country of your choice
Total sales for the 2017/18 financial year are anticipated at 5,000,000 units.
You can make any other assumptions that are appropriate
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Murdoch University – Strategic Marketing BUS350 – TMA 2019 26
Session 3
Topic 5: Targeting attractive market segments
Introduction Defining market segments for strategic planning, choosing the best segment
What you need to do
Read chapter 6 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 5 on the unit website
Complete the pre-workshop case study exercise
Learning outcomes 1. Define marketing segmentation, targeting and positioning
2. Identify the four major categories of market segmentation
3. Determine how to choose attractive market segments
4. Identify different targeting strategies
5. Understand the importance of global market segmentation
Key concepts 1. Three decision processes—market segmentation, target marketing and market
positioning—are closely linked and strongly interdependent.
2. There are three important steps in the market segmentation process: identify a
homogeneous segment that differs from other segments; specify criteria that define
the segment; and determine segment size and potential.
3. Three common targeting strategies are niche-market, mass-market and growth-
market strategies.
4. Companies expand internationally to defend home position against global competitors
and service customers who are also engaging in global expansion.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 5
Lecture slides session 5
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Web case study Kill-Kapture
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Read the case study on the unit website: Tough Luxury by C. Osborne and D. Osborne
(2018) in Marketing 2nd ed., Grewal D., Levy M., Mathews S., Harrigan P. & Bucic T.,
McGraw Hill NSW
Provide written answers to the following questions:
1. Identify the demographic characteristics of the target market for Kill_Kapture. 2. In psychographic segmentation of the target market for the Kill_Kapture brand,
how does the concept of self-orientation apply? 3. What type of targeting strategy is Kill_Kapture using?
Note: This case study analysis is for submission as an assessment.
Refer to the Unit Guide for details of the assessment criteria.
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Topic 6: Differentiation and brand positioning
Introduction How do we differentiate and position a product? Why are they both strategically important for marketers?
What you need to do
Read chapter 7 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 6 on the unit website
Complete the pre-workshop case study exercise
Learning outcomes 1. Understand the concepts of positioning and differentiation
2. Identify generic competitive strategies
3. Appreciate the difference between physical and perceptual positioning
4. Identify the seven steps used in the positioning process
5. Define a unique value proposition
6. Understand the outcome of effective positioning
Key concepts 1. Consumers choose a brand because it is different from other brands.
2. Product attributes or price competitiveness can be used to position a brand into
consumers’ purchasing choice.
3. While a physical positioning is useful, customers’ attitudes toward a product are often
based on social or psychological attributes.
4. There are seven steps to the brand positioning process.
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5. A positioning statement is a succinct statement that identifies the target market for
which the product is intended and the product category in which it competes, and
states the unique benefit the product offers.
6. Brand equity reflects how consumers feel, think and act towards the brand.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 6
Lecture slides session 6
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Text case study Subway
Read the text case study: Subway: Fast food turns healthy on pages 171-172 of the text.
Provide written answers to the following questions and be prepared to discuss your answers during the workshop. The answer should be no more than 1 page in total and key bullet points are acceptable.
1. How has Subway changed the fast food market? 2. Draw a perceptual map for the key businesses in the fast food market. Use the
axis points,’ value of money’ and ’healthy’ as consumers’ preferred combination of attributes.
3. Conduct research using the Internet and find an estimate of the value of the
Subway brand. Provide the reference details.
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Murdoch University – Strategic Marketing BUS350 – TMA 2019 29
Session 4
Topic 7: Marketing strategies for new market entries
Introduction Marketing strategies and sustaining competitive advantage New product and market development and entry approaches
What you need to do
Read chapter 8 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 7 on the unit website
Complete the pre-workshop case study exercise
Learning outcomes 1. Explain marketing strategies for start-ups and gazelles
2. Understand marketing strategies, marketing mix implications, and limitations of the
product life cycle
3. Identify the categories of new market entries
4. Identify objectives for new products and market development
5. Identify market entry strategies
6. Investigate strategic marketing programs for pioneers
7. Understand considerations for global markets
Key concepts 1. Which strategy is best for developing markets/offerings that are new to the target
customers depends on the business’s resources/competencies, the strength of likely
future competitors and the characteristics of the product and its target market.
2. Entrepreneurial start-ups called ‘gazelles’ have become the prototype for turning
around low growth outcomes (compared to ‘mice’, small business operators who are
happy to make a living from generated profits and ‘elephants’, who are defender and
reactor businesses).
3. During the product life cycle (PLC), a product’s sales change over time in a
predictable way and products go through a series of five distinct stages: introduction,
growth, shake-out, maturity and decline.
4. There are six categories of new products based on their degree of newness as
perceived by the company and target customers.
5. Different types of new entries are appropriate for achieving different strategic
objectives.
6. Pioneers take the greatest risks but could be successfully rewarded through the
growth/maturity stages through sources of competitive advantage.
7. A pioneer might choose from one of three different types of marketing strategies.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Murdoch University – Strategic Marketing BUS350 – TMA 2019 30
Audio visual media
The following material is available on the unit website:
Podcast session 7
Lecture slides session 7
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Web case study Pet Rock and Tamagotchi
Read the case study readings for web case study: Pet Rock and Tamagotchi which includes two case study readings on the unit website:
1. Osborne C. & Osborne D. (2017) Pet Rock and Tamagotchi in Marketing 2nd ed.
Grewal D., Levy M., Mathews S., Harrigan P. & Bucic T., McGraw Hill NSW
2. Frendo G. (2013) Marketing Case Study: The Tamagotchi (1996),
http://hubpages.com/business/Marketing-Case-Study-The-Tamagotchi
Plus, a newspaper article on the unit website:
3. Fox M. (2015) End of a ‘70s legend as Pet Rock ad-man dies, The Australian
Financial Review, 2-6 April 2015
Provide written answers to the following questions and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
1. How has Tamagotchi remained relevant and extended its product life cycle over
20 years? 2. Why was the Pet Rock unable to sustain a long term competitive advantage? 3. As pioneer products, which of the three marketing strategies did Tamagotchi and
Pet Rock adopt?
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Topic 8: Strategies for growth markets
Introduction Market leader and market follower strategies
Defensive, flanking and attack strategies
What you need to do
Read chapter 9 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 8 on the unit website
Murdoch University – Strategic Marketing BUS350 – TMA 2019 31
Complete the pre-workshop case study exercise
Learning outcomes 1. Explain opportunities and risks in growth markets
2. Identify growth-market strategies for market leaders
3. Identify share growth strategies for followers
4. Recognise which market leader or follower strategy is most successful
Key concepts 1. There are opportunities and competitive risks in growing product markets.
2. Objectives for market leaders include; retaining current customers, stimulating
selective demand among later adopters and stimulating primary demand to help
speed up overall market growth.
3. Followers could adopt a niche strategy to build a small and profitable segment
overlooked by pioneers or attain share growth within the total market.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 8
Lecture slides session 8
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Text case study Singapore
Read the text case study: Singapore taps growth market in Australia on pages 256- 259 of the text
Provide written answers to questions 3-5 on page 258 of the text and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
3. How is Singapore attracting Australian travellers?
4. Why is Singapore making the country more appealing to Australians?
5. What image has Singapore Changi airport and Singapore Airlines projected for Singapore?
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Murdoch University – Strategic Marketing BUS350 – TMA 2019 32
Session 5
Topic 9: Strategies for mature and declining markets
Introduction The transition from growth to maturity
Maintaining market share
What you need to do
Read chapter 10 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 9 on the unit website
Complete the pre-workshop case study exercise
Learning outcomes 1. Understand key strategic challenges in the shake-out transition from market growth to
maturity
2. Interpret strategic choices in mature markets
3. Understand key strategies for maintaining a competitive advantage
4. Identify marketing strategies that can be applied to mature markets
5. Identify marketing strategies for declining markets
Key concepts 1. A share leader in a mature industry might build on a cost or product differentiation
advantage.
2. The market is still growing but the rate of growth starts to decline during the transition
period.
3. Marketing strategies for mature markets include; maintaining current market share
and extending volume growth.
4. Strategies for declining markets include; divesting or liquidation or remaining
competitive.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 9
Lecture slides session 9
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Murdoch University – Strategic Marketing BUS350 – TMA 2019 33
Web case study: Zara
Read the two case study readings on the unit website:
1. Fast Fashion, by Hansen S. (2012), The Sunday Times STM, November 18-24
2012, pages 13-15
2. Zara: Fast fashions – really fast, in Kotler P., Burton S., Brown L. & Armstrong
G. (2013), Marketing 9th ed., Pearson Australia, p. 408-409
Provide written answers to the following questions and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
1. What marketing strategy has Zara adopted in order to maintain a competitive
advantage? 2. What impact has Zara’s marketing strategy had on competitive fashion retailers?
3. How would you answer the question raised in the article, “But can it survive its
own expansion?”
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Topic 10: Marketing strategies for the digital economy
Introduction Bricks vs clicks market strategies Threats and opportunities for marketers, and decision frameworks for business in the digital economy
What you need to do
Read chapter 11 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 10 on the unit website
Complete the pre-workshop case study exercise
Learning outcomes 1. Appreciate the digital economy history and development
2. Understand the digital world for marketers
3. Acknowledge the importance of connectivity
4. Recognise the importance of customer interface
5. Recognise that privacy and security are critical aspects for operating in a digital world
6. Develop a digital economy marketing strategy and decision framework
7. Identify future issues for the digital economy
Murdoch University – Strategic Marketing BUS350 – TMA 2019 34
Key concepts 1. A new integrated digital business model incorporates key marketing elements into
new offline–online business frameworks and templates.
2. The web provides various marketing opportunities from a bottom-up digital interaction
and transaction perspective.
3. Marketers need to be more sensitive with customer information and marketing
communication activities and be up to date on security, legal, political and competitive
issues in the digital world.
4. The evolution of the web poses challenges to researching full online markets and
consumer groups, digitising necessary flows at each stage in the consumer
experience process and dealing with multiple virtual representations of people.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 10
Lecture slides session 10
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Web case study: Audi A1
Read the case study readings on the unit website:
Audi utilises social media, unknown author, (2014), McGraw Hill, Australia
Provide written answers to questions 2-4 at the end of the case study and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
2. Why do companies such as Audi use testimonials as part of their marketing
strategy, and why did Audi use Justin Timberlake for the A1's 'The Next Big
Thing' promotion?
3. Create an overview of the main structural barriers that can occur in e-marketing,
including a short description.
4. Can the marketing campaign be considered successful? If yes, can you name
indicators for your decision?
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Murdoch University – Strategic Marketing BUS350 – TMA 2019 35
Session 6
Topic 11: Organising and planning for effective implementation
Introduction Designing administrative relationships for different competitive strategies, organisational structures and marketing plans
What you need to do
Read chapter 12 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 11 on the unit website
Complete the pre-workshop case study exercise on the unit website
Learning outcomes 1. Design administrative relationships for implementing different competitive strategies
2. Design organisational structures for implementing different strategies
3. Understand the importance of a marketing plan as the foundation for implementing
marketing actions
Key concepts 1. Three aspects of the corporate–business unit relationship can affect the SBU’s
success in implementing a particular competitive strategy:
The degree of autonomy provided each business unit manager
The degree to which the business unit shares functional programs and
facilities with other units
The manner in which the corporation evaluates and rewards the performance
of its SBU managers.
2. Different types of business strategies require various organisational dimensions.
3. Service organisations with high levels of customer service require additional functional
competencies such as well-trained service personnel to deliver quality service.
4. A written marketing plan is a key step in ensuring the effective execution of a strategic
marketing program because it spells out what actions are to be taken, when and by
whom.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 11
Lecture slides session 11
Murdoch University – Strategic Marketing BUS350 – TMA 2019 36
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Text case study Nokia
Read the text case study: Nokia: Reorganising to accommodate changing markets and technology on pages 336-338 of the text
Provide written answers to the following questions and be prepared to discuss your answers during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
1. What were the environmental changes that Nokia encountered?
2. What were the strategic changes that Nokia made?
3. What were the organisational changes that Nokia made in order to implement the
strategic changes?
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Topic 12: Measuring and delivering marketing performance
Introduction
Designing marketing metrics and strategic monitoring systems
What you need to do
Read chapter 13 in Walker et al. (2015) Strategic Marketing 3rd Ed.
View the Podcasts Session 12 on the unit website
Complete the pre-workshop case study exercise on the unit website
Learning outcomes 1. Understand design decisions for marketing metrics step by step
2. Understand design decisions for strategic monitoring systems
3. Explain what organisations consider in design decisions for marketing metrics
4. Understand the difference between marketing analytics and marketing metrics
5. Identify the various types of marketing audits
Key concepts 1. The performance measurement process consists of five steps: setting performance
standards, specifying feedback, obtaining data, evaluating the data and taking corrective
action.
2. Steps in strategic monitoring include; identifying key variables to monitor, tracking and
monitoring and strategy reassessment.
3. Designing systems to measure marketing performance involves answering four essential
questions.
1. Who needs what information?
Murdoch University – Strategic Marketing BUS350 – TMA 2019 37
2. When and how often is the information needed?
3. In what media and in what format(s) or levels of aggregation should the
information be provided?
4. What contingencies should be planned for?
4. There are generally eight types of marketing audits.
5. Businesses are paying increased attention to the development of information dashboards
that provide people at all levels with the information they need to make timely, well-
informed decisions about marketing.
Resources for this topic To undertake study for this topic, you will need:
Essential textbook
Walker O., Mullins J., Mavondo F., Gountas J., Kriz A. and Osborne C. (2015), Marketing Strategy: A Decision-Focused Approach, 3rd ed., McGraw-Hill, Australia
Audio visual media
The following material is available on the unit website:
Podcast session 12
Lecture slides session 12
Learning activities/tasks Prior to the workshop you need to complete the case study exercise as detailed on the unit
website:
Text case study Walmart
Read the text case study: Metrics pay for Walmart on pages 364-365 of the text
Provide a written answer to the following question and be prepared to discuss your answer during the workshop.
The answer should be no more than 1 page in total and key bullet points are acceptable.
1. Discuss each of the five steps in the performance measurement process (as detailed below, text page 367) in reference to the Walmart case study.
Revision quiz: Following the workshop it is recommended that you complete the revision
quiz on the unit website
Murdoch University – Strategic Marketing BUS350 – TMA 2019 38
Appendix A: Policy on Group Projects
Murdoch School of Business and Governance
Collaborative Learning
Group projects foster collaborative learning, and are an important means of developing
teamwork skills, such as managing conflict resolution and negotiating outcomes. Those
skills, learnt when completing group projects, provide valuable training because the
outcomes of most workplace tasks, apart from applying technical skills, invariably include
managing group dynamics. Learning to be part of a group involves accepting that collective
judgements are often required to successfully complete the group report for this unit. Group
assessment, like any other assessment, is subject to the criteria of academic rigour and
validity within the framework of the Unit learning objectives.
Conflict Resolution
In order to successfully complete the group report, each group member must comply with the
following requirements that have been developed to minimise any conflict associated with
each group member’s responsibilities.
Each group must maintain Group Activity Records (available on the unit website
under Help) of group meetings, which includes each member’s contributions to the
report. During the first group meeting, each member should negotiate her/his
contributions to the report, and the delivery date for those specific agreed
contributions. The progress of each group member towards completing his/her
agreed activities for completing the report will be noted in the Group Activity Records
and during subsequent group meetings.
If any group member fails to attend a scheduled group meeting, or fails to supply
her/his specified contribution without an adequate explanation (such as a medical
certificate), the other members of the group may exclude that individual from the
group. The excluded student will then complete the report alone. The group must
notify the excluded individual, and the Lecturer in writing, including the evidence to
support that exclusion, within two days of taking that action. An email to the
individual, and copied to the Lecturer, will be deemed to be sufficient notice for
exclusion from the group.
If the excluded individual wishes to re-join the group, he/she may request a meeting
of the group and the Lecturer to submit any reasons why he/she should be allowed to
re-join the group. A decision to exclude the individual rests with the other group
members and their decision will be binding on the individual.
If there are contentious issues about a group member’s contribution to a group report,
(which cannot be resolved) then each member of the group must sign and submit a
Peer Assessment of Group Report, (to be obtained from the Unit Coordinator)
together with the report on the due date. In the event that an individual group member
receives a Fail peer assessment for the group report, that student has 24 hours from
the time of being notified by the Lecturer of the peer assessment, to produce
evidence of her/his input to the report; that is, the signed copies of the completed
Group Activity Records for the report. If the student does not produce the required
Murdoch University – Strategic Marketing BUS350 – TMA 2019 39
evidence within 24 hours of notification, her/his grade, as assessed by the other
members of the group, will stand and be included as part of that student’s final grade.
If the members of a group cannot resolve any differences within that group, the
Lecturer may dissolve the group and/or reallocate the members to other groups.
If any students, who are members of a group, withdraw from the unit the remaining
group members must notify the Lecturer as soon as possible. The remaining group
members may consider joining another group with less than four members, or they
may elect to complete the group report with the remaining group members.
Group Activity Records
Each group is to complete Group Activity Records which must include the following
information:
The title of the group project being completed.
The dates of the group meetings when each group members agreed contributions to
the report were negotiated, and the subsequent progress made by each group
member towards completing their agreed activities.
A list of the each group member’s responsibilities, including her/his agreed actions to
be undertaken in completing the project, and the due dates of those agreed activities,
must be signed off by each group member.
All Group Activity Records from group meetings must be submitted with the group
project on the due date.
As the group project is to be submitted electronically, the Group Activity Records
should be scanned as one file and attached to the report
A sample copy of a Group Activity Record in Microsoft Word is available on the unit
website (under Help). This file can be copied and typed straight into or you can
produce your own typed version if you wish to provide additional information.
Murdoch University – Strategic Marketing BUS350 – TMA 2019 40
Appendix B: Group Charter/Agreement
This is a charter/agreement that applies to you as an individual, and as a member of a group.
It provides the means to regulate the behaviour and conduct of the group, together with your
rights and responsibilities. Each member of the group has the right to expect a certain
standard of performance from the other group members, and in turn has the responsibility to
provide an equal standard of performance to complete the group research reports.
Read the following Rights and Responsibilities. Then print your name and student number,
and sign the Student Declaration on Group Assessment (available on the unit website under
Help) to indicate that you have read and understood your rights and responsibilities.
When all members of the group have signed the Student Declaration on Group Assessment,
make a copy and give the original to the Lecturer.
Rights of all Group members
1. The group has the right to expect the members to participation on time for all group
meetings.
2. The group has the right to expect high quality input from all individual group members.
3. The group has the right and obligation to allow group members to hold different opinions.
4. The group majority, as a democratic rule, has the right to dismiss any member of the
group who does not perform according to the agreed standards and is incompatible with
project objectives.
5. The group has the right to expect full support and commitment of all group members at
all times.
Responsibilities (Obligations) of all Group members
1. All group members have the responsibility to be on time for group meetings and to submit
their individual work on time according to the deadlines.
2. All group members have the responsibility to provide the highest quality input of which
they are genuinely capable of and promised to all other group members.
3. All group members have the responsibility to fully participate in the group’s activities and
to critically analyse the input of others in a positive manner, without being unduly
destructive of others.
4. All group members have the responsibility to support the group’s decisions when it is
agreed upon.