Download MSc International Marketing Programme Handbook May 2013

MSc International Marketing
Programme Handbook
May 2013
FOREWORD
Welcome by the Dean of the Business School
BPP has a long, diverse history and today one of Europe’s biggest academic and
professional educational provider. BPP University College is also the UK’s 1st private sector
educational body with the privilege to award degrees. At BPP Business School we offer a
range of professional and academic programmes, including the MSc Management with
Streams, which will prepare you for your chosen career.
The business school is uniquely positioned by virtue of the involvement of professional as
well as academic experts and strong industry relationships. The school has a strong focus on
employability and developing individuals into successful professionals. Our flagship
Academic and Career Skills module is a good example of our commitment to students in
preparing them for the future and to the business world in providing them highly skilled
professionals.
All our tutors and support staff are here to support you through your academic journey and
make it a remarkable success. We expect all our students to adhere to the highest standards
and put their best efforts to achieve the academic success. It is our endeavour to
continuously improve the quality of education and student experience at the school. And I
welcome your comments and suggestions on improving the overall student experience.
I hope you will find the student journey at the school memorable and fruitful. I wish you good
luck with your studies.
Tim Stewart
Dean of the BPP Business School
May 2013
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Welcome by Director of Programmes
Welcome to your MSc Professional HR programme. You have chosen a challenging and
intellectually rewarding journey towards a respected qualification.
We have carefully crafted a programme of study to reflect best practices in both academic
thinking and the workplace. The modules you will study here have been devised and
developed to communicate advanced management theories. In addition the modules will
reveal the practical application of well known, tried and tested, HR models and frameworks.
You have made a significant financial investment in choosing this programme of study. We
cannot guarantee success but, within the constraints of our programme regulations, we will
support you in all possible ways we can, towards the achievement of your award. For our
part we will endeavour to provide you with many learning opportunities and support services
towards your goal of an award from BPP University College. For your part you must engage
throughout with the requirements of study. The year will require sustained efforts and
application by you. It will require regular attendance at lectures and a commitment to
undertake work between lectures. If from the minute you join us you engage with this study
culture and take advantage of all the student support services we offer, then you have a great
start to what we hope will be a successful journey.
For success you will also need to understand the information in this handbook and to use it to
help you progress through the course. Within the following pages you will, for instance, find
details of the programme regulations. There are sections too on each individual module
clearly outlining their content, assessment patterns and marking schemes. Take note of the
pages that follow as they will guide you to what is required of you during your study period
with us.
I wish you well in your studies. This should be one of the most interesting and challenging
years of your life and I hope you will use it to develop into a highly employable and
knowledgeable person.
Terry Kendrick
Director of Postgraduate Programmes
May 2013
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CONTENTS
INTRODUCTION TO THE PROGRAMME .................................................................................. 4
Details ................................................................................................................................. 4
Aims and Learning Outcomes.................................................................................................. 2
Programme Aims ................................................................................................................... 2
Programme Learning Outcomes .............................................................................................. 2
PROGRAMME STAGES ........................................................................................................... 4
STAGE ONE .......................................................................................................................... 4
STAGE TWO ......................................................................................................................... 6
STAGE THREE ....................................................................................................................... 9
Diagram of Outcomes Leading to Award ................................................................................ 11
Overall Learning and Teaching Strategy ................................................................................. 18
Code of Conduct.................................................................................................................. 20
MODULE OUTLINES ............................................................................................................. 22
International Marketing Management ..................................................................................... 23
Consumer Behaviour ............................................................................................................ 36
Competitive Intelligence for the Marketer ............................................................................... 50
Managing International Brands.............................................................................................. 67
Finance for Marketers .......................................................................................................... 79
Marketing Communications Frameworks................................................................................. 90
International Advanced Marketing Strategy and Simulation..................................................... 101
Creativity and Innovation for International Markets ............................................................... 116
International Marketing Consultancy Project ......................................................................... 126
Academic and Career Skills ................................................................................................. 138
Digital Marketing Frameworks ............................................................................................. 158
Advertising Management .................................................................................................... 172
eTourism and eHospitality .................................................................................................. 183
Operations Management & Service Excellence ...................................................................... 195
Stakeholder Relationship Management ................................................................................. 208
Project Management in Marketing ....................................................................................... 219
Public Relations Frameworks ............................................................................................... 261
Assessment ...................................................................................................................... 276
Marking Criteria ................................................................................................................. 278
Assessment Map................................................................................................................ 280
Staff Contacts ................................................................................................................... 282
Programme Regulations ..................................................................................................... 283
Curriculum Map ................................................................................................................. 288
Competency Framework – Employability (Academic and Careers Skills) .................................... 290
Indicative Timetable .......................................................................................................... 292
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INTRODUCTION TO THE PROGRAMME
Details
Programme Title
MSc International Marketing
Qualification
Master of Science International Marketing
Awarding Body
BPP University College of Professional Studies
Overview of Programme
The overall aim of the MSc International Marketing is to develop the next generation of
marketing managers who can thrive in dynamic and complex business environments. It
provides for the intellectual development of the student to enable him or her to function
effectively within a wide range of business sectors. This is achieved by enhancing and
developing a stronger marketing perspective among general management skills and
knowledge on both a domestic and International level.
This programme combines the academic theory of International marketing with a practical
perspective that closely reflects ‘real life’ international marketing issues and situations. It
aims to develop a sound understanding of marketing & international marketing, to extend
existing knowledge, whether from previous study or practical experience and as such,
greatly enhances employability prospects. The techniques and skills gained on the
programme will enable an accelerated start to, or rapid progression of career paths in
marketing and will be applicable to the marketing of all types of organisations.
You will be required to critically evaluate key international marketing strategies and
practices, and learn how these help to shape organisations and markets within the evolving
global business environment. Utilising theory, practice and cutting-edge approaches,
including e-marketing and social networking, you will develop skills that will enhance your
employability as both a marketer and a manager in any dynamic organisation. To assist with
this the programme provides a choice of up to six 'elective' subjects, reflecting the current
diversity in contemporary marketing practice.
In addition the programme also carries the benefit of dual award status from the Chartered
Institute of Marketing and Chartered Management Institute which will enhance the student’s
employability and knowledge of management and marketing practices.
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Outline Programme Structure
Post Graduate Certificate
Post Graduate Diploma
MSc International Marketing
Postgraduate Certificate Core
International Marketing
Management.
(15 Credits)
Consumer Behaviour.
(15 Credits)
Finance for Marketers.
(15 Credits)
Consultancy Project
(30 Credits)
Or
Academic and Careers Skills (Work placement)
(30 Credits)
Marketing
Communications
Frameworks
(15 Credits)
Plus 30 credits from the following:
Digital Marketing Frameworks (15 Credits)
Competitive Intelligence
For Marketing
(15 Credits)
International Advanced
Marketing Strategy &
Simulation
(15 Credits)
Advertising Management (15 Credits)
Operational & Services Excellence (15 Credits)
Stakeholder Relationship Management (15 credits)
Project Management for Marketing (15 credits)
Public Relations Framework (15 credits)
Managing International
Brands. (15 Credits)
Creativity and
innovation for
International
Markets
(15 Credits)
Shared Module
Existing Module
Key
Pervasive Business and Management Skills: Cultural Awareness, Professional Development and Communication and Negotiation, etc.
(non-credit bearing, but 75% of these must be completed to pass the programme, including all research methods skills sessions)
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Module Name
Shared/Existing
Programme
Shared/Existing
International Marketing Management
Existing
Consumer Behaviour
Existing
Competitive Intelligence for
Marketing
Managing International Brands
Shared
Finance for Marketers
Marketing Communications
Frameworks
International Advanced Marketing
Strategy and Simulation
N/A
Shared
Creativity and Innovation for
International Markets
Existing
International Marketing Consultancy
Project
Existing
Academic and Careers Skills (Work
Placement)
Digital Marketing Frameworks
Shared
Advertising Management
Existing
Operational and Services Excellence
Shared
Stakeholder Relationship
Management
Project Management for Marketing
Public Relations Frameworks
Existing
Revised from MSc
Marketing – Less than
25% altered
MSc Professional
Marketing - Less than
25% altered
MSc Professional
Marketing
MSc Professional
Marketing - Less than
25% altered
N/A
MSc Management (with
streams)
Revised from MSc
Marketing. Altered from
30-15 credit module
Revised from MSc
Marketing - Less than
25% altered
Revised from MSc
Marketing - Less than
25% altered
MSc Management (with
streams)
MSc Professional
Marketing
Revised from MSc
Marketing - Less than
25% altered
MSc Management (with
streams)
MSc Professional HR Less than 25% altered
N/A
MSc Professional
Marketing
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Existing
Existing
Shared
N/A
Shared
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Aims and Learning Outcomes
Programme Aims
The aims of the degree are designed to provide you with an integrated academic and
professional development environment. That is conceived and structured to enable students
(you) to gain the knowledge, understanding and skills to pursue and sustain careers in
Marketing (Management).
This programme aims to:
• Provide a broad, critical and integrated study of marketing for non-cognate students.
• Enhance the employability of students by developing an advanced knowledge and
understanding to systematically and creatively inform marketing practice.
• Prepare students in the use of appropriate tools and techniques beneficial to business
operations.
• Improve independence, self-direction and self-development of participants for the benefit of
the student, organisation and society.
• Offer students the opportunity to focus their learning on in specialist aspects of marketing.
Programme Learning Outcomes
The learning outcomes describe what you should know and be able to do if you successfully
complete the programme and make full use of the opportunities for learning that are
provided. The learning outcomes are presented in the tables below:
Knowledge and Understanding
Ref
A. Students should be able to demonstrate:
K1
A systematic understanding of the values, techniques, theories, concepts and models
of the study and practice of International Marketing.
K2
A knowledge of contemporary organisational practices, the current and developing
issues in internal and external environments that impact on interdisciplinary
International Marketing.
K3
Critical appreciation of the ethical and cultural dimensions in International marketing in
order to effectively inform sustainable business.
K4
Comprehensive understanding of a range of techniques used for data analysis for
managerial decision making.
An ability to discuss leading edge theory and practice in key International Marketing
disciplines and functions in order to inform interaction in and with this specific area.
Cognitive Skills
Ref
B. Students should be able to:
C1
Rigorously evaluate a range of complex situations, environments and markets
holistically for the purpose of decision making at both a domestic and International
level.
C2
Synthesise information from diverse sources to critically evaluate research and
advanced scholarship in management then where appropriate to propose
improvements.
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C3
C4
Critically evaluate marketing strategies in a variety of business contexts that
demonstrate an appreciation of the complex interdependencies within a business
environment.
Acquire the skills necessary to become recognised as a provider of advice that
Informs operational and strategic decisions in different organisational contexts.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Undertake managerial research of a high quality in order to solve problems and make
decisions in complex situations.
P2
Further strategic goals through utilisation of communication strategies to persuade a
variety of audiences of marketing effectiveness.
P3
Select from a range of alternative courses of action in order to design and implement
solutions for specific organisations
P4
Apply actionable marketing management tools and techniques to inform decisions
and support development of business performance.
General Transferable Skills
Ref
D. Students should be able to:
T1
Adopt a flexible approach to management situations displaying a high level of
professional competence.
T2
Present oneself as a marketing professional through the engagement in personal and
professional development based on self reflection and in response to feedback.
T3
Communicate persuasively, confidently and authoritatively supported by evidencebased recommendations in the absence of complete information.
T4
Build the skills and competencies essential to become a valued employee, manager
and leader, and increase one’s confidence at interviews, in meetings and at work.
These Learning Outcomes reflect those that will be achieved for the MSc Marketing award.
Exceptionally, if a student exits earlier in the programme, they may be awarded a
Postgraduate Certificate or Postgraduate Diploma, depending on their achievement. In each
case, students will have achieved the learning outcomes as listed for that award.
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PROGRAMME STAGES
STAGE ONE
POSTGRADUATE CERTIFICATE IN INTERNATIONAL MARKETING
Introduction
The postgraduate certificate in international marketing is designed to deliver a systematic
foundation in marketing. The programme equips students with the knowledge and skills that
are fundamental to threshold marketing practice. It delivers theory and practice in Marketing
Management, Consumer Behaviour, Competitive Intelligence and Management of Brands.
The modules and elements described below are subject to more detailed briefing papers and
bibliographies issued at appropriate points throughout the programme.
In some instances information regarding content of a module is indicative, and actual module
content will be determined according to considerations (for example, regarding opportunities
for work with specific external partners or developments in the field) which are taken into
account closer to the point of delivery.
Module
Requirement
Credits
Page
International Marketing Management
Compulsory
15 Credits
p. 22
Consumer Behaviour
Compulsory
15 Credits
p. 36
Competitive Intelligence for Marketing
Compulsory
15 Credits
p. 50
Managing International Brands
Compulsory
15 credits
p. 67
Interim Exit Award: Postgraduate Certificate in International Marketing
Educational Aims
The Post Graduate Certificate in International Marketing aims to equip its graduates to:
•
•
•
•
Provide students with a critical understanding of the practice and theory of International
Marketing.
Develop the students' research and communication skills to enable them to
communicate effectively and sensitively with others in a marketing environment.
Equip students with the ability to integrate and synthesise information from a variety of
sources to bring clarity to and justify international marketing decisions across a range
of organisations.
Assist students to utilise and critically evaluate a range of marketing tools and
techniques, which are employed by marketing managers, to enhance organisational
effectiveness.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate:
K1
A coherent and detailed understanding of the interrelationship between internal
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resources and process, and the external environment involved in marketing planning.
K2
An ability to discuss alternative solutions using appropriate analytical techniques and
knowledge of skills required to contribute to decision making in marketing.
K3
An in depth understanding of a variety of ethical and responsible approaches to
international marketing in order to inform business practice.
Cognitive Skills
Ref
B. Students should be able to:
C1
Evaluate marketing data and information in order to assess plans for improving
performance.
C2
Improve team and business performance through the choice and precise use of a
variety of marketing tools and techniques.
C3
Appropriately select and combine theories to aid operational and strategic decisions in
different organisational contexts.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Research, identify and interpret appropriate information to provide a range of
solutions to organisational problems.
P2
Communicate with clarity for the intended audience in relation to particular
organisational problems and opportunities.
P3
Select with minimal guidance appropriate tools for the analysis of different types of
data.
General Transferable Skills
Ref
D. Students should be able to:
T1
Develop an awareness of personal and professional strengths and weaknesses.
T2
Contribute sensitively to team and group activities in order to define goals for personal
professional development
T3
Demonstrate decision making abilities even in the absence of complete information
and data.
.
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POSTGRADUATE DIPLOMA IN INTERNATIONAL MARKETING
STAGE TWO
Introduction
The Postgraduate Diploma in International Marketing is designed to build on the systematic
foundation and skills developed in the Postgraduate Certificate. The Diploma examines the
complexities of marketing within dynamic environments and is practitioner focused. While it
is delivered with a professional and practical emphasis it is underpinned by sound academic
rigour.
To this end, decision-making, communication, research, systemic and critical thinking skills
are furthered. It seeks to develop students who, are not only comfortable with marketing
theory but can apply this to synthesise and originate novel solutions. It additionally provides
students with opportunities to extend their knowledge and skills in the areas of strategy,
finance, creativity and innovation. As well; as the opportunity to interact with peers and
engage in enquiry. The overall focus is also to achieve entry to the final stage of the MSc
International Marketing.
The modules and elements described below are subject to more detailed briefing papers and
bibliographies issued at appropriate points throughout the programme.
In some instances information regarding content of a module is indicative, and actual module
content will be determined according to considerations (for example, regarding opportunities
for work with specific external partners or developments in the field) which are taken into
account closer to the point of delivery.
Module
Requirement
Credits
Page
International Marketing Management
Compulsory
15 Credits
p. 22
Consumer Behaviour
Compulsory
15 Credits
p. 36
Competitive Intelligence for Marketing
Compulsory
15 Credits
p. 50
Managing International Brands
Compulsory
15 Credits
p. 67
Interim Exit Award: Postgraduate Certificate in International Marketing
Finance for Marketers
Compulsory
15 Credits
p. 79
Marketing Communications Frameworks
Compulsory
15 Credits
p. 90
International Advanced Marketing
Strategy and Simulation
Compulsory
15 Credits
p. 101
Creativity and Innovation for
International Markets
Compulsory
15 Credits
p. 116
Interim Exit Award: Postgraduate Diploma in International Marketing
Educational Aims
The Post Graduate Diploma in Marketing aims to equip its graduates to enable students to
develop and acquire:
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•
•
•
•
Provide students with opportunities to develop a systematic understanding of
the complex relationships which exist between key stakeholders and across
business functions and their impact on marketing
Enhance students’ autonomy, adaptability and ethicality through individual and
group work.
Provide an environment in which students can gain expertise in the use of tools
and techniques which will allow them to critique and apply viable marketing
strategies.
Enable students to originate viable solutions to create, direct and control
marketing strategy and tactics.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a:
K1
In-depth understanding of the influence of key internal and external environmental
pressures affecting marketing effectiveness
K2
Considered appreciation of theory and its implications for the implementation of
marketing practices in a range of contexts and developing issues in international
marketing.
K3
Technical understanding of complex data and information analysis strategies for
supporting marketing decisions and informing business practice.
.
Cognitive Skills
Ref
B. Students should be able to:
C1
Systematically evaluate the inter-relationships between complex, incomplete or
contradictory marketing functions to communicate effective outcomes.
C2
Synthesise information and data from diverse sources, theoretical and practical, to
critically assess current marketing practices to inform strategic initiatives.
C3
Improve team and business performance through innovation and originality in problem
solving
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Independently research and evaluate complex and incomplete information to provide
a range of solutions to aid marketing decision making to enhance business
performance.
P2
Employ judgement and discretion in the choice and use of modes and mediums of
communication with colleagues, clients and other stakeholders.
P3
Support business performance through the effective use of a variety of qualitative and
quantitative tools to enhance decision making and make a valuable individual
contribution to the organisation.
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P4
Contribute to the development of actionable innovative marketing strategy initiatives
which demonstrate sensitivity to stakeholders and achieve effective outcomes.
General Transferable Skills
Ref
D. Students should be able to:
T1
Display a high-level of professional competence through a reflective appreciation of
your role and contribution to team work and through individual tasks.
T2
Communicate complex ideas and information effectively, selecting format and media
with discernment.
T3
Take initiative in planning professional and personal development goals in the
furtherance of individual, team and organisational improvement.
T4
Understand the competencies that employers value, and to identify potential matches
with different employers or roles.
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MSC INTERNATIONAL MARKETING
STAGE THREE
Introduction
The MSc International Marketing design is informed by a number of guiding principles:
employability, professional development and academic rigour. The programme seeks to
develop highly competent individuals who can thrive in dynamic and complex business
environments and are able to balance knowledge and marketing skills with the ability to
interact at a personal level to influence marketing strategy.
It does this by combining the academic theory of marketing with a practical perspective that
closely reflects ‘real life’ marketing issues and situations. The Certificate block equips you
with the knowledge and skills fundamental for threshold marketing practice. The Diploma
block examines the complexities of International Marketing within uncertain and dynamic
environments. The final block of the MSc International Marketing core module provides
strategic knowledge and skills, whereas the electives provide specialist knowledge and
skills. The techniques and skills gained on the programme will enable an accelerated start
to, or continuation of career paths in marketing and will be applicable to the marketing of all
types of organisations.
You will critically evaluate key marketing strategies and practices. You will also learn how
these help to shape organisations and markets within the evolving global business
environment. Utilising theory, practice and cutting-edge approaches e.g digital marketing. .
To assist with this the programme provides a choice of up to six 'elective' subjects reflecting
the current diversity in contemporary marketing practice.
You will also be encouraged to take part in the academic and career skills programme that
runs alongside the three terms. This will provide with supported and specially chosen,
professional development opportunities, enhancing your employability, including an option to
access work placement and attend specific skill development sessions.
The modules and elements described below are subject to more detailed briefing papers and
bibliographies issued at appropriate points throughout the programme.
In some instances information regarding content of a module is indicative, and actual module
content will be determined according to considerations (for example, regarding opportunities
for work with specific external partners or developments in the field) which are taken into
account closer to the point of delivery.
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Module
Requirement
Credits
Page
International Marketing
Management
Compulsory
15 Credits
p. 22
Consumer Behaviour
Compulsory
15 Credits
p. 36
Competitive Intelligence for
Marketing
Compulsory
15 Credits
p. 50
Managing International Brands
Compulsory
15 Credits
p. 67
Interim Exit Award: Postgraduate Certificate in International Marketing
Finance for Marketers
Compulsory
15 Credits
p. 79
Marketing Communications
Frameworks
Compulsory
15 Credits
p. 90
International Advanced Marketing
Strategy and Simulation
Compulsory
15 Credits
p. 101
Creativity and Innovation for
International Markets
Compulsory
15 Credits
p. 116
Interim Exit Award: Postgraduate Diploma in International Marketing
International Marketing Consultancy
Project
Elective
30 Credits
p.126
Academic and Careers Skills (Work
Placement)
Elective
30 Credits
p.138
Plus 30 Credits from the following list:
Digital Marketing Frameworks
Elective
15 Credits
p. 158
Advertising Management
Elective
15 Credits
p.172
Operational & Services Excellence
Elective
15 Credits
p. 195
Stakeholder Relationship
Management
Elective
15 Credits
p.183
Project Management for Marketing
Elective
15 Credits
p.219
Public Relations Frameworks
Elective
15 Credits
p.261
Exit Award: MSc International Marketing
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MSc International Marketing Handbook
Diagrams of Outcome Leading to Award
Diagram of Outcomes Leading to Award
Term One (Postgraduate Certificate in Marketing)
MSc International Marketing
180 Credits
60 Term 1, 60 Term 2, 60 Term 3
Module
Credit Rating
Assessment
Work for Assessment
Requirement
for Award
Formative
1. Brief Research Report (4 Pages)
International Marketing
& Management
Consumer Behaviour
Competitive
Intelligence for the
Marketer
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15 Credits
[Level 7]
15 Credits
[Level 7]
15 Credits
[Level 7]
Summative
1. 2,000 Word Individual Consultancy Report (External client
or selected case study) [100% of Module Grade]
Compulsory
Formative
1. Tutor and Peer Assessment(s) – Undertake a group focus
group on a product/service of your choice regarding a
topical consumer behaviour research brief
Compulsory
Summative
1. 2000 word individual report based on the finding of the
focus group with particular attention to the future impact on
the findings. [100% Module Grade]
Formative
1. Presentation as summary of literature search and
bibliography (1 page maximum).
2. Formulating research questions and hypotheses.
3. Sampling task
Compulsory
Weighting for
Classification
25% PG
CERTIFICATE
12.5% PG
DIPLOMA
8.33% MSc
25% PG
CERTIFICATE
12.5% PG
DIPLOMA
8.33% MSc
25% PG
CERTIFICATE
12.5% PG
DIPLOMA
8.33% MSc
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MSc International Marketing Handbook
Diagrams of Outcome Leading to Award
Summative
1. 3000 word research proposal [100% of Module Grade]
Formative
1. Digital Brand Book – maximum 20 pages
Managing International
Brands
15 Credits
[Level 7]
Summative
1. 2 hour exam based on pre-seen case study [100% of
Module Grade]
Compulsory
25% PG
CERTIFICATE
12.5% PG
DIPLOMA
8.33% MSc
Students who successfully complete 60 Credits and wish to leave the programme may be awarded a Postgraduate Certificate in
International Marketing.
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MSc International Marketing Handbook
Diagrams of Outcome Leading to Award
Term Two (Postgraduate Diploma in Marketing)
MSc International Marketing
180 Credits
60 Term 1, 60 Term 2, 60 Term 3
Module
Finance for Marketers
Credit Rating
15 Credits
[Level 7]
Marketing
Communications
Frameworks
15 Credits
[Level 7]
International Advanced
Marketing Strategy &
Simulation
15 Credits
[Level 7]
Creativity and
Innovation for
International Markets
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Assessment
Work for Assessment
Formative
1. Individual/group presentation on reporting of a marketing
budget and the impact on the overall organisation
Summative
1. 2,000 word individual assignment. [100% of Module Grade]
Formative
1. 20 minute Group Presentation of Seen International Case
Study.
Requirement
for Award
Weighting for
Classification
Compulsory
12.5% PG
DIPLOMA
8.33% MSc
Compulsory
12.5% PG
DIPLOMA
8.33% MSc
Compulsory
12.5% PG
DIPLOMA
8.33% MSc
Compulsory
12.5% PG
DIPLOMA
8.33% MSc
Summative
1. 2000 word individual Briefing paper [100% of Module Grade]
Formative.
15 Credits
[Level 7]
1. 15 minute group presentation on reflective learning from the
simulation.
Summative
1. 2 hour Exam (pre seen case study or mini scenarios made
available in examination room) [100% of Module Grade]
Formative.
1. An in house test of the key foundations of the varying schools
of innovative development.
.
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MSc International Marketing Handbook
Diagrams of Outcome Leading to Award
Summative
1. A 2 hour examination based on a seen pre-issued case
study.
Students who successfully complete 120 Credits (60 credits in Term 1 & 60 credits in Term 2) and wish to leave the programme may
be awarded a Postgraduate Certificate in International Marketing.
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MSc International Marketing Handbook
Diagrams of Outcome Leading to Award
Term Three (Masters Degree)
MSc International Marketing
180 Credits
60 Term 1, 60 Term 2, 60 Term 3
Module
International Marketing
Consultancy Project
Assessment
Credit Rating
30 Credits
[Level 7]
Or
Academic and Careers
Skills (Work placement
report)
Digital Marketing
Frameworks[MG7]
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30 Credits
[Level 7]
Work for Assessment
Formative
1. 20 minute Group Presentation for both Peer and Lecture
Feedback.
Requirement
for Award
Elective
Weighting for
Classification
8.33% MSc
Summative
1. 5,000 word individual consultancy report. [100% of Module
Grade].
Summative
Students will be required to keep a diary of their work experience
and produce a report on what they have learnt reflecting on areas
within the business that can be improved.
Elective
8.33% MSc
Students who have refused the opportunity to take up a work
placement will be required to write a 5,000 word document
demonstrating a full career analysis of a chosen market sector
and company within it that they have expressed an interest
working for.
Plus 30 Credits of any combination of modules from the following list:
15 Credits
[Level 7]
Formative
1. Students to create their own form of digital marketing
communications to a specific brief (e.g set up website, blog,
forum)
2. Briefing of evaluation: students will be asked to produce a 4
page briefing of a paper on the delivery of their
Elective
8.33% MSc
Section 2 Page 15
MSc International Marketing Handbook
Diagrams of Outcome Leading to Award
communications.
Summative
1. Client Brief / Digital Campaign - An individual written report
(2,000 words) or oral presentation (20 minutes) detailing brief,
campaign proposal and assessment of the relevance of the
activity to an organisation and its markets.
Advertising
Management [MG10]
15 Credits
[Level 7]
Formative
1. Adopting professional roles in advertising management roleplay – this will include feedback from Tutors and Peers
Elective
8.33% MSc
Summative
1. A pitch presentation based on a client brief, maximum 25
minutes
Formative
Operations and Services
Excellence
Stakeholder
Relationship
Management
Version 1.0
15 Credits
[Level 7]
1. Two example questions from exam, students to provide
written answers and receive individual and group feedback
Summative
Elective
8.33% MSc
1. 2 hour Exam (short question section and pre seen case study
section)
Formative
1. A case presentation or webinar (15mins) to key stakeholders of
an organisation regarding the management of this relationship. To
be performed in groups
15 Credits
[Level 7]
Summative:
1. 2000 word white paper on stakeholder theory and its impact
on the organisation or sector considered in the formative.
[100% of Module Grade]
Elective
8.33% MSc
Section 2 Page 16
MSc International Marketing Handbook
Project Management for
Marketing
Public Relations
Framework
15 Credits
[Level 7]
15 Credits
[Level 7]
Diagrams of Outcome Leading to Award
Formative:
1. Complete a project plan using a project management
technique of your choice to be delivered as a written
piece.
Summative:
1. Write a critical evaluation of a implemented project (case
to be provided) using theory where appropriate to justify
your findings in no more than 2000 words plus appendices
Formative
1. Draft employee communication as appropriate for a
briefed aspect of organisation change.
Summative
1. 2,000 Word Public Relations Plan Written Assignment [100%
of Module Grade]
Elective
Elective
8.33% MSc
8.33% MSc
Students who successfully complete 180 Credits modules (60 in Term 1, 60 in Term 2, 60 in Term 3) and wish to leave the programme
may be awarded MSc International Marketing.
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MSc International Marketing Handbook
Overall Learning and Teaching Strategy
Overall Learning and Teaching Strategy
Learning and Teaching Strategy
Learning
Learning when studying for the MSc in International Marketing will be achieved through a
combination of methods and modes of delivery.
Throughout the programme there will be an emphasis on active learning as well as activities
outside of the ‘taught’ component. You are therefore expected to take a major responsibility
for your own intellectual development and thus demonstrate an attainment of the
professional and transferable skills which are expected of graduates.
At the same time, you will be given ample tutor-guided support in your development of new
skills this will be enhanced by application through ‘real world’ activities. The programme
provides you with development activities that are useful in understanding theories and
conceptual models that are then linked to application.
You will need to take responsibility not only for what is learnt but more particularly for how it
is learned. This opportunity to organise your learning is intended to develop professional and
transferable skills in, for example, group work and individual scholarship. Through formative
assessment and feedback, the teaching team encourages, facilitates and offers guidance for
you to embark on your own intellectual journey and make progress along it.
A feature of the learning and teaching strategy of the programme is the use of ‘real world’
scenarios. This has the aim of providing a student-centred approach which engages you in
individual and collective problem solving activities. All the while these activities are operating
within the business context to imitate where possible the practice in the industry.
Modes of Study
The programme is designed to allow you to participate through the different pathways of full
time or part time (day-time, evening or weekend) or online all of which are fully supported by
extensive learning resources available online to all students.
In all cases the content and learning outcomes are the same as the course is designed to
accommodate students studying through each of these pathways. The only difference is
that, if you choose to study online, you will undertake seminars using either synchronous or
asynchronous methods, whereas if you choose to study face-to-face you will undertake
seminars in a physical classroom. In both cases you will be provided with significant online
resources to support your studies.
Because we ensure that all pathways are consistent we are able to offer great flexibility to
our students. This means you have full flexibility on whether you attend online or face-to-face
seminars from session to session subject to demand. In summary, both methods:
•
•
•
Are designed to achieve identical learning outcomes.
Have the same online learning resources to provide guidance and support to the
programme.
Are identically assessed.
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MSc International Marketing Handbook
Overall Learning and Teaching Strategy
Assessment Strategy
The programme is student-centred, professionally-oriented and designed to assess whether
you meet the learning outcomes for each module. They will assess both knowledge and
skills relevant to pursuing a career in marketing.
The assessment strategy for the programme as a whole seeks to:
•
•
•
Utilise a range of assessment methods relevant to the subject area e.g. reports,
written assignments, presentations and examinations in line with this level of study.
Place emphasis upon those methods that closely simulate the demands of the
marketing environment to improve employability.
Give timely feedback in order to assist you in your progress on your intellectual
journey.
Assessment strategies will be kept under constant review to ensure that they are helping to
secure the objectives of the learning and teaching strategy and the characteristics of the
student cohort.
The assessment map demonstrates a range of authentic assessments, whilst is includes
some unseen exam papers, the majority of assessments are written assignments/reports
based on scenario’s, case studies and greater emphasis of tasks that will enhance
employability and ‘real life’ experience. The advantages of this are;
•
•
•
•
•
•
Promotes integration of various written and performance measures
Direct measure of target skills
Encourages divergent thinking
Proficiency in ‘real world’ tasks
Promotes application of skills, beyond knowledge
Enhancement of meaningful skills
Originality of work of individual students can be a concern when not an exam based
assessment diet. The use of software(Turnitin) assists in ensuring against plagiarism.
Additionally, tutors and programme teams will promote academic integrity and provide
guidance to students. Additionally coherence between formative and summative
assessments ensures that along with the use of appropriate rubrics, tutors can assess
contribution of individuals and support and guide on-going learning efforts.
Rubrics will be used across the range of assignments: papers, projects, oral presentations,
group projects etc. Grading rubrics are valuable in ensuring consistency of grading for
students, particularly when delivered across multiple sites and involved multiple markers.
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MSc International Marketing Handbook
Code of Conduct
Code of Conduct
As an individual I will:
•
•
•
•
•
•
•
Strive for excellence at all times.
Exemplify the highest standards of behaviour and performance.
Remain accountable for my actions.
Take personal responsibility for my development.
Strive to keep up to date with best practice and on-going developments within my
fields of study.
Safeguard any confidentiality I am exposed to and not seek personal advantage from
these.
Act reasonably and justifiably in identifying and resolving conflicts of values, including
those of an ethical nature.
In my relationship with others I will:
•
•
•
•
•
•
•
Treat other students on an equitable basis, without discrimination, recognising their
specific needs, pressures and problems.
Support other students to understand fully their responsibilities.
Seek to develop the skills and qualities within any teams you are involved with and
recognise individual achievements within these.
Foster a culture of openness and transparency, where issues may be addressed in a
frank and timely manner.
Encourage and assist other students to develop their skills and progress their
education, valuing the contribution which each may make.
Respect matters of faith, conscience and diversity in their widest sense.
Communicate clearly, effectively and openly with all people I encounter within the
Business School.
For the Business School where it is within my power, authority or influence to do so, I
will:
•
•
•
•
•
•
•
•
Uphold its policies and practices.
Identify, support and communicate relevant policies, practices and information as
appropriate.
Be accountable for achieving the objectives, projects and tasks that I undertake to
deliver.
Safeguard the reputation and assets of the Business School.
Exhaust all available internal remedies for dealing with matters I perceive to be
improper before resorting to public disclosure.
Uphold its integrity and good standing, and refrain from conduct which detracts from its
reputation.
Promote its professional image and standing.
Observe the standards of conduct and practice as set out in this Code, as they may be
reviewed and reissued from time to time.
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MSc International Marketing Handbook
Code of Conduct
For the wider community I will:
•
•
•
Ensure that I am aware of, and comply with, all relevant legislation and regulations.
Be honest, open and truthful in all external communications.
Respect the customs, practices and reasonable ambitions of others, where these may
differ from my own.
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MSc International Marketing Handbook
Module Outlines
MODULE OUTLINES
Introduction
The modules and elements described below are subject to more detailed briefing papers and
bibliographies issued at appropriate points throughout the programme.
In some instances information regarding content of a module is indicative, and actual module
content will be determined according to considerations (for example, regarding opportunities
for work with specific external partners or developments in the field) which are taken into
account closer to the point of delivery.
Module
Requirement
Credits
Page
International Marketing
Management
Compulsory
15 Credits
p. 22
Consumer Behaviour
Compulsory
15 Credits
p. 36
Competitive Intelligence for
Marketing
Compulsory
15 Credits
p. 50
Managing International Brands
Compulsory
15 Credits
p. 67
Interim Exit Award: Postgraduate Certificate in International Marketing
Finance for Marketers
Compulsory
15 Credits
p. 79
Marketing Communications
Frameworks
Compulsory
15 Credits
p. 90
International Advanced Marketing
Strategy and Simulation
Compulsory
15 Credits
p. 101
Creativity and Innovation for
International Markets
Compulsory
15 Credits
p.116
Interim Exit Award: Postgraduate Diploma in International Marketing
International Marketing Consultancy
Project
Elective
30 Credits
p.126
Academic and Careers Skills (Work
Placement)
Elective
30 Credits
p.138
Plus 30 Credits from the following list:
Digital Marketing Frameworks
Elective
15 Credits
p. 158
Advertising Management
Elective
15 Credits
p.172
Operational & Services Excellence
Elective
15 Credits
p. 195
Stakeholder Relationship
Management
Elective
15 Credits
p.183
Project Management for Marketing
Elective
15 Credits
p.219
Public Relations Frameworks
Elective
15 Credits
p.261
Exit Award: MSc International Marketing
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MSc International Marketing Handbook
Module Outlines
International Marketing Management
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc Management with Streams
Module Leader
Mike Blee
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
The module intends to provide students with an appreciation of the dynamics of the
international market place and the complex and challenging forces shaping this environment.
Educational Aims
This module aims to:
•
•
•
•
Develop an in-depth understanding of the key principles, processes, concepts and
frameworks underpinning international marketing management.
Provide students with the tools and skills to critically analyse evaluate and select
international markets, propose relevant and realistic entry methods.
Develop and implement international marketing strategies/programmes, mirroring tasks
and complexities facing international marketers in practice.
Develop critical understanding of the key challenges and debates characterising the
field and practice of international marketing and the impacts of culture on the
international marketing of goods and services.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K2
Critical understanding of emergent international marketing trends and the impacts of
the international marketing strategy.
K1
Devise appropriate marketing strategies and programmes for international markets.
K4
Acquire and analyse relevant market information (market research reports and other
suitable secondary data sources) and critically evaluate, analyse and synthesise this
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MSc International Marketing Handbook
Module Outlines
Information.
Cognitive Skills
Ref
B. Students should be able to:
C1
Critically appraise key forces in the firm’s international marketing environment,
together with their impacts on international marketing strategy formation and
development.
C2
Critically assess the attractiveness of international markets by evaluating, selecting
and applying relevant theoretical tools, frameworks and processes.
C3
Critically analyse the complexities involved in implementing international marketing
strategy.
C4
Critically evaluate different modes of market entry and select and justify a choice of
most suitable method(s) for entry.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Develop advanced skills of critical thinking, analysis, synthesis and critical evaluation
in order to abstract meaning from information and to share knowledge in relation to
international marketing strategy formation and development within the context of the
overall international marketing environment.
P3
Improve organisational practice and significantly enhance decision making skills with
regard to complex problem. These problems involve international marketing,
environment analysis, international marketing strategy formation and development
through the systematic and creative application of relevant frameworks, theories and
concepts.
P4
Synthesise information from a wide range of academic journals, electronic databases
and texts in order to gain an in-depth and coherent understanding of theories and
practices relevant to international marketing strategy formation and development in
the context of the international marketing environment.
General Transferable Skills
Ref
D. Students should be able to:
T1
Develop critical thinking competences, evidenced by application of key theories,
concepts, frameworks, tools and processes relevant to international marketing
strategy formation and development.
T2
Enhance personal effectiveness by developing self-awareness, self-reflection, selfmanagement, time management, sensitivity to diversity in people and different
situations and sensitivity to diverse peoples and cultures.
T3
Enhance communication and interpersonal skills by engaging in effective written and
oral communication of complex ideas and arguments using a wide range of media.
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MSc International Marketing Handbook
Module Outlines
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Element].
In addition to the summative elements, the module contains one (1) task to assist you in
evaluating your progress in the module [the Formative Elements].
Formative Element
1.
Brief research report (4 pages).
Summative Element
1. 2,000 Word Individual Consultancy Report (External client or selected case study)
[100% of Module Grade]
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
This forms the classification of your Master’s degree (Distinction or Pass). Final module
grades will be combined according to the ‘Diagram of Outcomes Leading to Award, detailed
in your programme handbook.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilized throughout the module.
Core Texts
Kotabe, M. and Helsen, K. (2007). Global Marketing Management (4th Ed.)
Additional Texts
Muhlbacher, H., Dahringer, L. and Leihs, H. (2006). International Marketing: A Global
Perspective (3rd Edition). London: International Thompson
Usunier, J-C. and Lee, J.A. (2005). Marketing across Cultures (4th Edition). Prentice-Hall,
London.
Cateora P.R. and Graham, J.L. (2004) International Marketing (12th Edition). McGraw-Hill
Czinkota, M.R. & Ronkainen, I.A. (2003). International Marketing. 7th international students
edn, Thomson/South-Western, Ohio.
Cateora P.R. and Ghauri, P. (2005) International Marketing (2nd Ed.). McGraw-Hill
Doole, I. and Lowe, R. (2004). International Marketing Strategy. Analysis, Development and
Implementation. Thomson Learning
Terpstra, V., Sarathy, R. and Russow, L. (2006). International Marketing (9th Ed.). North
Coast Publishers, Inc.
Hollensen, S. (2007). Global Marketing: A Decision-Oriented Approach (4th Ed.). FT,
Prentice Hall.
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MSc International Marketing Handbook
Module Outlines
Jeannet, J-P. and Hennessey, H.D. (2006). International Marketing: Strategies and Cases.
Houghton Mifflin College Division.
Academic and Professional Articles
International Marketing Review.
European Journal of Marketing.
Marketing Intelligence and Planning.
Journal of Consumer Marketing.
European Business Review.
Journal of International Marketing.
Journal of Services Marketing.
Harvard Business Review.
Qualitative Market Research: An International Journal.
Long Range Planning.
Business Horizons.
European Management Journal.
Sloan Management Review.
Journal of International Management.
Journal of International Business Studies.
McKinsey Quarterly.
Online Resources
The module will require access to the Emerald, Business Source Complete, Euromonitor,
Mintel, and Pro Quest Direct electronic databases.
Additionally, access to the Science Direct database would be desirable, although not
essential.
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MSc International Marketing Handbook
Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: International Marketing Management.
Syllabus:
•
•
•
•
•
•
•
•
•
International marketing and the international marketing environment: definitions of international marketing, stages in international
marketing activity and forces characterising the international marketing environment.
International market assessment: tools and techniques for analysing and evaluating potential markets for entry. The international market
assessment process, market assessment criteria, factors impacting on the selection of market assessment criteria and determination of
attractive country markets.
International marketing research (IMR): international marketing research and its role in international market assessment. The scope of
IMR, challenges associated with primary and secondary research in the international context. The role of the Internet in international
marketing research. Co-ordination of international marketing research – etic versus emic approaches.
Modes of market entry: types of entry modes and classification systems, benefits and drawbacks associated with methods of market
entry, decision criteria impacting on mode of entry selection.
International product and branding strategies: the standardisation versus adaptation debate, the multinational brand portfolio, global
versus local brands, brand name and trademark protection in the international context, the country-of-origin (COO) effect and its impacts
on buyer behaviour.
International pricing strategies: key factors influencing international pricing decisions; price escalation; pricing in inflationary environments;
global pricing and currency movements; price co-ordination; transfer pricing; dumping and anti-dumping regulation; counter trade.
International marketing communications: advertising in the international context - the role of culture, beliefs and value systems; media
restrictions; legal considerations; advertising agency selection; setting the international advertising budget. Standardisation versus
adaptation of international advertising campaigns; sales promotion, direct marketing, PR and personal selling in the international context.
International distribution strategies: channel design and mode of entry; channel design and evaluation; the Internet and distribution;
international logistics.
Planning, organisation and control of international marketing operations.
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MSc International Marketing Handbook
Modules
Week
Content
Learning and Teaching Strategy
Head Start
Introduction
The head start week requires students to consider the core concepts of
Marketing in an international context.
Preparation for Week 1:
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
Management (4th Ed.)John Wiley and Sons, chapters 1 and 2 in
advance of the start of the module.
Independent Study
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
Management (4th Ed.)
Session 1: 180 minutes
Workshop Activity 1: Interactive session examining the key
principles, concepts and characteristics underlying international
marketing and introducing students to the international marketing
environment. This will involve an investigation into contemporary
changes in the international marketing environment, together with
ways in which international marketers are addressing these
changes.
Workshop Activity 2: Students will be provided with exercises
and/or a mini case study to enable them to deepen their
understanding of the various facets of international marketing and
the international marketing environment.
Working in pairs or small groups, answers will be fed back to the
rest of the class and discussed, with feedback provided by both
tutor and peers.
Independent Study:
Key reading: Buckley, P. and Ghauri, P. (2004).Globalisation,
Economic Geography and International Business. Journal of
International Business Studies. 35(2), pp81-98.
Levitt, T. The Globalisation of Markets. Harvard Business Review,
May-June 1983. pp. 92-102.
Abdelal, R & Tedlow, R.S (2003) “Theodore Levitt's 'The
Globalization of Markets': An Evaluation.after Two Decades”
Harvard NOM Working Paper No. 03-20; Harvard Business School
International Marketing in Context
Definitions of international marketing, stages in international marketing
activity and forces characterising the international marketing
environment.
This will concentrate on:
• Definitions and Scope of International Marketing.
• Stages in International Marketing Activity.
• Internationalisation Motives: Why Do Companies Market Abroad?
• Forces Impacting on the International Marketing Environment.
Week 1
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MSc International Marketing Handbook
Modules
Working Paper No. 03-082.
Social and Cultural Environments Impacting on International
Marketing
This weeks session will concentrate on the social and cultural
environments and their impact on International marketing.
This will concentrate on:
• What is ‘Culture’?
• Elements of Culture.
• Cultural Learning and Cultural Empathy.
• Culture and Consumer Behaviour in International Markets.
Week 2
• Cross-Cultural Analysis (Hofstede and Hall).
• The Impact of Culture on the Marketing Mix.
• Cultural Convergence and Divergence.
International Market Assessment
This weeks session will focus on the tools and techniques utilised to
assess International Markets.
This will concentrate on:
Week 3
• Introduction to the International Market Assessment Process.
• International Market Assessment Criteria.
• Factors Impacting on the Selection of International Market
Assessment Criteria.
Version 1.0
Independent Study:
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
Management (4th Ed.). John Wiley and Sons. Chapters 4 and 5.
Session 1: 180 minutes
Workshop Activity 1: Interactive session concentrating on the
social and cultural impacts on International Marketing strategy.
Workshop Activity 2: Discussion of Raju’s A-B-C-D paradigm.
Students, in small groups, to debate and critically evaluate the
usefulness of Raju’s framework and its applicability to international
consumer behaviour.
Exercises and discussions relating to Hofstede and Hall’s
frameworks of cultural analysis. Students encouraged to critique
these frameworks’ ability to provide an appropriate and relevant
analysis of national cultures.
Independent Study:
Key reading: Hofstede, G. (1983). The cultural relativity of
organisational practices and theories. Journal of International
Business Studies, Fall, pp. 75-89.
Hall, E.T. (1960). The silent language in overseas business.
Harvard Business Review. May-June, pp. 87-97.
Jin, B., Park, J.Y. and Jiyoung, K. Cross-cultural examination of the
relationships among firm reputation, e-satisfaction, e-trust, and eloyalty. International Marketing Review Vol. 25 No. 3, 2008, pp. 324337.
Independent Study:
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
th
Management (4 Ed.). John Wiley and Sons. Chapters 4 and 5.
Session 1: 180 minutes
Workshop Activity 1: Interactive session investigating the
international market assessment process and applying knowledge
elements to real life situations.
Workshop Activity 2: Working in pairs or small groups, students
will tackle the activity by drawing on their previously prepared
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MSc International Marketing Handbook
• Determination of Attractive Country Markets.
individual solutions to the task, debating these with each other and
then arriving at answers to be fed back to the rest of the class.
Solutions provided by each pair/group to be discussed by all SGS
participants, with feedback provided by both tutor and peers.
Independent Study:
Key reading: Read: Usunier, J-C. and Lee, J (2005) Marketing
across Cultures. Harlow. FT Prentice Hall.
International Marketing Research
This weeks session will focus on the International dimensions to
Market Research.
This will concentrate on:
Independent Study:
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
th
Management (4 Ed.). John Wiley and Sons. Chapter 6.
Session 1: 180 minutes
Workshop Activity 1: Building on students’ pre-reading, together
with their insights into marketing research issues as addressed in
earlier modules, the session will apply frameworks and techniques
to practical situations.
Students will be encouraged to debate the benefits and pitfalls
associated with primary and secondary research in the international
arena by discussing this in pairs, followed by a brief Q & A session.
Workshop Activity 2: Students, in groups, to conduct secondary
market research on a range of international markets, analyse these
markets based on market assessment criteria examined in Session
2 and to feed their findings back to the rest of the class for further
discussion.
Independent Study:
Key Reading: Malhotra, N.K. ,Agarwal, J. , Peterson, M. (1996).
Methodological issues in cross-cultural marketing research.
International Marketing Review .Volume 13 Number 5 1996 pp. 743.
Sinkovics, R. Penz, E. and Ghauri, P. Analysing Textual Data in
International Marketing Research. Qualitative Market Research: An
International Journal, 2005, 8 (1), pp. 9-38.
Douglas, S.P and Craig, C.S. (2006), "On improving the conceptual
foundations of international marketing research", Journal of
International Marketing, 14/1, 1-22.
• Introduction to International Marketing Research (IMR).
• The Importance of International Marketing Research and its ole in
International Market Assessment.
• The Scope of IMR.
• Challenges Associated with Primary and Secondary Research in
the International Context.
Week 4
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Modules
• The Internet and International Marketing Research.
Co-ordination of International Marketing Research – Etic versus Emic
Approaches.
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MSc International Marketing Handbook
Modes of International Market Entry and Distribution
This weeks session will focus on the strategic options available to enter
International markets.
This will concentrate on:
• Types of Entry Modes, Classification Systems, Benefits and
Drawbacks Associated with Methods of Market Entry.
• Decision Criteria Impacting on Mode of Entry Selection.
• Channel Design and Mode of Entry.
• The Internet and Distribution.
Week 5
Reading Week
This week should be used to consolidate learning from the first 5
weeks of the module and to complete formative tasks that are designed
to help you complete your summative assignment.
Reading Week
Version 1.0
Modules
Independent Study:
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
th
Management (4 Ed.). John Wiley and Sons. Chapter 9, 17 and 19.
Session 1: 180 minutes
Workshop Activity 1: Interactive session, investigating market
entry and distribution decisions in the international context, with
reference to topical examples. The session will relate students’
earlier learning pertaining to generic distribution principles, as
covered in preceding modules, to the international context,
specifically in light of the mode of market entry decision.
Workshop Activity 2: Working in small groups, students will tackle
the case study by drawing on their previously prepared individual
solutions to the task, debating these with each other and then
arriving at answers to be fed back to the rest of the class via a short
presentation. Solutions provided by each pair/group to be discussed
by all SGS participants, with formative feedback provided by both
tutor and peers.
Independent Study:
Key reading: Forlani, D., Parthasarathy, M. and Keaveney, S.M.
Managerial risk perceptions of international entry-mode strategies:
The interaction effect of control and capability, International
Marketing Review; Volume: 25 Issue: 3; 2008 Research paper.
Leelapanyalert, K & Ghauri, P. (2007). Managing International
Market Entry Strategy: The Case of Retailing Firms. Advances in
International Marketing, Vol. 17, pp. 193 – 215.
Consolidation
Key Reading: Selected reading to consolidate their learning from
Week 1-5.
Arnold, D. (2000) Seven Rules of International Distribution. Harvard
Business Review. November-December pp.131-135.
Osland, G.E., Taylor, C.R. and Zou, S. (2001) Selecting
international modes of entry and expansion, Marketing Intelligence
and Planning, Vol. 19 No.3 pp.153-161.
Evans, J. Treadgold, A. and Movondo, F.T. (2000). Psychic
Distance and the Performance of International Retailers: A
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MSc International Marketing Handbook
Modules
Suggested Theoretical Framework. International Marketing Review.
17 (4/5), pp. 297 -309.
Preparation for Week 6:
Key Reading: Ford, D. (2002). Distribution, Internationalisation and
Networks. International Marketing Review. 19 (2/3), pp.225 – 35.
International Product and Branding Strategies I:
This weeks session will focus on International product and branding
strategy.
This will concentrate on:-
Week 6
Version 1.0
•
International Product Strategies: Extension, Adaptation and
Invention.
•
Standardised Versus Country-Tailored/Adapted Product
Strategies.
•
Factors Favouring Standardisation.
•
Factors Encouraging Adaptation.
•
Standardisation Versus Adaptation: A Question of Degree.
Independent Study
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
Management (4th Ed.). John Wiley and Sons. Chapter 11.
Session 1: 180 minutes
Workshop Activity 1: 90 minute interactive session addressing
product strategies in international markets and exploring
standardisation versus adaptation issues relevant to international
markets. The theoretical aspects underlying these knowledge areas
will be practically applied to real life examples. Students
encouraged to debate, in pairs, situations requiring adaptation of
product strategies.
Workshop Activity 2: Mini case study analysis/exercises to enable
students to deepen their understanding of the various facets of
international product strategies and the complexity of the
standardisation versus adaptation debate.
Working in pairs or small groups, students will tackle the activity by
drawing on their previously prepared individual solutions to the task,
debating these with each other and then arriving at answers to be
fed back to the rest of the class. Solutions provided by each
pair/group to be discussed by all SGS participants, with feedback
provided by both tutor and peers.
Independent Study:
Task: Alashban, A. et.al. (2002). International Brand Name
Standardization/Adaptation: Antecedents and Consequences.
Journal of International Marketing, Vol. 10, Issue 3, pp 22 – 49.
Calantone, Roger J.; Cavusgil, S. Tamer; Schmidt, Jeffrey B.; Shin,
Geon-Cheol (2004). Internationalisation and the Dynamics of
Product Adaptation – An Empirical Investigation. Journal of Product
Innovation Management, May, Vol. 21 Issue 3, pp.185 – 198, Aug
2006, Vol. 35 Issue 3, pp. 264-278.
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MSc International Marketing Handbook
International Product and Branding Strategies II:
This will concentrate on:
• Revisiting Brands and Brand Equity.
• ‘Global’ versus Local Brands.
• The Multinational Brand Portfolio.
• Brand Name and Trademark Protection, Intellectual Property.
• The Country-of-Origin (COO) effect and its Impacts on Buyer
Behaviour:
• Definition of the COO Effect.
• Key Research Findings Concerning the COO Effect.
Week 7
• Impacts on Consumer Behaviour.
Strategies to Counter Negative COO Stereotypes.
Week 8
International Pricing Strategies:
This weeks session will focus on the key factors influencing
International Pricing Decisions
This will concentrate on:
• Price Escalation.
• Price Co-ordination.
• Transfer Pricing.
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Independent Study:
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
th
Management (4 Ed.). John Wiley and Sons. Chapter 12.
Session 1: 180 minutes
Workshop Activity 1: Interactive session examining global
branding, the composition of multinational product lines and the
country-of-origin (COO) effect. Building on students’ pre-reading,
the session will apply frameworks and concepts to real life
situations.
Workshop Activity 2: Students to debate, in groups, key issues
identified in pre-seminar reading.
Key article:
Holt, Douglas B., Quelch, John, A., Taylor, Earl L. How Global
Brands Compete. Harvard Business Review, Sep2004, Vol. 82
Issue 9, p68-75.
Web site to be visited in advance of SGS:
www.allaboutbranding.com: “The Anholt-GMI Nation Brands Index.
How the world sees the world”.
Independent Study:
Key reading: Douglas, S.P., Craig, C.S., and Nijssen, E.J. (2001).
Executive Insights: Integrating Branding Strategy Across Markets:
Building International Brand Architecture. Journal of International
Marketing, Vol.9 No.2, pp. 97-114.
Gurhan-Canli, Z. & Maheswaran, D. (2000). Cultural variations in
country of origin effects. Journal of Marketing Research, Vol. 37,
Issue 3, pp.309 – 317.
Independent Study:
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
th
Management (4 Ed.). John Wiley and Sons. Chapter 13.
Session 1: 180 minutes
Workshop Activity 1: Interactive session exploring the subject
area by relating students’ pre-reading to real-life cases and different
management contexts. The session will also build upon students’
insights into pricing strategies as gained in earlier modules, and
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MSc International Marketing Handbook
• Dumping and Anti-Dumping Regulation.
• Counter Trade.
International Marketing Communications:
This weeks session will focus on Advertising in a Global Context.
This will concentrate on:
• The Role of Culture, Beliefs and Value Systems.
• Media Restrictions.
• Legal Considerations.
• Advertising Agency Selection.
Week 9
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• Setting the Global Advertising Budget
• The Impact of the Internet on International Communications
Strategies. Standardisation and Adaptation of International
Advertising Campaigns. Sales Promotion, Direct Marketing, Public
Relations and Personal Selling in the International Context.
Modules
relate these to specific phenomena and decision-making areas
characterising the international environment.
Workshop Activity 2: Session investigating export pricing. This will
address major factors impacting on export pricing, the issue of price
escalation (and potential ways of dealing with this phenomenon) as
well as considerations regarding currency issues and the different
approaches to calculating export prices.
Independent Study:
Key reading: Theodosiou, M. and Katsikeas, C.S. (2001). Factors
influencing the degree of international pricing strategy
standardisation of multinational corporations. Journal of
International Marketing, 9 (3), pp. 1-11.
Myers, M.B. (2004). Implication of pricing strategy-venture strategy
congruence: an application using optimal models in an international
context. Journal of Business Research. 57 (6), pp. 591-600.
Independent Study:
Key Reading: Kotabe, M. and Helsen, K. (2007). Global Marketing
th
Management (4 Ed.). John Wiley and Sons. Chapters 14 and 15.
Session 1: 180 minutes
Workshop Activity 1: Interactive session exploring the subject
area by relating students’ pre-reading to real-life cases and different
management contexts. The session will also build upon students’
insights into communication strategies as gained in earlier modules,
and relate these to specific demands and decision-making areas
characterising the international environment.
Workshop Activity 2: Mini case study analysis/exercises to enable
students to deepen their understanding of the complexities of
international advertising.
Independent Study:
Key reading: Papavassilou, N. and Vlasis, S. (1997),
Standardization versus adaptation of international advertising
strategies: Towards a framework. European Journal of
Management, Vol. 31, No. 7, pp. 504-527.
Tellefsen, T. and Takada, H. (1999). The relationship between mass
media availability and the multicountry diffusion of consumer
Section 2 Page 34
MSc International Marketing Handbook
Modules
products. Journal of International Marketing, Vol. 7, Issue 1, pp.7796.
Planning, Organisation and Control of International Marketing
Operations:
The weeks session will address content covered in virtually all sessions
of the module and provide valuable practical insights into how the
Internationalisation Process and International Marketing work in
practice.
Independent Study:
Key reading: Preparation of a set of questions for the guest
lecturer to be submitted via Blackboard in advance of the guest
lecture.
Session 1: 180 minutes
Workshop Activity 1: Guest lecture by Marketing Director of major
multinational beverages company, discussing the international
marketing strategies and operations of one of the company’s
flagship brands and leader in worldwide product category.
This lecture will address content covered in virtually all sessions of
the module and provide a valuable practical insight into how the
internationalisation process and international marketing work in
practice.
Workshop Activity 2: Interactive session, revisiting key areas
covered in the module, addressing student queries and providing
advice for the completion of the assignment.
Students will be encouraged to raise any issues or concerns
requiring clarification for the assignment.
Independent Study:
Task: Kotabe, M. and Helsen, K. (2007). Global Marketing
th
Management (4 Ed.). John Wiley and Sons.
Preparation for Examination
Based on course content in Weeks 1-5.
Independent Study:
Task: Revision of previous weeks content
Week 10
Extension &
Consolidation
Revision Week
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MSc International Marketing Handbook
Consumer Behaviour
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc Professional Marketing
Module Leader
Felicia Tick
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
“Markets change faster than marketing. Buyers change in their numbers, wants, and
purchasing power in response to changes in the economy, technology, and culture.
Companies often don’t notice these changes and maintain marketing practices that
have lost their edge” – Philip Kotler
This quote illustrates the importance of constant vigilance on the part of organisations both
profit and non-profit in ensuring that their understanding of buyers is up to date and changes
in buyers’ behaviour are identified quickly. This course will enable you to critically examine
major ideas in the field of consumer behaviour and their implications and application to
organisations.
You will draw on multi-disciplinary ideas from psychology, sociology, economics, geography
and several other subjects that underpin the discipline of consumer behaviour. This means
that students from a wide range of backgrounds will find the subject accessible as well as
challenging students to view the world from perspectives they may not have previously
encountered. As consumers yourselves the insights you will gain into your own behaviour
will also be a valuable part of your learning.
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Educational Aims
This module aims to:
•
•
•
•
Develop critical understanding of the factors that influence consumer behaviour.
Develop the ability to critically analyse models and theories of consumer behaviour in
relation to marketing strategies and tactics.
Develop the ability to critically analyse and apply concepts and theories to problemsolve complex customer behaviour issues.
Increase student sensitivity to ethical issues that impact on consumer behaviour.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Depth of knowledge and understanding of the social and psychological factors that
shape consumer behaviour informing the development of marketing tactics
K2
Systematic and critical understanding of the buyer decision-making process and its
impact on the development of competitive marketing tactics
K3
A comprehensive understanding of the relationship between attitudes and behaviour,
their managerial implications and measurement.
K4
An understanding of the ethical considerations in attempting to influence consumer
behaviour.
Cognitive Skills
Ref
B. Students should be able to:
C1
Systematically and critically evaluate the status of knowledge, applying knowledge
sources to solve problems in the field of consumer behaviour
C2
Demonstrate critical, creative and reflective thinking skills, drawing upon knowledge
from the forefront of consumer behaviour theory to facilitate decision making in
relation to marketing tactics
C3
Critically analyse the complexities involved in implementing consumer behaviour
strategies.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Demonstrate a critical awareness of complex, incomplete or contradictory areas of
consumer behaviour knowledge, communicating findings effectively to peers
P2
Synthesise consumer behaviour research information and data, making judgments
about appropriate methods of investigation and analysis
P3
Critically evaluate reports, research papers and data to identify and discuss evidence
needed to resolve marketing problems
P4
Critically apply conceptual knowledge of consumer behaviour principles to workplace
practice, making decisions in complex and unpredictable situations
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General Transferable Skills
Ref
D. Students should be able to:
T1
Work effectively within a team, adopting either a supporting or proactive role in
leadership, prioritising tasks and managing conflict.
T2
Engage confidently in discussion of relevant areas related to consumer behaviour.
T3
Evaluate performance of self and others to improve performance.
T4
Demonstrate autonomy in learning and development of self and others.
Mode of Assessment
This module is assessed through the completion of one independent task [the Summative
The module contains one (1) task to assist you in evaluating your progress in the module
[the Formative Element].
The module is also assessed through the completion of one (1) independent task [the
Summative Element].
Formative Element
Please Note: These elements do not count towards your final module grade.
1. Tutor and Peer Assessment(s) – Undertake a group focus group on a product/service of
your choice regarding a topical consumer behaviour research brief
Summative Element
Please Note: You must achieve a pass in the following element to pass the module.
1. Written assessment [100% of module grade]
2000 word individual report based on the finding of the focus group with particular
attention to the future impact on the findings. [100% Module Grade]
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your Masters degree (Distinction or Pass) final module grades will be
combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Master’s) Marking Criteria contained in your programme handbook.
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Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Seminal Work
Engel, J.F., Blackwell, R.D. & Miniard, P.W. (2006) Consumer Behavior, 10th Edition. The
Dryden Press: New York.
.
Books and Texts
Cova, B.; Kozinets R.V.; Shankar, A. (2007) Consumer Tribes, Oxford: ButterworthHeinemann.
East R., Wright M. and Vanhuele M. (2008), Consumer Behaviour: Applications in Marketing,
London: Sage Publishing.
Evans, M. J., Jamal A. and Foxall, (2009), Consumer Behaviour, New Jersey: John Wiley &
Sons.
Solomon, M. (2009) Consumer Behaviour: A European Perspective, 4th ed., FT : Prentice
Hall.
Ajzen, I. & Fishbein, M. (1980) Understanding Attitudes and Predicting Social Behaviour,
Englewood Cliffs, New Jersey: Prentice-Hall.
Assael, H. (1995) Consumer Behavior and Marketlng Action, 5th Edition, Cincinnati, Ohio:
South-Western College Publishing. Eiser, I.R. (1986) Social Psychology: Attitudes Cognition
and Social Behaviour, Cambridge University Press: Cambridge.
Enis, M.E. & Cox, K.K. (1994) Marketing Classics, 8th Edition, Boston: Allyn and Bacon Inc.
Howard, J.A. (1994) Buyer Behavior and Marketing Strategy, 2nd Edition, Englewood cliffs,
New Jersey: Prentice-Hall
Academic and Professional Articles
Bearden, W. O., Netemeyer, R.G. & Teel, J.E. (1989) “Measurement of Consumer
Susceptibility to Interpersonal Influence,” Journal of Consumer Research, Vol. 15, pp. 473–
81.
Belk, R.W. (1988) “Possessions and the Extended Self,” Journal of Consumer Research,
Vol. 15, pp.139–68.
Csikszentmihalyi, M. (2000) The Costs and Benefits of Consuming, Journal of Consumer
Research, Vol. 27, Issue 2, p. 267.
Ehrenberg, A.S.C. (1996) Towards an integrated theory of Consumer Behaviour, Journal of
Market Research Society, Vol. 38, Issue 4, p. 395.
Erasmus A. C., Boshoff, E. & Rousseau, and C.G (2001) Consumer decision-making models
within the discipline of consumer science: a critical approach, Journal of Family Ecology and
Consumer Sciences, Vol. 29, accessed at
http://www.up.ac.za/academic/acadorgs/saafecs/vol29/erasmus.pdf
Laurent, G. & Kapferer, J. (1985) Measuring Consumer Involvement Profiles, Journal of
Marketing Research, Vol. XX11, February, pp. 41- 53.
Rucker, D. D. & Petty, E. R. (2006) “Increasing the Effectiveness of Communications to
Consumers: Recommendations Based on Elaboration Likelihood and Attitude Certainty
Perspectives.”Journal of Public Policy & Marketing, Vol. 25, No. 1, pp. 39-52.
Thaler, R. (1980) Toward a Positive Theory of Consumer Choice, Journal of Economic
Behavior and Organization, Vol. 1, No. 1, pp. 39–60.
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Recommended Journals
European Journal of Marketing
European Journal of Research in Marketing
International Journal of Research in Marketing
Journal of Consumer Behaviour
Journal of Consumer Marketing
Journal of Consumer Research
Psychology and Marketing
Online Resources
In addition, students will need to access academic journals via online services such as
Business Source Premier and Emerald and Ingenta.
.
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Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: Consumer Behaviour
Syllabus
•
•
•
•
•
•
•
•
•
Approaches to studying buyers
Information processing
Decision making and involvement
Group impacts on consumer behaviour
Attitudes and behaviour
Attitude models
Values and Life styles – segmenting customers - psychographics
New technology and consumer behaviour
Ethical consumer - myth or reality?
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MSc International Marketing Handbook
Week
Head Start
Week
Week 1
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Modules
Content
Learning and Teaching Strategy
Introduction to consumer behaviour
Preparation for Week 1:
Task : Read four of the following in preparation for your first week and make
notes on what you see as the key points.
Calder, B.J. & Tybout, A.M. (1987) What Consumer Research Is, Journal of
Consumer Research, Vol. 14, Issue 1, p. 136.
Csikszentmihalyi, M. (2000) The Costs and Benefits of Consuming, Journal
of Consumer Research, Vol. 27, Issue 2, p. 267.
Ehrenberg, A.S.C. (1996) Towards an integrated theory of Consumer
Behaviour, Journal of Market Research Society, Vol. 38, Issue 4, p. 395.
Holbrook, M.B. (1987) What Is Consumer Research? Journal of Consumer
Research, Vol. 14, Issue 1, p. 128.
Holt, D.B. (1995) How consumers consume: A typology of consumption
practices, Journal of Consumer Research, Vol. 22, Issue 1, pp. 1-16.
Kernan, J. B. (1987) Chasing the Holy Grail: Reflections on "What Is
Consumer Research?" Journal of Consumer Research, Vol. 14, Issue 1,
p.133.
Marsden D. & Littler D. (1998)Positioning Alternative Perspectives of
Consumer Behaviour, Journal of Marketing Management, Vol. 14, and Issue
1/3, p. 3.
Valentine, V. & Gordon, W. (2000) “The 21st Century Consumer – a new
model of thinking” Market Research Society Conference, accessed at
http://www.semioticsolutions.com/pdf/21st%20Cent.%20consumer.pdf
The Unmanageable Consumer
Session 1
This week we will discuss the Workshop Activity 1: In groups you should identify and present to the rest
importance of and difficulties in of the group what you see as the key issues in consumer behaviour now and
understanding consumer behaviour in a over the next ten years.
range of contexts.
Workshop Activity 2: You will be given an overview of the structure of the
course and we will discuss your formative and summative assessments
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Week 2
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Modules
This will concentrate on:
• The interdisciplinary nature of the
study of consumer behaviour
• The factors associated with
complexity and change in this
area.
• The structure and approach taken
by the course.
Independent Study
Task : Read and watch the following articles in preparation for the following
weeks workshops :
Hammond, J.S. & Keeney, H. (2006)The Hidden Traps in Decision Making
Harvard Business, accessed at
http://sciencepolicy.colorado.edu/students/envs_5120/hammond_1998.pdf
Merlo, O., Lukas, B.A. & Whitwell, G.J. (2008) "Heuristics revisited:
implications for marketing research and practice," Marketing Theory, Vol. 8,
No. 2, pp. 189-204.
Cochran, A. (2001) Prospect Theory and Customer Choice accessed from
http://alexcochran.com.au/wp-content/uploads/2008/04/propect-theorycustomer-choice.pdf
Thaler, R. (1980) Toward a Positive Theory of Consumer Choice, Journal
of Economic Behavior and Organization, Vol. 1, No. 1, pp. 39–60.
Watch the following video
Nobel Prize Lecture by Daniel Kahneman, accessed at
http://nobelprize.org/mediaplayer/index.php?id=531
Information Processing
This week we will concentrate on
theories which provide explanations of
how consumers process information and
in particular cognitive biases which
impact on decision making.
This will concentrate on:
• Challenges to the idea that
consumers are “rationale” or
able to make unbiased decisions
and the implications for those
attempting to influence consumer
decisions.
Topics
covered
include:
Session 1
Workshop Activity 1: An interactive lecture giving an overview of the issues
in Information processing.
Workshop Activity 2: In this workshop we will focus on the case study:
Consumer Borrowing Decisions
Independent Study
Task: You should read and make notes on the following in preparation for
the workshops in week three ensuring you have a clear understanding of the
concept of involvement, its measurement and importance:
Erasmus A. C., Boshoff, E. & Rousseau, C.G (2001) Consumer decisionmaking models within the discipline of consumer science: a critical approach,
Journal of Family Ecology and Consumer Sciences, Vol. 29, accessed at
http://www.up.ac.za/academic/acadorgs/saafecs/vol29/erasmus.pdf
Laurent, G. & Kapferer, J. (1985) Measuring Consumer Involvement Profiles,
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MSc International Marketing Handbook
Week 3
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•
Anchoring
•
•
•
Framing
Heuristics
Prospect theory
Decision making
This week we will look at consumer
decision making models, focusing on
the importance of consumption,
consumption activities and the extent to
which consumers are able and willing to
differentiate between alternatives.
This will concentrate on:
• Definitions
of
consumer
involvement
• The measurement of consumer
involvement
• Consumer information
acquisition and its measurement.
Modules
Journal of Marketing Research, Vol. XX11, February, pp. 41- 53.
Alba, J.W. & Hutchinson, and J.W. (2000) Knowledge Calibration: What
Consumers Know and What They Think They Know, Journal of Consumer
Research, Vol. 27 Issue 2, p. 123.
Ariely, D. (2000) Controlling the Information Flow: Effects on Consumers'
Decision Making and Preferences, Journal of Consumer Research, Vol. 27
Issue 2, p. 233.
Session 1
Workshop Activity 1: You will undertake an exercise - Student interview
decision making exercise.
Workshop Activity 2: You will watch and discuss the “Paradox of Choice"
authored by Barry Schwartz on TEDTalks
http://blog.ted.com/2006/09/paradox_of_choi.php
Independent Study
Read the following articles and any others you see as relevant as a basis for
the presentation your group will give in week 4 on interpersonal and societal
influences on consumer behaviour:
Bearden, W. O., Netemeyer, R.G. & Teel, J.E. (1989) “Measurement of
Consumer Susceptibility to Interpersonal Influence,” Journal of Consumer
Research, Vol. 15, pp. 473–81.
Belk, R.W. (1988) “Possessions and the Extended Self,”
Journal of Consumer Research, Vol. 15, pp.139–68.
Escalas, J.E. & Bettman, J.R. (2003), “You Are What They Eat: The
Influence of Reference Groups on Consumer Connections to Brands,”
Journal of Consumer Psychology, Vol. 13, No. 3, pp. 339–48.
McCracken, G. (1986) Culture and Consumption: A Theoretical Account of
the Structure and Movement of the Cultural Meaning of Consumer Goods, Journal of Consumer Research, Vol. 13, p.71.
Luna, D. & Forquer Gupta, S. (2001) “An Integrative Framework for CrossCultural Consumer Behavior,” International Marketing Review, Vol. 18, No.1,
pp. 45-69.
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Week 4
Week 5
Reading
Week
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Modules
Group impacts on consumer
behaviour
This week we look at the importance of
interpersonal and societal influences on
consumer behaviour.
This will concentrate on:
• The managerial implications of
an understanding of cultural
influences
on
consumer
behaviour
• Influences on consumer culture
• The relative importance of
individual and cultural influences
on consumer behaviour
Session 1
Workshop Activity 1: Group presentations on independent study readings.
Workshop Activity 2: Case Study: “No one Buys No Name Trainers”
Independent Study
Read the following articles and make notes in preparation for workshop two
in week 5.
Vyncke, P. (2002) Lifestyle Segmentation From Attitudes, Interests and
Opinions, to Values, Aesthetic Styles, Life Visions and Media Preferences
European Journal of Communication, Vol. 17, No. 4, pp. 445-463.
Yankelovich, D. & Meer, D. (2006) Rediscovering market segmentation,
Harvard Business Review, February, p.1 accessed at
http://www.viewpointlearning.org/publications/articles/segmentation_0206.pdf
Bock, T. & Uncles, M... (2002) A taxonomy of differences between
consumers for market segmentation, International Journal of Research in
Marketing, Vol. 19, Issue 3, pp. 215-224.
Wells, W. (1975), “Psychographics: A Critical Review”, Journal of Marketing
Research, Vol. 12, pp. 196- 213.
Values and Life styles
This week we will be focusing on the
classification of consumers.
This will concentrate on:
• The focus on consumer profiling
• Comparing
and
contrasting
different
approaches
to
consumer segmentation
• The applications of consumer
segmentation.
Session 1
Workshop Activity 1: An interactive lecture giving an overview of the
application of consumer segmentation
Workshop Activity 2: How is lifestyle segmentation useful in developing
promotion campaigns? You will be asked to develop an outline of a
campaign to illustrate your argument based on the reading you have done.
Q&A session on the tasks in Reading week?
Independent study: See tasks in reading week.
Task 1: In your groups, prepare a reading list for one of the models listed
below. The list of articles should be a minimum of twice the size of your
group. So for example, if your group consists of 4 individuals then your list
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MSc International Marketing Handbook
Modules
should include a minimum of 8 articles.
Task 2: For the model chosen write a short essay (maximum 1500 words),
describing the model/theory, its implications, application and criticisms of the
model/theory.
For the model:
Your reading list should be presented using the Harvard system of
referencing
1. Theory of Planned Behaviour
2. Elaboration Likelihood Model of Persuasion
Both of these tasks are formative assignments. You will receive feedback in
week 8.
Week 6
Attitudes and behaviour
This week we look at the relationship
between attitudes and consumer
behaviour.
This will concentrate on:
• The
relationship
between
attitudes and behaviour
• The different types of attitudes
consumers may have and their
measurement.
• The additional factors affecting
behaviour
Session 1
Workshop Activity 1: An interactive lecture giving an overview of the issues
relating to attitudes and behaviour.
Workshop Activity 2: During this workshop we will undertake an exercise
on the Theory of Reasoned Action
Independent Study
Based on the reading list your group compiled as part of the reading week
assignment prepare for workshop two in week 7.
Week 7
Attitude models and influencing
behaviour
This week we look at models which
include additional variables to the simple
direct relationship between attitudes and
behaviour and the implications they
have
for
influencing
consumer
behaviour.
Session 1
Workshop Activity 1: Students will be asked to discuss their topics for the
summative assignment with fellow students and confirm their subject with the
module leader.
Workshop Activity 2: Students will present the model they chose in the
reading week in their groups to the rest of the class and tutor. This is a
formative task and they will receive verbal feedback
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This will concentrate on:
• Theory of Planned Behaviour
and its implications
• The Elaboration Likelihood
Model of Persuasion
• Comparing and contrasting the
two models
Modules
Independent Study
Read the following articles in preparation for workshop two week 8.
Carroll, P. & Reichheld, F. (1992) "The fallacy of customer retention", Journal
of Retail Banking, Vol 13, No. 4.
Reinartz, W. & Kumar, V. (2002) The Mismanagement of Customer Loyalty,
Harvard Business Review, Vol. 80, No. 7, July, pp. 86–94.
Keaveney, S.M., (1995) Customer Switching Behavior in Service Industries:
An Exploratory Study, Journal of Marketing, Vol. 59, (April), pp. 71-82.
Customer Loyalty
This week we will look at consumer post
purchase behaviour and its managerial
implications.
This will concentrate on:
• The development of the idea of
customer
loyalty
and
the
supporting evidence.
•
Week 8
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•
Session 1
Workshop Activity 1: An interactive lecture giving an overview of the
development of the idea of customer loyalty.
Workshop Activity 2: Students to brain storm and put forward ideas for
increasing customer loyalty and reducing customer defection.
Independent Study
Read the following articles and also identify how technology has affected
your own consumption behaviour in preparation for the workshops in week 9:
The development of customer Robert, A., Peterson, R.A. & Merino M.C. (2003) Consumer information
habits
search behaviour and the internet, Psychology and Marketing, Vol. 20, Issue
Approaches
to
influencing 2, pp. 99–121.
customer defection.
Guilherme D., Pires, J. & Stanton, P.R. (2006) "The internet, consumer
empowerment and marketing strategies", European Journal of Marketing,
Vol. 40, Issues 9/10, pp. 936 – 949.
Rowley, J. (2001) "Remodelling marketing communications in an Internet
environment", Internet Research, Vol. 11, Issue 3, pp. 203–212.
Rezabakhsh, B., Bornemann, D., Hansen, U. & Schrader, U. (2006)
Consumer power: a comparison of the old economy and the Internet
economy, Journal of Consumer Policy, Vol. 29, No. 1,March, pp.3-36.
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MSc International Marketing Handbook
Week 9
Week 10
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Modules
New technology and consumer
behaviour
This week focuses on the impact of new
technology and social media on
consumer behaviour.
This will concentrate on:
• The emerging themes in this
area of study
• The implications for influencing
consumer behaviour
• Approaches
to
gathering
evidence of the influence of
social media
Session 1
Workshop Activity 1 & 2:
Students will take part in a group discussion on the following topics drawing
on their independent reading.
• Has the internet “empowered the consumer”?
• How are organisations responding to the changes in consumer
behaviour that have occurred due to the internet?
Independent Study
Read the following articles and decide if you will support or oppose the
motion of the week 10 debate, noting the points you will make in the debate:
Tallontire, A., Rentsendorj, E. & Blowfield, M. (2001), Ethical consumers and
ethical trade: a review of current literature, accessed at
http://www.nri.org/publications/policyseries/PolicySeriesNo12.pdf
Carrigan, M. & Attalla, A. (2001) "The myth of the ethical consumer – do
ethics matter in purchase behaviour?", Journal of Consumer Marketing, Vol.
18, Issue 7, pp. 560 – 578.
Szmigin, I, and Carrigan, M (2005) 'Exploring the dimensions of ethical
consumption', Advances in Consumer Research, vol. 7, pp. 608-613.
Watch:
The post-crisis consumer: John Gerzema on
TED.comhttp://blog.ted.com/2009/10/the_postcrisis.php
Ethical consumer myth or reality
This week we will look at the impact the
idea of the “ethical” and “Green
consumer” along with the impact of the
recent international financial crisis on
the consumer.
This will concentrate on:
• Examining the evidence to
support the idea of the ethical
and green consumer
Session 1
Workshop Activity 1 & 2: Students to debate the motion “The idea of the
Ethical consumer is a myth” drawing on their independent reading from
Week 9.
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•
•
The implications of the current
economic crisis on consumers
Identifying emerging trends that
will
impact
on
consumer
behaviour
Extension of the syllabus
This week will allow students to build
Extension & upon the knowledge gained throughout
Consolidation the module and concentrate on:
• Further development of key
syllabus components
Revision
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Revision of the syllabus
Students should use this week to
consolidate their learning.
Independent Study
Key Reading: Further reading following
formative assessment in line with learning
outcomes
Revision materials
Task 1: Further readings following formative assessment earlier in the
module.
Task 2: Students to recap on Learning Outcomes.
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MSc International Marketing Handbook
Competitive Intelligence for the Marketer
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing/ MSc Professional
Marketing
Module Leader
Phil Seaman
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
“A man should look for what is, and not for what he thinks should be.” (Albert
Einstein)
The purpose of this module is three fold: to introduce you to the array of information
that marketers utilise; knowledge management; and theory underpinning the practice
of social and market research.
Knowledge is critical for businesses to enable them to add value and gain a
competitive advantage; consequently, knowledge management has developed into
an academic field.
You will be introduced to the latest academic thinking on knowledge management
and the types of information organisations use to inform decision making such as
product development, store design and marketing communications strategies.
We will then introduce you to the theoretical principles underpinning market and
social research and focus on refining your research skills to enable you to develop a
research proposal on an emerging marketing theme.
Specifically, we will take you through the research process from: identifying, sourcing
and synthesising literature to; selecting a research approach and design; formulating
research questions and hypotheses; choosing appropriate research methods; and
selecting a sample.
As part of this we will discuss how different philosophical views influence your
approach to research, from design to analysis and access as well as the ethical
issues that you may encounter during the research process.
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By the end of the module you will have the knowledge, confidence and practical skills
you require to be able to trace a range of academic and industry sources using
electronic databases and critically evaluate the methodological approaches, reliability
and validity of the data. You will also be able to plan your own research project. This
will involve making suitable choices by drawing on your theoretical and practical
knowledge of research methods.
The module will culminate with you drawing this knowledge and skill set together in a
research proposal that includes a literature review on an emerging marketing theme.
Educational Aims
This module aims to:
•
•
•
•
•
•
Provide you with an appreciation of the array of information that marketers
draw on as well as commission and the concept of knowledge management.
Give you the knowledge to reflect on different philosophical views and how
these impact on the practice of market and social research.
Refine your research skills to enable you to plan qualitative, quantitative and
mixed method research designs to solve academic and real life marketing
problems.
Give you an understanding of the ethical and practical issues of conducting
research.
Encourage you to seek out new and emerging marketing themes and
research practices in market and social research to improve your
employability in the workplace.
Provide you with a set of practical research skills including appropriate
vocabulary that you can use in academic, market and social research
contexts.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Sophisticated understanding of the concept of knowledge management and its
importance in a knowledge based economy.
K2
Comprehensive understanding of deductive and inductive research
approaches, paradigms and a selection of research designs in relation to
market and social research.
K3
Breadth of understanding of qualitative, quantitative and mixed methods
research designs applied in market and social research design.
K4
Systematic understanding of sampling theory and practice.
K5
Critical awareness of emerging marketing themes and research practices
impacting on theory and practice in the marketing field.
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Cognitive Skills
Ref
B. Students should be able to:
C1
Identify a series of sources of marketing data and information within and
external to the organisation and how these can be utilised with other primary
and secondary sources of information to inform marketing practice.
C2
Discuss the inter-relationships between deductive and inductive approaches,
paradigms, research designs and the research process in relation to market
and social research.
C3
Formulate and apply research designs using suitable research methods in a
range of academic and practical contexts and reflect on the implications of
adopting a specific approach.
C4
Apply their knowledge of referencing in a range of situations.
C5
Apply their knowledge and understanding of a contemporary marketing theme
and research methods in a research proposal that seeks to consider its
significance on an organisation or business sector.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Demonstrate a broad appreciation of the need for information in marketing
management, its role in the overall marketing process and how this knowledge
can be managed in the 21st century business.
P2
Independently use electronic databases and other search tools to identify a
breadth of relevant sources of information and synthesise them in a literature
review.
P3
Critically evaluate a range of research designs in secondary sources and
select appropriate designs in an array of professional situations.
P4
Appreciate the importance of acknowledging authors’ ideas and apply this in
practice through referencing.
P5
Appreciate their professional and personal responsibilities to identify potential
and actual ethical issues during the research process and apply solutions in
accordance with professional codes of conduct and legislation.
General Transferable Skills
Ref
D. Students should be able to:
T1
Lead and work as a member of a group to undertake tasks demonstrating the
ability to assign responsibilities, negotiate and manage conflict.
T2
Show initiative in identifying and sourcing a range of learning resources to
support their own learning.
T3
Critically evaluate their own and others’ performance and use this reflection to
improve their own performance.
T4
Manage multiple sources of data and information and understand how these
can be combined in different situations.
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T5
Reflect on and identify their personal learning needs with respect to research
and address these through their self-directed learning.
T6
Engage in debates relating to research within seminars at a professional level
drawing on their knowledge and skills base.
T7
Demonstrate aptitude and capability for undertaking literature searches and
primary research, understand their limitations and be able to know when and
how to seek professional advice.
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Element].
In addition to the summative elements, the module contains three (3) tasks to assist
you in evaluating your progress in the module [the Formative Elements].
Formative Elements
Please Note: These elements do not count towards your final module grade.
1.
Presentation as summary of literature search and bibliography (1 page
maximum).
Students should have identified and read a minimum of 5 papers on their chosen
marketing theme. They should have critically reviewed these papers and mapped this
literature, using either free-hand or using a piece of free software to complement this
(3 pages max).
Hand-in during Week 6 seminar: Students must hand in a summary of their initial
literature search in the form of a 1 page graphic. They must also hand in a short
document that includes: Their name, programme, the marketing theme they have
chosen, key search terms they have used and electronic databases and other search
engines they have used and a bibliography of the papers they have mapped using
Harvard Referencing.
Feedback: Students will receive feedback from the tutor by Week 8.
2.
Formulating research questions and hypotheses.
Week 6: First, read this short paper: Voss, G.B. (2003) Formulating interesting
research questions, Journal of the Academy of Marketing Science, Vol. 31, No. 3, pp.
356-359.
For each of the papers you have reviewed in your draft literature review, use Voss’
model to categorise them. You should present your findings as a table with the full
reference of the paper or report in column 1, a classification of the type of question in
column 2 and your justification for this choice in column 3. We will then expect you to
use this critique in your final literature review.
Week 8: Students must hand in the completed task during the seminar in Week 8.
They will receive informal feedback from the tutor by Week 10.
3.
Sampling task
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Week 9: Students will complete a series of sampling tasks during the Week 9
seminar. They will have the opportunity to complete these in their own time during
the remainder of the week and if required, to seek advice from the tutor either face to
face, email or synchronously using the VLE.
Week 9: During Week 9 the solutions to sampling problems will be posted on the
VLE to enable students to self-mark their work.
Summative Element
Please Note: You must achieve a pass in the following element to pass the module.
1.
Project Proposal [100% of Module Grade]:
Prepare a 3,000 word research proposal on an emerging marketing theme of
your choice that includes:
•
•
•
•
•
•
•
A literature review synthesising key academic and practitioner literature
(approx. 2,000 words).
Proposed research design and approach.
Research objectives or hypotheses for the project.
Proposed research methods for collecting data.
Sampling strategy.
Draft schedule of research.
Bibliography.
Word count: 3,000 words (excluding title, bibliography, references and
quotations in the text).
Coursework Handout: Week 1.
Coursework Due Date: Week 12.
In addition to the above non-assessed self review documentation will be produced
that allows you to:
•
•
•
Critically evaluate the skills, behaviours and attitudes required to lead strategic
marketing projects.
Critically assess your current competence and ability with regard to leading a
successful marketing project.
Use a range of information and assessment tools to evaluate your leadership
skills, competence and attitude.
This will not be assessed as part of the postgraduate certificate other than to ensure
it is of a professional standard. It will however be a requirement for CIM accreditation.
The formative and graded elements are awarded a percentage grading according to
the Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module
grade. For the classification of your degree (Distinction, Pass) the final module
grades will be combined according to the Diagram of Outcomes Leading to Award,
detailed in your programme handbook.
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Indicative Reading
To develop your skills in finding, accessing and analysing business information, data
and knowledge you are encouraged to explore all sources of information to drive and
enhance your learning (books, academic and professional journals, online resources,
etc.). Below is an indicative list of reading that you may find helpful in your studies;
more specific readings may be utilised throughout the module.
Seminal Works
Creswell, J.W. (2009) Research Design: Qualitative, Quantitative and Mixed Methods
Approaches, 3rd ed., London: Sage Publications.
Books and Texts
Bruce, I. (2008) Market Research in Practice: Questionnaire Design: How to Plan,
Structure and Write Survey Material for Effective Market Research, 2nd ed., London:
Kogan Page.
Bryman, A. (2008) Social Research Methods, Oxford: Oxford University Press.
Callingham, M. (2004) Market Intelligence: How and why organizations use market
research, London: Kogan Page Ltd.
Cassell, C. & Symon, G. (2004) Essential Guide to Qualitative Methods in
Organizational Research, London: Sage.
Cottrell, S. (2008) The Study Skills Handbook, 3rd ed., Basingstoke: Palgrave
Macmillan.
Creswell, J.W. (2007) Qualitative Inquiry & Research Design Choosing Among Five
Approaches, 2nd ed., London: Sage Publications.
Daymon, C. & Holloway, I. (2011) Qualitative Research Methods in Public Relations
and Marketing Communications, 2nd ed., London: Routledge.
Fink, A. (2009) How to Conduct Surveys A Step by Step Guide, 4thed., London: Sage
Publications.
Gill, J. & Johnson, P. (2010) Research Methods for Managers, 4th ed., London: Sage
Publications.
Hackley, C. (2003) Doing Research Projects in Marketing, Management and
Consumer Research, London: Routledge.
Keegan, S. (2009) Qualitative Research: Good Decision Making Through
Understanding People, Cultures and Markets (Market Research in Practice), London:
Kogan Page.
Malhotra, N.K. & Birks, D.F. (2007) Marketing Research An Applied Approach, 3ed.,
London: Pearson Education Ltd.
Yin, R.K. (2008) Case Study Research: Design and Methods, (Applied Social
Research Methods), 4th ed., London: Sage Publications.
Journals:
International Journal of Market Research.
Journal of Consumer Research.
Journal of Marketing Communications.
Journal of Marketing Research.
Marketing Intelligence & Planning.
Marketing research.
Qualitative Market Research: An International Journal.
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The Marketing Review.
Academic and Professional Articles
Bednall, D.H.B et al. (2010) Ethics in practice using compliance techniques to boost
telephone response rates, International Journal of Market Research, Vol. 52, Issue 2,
pp. 155-168.
Durante, R. & Feehan, M. (2005) Watch & Learn, Leverage ethnography to improve
strategic decision making, Marketing Research, Winter, Vol. 17, Issue 4, pp. 10-15.
Ewing, M.T. (2009) Integrated marketing communications measurement and
evaluation, Journal of Marketing Communications, Vol. 15, Nos. 2-3, April-July, pp.
103-117.
Gregory, A. & Watson, T. (2008) Defining the gap between research and practice in
public relations programme evaluation – towards a new research agenda, Journal of
Marketing Communications, Vol. 14, No. 5, pp. 337-350.
Goulding, C. (2000) Grounded theory methodology and consumer behaviour,
procedures, practice and pitfalls, Advances in Consumer Research, Vol. 27, Issue 1,
pp. 261-266.
Grunig, J.E. (2006) Furnishing the edifice: ongoing research on public relations as a
strategic management function, Journal of Public Relations Research, Vol. 18, No. 2,
pp. 151-17.
Hair, N. & Clark, M. (2007)The ethical dilemmas and challenges of ethnographic
research in electronic communities, International Journal of Market Research, Vol.
49, Issue 6, pp. 781-799.
Healy, M.J. et al. (2007) Understanding retail experiences – the case for
ethnography, International Journal of Market Research, Vol. 49, pp751-778.
Page, A.L. & Schirr, G.R. (2008) Growth and development of a body of knowledge:
16 years of new product development research, 1989-2004, The Journal of Product
Innovation Management, Vol. 25, pp. 233-248.
Schlegelmilch, B.B. & Penz, E. (2002) Knowledge management in marketing, The
Marketing Review, Vol. 3, pp. 5-19.Gabbott, M. (2004) Undertaking a literature
review in marketing, The Marketing Review, Vol. 4, pp. 411-429.
Thomsen, T.U. & Sorensen, E.B. (2006) The first four-wheeled status symbol: pram
consumption as a vehicle for the construction of motherhood identity, Journal of
Marketing Management, Vol. 22, p. 907-927.
Voss, G.B. (2003) Formulating interesting research questions, Journal of the
Academy of Marketing Science, Vol. 31, No. 3, pp. 356-359.
West, D. (2007) Directions in marketing communications research, an analysis of the
International Journal of Advertising, International Journal of Advertising, Vol. 26, No.
4, pp. 543-554.
Online Resources
www.socialresearchmethods.net
www.mrs.org.uk
www.esomar.org/
www.onlineqda.hud.ac.uk/
www.thinkbuzan.com/uk/home
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Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: Competitive Intelligence for the Marketer.
Syllabus
•
•
•
•
•
•
•
•
•
•
•
•
The Role of Research in the Marketing Process.
Knowledge Management.
Using Electronic Databases in a Marketing Context.
Deconstructing and Critiquing Literature.
Inductive v Deductive Research.
‘World views’ – Epistemology, Ontology & Methodology.
Qualitative, Quantitative and Mixed Methods Research Designs.
Formulating Research Questions and Hypotheses.
Gathering Primary and Secondary Data.
Sampling Strategies and Procedures.
Ethical and Access Issues when Conducting Research.
Referencing to Avoid Plagiarism.
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MSc International Marketing Handbook
Week
Modules
Content
Introduction to Research
The head start week content is focused on your own reading
to prepare you for Week 1 of teaching.
Head Start
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Learning and Teaching Strategy
Preparation for Week 1:
First, read Chapter 1, Malhotra, N.K. & Birks, D.F. (2007)
Marketing Research An Applied Approach, 3e. London:
Pearson Education.
Then reflect and make notes on organisations that you have
worked for or had a great deal of interaction with and the
types of research they undertake and how they manage
‘knowledge’ within the organisation.
You should also read at least 2 of the following papers which
discuss research in a range of sub-fields of marketing. Select
the papers that relate to your programme or are of most
interest to you highlighting key points. We will discuss these
during Week 1.
Ewing, M.T. (2009) Integrated marketing communications
measurement and evaluation, Journal of Marketing
Communications, Vol. 15, Nos. 2-3, April-July, pp. 103-117.
Gregory, A. & Watson, T. (2008) Defining the gap between
research and practice in public relations programme
evaluation – towards a new research agenda, Journal of
Marketing Communications, Vol. 14, No. 5, pp. 337-350.
Grunig, J.E. (2006) Furnishing the edifice: on-going research
on public relations as a strategic management function,
Journal of Public Relations Research, Vol. 18, No. 2, pp. 151176.
West, D. (2007) Directions in marketing communications
research, an analysis of the International Journal of
Advertising, International Journal of Advertising, Vol. 26, No.
4, pp. 543-554.
Page, A.L. & Schirr, G.R. (2008) Growth and development of
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Modules
a body of knowledge: 16 years of new product development
research, 1989-2004, The Journal of Product Innovation
Management, Vol. 25, pp. 233-248.
Week 1
Critical Evaluation of the Role of Research in the
Organisation
In this first week we will discuss information that exists within
and outside organisations and commissioned research and
how this knowledge is managed and applied in Businesses’
Decision Making.
This will concentrate on:
• Evaluate Different Types of Information.
• Discuss Knowledge Management, Knowledge
Information Systems, Marketing Information Systems,
Applied Pure Research.
• The role of Market Research in Business and
Decision Making. (descriptive, comparative, diagnostic
and predictive)
Session 1:
Workshop Activity 1: Interactive lecture on Information and
Knowledge Management.
Workshop Activity 2: Discussion based on independent
reading and reflection students will have completed during
Head Start Week.
Workshop Activity 3: You will be given your summative
assignment brief. This will be followed by a Q&A session with
the tutor.
Independent Study:
Task 1: Read Schlegelmilch, B.B. & Penz, E. (2002)
Knowledge management in marketing, The Marketing
Review, Vol. 3, pp. 5-19.
Week 2
Conducting Literature Reviews and Referencing
This week we will be focusing on an important academic and
professional skill, identifying and critically evaluating
information sources.
This will concentrate on:
• Focus on what a Literature Review is and how to Plan,
Manage and Execute a Review.
• Compare and contrast Meta-Analyses with Literature
Reviews.
• Talk about Free Software that can help you to
Organise your Ideas.
• Discuss why we need to Reference and Cultural
Differences Regarding Referencing and Plagiarism.
Session 1:
Workshop Activity 1: Interactive lecture on types of
literature reviews.
Workshop Activity 2: This will be a practical workshop
where you will learn how to reference correctly by conducting
referencing exercises. We will also discuss cultural
differences regarding referencing and the consequences of
not referencing original sources.
Independent Study:
Task 1: Complete in-class referencing tasks.
Task 2: Read Chapter 2, Review of the literature in Creswell,
J.W. (2009) Research Design Qualitative, Quantitative, and
Mixed Methods Approach, 3rd ed., London: Sage Publications
to consolidate your understanding of how to plan and conduct
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Modules
a literature review.
Read this article by Gabbott, M. (2004) Undertaking a
literature review in marketing, The Marketing Review, Vol. 4,
pp. 411-429.
Week 3
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An Introduction to Inductive and Deductive Research
This week we will introduce you to the differences between
an inductive and deductive approach to research, the
philosophical assumptions behind each of them and how they
influence your choice of research design, tools and analysis.
This will concentrate on:
• Define and Discuss Deductive and Inductive
Research.
• Introduce a Selection of Paradigms: e.g. positivism,
pragmatism, constructivism, interpretivism and
advocacy/participatory.
• Discuss how they influence the research design, your
choice of research questions or hypotheses and the
research techniques you employ.
Session 1:
Workshop Activity 1: Interactive lecture on inductive and
deductive research.
Workshop Activity 2: Short Q&A session on reading from
Week 2 followed by an interactive workshop. First we will
have a group discussion on how to select key words and
Boolean phrases to build trees when conducting literature
reviews. After a short in-class demonstration you will be set a
task in pairs to identify literature on emerging themes
impacting on business such as: new technologies;
sustainability; globalisation; ethics; societal marketing;
knowledge; and leadership. We will reconvene at the end of
the workshop to discuss your progress and brief you on your
tasks for next week.
Independent Study:
Task 1: Conduct a web-based search of different types of
free software that you can use to map your literature review.
Select the one that you think will be most user-friendly and
download it.
Task 2: Read the article by O’Reilly, D. (2011) Reviewing the
arts marketing literature, Arts Marketing: An International
Journal, Vol. 1, Issue 1 (available online). Select a
marketing theme that interests you and using the electronic
databases available at BPP identify 5 articles that you
consider to be ‘key’ and create your own mind map as
O’Reilly has done. You may not select one of the themes
from the in-class exercise.
Task 3: Read Chapter 3, The role of theory in management
research, in Gill, J. & Johnson, P. (2010) Research Methods
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MSc International Marketing Handbook
Modules
for Managers, 4ed., London: Sage Publications to consolidate
your understanding of today’s lecture.
Research Designs
We will build on last week’s insights into inductive and
deductive research by examining a range of research designs
and their inter-relationships with inductive and deductive
approaches and researchers’ world views.
This will concentrate on:
• Qualitative Research Designs: Phenomenology, Case
Studies, Ethnography, Grounded Theory;
Narrative/Historical Research; Action Research.
• Quantitative Research Designs: Scientific,
Experimental Designs.
• Mixed Method Research Designs: Sequential and
Concurrent.
Week 4
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Session 1:
Workshop Activity 1: Interactive lecture on research
designs.
Workshop Activity 2: Short feedback session reviewing your
progress on your mind maps.
Workshop Activity 3: You will be given a range of scenarios
and in small groups will discuss what research approach you
would consider to be most appropriate. We will end the
workshop as a group with the tutor giving feedback on
students’ proposals.
Independent Study:
Task 1: Following Week 4’s lecture you should read Chapter
1, The selection of a research design in Creswell, J.W. (2009)
Research Design Qualitative, Quantitative, and Mixed
Methods Approach, 3rd ed., London: Sage Publications and
Durante, R. & Feehan, M. (2005) Watch & Learn, Leverage
ethnography to improve strategic decision making, Marketing
Research, Winter, Vol. 17, Issue 4, pp. 10-15.
Task 2: Prepare for the workshop in Week 5 when you will be
assigned to groups to discuss one of the following papers that
you will have critiqued (indicative, additional papers will be
added):
Goulding, C. (2000) Grounded theory methodology and
consumer behaviour, procedures, practice and pitfalls,
Advances in Consumer Research, Vol. 27, Issue 1, pp. 261266.
Thomsen, T.U. & Sorensen, E.B. (2006) The first fourwheeled status symbol: pram consumption as a vehicle for
the construction of motherhood identity, Journal of Marketing
Management, Vol. 22, p. 907-927.
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Modules
Healy, M.J. et al. (2007) Understanding retail experiences –
the case for ethnography, International Journal of Market
Research, Vol. 49, pp751-778.
Extended Activity:
Read relevant chapters on the different paradigms, from
Daymon, C. & Holloway, I. (2011) Qualitative research
methods in public relations and marketing communications,
2nd ed., Oxon: Routledge.
Week 5
Reading
week
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Qualitative, Quantitative and Mixed Methods Research
This week we will critically evaluate the strengths and
weaknesses of qualitative, quantitative and mixed methods
research to enable you to critique published marketing
research employing these techniques and plan and execute
your own research.
This will concentrate on:
• Discuss the Characteristics of Qualitative, Quantitative
and Mixed Methods Research.
• Critically evaluate the strengths and weaknesses of
Qualitative, Quantitative and Mixed Methods
Research.
Session 1:
Workshop Activity 1: Interactive lecture on the
characteristics of qualitative, quantitative and mixed methods
research.
Workshop Activity 2: You will have critiqued the papers
given to you in Week 4. During this workshop you will be
formed into groups of 4/5 students when you will compare
and contrast the different research designs.
Independent Study:
Task 1: Read Chapter 5, Designing Research: The
Introduction in Creswell, J.W. (2009) Research Design
Qualitative, Quantitative, and Mixed Methods Approach, 3e.
London: Sage Publications to consolidate your understanding
of different research approaches.
Also see tasks set for Reading Week.
Reading Week
This week should be used to consolidate learning from the
first 5 weeks of the module and to complete formative tasks
that are designed to help you complete your summative
assignment.
Task 1: Find at least 5 more articles on your chosen
marketing topic, read them and as a result develop your mind
map. Remember to consider the different aspects of the
paper that you should be critically evaluating – the conceptual
framework, constructs, research approach and design –
compare and contrast the different approaches and consider
the strengths and weaknesses of the different papers and
how thoughts have developed over time. This is your first
formative assignment and must be handed in at the beginning
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of your workshop in Week 6.
Task 2: Catch up with any of the reading from Weeks 1 to 5
that you have not completed.
Task 3: Bring 2 of the papers or research reports that you
have selected for your literature review to the workshop in
Week 6 – if possible, one should have research questions
and the other one hypothesis.
Week 6
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Research Questions and Hypotheses
This week we will examine the differences between research
questions and hypotheses, formulate them and discuss the
inter-relationship with the research design.
This will concentrate on:
• Define research questions and hypotheses
• Discuss how you choose whether to use research
questions or hypotheses
• Attempt to formulate research questions and
hypotheses
• Examine the relationship between the research
design, research questions and hypotheses
Session 1:
Workshop Activity 1: Interactive lecture on research
questions and hypotheses.
Workshop Activity 2: Practical workshop where you will
work in pairs to complete 2 tasks: (1) formulating research
questions and hypotheses and (2) discussing why the authors
of the papers you have brought into class have chosen to use
research questions and hypotheses and how they have used
the literature (or not) to formulate these.
Independent Study:
Task 1: Following today’s lecture Read Chapter 7, Research
questions & hypotheses in Creswell, J.W. (2009) Research
Design Qualitative, Quantitative, and Mixed Methods
Approach, 3rd ed. London: Sage Publications.
Task 2: First, read this short paper: Voss, G.B. (2003)
Formulating interesting research questions, Journal of the
Academy of Marketing Science, Vol. 31, No. 3, pp. 356-359.
Now complete this short exercise which you must hand in at
the beginning of the Week 8 workshop. For each of the
papers you have reviewed in your draft literature review, use
Voss’ model to categorise them. You should present your
findings as a table with the full reference of the paper or
report in column 1, a classification of the type of question in
column 2 and your justification for this choice in column 3. We
will then expect you to use this critique in your final literature
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review.
Individual and Group Interviewing
This week we will be discussing two of the most common
types of qualitative research, group and individual interviews.
This will concentrate on:
• The characteristics, advantages & disadvantages of a
range of types of interview
• How to conduct an interview
• The principles of Analysing Qualitative Data
Session 1:
Workshop Activity 1: Interactive lecture on individual and
group interviewing.
Workshop Activity 2: You will take part in a focus group as
participants, observers and critical reviewers. This will initially
be facilitated by the Tutor but you will be required to take part
in role-plays.
Independent Study:
Task 1: Following today’s lecture read Chapter 9, Qualitative
Methods in Creswell, J.W. (2009) Research Design
Qualitative, Quantitative, and Mixed Methods Approach, 3rd
ed., London: Sage Publications.
Week 8
Principles of Survey Design
This week we will focus on the advantages and
disadvantages of using surveys and the types of data that
can be collected using this method. You will also appreciate
the importance of question design on the reliability and
validity of your data.
This will concentrate on:
• Discuss how to plan and manage a survey.
• Focus on the importance of questionnaire design
including writing unbiased questions, using
appropriate questions and scales and harmonising
questionnaires with other data sources.
Introduce you to key vocabulary associated with
questionnaire design and data analysis.
Session 1:
Workshop Activity 1: Interactive lecture on the principles of
survey design.
Workshop Activity 2: You will take part in a practical activity
designing questions for an online survey.
Independent Study:
Task 1: After this week’s lecture Read Chapter 8,
Quantitative Methods in Creswell, J.W. (2009) Research
Design Qualitative, Quantitative, and Mixed Methods
Approach, 3rd ed., London: Sage Publications to consolidate
your understanding.
Week 9
Selecting Your Sample
This week we will focus on sampling when conducting
qualitative, quantitative and mixed methods research.
This will concentrate on:
Session 1:
Workshop Activity 1: Interactive lecture on sampling.
Workshop Activity 2: You will undertake a series of practical
tasks individually and collectively to reinforce your
Week 7
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•
Discussing key vocabulary associated with sampling.
•
The most appropriate sampling strategy for
qualitative, quantitative and mixed methods research.
Sample size and why it is important.
Incidence rates, confidence limits and sampling
errors.
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Week 10
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Ethical and Access Issues
This week we will be focusing on the ethical and access
issues that you may face when planning and conducting
research.
This will concentrate on:
• How can you obtain access to people, organisations
and documents?
• What ethics are and what ethical issues could arise
during a piece of research?
• What additional issues do you need to consider when
undertaking specific types of research?
• Where do you go to get more advice on ethics?
Modules
understanding of sampling. This is your 3rd formative task.
Independent Study:
Task 1: Read chapters 14 and 15 on sampling in Malhotra,
N.K. & Birks, D.F. (2007) Marketing Research An Applied
Approach, 3e, London: Pearson Education Ltd.
Task 2: Read the following 2 articles in preparation for Week
10 when you will discuss the ethical dilemmas of conducting
different types of research.
Bednall, D.H.B et al. (2010) Ethics in practice using
compliance techniques to boost telephone response rates,
International Journal of Market Research, Vol. 52, Issue 2,
pp. 155-168.
Hair, N. & Clark, M. (2007)The ethical dilemmas and
challenges of ethnographic research
in
electronic
communities, International Journal of Market Research, Vol.
49, Issue 6, pp. 781-799.
Session 1:
Workshop Activity 1: Interactive lecture on ethical and
access issues when conducting research.
Workshop Activity 2: In small groups discuss the ethical
dilemmas that can arise in ethnographic versus survey
research drawing on the 2 papers you were asked to read
and your own research. Has the internet led to new ethical
dilemmas?
Independent Study:
Task 1: Work independently on your summative assignment.
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MSc International Marketing Handbook
You should be consolidating your knowledge and practice of
research skills through the summative assignment.
Independent Study:
Task: You should be reading from the core and other text
books on your reading list to consolidate your understanding
of the research process and your chosen marketing theme.
You will also find that the research methods books on your
reading list and Cottrell’s book will take you through the
different stages and give you advice on preparing a research
proposal.
Assignment
Students will be using the revision week to complete their
literature reviews.
Assignment and Revision
Task: Complete the summative assignment drawing on
learning from Weeks 1 to 10 and your own self-directed
reading.
Extension &
Consolidation
Revision
Week
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Managing International Brands
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Emmanuel Asiedu
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
"Manage your digital brand because this is the image the Internet will have forever."
Gma Goldie
Strong brands will transcend industries and provide an organisation with a valuable asset.
The basic philosophy of this module is to blend the theory and practice of product and brand
management as relevant to operating in a digital world. Branding is both an art and a
science. This module aims to teach digital marketing strategy theories, concepts and
models, with an emphasis on strategic & operational decision-making in what is undoubtedly
an unpredictable and complex environment.
It is widely recognised that while theory can provide strategic direction. It’s the ability to apply
theory, taking into consideration the impact of market forces, that often determines the
competitive success of organisations in practice. Therefore, this module includes the use of
relevant case studies taken from the leading digital players in this space.
Within this module you will develop a comprehensive level of knowledge and understanding
of the digital brand management, including the exploration of strategic options, as well as the
selection and de-selection of strategic options. Ensuring students can plan to engage in
digital environment for both online and offline brands.
Educational Aims
This module aims to:
• Explore brands management and the implications for brands operating in a digital
marketplace.
• Evaluate the business and revenue models for digital brands.
• Understand how to design and implement brand strategies.
• Explore the principles of brand extensions and new product development.
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Critically assess how brand positioning in a digital context.
Examine how to develop customer knowledge and insight for digital marketing.
Select and develop acquisition and retention strategies.
Financial analysis, including budgeting and modelling of customer lifetime value.
Examine metrics frameworks for digital brands.
Critically evaluate customer equity and improvement models for digital brands.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Deep and systematic understanding of brand management in a digital context.
K2
High level of awareness of current issues in areas pertaining to digital branding.
K3
Depth of knowledge of the tools and techniques available for the effective evaluation
and control of digital marketing activity.
K4
Comprehensive understanding of the tools and techniques available to the digital
marketer in order to gain true customer insight.
Cognitive Skills
Ref
B. Students should be able to:
C1
Proactively source and apply research to inform managerial options in a range of
organisational contexts.
C2
Evaluate the relationships between an organisation and its environments and
propose alternative approaches for the purpose of efficiency or effectiveness.
C3
Use expertise in the evaluation and the use of tools and techniques for the
development of strategies for the purpose of business development.
C4
Apply a wide range of theories to the area of Digital Marketing with a high level of
competence displaying an awareness of the various factors contributing to business
success.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Critically evaluate a range of alternative courses of action for an organisation in order
to implement valuable change.
P2
Demonstrate sensitivity to the needs of stakeholders when recommending courses of
action.
P3
Apply the practical skills associated with the strategic planning process and shape
concepts to formulate and implement strategic business plans.
P4
Work effectively in a team in order to prepare and present analyses and strategic
plans in a variety of business contexts.
General Transferable Skills
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Modules
Ref
D. Students should be able to:
T1
Make relevant contributions to decisions that reflect good business practice in given
situations.
T2
Take responsibility for initiating and controlling their own work and learning
experience in order to improve their personal effectiveness.
T3
Use relevant presentation formats in order to communicate their methodologies and
recommendations to different stakeholders.
T4
Foster empathy and sensitivity to the needs and opinions of others in order to
maximise the effectiveness of team working.
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Elements].
In addition to the summative elements, the module contains one (1) task to assist you in
evaluating your progress in the module [the Formative Element].
Formative Elements
Please Note: These elements do not count towards your final module grade.
1.
Digital Brand Book
Maximum 20 Pages.
Formative Assessment Handout: Week 2.
Formative Assessment Due Date: Week 6.
Summative Elements
Please Note: You must achieve a pass in the following element(s) to pass the module.
1.
2 hour exam based on pre-seen case study [100% of Module Grade].
Case Studies are to be released in the last week of teaching.
The exam paper will be of 2 hours duration and will offer students six questions of
which three must be answered. All questions are equally weighted.
Students are permitted to bring into the exam room two sides of A4 notes.
Summative Assessment Handout: Week 10 – provision of case study.
Summative Assessment Due Date: Week 13 – exam.
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (Distinction, Pass) the final module grades will be
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combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Seminal Works
Ryan D., Jones C. (2009) Understanding Digital Marketing: Marketing Strategies for
Engaging the Digital Generation, London: Kogan Page Ltd.
Kapferer J.N. (2008) The New Strategic Brand Management, London: Kogan Page.
Books and Texts
Adamson A. (2008), BrandDigital, Basingtstoke: Palgrave Macmillan.
Bird D. (2007), Commonsense Direct and Digital Marketing, 5th ed., London: Kogan Page
Ltd.
Chaffey D., Ellis-Chadwick F., Jonston K. and Mayer R. (2009) Internet Marketing: Strategy,
Implementation and Practice, 4th ed., FT –Prentice Hall. Chaffey
D.http://www.amazon.co.uk/eMarketing-eXcellence-optimising-EmarketingEssentials/dp/0750689455, Smith P.R. (2009) E-marketing, e-xcellence: planning and
optimising your digital marketing, 4th ed., Harlow: Prentice Hall.
Elliott R., Percy L. (2007) Strategic Brand Management, Oxford University Press.
Grappone J, Couzin G (2008), Search Engine Optimization: An Hour a Day, 2nd ed.,
Chichester: John Wiley & Sons.
Keller K., Aperia T., Gorgson Hall M. (2008) Strategic Brand Management: A European
Perspective, FT: Prentice.
Spiller L., Baier M. (2009), Contemporary Direct Marketing, Harlow: Prentice Hall.
Wertime K, Fenwick I (2008) DigiMarketing: The Essential Guide to New Media and Digital
Marketing, Chichester: John Wiley & Sons.
Sterne J., Kaushik A. (2007), Web Analytics: An Hour a Day, Chichester: John Wiley &
Sons.
Kirby J., Marsden P. (2005), Connected Marketing: The Viral, Buzz and Word of Mouth
Revolution, Oxford: Butterworth-Heinemann.
Academic and Professional Articles
Touchpoints White Paper - How consumers see the role of digital media in their purchase
decisions.
Srivastava (2010),Managing Brand Performance: aligning positioning, execution and
experience Journal of Brand Management 17, p.465 -471.
Balloui K., Hutchinson M., To Tweet, or Not To Tweet: Brand Building through the strategic
use of Twitter.
Simmon G. (2010) Managing i-branding to create brand equity, European Journal of
Marketing.
Frechette B. (2010) Brand Digital: Simple Ways Top Brands Succeed in the Digital World,
Journal of Consumer Marketing.
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Online Resources
Websites:
Digital brand engagement: www.digitalbrandengagement.ning.com
Mckinsey Digital Marketing: www.mckinseyquarterly.com/marketing/digital marketing
The Institute of Direct Marketing: http://www.theidm.com
The Direct Marketing Association: www.dma.org.uk
The Chartered Institute of Marketing www.cim.co.uk
Dave Chaffey: www.davechafey.com/students and www.smartinsights.com
New Media Age: www.nma.co.uk
Brand Republic: www.branrepublic.com/go/digitalmarketing/ iadvertising: www.i-advertising.com
Financial Times: www.ft.com /technology/digital business
Guardian: www.guardian.co.uk/media/digital-media
LED – The internet marketing discussion list: www.led-digest.com
eMarketer: www.emarketer.com
MarketingProfs: www.marketingprofs.com
Blogs:
Adventures in Digital Marketing: www.adventuresdm.co.uk
Marketing Metrics Blog: http://metricman.blogspot.com
Digital Marketing Blog: http://connect.icrossing.co.uk
Digital Campaigns: www.digitalbuzzblog.com
Case Studies:
Superbrands: ww.superbrands.com
CIM resources:www.cim.co.uk/resoures/casestudies/home.aspx
Figaro Digital: www.figarodigital.co.uk
SAS: www.sas.com/success/
Digital training academy: www.digitaltrainingacedemy.com/casestudies/
Use will also be made of Social Networking Sites:
Facebook
LinkedIn
Twitter
Video Sharing:
YouTube
GoogleVideo
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INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: Managing Brands in a Digital Environment.
Syllabus
•
•
•
•
•
•
•
•
•
•
Brands Management and the Implications of Operating in a Digital Marketplace.
Business and Revenue Models for Digital Brands.
Designing and Implementing Brand Strategies.
Brand Extensions and New Product Development.
Positioning of Brands in a Digital Context.
Customer Knowledge and Insight for Digital Marketing.
Developing Acquisition and Retention Strategy.
Financial Analysis, including Budgeting and Modelling of Customer Lifetime Value.
Metrics Framework for Digital Brands.
Maximising Customer Equity including Structured Improvement Models for Digital Brands.
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Content
Introduction to Brands
Review of what is a brand and how brands create value for the
customer and the company.
Preparation for module:
Key Reading: Chapter 1, Ryan D, Jones C (2009), Understanding
Digital Marketing: Marketing Strategies for Engaging the Digital
Generation, London: Kogan Page Ltd.
Chapter 1, Kapferer J.N.(2008) The New Strategic Brand
Management by JN, London: Kogan Page.
Task: Read case study: Burberry (to be posted online).
Brand Management
Assess role of branding and brand management in a digital context,
this includes on and offline brands.
This will concentrate on:
Independent Study
Key Reading: Chapter 2, Ryan D, Jones C (2009), Understanding
Digital Marketing: Marketing Strategies for Engaging the Digital
Generation, London: Kogan Page Ltd.
Chapter 2, Kapferer J.N.(2008) The New Strategic Brand
Management by JN, London: Kogan Page.
Session 1:
Workshop Activity 1: Online exercise to identify the characteristics
of successful brands; offline brands with diversified online offer.
Tutor to facilitate discussion on key learning.
Workshop Activity 2: Review of Burberry case study and group
work to identify values, strategy and strategic risk.
Independent Study: (all independent study questions can be
completed and passed to tutor for marking to develop
experience of exam type questions).
Task: Visit a fashion label website e.g. www.diesel.com and identify
what difficulties a designer brand might encounter when selling
online.
Head Start
• Digital vs Offline Brands.
• Assess the Strategic Implications of Branding in a Digital.
Environment.
Week 1
Week 2
• Evaluate Strategic Brand Management Process.
Business and Revenue Models
Business and Revenue Models for Digital Channels.
This will concentrate on:
• Brand Diversity: the Types of Brand.
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Learning and Teaching Strategy
Independent Study:
Key Reading: Chapters 3, 4 and 5, Kapferer J.N.(2008) The New
Strategic Brand Management by JN, London: Kogan Page.
Chapter 3 and 9, Chaffey D.http://www.amazon.co.uk/eMarketingeXcellence-optimising-Emarketing-Essentials/dp/0750689455,
Smith
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MSc International Marketing Handbook
• Assess how to Build a Market Leader.
• Critically Compare Brands and Business Models.
Brief on group formative assessment.
Brand Strategies
Review the range of strategic options facing brands operating in a
digital context.
This will concentrate on:
Week 3
• Understanding of Brand Planning Activities and Objective
Setting.
• Strategy Formulation for Digital Brands.
• Critically Evaluate Trends in Branding Strategies.
Week 4
New Product Development and Brand Extension
Explores the relationship between the role of brands and growth,
particularly focusing on NPD and brand extension but also
identifying alternative strategies.
This will concentrate on:
• Relationship Between Brands and Growth.
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P.R. (2009) E-marketing, e-xcellence: planning and optimising your
digital marketing, 4th ed., Harlow: Prentice Hall.
Task: Review Napster case study (provided online –
www.davechaffey.com).
Session 1:
Workshop Activity 1: Tutor lead discussion to evaluate how
Napster varied its offer to compete with traditional online music
retailers.
Workshop Activity 2: Online exercise to find 3 competitors with
similar offerings (from given product area) Identify ways in which
each has used the internet to vary its core and extended product.
Which makes the best use of the internet and why?
Independent Study:
Task: Identify 3 alternative locations for transactions for a B2B
company on the internet.
Independent Study:
Key Reading: Chapter 6, 7 and 13, Kapferer J.N.(2008) The New
Strategic Brand Management by JN, London: Kogan Page.
Session 1:
Workshop Activity 1: Tutor led exercise to work on mini cases
identifying brand strategies and then setting objectives.
Workshop Activity 2: Tutor facilitated group work, each group given
product/service e.g. medium sized bank. Groups then present back
how they would tackle the job of building the company brand.
Independent Study:
Task: Select one of the Superbrands case studies and evaluate the
selected brands’ strategy.
Independent Study:
Key Reading: Chapters 9, 11, 12 and 16, Kapferer J.N.(2008) The
New Strategic Brand Management by JN, London: Kogan Page.
Chapter 5, Ryan D, Jones C (2009), Understanding Digital
Marketing: Marketing Strategies for Engaging the Digital Generation,
London: Kogan Page Ltd.
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• Assess Extending the Brand versus Innovation/NPD.
• Critically Evaluate the Role of Research in Digital Brand
Management.
Positioning of Brands in a Digital Context
Applying segmentation, targeting and positioning in a digital context.
This will concentrate on:
• Online Profiling and Segmentation Options.
• Approaches to Segmentation and Targeting.
Week 5
• Critically Evaluate Role of Positioning Strategies for Digital
Brands.
Reading Week
Reading
Week
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Task: Read Levi case study (provided online – Jobber)
Session 1:
Workshop Activity 1: Tutor led discussion on case study to
evaluate branding decisions in relation to achieving increased grow
market share. Individual work with tutor facilitated feedback.
Workshop Activity 2: Online exercise to complete variety of online
research surveys both quantitative and qualitative. To evaluate the
value these provide to brand managers.
Independent Study:
Task: Develop a 2 page research proposal as to how to evaluate a
multichannel campaign designed to drive traffic to a job search
website.
Independent Study:
Key Reading: Chapters 7, Kapferer J.N.(2008) The New Strategic
Brand Management by JN, London: Kogan Page.
Session 1:
Workshop Activity 1: Exercise using given scenarios, use benefit
segmentation to identify market segments. Discuss the likely profiles
of the resulting segments.
Workshop Activity 2: Tutor led review of case study to identify
brands positioning framework and analyse repositioning
opportunities.
Independent Study:
Task: Why might a company rebrand and what is required for the
success of the implementation of the rebranding process?
Consolidation
Key Reading: Chapters 1- 9, 13 and 16, Kapferer J.N.(2008) The
New Strategic Brand Management by JN, London: Kogan Page.
Chapters 1-11, Ryan D, Jones C (2009), Understanding Digital
Marketing: Marketing Strategies for Engaging the Digital Generation,
London: Kogan Page Ltd.
Review articles on indicative reading list.
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Task: Revision for exam and completion of any outstanding
independent study questions.
Customer Knowledge and Insight
Assess and improve the quality of customer knowledge.
This will concentrate on:
• Information sources and tools for Understanding the Digital
Customer, Including Web Analytics.
• Devising a Customer Data Strategy from Internal and External
Data Sources.
Week 6
• Critically Evaluate how Customer Insights can improve Digital
Marketing Effectiveness.
Group presentations formative assessment
Customer Acquisition and Retention
Explore how the Digital Arena creates an opportunity for brands to
manage their relationships with customers differently.
This will concentrate on:
• Understand Principles of Customer Relationship Management.
Week 7
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• Assess Approaches to Customer Value Management.
• Critically Analyse how to Maximise Customer Equity.
Independent Study
Key Reading: Chapter 9, Bird D (2007), Commonsense Direct and
Digital Marketing 5th ed., London: Kogan Page Ltd.
Chapter 4, Chaffey D.http://www.amazon.co.uk/eMarketingeXcellence-optimising-Emarketing-Essentials/dp/0750689455,
Smith
P.R. (2009) E-marketing, e-xcellence: planning and optimising your
digital marketing, 4th ed., Harlow: Prentice Hall.
Session 1:
Workshop Activity 1: Tutor led exercise to assess data provision
and identify 3 consumer insights. Tutor led discussion to summarise
key learnings.
Workshop Activity 2: Using insights generated in previous
exercise, group work to evaluate how these could be used to
improve the company’s digital marketing? Tutor facilitated session.
Independent Study:
Task: What are the strength and limitations of using the internet as a
data collection instrument?
Independent Study:
Key Reading: Chapter 8, Chaffey
D.http://www.amazon.co.uk/eMarketing-eXcellence-optimisingEmarketing-Essentials/dp/0750689455, Smith P.R. (2009) Emarketing, e-xcellence: planning and optimising your digital
marketing, 4th ed., Harlow: Prentice Hall.
Task: Read Nectar case study (Jobber)Session 1:
Workshop Activity 1: Tutor led discussion on case to assess the
main applications for the information gathered on customers who
use their Nectar loyalty cards.
Workshop Activity 2: Tutor facilitated group exercise to develop
goals for an online acquisition campaign in terms of response rates
or engagement with creative, cost and overall campaign
effectiveness.
Independent Study:
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Task: Discuss the advantages and disadvantages of retailer loyalty
programmes such as Sainsbury’s Nectar card from both a customer
and retailer perspective.
Financial Analysis
Costs Benefit Analysis of Digital Marketing.
This will concentrate on:
• Principles of Budgeting for Digital Marketing at Strategic and
Campaign Level.
• Assessing the Effectiveness of Digital Marketing from a Financial
Perspective.
Week 8
• Critically Evaluate Customer Lifetime Value Models.
Metrics Framework
Planning and assessment of the contribution of Digital Marketing to
a brand.
This will concentrate on:
• Understand Metrics and Performance Frameworks for ssessing
the effectiveness of Digital Marketing.
Week 9
• Evaluation and Attribution of Multi Touchpoint Journeys.
• Critically Analyse the Contribution of Web Analytics.
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Independent Study:
Key Reading: Chapter 18, Bird D (2007), Commonsense Direct and
Digital Marketing 5th ed., London: Kogan Page Ltd.
Chapter 5, Ryan D, Jones C (2009), Understanding Digital
Marketing: Marketing Strategies for Engaging the Digital Generation,
London: Kogan Page Ltd.
Session 1:
Workshop Activity 1: Tutor led exercise using scenario to budget
set for digital marketing plan at both strategic and campaign level.
(davechaffey.com/ spreadsheets).
Workshop Activity 2: Tutor led exercise using mini case, charity
uses lifetime value model to assess returns from new e-CRM system
(Chaffey p. 360).
Independent Study:
Task: Explain and evaluate the conversion marketing approach to
objective setting for web communications, using examples where
relevant.
Independent Study:
Key Reading: Chapter 8, Chaffey
D.http://www.amazon.co.uk/eMarketing-eXcellence-optimisingEmarketing-Essentials/dp/0750689455, Smith P.R. (2009) Emarketing, e-xcellence: planning and optimising your digital
marketing, 4th ed., Harlow: Prentice Hall.
Task: Online research to identify buzz metrics.
Session 1:
Workshop Activity 1: Tutor led discussion to evaluate usefulness of
buzz metrics.
Workshop Activity 2: Tutor facilitated group work to develop a
metrics programme for an identified website. Followed by group
discussion to evaluate the contribution of web analytics versus other
analytics and offline metrics.
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Independent Study:
Task: How should a confectionary brand assess the success of a
campaign microsite in uplift of branding metrics?
Maximising Customer Equity
Building and Managing Relationships as Valuable Assets.
This will concentrate on:
• Understanding the Cornerstones of Customer Equity.
• Assess Customer Strategies.
Week 10
Extension &
Consolidation
Revision
Version 1.0
• Managing by Customer Equity: including Mix, Accounting and
Portfolio Management.
Summative assessment: case study provided prior to exam
Independent Study:
Key Reading:
Part 3: The New Strategic Brand Management, Kapferer J.N.(2008)
The New Strategic Brand Management by JN, London: Kogan Page.
Session 1:
Workshop Activity 1: Tutor led discussion to evaluate the benefits
of customer equity management.
Workshop Activity 2: Exercise to assess the approaches to
measuring customer equity.
Independent Study:
Task: Explain the differences between customer and brand equity
and evaluate the most appropriate focus for a digital brand.
Preparation for Examination
Based on course content Weeks 1-10.
Independent Study:
Task: Review and reflect upon directed reading and course activities
carried out in Weeks 1 to 10.
Revision of the Syllabus
Students should use this week to consolidate their learning.
Independent Study:
Task 1: Further readings following formative assessment and
feedback earlier in the module.
Task 2: Students to recap on Learning Outcomes.
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Finance for Marketers
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Ioannis Mantzaris
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
Finance for Marketers is designed to equip students with the essential business related
financial skills who are from a marketing background. Measuring performance, evaluating
investment appraisal, understanding balance sheets and income statements are all vital for
successful marketing strategies. The module adapts practical approach to the subject with
applications in business context which enables students to benefit from future employability.
Educational Aims
This module aims to:
• Develop an integrated and comprehensive understanding of marketing and finance
and the challenges it brings to marketing professionals within various industries,
organisational types and structures.
• Provide research opportunities and develop a critical understanding of the marketing
strategies, investment appraisal, financial accounting analysis and performance
measurement and analysis.
• Critically evaluate the factors that influence marketing strategies decision and
practice based on financial analysis.
• Assist students in being proactive in their own professional development to enhance
employability.
• Make a significant contribution to marketing practice through the application of key
skills and knowledge often based on ‘real life’ situations.
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Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Systematic understanding of the values, techniques, theories, concepts and models
of the advanced interdisciplinary study and practice of finance in marketing context.
K2
Apply in-depth knowledge and understanding of the financial aspect in relation to
marketing strategies.
K3
Critical application of conceptual knowledge of financial techniques and its
applications. Use judgement and decision-making to argue recommendations
regarding tactical alternatives.
K4
Develop and demonstrate a systematic understanding of marketing strategies based
on the application of financial theories and techniques.
Cognitive Skills
Ref
B. Students should be able to:
C1
Demonstrate a critical awareness of the importance of financial theories and
techniques as a measure of profitability and growth in the firm.
C2
Critically appraise and apply key concepts of marketing in finance context. This
includes breakeven analysis, ratio analysis, investment appraisal and capital
structure.
C3
Evaluate business performances, profitability, potential growth and source of capital
by applying various financial techniques.
C4
Recommend, choose, advise and implement marketing strategies and processes that
will achieve and satisfy organisational goals in financial context.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Recognise and solve complex financial problems in marketing context by using
appropriate tools and techniques, anticipating market and competitor response and
arguing alternative strategic and tactical approaches to finance in marketing context.
P2
Critically apply financial models, theories and concepts to solve marketing problems
in complex decision-making environments.
P3
Communicate complex ideas with finance knowledge and evidence to persuade,
influence and negotiate with others in order to facilitate argumentation and decisionmaking.
General Transferable Skills
Ref
D. Students should be able to:
T1
Provide leadership and develop a co-operative team environment by recognising and
utilising the contributions of others in group processes as well as including effective
negotiation and conflict management.
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T2
Adopt a reflective approach to personal development and problem solving.
T3
Take responsibility for self and own work.
T4
Develop critical thinking competences, evidenced by application of key theories, as
well as concepts, frameworks, tools and processes relevant to finance tools and
techniques.
T5
Enhance communication and interpersonal skills by engaging in effective written and
oral communication of complex ideas and arguments using a wide range of financial
techniques in presentation.
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Element].
In addition to the summative elements, the module contains two (2) tasks to assist you in
evaluating your progress in the module [the Formative Elements].
Formative Elements
Please Note: These elements do not count towards your final module grade.
1. A individual/group presentation is required from students. This may be a design of a
strategic plan based on financial analysis.
Summative Element
1. 2,000 Word Individual assignments [100% of Module Grade]
Students will be required to submit a critical assessment on a case study from a
finance perspective and how it fits in marketing strategic planning.
Coursework Handout: Day, Date, Month, Year
Coursework Due Date: Time, Day, Date, Month, Year
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (First, Upper Second, Lower Second, or Third Class)
the final module grades will be combined according to the Diagram of Outcomes Leading to
Award, detailed in your programme handbook.
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Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Core text
Analysis and Decision, Chartered Post-Graduate Diploma in Marketing – Stage one 2010
edition.
Additional Reading
Walters, D and Halliday, M. (2004), Marketing and Financial Management: New EconomyNew Interfaces, Palgrave Macmillan.
Sherratt, A., Nicholson, F. And Meek, R (2009). Managing Marketing. Elsevier. Oxford, UK.
Oakshott, L. (2009), Essential Quantitative Methods: For Business, Management and
Finance, Palgrave Macmillan.
Academic and Professional Articles
Marketing Week
Journal of Marketing
Journal of International Marketing
Journal of Marketing Research
International Journal of Bank Marketing
Online Resources
The module will require access to the Emerald, Business Source Complete, Sage Premier,
Mintel, and Pro Quest Direct electronic databases.
Additionally, access to the Science Direct and Euromonitor databases would be desirable,
although not essential.
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INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: Finance for Marketers.
Syllabus
• Measuring, monitoring and improving marketing performance in accounting context. This includes balance sheet, income statement and
cash flow analysis and ratio analysis. This is to equip students with the necessary knowledge to interpret financial statements in order to
design a strategic plan.
•
•
•
•
• Profitability.
• Efficiency.
• Liquidity.
• Financial Gearing.
• Investment.
Calculations of different Investment appraisal analysis. This enables marketers to make better investment decisions on individual
projects.
• Net Present Value (NPV).
• Internal Rate of Return (IRR).
• Payback Period (PB).
Optimal capital structure, cost of capital and capital budgeting. Understand the best sources of finance under different circumstances.
• Debt Financing.
• Equity Financing.
• Weighted Average Cost of Capital (WACC).
Break-even and Sensitivity Analysis and Cost-Volume Profit. Break even point is always important for business. Further, when
combined with Sensitivity Analysis; you will be able to understand which parameters should pay extra attention to and monitor.
Assess the impact of the Strategies Choice upon the Shareholder Value.
• The concept of Shareholder Value added.
• Cash flow based Valuation Methods.
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• Economic Value Methods.
• Financial Value Drivers.
• Timing, Sustainability and Risk Factors in Financial Valuation.
Variance and Monitoring.
• Sales Variance.
• Material Variance.
• Labour Variance.
• Fixed Overhead Variance.
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Week
Content
Head Start
Introduction
The head start week requires students to consider the core concepts
of Marketing in a finance context.
Preparation for Week 1:
Key Reading: Directed reading of relevant chapters in
recommended text, preparing students for week 1.
The External Marketing Environment
This session prepares you for undertaking a strategic audit of an
organisation and the assessment of how far the organisation is able
to deliver its strategic objectives and create value. This will
concentrate on:
Key Reading: Analysis and Decision in Marketing – Stage one 2010
edition Chapter 1.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to the external marketing environment, followed by Q&A and
student-led class discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to W eek 1
subject matter. Students may undertake directed reading
independently or in study groups.
Week 1
•
Assessing the External Environment.
•
Evaluating the Current Strategic Position.
•
Strategic Uncertainty.
Understanding the Customer Base
Understanding the Customer Base is a critical part of the detailed
assessment of an organisation and its performance, and to the
issues and challenges of providing value to these customers.
This will concentrate on:
Week 2
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The Value Proposition.
•
Segmental Analysis.
•
Strategic Account Analysis.
•
Consumer Profiling.
Learning and Teaching Strategy
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one
2010 edition Chapter 2.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to understanding the customer base, followed by Q&A and
student-led class discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to Week 2
subject matter. Students may undertake directed reading
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MSc International Marketing Handbook
The Internal Marketing Environment
A look at the internal environment of an organisation is a way of
identifying strengths and weaknesses. It therefore covers all aspects
of the organisation. This will concentrate on:
•
Products and Resources.
•
Organisational Culture and Performance.
Week 3
Developing Organisational Capability
There are two main approaches to achieving competitive advantage,
each encompassing several strands of Strategic Thinking.
Week 4
Week 5
•
The Resources-Based view of Strategy.
•
•
Organisational Culture.
Assets.
Developing Strategy
This session develops the wide subject of the development of
corporate strategy. For the purposes of the analysis and decision
making.
•
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Evaluating the Current Direction.
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independently or in study groups.
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one
2010 edition Chapter 3.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to the international marketing environment, followed by Q&A
and student-led class discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to W eek 3
subject matter. Students may undertake directed reading
independently or in study groups.
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one 2010
edition Chapter 4.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to developing organisational capability, followed by Q&A and
student-led class discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to Week 4
subject matter. Students may undertake directed reading
independently or in study groups.
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one 2010
edition Chapter 5.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
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MSc International Marketing Handbook
•
Models of Strategic Management.
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discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to developing strategy, followed by Q&A and student-led
class discussion.
Independent Study:
Key reading: Students will be given reading from text books,
academic journals and / or marketing press in relation to W eek 5
subject matter. Students may undertake directed reading
independently or in study groups.
Key Reading
From Weeks 1-5 to consolidate learning.
Consolidation
Key Reading: Analysis and Decision in Marketing – Stage one 2010
edition.
Walters, D and Halliday, M. (2004), Marketing and Financial
Management: New Economy-New Interfaces, Palgrave Macmillan.
Sherratt, A., Nicholson, F. And Meek, R (2009). Managing
Marketing. Elsevier. Oxford, UK.
Oakshott, L. (2009), Essential Quantitative Methods: For Business,
Management and Finance, Palgrave Macmillan.
Preparation for Week 6:
Key Reading: Chartered Post-Graduate Diploma in Marketing –
Stage one 2010 edition Chapter 6.
Assessing Strategic Marketing Options
This will concentrate on:
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one 2010
edition Chapter 6.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to assessing strategic marketing options, followed by Q&A
and student-led class discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to W eek 6
subject matter. Students may undertake directed reading
Reading
Week
Week 6
Modules
•
Determinants of Strategic Options.
•
Assessing Strategic Options.
•
Financial Capabilities and Constraints.
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Growth Strategies
This session examines some areas where growth strategies can be
pursued. This will concentrate on:
Week 7
•
Mergers, Acquisitions and Strategic Alliances.
•
Innovation and new Product Development.
•
Relationship Marketing.
International Marketing Strategy
This session deals with the complexities faced in competing
internationally. These areas are relevant to all commercial
organisations. This will concentrate on:
• Marketing Internationally.
• Understanding International Markets.
Week 8
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• Standardisation versus Customisation.
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independently or in study groups.
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one 2010
edition Chapter 7.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to growth strategies, followed by Q&A and student-led class
discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to W eek 7
subject matter. Students may undertake directed reading
independently or in study groups.
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one 2010
edition Chapter 8.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to international marketing strategy, followed by Q&A and
student-led class discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to W eek 8
subject matter. Students may undertake directed reading
independently or in study groups.
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MSc International Marketing Handbook
Financial Assessment of Marketing Opportunities
The interpretation of financial data is a key part of understanding any
business in practical application. This session looks at financial tools
that can be used by a marketer. This will concentrate on:
Week 9
•
Financial Tools.
•
•
Source of Funds.
Shareholder Value Analysis.
•
Value Drivers.
Corporate and Reputational Risk
Some businesses are inherently riskier than others: the degree of
risk can be measured by the degree of predictability that is attached
to its expected cash flow. This will concentrate on:
Week 10
Extension &
Consolidation
•
Strategic Risks.
•
Organisational Constraints.
•
Hostile and Declining Markets.
•
Impact Analysis.
Preparation for Examination
Based on course content in Weeks 1-5.
Modules
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one 2010
edition Chapter 9.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to financial assessment of marketing opportunities, followed
by Q&A and student-led class discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to week
9.subject matter. Students may undertake directed reading
independently or in study groups.
Independent Study
Key Reading: Analysis and Decision in Marketing – Stage one
2010 edition Chapter 10.
Session 1:
Workshop Activity 1: A lecturer-led, interactive case study
discussion to introduce key concepts, theories & practice.
Workshop Activity 2: Group work (case study and/or activity)
relating to corporate and reputational risk, followed by Q&A and
student-led class discussion.
Independent Study:
Key reading: students will be given reading from text books,
academic journals and / or marketing press in relation to W eek 10
subject matter. Students may undertake directed reading
independently or in study groups.
Independent Study:
Task: reading and preparation for the exam.
Revision
Week
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Modules
Marketing Communications Frameworks
General Information
School
Business School
Level
Level 7 (Masters Level)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Felicia Tick
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
‘To effectively communicate, we must realise that we are all different in the way we perceive
the world and use this understanding as a guide to our communication with others.’
Anthony Robbins
What is marketing communications? Test this question on the street and the answer will
normally always come back 'it’s advertising'. However although advertising is still a key
component in the twenty first century it is widely accepted that advertising is just a highly
visible component in the marketing communications mix.
Today it is about the widening media choice that an organisation can use to convey to its
target audience and the wider community, in general, to present itself and its brands. This
would suggest that any form of communication including advertising is aimed at fulfilling the
organisations objectives.
The communication designs therefore have a function and that is to inform, differentiate,
remind, recommend, and persuade target audiences to interact with the organisation.
This module will therefore evaluate this very creative field and will cover the importance of
establishing a presence in both domestic and international markets.
The full communications mix will be considered, including the tremendous growth of being
experienced in direct digital marketing, thus enabling strategic success to be achieved within
the longer term.
Educational Aims
By the end of the unit, students should be able to:
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•
•
•
•
•
•
•
Modules
Explain the role of the marketing communications plan within the context of the
organisation's strategic objectives.
Explain the role of marketing communications and how the tools of the marketing
communications mix can be co-ordinated effectively
Develop a full understanding of each of the components employed in a
communications campaign
Develop and utilise marketing communications and brand support activities that are
based on an understanding of the salient characteristics of the target audience
Assess various methods of evaluating, measuring and controlling tools in the
marketing communications mix
Communicate to management a well-argued rationale supporting the
recommendations for the implementation of a marketing communications plan
Design, implement and deliver a communications campaign that aligns with the
organisations strategic objectives
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a:
K2
Sound knowledge of the complexities of implementing a communications mix
K3
Critical awareness of both domestic and international marketing mix design issues
K4
Deep and systematic understanding of techniques associated with designing a
marketing communications mix
Cognitive Skills
Ref
B. Students should be able to:
C1
Evaluate the various approaches to managing a communications campaign to
differing target markets
C3
Critically appraise current communications mix management procedures and to solve
practical issues and problems effectively by undertaking an audit of current activities
C4
Recommend, choose, advise and implement market communication strategies and
processes that will achieve and satisfy organisational goals and aspirations to gain
competitive advantage
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Undertake research and conduct an appropriate analytical and evaluative process of
published literature in the subject domain.
P2
Design, monitor and continuously enhance good practice to optimise overall
performance within the marketing communications domain.
General Transferable Skills
Ref
D. Students should be able to:
T1
Demonstrate that they can take responsibility for initiating and controlling own work
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Modules
and demonstrate a degree of personal effectiveness and professionalism.
T2
Demonstrate that they can undertake a full marketing communication analyses and
convey their ideas through a range of appropriate media
T4
Adopt a reflective approach to personal development and problem solving
Mode of Assessment
Note: Where appropriate, a common case study will be developed for use by both modules
in the stream with their respective questions, to be examined at a different time.
Formative Assessment
1. 20 minute Group Presentation of Seen International Case Study.
Summative Assessment
1. 2000 word individual seen assessment based on a pre-issued case study this will be due
in immediately following the reading week.
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (Distinction, Pass) the final module grades will be
combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Core Texts
Fill C (2009), Marketing Communications: Interactivity, Communities and Content, 5th ed.,
Harlow: Prentice Hall.
Additional Texts
Bird D (2007), Common Sense Direct and Digital Marketing, 5th ed., London: Kogan Page.
Chow K, Baack D (2010), Integrated Advertising, Promotion and Marketing Communications
4th ed., Harlow; Prentice Hall.
Egan J (2007), Marketing Communications, 1st ed., London: Cengage.
Halligan B and Dharmesh S (2009), Get Found Using Google, Social Media and Blogs (New
Rules Social Media Series, London: Wiley.
Percy L, Rosenbaum-Elliott R (2009), Strategic Advertising Management, Oxford: Oxford
University Press.
Key Journals
California Management Review
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Harvard Business Review
Journal of Advertising
Journal of Integrated Marketing Communications
Journal of Marketing
Journal of Marketing Communications
Web Resources
www.bized.co.uk
www.businessballs.com
www.marcommwise.com
www.ukshowreels.tv
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Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account on a yearly
basis.
Module Title: Marketing Communications Frameworks.
Syllabus
•
•
•
•
•
•
•
•
•
Communications theory and the marketing communications industry
Communication response and buyer response - developing relationships
Market communications strategic planning and objectives, developing position
The Ethics of marketing communications - managing corporate reputation
Investing in and evaluating market communications
Advertising - messages, content and creative approaches
Communication methods: sales promotion - principles and techniques, public relations and sponsorships, direct marketing, personal
selling, exhibitions, field marketing, packaging
Media planning - traditional media, digital media, interactive communications
Media behaviour and planning - managing across borders
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Week
Modules
Content
Introduction to Marketing Communications
The head start activity will be an introduction to (or revision of)
This will concentrate on:
Communications theory and the marketing communications
industry
Topics within this will be revisited and extended within the module
•
Head Start
The Key Principles of Marketing Communication Theories and
the Marketing Communications Industry
This week will introduce a range of techniques and processes
This will concentrate on:
• Key terminology
Week 1
• Communication theory
• Market communications industry structure
• Research - sources of information
Week 2
Customer Decision Making, Behaviour and Developing
Customer Relations
This week students will be examining how customers process
information.
This will concentrate on::
• Customer decision making
• Marketing relationships and communications
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Learning and Teaching Strategy
Independent Study
Students will be directed to learning resources, required reading
and less prescriptive activities which will be detailed on the virtual
learning platform.
Task: Read Chapter 1 (Seminal Work) Marketing Communications,
undertake the Hadrian’s Wall mini case - and come to week 1
prepared to discuss the following: Consider (the Hadrian’s Wall
MiniCase supplied on the VLE) and determine the main forms of
communication that are used to reach target audiences.
Independent Study
Key Reading: Seminal work chapter 2 and 3
Session 1
Workshop Activity 1: An interactive lecture: Linear model, core
components of understanding, one, two and multi step models,
influences on the communication process media and people, word
of mouth, opinion leaders and followers, communication networks,
interactivity in contemporary marketing communications
Workshop Activity 2: An interactive lecture: Communications
industry structure, relationships, trends, sources of information,
agencies, advertising expenditures - trends, value key issues.
Workshop Activity 3: Debate - Hadrians Wall Mini-Case from
reading week
Independent Study
Key Reading: Seminal work chapter 5,6, 7, 8 and 29
Session 1
Workshop Activity 1: Interactive Lecture: Differences between
behavioural and cognitive schools of thought, Personality,
Perception and Learning. Attitudes and environmental influences,
types of consumer decisions, involvement theory, B2B purchase
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• How market communications might work
decisions. Communication differences B2C and B2B.
Workshop Activity 2: Interactive lecture: The key concept of value
in marketing relationships, quality, duration and level of interactions
between customers and sellers. Customer acquisition, development,
retention and decline, trust and effective relationships leading to
commitment
Workshop Activity 3: Interactive debate: How does marketing
communications engage audiences - the cognitive association
model
Developing Integrated Marketing Communications Strategy
Objectives, Positioning and Branding
This week students will understand how objectives are reached and
how positioning and branding needs to convey consistency
This will concentrate on::
Independent Study
Key Reading: Seminal work chapter 10, 11, 12 and 30
Session 1
• The rational for IMC
• Ascertaining objectives
Week 3
Week 4
• Pull
• Push
Workshop Activity 1: Interactive lecture based on:
Integrating marketing communications(IMC), co-ordination and
harmonisation, resistance to IMC, Agency and client structures, the
differences between marketing strategy and marketing
communication objectives, Communication elements and testing
utilising SMART, internal communications
• Profile
• Importance of Brand
Workshop Activity 2: Interactive lecture based on:
The Ethics of Marketing Communications - Managing
Corporate Reputation.
This week students will be evaluating how communication options
can be developed to reflect an organisations stance in terms of
ethics and corporate responsibility, value proposition ethics &
reputation.
This will concentrate on an overview of ethics as applied to:
Independent Study
Key Reading: Seminal work chapter 4 and 13
Session 1
Workshop Activity 1: Interactive lecture. The importance of
marketing communications to ensure key elements are considered,
care, privacy, respect, trust, truth, commitment. Undertake activity 2
and write up and submit report or power point slides suitable for
presentation
• Advertising
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Differentiation, imagery and perception, positioning strategies,
perceptual mapping, branding influences, supporting brand
activities, rational and emotional brand elements within the
communications mix. Communicating through pull and push
activities.
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• Promotions
• Direct Marketing
• Event sponsorship,
• Personal Selling
• Publicity
• Public Relations
Hand out of first Summative Assignment.
Investment, Evaluating Marketing Communications Measuring Return.
During this week’s session students will examine the financing
issues involved with marketing communication campaigns.
Students will look at how the results of a campaign are evaluated.
This will concentrate on
Week 5
• Financing marketing communication campaigns
• Evaluating results
Reading Week
Version 1.0
Reading Week
This week should be used to consolidate learning from the first 5
weeks of the module and to complete formative tasks that are
designed to help you complete your summative assignment.
Modules
Workshop Activity 2: Formative assessment 1 (example):
As Brand Manager for a hair care brand (students can choose) you
have just attended a presentation by your advertising agency. This
revealed a creative approach that claims that the brand can restore
damaged hair and make it shine with the radiance of youth.
Technically, it can help mend split ends but no more so than
previous offerings or main-line competitor brands.
What are the ethical issues, particularly now that the advertisement
is at the postproduction stage and a large financial investment has
been sunk in this campaign to date? What actions should the Brand
Manager take in these circumstances?
Workshop Activity 3: An Interactive lecture. Stakeholders and
communication, the use of public relations, corporate identity,
reputation and corporate image, corporate identity, CIMP framework
Independent Study
Key Reading: Seminal work Chapter 14 and 15
Session1:
Workshop Activity 1: Interactive lecture: Strengths and
weaknesses of marginal analysis, arbitrary, media multiplier,
percentage of sales, affordability, parity, objective/task approaches.
Communication campaigns as a cost or expenditure. ROI issues
and appraisal.
Workshop Activity 2: Interactive lecture: Evaluation of
communication programmes, use of techniques quantitative and
qualitative, pre testing, concept tests, focus groups, theatre tests.
Post testing, recall and recognition, tracking studies, financial return,
sales promotion results, PR coverage, personal sales targets, online tracking.
Task: Assignment one to be undertaken – pre read for week 6 and
catch up on missed reading – You will have now completed the first
three sections of the core text. At this stage wider reading is to be
encouraged from the supplementary reading lists. Week 6 will
feature the following text: Percy L, Rosenbaum-Elliott R: Strategic
Advertising Management 2009 Publisher Oxford University Press
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Advertising Messages, Content and Creative Approaches
Students will examine a number of frameworks and models
including both the DRIP and ATR models and the construction of
advertising messages,
Thiswill concentrate on
Week 6
• DRIP
• ATR Model
• Message Construction
Sales Promotion, Principles and Techniques, PR and
Sponsorship
Students will review a number of methods of co-ordinating
communications in the three fields identified above:
This will concentrate on
Week 7
• Key tools and approaches used
Direct Marketing, Personal Selling, Exhibitions, Product
Placement, Field Marketing and Packaging
This will concentrate on
• A continuation of the Key tools and approaches used
Week 8
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Independent Study
Key Reading: Seminal work chapter 16 and 17
Session 1
Workshop Activity 1: Interactive lecture: DRIP model, emotional
messages, sequential models, advertising frameworks FCB and
Rossiter Percy, Strong and weak theories of advertising appeal
Workshop Activity 2: Interactive lecture: Message construction,
framing, balance, structure, source and presentation. The call to
motivation.
Workshop Activity 3: Evaluate selected show reels - Who is the
targeted audience for the advertisements? And how the message
has been constructed?
Independent Study
Key Reading: Seminal work Chapter 18, 19 and 20
Session 1
Workshop Activity 1: Interactive lecture: Sales promotion and the
sales force, targeting resellers, consumers, Brand performance,
loyalty schemes. Identifying key objectives; increasing usage of
product vs. attracting new consumers.
Workshop Activity 2: Interactive lecture: PR, credibility,
market/corporate PR, events, crisis management, lobbying,
sponsorship, types of sponsorship. Establishing corporate
reputation and relationships at a lower cost.
Independent Study
Key Reading: Seminal work Chapters 21, 22 and 23
Session 1 (180 minutes)
Workshop Activity 1: Interactive lecture: Direct selling as a
strategic approach, direct mail, telemarketing, trust and commitment
issues, data bases, managing the sales force - breakdown,
workload and sales potential
Workshop Activity 2: Interactive lecture: Exhibitions as a sales and
relationship tool, IMC at exhibitions, personal selling, response
testing, promotional drives. Field marketing, product placement, in
store media and packaging.
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Formative Assessment 2: Students to identify a field marketing
agency, selecting two brands which they support.
Write a report evaluating and examining the methods field marketing
agencies employ to add value and comment on the advantages and
disadvantages of outsourcing this activity.
Traditional Media, Digital Media, Interactive Marketing
Communications,
This week students will gain an insight into how companies use a
wide range of media
This will concentrate on
Week 9
•
Media types
•
•
Media costs
Media fragmentation
•
•
Digital Media
On line activity and interactivity
Media Behaviour and Planning - Addressing Cross Border
Issues
This will concentrate on
Week 10
Extension &
Consolidation
•
Delivering the intended message to the target audience
•
•
Media plans
The typologies of organisations
•
•
Global marketing communications
Consider issues of standardisation vs. customisation
Extension & Consolidation
This week will allow students to build upon the knowledge gained
throughout:
The module and concentrate on:
•
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Independent Study
Key Reading: Seminal work chapters 24, 25 and 26
Session 1: 180 minutes
Workshop Activity 1: Interactive lecture: Six main classes of
traditional media categories, absolute and relative costs, audience
reach and size, segmentation and fragmentation.
Workshop Activity 2: Interactive lecture Digitisation, new markets,
new channels, new customers, growth in online communities,
growth in smart phone technology, viral marketing and podcasts.
Independent Study
Key Reading: Seminal work chapter 27 I
Independent Study
Key Reading: Seminal work chapter 28
Session 1
Workshop Activity 1: Interactive lecture: Media planning and cost
considerations, drivers of media switching, reach, frequency,
duplication, gross rating points, measuring effectiveness.
Workshop Activity 2: Interactive Lecture: International,
multinational, global and transnational organisations. Culture, values
and the media. Strategy: adaption vs. standardisation. Overseas
agencies selection, developing cross border communications.
Independent Study:
Task: Review and reflect upon directed reading and course
activities carried out in Weeks 1 to 10.
Further development of key syllabus components.
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•
Revision
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Preparing for examination based on course content Weeks 110.
Revision of the Syllabus
Students should use this week to consolidate their learning.
Independent Study:
Task 1: Further readings following formative assessment and
feedback earlier in the module.
Task 2: Students to recap on Learning Outcomes.
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Modules
International Advanced Marketing Strategy and Simulation
General Information
School
Business School
Level
Level 7 (Master’s Level)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc Marketing
Module Leader
Mike Blee
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
This module aims to teach advanced marketing strategy theories, concepts and
models, with an emphasis on strategic & operational decision-making in
unpredictable, international environments.
Corporate strategy is concerned with the pursuit of the long term aims of an
enterprise that will lead to giving an organisation a competitive advantage. The unit
therefore commences with an examination of both the macro and micro
environments and assesses a company’s core capabilities to deal with the many
changes that occur in today’s fast moving world.
The marketing element focuses on how competitive advantage can be obtained by
adopting a focus on the organisation’s wider stakeholder base and giving them a
value that exceeds their expectations. This unit therefore incorporates an approach
to making appropriate strategic decisions that should result in delivering value whilst
understanding the key elements of risk taking.
The unit considers the full disciplines of management techniques including the
effective delivery of intended outcomes.
It is widely recognized that while theory can provide strategic direction, it’s the ability
to apply theory, taking into consideration the impact of market forces that often
determines the competitive success of organizations in practice. Therefore, this
module includes the use of case studies and a Marketing Strategy Simulation,
MarkStrat Online.
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The simulation is a student led exercise and an important element of the MSc
Marketing programme, offering you a platform for applying and testing marketing
theories and decision-making skills in a safe environment. You will tackle complex
problems without the certainty of a pre-defined solution. The Markstrat simulation
involves working in groups of three to six participants, with each team functioning as
a company within a simulated industry. Teams are in direct competition throughout
the simulation. Competitor actions and reactions, new product launches, sales and
distribution strategies all define how teams manage their product portfolio, R&D
projects, positioning, pricing and distribution channels. Teams have access to
detailed marketing and competitor data reports, and analytical tools to turn market
research into actionable information. This is a student led exercise with tutor support
generally being given on – line.
Educational Aims
This module aims to:
•
Provide you with an advanced understanding of issues involved in strategic planning,
including key models and techniques used in strategic and marketing analysis to assist
the formulation and evaluation of marketing strategies.
•
Critically appraise the classic strategic and marketing models gaining in-depth
knowledge of their shortcomings in practice.
Develop a critical awareness of developing models and frameworks that are currently
influencing strategic thinking.
Solve marketing problems in complex decision environments, characterized by
ambiguous problems, unique elements and no defined solutions.
•
•
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Application of appropriate tools to critically analyse the organisation and its
environment, informing the development of competitive marketing strategy and
operations
K2
Deep knowledge and critical understanding of advanced marketing strategy theory,
concepts and models, informing the development of strategic alternatives
K3
Demonstrate a critical understanding of the advanced tools and techniques of
marketing strategy
K4
Effective strategic and tactical decision-making in complex and unpredictable
environments
Cognitive Skills
Ref
B. Students should be able to:
C1
Demonstrate high-level critical, creative and reflective thinking skills, revising or
creating new understanding and thereby adjustment towards future actions
C2
Compare, contrast, evaluate and integrate advanced marketing strategy strategies in
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Modules
the context of the simulation exercise
C3
Recommend, choose, advise and implement creative strategies and processes that
will achieve and satisfy organisational goals and aspirations in the context of the
simulation exercise.
C4
Critically evaluate the status of knowledge and apply knowledge sources to complex
problems in new and unpredictable marketing environments
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Recognise and solve complex marketing problems using appropriate tools and
techniques, anticipating market and competitor response and arguing alternative
strategic and tactical approaches to marketing
P2
Critically apply strategic models, theories and concepts to solve marketing problems
in complex decision environments, characterised by ambiguous problems, unique
elements and no defined solutions
P3
Evaluate and articulate conclusions and recommendations in relation to creativity
and innovation strategy development and planning
P4
Communicate complex ideas to persuade, influence and negotiate with others,
facilitating argumentation and decision-making particularly in the context of the
simulation
General Transferable Skills
Ref
D. Students should be able to:
T1
Promote ethically consistent practices in relation to the conduct and management of
marketing strategy
T2
Provide leadership and develop a co-operative team environment, recognising and
utilising the contribution of others in group processes, including effective negotiation
and conflict management
T3
Adopt a reflective approach to personal development and problem solving
T4
Take responsibility for self and own work.
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Element].
In addition to the summative element, there is the formative element.
Formative Element
Please Note: These elements do not count towards your final module grade.
1. 15 minute group presentation on reflective learning from the simulation.
Summative Elements
Please Note: You must achieve a pass in the following element(s) to pass the module.
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1
Modules
2 hour Examination [100% of Module Grade]:
The examination will be based on either a pre seen case study issued 2 weeks before the
examination or mini scenarios which are made available within the examination room as part
of the question. If the case study approach is being undertaken students will be required to
undertake a strategic review of the case and prepare 2 sides of A4 summarising their notes
and findings which they may take into the exam room. The case study will be distributed 14
days prior to the examination date. The exam itself will require students to answer 2 essaystyle questions from 4 during a two hour examination period.
In the event of mini scenarios featuring within the exam paper (non-case study based) an
additional reading time of 15 minutes will be allowed. The format of the exam itself will not
change requiring students to answer 2 essay-style questions from 4 during a two hour
examination period.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilized throughout the module.
Seminal Works
Johnson, G. Whittington R. Scholes, K. (2011) Corporate Strategy: Text & Cases, 9th Edition,
Prentice Hall
Books and Texts
:
Essential Texts
Hooley, G., Saunders J., Piercy, N., Nicoulaud B., Marketing Strategy and Competitive
Positioning (2011) 5th ed, Prentice Hall,
Larréché, J.C., Gatignon H., Triolet, R. , Markstrat participant handbook,( 2010) 2nd ed,
Massachsset: StratX,
Ancillary recommended texts
Barney J (2011) Gaining and Sustaining Competitive Advantage (Prentice Hall 4th ed.)
Grant R, Jordan J (2012) Foundations of Strategy (Wiley)
Kotabe M, Helsen K, (2011) Global Marketing Management(Wiley 5th Ed.)
Hillier D et al. (2011) Financial Markets and Corporate Strategy: European Ed. (McGraw Hill
2nd Ed)
Keller Et al. (2011) Strategic Brand Management: A European Perspective (Prentice Hall 2nd
Ed)
McDonald M (2011) Marketing Plans: How to Prepare Them, How to Use Them (Wiley 7th
Ed.)
Mullins J (2008) Marketing Management: A Strategic Decision Making Approach (Wiley 7th
Ed.)
Thompson J, Martin F (2010) Strategic Management Awareness and Change (Cengage
6thEd.)
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Academic Journals
Specific academic articles will be given within the indicative scheme of work to inform week
by week reading
Academy of Management Journal
Academy of Management Review
Journal of Advertising Research
Business Horizons
Journal of Business Strategy
Californian Management Review
Journal of Change Management
Journal of Consumer Marketing
Journal of Cross Cultural Psychology
European Journal of Marketing
Harvard Business Review
International Journal of Management Reviews
Journal of Marketing
Journal of Marketing Management
Journal of Management
Management Decision
The McKinsey Quarterly
Journal of Strategic Change
Strategic Finance
Journal of Strategic Marketing
Online Resources
Emerald
Business Source Premier
Ingenta
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INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account on a yearly
basis.
Module Title: International Advanced Marketing Strategy and Simulation
Syllabus
•
•
•
•
•
•
•
Advanced Corporate & Marketing Strategy
Competitive Forces
Competitive Advantage
Competitive Dynamics
Corporate Strategy
Competition and Location
Corporate Transformation
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Week
Head Start
Week 1
Modules
Content
Learning and Teaching Strategy
Head start
An introduction to the key principles of Marketing strategy –
The Markstrat simulation will be fully explained, teams will be formed
and a ‘mock’ decision making round will be undertaken.
An introduction to case study analysis and the strategic schools of
development will be given
Preparation for Week 1:
Key Reading: from the Essential texts
Chapter 3 of the MARKSTRAT student handbook providing students
with an overview of the Markstrat world.
From the essential texts students will work through the J. Lewis case
study at the end of Chapter 1 (pp. 25 and 26). Hooley, G., Saunders
J., Piercy, N., Nicoulaud B., Marketing Strategy and Competitive
th
Positioning (2011) 5 ed, Prentice Hall. Students will evaluate and
comment upon the company’s market orientation and examine how
the company might improve on their current customer focus policies.
Students will bring their findings and conclusions to week 1
workshop activity 1
Read core text: JWS chapters 1 and 2 in preparation for week 1
Advanced Strategy – Methods of strategic development
in dynamic marketplaces
This week’s session will concentrate on explaining the principles of
advanced marketing strategy as well as introducing the concept of
the simulation exercise. The results of the ‘mock’ decision round in
week 1 will be analysed and student groups will then proceed to the
first ‘real play’ of the Markstrat simulation.
The lecture content will focus on:
Independent Study
Task - Reading: Read JWS chapters 1 and 2
Markstrat handbook
Session 1:
Workshop Activity 1:
A lecturer-led, interactive presentation to introduce and advance
student’s knowledge and understanding of key strategic concepts,
models and theories. The John Lewis case study from the headstart week will be analysed to understand the core concepts of the
marketing strategy that the company pursues.
Workshop Activity2:
A lecturer-led, interactive presentation to introduce the Markstrat
exercise to students (Part 1). Followed by Q&A and class
discussion followed by Period 1 decision-making.
Independent Study:
Key reading: Directed reading – students should pre-read JWS
core text case study European Tour Operators pp 565 – 572 and
• A review of the strategy process
• Sources of value creation
• Analysing the macro environment
• The relationship between environments - risk and strategic
opportunities
• Objectives of the MARKSTRAT Online Experience
• Familiarisation with the simulation software and the variables
within it.
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Modules
prepare a PESTEL analysis – this will be debated in week 2.
How competitive forces shape strategy and the development of
value chain analysis
This week’s session will focus on the key models of Michael Porter
from 1979 and 1985 reviewing the competitive forces that shape
strategy.
This will concentrate on:
• The presence of rivals
• Economics of particular industries
• Threat of new entrants
• The bargaining power of customers and suppliers
• The threat of substitute services or products
Week 2
• Linking the concept of value chain so as to enable companies to
deal with rivalry in hyper competitive conditions.
European Tour Operators case study: see independent study week
1 – to advance student’s knowledge of industry and competitor
analysis.
Results of simulation exercise week 1 with on – line support only.
Independent Study
Key reading - Reading: Core text JSW chapters 2 and 3
Markstrat student handbook
Session 1:
Workshop Activity 1:
A lecturer-led, interactive presentation to introduce and advance
student’s knowledge and understanding of key strategic concepts,
models and theories with respect to Michael Porter’s key Models
used for assessing the micro environmental and analysing how
companies can examine their processes by undertaking value chain
analysis. This enables an understanding of how company functions
can be amended and therefore this evaluative exercise will help a
company to deal with the rivalry factors increasingly found within
hyper-competitive markets.
Workshop Activity 2:
Case study analysis - students will be required to undertake a group
presentation of the key PESTEL considerations currently impacting
on European Tours Operators and analyse the different competitive
forces at work within the industry by using the five – forces model.
Independent Study:
Key reading: Directed reading – students will be required to
undertake directed reading from the core text JWS chapter 3. The
case study Formula one constructors JWS pp 586 – 594 should be
analysed and an examination made of the key requirements for team
success in this sporting activity.
Markstrat Online Student Handbook. Students are to reflect on
results from Markstrat decisions round 1, agree a timeframe for the
next round of decisions and then enter these for the Markstrat
simulation round 2.
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Understand the strategic capabilities of organisations
This week’s session will focus on how competitive advantage is
created.
This will concentrate on:
• The concept of competitive advantage
• Explore organisational resources and competencies by building
on value chain activities
• Evaluate how strategic capabilities might provide competitive
advantage based on VRIN analysis
• Critique the performance of an organisation by undertaking
financial analysis
Case study: Formula 1 constructors see independent study week 2
Results of simulation decisions week 2 with on –line support only.
Week 3
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Modules
Independent Study
Key reading: - Reading: Read Chapter 3 of core text JWS and
ensure you have read and pre-prepared for the case study The
Formula 1 Constructors.
Markstrat handbook
Session 1:
Workshop Activity 1:
A lecturer-led, interactive presentation to introduce and advance
student’s knowledge and understanding of key strategic concepts,
models and theories in respect of undertaking an internal audit to
evaluate the strengths and weaknesses of an organisation. This
basic analysis will be developed to examine the strategic capabilities
of organisations and how these can be developed to achieve
competitive advantage.
Workshop Activity 2:
Case study analysis - students will be required to transfer
knowledge and understanding from the Formula One case study.
There will be instructor guidance regarding the analysis of the case
followed by group work and class discussion. Groups will
communicate their approach to the case and their knowledge,
comprehension and application of strategy theory to answer in view
of the variance of results (constructor’s championship) in this sport is
there really such a thing as a ‘sustainable competitive advantage’.
Independent Study:
Key reading: students will be required to undertake directed reading
in preparation for week 4 from the core text JWS chapter 4. The
case study Manchester United Football Club JWS pp 601 – 604
should be analysed and an examination made of the stakeholders
issues presented within this case.
Markstrat handbook
Students are to reflect on results from Markstrat decisions round 2,
agree a timeframe for the next round of decisions and then enter
these for the Markstrat simulation round 3.
Mini – Mock 1
Mini – mock 1. Prepare a short report on rounds 1 – 2 of the
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Markstrat simulation reflecting on team results from decisions rounds
1 – 2 and highlight potential future strategic directions for your teams
based on clear identification of an agreed marketing strategy.
The purpose of organisations – a strategic focus on
corporate agendas and stakeholder positioning
This week’s session will focus on the development of mission,
objectives, the tensions that the strategic focus can cause between
varying stakeholder groups.
• Explore how statements of purpose, values, vision, objectives
and mission influence the strategic purpose of organisation
• Identify the components and value of employing a Balanced
Scorecard Exercise
• Assess the components of corporate governance chains and the
resultant tensions
• Argue solutions to the dilemma that exists between corporate
social responsibility and ethics
Week 4
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• Perform a stakeholder analysis – the Mendelow matrix
Case study: Manchester United Football Club see independent
study week 3
Results of simulation decisions week 3 with on –line support only.
Independent Study
Key reading: Read chapter 4 of the core text JWS and ensure you
have read and prepared for the case study Manchester United
Football club.
Markstrat handbook
Session 1:
Workshop Activity 1:
A lecturer-led, interactive presentation to introduce the importance of
designing a strategic mission to convey the purpose of organisation
to a variety of internal and external stakeholders. The application of
strategy will be considered by examining the context of strategic
priority within commercial, not for profit and public sector
organisations.
Workshop Activity 2:
Case study analysis - There will be instructor guidance regarding the
analysis of the case Manchester United Football Club examining the
key issue of governance – this will include an examination of how
aspects of both the balanced scorecard and the Mendelow matrix
can be applied within this case.
Independent Study:
Key reading: – students will be required to undertake the following:
JWS Chapter 5 and 9
The Markstrat handbook
Students are to reflect on results from Markstrat decisions round 3,
agree a timeframe for the next round of decisions and then enter
these for the Markstrat simulation round 4.
Mini-Mock 2
Mini – mock 2 will be based on a video case study – Mission and
vision as applied to The Eden Project – 500 words
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Measuring the impact of culture upon organisational strategy
development.
This week’s session will focus on how cultural influences can
enhance or detract from organisational success
This will concentrate on:
• Examining the symptoms of strategic drift
• Analysing cultural frameworks including the cultural web
• Examining the importance of developing innovative and
entrepreneurial cultures
Week 5
• Analysing the growth in social entrepreneurship
Results of simulation decisions week 4 with on –line support only.
Reading week
Students will be required to review key readings from weeks 1 to 5
as well as reviewing the current situation of the decisions they have
been undertaking in their Markstrat simulation. Groups should take
this opportunity to re-visit their chosen strategy and decide if they
need to undertake adjustments to optimise their success.
Reading
Week
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Modules
Independent Study
Key reading : Read JWS core text Chapters 5 and 9
Markstrat handbook
Session 1:
Workshop Activity 1:
A lecturer-led, interactive presentation to introduce and advance
student discussion on ‘why successful organisations sometimes fail’
An examination of recent disaster stories concerning theories of
complacency and the need to encourage constant innovation and
entrepreneurship.
Workshop Activity 2: Key elements and debate arising from mini
mock 1 The Eden Project
Independent Study:
Key reading students will be required to undertake the following:
Reading JSW Chapters 6 and 7
Markstrat handbook
Students are to reflect on results from Markstrat decisions round 4,
agree a timeframe for the next round of decisions and then enter
these for the Markstrat simulation round 5.
Consolidation
Key Reading: students will commence revision by re- reading
chapters covered from JWS week 1 – 5
Markstrat handbook
Maxi Mock
A practice exam style question will be set to ensure key concepts of
analysis are fully understood and can be applied to a case study.
Case Study The Lego Group JWS pp. 542 - 546. Student’s will write
a report of about 1000 words in which they will discuss the following
question: What resources and competences of the LEGO group
have enabled the company to regain a successful position in the
global toy market and is this sustainable in today’s changing global
market place.
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Modules
Independent Study
Key Reading: Students will also continue their directed reading and
preparation for week 6.
Analysing a co mpany’s product portfolio and as se
ssing strategic possibilities
This week’s session will focus on business strategy development
and the uses of portfolio matrices
This will concentrate on:
Week 6
• Clarify independently key strategic business units within an
organization.
• Discuss various business strategies to include volume,
differentiation and focus approaches to improving profitability
• Appraise the various methods of setting strategic direction
• Critique theories of portfolio analysis, based on cutting edge
theory and present strategic ideas to measure risks involved in
decision making.
Results of simulation decisions week 5 with on –line support only.
Week 7
Preparing for strategic growth
This week’s session will focus how organisations manage strategic
growth including international markets, acquisitions and mergers
This will concentrate on:
• Theories and models of international growth
• Identify the internationalization potential of different overseas
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Independent Study
Key reading : Read JWS core text Chapters 6 and 7
Read case study Virgin JWS pp 260 - 262
Markstrat handbook
Session 1:
Workshop Activity 1:
A lecturer-led, interactive presentation to introduce and advance
student discussion on business strategy development, developing
strategic options and the benefits and limitations of applying portfolio
matrices to support decision making
Workshop Activity 2:
The case to be used is ‘Virgin: the global entrepreneur’. Core text 1
pp 260 – 262. Students should debate the following question: Why
does high risk strategy pay off in the case of ‘Virgin’? – would it pay
Virgin to employ a more cautious approach to their strategy decision
making processes?
Independent Study:
Key reading students will be required to undertake the following:
Reading JSW chapter 8 and 10
Case Study SAB Miller JWS pp. 643 - 649
Markstrat handbook
Students are to reflect on results from Markstrat decisions round 5,
agree a timeframe for the next round of decisions and then enter
these for the Markstrat simulation round 6.
Independent Study
Key reading: Read JWS core text Chapters 8 and 10
Read case study SAB Miller JWS pp. 643-649
Markstrat handbook
Session 1:
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markets
• Appraise the relative merits of different entry market strategies,
arguing alternative approaches
• Evaluate the strengths and weaknesses of organic growth
• Identify, comprehensively, a range of issues in the successful
management of mergers, acquisitions and strategic alliances.
Results of simulation decisions week 6 with on –line support only.
Enabling strategic success
This week’s session will focus on evaluating chosen strategies and
how organisational structures may need to change so as to enable
successful implementation of a chosen strategy
Week 8
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• Developing strategies that are suitable, feasible and acceptable
• Identify challenges in organisational design and how this impacts
on organisation success
• Appraise how the strengths and weaknesses of main
organisation structural types can affect success, based on
readings from strategy theorists
• Compare and contrast organisational design models
• Appraise, comprehensively, the management style of
international company divisions
Modules
Workshop Activity 1:
A lecturer-led, interactive presentation to introduce and advance
student discussion on managing business growth by considering
international strategy, organic growth, acquisition and mergers.
Workshop Activity 2:
The case to be used is SAB Miller pp 643 - 649. Students should
debate the following question: Why does SAB miller use differing
growth strategies? Discuss the advantages and disadvantages to
their approaches
Independent Study:
Key reading students will be required to undertake the following:
Reading JSW chapters 11 and 13
Read case study Sony Corporation JWS pp 724 - 727
Students are to reflect on results from Markstrat decisions round 6,
agree a timeframe for the next round of decisions and then enter
these for the Markstrat simulation round 7.
Mini Mock 3
Students will watch the Electrolux video case study and evaluate
the Electrolux brand strategy within its many international markets –
500 words
Independent Study: Read JWS core text Chapters 11 and 13
Read case study Sony Corporation JWS pp 724 - 727
Markstrat handbook
Session 1:
Workshop Activity 1:
A lecturer-led, interactive presentation to introduce students to the
need for strategic evaluation of their options. The key structural
design models of Goold and Campbell and Henry Mintzberg’s
‘Organisational Configurations’ will be assessed in respect of
optimising organisational design. Bartlett and Ghoshal’s
transnational model will be applied to international company
structures so as to evaluate the varying stances that companies can
adopt in regard to managing their international operations.
Workshop Activity 2:
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Results of simulation decisions week 7 with on – line support only.
Case study analysis - There will be instructor guidance regarding the
analysis of the case the Sony Corporation followed by group work
and class discussion.
Independent Study:
Key reading students will be required to undertake the following:
Reading JSW chapter 14
Students are to reflect on results from Markstrat decisions round 7,
agree a timeframe for the next round of decisions and then enter
these for the Markstrat simulation round 8. N.B This is the last round
of the simulation prior to assessed presentations to be given in week
10
Mini Mock 4
Exam practice question – 500 words
Examining the potential need for change when implementing
advanced marketing strategies.
This week’s session will focus on the importance of utilising suitable
change tactics when implementing new strategies.
This will concentrate on:
Independent Study
Key reading: Read Core text JWS chapter 14
Markstrat handbook
Session 1:
Workshop Activity 1: A lecturer-led, interactive presentation to
introduce and advance student’s knowledge and understanding of
the key dimensions of managing change. The importance of
leadership style and context in which the change will take place.
Force field analysis thus identifying potential blockages. The role of
the turnaround manager.
Workshop Activity 2: On-line support via webinar to ensure the
requirements of the markstrat simulation are fully understood.
Independent Study:
Task: – students will be required to review the output of Simulation
period 8
Undertaking preparation for presentations – Markstrat group
exercise
Identifying the types of change strategies that can be employed
by organisations
•
Appraise systematically how context might affect the design of
strategic change programmes
•
Apply force field analysis to ascertain the viability of the
implementation of a strategic plan
•
Question different styles of leading and managing change,
arguing alternative approaches.
•
Identify, comprehensively, the key traits and behavior of turn around specialists and examine the value of the different
levers for strategic change
•
Anticipate the pitfalls and problems with the process of
managing change programmes.
Results of simulation decisions week 8 with on – line support only.
•
Week 9
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Assessed presentations Markstrat simulation
This week’s session will enable students to provide a critical
reflection of action and key influences on these actions with an
assessed presentation to cover the following:Week 10
Extension &
Consolidation
Revision
Week
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•
Analysis of their groups performance
•
•
The main strategies pursued
Main adjustments made
•
•
Key points learned
Recommendations
Modules
Independent Study
Key reading: Commence revision reading of core text and journal
articles recommended by your tutor
Session 1:
There is no lecturer input planned for this week – however there will
be assessment undertaken of the group presentations
Independent Study:
Task: Preparation for revision
Preparation for examination based on course content in weeks 1-9
Mock exam questions
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MSc International Marketing Handbook
Creativity and Innovation for International Markets
General Information
School
Business School
Level
Level 7 (Masters Level)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc. International Marketing
Module Leader
Val Brodin
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
Creativity, innovation and entrepreneurship skills are crucial in driving organisations forward.
The current management response within an environment of recession has generally
encouraged business process reengineering, downsizing and consolidation.
Meantime the external environment has not been stable and is undergoing rapid change with
new technologies becoming rapidly available and being adopted by an ever eager consumer
base, this is truly becoming the new age of revolution.
Current systems that have been employed by organisations to date have tended to favour
perpetuation rather than innovation and the challenge for companies therefore is to become
truly visionary. For marketing professionals the surging interest in multimedia opportunities,
new product development, breakthrough technologies and services indicates the need for
constant value creation.
This unit is not about process improvement but examines how organisations can really be
different and add value; therefore the many pre-conceptions of the management function will
be challenged. Gary Hamel of the Harvard Business School, highlights in one of the chosen
core texts, the many key differences between sustainable concepts and crazy ideas. The
challenge for organisations is to address key areas of its operations by accepting creativity
will only prevail by allowing the workforce to constantly challenge the accepted.
A key academic question that this unit seeks to answer is: To what degree are true
entrepreneurs and innovators born? It questions whether they are able to be bred through
appropriate training programmes.
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Educational Aims
By the end of the unit, students should be able to:
Understand the theories and approaches to entrepreneurship and innovation.
Recognise and challenge strategic stagnation and decay.
Evaluate the influences of entrepreneurship development.
Introduce the concept of continuous innovation and new product development.
To encourage corporate rebels and revolutionary behaviour - challenging staid
cultures, but staying in control.
Design ways of working that support the development of innovation, entrepreneurship
and creativity.
Undertake new venture planning and creativity.
Consider the context of small firms vs. large companies: entrepreneurship and
intrapreneurship development.
•
•
•
•
•
•
•
•
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a:
K1
In-depth understanding of techniques and theories associated with creativity,
innovation, entrepreneurship and how these can be applied to develop revolutionary
initiatives.
K2
Critical understanding of a wide range of issues that arise by applying theories of
creativity and innovation.
K3
A sound knowledge of the complexities of implementing an entrepreneurial culture.
K4
Demonstrate a critical understanding of the tools and techniques of creativity,
innovation and entrepreneurial management.
Cognitive Skills
Ref
B. Students should be able to:
C1
Demonstrate high level critical, creative and reflective thinking skills, revising or
creating new understanding and thereby making adjustments towards future actions.
C2
Demonstrate the relevance of creativity and innovation to entrepreneurship and their
role as a business driver for growth and competitive advantage.
C3
Compare, contrast, evaluate and integrate industry examples which demonstrate the
importance of creativity, innovation and entrepreneurship in contribution towards
organisational success.
C4
Recommend, choose, advise and implement creative strategies and processes that
will achieve and satisfy organisational goals and aspirations to consistently move the
organisation forward.
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Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Undertake research and conduct an appropriate analytical and evaluative process of
published literature in the subject domain.
P2
Work in a flexible and adaptable manner, demonstrating to peers and others that
they can lead and implement specialist knowledge in creativity, innovation and
entrepreneurship working either individually or as part of a team.
P3
Evaluate and articulate conclusions and recommendations in relation to creativity and
innovation strategy development and planning.
P4
Critically apply creativity, innovation and entrepreneurial knowledge to work-based
practice.
General Transferable Skills
Ref
D. Students should be able to:
T1
Demonstrate that they can take responsibility for initiating and controlling own work
and demonstrate a degree of personal effectiveness.
T2
Demonstrate clear judgement, creativity and flexibility.
T3
Demonstrate that they can identify opportunities for creativity, innovation and
entrepreneurship and communicate these effectively to peers and senior
management.
T4
Adopt a reflective approach to personal development and problem solving.
Mode of Assessment
This module is assessed through the completion of one (1) independent tasks [the
Summative Element].
In addition to the summative element, the module contains one (1) tasks to assist you in
evaluating your progress in the module [the Formative Element].
Formative Element
Please Note: These elements do not count towards your final module grade.
1.
An in house test of the key foundations of the varying schools of innovative
development.
Summative Element
Please Note: You must achieve a pass in both the following elements to pass the module.
1.
A 2 hour examination based on a seen pre-issued case study [100% of module grade].
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
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Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (Distinction, Pass) the final module grades will be
combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Seminal Works
Hamel G;(2007) The Future of Management Pub. Harvard Business Press
Kirby D;(2002) Entrepreneurship Pub. McGraw Hill
Books and Texts
Kim W C, Mauborgne R;(2005) Blue Ocean Strategy Pub. Harvard Business Press
Bygrave D, Zacharakis A (2010); Entrepreneurship 2nd Ed, Pub. Wiley
Peters T; (1994) Crazy Times Call for Crazy Organisations Pub. Random House
Hisrich R et al (2008). Entrepreneurship Pub McGraw Hill
Robbins S, Judge T (2010) Essentials of Organisational Behaviour 10th ed. Publisher
Prentice Hall
Drucker P F;(1985) Innovation and Entrepreneurship Pub. Butterworth Heinemann
Yadin D (2001); Creative Marketing communications Pub Kogan Page
Hamel G;(2002)Leading The Revolution: How to Survive in Turbulence Pub. Harvard
Business Press
Hooley et al. (2008) Marketing Strategy & Competitive Positioning 4th Ed Pub Prentice Hall
Senge, P.M(2006); The Fifth Discipline: The Art and Practice of The Learning Organisation
(Revised edition Pub. Century Learning
Kanter RM; (1990) When Giants Learn To Dance Pub. Touchstone
Key Journals
California Management Review
Harvard Business Review
MIT - Sloan Management Review
Journal of Marketing
Journal of Consumer Marketing
Fortune magazine
Web Resources
www.innovationtools.com
www.webresourcesdepot.com
www.bized.co.uk
www.businessballs.com
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Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account on a yearly
basis.
Module Title: Creativity and Innovation.
Syllabus
•
•
•
•
•
•
•
•
•
Key theoretical perspectives - the schools of development in innovation and entrepreneurship
Strategic stagnation and decay.
Escaping the shackles of the past - the cultural revolutionary and entrepreneurial development.
Setting agendas for innovation management - creative management and the business idea - real differentiation.
New product, new technologies and new venture development.
Developing creative marketing communications and branding.
Funding issues of entrepreneurial ventures.
Intrapreneurship - developing entrepreneurship in large organisations.
Developing Learning organisations - towards new structures, the management of tomorrow, future trends of creativity and innovation
practice.
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Week
Content
Independent Study
Task:
Key Reading: Students will be directed to learning resources, required reading and less
prescriptive activities which will be detailed on the virtual learning platform. Read Chapter 1
from the Hamal core text and chapters 1 & 2 from Drucker Innovation & Entrepreneurship.
Come to week 1 prepared to discuss the following: What are the key sources of success for
entrepreneurs? Compare and contrast Drucker's view to that expressed by Hamel in the
chapter 'the end of management'.
The Schools of Development in
Innovation and Entrepreneurship
This week will introduce a range of
disciplines.
This will concentrate on:
Independent Study
Key Reading: Core text Kirby Chapter 1.
Session 1 (90 minutes)
Workshop Activity 1: An interactive lecture: The American School, The Austrian School,
The British School, The French School, The German School, Neo classical theory,
Anthropology, Psychology and Sociology. A case example will be utilised for debate in
workshop 2 for example in what way were the 'Beatles' innovative. Musician led or
management led creativity.
Independent Study
Key Reading: Core text Kirby Chapter 2.
Session 2 (90 minutes)
Workshop Activity 2: An interactive lecture: Undertake quick revision exercise from core
text Kirby chapter 1. Herbert & Link's twelve key themes, social and cultural
entrepreneurship, benefits of innovation, change and job creation. Debate from workshop 1.
• Classical economics.
• Neo classical economics.
• Social science contributions.
• Social entrepreneurship.
• The role of cultural entrepreneurship.
• Innovation and change.
• Business growth.
Week 2
Strategic Stagnation and Decay Discovering New Remedies
This week students will be examining the
seeds of company misfortune and
recognise the need to introduce new
recipes for success.
This will concentrate on:
• Key elements of strategic drift.
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Learning and Teaching Strategy
Preparatory Reading
Head Start
Week 1
Modules
Independent Study
Key Reading: Core text Hamel Chapters 2 & 8.
Session 1 (90 minutes)
Workshop Activity 1: Interactive Lecture: Changing paradigms accepting core businesses
will change, changing mindsets, trading predictability for the unexpected. Review Peters T;
Crazy Times Call for Crazy Organisations (1994) Pub. Random House Formulating new
vision and mission.
Independent Study
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MSc International Marketing Handbook
• The lack of vision.
• Focus on cost cutting and business reengineering in times of recession.
• The basis of crazy thinking.
The Cultural Revolutionary
This week students will analyse in the
context of organisational culture how to
become a rebel and win management
support by challenging key cultural norms.
This will concentrate on:
Week 3
• Corporate direction is set from the top.
Workshop Activity 1: Interactive lecture: How to inspire creative lunacy, controlling the
corporate rebel, theories of path dependency and paradigms. Why the cultural norms that are
highlighted opposite will rarely deliver advantage.
Independent Study
• Radical does mean risky and therefore
it is not worth pursuing.
Key Reading: Robbins S & Judge T (2010) Essentials of Organisational Behaviour 10th Ed,
Pub Prentice Hall. Chapter 15.
Session 2 (90 minutes)
• Alignment is a winning strategy.
Setting Agendas for Creative
Management
Setting support for entrepreneurial
behaviour to create competitive
advantage:
• Investing in new strategic recipe.
• Dangers of benchmarking and parity.
• New principles.
• Adapting market strategies.
• Intellectual property and legal rights.
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Key Reading: Bygrave D, Zacharakis A; Entrepreneurship 2nd Ed, (2010) Pub. Wiley
Chapter 3.
Session 2 (90 minutes)
Workshop Activity 1: Interactive lecture: Examination of corporate failure using case
history. Enron - typical question was creative accounting innovation? The key difference
between getting better i.e. managing for improvement and building rock solid business
models.
Independent Study
Key Reading: Hamel G; Leading The Revolution: How to Survive in Turbulence (2002) Pub.
Harvard Business Press Chapters 5 and 6.
Session 1 (90 minutes)
• Resources and their allocation is a
board activity.
• Experience is more valuable than
curiosity.
Week 4
Modules
Workshop Activity 1: Interactive lecture: Behaviours, values and assumptions, boundaries
of control, socialisation, instilling ethics, the cultural web, Handy's cultural aspects, Mintzberg
on culture, issues of globalisation.
Independent Study
Key Reading: Core texts: Kirkby chapter 4, Hamel Chapter 6.
Session 1 (90 minutes)
Workshop Activity 1: Interactive lecture: Principles of innovation, creating and testing
knowledge, generating market focus, corporate venturing, diffusion of ideas, creating driving
forces.
Independent Study
Key Reading: Hisrich R et al (2008). Entrepreneurship Pub McGraw Hill Chapters 4 -6.
Session 2 (90 minutes)
Workshop Activity 1: Interactive lecture; Identifying and analysing domestic and global
business ideas, incorporating creativity and innovation into marketing strategy, motivation of
concepts, intellectual property, legal concerns.
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MSc International Marketing Handbook
Modules
Activity 2: Undertake formative assessment 1
Understanding of requirements for first summative assignment.
New Product and Venture
Development, Utilising New
Technologies for Delivery
Students will consider the importance of
new product development and delivery
from a marketing perspective.
This will concentrate on:
• Product Life Cycles.
Week 5
• Product Adoption.
• Marketing mix considerations.
• Commercialisation and promotion.
• New technologies underpinning
marketing mix.
• Critical path scheduling.
• Market testing.
Independent Study
Key Reading: Hooley et al. (2008) Marketing Strategy & Competitive Positioning 4th Ed Pub
Prentice Hall Chapter 12.
Session1: (90 minutes)
Workshop Activity 1: Interactive lecture: Product choice criteria, diffusion of innovation,
product life cycles, internet and e communities influence on venture success. The Basics of
new product development and new ventures from the standpoint of marketing.
Independent Study
Key Reading: Hooley et al. (2008) Marketing Strategy & Competitive Positioning 4th Ed Pub
Prentice Hall Chapter 13.
Session 2 (90 minutes)
Workshop Activity 1: Interactive lecture; Application of the marketing mix, new business
models and technologies, product planning process, product delivery through critical path
analysis, market testing, timing and risk assessment.
• Timing.
• Risk elements.
Reading Week
Reading Week
•
Complete Task.
Creative Marketing Practice
Students will look at key issues of creative
marketing practice:
• Inspirational branding issues.
Week 6
• Novelty in marketing communicative.
• The creative workforce.
• Outsourcing to creative agencies.
• How to write good copy.
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Task: Assignment one to be undertaken – pre read for week 6 and catch up on missed
reading – A case study will be made available on the VLE to test core concepts from weeks 1
– 5.
Independent Study
Key Reading: Yadin D (2001) Creative Marketing Communications 3rd Ed. Publisher Kogan
Page Ltd.
Session 1 (90 minutes)
Workshop Activity 1: Interactive lecture; Marketing communications design and copy,
developing brand, creative agencies, the role of outsourcing.
Independent Study
Key Reading: Yadin D (2001) Creative Marketing Communications 3rd Ed. Publisher Kogan
Page Ltd.
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MSc International Marketing Handbook
Modules
Session 2 (90 minutes)
Workshop Activity 1: Interactive lecture;Critique of communication show reels, new media
choices and development, reflection on self development needs.
Formative Assessment 2: As a group produce a presentation considering key theoretical
concepts of innovation and entrepreneurship. Produce your work in the format of PowerPoint
presentation slides, these are to be handed in prior to making group presentations.
Funding Issues for Entrepreneurial
Development
This will concentrate on:
• Designing the Business Plan.
• Methods of funding the new venture.
Week 7
• Venture capitalists.
• Friends and Family.
• Growing the new venture.
• Retention of new ventures or getting out
and winning.
Week 8
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Intrapreneurship developing
entrepreneurship in large organisations
This will concentrate on:
• Key differences between
entrepreneurship and intrapreneurship.
• Barriers in large organisations.
• How to effect entrepreneurial.
Independent Study
Key Reading: Core text Kirkby Chapter 10.
Hisrich R et al (2008). Entrepreneurship Pub McGraw Hill Chapters 11.
Session 1 (90 minutes)
Workshop Activity 1: Interactive lecture; Purpose of a business and marketing plan, core
components of the plan with an emphasis on the capital resources plan, cash flow forecasts,
financial options.
Independent Study
Key Reading: Hisrich R et al (2008). Entrepreneurship Pub McGraw Hill Chapters 12
Core text Kirkby Chapter 11.
Session 2 (90 minutes)
Workshop Activity 1: Interactive lecture: Facing strategic challenges of growth, sensitivity
analysis, exit routes for investors, Grenier's growth model, Churchill & Lewis growth model,
maintaining the entrepreneurial dynamic.
Independent Study
Key Reading: Core text Kirby chapter 12.
Session 1 (90 minutes)
Student presentations from Week 6.
Independent Study
Key Reading: Core text Kirby chapter 12.
Session 2 (90 minutes)
Workshop Activity 1: Interactive lecture: Key differences between intrapreneurship and
entrepreneurship, adapting large company corporate culture to encourage innovation,
innovation disciples, institutionalising change.
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MSc International Marketing Handbook
Week 9
Effecting Organisational Change
Processes to Enhance Creativity,
Innovation and Entrepreneurship
Students will examine how to implement
successful change strategies to encourage
entrepreneurial activities.
This will concentrate on:
• Key approaches to change
management.
• Conflict Management.
• Context.
• Champions.
• Communication.
• Rewarding success.
Innovation - Building the Future of
Management
This will concentrate on:
•
Week 10
•
•
•
•
•
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Assess new processes and
technologies.
Protect Intellectual property.
Arrive at the ultimate advantage.
Advise on new organisational
structures.
Instil a culture of continuous
improvement.
To make recommendations towards
creating learning organisations.
Modules
Independent Study
Key Reading: Robbins S & Judge T (2010) Essentials of Organisational Behaviour 10th ed,
Pub Prentice Hall Chapter 16.
Core text Kirby chapter 8.
Session 1 (90 minutes)
Workshop Activity 1: Interactive lecture; Triggers & stimulants of change, handling
resistance and conflict, team leadership and visionary processes, key theories developed,
Lewin & Kanter.
Independent Study
Key Reading: Robbins S & Judge T (2010) Essentials of Organisational Behaviour 10th
ed, Pub Prentice Hall Chapter 16. Core text Hamel chapter 9.
Session 2 (90 minutes)
Workshop Activity 1: Interactive lecture; reflection on culture, Hope Balogun models,
communication,- Lendel & Daft, Rewarding success, adapting to new cultures.
Independent Study
Session 1 (90 minutes)
Key Reading: Senge, P.M (2006); The Fifth Discipline: The Art and Practice of The Learning
Organisation (Revised edition Pub. Century Learning Chapters 4 & 5.
Workshop Activity 1: Interactive lecture: Developing learning organisations, protecting
intellectual rights, investing in key R&D, technologies of tomorrow, developing and instigating
rapid response management.
Independent Study
Key Reading: Core text Hamel Building The Future of Management Chapter 11.
Session 2 (90 minutes)
Workshop Activity 1: Interactive lecture: New organisational structures, networking, virtual
organisations, flexible organisation design, towards continuous improvement, accepting
uncertainty as normal business practice, ideas champions single & double loop learning,
theories of creativity & innovation best practice.
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MSc International Marketing Handbook
International Marketing Consultancy Project
General Information
School
Business School
Level
Level 7 (Masters Level)
Credit Value
30 Credits
Contact Hours
60 Hours
Programme(s)
MSc International Marketing
Module Leader
Phil Seaman
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
This module seeks to advance your knowledge and understanding of both key research
methods and ‘real world’ research practice, through advanced knowledge of market research
methods and undertaking a marketing consultancy project.
Developed in association with the Market Research Society (MRS), if you complete this
module you will not only acquire advanced knowledge of market research methods, but also
the opportunity to gain an industry recognised qualification – the MRS Advanced Certificate
in Market and Social Research Practice.
The Marketing Consultancy Project will be based on a ‘live’ marketing problem provided by
an industry recognised, sponsor organisation (public, private, not-for-profit). The project will
provide you with an unrivalled opportunity to work on a ‘real’ marketing problem, gaining
valuable in-sight and ‘hands-on experience’ of consultancy work undertaken by Marketers in
practice.
Educational Aims
This module aims to:
•
•
•
•
•
Define and critically evaluate research objectives for a given research problem or
project.
Determine and design appropriate solutions to complex research problems,
demonstrating an in-depth understanding of a range of research approaches and
techniques.
Select appropriate techniques for the collection and analysis of data, informing
decision-making.
Undertake a piece of primary or secondary research.
Provide consultancy recommendations based on detailed analysis of data gathered
during the research process.
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•
Critically evaluate and reflect upon choices made at each stage of the research
process, articulating limitations and recommendations for future research practice
within a consultancy context.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Comprehension of the principles of research design and strategy within a marketing
context.
K2
Demonstrate a systematic understanding of market and social research tools and
techniques and critically evaluate their relevance to different scenarios.
K3
Deep understanding and critical application of a range of research methods and
techniques to complex research problems.
K4
Capability for managing research, including managing data and conducting and
disseminating research in a way that is consistent with both professional practice and
the normal principles of research ethics.
Cognitive Skills
Ref
B. Students should be able to:
C1
Critically assess the reliability and validity of data, research methodologies and
practice, identifying limitations of current research and arguing actions to develop or
enhance future activities.
C2
Critically evaluate the status of knowledge and apply research methods and
techniques to obtain required intelligence, solving complex problems in marketing
practice.
C3
Creatively apply and critically appraise key market and social research concepts,
theories and frameworks and apply them to the business consultancy scenario.
C4
Demonstrate critical, creative and reflective thinking-skills, drawing upon knowledge
to facilitate decision-making and synthesis of strategic and operational alternatives.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Recognise and solve complex marketing problems using appropriate research tools
and techniques.
P2
Conduct accurate and timely research demonstrating precision in the choice of
methods and methodology appropriate to the solution of marketing problems.
P3
Critically evaluate and implement appropriate approaches to market research in
order to implement decisions which are both achievable and valuable.
P4
Write with a high degree of relevance and clarity for a specialist marketing audience.
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MSc International Marketing Handbook
General Transferable Skills
Ref
D. Students should be able to:
T1
Demonstrate a highly developed ability to communicate orally and in writing, though
the discussion and production of research proposal documentation.
T2
Make sound judgements in the absence of complete data which demonstrates a high
degree of logic and professional responsibility.
T3
Ensure group effectiveness by adapting their style of group working to fit the context.
T4
Plan and organise time effectively in the execution of problem solving tasks in
complex and unpredictable situations.
Mode of Assessment
The module is assessed through one (1) formative assessment in addition to the completion
of one (1) independent task [the Summative Element].
Mode of Assessment
Formative Assessment
1. Proposal produced in Competitive Intelligence for Marketing (Stage 1)
developed throughout course to provide project plan and clear aims and
objectives.
Summative Assessment
1. A 5,000 word Marketing Research Report on a topic agreed with your
supervisor. The student will be expected to organise contact with their
nominated supervisor, and up to 10 hours support is available to each
student.
This report is intended to reflect marketing needs and requires the student to
analyse and summarise key information in a highly focussed critical
evaluation of the research topic. As such, the short length requires that all
parts of the report represent the student’s ability to distil pertinent theoretical
perspectives from the relevant literature, alongside methodologically sound
evaluations of primary and/or secondary data, with conclusions that are
clearly linked to the aims and objectives of the research project. Students
will be expected to apply the skills developed in the Competitive Intelligence
for the Marketing module, including ethical and reflective aspects of the
research process. Overall, the report needs to be clear about both aims and
outcomes, utilising appropriate graphical tools to communicate with a
marketing audience, where appropriate.
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (Distinction, Pass) the final module grades will be
combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
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Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Seminal Works
Saunders, M., Lewis, P., Thornhill, A. (2006) Research Methods for Business Students, 4th
Ed. FT Prentice Hall.
Books and Texts
MRS Advanced Certificate in Marketing and Social Research Practice, BPP Learning Media
Bryman, A. and Bell, E. (2003) Business Research Methods, Oxford University Press
Wisniewski, M, (2006) Quantitative Methods for Decision Making, 4th Ed. Harlow: FT
Prentice Hall.
Swift, L. & Piff, S. (2005) Quantitative Methods for Business, Management and Finance 2nd
Ed. Palgrave Macmillan.
Brown, M. (2005) Statistics for Economics, Accounting and Business Studies 4th Ed.
FT/Prentice Hall.
Anderson, D.R., Sweeney, D.J., Williamson, T.A. and Freeman J. (2006) Statistics for
Business Economics, European Edition, Thomson Learning.
Morris, C. (2002) Quantitative Approaches in Business Studies, 6th Ed. FT/Prentice Hall.
Prender B. M & Stair, R.M., & Hanna, M. E. (2005) Quantitative Analysis of Management 9th
ed. Prentice Hall.
Academic and Professional Articles
Operational Research Insight
Marketing Intelligence and Planning
Management Decision
Journal of Operational Research Society
Online Resources
Market Research Society website
Specific web resources to direct a student to with urls provided. In the following format: Title
[URL] e.g.
Financial Times [www.ft.com]
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MSc International Marketing Handbook
Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: International Marketing Consultancy Project.
Syllabus
•
Market & Social Research Practice.
•
Qualitative Methods.
•
Quantitative Methods.
•
Key Principles in Uncovering Data.
•
Analysing data (Qualitative, Quantitative & Secondary).
•
Ensuring Appropriate Reporting on Research Findings.
•
Marketing Consultancy Project.
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MSc International Marketing Handbook
Week
Head Start
Modules
Content
Introduction to the Consultancy Project and Requirements
To introduce students to the core concepts and introduce the
consultancy project and its requirements.
Preparation for Week 1:
Key Reading: Relevant chapters from recommended text book.
Introduction to Market & Social Research
This will focus on introducing Market and Social Research, its scope
and founding principles.
This will concentrate on:
Independent Study
Key Reading: Saunders, M., Lewis, P., Thornhill, A. (2006)
Research Methods for Business Students, 4th Ed. FT Prentice Hall.
Session 1:
Workshop Activity 1: Introductory exercise: discussion of market
and social research practice, encouraging knowledge transfer from
earlier Marketing Principles and Management module.
Lecturer-led, interactive presentation: Market & Social Research –
Issues and Perspectives as well as an Q&A session.
Workshop Activity 2: Class activity: Examination of ethics, why and
how to ensure ethical research practice
Class discussion & debate of key issues
Directed reading: relevant chapters in recommended study text &
articles sourced from academic journals. Students may undertake
directed reading independently or in study groups.
Session 2:
Workshop Activity 1: Introductory exercise: discussion of research
design – identification of key stages, encouraging knowledge
transfer from earlier Marketing Principles and Management module.
A Lecturer-led, interactive presentation: Selecting and Using
Secondary Data & Selecting Samples
Q&A
Workshop Activity 2: Class activity: students will be required to
devise a sampling plan, including the calculation of a sufficient
sample size from an identified population.
Q&A
• Defining and refining the research problem.
• Starting a Research Project.
• Ethics and the Practice of Research.
• Research Design.
• Selecting & Using Secondary Data.
• Introduction to Sampling.
• Sampling Approaches.
Week 1
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Learning and Teaching Strategy
• Devising a Sampling Plan.
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MSc International Marketing Handbook
Modules
Independent Study:
Task: Directed reading: relevant chapters in recommended study
text & articles sourced from academic journals. Students may
undertake directed reading independently or in study groups.
Introduction to Qualitative Methods
This will focus on introducing qualitative methods.
This will concentrate on:
• Methods of Data Collection.
• Setting up a Qualitative Project.
Week 2
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Independent Study:
Key Reading:
Task: Saunders, M., Lewis, P., Thornhill, A. (2006) Research
Methods for Business Students, 4th Ed. FT Prentice Hall.
Session 1:
Workshop Activity 1: Introductory exercise: discussion of
qualitative methods, definitions and differences between qualitative
and quantitative research.
Lecturer-led, interactive presentation:
Qualitative Research Methods – an overview of qualitative
research approaches including observation, interviewing,
ethnography, semiotics and online approaches. Followed by a Q&A
session.
Methods of Data Collection - Key principles, features, uses,
strengths and limitations of a range of methods including: in-depthinterviews, group discussions or focus groups, collaborative and
deliberative methods including workshops, panels and juries.
Workshop Activity 2: Class activity: students will be given a series
of exercises to assist them with the use of qualitative methods
presented in future research. Followed by a Q&A session.
Directed reading: relevant chapters in recommended study text &
articles sourced from academic journals. Students may undertake
directed reading independently or in study groups.
Session 2:
Workshop Activity 1: Introductory exercise: discussion of
qualitative data collection methods.
A Lecturer-led, interactive presentation: Setting up a Qualitative
Project - The methodological side e.g. the role of the interviewer /
moderator, recruiting the sample, Designing an interview/discussion
guide. Setting up a qualitative research project: the practical side
e.g. choosing a venue, stimulus material, recording and proceedings,
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Modules
observing and observers, as well as use of incentive.
Workshop Activity 2: Class activity: students will be given a series
of exercises to assist them with the initiation of a qualitative project,
highlighting the methodological and practical issues and impact on
validity & reliability of research findings.
Independent Study:
Task: Directed reading: relevant chapters in recommended study
text & articles sourced from academic journals. Students may
undertake directed reading independently or in study groups.
Introduction to Quantitative Methods
This week will focus on introducing quantitative methods.
This will concentrate on:
• Methods of Data Collection
• Setting up a Quantitative Project
Week 3
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Independent Study
Key Reading: Saunders, M., Lewis, P., Thornhill, A. (2006)
Research Methods for Business Students, 4th Ed. FT Prentice Hall.
Session 1:
Workshop Activity 1: Introductory exercise: discussion of
quantitative approaches to research.
A Lecturer-led, interactive presentation:
Quantitative Research Methods – an overview of quantitative
research approaches including interviewing, observation,
technology-enhanced methods of data collection. Uses, strengths
and limitations of quantitative methods.
Methods of Data Collection - Key principles, features, uses and
strengths and limitations of a range of methods for data collection
including observation methods (e.g. mystery customer research;
electronic records etc). Interviewing methods (e.g. face-to-face,
telephone & online). Self-completion methods (e.g. postal and
email).
Workshop Activity 2:
Class activity: students will be given a series of exercises to assist
them with the use of quantitative methods presented in future
research. Followed by a Q&A session.
Directed reading: relevant chapters in recommended study text &
articles sourced from academic journals. Students may undertake
directed reading independently or in study groups.
Session 2:
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MSc International Marketing Handbook
Modules
Workshop Activity 1: Introductory exercise: discussion of
quantitative data collection methods.
A Lecturer-led, interactive presentation: Setting up a Quantitative
Project. The stages involved in setting up and running a quantitative
project. The project roles (e.g. researcher, fieldwork team; data
processing team). Planning the data collection process (e.g.
selecting & briefing the fieldwork team etc). Ethical and MRS Code
of Conduct issues including responsibilities to the respondent or
research participant.
Workshop Activity 2: Class activity: students will be given a series
of exercises to assist them with setting up a quantitative project in
future research.
Independent Study:
Task: relevant chapters in recommended study text & articles
sourced from academic journals. Students may undertake directed
reading independently or in study groups.
Key Principles in Uncovering Data
This week will focus on the key principle involved in uncovering and
making sense of data.
This will concentrate on:
• Designing instruments for gathering and recording qualitative
data
• Designing instruments for gathering quantitative data
Week 4
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Independent Study
Key Reading: Saunders, M., Lewis, P., Thornhill, A. (2006)
Research Methods for Business Students, 4th Ed. FT Prentice Hall.
Session 1:
Workshop Activity 1: Introductory exercise: discussion of the
concepts of opinions, attitudes and behaviour, requiring knowledge
transfer from earlier modules, notably Buyer Behaviour and
Integrated Marketing Communications.
Lecturer-led, interactive presentation:
Uncovering Data - The concepts of opinions, attitudes and
behaviour and the connections between them. Identifying and
exploring the concepts to be researched in a given project. Followed
by a Q&A session.
Designing instruments for gathering and recording qualitative
data - The role, strengths and limitations of qualitative methods in
gathering data on opinions, attitudes and behaviour. Selecting the
most appropriate qualitative research method for a given scenario.
The uses, strengths and limitations of projective and elicitation
techniques. Issues relating to gathering and recording qualitative
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Modules
data.
Workshop Activity 2: Class activity: students will be given a series
of exercises to assist them with uncovering qualitative data.
Q&A
Directed reading: relevant chapters in recommended study text &
articles sourced from academic journals. Students may undertake
directed reading independently or in study groups.
Session 2:
Workshop Activity 1: Introductory exercise: discussion of the
concepts of opinions, attitudes and behaviour, requiring knowledge
transfer from earlier modules, notably Buyer Behaviour and
Integrated Marketing Communications.
Lecturer-led, interactive presentation:
Designing Instruments for Gathering Quantitative Data. The role
of a questionnaire in collecting quantitative data. The role, strengths
and limitations of quantitative methods for gathering data on
opinions, attitudes and behaviour. Validity and reliability in question
and questionnaire design. Designing the questions and putting it all
together.
Workshop Activity 2: Class activity: students will be given a series
of exercises to assist them with gathering quantitative data.
Q&A
Independent Study:
Task: Relevant chapters in recommended study text & articles
sourced from academic journals. Students may undertake directed
reading independently or in study groups.
Analysing Secondary Data
This week will focus on analysing secondary data.
This will concentrate on:
Week 5
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• Ensuring Appropriate Reporting on Research Findings.
Independent Study
Key Reading:
Task: Saunders, M., Lewis, P., Thornhill, A. (2006) Research
Methods for Business Students, 4th Ed. FT Prentice Hall.
Session 1:
Workshop Activity 1: Lecturer-led, interactive presentation:
Analysing Secondary Data. The links between research objectives,
data gathering and analysis in secondary research. Storing and
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Modules
retrieving secondary and in-house data, including the use of
databases. The principles and processes of data mining. The
principles and processes of data fusion. Followed by a Q&A session
Analysing Qualitative Data. The links between research design,
data gathering and analysis in qualitative research. The role of note
taking, recording and transcribing. Deductive, inductive and iterative
approaches to analysis. Developing an analysis plan and an analysis
framework. Key stages in the analysis process. Technology in
qualitative data analysis.
Workshop Activity 2: Class activity – students will be given a series
of exercises to assist them with analysing qualitative data. There will
be the opportunity for students who are particularly interested in
qualitative research to attend a twilight session - an introduction to
Nvivo. Followed by a Q&A session.
Key reading: relevant chapters in recommended study text &
articles sourced from academic journals. Students may undertake
directed reading independently or in study groups.
Session 2:
Workshop Activity 1: Lecturer-led, interactive presentation:
Analysing Quantitative Data - The link between data collection,
data processing and analysis. Key stages in quantitative data
processing. Undertaking univariate analysis. Undertaking bivariate
analysis. Hypothesis testing and inferential statistics. The roles of
technology in the data analysis process. Followed by a Q&A session.
Ensuring Appropriate Reporting on Research Findings - Looking
at the research findings from the research user/client perspective.
How to provide usable 'deliverable' at the end of a project. Ethical
issues, including MRS Code of Conduct requirements, in reporting
research findings.
Workshop Activity 2: Class activity – students will receive an
introduction to SPSS, involving the creation of a data matrix and
coding a given questionnaire data for analysis. Students will be
asked to represent a questionnaire variable in graphical form and
comment on the main features of the data. Students will be asked to
obtain summary statistics for a specified questionnaire variable and
interpret the results. Finally, students will be asked to compare and
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Modules
contrast variables, discussing findings. Followed by a Q&A session.
Independent Study:
Task: Relevant chapters in recommended study text & articles
sourced from academic journals. Students may undertake directed
reading independently or in study groups.
Reading Week
Reading of selected texts and review of Consultancy project at this
significant milestone.
Consolidation
Self-directed reading and preparation of research proposal for
Marketing Consultancy Project.
Marketing Consultancy Project
Development of consultancy project.
Self-directed study
Self-directed study with supervisory support.
Marketing Consultancy Project
Development of consultancy project.
Self-directed study
Self-directed study with supervisory support.
Workshop Activity 2:
Independent Study:
Task:
Week 8
Marketing Consultancy Project
Development of consultancy project.
Self-directed study with supervisory support.
Week 9
Marketing Consultancy Project
Development of consultancy project.
Self-directed study with supervisory support.
Week 10
Marketing Consultancy Project
Development of consultancy project.
Self-directed study with supervisory support.
Preparation for Examination
Based on course content in Weeks 1-5.
Independent Study:
Task:
Reading
Week
Week 6
Week 7
Extension &
Consolidation
Revision
Week
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MSc International Marketing Handbook
Academic and Career Skills
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
30 Credits
Contact Hours
120 contact hours
Programme(s)
MSc International Marketing
Module Leader
Robert Goate
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
(if appropriate)
None
Introduction
In line with the NUS/CBI initiative this module is designed to develop practical skills and
knowledge, which can be utilised in the future workplace. It is also designed to both support
your academic development and also to improve the student’s capability of being effective in
the workplace. The skills, attributes and knowledge cover areas gauged to develop these
skills alongside your formalised academic development. Initially these skills will focus more
on academic support that will benefit you as you become immersed in the management
programme. As you proceed further into the course, the workshops also develop skills for
employability and support of your journey into the business world such as:
Educational Aims
This module aims to:
•
•
•
•
•
Provide students with the skills and knowledge to analyse the wider business
environment in relation to employability, research and transferable skills appropriate
for application in a work environment
Develop student ability to gather evidence, research and apply appropriate theoretical
approaches to the solution of specific problems
Enhance student comprehension of the business environment by understanding the
key drivers within organisations and in the wider business environment that can effect
decision making, behaviour and advancement as an employee
Provide a solid foundation in the common language of research principles and
business communications and how this is applicable in the business context.
Develop student’s ability to think critically about the impact of business and reflect on
their own performance in order to develop and progress within an organisation.
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MSc International Marketing Handbook
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a:
K1
A systematic understanding and critical awareness of business communication,
research and management principles and theories.
K2
A systematic understanding of the effect of the effect that high performing individuals
can have on the outcomes of a company and the wider business environment.
K3
A critical appreciation of how management, business and communication principles
and theories, combined with transferable skills, can inform business decisions in the
modern enterprise.
Cognitive Skills
Ref
B. Students should be able to:
C1
Understand and analyse company data and research gained from media sources, and
conclude how this may affect management strategies in competitive business
environments.
C2
Critically assess and synthesise best practice management and business theories that
affect contemporary business practice.
C3
Evaluate organisational issues and challenges that impact on the effectiveness of
business communication through the use of pre-defined criteria to assist in improving
communication within the organisation.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Gather and analyse current trends in employability market, business and economic
information in order to appreciate the nature of the current job market, and define as
strategy for their position within it.
P2
Select and utilise appropriate management tools and techniques to support
development of business performance.
P3
Communicate clearly to specialist and non-specialist audiences using appropriate
methods.
P4
Identify and utilise the qualities that high performing employees demonstrate within
organisations.
General Transferable Skills
Ref
D. Students should be able to:
T1
Exercise initiative when dealing with different and variable situations.
T2
Contribute to decisions within a group environment on issues of business
management, performance and communication.
T3
Identify and develop their own unique selling point within the employment market and
within organisations as part of their continuing professional development.
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MSc International Marketing Handbook
Mode of Assessment
Graded Elements
Summative Element 1 – for students that take up a work placement (100% of grade)
Students will be required to keep a diary of their work experience and produce a report on
what they have learnt reflecting on areas within the business that can be improved.
Summative Element 2 – for students who do not take up a work placement (100% of grade)
Students who have refused the opportunity to take up a work placement will be required to
write a 5,000 word document demonstrating a full career analysis of a chosen market sector
and company within it that they have expressed an interest working for. The document
should show a full analysis of the market and the positioning of their unique skills and
attributes within it, and full strategy for achieving their aims. They will also be expected to
present their findings to tutors.
Key Reading
Students will be directed to appropriate sections of these texts during the module:
Key Texts
Adair, J. Effective Team Building: How to Make A Winning Team. 2nd Revised Edition,
2009. Pan Books. ISBN 978-0-330-50423-2.
Bryman, A. and Bell, E. Business Research Methods. 2nd Edition. 2007. Oxford University
Press, USA. ISBN: 978-0199284986.
Kotter, J. Leading Change. Harvard Business School Press. 1996. ISBN-10: 0875847471
Seymour, J.Introducing Neuro Linguistic Programming. Thorsons. Jan 2003. ISBN-10:
1855383446
Background Reading
Suggested introductory reading before the course:
Additional Texts
Locker, K., & Kienzler, D. (2008) Business and Administrative Communication, 8th edition,
New York, NY: McGraw-Hill.
Blanchard, K., Johnson, S. The One Minute Manager - Increase Productivity, Profits And
Your Own Prosperity. 2011. Harper. ISBN-10: 0007107927
Frank, M. How to Get Your Point Across in 30 seconds – or less (Pocket Books, 1986)
These texts are written for the general reader.
Suggested reading during the course:
Listed below are texts which provide background to the concepts and content of the module
and which may be used for reference either during the course or in your subsequent
professional roles.
Books:
Belbin, R. M. Team Roles at Work. 2nd Edition, 2010. Butterworth-Heinemann. ISBN 9781856178006
Miller, D. Brilliant Teams: What to Know, Do and Say to Make a Brilliant Team. 2008.
Pearson Education Limited. ISBN 978-0-273 -71914 -4
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MSc International Marketing Handbook
Slater, R. Collins Business Secrets - Team Management. 2010. Harper Collins. ISBN 978 -0
-00-734112-2. Section relating to the GRIPS model.
Cassell, C_and Symon, G: Essential Guide to Qualitative Methods in Organisational
Research. 2004. Sage Publications.
Crotty, M. The Foundations of Social Research: Meaning and Perspective in the Research
Process. 1998. Sage Publications. ISBN 978-0761961062
Silverman, D. Doing Qualitative Research; A Practical Handbook. 1999. Sage Publications.
ISBN 978-0761958239
Locker, K & Kaczmarek, S (2008) Business Communication: Building Critical Skills, 4th
Edition, London: McGraw Hill/Irwin.
Blundel, R & Ippolito, K (2008) Effective Organisational Communication: Perspectives,
Principles and Practices, 3rd Edition, Harlow: Pearson Education Limited.
Clampitt,
P,
G
(2010)
Communicating
for
Managerial
Effectiveness:
Problems/Strategies/Solutions, 4th Edition, London, Sage Publications
Carte P & Fox C (2008) Bridging the Culture Gap: A Practical Guide to International
Business Communication, 2nd Edition, London: Kogan Page Ltd.
Smith, L & Mounter, P (2008) Effective Internal Communication, 2nd Edition, London: Kogan
Page.
Thill, J, V & Bovee C, L (2010) Excellence in Business Communication, 9th Edition, Harlow:
Prentice Hall.
Online Resources
CIPD
Psychological Bulletin
International Association of Business Communicators [www.iabc.com]
The Times [www.thetimes100.co.uk/theory/theory--working-together-businesscommunications--388.php]
Association for Business Communication [www.businesscommunication.org/index.html]
BBC Business Website
The Financial Times (FT) and www.ft.com
The Economist magazine and www.economist.com
Wall Street Journal newspaper and www.online.wsj.com
Huffington Post newspaper and www.huffingtonpost.com
www.mindtools.com Management and Leadership training, online
www.prospects.ac.uk The UK’s Graduate Careers Website
Journals/publications
Business and Economic Review
Industrial Management
Psychological Bulletin
Academy of Management Review
Academy of Management Journal
Administrative Science Quarterly
Journal of Management
Harvard Business Review
British Journal of Management
California Management Review
Canadian Journal of Administrative Sciences
European Management Journal
European Business Review
International Studies of Management and Organisation
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MSc International Marketing Handbook
British Journal of Management
In some instances information regarding content of module is indicative – actual module
content will be determined according to considerations (for example, opportunities for work
with specific external partners or new developments in the field) which are taken into
account on a yearly basis.
Version 1.0
MSc International Marketing Handbook
Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account on a yearly
basis.
Module Title: Academic and Career Skills
Syllabus:
•
•
•
•
•
•
•
•
•
•
•
Self and Career Management
Team and group working
Problem solving and innovation
Application of IT and Software packages
Communication
Application of numeracy
Business research and customer awareness
Leadership
Managerial Effectiveness
Networking and Relationships
Public Speaking
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Week
Head Start
Modules
Content
Introduction
This will concentrate on:
Awareness of the current employment market from news and
research, and identify what employers are looking for in graduates.
Session 1: 180 minutes
Developing a Career Plan for Continuous Professional
Development.
This will concentrate on:
Session 1: 180 minutes
•
Introduction to Performance Management folders and value
of PDP plan
•
Introduction to the competencies required by employers and
business of effective managers and leaders.
•
Individual working: Investigate the internet, journals and newspapers
to identify employment issues, and consider how to fit skills within
employment market requirements.
Workshop Activity 1:
Lecture – tutor led with integration of pair work and feedback to
identify SMART goals, compose goal maps.
Workshop Activity 2:
The value of effective reflective practice, and introduction to
models and theories supporting this – eg Kolb learning
cycle.
Lecture – guest speaker/BPP careers department/Taslim
Tharani, key competencies of an effective manager.
•
Buzz groups and peer Q & A to discuss head start topics
•
Tutor facilitated discussion
•
The value of clearly identified goals and objectives. How to
compose SMART goals, development of Goal maps.
•
Students work in pairs to help each other fill in PDP folders,
and coach each other to identify goals and objectives.
•
Registration with Trade Bodies, Networking and Career
Development resources
•
Introduction to MyFirstMillion skills diagnostic and business
simulation activity.
•
www.mindtools.com Management and Leadership training,
online
•
www.prospects.ac.uk The UK’s Graduate Careers Website.
Software and Entrepreneurial Skills for Business
This will concentrate on:
•
•
Version 1.0
Workshop Activity 1:
•
Week 1
Week 2
Learning and Teaching Strategy
Supporting students to quickly familiarise themselves with
the tools that can be used to aid their academic and
business development, and how to select the most
appropriate provider.
(Advanced) Microsoft Office Skills
Session 1: 180 minutes
Workshop Activity 1:
•
Lecture – tutor led with integration of pair work and feedback
• Guest Speaker – evaluating tenders/supplier.
Workshop Activity 2:
•
2 x Online Workshop on Software packages
Section 2 Page 144
MSc International Marketing Handbook
•
Website design
•
Statistical Packages (SPSS)
•
Introduction to and/or Registration with SAGE Accountancy
software for Professional Award
•
Tender/Supplier Commissioning Skills for Business.
Business Research Skills
This will concentrate on:
Week 3
•
Registration to Library and Attendance to a British Library
Event
•
Encouraging student to register with the British Library and
develop a wider academic network
•
Develop an awareness of and an active participation in
academic events to broaden their knowledge of current
thinking that can be applied to their studies. Such as
Growing Knowledge: The evolution of research
Synchronous and Asynchronous Online Communication
This will concentrate on:
•
Week 4
Version 1.0
•
Developing skills with synchronous tools such as blogs and
Wiki’s to support students using such tools both as part of
reflection in their studies and understanding their use in
business settings
The role and influence of communities of practice and
networks
•
Developing and managing one’s online brand through
LinkedIn and social networking sites
•
Ethics and legal responsibilities of organisations and
employees in the online environment
•
Self-reflection and awareness of the perception of others
Modules
•
Students complete portfolio of exercises and tests for
external validation by software supplier for certificate award
eg Sage.
Session 1: 180 minutes
Workshop Activity 1:
•
Attendance at British Library Workshop of choice on how to
improve business skills eg:
• How to research a market sector and/or company
• How to write a business plan
Workshop Activity 2:
•
Students to prepare presentation in teams to be delivered to
class in the following week on their findings and the
implications for the roles in business and employability.
•
Crotty, M. The Foundations of Social Research: Meaning
and Perspective in the Research Process. 1998
Session 1: 180 minutes
Workshop Activity 1:
•
Lecture – tutor led with integration of pair work and feedback
• Guest speaker Workshop Activity 2:
•
Analyse online content for examples
•
•
Workshop
Response and Q & A student led
•
Webinar (synchronous)
•
Locker, K., & Kienzler, D. (2008) Business and
Administrative Communication, 8th edition, New York, NY:
McGraw-Hill.
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MSc International Marketing Handbook
How to Read the Business Press and Critically Evaluate for
Evidence and Research Purposes.
This will concentrate on:
Week 5
•
What is Critical Thinking and how does it affect managers?
Exercises to assist you in discovering what critical thinking
is, how to achieve it, and how it affects managerial practice.
•
Students to reflect on their previous effectiveness of
consuming the business media.
•
Assess the role of business research in adding value to a
business, using appropriate sources and techniques.
•
SECI model
•
•
•
•
Reading
Week
Week 7
Version 1.0
Modules
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Workshop and guest
Commercial Awareness
speaker
Jason
Nye
CIMA
–
• Response and Q & A student led
Introduction to related topics eg:
•
The value and role of the individual knowledge management
in an organisation.
Senge’s Fifth Discipline
Evaluate alternative approaches to conducting business
research based on their merits and limitations and their
value to businesses.
•
The benefits of a Learning Organisation and the Knowledge
Economy.
•
How to read journals, company and market reports, Mintel
etc.
Discern the key concepts and skills required to evaluate a
research paper in terms of assessing its value to
businesses.
•
BBC Business Website
•
The Financial Times (FT) and www.ft.com
•
The Economist magazine and www.economist.com
•
Wall Street Journal newspaper and www.online.wsj.com
•
Huffington Post newspaper and www.huffingtonpost.com
Critique a business research paper using appropriate
techniques and in the absence of complete data.
Reading Week
This week should be used to consolidate learning from the first 5
weeks of the module and to complete formative tasks that are
designed to help you complete your summative assignment.
Group work
Oral and Presentation Skills
This will concentrate on:
Session 1: 180 minutes
Workshop Activity 1:
•
Use of technology.
•
Lecture – tutor led with integration of pair work and feedback
•
Preparation.
•
Guest speaker TBC
•
Effective communication with your audience.
•
Overcoming fear of presenting, using tone, annunciation and
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MSc International Marketing Handbook
•
Explain some fundamental benefits and difficulties of faceto-face communication.
•
Identify the principles of effective presentation in given
examples.
•
Demonstrate key principles of giving and receiving feedback
as a member of a group
•
Elevator pitch
•
Speed networking
Time Management
This will concentrate on:
Week 8
Version 1.0
•
Using time effectively to accomplish goals.
•
A reflection on previous actions looking at literature in this
area to contextualise materials.
•
Plan of action and reflection on how effective it is likely to be.
•
Dealing with deadlines
Modules
emphasis: addressing different audiences: creating impact
using body language and verbal emphasis: understanding
Powerpoint and multimedia technology - webinars etc,
Workshop Activity 2:
•
Online video clip.
•
How not to present
•
Powerful presenting and building an online community found
at http://youtu.be/HFbwDvzA8co
•
Presenting without Powerpoint at:
http://youtu.be/LMtR62nEApI
•
Team practice with feedback and Q & A
•
•
Writing and practicing elevator pitch
Speed networking event
•
OP Digest Psychological Bulletin
•
International Association of Business Communicators
[www.iabc.com]
•
The Times [www.thetimes100.co.uk/theory/theory--workingtogether-business-communications--388.php]
•
Association for Business Communication
•
Frank, M. How to Get Your Point Across in 30 seconds – or
less (Pocket Books, 1986)
•
Locker, K & Kaczmarek, S (2008) Business Communication:
Building Critical Skills, 4th Edition, London: McGraw
Hill/Irwin. Chapter 6
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
•
Workshop
Response and Q & A student led
•
Individual/online. Management style - Time management
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MSc International Marketing Handbook
Modules
• Managing pressure and stress
External Networking Event such as a CIM/CMI/CIPD networking
evening
•
Events introducing students to an environment where they
can engage and network with a diverse community of
managers and business practitioners to raise their
employability profile.
Personal Development Planning
This will concentrate on:
Week 9
questionnaire. Scheduling, prioritising, having the confidence
to say ‘no’, upward management.
•
Time wasters and time savers activity in pairs
•
Using Outlook to aid time management
•
Blanchard, K., Johnson, S. The One Minute Manager Increase Productivity, Profits And Your Own Prosperity.
2011. Harper
Session 1: 180 minutes
Workshop Activity 1:
•
Construction and assessment of students’ current career
plans as they imagine them.
•
Further development and formalisation of their career plans.
•
Giving and receiving feedback on other members of the
cohort’s career plans.
•
Workshop
•
Response and Q & A student led
Self assessment tool and psychometrics
•
Coaching and development provided by tutor and career
teams
•
Gaining insight into the influence of bias and preconceptions
through 360 feedback/Johari Window/Implict Testing
www.harvard/implicittest
•
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Term 2
The Reliability and Validity of Research
This will concentrate on:
Week 1
Version 1.0
•
Types of reliability.
•
•
Types of validity.
Their impact on the manager.
•
Assessing the quality of research.
•
Critically evaluate the epistemological and ontological
assumptions around the concept of reliability and validity in
research
•
Assess the applicability of the concepts of reliability and
validity utilising a journal or newspaper article depicting a
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
•
Workshop
Response and Q & A student led
•
Webinar where students argue the reliability and validity of a
business issue depicted in a journal article, displaying an
ethical awareness of the assumptions surrounding it.
•
Crotty, M. The Foundations of Social Research: Meaning
Section 2 Page 148
MSc International Marketing Handbook
Modules
business issue
Writing a Research Proposal
This will concentrate on:
Week 2
•
How to decide on a useful project.
•
What should a research proposal contain?
•
Quick writing session with group feedback.
•
Construct a research proposal using own solutions to
defined problems
•
Appraise a case study of a business issue, identifying key
elements of complex environments
Quantitative Methods 1
This will concentrate on:
Week 3
Week 4
Version 1.0
•
Provide an overview of quantitative research approaches
and examples of their application in research projects
•
Anticipate the challenges of data collection when conducting
business research in frequently changing contexts
•
Discern the causality of specific events in unpredictable
business situations
and Perspective in the Research Process. 1998. Sage
Publications
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Workshop
•
Response and Q & A student led
•
Critique a research proposal displaying understanding of a
large range of arguments
•
Crotty, M. The Foundations of Social Research: Meaning
and Perspective in the Research Process. 1998. Sage
Publications.
•
Silverman, D. Doing Qualitative Research; A Practical
Handbook. 1999. Sage Publications
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Workshop
•
Response and Q & A student led
•
Webinar: students argue solutions to ethical dilemmas that
affect validity and reliability of quantitative business research
•
Evaluate the results of business research arguing alternative
quantitative approaches
•
•
Differentiate between univariate and bivariate analysis
accurately critiquing research in the area
Bryman, A. and Bell, E. Business Research Methods. 2nd
Edition. 2007. Oxford University
•
Crotty, M. The Foundations of Social Research: Meaning
and Perspective in the Research Process. 1998. Sage
Publications.
Qualitative Methods 2
Session 1: 180 minutes
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MSc International Marketing Handbook
Modules
This will concentrate on:
Workshop Activity 1:
•
Provide an overview of qualitative research approaches and
examples of their application in research projects
•
Critique qualitative research methodologies, formulating
solutions to ethical dilemmas.
•
Critique past and present approaches to qualitative business
research accurately, using appropriate techniques.
•
Determine the appropriateness of one or more qualitative
research methodologies to make decisions in complex
situations.
The Ethics of Management Research
This will concentrate on:
Week 5
Version 1.0
Workshop
•
Response and Q & A student led
•
Cassell, C_and Symon, G: Essential Guide to Qualitative
Methods in Organisational Research. 2004. Sage
Publications.
•
Crotty, M. The Foundations of Social Research: Meaning
and Perspective in the Research Process. 1998. Sage
Publications
•
Silverman, D. Doing Qualitative Research; A Practical
Handbook. 1999. Sage Publications
•
Webinar: Students differentiate between accurately critiqued
approaches to qualitative business research using
appropriate business sources
Workshop Activity 1:
Why are ethics important?
•
•
Who does research effect?
How can the effects be minimised?
•
The differences
research.
•
Critically assess the ethical issues surrounding business
research using appropriate sources and techniques
•
Develop a set of guidelines for managing ethical dilemmas,
making recommendations for application in complex
situations
•
Critically apply a set of guidelines for managing ethical
challenges for contradictory purposes
•
CSR and sustainability
commercial
•
Session 1: 180 minutes
•
between
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
and
academic
•
•
Workshop
Response and Q & A student led on the contribution that
ethical practice and CSR can make to an organisation’s
performance.
•
Workshop: students critique the potential ethical pitfalls of a
piece of business research, formulating solutions to the
ethical dilemmas presented
•
Crotty, M. The Foundations of Social Research: Meaning
and Perspective in the Research Process. 1998. Sage
Publications
Section 2 Page 150
MSc International Marketing Handbook
Reading
Week
Reading Week
This week should be used to consolidate learning from the first 5
weeks of the module and to complete formative tasks that are
designed to help you complete your summative assignment.
Team Building Exercise
This will concentrate on:
•
Gauge and develop the effectiveness of work groups
through an exploration of and exercises relating to online
team work.
•
Managing meetings
•
Understanding body language and microinequities in groups
•
Introduction to the knowledge, skills and attributes of
managers
•
Becoming an Effective Leader
Week 7
Group Dynamics
This will concentrate on:
Week 8
Version 1.0
Modules
•
Formal and Informal networks
•
Building on previous team building
•
Assess attributes that are unique to team or group
performance.
Session 1: 180 minutes
Workshop Activity 1:
•
Lecture – tutor led with integration of pair work and feedback
•
Guest speaker – Dr Norbert Morwetz, How to Select the best
people to work in teams.
• Response and Q & A student led
Workshop Activity 2:
•
Cometitive activity workshop where students work in teams
to build the tallest, cheapest tower from Lego bricks.
•
Student carry out Dragons’ Den business simulation activity
in teams through MyFirstMillion.
•
Coaching and development provided by tutor and career
teams
•
Adair, J. Effective Team Building: How to Make A Winning
Team. 2nd Revised Edition, 2009. Pan Books.
•
Belbin, R. M. Team Roles at Work. 2nd Edition, 2010.
Butterworth-Heinemann.
•
Miller, D. Brilliant Teams: What to Know, Do and Say to
Make a Brilliant Team. 2008. Pearson Education Limited
•
Slater, R. Collins Business Secrets - Team Management.
2010. Harper Collins.
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Workshop
•
Response and Q & A student led
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MSc International Marketing Handbook
•
Students will ascertain the challenges with changing group
behaviour and build it into the strategy
External Networking
This will concentrate on:
Week 9
Version 1.0
•
An Event such as a CIM Networking Evening
Modules
•
Students will be encouraged to reflect on the way their group
has been working until now and formulate strategies for
change.
•
Kotter, J. Leading Change. Harvard Business School Press.
1996.
•
Psychometrics/Belbin Team Roles/Emotional Intelligence
diagnostic, feedback and reflection
•
Coaching and development provided by tutor and career
teams
•
Belbin, R. M. Team Roles at Work. 2nd Edition, 2010.
Butterworth-Heinemann.
•
Miller, D. Brilliant Teams: What to Know, Do and Say to
Make a Brilliant Team. 2008. Pearson Education Limited
•
Slater, R. Collins Business Secrets - Team Management.
2010. Harper Collins.
•
Blundel, R & Ippolito, K (2008) Effective Organisational
Communication: Perspectives, Principles and Practices
•
Clampitt, P, G (2010) Communicating for Managerial
Effectiveness: Problems/Strategies/Solutions, 4th Edition,
London, Sage Publications
•
Carte P & Fox C (2008) Bridging the Culture Gap: A
Practical Guide to International Business Communication,
2nd Edition, London: Kogan Page Ltd.
•
Smith, L & Mounter, P (2008) Effective
Communication, 2nd Edition, London: Kogan Page.
Internal
Session 1: 180 minutes
Workshop Activity 1:
•
•
Guest speakers TBC
Events introducing students to an environment where they
can engage and network with a diverse community of
managers and business practitioners to raise their
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MSc International Marketing Handbook
Modules
employability profile.
•
British Library Event (external links to the wider academic
community)
This will concentrate on:
•
Week 10
Developing an awareness of and active participation in
academic events to broaden their knowledge of current
thinking that can be applied to their studies. Such as
Growing Knowledge: The evolution of research
Competitive activity for students who can demonstrate they
have obtained highest quality/number of business contacts
and/or negotiated with guest to become speaker on the
course.
Session 1: 180 minutes
Workshop Activity 1:
•
Workshop
•
•
Response and Q & A student led
BL IP Centre activity based around students carrying out
business research to identify strategic options, strengths and
weaknesses, growth potential of market/sector etc.
•
Coaching and development provided by tutor and career
teams
Term 3
CV Writing
This will concentrate on:
Week 1
Week 2
Version 1.0
•
What do employers look for in a good CV?
•
•
Making your CV right for the job.
What employers look for.
•
Making your CV stand out for the job you want
•
Writing session and feedback
Preparing for Interview
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Workshop
•
•
Response and Q & A student led
CV writing quiz
•
Group crit of good and bad CVs
•
Coaching and development provided by tutor and career
teams
•
Who to shortlist? Group exercise
•
Group assessment centre activity
Session 1: 180 minutes
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MSc International Marketing Handbook
This will concentrate on:
•
Commercial Awareness (CIMA; ACCA etc)
•
Assessment of the forces that act on each organisation.
•
Using this information when picking careers and deciding on
roles.
•
Preparing for interview with the use of information.
•
Psychometrics test practise
Effective Managerial Communication Part 1
This will concentrate on:
Week 4
Version 1.0
•
What is communication?
•
Examples of good and bad communication
•
Written communication
•
Verbal communication
•
•
The inner dialogue and creative thinking
Communicating online
•
•
Corporate communication
Transnational communication
Modules
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Workshop
•
Response and Q & A student led
•
Coaching and development provided by tutor and career
teams
•
Students access Abintegro which have a number of
“employer view” videos.
•
Watch the “Interview Tips from Employers”
•
Frank, M. How to Get Your Point Across in 30 seconds – or
less (Pocket Books, 1986)
•
Students attend an Assessment Centre exercise run by
tutors and careers team.
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Workshop
•
Critical evaluation of the effectiveness of a range of
contemporary media for business communication.
•
Critical analysis of the use of language in contemporary
business communication
•
Response and Q & A student led
•
Lateral thinking/questioning exercise
•
Locker, K., & Kienzler, D. (2008) Business and
Administrative Communication, 8th edition, New York, NY:
McGraw-Hill.
•
Clampitt, P, G (2010) Communicating for Managerial
Effectiveness: Problems/Strategies/Solutions, 4th Edition,
London, Sage Publications
Section 2 Page 154
MSc International Marketing Handbook
Modules
•
Effective Managerial Communication Part 2
This will concentrate on:
•
Building rapport and communicating powerfully using Neuro
Linguistic Programming
Dealing with conflict.
•
Conflict triggers.
•
Resolution alternatives/BATNA
•
Session 1: 180 minutes
Workshop Activity 1:
•
Week 5
•
Budgets and business planning
•
Creating a budget
• Key steps in drawing up a budget
• Using a budget to measure performance
External Networking Event such as a CIM networking evening
•
Version 1.0
Events introducing students to an environment where they
can engage and network with a diverse community of
managers and business practitioners to raise their
employability profile.
Lecture – tutor led with integration of pair work and feedback
Introduction to
organisations.
Workshop Activity 2:
•
collective
bargaining
and
conflict
in
•
Workshop
•
Response and Q & A student led activity around British
Airways case study
•
Students carry out negotiation activity – eg union versus
management - to arrive at agreement.
•
Coaching and development provided by tutor and career
teams
•
Locker, K & Kaczmarek, S (2008) Business Communication:
Building Critical Skills, 4th Edition, London: McGraw
Hill/Irwin.
•
Seymour, J.Introducing Neuro Linguistic Programming.
Thorsons
Week 3
Budgeting and Financial Planning
This will concentrate on:
Carte P & Fox C (2008) Bridging the Culture Gap: A
Practical Guide to International Business Communication,
2nd Edition, London: Kogan Page Ltd.
Session 1: 180 minutes
Workshop Activity 1:
•
Lecture – tutor led with integration of pair work and feedback
• Guest speaker – Financial Director/Entrepreneur
Workshop Activity 2:
•
Workshop working from spreadsheet identifying anomalies
and possible risk.
•
Response and Q & A student led
•
Webinar/online: introduction to budgeting and accounting run
by Sage guest speaker.
Section 2 Page 155
MSc International Marketing Handbook
Reading
Week
Reading Week
This week should be used to consolidate learning from the first 5
weeks of the module and to complete formative tasks that are
designed to help you complete your summative assignment.
Innovation, Strategy and Entrepreneurship
This will concentrate on:
Week 7
•
Creative thinking in business
•
•
Product design and development
Lateral thinking, mindmapping and other techniques.
Advanced Presentation Skills
This will concentrate on:
•
This course will build on the knowledge gained during the
original session. Here the focus will be on developing
presentation skills for a professional or corporate audience.
Week 8
Cross-Cultural Communications
This will concentrate on:
Week 9
Version 1.0
Modules
•
This course prepares participants to demonstrate an
awareness of communication stereotypes and prejudices.
The focus of this course is on political correctness and
demographic identification.
Session 1: 180 minutes
Workshop Activity 1:
Lecture – tutor led with integration of pair work and feedback
•
• Guest speaker entrepreneur
Workshop Activity 2:
•
Workshop
•
Students must deliver and present full concept of new
product concept, design and delivery using Dragons Den
scenario to panel of judges.
Session 1: 180 minutes
Workshop Activity 1:
Lecture – tutor led with integration of pair work and feedback
•
• Guest speaker
Workshop Activity 2:
•
Workshop
•
Response and Q & A student led
•
Coaching and development provided by tutor and career
teams
Session 1: 180 minutes
Workshop Activity 1:
• Lecture – tutor led with integration of pair work and feedback
Workshop Activity 2:
•
Workshop
Section 2 Page 156
MSc International Marketing Handbook
•
Define the key concepts of globalisation and culture.
•
Response and Q & A student led
•
Analyse the approaches to communication across different
cultures, with an appreciation of complexity.
•
•
Evaluate the appropriateness of different approaches to
managing intercultural business communication in
accordance with basic theories.
Students evaluate the appropriateness of different
approaches
to
managing
intercultural
business
communication in accordance with basic theories.
•
Carte P & Fox C (2008) Bridging the Culture Gap: A
Practical Guide to International Business Communication,
2nd Edition, London: Kogan Page Ltd
Enhancing Customer Satisfaction
This will concentrate on:
•
•
Week 10
Version 1.0
Modules
Introduction to principles of Marketing and Customer
Retention.
Introduction to the ‘7 P’s’: Product, Price, People, Place,
Physical environment, Process and Promotion
Session 1: 180 minutes
Workshop Activity 1:
•
Lecture – tutor led with integration of pair work and feedback
• Guest speaker
Workshop Activity 2:
•
Workshop
•
Students are introduced to the concept of customer
satisfaction. Participants will examine the nature and
motivation of a customer and discuss the benefits of
customer satisfaction.
•
Response and Q & A student led
•
Coaching and development provided by tutor and career
teams
Section 2 Page 157
MSc International Marketing Handbook
Modules
Digital Marketing Frameworks
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Felicia Tick
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
“We have technology, finally, that for the first time in human history allows people to really
maintain rich connections with much larger numbers of people.” – Pierre Omidyar, founder,
eBay.
The future of marketing is undeniably digital. The technology is here to stay and becoming
more prevalent. It is now clear that every brand or business can benefit in some way from
building awareness online, or from rethinking its business processes to make full use of
digital channels.
Digital opens new ways to market organisations and individuals. As a result marketers need
to understand how to exploit digital marketing tools and techniques in order to improve the
customer value proposition and overall competitiveness.
Digital marketing has evolved from a peripheral element of organisational marketing to one
which is at the hub of customer-centric communications in an increasingly multi-channel
environment.
This module will ensure that you are equipped to deal with this shift and provide you with a
comprehensive understanding of the context of change across the marketing landscape.
You will better understand how the Marketer can fully utilise digital marketing in order to
maximise the opportunities and mitigate the risks. You will be introduced to current practices
relating to digital media and marketing and present theoretical frameworks and models
which are relevant to digital marketing practice as the discipline develops.
Version 1.0
MSc International Marketing Handbook
Modules
Educational Aims
This module aims to:
•
•
•
•
•
•
•
Critically analyse the historical background and the factors that relate to the
development of digital marketing.
Explore relevant theories, concepts and frameworks influencing the practice of digital
marketing.
Develop a considerable body of knowledge for understanding the breadth of
activities, processes and market areas that make up digital marketing.
Distinguish between different applications of, and approaches to, digital marketing.
Assess the impact and opportunities for online communications.
Critically evaluate the importance of evaluation and control to enable you to assess
the risks of implementing digital marketing programmes.
Encourage you to develop an in-depth understanding of the relevant regulatory
environment for the digital Marketer the ethical issues that arise from its
implementation.
Version 1.0
MSc International Marketing Handbook
Modules
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Deep and systematic understanding of the relevance of digital marketing to an
organisation and its markets.
K2
High level of awareness of relevant theories, concepts and frameworks influencing
the practice of digital marketing.
K3
Depth of knowledge of the scope of the digital marketing mix and the importance it
plays in developing marketing plans and strategies with an understanding of the
opportunities and risk involved in implementing digital marketing programmes.
K4
A comprehensive understanding of the regulatory environment, key legislation and
ethical issues that relate to the digital marketer.
Cognitive Skills
Ref
B. Students should be able to:
C1
Proactively source and apply research to inform managerial options in a range of
organisational contexts.
C2
Evaluate the relationships between an organisation and its environments and identify
digital marketing opportunities and risks.
C3
Use expertise in the evaluation and the use of tools and techniques for the
development of strategies for the purpose
of business development.
C4
Apply a wide range of theories to the area of Digital Marketing with a high level of
competence displaying an awareness of the various factors contributing to business
success.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Critically evaluate a range of alternative courses of action for an organisation in order
to implement valuable change.
P2
Demonstrate sensitivity to the needs of stakeholders when recommending courses of
action.
P3
Apply the practical skills associated with the strategic planning process and shape
concepts to formulate and implement strategic and business plans.
P4
Make relevant contributions to decisions that reflect good business practice in given
situations.
Version 1.0
MSc International Marketing Handbook
Modules
General Transferable Skills
Ref
D. Students should be able to:
T1
Work effectively in a team in order to prepare and present analyses and strategic
plans in a variety of business contexts.
T2
Take responsibility for initiating and controlling their own work and learning
experience in order to improve their personal effectiveness.
T3
Use relevant presentation formats in order to communicate their methodologies and
recommendations to different stakeholders.
T4
Foster empathy and sensitivity to the needs and opinions of others in order to
maximise the effectiveness of team working.
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Element].
In addition to the summative elements, the module contains two (2) tasks to assist you in
evaluating your progress in the module [the Formative Elements].
Formative Elements
Please Note: These elements do not count towards your final module grade.
1. Delivery of digital communications: students will be asked to create their own form of
digital marketing communications to a specific brief (e.g set up website, blog, forum) and
assess traffic/engagement levels.
The purpose of this assessment is to gain practical experience of developing digital
communications and evaluating response to this. This is a fictitious exercise and
students are not asked to be specific about an organisation to ensure that no data
protection, copyright or internal policies are contravened.
Assignment Handout: Week 1
Assignment Due Date: Week 4
2. Briefing of evaluation: students will be asked to produce a 4 page briefing of a paper on
the delivery of their communications. Specific criteria for the briefing will be identified
prior to the task e.g. evaluation of resources, analytics, objectives. The task will provide
students with the opportunity to reflect on and evaluate the work completed and report
back on recommendations based on learning.
Assignment Handout: Week 4
Assignment Due Date: Week 6
Summative Element
Please Note: You must achieve a pass in the following element to pass the module.
1.
Client Brief / Digital Campaign [100% of Module Grade]:
Version 1.0
MSc International Marketing Handbook
Modules
Presentation of a client brief / digital campaign based on given scenario. An individual
written report (2,000 words) or oral presentation (20 minutes) detailing brief, campaign
proposal and assessment of the relevance of the activity to an organisation and its
markets.
Summative Assessment Handout: Week 5
Summative Assessment Due Date: Week 11
The assignment is designed to test the students’ understanding of digital marketing concepts
in relation to an organisation. The task will give the student the opportunity to apply their
knowledge and make recommendations based on critical analysis.
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (Distinction, Pass) the final module grades will be
combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Seminal Works
Internet Marketing: Strategy, Implementation and Practice, D. Chaffey, F Ellis-Chadwick, K
Jonston and R Mayer (2009) 4th Ed, FT –Prentice Hall.
Books and Texts
Bernoff J, Groundswell C L (2008), Winning in a World Transformed by Social Technologies,
Harvard Business Press.
Bird D (2007), Commonsense Direct and Digital Marketing, 5th ed., London: Kogan Page
Ltd.
Charlesworth A (2008), Internet Marketing, A Practical Approach London: Elsevier Ltd.
Grappone J, Couzin G (2008), Search Engine Optimization: An Hour a Day, 2nd ed.,
Chichester: John Wiley & Sons.
Wertime K, Fenwick I (2008) DigiMarketing: The Essential Guide to New Media and Digital
Marketing, Chichester: John Wiley & Sons.
Sterne J, Kaushik A (2007), Web Analytics: An Hour a Day, Chichester: John Wiley & Sons.
Kirby J, Marsden P (2005), Connected Marketing: The Viral, Buzz and Word of Mouth
Revolution, Oxford: Butterworth-Heinemann.
Halligan B, Shah D (2009) Inbound Marketing: Get Found Using Google, Social Media and
Blogs (New Rules Social Media Series), Chichester: John Wiley & Sons – recommended by
reviewers.
Ryan D, Jones C (2009), Understanding Digital Marketing: Marketing Strategies for
Engaging the Digital Generation, London: Kogan Page Ltd.
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Modules
Seybold PB, Smith C (2002), The Customer Revolution, Random House Business Books.
Spiller L, Baier M (2004), Contemporary Direct Marketing, Harlow: Prentice Hall.
Academic and Professional Articles
Cao J, Knotts T, Xu J, Chau M (2010) Word of mouth marketing through online social
networks, in AMCIS 2009 Proceedings (2009), Journal of Marketing, Volume: 74, Issue: 2,
Publisher: Am Marketing Assoc, Pages: 1-52.
Christodoulides G (2009), Branding in the post-internet era, online version of this article can
be found http://mtq.sagepub.com/cgi/content/abstract/9/1/
Fagerstrøm A, Ghinea G (2010), WEB 2.0'S Marketing impact on low involvement
consumers, Journal of Interactive Advertising.
Shukla T (2010) Factors Affecting ‘Internet Marketing’ Campaigns with Reference to Viral
and Permission Marketing, Journal of Management Research, Vol. 9, No. 1, pp. 26-37.
Taylor D G, Strutton D, (2010) Has e-marketing come of age? Modeling historical influences
on post-adoption era Internet consumer behaviours, Journal of Business Research, Volume
63, Issues 9-10, Pages 950-956.
Online Resources
McKinsey Digital Marketing: www.mckinseyquarterly.com/marketing/digital marketing
Dave Chaffey: www.davechafey.com/students
www.smartinsights.com
New Media Age: www.nma.co.uk
IDM: www.theidm/resources (e.g. journal of direct-dta-digital marketing practice)
Ecommerce Times: www.ecommercetimes.com
Brand Republic: www.branrepublic.com/go/digitalmarketing/
BrandWeek: www.brandweek.com
Marketing Power: www/marketingpower.com/community (range of international journals)
Use will also be made of –
Social Networking Sites:
Facebook
LinkedIn
Twitter
Video Sharing:
YouTube
GoogleVideo
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MSc International Marketing Handbook
Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: Digital Marketing Frameworks.
Syllabus
• Evaluating the effect of digital developments on marketing.
• The impact of digital marketing on organisations and consumers.
• Leveraging the differences and similarities between digital marketing and traditional marketing communications.
• Evaluating the fact and fiction of digital marketing, key benefits and misconceptions.
• The importance of developing a strategic approach to digital channels.
• Reviewing the effectiveness of digital direct response channels (search engine marketing, affiliate marketing, email marketing and
landing pages).
•
•
•
•
Reviewing the effectiveness of managing brand-led communications (display advertising, microsites, online PR, social media and Web
2.0).
Techniques for achieving online customer engagement.
Assessing the relevance of new technologies and marketing approaches.
The regulatory environment, key legislation and the ethical issues that relate to the digital marketer.
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MSc International Marketing Handbook
Week
Head Start
Modules
Content
Learning and Teaching Strategy
An Introduction to/ an Awareness of how Digital Developments
has Transformed Marketing
This week will be an introduction to (or revision of) digital marketing
to develop students understanding key developments and their
application.
This will concentrate on:
Preparation for Week 1:
Task: Create your own summary timeline with key milestones of the
history of digital marketing.
Key Reading:
http://threeminds.organic.com/2009/10/a_brief_history_of_digital.html
http://www.spotlightideas.co.uk/?p=4871
http://www.inetasia.com/NewsandEvents/historydigitalmarketing.html
Key Reading:
Students should prepare for this module by reading the seminal text.
Chapter 1 as indicated below.
•
Internet marketing.
•
E-marketing.
•
•
Mobile marketing.
Interactive TV.
Development of Digital Marketing
Historical review of the factors relating to the development of digital
marketing
This will concentrate on:
• Understanding of scope of module.
• Determine the key digital marketing concepts e.g. digital media,
e-communications, e-business etc.
• Assess the path of historical development of digital marketing.
Week 1
• Critically evaluate how digital communications has transformed
marketing.
Briefed on task of formative assessment: development of own
digital communications to meet specific brief.
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Independent Study
Key Reading: Chapter 1, Chaffey D, Ellis-Chadwick F, Jonston K
and Mayer R (2009) Internet Marketing: Strategy, Implementation
and Practice, 4th ed., FT –Prentice Hall.
Task: Complete case study at end of chapter 1
Session 1:
Workshop Activity 1: Tutor facilitated group work to evaluate
students’ individually prepared timelines (based pre preparation task)
and determine group consensus of 3 key milestones in the
development of digital marketing to date.
Workshop Activity 2: Tutor presentation of case study that
demonstrates role of digital marketing in 4P’s.
Independent Study:
Task: Review IDM case studies as relevant to own sector/sector of
interest.
http://www.theidm.com/resources/journal-of-direct-data-and-digital- mktgpractice/case-studies/
Section 2 Page 165
MSc International Marketing Handbook
Digital Marketing Purpose & Scope
Examine the purpose of digital marketing and explore scope of the
different channels.
This will concentrate on:
• Assess the role of digital marketing within organisations and on
a macro level.
Week 2
• Understand the scope of the digital marketplace.
• Critically evaluate the impact on consumers and organisations of
the development of digital marketing.
Digital Marketing: Fact and Fiction
Practical review of digital media and digital marketing tools and
explores common myths of digital marketing.
This will concentrate on:
• Assess digital marketing approaches for Business to Consumer
(B2C) and Business to Business (B2B) communications.
• Understand the benefits of digital marketing communications.
• Identify misconceptions of digital marketing.
Week 3
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• Critically evaluate digital marketing communications in B2C and
B2B context.
Modules
Independent Study:
Key Reading: Chapter 2 and 3 of Chaffey D, Ellis-Chadwick F,
Jonston K and Mayer R (2009) Internet Marketing: Strategy,
Implementation and Practice, 4th ed., FT –Prentice Hall.
Task: Complete self assessment at end of each chapter.
Session 1:
Workshop Activity 1: Tutor led exercise, groups to assess the
impact of the internet on a different sector and presents back.
Workshop Activity 2: Tutor facilitated review of sector specific case
to assess impact of digital marketing on customer purchasing
behaviour. Q&A (written or oral).
Independent Study:
Task: case studies/articles demonstrating changes in customer
behaviour e.g. First Direct and mobile banking.
Independent Study:
Key Reading: Chapter 11 and 12 Chaffey D, Ellis-Chadwick F,
Jonston K and Mayer R (2009) Internet Marketing: Strategy,
Implementation and Practice, 4th ed., FT –Prentice Hall.
Task: Review additional articles
http://www.smartinsights.com/blog/digital-marketing-strategy/5- socialmedia-myths/
http://elemental-consulting.com/blog/9-myths-and-mistakes-in-onlinemusic-marketing/
http://www.figarodigital.co.uk/editorial-article/eyewonder/debunkingdynamic-creative-optimisation-myths.aspx
Session 1:
Workshop Activity 1: Online activity: search for given
product/service as per brief. Visit as many websites as required to
meet your needs. Note time spent, type of info needed. Analyse the
experience as per brief (questions relating to extent of info searching,
choice criteria, purchase solution and evaluation of websites)
Workshop Activity 2: Group work to prepare for tutor facilitated
discussion on ‘whether you consider all products on sale on the high
street can be sold as easily via the internet?’
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Modules
Independent Study:
Task: Completion of formative assessment.
Digital Marketing Strategy
The how to ‘develop a digital marketing strategy’.
This will concentrate on:
• Understanding of generic strategies and process for formulation.
Week 4
• Assessing the different approaches of stand alone and
integrated digital marketing strategies.
• Critically evaluate strategy formulation and implementation,
including briefing, campaign proposal and evaluation.
Completion of Formative Assessment 1. Briefed on Task 2.
Digital Marketing vs Traditional Marketing
Traditional marketing approaches relevant to digital marketing
This will concentrate on:
• Assessing the opportunities for digital marketing within the
marketing mix.
Week 5
• Understanding where digital marketing and traditional marketing
integrate and complement each other.
• Customer relationship management from a digital perspective.
Briefed on Summative Assessment
Reading Week
Reading
Week
Version 1.0
Independent Study:
Key Reading: Chapter 4 of Chaffey D, Ellis-Chadwick F, Jonston K
and Mayer R (2009) Internet Marketing: Strategy, Implementation
and Practice, 4th ed., FT – Prentice Hall.
Session 1:
Workshop Activity 1: Tutor led exercise to identify analysis required
for strategic formulation based on given scenario.
Workshop Activity 2: Individual online exercise to visit identified
sites to identify and evaluate their internet value proposition. Explore
stand alone or integrated nature of communications.
Independent Study:
Task: Complete questions on Tesco case study (p267-269) of
seminal text.
Independent Study:
Key Reading: Chapter 5 and 6 Chaffey D, Ellis-Chadwick F, Jonston
K and Mayer R (2009) Internet Marketing: Strategy, Implementation
and Practice, 4th ed., FT –Prentice Hall.
Session 1:
Workshop Activity 1: Short video case studies demonstrating how
digital marketing enhances or changes the marketing mix. Followed
by tutor led Q&A.
Workshop Activity 2: Group work on lifetime value activity. Tutor
facilitated discussion on outcomes.
Independent Study:
Task: Complete self assessment questions at end of chapter 5 and 6
in seminal text.
Consolidation
Key Reading: Selected reading to consolidate their learning from
Week 1-5 Chapters 1-4 and 11 and 12 of seminal text.
Read related sections of Bernoff J, Groundswell C L (2008), Winning
in a World Transformed by Social Technologies, Harvard Business
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MSc International Marketing Handbook
Modules
Press.
Task: Extend reading to additional texts, articles and online
resources in reading list. Identified webinars.
Completion of formative assessment.
Begin work on summative assessment.
Preparation for Week 6:
Key Reading: Chapter 2 and 8 Bird D (2007), Commonsense Direct
and Digital Marketing, 5th ed., London: Kogan Page Ltd.
Shukla T (2010) Factors Affecting ‘Internet Marketing’ Campaigns
with Reference to Viral and Permission Marketing, Journal of
Management Research, Vol. 9, No. 1, pp. 26-37.
Task: Identify and bring some example of direct digital campaigns for
group to analyse next week.
Digital Direct Response Channels
Effectiveness of digital direct response channels.
This will concentrate on:
• Assessing role of different direct response channels within B2B
and B2C contexts.
• Performance management of direct channels.
Week 6
• Critically evaluate the measurement of effectiveness of direct
channels.
Hand in task 2 of formative assessment
Week 7
Brand Led Digital Communications
Effectiveness of brand led digital communications.
This will concentrate on:
• Assessing role of digital in brand communications.
• Critically analyse the differences in digital and offline brands.
• Critically evaluate the effectiveness of brand led digital
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Independent Study:
Key Reading: Chapter 9 and 10 Chaffey D, Ellis-Chadwick F,
Jonston K and Mayer R (2009) Internet Marketing: Strategy,
Implementation and Practice, 4th ed., FT – Prentice Hall
Session 1:
Workshop Activity 1: Tutor led group work, to make
recommendations on best mix of digital communications to build
traffic for given range of scenarios e.g. niche B2C product. Present
back to group.
Workshop Activity 2: Tutor facilitated review of campaigns (pre
preparation task) brought in by students. Work in groups to assess
effectiveness of channels and explain rationale.
Independent Study:
Task: Amazon Case study and questions chapter 10 of seminal text.
Independent Study
Key Reading: Chapter 5 and 9 Shukla T (2010) Factors Affecting
‘Internet Marketing’ Campaigns with Reference to Viral and
Permission Marketing, Journal of Management Research, Vol. 9, No.
1, pp. 26-37.
Christodoulides G (2009), Branding in the post-internet era, online
version of this article can be found
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MSc International Marketing Handbook
communications.
Online Customer Engagement
What are the key factors that will encourage customers to engage
through digital media?
This will concentrate on:
• Define the factors that deliver an effective online customer
experience.
• Assessing creative approaches to engaging through digital
media.
• Critically evaluating consumer behaviour in digital environment.
Week 8
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Modules
http://mtq.sagepub.com/cgi/content/abstract/9/1/
Session 1:
Workshop Activity 1: Online activity in pairs, to identify examples of
brand led digital communications and assess how effectiveness
would be evaluated. Examples given. Tutor led discussion on key
learnings.
Workshop Activity 2: Group work to review brand led digital case
study. (digital sponsorship) Followed by Q&A.
Independent Study:
Task: Identify example of branded digital environment to bring to
next session.
Independent Study:
Key Reading: Chapter 2 and 7, Chaffey D, Ellis-Chadwick F,
Jonston K and Mayer R (2009) Internet Marketing: Strategy,
Implementation and Practice, 4th ed., FT –Prentice Hall.
Key Reading: Chapter 9 and 10, Bird D (2007), Commonsense
Direct and Digital Marketing 5th ed., London: Kogan Page Ltd.
Taylor D G, Strutton D, (2010) Has e-marketing come of age?
Modeling historical influences on post-adoption era Internet
consumer behaviours, Journal of Business Research,Volume 63,
Issues 9-10, Pages 950-956.
Fagerstrøm A, Ghinea G (2010), WEB 2.0'S Marketing impact on low
involvement consumers, Journal of Interactive Advertising.
Session 1:
Workshop Activity 1: Group work, tutor led discussion to assess
how the relationship between marketers and customers has changed
due to social media. Each group provided with different examples.
Tutor led discussion to draw out key learnings.
Workshop Activity 2: Online activity to identify examples of where
2 way communications occur between marketers and customers,
other than through social media. Tutor led discussion to assess its
effectiveness.
Independent Study:
Task: Experience a social media forum and identify where brands
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MSc International Marketing Handbook
Modules
are attempting to communicate with you, how are they doing this and
how effective do you think this is?
New Technologies
Relevance of new technologies.
This will concentrate on:
• Identify and evaluate the impact of recent technologies on those
on the horizon.
Week 9
• Assess the impact of digital marketing and new technologies on
evolving business models.
• Critically evaluate the marketing skills required for the future.
Regulation and Ethics in Digital Marketing
The impact of legal, moral and ethical constraints and opportunities
in digital marketing.
This will concentrate on:
• Understand current regulatory framework.
Week 10
Extension &
Consolidation
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• Assess dynamics of change from evolving digital culture.
• Critically evaluate the significance of macro factors.
Extension of the syllabus
This week will allow students to build upon the knowledge gained
throughout the module and concentrate on:
Independent Study:
Key Reading: Chapter 2 and 3 of Internet Marketing: Strategy,
Implementation and Practice, D. Chaffey, F Ellis-Chadwick, K
Jonston and R Mayer (2009) 4th Ed, FT –Prentice Hall.
Session 1:
Workshop Activity 1: From a given scenario, groups to assess
whether organisation adopts new technology. Initially to identify how
they’d assess the significance, summarise the proposition and
recommendations on adoption.
Workshop Activity 2: Tutor led discussion on changing nature of
marketing skills base, including increase in specialisation within
digital arena.
Independent Study:
Task: Identify any new technologies not yet discussed to bring to
next session.
Independent Study:
Key Reading: Chapter 3, Chaffey D, Ellis-Chadwick F, Jonston K
and Mayer R (2009) Internet Marketing: Strategy, Implementation
and Practice, 4th ed., FT –Prentice Hall
Session 1:
Workshop Activity 1: Exercise in groups to benchmark different
approaches to achieve and reassure customers about privacy and
security, using sector specific examples.
Workshop Activity 2: In pairs work on case study that requires
assessment of legal and ethical issues to ensure compliance on an
existing site. Tutor led Q&A to draw out key learnings.
Independent Study:
Task: Research approaches to managing technological innovation
Independent Study
Key Reading: Further reading following formative assessment in line
with learning outcomes.
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MSc International Marketing Handbook
•
Revision
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Modules
Further development of key syllabus components.
Revision of the syllabus
Students should use this week to consolidate their learning.
Revision materials
Task 1: Further readings following formative assessment earlier in
the module.
Task 2: Students to recap on Learning Outcomes.
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MSc International Marketing Handbook
Advertising Management
General Information
School
Business School
Level
Level 7 (Masters Level)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Sharon McAllister
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
By studying this module, you will critically analyse the advertising industry which is in
transition, moving from the traditional above-the-line/below-the-line position to one driven by
the Internet and ever increasing expenditure on online media, commonly referred to as
‘through-the-line’.
You will develop an in depth level of knowledge and understanding of how the digital age is
bringing about fundamental changes in the way in which both media industries and
advertising agencies operate, including how to devise, execute, integrate and control
advertising across multi-media platforms in both domestic and international markets.
Educational Aims
This module aims to:
•
Critically understand the professional roles and tasks performed by advertising
agencies and their clients in the process of conceiving, planning, executing and
tracking an advertising campaign.
•
•
Develop an in-depth knowledge and understanding of advertising theories and models.
Enable students to critically tackle the question of advertising effectiveness and to
evaluate campaigns based on professional canons used for judging advertising value.
Critically compare, contrast, evaluate and integrate the marketing and promotional mix
(traditional and online) for the business environment and critically evaluate the key
issues and perspectives to understand the impact of those messages in business.
•
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Knowledge and Understanding
Ref
A. Students should be able to demonstrate a:
K1
Systematic and in-depth level of knowledge and understanding of the principles of
above-the-line/below-the-line advertising management. Critical understanding of the
functional roles in advertising agencies and client firms in the context of campaign
commissioning and management.
K2
Comprehensive understanding of how to devise, execute, integrate and control
advertising across multi-media platforms in both domestic and international markets.
K3
In-depth and systematic understanding of the complexities of managing advertising in
both national and international organisations whilst considering social & ethical
responsibilities.
K4
Critical understanding of emergent advertising trends and the impacts of the macro
environment.
Cognitive Skills
Ref
B. Students should be able to:
C1
Critically analyse the creative aspect of advertising and synthesise new and emerging
approaches to the creation of innovative and competitive adverts, utilising knowledge
or processes from the forefront of the discipline.
C2
Synthesis and transference of academic theoretical underpinnings into identified
industry trends.
C3
Critically evaluate the legal, regulatory and ethical issues impacting on the direct and
advertising industry – past, present and future.
C4
Apply a structured approach to the management of advertising, from campaign brief,
to implementation and control.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Apply comprehensive knowledge and understanding of different company cultures
and how they are impacted by the style of professional services within the creative
industries.
P2
Demonstrate technical expertise and adaptation of skills to design or develop new
skills for new situations.
P3
Apply innovative solutions to key organisational issues with precision and
effectiveness and initiative in problem solving.
P4
Act autonomously in planning and implementing tasks at a professional or equivalent
level, making decision in complex and unpredictable situations.
General Transferable Skills
Ref
D. Students should be able to:
T1
Work effectively within a team, adapting either a supporting or proactive role in
leadership, prioritising tasks and managing conflict. Effectively communicate, both
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MSc International Marketing Handbook
verbally and in writing in order to direct, inform and respond to complex situations
demonstrating in-depth knowledge and understanding of diversity.
T2
Engage confidently in discussion of relevant areas related to advertising
management.
T3
Evaluate performance of self and others. Seek and adopt feedback thereby
improving performance.
T4
Demonstrate comprehensive understanding and application of both qualitative and
quantitative information and resources.
Mode of Assessment
This module is assessed through the completion of one (1) formative task [the formative
element] and one (1) independent task [the Summative Element].
Formative Element
Please Note: These elements do not count towards your final module grade.
Adopting professional roles in advertising management role-play, simulation of client-agency
presentations, pitches, and the creation of a professional level agency brief. These
activities are aimed at leading to acquiring an understanding of, and experience with, the
roles, processes, conventions, and practices in the sector. These are formatively assessed
in the form of feedback from tutor and peers, as well as a professional/industry standard
brief creation.
Summative Element
Please Note: You must achieve a pass in the following element to pass the module.
1. A pitch presentation based on a client brief, maximum 25 minutes [100% of Module
Grade]
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your Masters degree (Distinction, Pass) the final module grades will
be combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
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Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Books and Texts
Lane, W.R, King, K.W. and Russell, J.T. (2008) "Kleppner's Advertising Procedure", 17th
ed., Pearson (International Edition)
Arens, Weigold and Arens (2010) "Contemporary Advertising & Integrated Marketing
Communications", 13th ed, McGraw-Hill International Edition
David Meerman Scott (2007), "The New Rules of Marketing and PR", Wiley
Recommended Reading
Clow, K.E. and Baack, D. (2009) Integrated Advertising, Promotion and Marketing
Communications, 4th Ed., Global Edition, Pearson Education, New Jersey.
De Pelsmacker P., Geuens, M. and Van Den Bergh, J. (2007) Marketing Communications, A
European Perspective, 3rd Ed. Pearson Education Ltd., Harlow.
Fill, C. (2009) Marketing Communications - Interactivity, Communities and Content, 5th Ed.,
Prentice Hall, Harlow.
Moriarty, S., Mitchell, N. and Wells, W. (2009) Advertising, Principles and Practice, 8th Ed.,
Pearson International Edition, Pearson Education Inc., New Jersey.
Pickton, T. and Broderick, A. (2001) Integrated Marketing Communications, Prentice Hall.
Yeshin, T. (2006), Advertising, (Thomson)
Zyman, S. (2002) The End of Advertising as We Know it. John Wiley & Sons.
Academic and Professional Journals
Admap
Advertising Age
European Journal of Marketing
Marketing Theory
Journal of Advertising
Journal of Advertising Research
International Journal of Advertising
Marketing Letters
Journal of Marketing
Journal of Marketing Research
Journal of Consumer Research
Journal of Consumer Marketing
Psychology and Marketing
Journal of the Market Research Society
Online Resources
In addition, students will need to access academic journals via online services such as
Business Source Premier and Emerald and Ingenta.
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www.themarketer.co.uk
www.theidm.com
www.dma.org.uk
www.ico.gov.uk
http://www.abc.org.uk
http://www.asa.org.uk/asa/
http://www.bauermedia.co.uk/
http://www.brandrepublic.com/Campaign/
http://www.brandrepublic.com/mediaweek/
http://www.broadcastnow.co.uk/
http://www.campaignlive.co.uk/news/wide/886782/
http://www.campaignlive.co.uk/news/785296/Top-10-ad-agencies-2008/
http://www.campaignlive.co.uk/news/785868/Top-10-Media-Agencies-2008/
http://www.centaur.co.uk/
http://www.cim.co.uk/home.aspx
http://www.davidmeermanscott.com/resources.htm
http://www.haymarket.com/home.aspx
http://www.ipcmedia.com/
http://www.mad.co.uk/Home/Home.aspx
http://www.marketingmagazine.co.uk/
http://www.marketingweek.co.uk/
http://www.mintel.com/
http://uk.nielsen.com/site/index.shtml
http://www.prweek.com/uk/
http://www.uktvadverts.com/Home/
http://www.utalkmarketing.com/
http://www.visit4info.com/
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Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: Advertising Management.
Syllabus
•
•
•
•
•
•
•
•
•
•
Advertising: Why advertise? Advertising and the Marketing Mix.
Advertising and Strategy.
Advertising Messages and Creative Approaches.
Advertising Industry – new media and the digital age.
Advertising Agencies Structures and Professional Roles.
Advertising Media Planning and Budgeting.
Evaluation of Advertising Effectiveness.
Public Perceptions of Advertising.
The Regulation of Advertising Practice.
Future trends in Advertising Management.
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Week
Head Start
Modules
Content
Introduction
The head start week requires students to consider:
• The Importance of managing advertising.
Why Advertise?
This session will focus on defining the advertising proposition and
justifying its efficacy and importance to an organisation.
This will concentrate on:
• Advertising as an element of the marketing mix.
Week 1
• The aims, benefits and limitations of advertising.
• The competitive context.
Advertising and Strategy
This session will focus on methods and opinions on how to use
advertising and for what objectives.
This will concentrate on:
• Emotion in advertising.
Week 2
• Advertising models and concepts.
• The strong and weak theories of advertising.
• Using advertising strategically.
• Advertising to engage.
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Learning and Teaching Strategy
Preparation for Week 1:
Key Reading: Review the Advertising elements covered in the
Marketing Communications module.
Independent Study
Task: Students will be asked to respond to a question relating to the
advertising proposition.
Session 1:
Workshop Activity 1: A lecturer-led, interactive presentation to
define the advertising proposition and justify its efficacy.
Workshop Activity 2: Group work (case study and/or activity)
relating to Why Advertise, followed by Q&A and student-led class
discussion.
Independent Study:
Key reading: Directed reading from text books, academic journals
and / or marketing press in relation to week 2 subject matter.
Independent Study
Task: Students will be asked to respond to a question relating to the
strategic aspects of advertising.
Session 1:
Workshop Activity 1: A lecturer-led, interactive presentation
focusing on advertising strategy and the theories of advertising.
Workshop Activity 2: Group work (case study and/or activity)
relating to Advertising & Strategy, followed by Q&A and student-led
class discussion.
Independent Study:
Key reading: Directed reading from text books, academic journals
and / or marketing press in relation to Week 3 subject matter.
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MSc International Marketing Handbook
Advertising Messages and Creative Approaches
This session will focus on the construction of a strategic message for
measurable gains.
This will concentrate on:
• Message source.
Week 3
• Message balance.
• Message structure.
• Message presentation.
• Advertising tactics.
Advertising Agencies
This session will focus on outsourcing to experts and the creation of
an industry.
This will concentrate on:
• Origins and development.
Week 4
• Prominent agencies.
• Major figures, their work and influence on the sector.
• Advertising agency house styles.
• Current developments and new channels including digital media.
Agency Structures and Professional Roles
This session will focus on the experts’ approach and day-to-day
interactions.
This will concentrate on:
Week 5
• Advertising as a managerial process.
• The agency-client relationship.
• How to choose an advertising agency.
• Managing an account.
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Modules
Independent Study
Task: Students will be asked to respond to a question relating
advertising messages and creative strategy.
Session 1:
Workshop Activity 1: A lecturer led interactive presentation on
advertising messages and creative strategy.
Workshop Activity 2: Group work (case study and/or activity)
relating to Advertising Messages & Creative Approaches. Followed
by Q&A and student led class discussion.
Independent Study:
Key reading: Directed reading from text books, academic journals
and / or marketing press in relation to week 4 subject matter.
Independent Study
Task: Students will be asked to respond to a question relating to
management of advertising agencies.
Session 1:
Workshop Activity 1: A lecturer led interactive presentation to
management of advertising agencies.
Workshop Activity 2: Group work (case study and/or activity)
relating to Advertising Agencies, followed by Q&A and student-led
class discussion.
Independent Study:
Key reading: Directed reading from text books, academic journals
and / or marketing press in relation to week 5 subject matter.
Independent Study:
Task: Students will be asked to respond to a question relating to
agency structures and professional roles.
Session 1:
Workshop Activity 1: A lecturer led interactive presentation to
agency structures and professional roles.
Workshop Activity 2: Group work (case study and/or activity)
relating to Agency Structures and Professional Roles, Differentiation,
and Brand Promises, followed by Q&A and student-led class
discussion.
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Modules
Independent Study:
Task: Directed reading from text books, academic journals and / or
marketing press.
Review
Consolidation of guiding principles and key concepts surrounding
advertising – from both a theoretical and management perspective.
Consolidation
Key Reading: Texts and journal papers covered to date.
Task: Summarise and group reading into key areas and themes,
linking these with examples of adverts which highlight the points
raised.
Preparation for Week 6:
Key Reading: Select one academic paper which addresses a
particular area of interest identified by your review.
Task: Consider how this paper would be of benefit to an advertising
professional and prepare a short briefing document, ready for
discussion in class.
Advertising Media & Planning
This session will focus on the building blocks for achieving SMART
objectives.
This will concentrate on:
Independent Study:
Task: Students will be asked to respond to a question relating to the
planning aspects of advertising.
Session 1:
Workshop Activity 1: A lecturer led interactive presentation to the
planning aspects of advertising.
Workshop Activity 2: Group work (case study and/or activity)
relating to Advertising Media & Planning, followed by Q&A and
student led class discussion.
Independent Study:
Key reading: Directed reading from text books, academic journals
and / or marketing press.
Reading
Week
• Selecting and using advertising communication media.
Week 6
• Media mix (online and offline).
• Budgeting and media buying.
• Competitive analysis.
Evaluation of Advertising Effectiveness
This session will focus on calculating value, efficacy and response.
This will concentrate on:
Week 7
• Monitoring.
• Measurement.
• Feedback.
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Independent Study:
Task: Students will be asked to respond to a question relating to the
evaluation of advertising.
Session 1:
Workshop Activity 1: A lecturer led interactive presentation to
relating to the evaluation of advertising.
Workshop Activity 2: Group work (case study and/or activity)
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• Control.
relating to Evaluation of Advertising Effectiveness, followed by Q&A
and student-led class discussion.
Independent Study:
Key reading: Directed reading from academic journals.
Public Perception of Advertising Medium
This weeks session will focus on the role of consumers in the
decision-making and influencing process
This will concentrate on:
Independent Study:
Task: Students will be asked to respond to a question relating to the
public perception of advertising
Session 1:
Workshop Activity 1: A lecturer-led, interactive presentation
relating to the public perception of advertising
Workshop Activity 2: Group work (case study and/or activity)
relating to Public Perception of Advertising Medium, followed by
Q&A and student-led class discussion.
Independent Study:
Key reading: Directed reading from text books, academic journals
and / or marketing press in relation to W eek 9 subject matter.
• Public opinion.
Week 8
• Social Networking.
• Single issue politics.
• Societal contribution.
• Perceived ability to influence.
• Product placement debate.
• The blurring of the lines of advertising with other. promotional
methods.
The Regulation of Advertising Practice
This weeks session will focus on Ethics and the burden of social
responsibility.
This will concentrate on:
• Controlling Advertising.
Week 9
Modules
• Taste and Decency.
• Vulnerable Consumers.
• Children and Advertising.
• Third World.
• Propaganda.
Independent Study:
Task: Students will be asked to respond to a question relating to the
regulation of advertising.
Session 1:
Workshop Activity 1: A lecturer led interactive presentation to
relating to the regulation of advertising.
Workshop Activity 2: Group work (case study and/or activity)
relating to The Regulation of Advertising Practice, followed by Q&A
and student led class discussion.
Independent Study:
Key reading: Directed reading from text books.
• Role models.
Week 10
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Future Directions in Advertising Management
This session will focus on Emerging trends and future challenges.
This will concentrate on:
Independent Study:
Task: Students will be asked to respond to a question relating to the
future directions of advertising.
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• User generated content.
• Interactive media.
• Cross-platform integration.
• Nanotechnology.
• Single issue politics and social networking.
Extension &
Consolidation
Preparation for examination
Based on course content in W eeks 1-10.
Modules
Session 1:
Workshop Activity 1: A lecturer-led, interactive presentation
relating to the future directions of advertising.
Workshop Activity 2: Group work (case study and/or activity)
relating to Future Directions in Advertising Management, followed by
Q&A and student-led class discussion.
Independent Study:
Key reading: Directed reading from text books, academic journals
and / or marketing press.
Independent Study:
Task: Review and reflect upon directed reading and course activities
carried out in Weeks 1 to 10.
Revision
Week
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eTourism and eHospitality
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc Management with Streams.
Module Leader
Sharon McAllister
Related
Modules
Pre-requisites
Co-requisites
Post-requisites
Excluded
Combinations
External Accrediting Body
None
None
None
None
None
Introduction
ICT has revolutionised the tourism and hospitality industries. The speed of
change and the scope of ICT has brought with it fundamental challenges and
opportunities for organisational management. ICT enables organisations in all its
environments, and facilitates new global interconnectivities and distribution
options in an ever changing globalised world.
Coupled with tourism being one of the world’s largest and most rapidly
expanding industries, contributing to more than 10% of global GDP and
employing over 200 million people, we have, to say the least, an incredibly
dynamic contemporary area of study.
Alongside this, the internet combines many of the features of existing media with
new capabilities of interactivity and addressability; and thus has transformed the
way individuals conduct their business with each other. Its irresistible global
growth further confirms that ICT and the internet will continue to be primary
drivers in the tourism industry, and along with it, the changing demands and
skills required by tourism managers to utilise them within the key strategic
demands of the organisation itself.
A key context of this module is the reality that only the organisations that create
real value for their customers and partners will survive in the long term
Educational Aims
This module aims to:
•
Provide a strategic overview of the use of ICT in the tourism and hospitality
industries, and to explain the impact of the emerging ICTs on a wide range of
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industry stakeholders
•
Use two key contexts of management and marketing, in both public and
private organisations and enterprises, as a central framework of analysis
•
Examine a wide range of ICT techniques and developments that relate to the
tourism and hospitality industries, and provide perspectives and options to
managers in enhancing their organisational competitiveness
•
Investigate how ICT has impacted on organisational effectiveness, and how it
can be utilised towards attaining and maintaining competitive advantage
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Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate :
K1
A comprehensive understanding of the impact of ICT within the tourism and
hospitality industries from a strategic management perspective
K2
A thorough conceptual and practical understanding of how ICT can be
integrated with management strategy, planning and decision making
K3
An appreciation of the emerging trends and capabilities of integrated ICT, and
how these are aligned with organisational growth
K4
An in-depth understanding of different organisational website objectives and
contents, and how ICT has revolutionised product distribution and marketing
Cognitive Skills
Ref
B. Students should be able to:
C1
Critically evaluate the use of ICT within hospitality or tourism contexts
C2
Critically evaluate the use of the internet and social media marketing within
hospitality or tourism contexts
C4
Recommend, choose, advise and implement appropriate ICT processes and
systems that will achieve and satisfy organisational goals and aspirations
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Have a thorough contemporary understanding of the role of ICT and the
internet within hospitality and tourism, thus be able to contribute immediately
to employers’ ICT agendas
P2
Be able to critically analyse any hospitality and tourism organisational ICT and
website offering
P3
Improve organisational ICT practice and significantly enhance decision
making skills with regard to supporting strategic formation and implementation
through the systematic and creative application of relevant frameworks,
theories and concepts
General Transferable Skills
Ref
D. Students should be able to:
T1
To analyse and establish an ICT framework and strategy consistent with the
needs and strategic aims of an organisation within hospitality and tourism
T3
To suggest different networks and systems available to the industry, and to be
able to contribute to suitable integration options
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Mode of Assessment
Note: Where appropriate, a common case study will be developed for use by both
modules in the stream with their respective questions, to be examined at a different
time.
Formative Assessment
1. Example question from exam, students to provide written answers and
receive individual and group feedback
Summative Assessment
1. 3 hour Exam (pre seen case study)
Indicative Reading
To develop your skills in finding, accessing and analyzing business information, data
and knowledge you are encouraged to explore all sources of information to drive and
enhance your learning (books, academic and professional journals, online resources,
etc.). Below is an indicative list of reading that you may find helpful in your studies;
more specific readings may be utilized throughout the module.
Core Texts:
Buhalis D. (2002), eTourism: Information Technology for Strategic Tourism
Management, Pearson, Harlow
Essential Texts:
Buhalis, D, Egger, R.(2008), eTourism Case Studies, Butterworth-Heinemann,
Oxford
Middleton, V., Fayall, A. (2009), Marketing in Travel and Tourism, ButterworthHeinemann, Oxford, P239-335
Pease, W., Rowe, M., Cooper, M., (2009), Information and Communication
Technologies in Support of the Tourism Industry, Idea Group, London
Recommended Reading:
Evans, N., Campbell, D., Stonehouse, G., (2008), Strategic Management for Travel
and Tourism, Butterworth-Heinemann, Oxford
Galliers, R., (2003), Strategic Information Management; Challenges and Strategies in
Management Information Systems, Butterworth Heinemann, Oxford
Grant, K., Hackney, R., Edgar, D., (2009), Strategic Information Systems
Management, Cengage Learning, Andover
Jones, P. (ed), (2008), Handbook of Hospitality Operations and IT, ButterworthHeinemann, Oxford
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Nyheim, P., McFadden, F., and Connolly, D. (2005). Technology Strategies for the
Hospitality Industry. Upper Saddle River, NJ: Pearson-Prentice Hall.
Poon, A., (1994), Tourism, Technology and Competitive Strategies, CABI, London
Svensonn, A., Frendberg, G., (2008), A Study of Booking Behaviour and the
Customer Decision Process in E-Tourism. Lambert Academic Publishing.
.
Other Learning Resources
A good starting point in eTourism and eHospitality is to have a look at the various
journals often featuring articles related to this area.
Current Issues in Tourism
Journal of Hospitality and Tourism Research
Journal of Tourism
Journal of Hospitality and Tourism Technology
Tourism Management
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Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account on a yearly
basis.
Module Title: eTourism and eHospitality
Syllabus
•
•
•
•
•
•
Introduction to module and subject area
The ICT revolution, and strategic management issues
eTourism – the interaction of ICT and tourism
Demand driven eTourism
Supply driven eTourism
ICT’s for strategic and operational management in key sectors of tourism and hospitality
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Week
Modules
Content
Preparatory Reading
Head Start
Introduction to ICT
This week will introduce technological concepts and to establish a
level of understanding of ICT’s, enabling an appreciation of the
technological revolution.
This will concentrate on:
Week 1
Week 2
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•
•
Awareness of technological developments and trends
Terminology and critical issues
•
How ICT impacts and transforms organisations
•
Project lifecycle
•
Identify the need for integrated managerial solutions in the
business strategy context
Implications of the ICT Revolution for business and strategy
This week students will be shown how ICT’s continue to
revolutionise society, and how they are affecting tourism business
strategy. Management strategic process will be covered, and how,
within this, ICT contributes towards competitive advantage. This is
investigated within the context of ever increasing global competition,
Learning and Teaching Strategy
Independent Study
Task:
Key Reading: Students will be expected to familiarise themselves
with the subject area through introductory reading.
Activity: Visit the websites for VisitBritain, Holiday Inn and
Centreparcs. Critically analyse the effectiveness of these websites in
relation to the differing types of organisation they represent, focusing
on their functionality, appearance, and navigation
Independent Study
Key Reading: Seminal work chapter 1
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: General discussion on student knowledge
and exposure to ICT and experience to date in relation to touristic
activity
Workshop Activity 2: Case Study - Fidelio Hotel Management
System: looking at the strategic context of their investment in ICT
Independent Study:
Key Reading: Buhalis, D., Hyun Jun, S., (2011), E-Tourism,
Contemporary Tourism Reviews, Goodfellows, Oxford
Independent Study
Key Reading: Seminal work chapter 2
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
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MSc International Marketing Handbook
and the notion of shrinking time and space.
This will concentrate on:
•
Demonstrate how ICT’s are transforming society and
business
•
Defining the key strategic contexts for organisational
analysis
•
Demonstrating how ICT’s contribute to competitive
advantage and to strengthen competitiveness
•
Show how ICT’s can support organisational development,
and to enhance their strategic position.
Modules
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study – Omena Hotels: technology
towards operational efficiency. We see how ICT reduces operational
costs and prices and how ICT and eCommerce can be instrumental
in developing new business models
Workshop Activity 2: Case Study - Pegasus Solutions: providing
interconnectivity. The study shows how Pegasus have established
themselves as a key ASP (application service provider) so that
customers can choose specific hardware and software applications
off-the-shelf without having to invest heavily
Workshop Activity 2: Case Study
Independent Study
Key Reading: further reading around this topic
eTourism – t h e d yn a mic i n t eract ion of ICT ’s and t o u
rism
This week’s session concentrates on the concept of eTourism, and
how each element of ICT has been embraced by the tourism
industry. Technological convergence, and the integration of ICT
systems capabilities has created new partnerships and opportunities
within a wide and disparate industry
This will concentrate on:
Week 3
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•
Definition of eTourism
•
How ICT’s are used in tourism and hospitality system
•
Explaining the concepts GDS’s and global distribution
channels
•
•
Understanding the issue of technological convergence
Identifying the key tourism organisation stakeholders and
explore how ICT’s integrate the entire industry and
economy
Independent Study
Key Reading: Seminal work chapter 3
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study – Feratel Media Technologies:
What is a DMS (Destination Management System)? We look at
Feratel’s strategic approach and core competence towards building
key competitive advantages through ICT
Independent Study
Task: research and read further into this week’s topic
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MSc International Marketing Handbook
Demand Driven eTourism
This week students will explore of the on-line population and how
this has affected tourism demand. Notions of customer
‘empowerment’ through ICT and the internet are investigated, and
the changing ways consumers seek interaction with tourism
organisations
This will concentrate on:
Week 4
•
The differing types of tourism demand
•
How ICT’s can satisfy the needs of consumers
•
Consumer behaviour in relation to ICT options and the
tourism product to be consumed
•
Investigating the demographics of the on-line population
Supply Driven eTourism
This week students will explore the strategic implication of ICT’s on
the tourism and hospitality industries. We will look at how these
organisations use eTourism to achieve and sustained competitive
advantage, and the key challenges of ICT options and deployment
This will concentrate on:
Week 5
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•
Explain how ICT can support tourism and hospitality to
achieve and maintain competitive advantage
•
•
Understanding the competitive environment
How ICT issues contrast between SME’s and MNE’s
•
Sustaining competitive advantage through ICT
•
How ICT’s can integrate the entire tourism value chain
Modules
Independent Study
Key Reading: Seminal work chapter 4
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study: Trip Advisor - an in-depth
investigation into the strengths and weaknesses of Trip Advisor, and
the problem of integrity and policing. We will compare this to the
eBay model and suggest possible solutions
Workshop Activity 2: Student led session: what are the tourism
products that lend themselves to internet distribution? What would
you not use the internet for?
.
Independent Study
Task: research and read further into this week’s topic
Independent Study
Key Reading: Seminal work chapter 5
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study – Tourism Technology: travel
wholesale management system. Analysing strategies Tourism
Technology employ to be the world’s leading wholesale travel
management system
Workshop Activity 2: Case Study: Carnival City – evaluating guests
in the gaming industry. New technology in the casino environment.
Independent Study
Task: research and read further into this week’s topic
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Reading
Week
Week 6
Modules
Reading Week
This week should be used to consolidate learning from the first 5
weeks of the module and to complete formative tasks that are
designed to help you complete your summative assignment.
Task: Formative assessment to be undertaken – pre read for week 6
and catch up on missed reading – A case study will be made
available on the VLE to test core concepts from Weeks 1 – 5
Operational Management and Distribution in eTourism
This week you will analyse the mechanisms and operational
requirements of the tourism and hospitality industries, in particular
looking at how these vary in differing sectors. We look at generic
requirements for internet/intranets, partner extranets and
stakeholders interaction/internet systems
This will concentrate on:
Independent Study
Key Reading: Seminal work chapter 6
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
•
Re-examining the Tourism System within this context
•
Appreciating the ICT applications required
•
The requirement for an integrative approach throughout the
organisation and industry
•
eBusiness and the need for integrated management
solutions
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study – Amadeus: the evolution of GDS
Workshop Activity 2: Case Study – a look at Emirates Airlines and
their operations management with key focus on catering systems for
their aircraft at Heathrow. How do they manage to cook, clean and
distribute tens of thousands of meals a day and make sure they are
fresh and culturally acceptable for the route. ICT is a key component.
Independent Study
Task: Further familiarisation with this area
Week 7
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Social Media Marketing
This week will focus on how tourism and hospitality can and has
embraced this potentially powerful tool. Social media marketing
concentrates on creating content that attracts attention from a
trusted source. Its open accessibility and the ability to communicate
with so many consumers brings with it great opportunities, but at the
same time profound dangers.
Independent Study
Key Reading: Middleton, V., Fayall, A. (2009), Marketing in Travel
and Tourism, Butterworth-Heinemann, Oxford, P239-335
This will concentrate on:
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study – STA Travel’s multi-level
strategic approach for embracing social media
Workshop Activity 2: Student led exercise forming a social media
•
What is social media marketing?
•
The advocacy model and its relationship to tourism
•
The global growth of social media and how tourism
Recommended: Cox, C., Burgess, S., Sellitto, C., Buultjens, J.,
(2008), Consumer-Generated Web-Based Tourism Marketing, CRC,
Gold Coast
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MSc International Marketing Handbook
organisations vary in strategic approach
•
•
Consumer-generated web-based tourism marketing
•
How ICT can benefit both small and large hotels
•
Understanding the sources of competitive advantage within
this sector
•
Demonstrate the key technologies and software applications
•
The importance of integrated intranet, extranet and internet
applications
The future ICT challenges for this sector
•
Week 9
eDestinations
This week students will look at the key strategic role of ICT for
destinations. A destination is an amalgam of thousands of
independently owned and controlled concerns, and ICT is key to
creating an umbrella for consumer accessibility and information.
Thus ICT is core to strategic planning, managing and marketing, and
in particular with relation to destination branding.
This will concentrate on:
•
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campaign for a hospitality business
The opportunities and threats of social media marketing
eHospitality
This week students will look in depth at the role of ICT’s in hotels
and similar accommodation establishments as well as restaurants,
catering and corporate hospitality. We will see how internal
efficiencies are gained, as well as enhanced communication with
partners and customers
This will concentrate on:
Week 8
Modules
Demonstrating how destination management systems can
constitute a network of interconnected stakeholders on local,
regional and national levels.
Independent Study
Task: Students are asked to research a number of examples of
effective social media marketing within tourism and hospitality
Independent Study
Key Reading: Seminal work chapter 8
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study - Sino Hotel Group: handling multiproperty operations. This case study explores how this giant hotel
chain centralised customer and corporate information through ICT
systems
Workshop Activity 2: Case Study – InterContinental Hotels:
managing inventory with HOLIDEX PLUS
Key Reading: Buhalis, D, Egger, R.(2008), eTourism Case Studies,
Butterworth-Heinemann, Oxford p15-83
Independent Study
Key Reading: Seminal work chapter 11
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
VisitBritain, (2010), Britain Marketing & 2012 Games Global Strategy
2010-2013, Policy Document
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study - VisitBritain: a research based
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•
How ICT’s enable DMO’s and DMC’s.
•
How ICT can facilitate competitive advantage and develop
destination branding.
eAirlines, eTour Operators and eTravel Agents
This week the student will understand to role of ICT’s in three major
sectors of the tourism industry, and how these differ. Major
technology applications and software will be discussed, and how
these are aligned. The key issue of disintermediation will also be
discussed
This will concentrate on:
Week 10
Extension &
Consolidation
Revision
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•
The technologies used in these sectors
•
The strategic and tactical aspects of ICT utilisation
•
The sources of competitiveness and how ICT can support
these
•
Debate the key issues for the future
Modules
exercise in understanding the role of NTO’s and their networks of
stakeholders. We will investigate thoroughly the effectiveness of the
website and interconnectivities
Workshop Activity 2: In-depth strategic analysis of VisitBritain’s
use of ICT and the internet before, during and after the Olympic
Games 2012, in order to promote UK tourism and refresh Brand
Britain
Independent Study
Key Reading: Reflective log of learnings from sessions
Independent Study
Key Reading: Seminal work chapters 7, 9 and 10
Buhalis, D., (2002), Information Technology for Strategic Tourism
Management, Pearson, Harlow
Activity 1: A lecture focusing on the key content and learning
outcomes described.
Workshop Activity 1: Case Study – Expedia and lastminute.com:
from reservation systems to lifestyle portals
Workshop Activity 2: Case Study – TUI: integrating destination
information
Activity 2: The final session will embed the key learning outcomes
plus module reflection and review.
This week will allow students to build upon the knowledge gained
throughout the module and concentrate on:
Further development of key syllabus components
Preparing for examination based on course content weeks 1-10
Independent Study:
Task: Review and reflect upon directed reading and course activities
carried out in Weeks 1 to 10
Revision of the Syllabus
Students should use this week to consolidate their learning.
Independent Study:
Task 1: Further readings following formative assessment and
feedback earlier in the module.
Task 2: Students to recap on Learning Outcomes.
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Modules
Operations Management & Service Excellence
General Information
School
Business School
Level
Level 7 (Masters Level)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Dr Sharon Wheatley
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
(if appropriate)
None
Introduction
This module encourages you to interrogate and understand the nature of an organisation’s
processes and their contribution to organisational performance. It is designed and delivered
to give you access to useful theories, strategies and techniques in this field.
The module considers the role of operations in relation to overall business strategy and
competitiveness. In particular, this course focuses on service operations across a range of
international organisations.
The module aims to enable critical analysis of a wide range of approaches to operations
management, including the monitoring and measurement of the effectiveness and efficiency
of service operations to support the achievement of excellence.
Educational Aims
This module aims to:
• Provide an in-depth appreciation of operations management in an international
context.
• Demonstrate link between operations design and the achievement of business
strategy.
• Critically analyse ways in which the Operations function contributes to the
organisation’s competitiveness, particularly in a service environment.
• Enable students to grasp the nature and tools of operations management and how
these link to institutional success.
• Appreciate the importance of quality and how to instigate improvement.
• Develop managerial skills and group working.
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Modules
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a:
K1
Systematic understanding of the role of operations management in the delivery of
service excellence.
K2
Critical appreciation of how, using appropriate methodologies and techniques,
operations management contributes to organisational competitiveness in a global
context.
K3
In depth knowledge of key concepts and tools of operations management at the
forefront of the discipline, especially in relation to service operations.
Cognitive Skills
Ref
B. Students should be able to:
C1
Critically analyse and evaluate theoretical concepts within operations management
and demonstrate an ability to link these to practical applications and case examples.
C2
Identify and analyse information sufficiently to establish and implement effective
operations management processes.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Through process analysis identify with precision operations problems in unfamiliar
situations and suggest solutions with appropriate justifications.
P2
Clearly and professionally communicate conclusions from operations analyses to
specialist and other audiences utilising appropriate methods to support these aims.
P4
Support continuous improvement of business processes through the application of
tools of quality management.
General Transferable Skills
Ref
D. Students should be able to:
T1
Demonstrate consideration of others when engaging in group activities.
T3
Communicate recommendations for improvement with clarity & detail appropriate to
the intended audience.
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Modules
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Element].
In addition to the summative element, the module contains one (1) task to assist you in
evaluating your progress in the module [the Formative Element].
Formative Element
Please Note: This element does not count towards your final module grade.
1. Mock Exam
Students will be asked to prepare answers to 2 or more questions from the type of
questions they should expect in the exam. Due Date: Week 6.
This module is assessed through one (1) Graded element; you must achieve a pass in the
element to pass the module.
Summative Element
Please Note: You must achieve a pass the following elements to pass the module.
1
One 2 hour unseen assessment [100% of Module Grade].
The exam will include a short question section and a case-study section.
Coursework Handout: Day, Date, Month, Year.
Coursework Due Date: Time, Day, Date, Month, Year.
The formative and graded element is awarded a percentage grading according to the Level 7
(Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (Distinction, Pass) the final module grades will be
combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Key Texts
Students will be directed to appropriate sections of these texts during the module.
Additional Texts
Johnston R & Clark G (2005) Service Operations Management: Improving Service Delivery,
2nd Edition, Prentice Hall
Meredith, JR. and Shafer, SM. (2007) Operations Management for MBAs (3rd edition). John
Wiley and Sons.
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Modules
Background Reading
Listed below are texts which provide background to the concepts and content of the module
and which may be used for reference either during the course or in your subsequent
professional roles.
Books
Cachon, G. and Terwiesch C. (2009) Matching Supply with Demand. (2nd Edtion). McGrawHill.
Chopra, S and Meindl P. (2007) Supply Chain Management (3rd edition) Pearson/Prentice
Hall.
Hopp, W and Spearmnan, M. (2008) Factory Physics (3rd Edition). McGraw-Hill
Chase, R.B., Aquilano, N.J. and Jacobs, F.R. (2006) Operations Management for
Competitive Advantage (11th edition), McGraw-Hill/Irwin
Davis, M Heineke Operations Management. Integrating Manufacturing and Services (5 th
edition) McGraw-Hill.
Heizer,J. and Render, B. (2008) Operations Management (9th edition), Pearson
Education
Slack N, Chambers S & Johnston R (2010) Operations Management, 6th Edition, Prentice
Hall
Slack N, Chambers S, Johnston R & Betts A (2009) Operations & Process Management:
Principles & Practice for Strategic Impact
Journal Articles
Academy of Management Review
Administrative Science Quarterly
Business Review
European Management Journal
Harvard Business Review
International Journal of Production & Operations Management
Journal of Business
Journal of Operations Management
Management Today
Web Resources
www.berr.gov.uk
www.cbi.org.uk
www.cips.org
www.efqm.org
www.globalreporting.org
www.pmi.org
www.weforum.org
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Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account on a yearly
basis.
Module Title: Operations Management & Service Excellence.
Syllabus:
•
•
•
•
•
•
•
•
•
•
Operations strategy
Mapping Service Processes
Customer & Supplier Relationships
Capacity Management
Resource Planning
Lean Services
Quality Management
Project Management
Process Improvement
People, Organisation Culture & Change
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Week
Modules
Content
Introduction
This will concentrate on:
Head Start
Week 1
•
What is meant by service operations management?
•
How is service defined?
•
Critical evaluation of different types of services and
service processes.
•
Service-goods continuum.
Operations Strategy
The first Lecture sets the scene for the Module,
introducing students to the broad discipline of Operations
Management, the nature & place of Operations Strategy &
key concepts, such as process thinking.
During the 1970s and 1980s the term operations
management became more common, reflecting two
trends. The first was used to imply that many of the
ideas, approaches and techniques traditionally used in the
manufacturing sector could be equally applicable in the
production of services and secondly the term expanded
beyond core production processes to include processes
such as purchasing, distribution, after-sales service
etc. Recent interpretations of operations management
include the processes across the whole organisation.
Learning and Teaching Strategy
Directed reading for EBL.
Key Reading: Chapter 1 of Johnston & Clark (2005)
Task: using Table 1.1 from the chapter above, identify the type of service that
could classify the following companies; BPP University, Olymipic organising
committee, Interflora, Google, Hilton Hotels.
Session 1: 180 minutes
Workshop Activity 1: Tutor led interactive lecture session, overview of
frameworks
Workshop Activity 2: (at appropriate stages during the interactive lecture)
Group discussion building on head start activity: type of service
Small group activity: Formule 1 and Mwagusi Safari Lodge, critical evaluation of
4Vs characteristics and their impact on process design (Slack, 2010, p21)
Independant Study
Key Reading: Chapter 2 of Johnston & Clark (2005) & chapter 3 of Slack
(2010)
Task:for next session:Select 4 service organisations and define their concepts
and levels of focus. Critically evaluate possible options open to each in relation
to operations design.
• Definitions
• From 'Production' to 'Operations'
• The Process Perspective
• Input-Transformation-Output model
• Levels of Analysis
• End-to-end Processes
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Modules
• Strategic Impact
How to judge the success of a service operation
•
Customer value
•
Delivering Brand Values
•
Making a financial contribution to the organisation
•
Delivering an organisational contribution
Service Processes (Johston & Clark, 2005)
Types of service and volume, variety, variation, visibility
characteristics.
Mapping Service Processes
This week’s session examines key aspects of detailed
process design that dictate the way materials, information
and customers flow through the process. These design
decisions determine the actual performance of the
process in practice and contribute to the performance of
the whole business.
When customers judge a business to be good or bad it is
based on their direct contact with products or services.
The Service Concept (Johnston & Clark, 2005)
Detailed process mapping (Slack et al, 2010)
Week 2
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•
Process Design and Analysis
•
Definitions
•
Process Flow Objectives
•
Process Mapping
•
Process Visibility
•
Task Precedence
•
Series & Parallel Configurations
•
Cycle Time & Process Capacity
•
Process Balancing
•
Throughput, Cycle Time & WIP
Session 1: 180 minutes
Workshop Activity 1:
Tutor led interactive lecture session, overview of frameworks
Workshop Activity 2: (at appropriate stages during the interactive lecture)
a) Group debate from operations pre-work
b) In small groups design a process for making a cup of tea on a white board.
As a whole group compare and contrast levels of detail and draw out salient
features of the processes as designed.
Tutor to suggest changes to design parameters (eg: 200 people to be served
tea in 20 minutes in a conference tea break). As a group, suggest ways of
amending design, and ascertaining that throughput levels will meet desired
output levels
c) Working in small groups evaluates the service concept of Daniel Hersheson.
Examine the design of this new form of hair dressing service to Identify areas
for improvement and consider unintended outcomes that are evident. (Slack,
2010, p122/3)
Independent Study
Task: The process-based approach to product and service design could be
seen to imply that new products and services are created in response to
consumer demand. Does this weaken its applicability to novel products and
services?
Key Reading: Read chapter 3 of Johnston & Clark (2005)
Read and think about case studies and associated activities and prepare to
contribute to the seminar activities posted for the next session.
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MSc International Marketing Handbook
•
Little's Law
•
Process Variability
•
Process performance (Quality, Speed, Dependabilty,
Flexibility, Cost)
Customer & Supplier Relationships
This session examines supply chain relationships that
form the overarching operations management activity that
dictates an operation's delivery performance by controlling
flow of products and services from suppliers to the end
customer.
Supply Chain
Week 3
•
What is it?
•
Supply Chain Objectives
•
•
Lean & Agile Chains
Transnational & Partnership Relationships
•
Supplier Selection
•
Multi-Sourcing
•
E-Commerce
•
Service Level Agreements (SLA)
•
Supplier Development
•
•
Logistic Services
Customer Development
Modules
Session 1: 180 minutes
Workshop Activity 1:
Tutor led interactive lecture session, overview of frameworks
Workshop Activity 2:
Small group exercise: GSV software (Johnston & Clark, 2005, p73)
Small group exercise: 7/11 Japan (Slack et al, 2010, p398, or Forensic Science
Laboratory, Singapore (Johnston & Clark, 2005, p166)
Small group exercise: The Gap between perception, reality and intention (Slack
et al, 2010, p642)
Key Reading: Read chapter 8 of Slack et al (2009)
Read and think about case studies and associated activities and prepare to
contribute to the seminar activities posted for the next session.
• Supply Chain Dynamics
Customer Relationships
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•
Customer segmentation
•
Customer Retention
•
Managing Customer Relationships
•
Ethics: the supply chain and customer relationships
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MSc International Marketing Handbook
Week 4
Capacity Management
This week’s seminar examines an organisation’s
capability to supply current and future demand through
capacity management, taking a medium-term
perspective. This is set in the context of trade-offs
between customer service and cost. Insufficient capacity
leaves customers unserved and excess capacity
increases costs.
Inventory is the term used for materials awaiting use in
manufacturing, part-processed goods and finished
products. In the case of service operations, they can be
piles of paperwork, stock or queues of customers. They
can be costly, tying up working capital, and may be risky
because items held in stock could deteriorate, become
obsolete or get lost. Of critical importance to service
inventory is the cost when customers walk away because
there are too many other inventory items ahead of them in
the queue, thus capacity management is as important in a
service context as in more traditional manufacturing
environments.
Capacity Management
•
What is it?
•
Demand-Capacity Mismatches
•
Setting Base Capacity
•
Level Capacity, Chase Demand & Manage Demand
Plans
•
Capacity Control
Modules
Session 1: 180 Minutes
Workshop Activity 1:
Interactive tutor led session
Workshop Activity 2:
Review the ‘Getting the message’ case study on p 317 (Johnston & Clark,
2005). Quick writing exercise: critically evaluate the impact on card retailers of
the expanding non-seasonal card market. Review initial drafts after inventory
section of session.
Review the National Blood Service case study (Slack, 2010, p341). Identify
factors that make this inventory planning and control example complex in
relation to holding costs, order costs and stock-out costs.
Independent Learning
Task: Write a short critical appraisal of the observation that cost minimisation is
not an appropriate objective for inventory management, since many
organisations (eg supermarkets, car dealerships) make most of their revenue
by holding and supplying inventory
Key Reading: Chapter 10, Slack et al (2010)
Read the subtext case study and prepare to contribute to seminar activity.
• Yield Management
Inventory Management
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•
What does inventory mean in the context of services?
•
Reasons for Inventory
•
Inventory Reduction
•
Inventory Profiles & Costs
Section 2, Page 203
MSc International Marketing Handbook
•
Economic Order Quantity
•
Gradual Replacement & the Economic Batch Quantity
•
Timing of Inventory Orders
Modules
• Continuous & Periodic Review
• The ABC System
Inventory Information Systems
Resource Planning
This session will review how Resource Planning and
Control enables materials, information and/or customers
to flow smoothly through processes, operations and
supply networks using resources efficiently and without
unnecessary delay.
Week 5
Reading
Week
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•
What is it?
•
Customer Interface
•
•
Supplier Interface
Basic Planning & Control Calculations
•
Integration of Human & Automated Decision Making
•
Information Integration
•
Loading
•
•
Sequencing
Scheduling
•
•
Introduction to Gantt Charts
Theory of Constraints
•
Monitoring & Control.
Reading Week
This week should be used to consolidate learning from the
first 5 weeks of the module and to complete formative
tasks that are designed to help you complete your
summative assignment.
Session 1: 180 Minutes
Workshop Activity 1: Interactive tutor led session
Workshop Activity 2: In small groups review the Air France case study (Slack
et al, 2010, p273) and note that 'many decisions still rely on human
judgement'. Examine the scheduling activities and agree which of them are
most likely to require human intervention. As a whole group discuss the
interaction between sophisticated expert computer systems and people that
utilise the information they generate.
In small groups review the subText Studies case study (Slack et al, 2009,
p333) and identify ways in which the company could avoid late delivery without
compromising freedom for staff in the design studio, and present your findings
to the whole group.
Independent Learning
Task: Write a summary of the differences in approach to scheduling described
between Kinepolis (just above point 4 on p337) and the UCI cinema (point 4 on
p337). Consider the advantages and disadvantages from the perspective of
the operations manager and contrast with the perspective of the customer.
Key Reading: see reading week.
Key Reading: Read the two core texts.
Exercise: Dummy assessment question formative assessment
Section 2, Page 204
MSc International Marketing Handbook
Lean Services
This week examines how lean synchronisation can be
used to meet demand instantaneously, with perfect quality
and no waste, using Just-in-Time (JIT) principles.
Week 6
•
What is Lean Synchronization?
•
Benefits of Synchronized Flow
•
Lean & 'Just in Time'
•
Lean Services
•
Barriers to Lean
•
The 5 Lean Principles
•
The 7 Wastes
•
Pull Control & Kanbans
•
Lean Supply Chains
•
Lean versus Agile
Quality Management
This session will review how Quality Management
ensures consistent conformance to customer
requirements or expectations though focus on process
management, and can provide the basis for management
system improvement activities.
Week 7
Version 0.4
•
Definitions and Concepts
•
Total Quality Management
•
Quality & the Gap Model
•
Quality Measurement
•
Cost of Quality
•
Controlling Quality
•
Compliance - regulatory and voluntary standards and
specifications
•
Quality Management & ISO9001: 2008
Modules
Session 1:180 Minutes
Workshop Activity 1: Interactive tutor led session
Workshop Activity 2: Watch the video about use of the 5S approach in offices
http://www.youtube.com/watch?v=AUaJ9roHj2s&feature=related
Group discussion: how well do the principles taken from lean manufacturing
work in an office environment?
As a group, using the Boys & Boden case study (Slack et al, 2009, p337),
identify the lean 7 wastes in the current process and how these can be
reduced. How would such changes improve cost effectiveness? Or Lean
Hospitals case?
Revisit the Formule 1 case study from week 1 – identify lean principles in the
design of operations
Independent Learning
Task: During the following week, if you visit a fast food restaurant, a coffee or
sandwich shop, think about how you are served and look for ways in which the
7 wastes are evident or have been reduced or elminated. Write a brief
summary of your observations.
Session 1: 180 Minutes
Workshop Activity 1: Interactive tutor led session.
Workshop Activity 2: Small group activity: Quality at Magic Moments (Slack et
al, 2010, p500) identify changes to customer expectations, and changes made
to operations to reduce the gap between delivered service and desired service.
Referring to p501 classify the identified gaps according to the suggested
categories.
Independent
Additional activity:
Post seminar reflection: critically evaluate the statement ‘conformance to
ISO9001 is too formulaic. It encourages operations to substitute a recipe for a
more customised and creative approach to managing operational improvement
Key Reading: Read Slack et al, Chapter 13
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MSc International Marketing Handbook
•
Management Standards & CSR
Project Management
This will concentrate on:
Week 8
•
What is it?
•
The Project Environment
•
Project Difficulty
•
Stakeholders
•
Project Objectives, Scope & Strategy
•
•
Project Management Skills
Project Planning
•
Work Breakdown Structure
•
Time & Resource Estimation
•
Dependencies & Constraints
•
Variations on Network Planning
•
Project Monitoring & Assessment
•
Intervention & Acceleration
Process Improvement
All operations, no matter how well managed, can be
improved. This session will draw together ideas and
themes raised in previous weeks to examine how these
can be applied to the activity of improvement itself.
This will concentrate on:
Week 9
Version 0.4
Modules
•
What is Improvement?
•
Performance Measurement
•
•
The Balanced Scorecard
Target Setting
•
•
Benchmarking
Importance-Performance Matrix
•
Sandcone Theory
Session 1: 180 Minutes
Workshop Activity 1: Interactive tutor led session
Workshop Activity 2: Using example on p527 (Slack et al, 2009) as a group
prepare a Gantt chart, and calculate the fastest time in which the operation can
be completed. If the deadline for the project is 40 weeks, what actions could
you take to ensure successful project completion.
Key Reading: Case studies cited for Week 9 seminar activities
Session 1: 180 minutes
Workshop Activity 1:
Interactive tutor led session
As a group discuss how process improvements can be identified and
prioritised.
Workshop Activity 2:
Review the EXL case study (p436) and the use of the importance-performance
matrix. With reference to the operations methods covered previously in this
module, what actions should the company take?
Task: Write a 500 word report examining the criticism that Business Process
Re-engineering (BPR) looks only at work activities rather than people who
perform the work.
Key Reading: Chapter 14, Johnston & Clark (2005).
Section 2, Page 206
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•
Choosing an Improvement Path
•
Breakthrough Improvement
•
Business Process Re-Engineering
•
Continuous Improvement (ISO Model)
•
Improvement Cycles
People, Organisational Culture and Change
The final seminar in the module will examine process
improvement and change in the context of services,
emphasising the role of people and culture in the
achievement of successful organisational outcomes.
Service People
Week 10
•
Understanding pressures on service providers
•
Managing & Motivating service providers
• Managing customers
Organisational Culture & the Management of Change
•
Understanding oganisational culture
•
Types of organisational culture
• National cultures
Information about revision session
Any Questions
Version 0.4
Modules
Session 1: 180 minutes
Workshop Activity 1:
Interactive tutor led session
Workshop Activity 2:
Small group activity: quick writing exercise: describe and critically evaluate the
advantages and disadvantages of using a scripted response when dealing with
customers.
Small group activity: Passright scenario, cultural web analysis
Small group activity: Amnesty International (Jonston & Clark, p463)
1 is it possible to describe the culture of Amnesty International as a whole
organisation? Support your decision with appropriate examples from the case
study.
2 When implementing change are there particular issues that Amnesty
International need to pay attention to at nation and international level?
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Modules
Stakeholder Relationship Management
General Information
School
Business School
Level
Level 7 (Masters Level)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Sharon McAllister
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
The Chartered Institute of Personnel and Development
Introduction
Managing stakeholders and their issues and priorities is critical to the success of initiatives
as an organisation can proactively change its destiny by doing a better job of managing their
stakeholders and addressing their concerns. Stakeholder management underpins all areas
of Human Resources Management and therefore importance is given to creating positive
relationships with stakeholders through the appropriate management of their expectations
and agreed objectives.
Within this module you will develop a comprehensive understanding of the concepts of
stakeholder relationships and you will explore the suggestion that stakeholder satisfaction is
critical for successful companies in a hypercompetitive environment. You will apply these
concepts through stakeholder identification, mapping and communication.
This module gives the learner the opportunity to analyse what determines the success or
failure of relationships with stakeholders and how to re-engage them. It offers an insight into
how an organisation can achieve its strategic objectives by interpreting and influencing both
the external and internal environments and by creating positive relationships with a range of
stakeholders through the appropriate management of their expectations and agreed
objectives.
Studying this module, you will learn how to build rapport, trust and relationships with
stakeholders, understand workplace communications, negotiation and conflict resolution.
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Modules
Educational Aims
This module aims to:
•
•
•
•
•
Develop a deep and systematic understanding of stakeholder relationship management
in the context of HRM.
Develop skills for business leadership to influence, lead and manage effective
interpersonal relationships, including those with the stakeholders.
Build upon knowledge base with the varying perspectives of stakeholder relationships,
providing a conceptual understanding and critical awareness of the subject area.
Develop a comprehensive awareness of the impact of positive stakeholder relationships
internal and external.
Discuss the key areas of HRM where stakeholder relationship management is
particularly imperative.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Deep and systematic understanding of the concept of stakeholder relationship
management.
K2
Comprehensive understanding of organisational relationships with various
stakeholders.
K3
High level of understanding on how to carry out stakeholder analysis.
K4
Critical understanding of the impact of positive stakeholder relationships.
Cognitive Skills
Ref
C1
C2
C3
C4
B. Students should be able to:
Evaluate role in stakeholder relationship enhancing programs and activities to support
organisational strategies.
Effectively use expertise to recommend stakeholder relationship management
interventions.
Demonstrate the ability to have originality, self- direction and initiative in diagnosing
and resolving relationship issues.
Creatively tap into the depth of knowledge and understanding in order to
systematically advise on complex scenarios associated with stakeholder relationship
management.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Recognise and effectively manage complex issues using appropriate analytical tools
and techniques, anticipating future trends and arguing alternative approaches to
solving relationship issues.
P2
Effectively communicate complex ideas, arguments and conclusions clearly to
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Modules
specialist and non-specialist audiences using a range of appropriate media and
methods.
P3
Demonstrate the ability to be able to plan and self manage and have originality and
self- direction in tackling and solving problems in a wide variety of situations.
P4
Demonstrate comprehensive awareness and ability to manage the implications of
ethical dilemmas.
General Transferable Skills
Ref
D. Students should be able to:
T1
Exercise initiative and take personal responsibility when dealing with different
situations in the workplace by working with others whilst maintaining a professional
profile.
T2
Make decisions in complex and unpredictable situations where there is a need to
show leadership and is able to deliver good practice solutions.
T3
Demonstrate their ability to be independent learners who are able to plan their own
development and reflect upon experiences which will enable them to show their
commitment to continuing professional development.
T4
Demonstrate a critical understanding of the needs of the stakeholders whilst
presenting in relevant formats the methodologies and recommendations.
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Element].
In addition to the summative elements, the module contains one (1) task to assist you in
evaluating your progress in the module [the Formative Element].
Formative Element
Please Note: These elements do not count towards your final module grade.
1.
Business Presentation
A case presentation or webinar (15mins) to key stakeholders of an organisation regarding
the management of this relationship. To be performed in groups.
Formative Assessment Brief Handout: Week 2
Formative Assessment Presentations: Week 5
Summative Element
Please Note: You must achieve a pass in the following element(s) to pass the module.
1.
2000 word White Paper [100% of Module Grade]
2000 word white paper on stakeholder theory and its impact on the organisation or sector
considered in the formative. [100% of Module Grade]
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Modules
To support the final paper you will also prepare and present your own critical
evaluation of the importance of stakeholder relationship management in your own
organisation.
Summative Assessment Brief Handout: Week 4
Summative Assessment Presentation: Week 10
Summative Assessment Paper Due Date: Week 13
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (Distinction, Pass) the final module grades will be
combined according to the Diagram of Outcomes Leading to Award, detailed in your
programme handbook.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
BOURNE, L. (2009) Stakeholder Relationship Management: A maturity model for
organizational implementation. Farnham, Surey: Goweer Publishing Limited
Books and Texts
SCHARIOTH, J. and Huber, M. (2003) Putting Excellence in Stakeholder Management
Germany: Springer-Verlag
HUBER, M. SCHARIOTH, J. and PALLAS, M. (2004) Putting Stakeholder Management into
Practice Germany: Springer-Verlag
FREEMAN, R. (2010) Strategic Management: A Stakeholder Approach
Cambridge: Cambridge University Press
PHILIPS, R. (2011) Stakeholder Theory: Impact and Prospects
Cheltenham: Edward Elgar Publishing Limited
COLLINGS, D. and WOOD, G. (2009) Human Resources Management: A Critical Approach
Oxon: Routledge
EDWARDS, T. and REES, C. (2006) International Human Resources Management
Harlow: Pearson Education Limited
Academic and Professional Articles
British Journal of Industrial Relations: Available at: www.cipd.co.uk/journals
Employee Relations
European Journal of Industrial Relations
Human Resource Management Journal: Available at: www.cipd.co.uk/journals
Industrial Relations Journal
International Journal of Human Resource Management: Available at:
www.cipd.co.uk/journals
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People Management: Available at: www.cipd.co.uk/journals
Personnel Review
Work, Employment and Society
Websites
www.bis.gov.uk
www.cbi.org.uk
Website of the CBI, the Confederation of British Industry
www.cipd.co.uk
Website of the Chartered Institute of Personnel and Development
www.equalityhumanrights.com
Website of the Equality and Human Rights Commission
www.eurofound.europa.eu
Website of Eurofound – a tripartite EU agency
www.equalities.gov.uk
Website of the Government Equalities Office
www.tuc.org.uk
Website of the TUC, the Trades Union Congress
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Modules
INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: Stakeholder Relationship Management.
Syllabus
•
•
•
•
•
•
•
•
Stakeholder identification.
The principles of stakeholder management.
Manage working relationship with stakeholders.
Stakeholder Theory.
Stakeholder relationship management supporting Marketing activity
Stakeholder cultures.
Design a communication strategy.
Implementing stakeholder relationship management strategies and interventions.
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Week
Head Start
Week 1
Modules
Content
Introduction
An understanding of the concepts and principles of
stakeholder management relationships.
Preparation for Week 1:
Key Reading:
Stakeholder Identification
Explores the identification of stakeholders within
organisations and the impact stakeholders play in
varying operating environments.
This will concentrate on:
Independent Study
Key Reading:
• Who are our stakeholders?
• The significance of stakeholders in private, public
and voluntary sectors.
• Tools and techniques to identifying stakeholders.
Stakeholder Analysis and Mapping
Explores the process and methods of analysing and
mapping the power/influence of stakeholders.
This will concentrate on:
Week 2
Learning and Teaching Strategy
• Stakeholder analysis methods.
• Stakeholder mapping.
• Understanding power and influence.
BOURNE, L. (2009) Stakeholder Relationship Management: A maturity model for
organizational implementation. Farnham, Surey: Goweer Publishing Limited
Watch/Listen/Task:
BOURNE, L. (2009) Stakeholder Relationship Management: A maturity model for
organizational implementation. Farnham, Surey: Goweer Publishing Limited
Session 1:
Workshop Activity 1: Tutor led exercise: critical assessment of the tools and
techniques used to identify stakeholders.
Workshop Activity 2: Tutor led discussion: the significance of stakeholders in all
sectors.
Independent Study:
Key Reading:
Session 1:
Workshop Activity 1: Tutor led discussion: What do we need to carry out
stakeholder analysis?
Workshop Activity 2: Tutor led exercise: Stakeholder mapping and analysis in
Case study organisations.
• Stakeholder profiling.
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Principles of Stakeholder Management
This will concentrate on:
• General principles of stakeholder management.
• Clarkson Principles.
• The application of the principles.
Week 3
Manage Working Relationship with Stakeholders
This will concentrate on:
Week 4
Week 5
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•
Assess stakeholder relationship with the
organisation.
•
Use methods to review history & current standing
of relationship with stakeholders.
•
Review and monitor effectiveness of stakeholder
management.
•
Evaluate effectiveness of programs and activities.
Stakeholder Theory
Explore the current theories and concepts of
stakeholder relationships
Modules
Independent Study:
Section II
BOURNE, L. (2009) Stakeholder Relationship Management: A maturity model for
organizational implementation. Farnham, Surey: Goweer Publishing Limited
Read article: Principles of stakeholder management
http://www.vectorstudy.com/management_theories/clarkson_principles.htm
Session 1:
Workshop Activity 1: Tutor led discussion on the application of the principles of
stakeholder management.
Workshop Activity 2: Critically evaluate the Clarkson principles of stakeholder
management.
Independent Study:
Read case study article on implementing stakeholder management
http://www.emeraldinsight.com/journals.htm?issn=13683047&volume=12&issue=3&articleid=1742329&show=html
Article for Activity 2
http://www.bkconnection.com/static/The_Stakeholder_Strategy_EXCERPT.pdf
Session 1:
Workshop Activity 1: Tutor led discussion: What are the essential attributes of an
organisation that facilitate the creation of positive stakeholder relationships?
Workshop Activity 2: Tutor led exercise: discuss the characteristics of the old
and new approaches (management vs. collaboration), critically evaluate the
effectiveness of each of the approaches.
Independent Study:
Task: Which of the approaches does your organisation take, management or
collaborative? Critically analyse this approach – does it have the desired outcome?
Independent Study:
Read this text relating to stakeholder theory
http://www.referenceforbusiness.com/encyclopedia/Sel-Str/Stakeholder-
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This will concentrate on:
• Evaluate the major theories and how these are put
into practice in organisaitons.
• Application of stakeholder theory to key HRM
interventions.
Formative assessment presentations
Reading
Week
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Theory.html
Session 1:
Workshop Activity 1: Tutor led discussion on the major theories of stakeholder
relationship management. Critically evaluate the ability to apply these theories into
organisations.
Workshop Activity 2: Formative assessment presentations.
Independent Study:
Task:
Reading Week
Consolidation of learning to date and preparation for
Weeks 6 to 10.
Consolidation
Key Reading: BOURNE, L. (2009) Stakeholder Relationship Management: A
maturity model for organizational implementation. Farnham, Surey: Goweer
Publishing Limited.
Reflective Report
Prepare a reflective report on your formative assessment presentation, learnings
can be taken forward for your formative assessment presentation.
Stakeholder Relationship Management Supporting
HRM Policies and Practices.
This will concentrate on:
Independent Study:
CIPD Tool:
http://www.cipd.co.uk/hr-resources/practical-tools/hr-employeecommunication.aspx
Session 1:
Workshop Activity 1: Tutor led discussion: identify the skills required by an HR
professional to build effective relationships to support/boost organisational
performance.
Workshop Activity 2: Tutor led group presentation: Demonstrate your skills to
influence and manage stakeholders by presenting your business case with impact
to your key stakeholders on the introduction of a chosen HR intervention.
Independent Study:
Task: Critically review HR’s relationships with stakeholders in your own
organisation.
•
HR professionals’ role in stakeholder
relationship management.
•
Ethical and professional skills for effective
relationship management.
•
Key policies and practices requiring significant
stakeholder engagement.
Week 6
Week 7
Modules
Stakeholder Cultures
Independent Study:
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This will concentrate on:
• Organisational cultures that focus on stakeholder
relationship managment.
• The role of the stakeholder culture.
• Building effective stakeholder cultures.
Design a Communication Strategy
This session will focus on design a communication
strategy to support positive stakeholder relationships.
This will concentrate on:
Week 8
•
Choosing the appropriate channels to engage
stakeholder.
•
Effective use of Communication techniques and
channels.
•
Evaluating the effectiveness of communication
strategies.
Implementing Stakeholder Relationship
Management Strategies and Interventions
This will concentrate on:
•
Week 9
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Organisational readiness to implement systematic
stakeholder relationship management.
Analyising and planning strategies and
interventions.
Successful organisational implementation of
strategies to manage stakeholder’s relationship.
•
Modules
Key reading: Paper on stakeholder cultures
http://eur.academia.edu/WillFelps/Papers/629005/Ethical_theory_and_stakeholderrelated_decisions_The_role_of_stakeholder_culture
Session 1:
Workshop Activity 1: Tutor led discussion: Identifying organisational cultures that
embed positive stakeholder relationships.
Workshop Activity 2: Case study exercise: Analysing the culture of the case
study organisations in relation to stakeholder relationships.
Independent Study:
Read about communication strategies:
http://web.idrc.ca/uploads/userS/1226604865112265957811Chapter_6%5B1%5D.pdf
Session 1:
Workshop Activity 1: Tutor led discussion – how do we engage stakeholders?
Analyse the communication techniques and channels.
Workshop Activity 2: Tutor led group exercise: Critically evaluate the
communication strategies in the case study organisations.
Independent Study:
BOURNE, L. (2009) Stakeholder Relationship Management: A maturity model for
organizational implementation. Farnham, Surey: Goweer Publishing Limited
Read article:
http://www.emeraldinsight.com/journals.htm?issn=13683047&volume=12&issue=3&articleid=1742329&show=html
Session 1:
Workshop Activity 1: Tutor led discussion: Identifying organisational readiness to
implement systematic stakeholder relationships management.
Workshop Activity 2: Tutor led exercise: Critically evaluate strategies and
interventions for case study organisations.
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Week 10
Extension &
Consolidation
Revision
Week
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Modules
Summative Assessment Presentations
This session will be allocated to the presentations
which support the assessment papers.
Feedback
This will be given by the Tutor outside of the session.
Preparation for Examination
Based on course content in Weeks 1 – 10.
Independent Study:
Task: Review and reflect upon directed reading and course activities carried out in
Weeks 1 to 10.
Students should use this week to consolidate their
learning.
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MSc International Marketing Handbook
Modules
Project Management in Marketing
General Information
School
Business School
Level
Level 7
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Sharon McAllister
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
Chartered Institute of Marketing
Introduction
This unit focuses on the proactive development and delivery of a justified management
process to support the initiation, implementation and control of marketing projects, including
the use of research and information and preparing proposals and briefs to identify needs
comprehensively.
Educational Aims
This aims of this module are to:
•
•
•
•
Encourage a deep and rigorous approach to collecting and analysing information and
data from disparate secondary sources
Promote the recognition that information gaps exist and should be bridged by some
form of primary research undertaking in order to fully build and present justified
business cases
Enhance organisational orientation whereby identifying, analysing, managing and
mitigating risk becomes part and parcel of all elements of the marketing management
process
Apply and align the core concepts of marketing management with project
management to a variety of organisational marketing problems
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a:
K1
Deep and systematic understanding of project management techniques in a
marketing context
K2
Comprehensive understanding of range of marketing tools and techniques to support
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Modules
the development and implementation of a range of marketing projects
K3
Critical understanding of risks and suggestions on how to mitigate for risks facing the
organisation and the achievement of its business and marketing objectives
Cognitive Skills
Ref
B. Students should be able to:
C1
Evaluate the role of organisational capability and capacity to deliver against marketing
projects
C2
Use of project management tools and techniques, to deliver marketing projects
effectively, in terms of quality, resource and delivery
C4
Demonstrate the ability to have creativity ection and initiative in identifying and
mitigating risks in marketing projects
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Develop an effective business case, complete with justifications, financial
assessments and consideration of the organisation’s resource capacity and capability
P2
Design, develop and plan significant marketing programmes, using project
management tools and techniques
P3
Identify the organisation’s information needs, scope of research projects and resource
capability to underpin the development of a business case to support marketing
projects
General Transferable Skills
Ref
D. Students should be able to:
T1
Make decisions in complex situations where there is a need to show leadership and
be able to deliver good practice solutions
T2
Demonstrate a critical understanding of the needs of the organisation in developing
and managing projects
T4
Demonstrate their ability to monitor and measure the effectiveness and outcomes of
projects
Mode of Assessment
This module is assessed through the completion of one work based assignment integrated
across the complete unit. It requires the student to apply the learning they have undertaken
in a synergistic way, bringing together various aspects of their studies to solve organisational
problems or to develop new organisational initiatives. Students have two assessment
Options to choose from.
Formative:
1. Project Plan
Complete a project plan using a project management technique of your choice to be
delivered as a written piece.
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Modules
Summative:
1. 2000 word White Paper [100% of Module Grade]
Write a critical evaluation of a implemented project (case to be provided) using theory where
appropriate to justify your findings in no more than 2000 words plus appendices
Indicative Reading
To develop your skills in finding, accessing and analyzing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc.). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Key Text
Martin,. P. and Tate, K. (2001) Getting started in project management. Chichester, John
Wiley & Sons
Workbook
BPP (2010) Project Management in Marketing: study text. London, BPP Publishing.
Additional Texts
Collier, P.M. (2009) Accounting for managers. 3rd edition. Chichester, John Wiley & Sons.
Cooper, R.G. (2011) Winning new products: accelerating the process from idea to launch.
4th
edition. NY, Basic Books.
Creswell, J.W. (2008) Research design: qualitative, quantitative and mixed method
approach.
3rd edition. Thousand Oaks, Sage.
Davies, G. (2011) How to pass your marketing exams: The guide to becoming a successful
marketing student. Cornwall, Gary Davies.
Doyle, P. (2008) Value-based marketing: marketing strategies for corporate growth and
shareholder value. 2nd edition. Chichester, John Wiley & Sons.
Easterby-Smith, M. et al (2008) Management research: theory and practice. 3rd edition.
London,
Sage.
Jankowicz, A.D. (2004) Business research projects. 4th edition. London, Thomson.
Jobber, D. (2009) Principles and practice of marketing. 6th edition. Maidenhead, McGrawHill.
Lewis, J.P. (2007) Mastering project management: applying advanced concepts to systems
thinking, control and evaluation, resource allocation. 2nd edition. Maidenhead, McGraw-Hill.
Lock, D. (2007) Project management. 9th edition. Aldershot, Gower.
McDaniel, C. and Gates, R. (2010) Marketing research essentials. 7th edition. Chichester,
John Wiley & Sons.
Peter, J. P and Olsen, J.C. (2010) Consumer behaviour and market strategy. 9th edition.
Maidenhead, McGraw-Hill.
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Ward, K. (2003) Marketing finance: turning marketing strategies into shareholder value.
Oxford,
Butterworth Heinemann.
BPP (2010) CIM Professional Diploma Assessment Workbook.
BPP (2010) CIM Professional Diploma in Marketing: passcards. London, BPP Publishing.
Academic and Professional Articles
CIM Insight Team (2005) Fair trade? The Marketer, January, pp6-8.
Couillard, J. (1995) The role of project risk in determining project management approach.
Project Management Journal, December, pp3-13.
Firat, A. F. and Schultz, C. L. (1997) From segmentation to fragmentation: marketing
strategy in the postmodern era. European Journal of Marketing, Vol31(3/4), pp183-207.
(article available via library photocopying service)
Ford, E. C. et al (2005) Mitigating risks, visible hands, inevitable disasters, and soft
variables: management research that matters to managers. Academy of Management
Executive, Vol19(4), pp24-38.
Graves, R. (2000) Qualitative risk assessment. PM Network, Vol14(10), pp61-66.
Hamburger, D. H. (1990) The project manager, risk taker and contingency planner. Project
Management Journal, Vol21(4), pp11-16.
Hooley, G. J. et al (1992) Our five year mission: to boldly go where no man has been before.
Journal of Marketing Management, Vol8(1), pp35- 48.
Hulett, D. T. (1995) Project schedule risk assessment. Project Management Journal,
Vol26(1), pp21-31.
Kaplan, R. S. and Norton, D.P. (1992) The balanced scorecard: measures that drive
performance. Harvard Business Review, Vol70(1), pp71-79.
Kaplan, R. S. and Norton, D.P. (1993) Putting the balanced scorecard to work. Harvard
Business Review, Vol71(5), pp134-147.
Kaplan, R. S. and Norton, D.P. (2000) Having trouble with your strategy? Then map it.
Harvard Business Review, September-October, pp167-176.
Levine, H. A. (1995) Risk management for dummies: managing schedule, cost, technical risk
and contingency. PM Networks, Vol9(10), pp31-33.
Maigan, I. and Ferrell, O. C. (2004) Corporate social responsibility and marketing: an
integrated framework. The Journal of the Academy of Marketing Science, Vol32(1), pp3-19.
Mitchell, C. (2002) Selling the brand inside. Harvard Business Review, January, pp99-105.
Sanghera, S.(2005) Why so many mission statements are mission impossible. Financial
Times, 22 July, p13.
Zadek, S. (1998) Balancing performance, ethics and accountability. Journal of Business
Ethics, 17 October, pp1421-1441.
Online Resources
http://www.rba.co.uk/sources/ [Links to a wide selection of business information sites]
http://www.berr.gov.uk/ [UK government department (formerly DTI) site covering macroenvironmental issues in depth]
http://www.esomar.org [Gives access to topical and contemporary issues in research;
suggest you download the online publication ‘Research Issues’ ]
http://www.bp.com/productlanding.do?categoryId=6913&contentId=7043155 [Contemporary
content around ethics and sustainability]
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http://www.bitc.org.uk [A general weblink for data and information particularly around the socioeconomic environments]
http://www.cim.co.uk – especially the Marketing Resources area
http://www.valuebasedmanagement.net/methods_eva.html [Link to definition, outline and
application of Economic Value Added concepts trademarked by the American firm of
consultants Stern Stewart]
http://www.axsellit.com/balancedscorecard.aspx [Download a demonstration version of
balanced scorecard software ]
http://www.timesonline.co.uk/articles [A useful and browse able up to date site for
contemporary issues]
http://www.thetimes100.co.uk/downloads/npower/npower_13_full.pdf
http://www.theirm.org/publications/documents/Risk_Management_Standard_030820.pdf
http://www.projectsmart.co.uk/risk-management.html
http://www.apm.org.uk/ListofDownloads.asp
http://office.microsoft.com/en-gb/FX010857951033.aspx (Download a free trial of MS
Project)
http://www.prince2.com/prince2-downloads.asp
http://www.hyperthot.com/project.htm
http://www.businessballs.com/project.htm
http://www.projectsmart.co.uk/project-planning.html
http://www.bized.uk [A general web link with particularly good content and case study]
The Marketer [www.themarketer.co.uk]
CIM Marketing Resources centre [www.cim.co.uk/marketingresources]
Business Week [www.businessweek.com]
Marketing Week [www.marketingweek.co.uk]
Marketing Magazine [www.marketingmagazine.co.uk]
Financial Times [www.ft.com]
Business Link [www.businesslink.gov.uk]
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INDICATIVE SCHEME OF WORK
Module Title: Project Management in Marketing
This unit will focus on the proactive development and delivery of a justified management process to support the initiation, implementation and
control of marketing projects, including the use of research and information and preparing proposals and briefs to identify needs
comprehensively.
The unit will also focus upon evaluating marketing project proposals and prioritising them on the basis of fit with market conditions,
organisational capacity, competitor activity and strategic management, while concurrently managing the associated risk of implementing
particular plans.
Ultimately, the unit will also cover the implementation of marketing proposals including an in-depth view of project management, but also
integrating knowledge from the other units at this level.
By the end of this unit, students should be able to develop an effective business case within different organisational contexts and justify their
project proposals in terms of fit with the marketing strategy, evaluation of risk and the effective use of organisational capacity and capability
Syllabus
•
•
•
•
•
•
•
•
•
•
Marketing information
Briefing and presenting research
Building the business case for marketing projects
Delivering the business case for marketing projects
Understanding risk
Risk management
Project planning and marketing
The marketing project plan
Project management tools and techniques
Controlling and evaluating projects
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Week
Head Start
Week 1
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Modules
Content
Introduction.
This week will concentrate on:
•
Introducing the course
•
Preparatory work for the next lecture
Marketing Information
Introduction to the module. Introduction to the IXeo Case Study which
students should have been asked to read prior to commencing
sessions. Brief students that the long term plan is to prepare a project
plan for a whole new branding strategy for IXeo working through this
as seminar activities
This week will concentrate on:
• Applied contextual research
• Situational specific evidence
• Gap analysis
• Empirical prerogatives.
• Business intelligence
• Product/process innovation
• Culture
• Source management
• Output dissemination
• Specialist sources
• Consultancy/advice
• Corporate data
• Operational data
• Functional data
• The data fuelled organisation
• Data manipulation and utilisation
• Confidentiality and integrity
Learning and Teaching Strategy
Key Reading:
Read chapter 1 of Key Text
Session 1: 180 minutes
Workshop Activity 1:
Critically assess the scope and type of marketing information required to
develop effective business cases using both primary and secondary data:
Critically assess how organisations determine their marketing information
requirements and the key elements of user specifications for the purposes of
building a case:
Critically assess the scope, structure and characteristics of MIS and MkIS as
marketing management support systems and evaluate their importance to
business cases for marketing projects
Workshop Activity 2:
Working in groups students to analyse the key issues and challenges facing
IXeo in terms of their branding in order to identify the core project challenges
that will enable the development and implementation of a new brand strategy
Independent Learning
Students to identify the primary and secondary information needs to be able
to establish an exact position with regards to IXeo
Key Reading:
Jobber Chapter 7
BPP Study Text
Chapter 1
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
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Modules
• Business databases.
Week 2
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Briefing and Presenting Research
This week will concentrate on:
• Problem definition
• Objectives
• Information requirements
• Data collection
• Report parameters
• Timescales
• Resource allocation
• Control and contingency.
• Proposal scoring
• Brief reviewing
• The brief/proposal mechanic
• Effort required for proposal versus available budget
• Decision to use in-house or external agency resources
• Utilisation of existing data
• The marketing dashboard
• Graphs, charts and tables
• Pie charts
• Flow diagrams
• Spreadsheets
• Correlation and regression
• Strategic impact statements
• Effect and outcome metrics
• Investment and income budgets
• Measurement and control
• Project reports
Session 1: 180 minutes
Workshop Activity 1:
Develop a research brief to meet the requirements of an individually specific
case for marketing
Critically evaluate a full research proposal to fulfill the brief supporting the
information needs of the case and make recommendations for improvement
Identify and evaluate the most effective methods for presenting marketing
information and making specific marketing recommendations relating to
product/service development and implementation as part of the case
Workshop Activity 2:
Using the IXeo Case Study, students to work in groups to prepare a research
brief so that they get a better understanding first hand of the brand
challenges the organisation faces. Note: students are not expected to be
research experts as such but should be able to develop a brief appropriately
Independent Learning
Students to prepare a brief presentation of no more than 8 slides, to present
their research brief to class at the beginning of the next session.
Key Reading:
Jobber Chapter 7
BPP Study Text Chapter 2
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
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Building the Business Case for Marketing Projects
This week will concentrate on:
• Customer objectives
• Management objectives
• Profit objectives.
• Projections
• Forecasting
• Pre/post trend extrapolation
• Historical data review
• Econometrics.
• Customer specific profiling
• Cross criteria scoring
• Contextualised positioning.
Week 3
Modules
Session 1: 180 minutes
Workshop Activity 1:
Groups to present their research briefs. Group discussion and critical
evaluation to identify what constitutes a good brief
Define business case objectives for marketing plans and specific high
expenditure marketing activities:
Critically evaluate and assess the marketing potential for business case
activities, including consideration of the assessments required to achieve the
potential proposition
Critically assess and evaluate customer groups relevant to the business
case, matching their buying characteristics to the marketing proposition
through the use of market research information
Workshop Activity 2:
Working in the same small groups, students are asked to prepare a business
case for the CEO on the total requirements for the development of the brand
strategy. To do this, they will need to undertake the following assessment:
•
An analysis of the travel and tourism market concentrating on
customers, construct, size and trends.
An analysis of IXeo’s business portfolio concentrating on customer
profiling, operational management and potential financial return
Independent Learning:
Using the analysis prepared in the Workshop Activity 2, students to ascertain
the following requirements to support their justification
•
•
Costs of information
•
Costs relating to implement the plan in terms of resource capability
and capacity Marketing mix requirements, identifying where
adjustments need to be made to deal with the wider impact on all
stakeholders
Costs of adapting the marketing mix and any other elements of the
business for the purpose of presenting the business case.
Key Reading:
Jobber Chapter 7
BPP Study Text Chapter 3
•
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Modules
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
Week 4
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Delivering the Business Case for Marketing Projects
This will concentrate on:
• Management of the marketing mix
• Investment/divestment.
• Skills and competence
• Role definition
• Cross functionality
• Agency management
• Investment and income budgets
• Recruitment
• The marketing report
• A structured presentation
• Knowing the audience
• Key impact indicators
• Findings, prioritisation and conclusion.
Session 1: 180 minutes
Workshop Activity 1:
Discuss the costs for the IXeo business case as identified in post Workshop
Activity 2. Identify sources of costing information used and their merits.
Determine the extent to which an organisation’s marketing mix may need to
be amended or adjusted to meet the requirements of the customer and
broader stakeholders, and consider the impact of the change on the
organisation:
Critically assess the resource capability and capacity to deliver the business
case proposals and consider the competency and skill requirements of both
internal and external resources to deliver the business case proposition:
Present the business case and associated marketing plans for consultation
and consideration, with full justifications for the proposed product/service
initiatives and how they will support the delivery of marketing strategies and
plans
Workshop Activity 2:
Working in the same small groups, students to complete their business case
and present to class as a formal presentation for critical evaluation and
discussion
Independent Learning:
Students to complete and hand in their assessment project proposal for tutor
feedback
Key Reading:
Gray and Larson Chapters 5 & 8
BPP Study Text Chapter 4
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
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Week 5
Understanding Risk
This will concentrate on:
• Definition of risk
• Risk perspective
• Probability management
• Risk culture
• Strategic management.
• Strategic
• Operational
• Financial
• Knowledge
• Compliance
• Project-based areas of risk.
• Internal strategic, operational, financial and hazard
• External social, legal, economic, political and technological.
Modules
Session 1: 180 minutes
Workshop Activity 1:
Introduce the topic of risk, first watching the video clip
http://www.youtube.com/watch?v=732rmkuFC7o&feature=related
Critically evaluate the importance of developing an understanding of risk
assessments in organisations in order to protect long term stability of a range
of marketing projects
Critically evaluate the differences between the following types of
organisational risk:
Analyse and assess the potential sources of risk, of both internal and external
origins, directly related to a specific case and consider the impact of these
risks on the organisation:
Workshop Activity 2:
Working in small groups, students to undertake a detailed risk assessment for
IXeo identifying the three levels of risk the organisation faces in implementing
its new brand strategy:
Strategic
•
•
Operational
• Project based areas of risk
Independent Learning:
Students to download and read the IRM Risk Management Standard from
http://www.theirm.org/publications/PUstandard.html and be prepared to
discuss the content in class
Key Reading:
Gray and Larson Chapter 7
BPP Study TextChapter 5
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
IRM Risk Management Standard
Week 6
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Risk Management
This will concentrate on:
• Risk audit
• Risk evaluation
Session 1: 180 minutes
Workshop Activity 1:
Group discussion about the importance of identifying level of risk introduced
by watching the video clip http://www.youtube.com/watch?v=FRvsa-
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Week 7
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Modules
• Risk report
• Risk treatment
• Risk monitoring.
• Customer assessment
• Management assessment
• Profit assessment.
• Organise for risk
• Incorporate risk management
• Risk avoidance
• Risk transfer
• Risk financing.
yNZk8&feature=related
Design a risk management programme appropriate to measuring the impact
of risk in the context of marketing projects
Undertake risk assessments on marketing projects and assess the impact of
short/long-term tactical changes to the marketing plan:
Critically evaluate the different approaches organisations can take to mitigate
risk in order to reduce its potential to harm the organisation or its reputation
Workshop Activity 2:
Working in small groups, with the IXeo Case Study, students to recommend
potential mitigation strategies to reduce the potential for the risk, indicating
the ramifications of failing to undertake the implementation of the brand
strategy
Independent Learning:
Students to undertake a analysis of the financial risks facing IXeo based on
the amount of spend required for the implementation of the brand strategy
Key Reading:
Gray and Larson Chapter 7
BPP Study Text Chapter 6
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
Project Planning and Marketing
This will concentrate on:
• Business impact analysis
• Event tree analysis
• Threat analysis
• Scenario analysis and planning
• Assumption analysis
• Probability analysis.
• Risk audits
• Risk management objectives
• Risk reporting
• Risk awareness
• Risk response
Session 1: 180 minutes
Workshop Activity 1:
Open a group discussion about risks identified within their own organisations
and how risk is managed within the organisation
Critically assess the strategic impact of implementing proposed risk control
measures versus the strategic impact of taking no action
Develop a range of methods for monitoring, reporting and controlling risk on
an ongoing basis for project implementation
Workshop Activity 2:
Continuing to work with the IXeo Case Study, each group of students should
complete the work on risk and present to their peers for critical evaluation and
discussion
Independent Learning:
Students to complete their audit draft and send to tutor for feedback
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• Industry benchmarking.
Key Reading:
Gray and Larson Chapter 7
BPP Study Text Chapter 7
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
The Marketing Project Plan
This will concentrate on:
• Managing dynamics
• The marketing/project interface
• The project structured organisation
• Planning, implementation and control
• Policies, strategies and methodologies
• Managing the project life cycle.
• Types of project
• Strategic context
• Operational context
• Tactical context
• Short/medium/long term objectives
• Quality, investment and delivery
Session 1: 180 minutes
Workshop Activity 1:
Discuss the importance of a culture of project planning, inviting students to
discuss their own organisations approach.
Critically evaluate different approaches to developing a culture of project
planning within the marketing function and the organisation
Critically evaluate soft and hard projects in the context of marketing and
consider the differences in terms of project implementation
Workshop Activity 2:
Working in groups, students to prepare a project plan to support the
implementation of a new Brand Strategy utilising the information from the
IXeo case study accordingly. In doing so, consider the timing, resources,
activities required, etc, to bring this project to a successful conclusion
Independent Learning
Students to identify the approach to project planning within the marketing
department of their own organisation or an organisation of their choice, using
an organisation chart to illustrate how this fits with the organisation as a
whole
Key Reading:
Gray and Larson Chapters 1 & 3
BPP Study Text Chapter 8
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
Project Management Tools and Techniques
This will concentrate on:
• Project initiation
• Scope and objectives
• Beginning/end dates
• Key/core deliverables
Session 1: 180 minutes
Workshop Activity 1:
Discuss how students approach marketing project planning within their
marketing department, who is involved and their skill levels and qualifications.
Are consultants commissioned to work on projects? How are projects
visualized (Gantt charts?)
Develop the main stages of a marketing project plan, identifying the activities,
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• Methodology adaptation
• Project limitations
• Risk management
• Outline budgeting
• Project implementation
• Schedules/schemes of work
• Resource reviews
• Personnel requirements
• Project termination
• Project evaluation.
• The project scoping document
• Goals, objectives and critical success factors
• In/out of scope
• Risk highlights
• Assumptions
• Roles and responsibilities
• Stakeholder management.
• Work breakdown structure
• Cost analysis
• Estimate forecasting
• Gantt charts
• Critical path analysis
• Histograms
• Phase management
• Feedback control systems.
estimating time and cost, sequencing of activities, and assess the
competency and skills required of the people needed to deliver the project
Critically assess the importance of and techniques for establishing the
marketing project’s scope, definition and goals relative to the organisational
marketing plan
Utilise a range of tools and techniques to support project planning,
scheduling, resourcing and controlling of activities within the project to enable
effective and efficient implementation
Workshop Activity 2:
Working in groups, students to complete their project plan to support the
implementation of a new Brand Strategy utilising the information from the
IXeo case study accordingly. In doing so, consider the timing, resources,
activities required, etc, to bring this project to a successful conclusion
Independent Learning:
Students to complete their assignment draft and send to tutor for feedback
Key Reading:
Gray and Larson Chapters 4, 6 & 8
BPP Study Text Chapter 9
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
Controlling and Evaluating Projects
This will concentrate on:
• The project scorecard
• Objective review
• Budget review
Session 1: 180 minutes
Workshop Activity 1:
Summarise the PMIM module discussing the dynamic evolution of the
marketing function and the practical fact that organisational management and
planning are presenting common denominators. Marketing projects and
project management principles are inextricably linked and a paradigm exists
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• Update reporting
• Productivity
• Corrective action plans.
• Variance analysis
• Outcome matrices
• Profit/lose analysis
• Liquidity analysis
• Asset utilisation analysis
• Investment performance analysis
• Productivity analysis
• value analysis
• Marketing mix analysis
• Lessons learned.
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Utilise a variety of methods, measurements and control techniques to enable
effective monitoring and measuring of progress throughout the project to
ensure that it is completed to specification, on time and within budget
Critically Assess the main techniques for evaluating effectiveness, success or
failure of a marketing project on its completion
Workshop Activity 2:
Each group to present their IXeo project plan to peers for critical evaluation
and discussion
Key Reading:
Gray and Larson Chapter 13
BPP Study Text Chapter 10
CIM Case study IXeo Ltd, (December 2008 SMIP Case Study)
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Public Relations Frameworks
General Information
School
Business School
Level
Level 7 (Masters)
Credit Value
15 Credits
Contact Hours
30 Hours
Programme(s)
MSc International Marketing
Module Leader
Sharon McAllister
Related
Modules
Pre-requisites
None
Co-requisites
None
Post-requisites
None
Excluded
Combinations
None
External Accrediting Body
None
Introduction
US academics, Cutlip et al., (2006:5) define public relations as “the management function
that establishes and maintains mutually beneficial relationships between an organisation and
the publics on whom its success or failure depends.”
This emphasis on groups of people (the term “publics” is often used interchangeably with
“stakeholders”) that can affect an organisation and highlights the importance of
communicating with a wide range of people to maintain and enhance organisational
reputation.
Public relations is a growing profession with a remit that goes well beyond purely media
relations, incorporating issues and crisis management, public affairs and employee
communication.
It is increasingly being recognised that an organisation’s ability to communicate well with all
its key stakeholders generates communication capital that is the foundation for a strong
reputation.
Through studying this module you will develop an understanding of how organisations
develop their reputations through strategic public relations management. You will understand
how traditional and new media are integrated to generate the authenticity and transparency
required in an era of growing openness required by stakeholders. Successful completion of
this module will provide you with the sound knowledge and skills base for a career in public
relations and/or broader areas of marketing management.
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Educational Aims
This module aims to:
•
Critically analyse the growing strategic significance of public relations management for
the contemporary organisation.
•
Explore how organisations prioritise and engage with stakeholders to enhance
corporate reputation and performance.
•
Develop a body of knowledge and in-depth understanding of how organisations
maintain and enhance reputation through strategic public relations.
•
Encourage you to develop your own ability to identify issues affecting reputation and to
avoid them developing into a crisis.
•
Provide a range of opportunities for you to undertake the management of public
relations.
Learning Outcomes
Knowledge and Understanding
Ref
A. Students should be able to demonstrate a: (subject specific)
K1
Deep and systematic understanding of the values and techniques of the practice of
managing public relations.
K2
High level of awareness of current and developing issues pertaining to managing
public relations as informed by leading edge research.
K3
Detailed knowledge and understanding of public relations concepts and tools and
their application to maintain and enhance organisational reputation.
K4
Detailed knowledge of leading edge theory and practice in key public relations
disciplines.
Cognitive Skills
Ref
B. Students should be able to:
C1
Demonstrate a critical awareness of the importance of public relations management
as a primary source of organisational reputation.
C2
Creatively apply and critically evaluate public relations management theories and
concepts.
C3
Critically evaluate approaches to proactive issues management that maintain and
enhance organisational reputation.
C4
Develop and apply public relations strategies that maintain and enhance
organisational reputation.
Professional Skills and Attitudes
Ref
C. Students should be able to:
P1
Undertake public relations research that is of high quality and widely sourced to
inform managerial decision making.
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P2
Analyse complex organisational issues in order to generate justified and feasible.
public relations solutions that maintain or enhance organisational reputation.
P3
Identify, map and prioritise stakeholder groups and develop appropriate engagement
programmes.
P4
Manage campaigns that keep stakeholder groups informed and provide them with a
voice.
P5
Develop public relations plans that adopt the Barcelona principles of measurement.
General Transferable Skills
Ref
D. Students should be able to:
T1
Adopt a proactive approach to personal ethical development and sensitivity to
diversity in people and different situations which contributes to enhancing
employability.
T2
Enhance their communication and interpersonal skills by engaging in effective written
and oral communication of complex ideas and arguments, using a wide range of
media.
T3
Match their working style as an individual and when in groups to achieve and
encourage overall effectiveness.
T4
Take responsibility for initiating and controlling their own work and learning
experiences in order to improve their personal effectiveness.
Mode of Assessment
This module is assessed through the completion of one (1) independent task [the
Summative Element].
In addition to the summative element, the module contains two (2) tasks to assist you in
evaluating your progress in the module [the Formative Elements].
Formative Elements
Please Note: These elements do not count towards your final module grade.
1.
Public relations plan
Group work on a case study exercise. Students will work in small groups to develop a
set of measurable public relations objectives, adopting the Barcelona principles.
Week 5.
2.
Employee communication
Group work on a case study exercise. Students will work in small groups to develop an
internal safety campaign inside a construction company.
Week 8.
Summative Element
Please Note: You must achieve a pass in the following element to pass the module.
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3,000 Word Individual Written Assignment [100% of Module Grade]
The assessment will be in two parts. The first part will be reflective, examining
strategic public relations at a specific organisation. The review should consider both
traditional and online public relations approaches taken by the organisation. The
second part will be a public relations plan outline for a specific scenario.
Coursework Handout: Week 6
Coursework Due Date: Week 11
The formative and graded elements are awarded a percentage grading according to the
Level 7 (Masters) Marking Criteria contained in your programme handbook.
Each assessment is marked on a percentage basis and combined as a final module grade.
For the classification of your degree (First, Upper Second, Lower Second, or Third Class)
the final module grades will be combined according to the Diagram of Outcomes Leading to
Award, detailed in your programme handbook.
The assessment will take the form of a 3000 word paper in two parts, part 1; examining
strategic public relations at a specific organisation and part 2; a plan outline for a specific
scenario.
Indicative Reading
To develop your skills in finding, accessing and analysing business information, data and
knowledge you are encouraged to explore all sources of information to drive and enhance
your learning (books, academic and professional journals, online resources, etc). Below is
an indicative list of reading that you may find helpful in your studies; more specific readings
may be utilised throughout the module.
Seminal Works
Tench, R. and Yeomans, L. (2009) Exploring Public Relations, 2nd ed., Harlow: Pearson
Education.
Books and Texts
Botan, C. H., and Hazleton, V. (2006) Public Relations Theory II, Mahwah, New Jersey:
LEA.
CIPD (2010) Shared purpose: the golden thread? Survey report: CIPD.
Cornelissen, J. (2008) Corporate Communication: A guide to theory and practice, second
edition, London: Sage.
Cutlip, S., Center, A., and Broom, G. (2006) Effective Public Relations. 9th ed. Upper Saddle
River: Pearson Education.
MacLeod, D., and Brady, C. (2008) The Extra Mile, How To Engage Your People To Win,
Harlow: FT Prentice Hall.
Macnamara, J. (2010) The 21st century media (R)evolution: emergent communication
practices, New York: Peter Lang Publishing.
Phillips, D. and Young, P. (2009) Online Public Relations, Kogan Page.
Porter, M.E. and Kramer, M.R. (2011) Rethinking Capitalism, Harvard Business Review,
Jan-Feb 2011.
Regester, M. And Larkin, J (2008) Risk issues and crisis management in public relations,
third edition, London: Kogan Page.
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Ruck, K. (2010) Exploring Internal Communication, Harlow: Pearson Education.
Truss,C., Soane, E., Edwards, C., Wisdom, K., Croll, A., and Burnett,J (2006) Working Life:
Employee Attitudes and Engagement 2006, Chartered Institute of Personnel and
Development.
Wright, D. and Hinson, M. (2009) An Analysis of the Increasing Impact of Social and Other
New Media on Public Relations Practice, Institute for Public Relations.
Yi, C. & Bernoff, J. (2009) Groundswell: Winning in a world Transformed by Social
Technologies. Harvard Business School Press.
Academic Journals
Corporate Reputation Review
Corporate Communications: An International Journal
Journal of Communication Management
European Journal of Marketing
Journal of Marketing
Journal of Marketing Management
Journal of Public Affairs
Public Relations Review
Journal of Public Relations Research
Harvard Business Review
Sloan Management Review
California Management Review
Academy of Management Review
Academic and Professional Articles
Bruning, S.D., Dials, M., and Shirka, A. (2008) Using dialogue to build organization–public
relationships, engage publics, and positively affect organizational outcomes, Public
Relations Review, 34, 25-31.
Budd, J.W., Gollan, P.J., and Wilkinson, A. (2010) New approaches to employee voice and
participation in organizations, Human Relations 63 (3) 303–310.
Coombs T W (2007), Protecting organisation reputations during crisis; the development and
application of situational crisis communication theory, Corporate Reputation Review, Vol 10
(3), pp163-176.
Dortok A (2006) A managerial look at the interaction between internal communication and
corporate reputation, Corporate Reputation Review, Winter Vol 8 (4), pp322-338.
Fawkes, J (2007) Public relations models and persuasion ethics: a new approach, Journal of
Communication Management, Vol. 11 No. 4.
Fielder L and Kirchgeorg M (2007) The role concept in corporate branding and stakeholder
management reconsidered: are stakeholder groups really different?, Corporate Reputation
Review, Vol 10(3), pp 177-188.
Gregory A (2007) Involving stakeholders in developing corporate brands; the communication
dimension, Journal of Marketing Management, February Vol. 23 (1/2), pp 59-73.
Grunig, J.E. and Grunig, L.A. (2001) Public Relations in Strategic Management and Strategic
Management of Public Relations: theory and evidence from the IABC Excellence project,
Journalism Studies, 1: 2, 303 —321.
Jaques, T. (2008) A case study approach to issue and crisis management, Journal of
Communication Management, Vol 12, (3) pp192-203.
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MacLeod, D., and Clarke, N. (2009) Engaging for Success: enhancing performance through
employee engagement, A Report to Government, Department of Business, Innovation and
Skills, www.bis.gov.uk
Malmelin, N. (2007) "Communication capital: Modelling corporate communications as an
organizational asset", Corporate Communications: An International Journal, Vol. 12 Iss: 3,
pp.298 – 310.
Romenti, S. (2010) Reputation and stakeholder engagement: an Italian case study, Journal
of Communication Management, 14, 4, 306-318.
Welch, M. And Jackson, R. (2007) Rethinking Internal Communication: a stakeholder
approach, Corporate Communications: An International Journal, Vol. 12 No. 2, 2007, pp.
177-198.
Business publications
Business Horizons
Practitioner Publications
CorpComms
People Management
PR Week
Strategic Communication Management
The Economist
Total Politics
Public Affairs News
These journals are available via the Emerald and Business Source Complete electronic
database (the latter provided by EBSCO host).
Online Resources
www.cipd.co.uk
www.prca.co.uk
www.cim.co.uk
www.cipr.co.uk
www.edelman.co.uk/case-studies/corporate-reputation
www.instituteforpr.org
www.pracademy.co.uk
www.publicaffairslinks.co.uk/
www.reputationinstitute.com/knowledge-center
www.prismjournal.org/
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INDICATIVE SCHEME OF WORK
In some instances information regarding content of module is indicative - actual module content will be determined according to considerations
(for example, opportunities for work with specific external partners or new developments in the field) which are taken into account at the time of
module delivery.
Module Title: Public Relations Frameworks.
Syllabus
•
•
•
•
•
•
•
The meaning of public relations and its evolution.
Issues management.
Public relations planning.
Public relations campaigns.
Traditional and online public relations.
Engaging other key stakeholder groups.
Crisis communication and revision.
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Content
Learning and Teaching Strategy
Preparation for week 1
Key reading: Tench, R. and Yeomans, L. (2009) Exploring Public
Relations, Second Edition, Harlow: Pearson Education, chapters 15,
16, and 22.
Grunig, J.E. and Grunig, L.A. (2001) Public Relations in Strategic
Management and Strategic Management of Public Relations: theory
and evidence from the IABC Excellence project, Journalism Studies,
1:2, 303 – 321.
Head Start
Week
Task: Students to identify a topical story about any organisation
from broadsheet newspaper or leading news website. Students will
need to be prepared to discuss how the story has been reported
with fellow students and the tutor at the first workshop.
What Is Public Relations?
Approaches to public relations.
This will concentrate on:
Week 1
•
Strategic, corporate communication.
•
Marketing mix, promotion led.
The Evolution of Public Relations
This will concentrate on:
Week 2
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•
Marketing and broader stakeholder engagement.
•
Understanding how a public relations thinking is
developing.
•
Professionalism.
•
Public relations theories (excellence, critical, rhetorical).
Session 1:
Workshop Activity 1: Tutor will lead an interactive discussion about
the differences between marketing and public relations and related
links to professionalism. Working in small groups students will
discuss how marketing and public relations are complementary
functions.
Workshop Activity 2: Tutor will explain the different theoretical
approaches to public relations. Students will be asked to critique the
use of persuasion and the excellence model of public relations.
Independent Study
Key reading: Chapters 1, 2, 8 and 11, Tench, R. and Yeomans, L.
(2009) Exploring Public Relations, Second Edition, Harlow: Pearson
Education.
Romenti, S. (2010) Reputation and stakeholder engagement: an
Italian case study, Journal of Communication Management, 14, 4,
306-318.
Task: Students to come to class ready to discuss stakeholder
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•
Stakeholder identification and mapping.
21st Century Media Landscape
This will concentrate on:
•
Understanding how the mass media landscape is changing.
•
Traditional and new media.
•
Persuasion and dialogue.
•
Mass to personal communication.
Week 3
Week 4
Issues Management
This will concentrate on:
•
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Understanding how managing issues enhances reputation.
Modules
engagement at their own organisation.
Session 1
Workshop Activity 1: Tutor will introduce a discussion about
stakeholder groups and a case study exercise. Students will work on
the case study to identify and map key stakeholder groups.
Independent Study
Key reading: Chapters 1, 2, 9 and 10.Macnamara, J. (2010) The
21st century media (R)evolution: emergent communication practices,
New York: Peter Lang Publishing.
Fawkes, J (2007) Public relations models and persuasion ethics: a
new approach, Journal of Communication Management, Vol. 11 No.
4.
Chapters 4 and 13, Tench, R. and Yeomans, L. (2009) Exploring
Public Relations, Second Edition, Harlow: Pearson Education.
Task: Students to come to the class with an example of public
relations collateral from their own organisation. This can be print or a
screenshot of a website (for example a company report or screen
shot of a web page).
Session 1:
Workshop Activity 1: Tutor will highlight the differences between
traditional and new media. Students will share examples of collateral
and discuss key intended reputational messages.
Workshop Activity 2: Tutor will lead a class discussion about the
psychology of persuasion, exploring key cognitive models. Students
will discuss how design and tone of voice are used as persuasive
tools in examples of collateral brought to class.
Workshop Activity 3: Tutor will suggest that the internet is leading
to a more personalised mass communication form. Students will
work in small groups to consider how this impacts organisational
reputation management and make a short presentation on key
challenges for organisations.
Independent Study
Key reading: Chapter 18, Tench, R. and Yeomans, L. (2009)
Exploring Public Relations, Second Edition, Harlow: Pearson
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•
Issues identification and management.
•
Issues lifecycle.
•
CSR and holistic approach to the organisation.
Public Relations Planning
This will concentrate on:
Week 5
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•
Understanding how to prepare a public relations plan and
how to measure impact.
•
Research for public relations.
•
•
Public relations planning models.
Public relations measurement (Barcelona principles).
Modules
Education.
Part I, Regester, M. And Larkin, J (2008) Risk issues and crisis
management in public relations, third edition, London: Kogan Page
Bruning, S.D., Dials, M., and Shirka, A. (2008) Using dialogue to
build organization–public relationships, engage publics, and
positively affect organizational outcomes, Public Relations Review,
34, 25-31.
Task: Students to come to the class ready to discuss how to identify
risk issues.
Session 1:
Workshop Activity 1: Tutor will explain how the issues lifecycle
works in practice. Students work in small groups on a short case
study to identify when and how an issue can be tackled to prevent it
becoming a crisis.
Workshop Activity 2: Tutor will lead an interactive discussion about
how issues can be proactively managed within an organisation. This
will examine students’ understanding of the importance of taking a
proactive approach to management issues to ensure that a potential
crisis is avoided. Students will review how well McDonalds has
responded to food health issues, in small groups, and make a short
presentation on potential future issues to be managed.
Independent Study
Key reading: Chapters 9 and 10, Tench, R. and Yeomans, L.
(2009) Exploring Public Relations, Second Edition, Harlow: Pearson
Education.
Grupp, R.W. (2011) The Barcelona Declaration of Research
Principles, http://www.instituteforpr.org/2010/06/the-barcelonadeclaration-of-research-principles/
Task: Students to come to class ready to work on a short case
study public relations planning exercise.
Session 1:
Workshop Activity 1: Tutor will lead an interactive discussion about
the research required for effective public relations. Students will
work in small groups on a short case study to identify key factors
that guide the approach to public relations that should be taken.
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Workshop Activity 2: Tutor will summarise the methods used
within public relations planning. Students will work in small groups
on the case study to develop public relations objectives.
Workshop Activity 3: Tutor will highlight current thinking on the key
principles for measuring public relations activities. Students will work
on ensuring that measurable objectives are set for the case study,
adopting the Barcelona principles.
Reading Week
This week should be used to consolidate learning from the first 5
weeks of the module and to prepare for the next part of the module.
Reading
Week
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•
Selected reading (tutor specified) to consolidate/ reinforce
learning from Week 1-5.
A case study will be made available on the VLE to test core
concepts from Weeks 1 – 5.
Preparation for Week 6:
Activities:
Selected reading (tutor specified) to develop understanding of the
next part of the module.
•
Public Relations Campaigns
This will concentrate on:
Week 6
Consolidation
Activities:
•
Understanding how to implement an effective campaign.
•
Corporate public relations.
•
Consumer public relations.
•
Social marketing.
Independent Study
Key reading:
Tench, R. and Yeomans, L. (2009) Exploring Public Relations,
Second Edition, Harlow: Pearson Education, chapters 20, 28 and 29
Task: Students to consider the way that product placement is used
on television and films and to bring an example to class.
Session 1:
Workshop Activity 1: Tutor will lead an interactive discussion about
the difference between corporate and consumer public relations and
what constitutes effective consumer public relations, with
contemporary examples of case studies. Students consider the
benefits of product placement and discuss approaches used in the
examples brought to class.
Workshop Activity 2: Tutor will contrast the methods used for
social marketing with traditional advertising, using a contemporary
example of a health related campaign. Students to discuss the
psychology of persuasion and the effectiveness of health related
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social marketing.
Traditional and Online Public Relations
This will concentrate on:
•
Understanding how social media is used in public relations.
•
Traditional media relations.
•
Differentiating online public relations, digital marketing and
search marketing.
•
Philosophical principles of dialogic communications.
Week 7
Engaging Your Employees
This will concentrate on:
Week 8
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•
Understanding how internal communication is used to
engage employees.
•
Corporate Internal Communication.
•
•
Employee engagement.
Informed employee voice.
Independent Study
Key reading: Phillips, D. & Young, P., (2009) Online Public
Relations. Kogan Page, chapters 1-6.
Yi, C. & Bernoff, J. (2009) Groundswell: Winning in a world
Transformed by Social Technologies. Harvard Business School
Press, chapters 1, 9 and 10.
Task: Students to evaluate approaches to media relations to their
own organisation and come to class ready to discuss this.
Session 1:
Workshop Activity 1: Tutor will compare traditional media relations
with online public relations and will explain the evolution of social
media, differentiating online PR, digital marketing and search
marketing. Contemporary examples of traditional and online public
relations will be used to illustrate communication impact. Students
will discuss key social media platforms and their role in digital
communications in their own organisation in small groups.
Workshop Activity 2: Tutor will lead an interactive discussion about
the philosophical principles of social media, dialogic communications
and the public sphere, and behavioural communication theory.
Students will discuss the impact of social media on organisational
reputation and the wider public sphere.
Independent Study
Key reading: Welch, M. And Jackson, R. (2007) Rethinking
Internal Communication: a stakeholder approach, Corporate
Communications: An International Journal, Vol. 12 No. 2, 2007, pp.
177-198.
CIPD (2010) Shared purpose: the golden thread? Survey report:
CIPD.
Budd, J.W., Gollan, P.J., and Wilkinson, A. (2010) New approaches
to employee voice and participation in organisations, Human
Relations
63(3) 303–310
Task: Students to review how internal communication and employee
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engagement are assessed within their own organisation.
Session 1:
Workshop Activity 1: Tutor will lead an interactive discussion about
the principles of corporate internal communication and the
importance of keeping employees informed. This includes linkages
to employees as organisational ambassadors. Students to discuss in
small groups how internal communication and employee
engagement is assessed in their own organisation.
Workshop Activity 2: Tutor will highlight contemporary thinking on
the drivers of employee engagement. Students work in small groups
on a short case study exercise based on a safety campaign inside a
construction company.
Engaging Other Key Stakeholder Groups
This will concentrate on:
Week 9
•
Understanding the dynamics of engagement with the
community, government and investors.
•
Community relations.
•
•
Public affairs.
Investor relations.
Crisis Communication and Revision
This will concentrate on:
Week 10
Version 1.0
•
Understanding how to communicate effectively in crisis
situations and revision.
•
Preparing for a crisis.
•
Managing the media in a crisis.
Key reading: Tench, R. and Yeomans, L. (2009) Exploring Public
Relations, Second Edition, Harlow: Pearson Education, chapters 6,
17, 22, and 23.
Porter, M.E. and Kramer, M.R. Rethinking Capitalism, Harvard
Business Review, Jan-Feb 2011.
Task: Students to review community programmes conducted at a
specific organisation and compare these with Marks and Spencers
Plan B initiative.
Session 1:
Workshop Activity 1: Tutor will lead an interactive discussion about
community relations and the links to employee engagement and
corporate reputation.
Workshop Activity 2: Tutor will outline approaches to public affairs
and political communication. Students will evaluate recent political
communication case study in small groups.
Independent Study
Key reading: Chapter 19, Tench, R. and Yeomans, L. (2009)
Exploring Public Relations, Second Edition, Harlow: Pearson
Education.
Jaques, T. (2008) A case study approach to issue and crisis
management, Journal of Communication Management, Vol 12, (3)
pp192-203.
Section 2 Page 246
MSc International Marketing Handbook
•
Extension &
Consolidation
Extension of The Syllabus
This week will allow students to build upon the knowledge gained
throughout the module and concentrate on:
•
Revision
Version 1.0
Revision exercise and preparation for summative
assessment.
Further development of key syllabus components.
Revision of The Syllabus
Students should use this week to consolidate their learning.
Modules
Task: Students to review how BP was portrayed in the media during
the Gulf of Mexico crisis in 2010.
Session 1:
Workshop Activity 1: Tutor will outline key principles of dealing
with the media in a crisis, using contemporary case study examples.
Students work in small groups to discuss the way that BP
spokespeople responded to media interviews.
Workshop Activity 2: Students work on a short case study in small
groups and prepare a 5 minute presentation on key messages for a
media interview.
Workshop Activity 3: Tutor will re-cap on key themes and prepare
students for the summative assessment.
Independent Study
Key Reading: Further reading following
formative assessment in line with learning
outcomes.
Revision materials
Task 1: Further readings following formative assessment earlier in
the module.
Task 2: Students to recap on Learning Outcomes.
Section 2 Page 247
MSc International Marketing Handbook
Assessment
Assessment
Please read your student handbook for further information about assessment procedures
such as procedures for granting extensions or applying for special consideration.
A full set of assessment regulations is contained in the College’s Assessment Handbook,
which is available for consultation in the library.
The Purpose of Assessment
Assessment is partly for your benefit: to help you learn by giving you accurate information on
your progress and performance in order to help you reflect on your progress and plan
activities to improve your knowledge, understanding, or skills.
Assessment also gives you the opportunity to demonstrate what you have learned. It is the
means by which your achievement is measured, in relation to the aims of your programme
and national statements about standards.
All assessment is normally conducted by the programme tutors (or their designated
replacement in cases of absence or study leave) and a designated second marker for
assessments which are weighted for degree classification. Marks are internally monitored
and moderated at the conclusion of each round of assessment.
Assessment tasks and processes are themselves designed to provide you with additional
learning opportunities.
Learning Outcomes and Assessment Criteria
Most programmes are made up of a series of programme modules. Each module carries
credit, and has defined learning outcomes. These detail what you are expected to achieve
in that module. Your assessment is normally linked to the learning outcomes – to pass the
module, you are normally expected to have met the learning outcomes. (Sometimes, usually
in introductory modules early in your programme, you may be required to demonstrate active
engagement with, and clear progress towards, achieving learning outcomes that you will
take further in later modules.) You may also receive details of the criteria that will be used in
marking your work. You should use all this information to help you plan your work.
Normally, you must pass ALL modules in the programme to get your degree. You must
reach a pass standard in all the separate assessment tasks in a module in order to pass the
module (e.g. where there are two or more elements of assessment in the same module). If,
after reading your Programme handbook, you are unsure what is required to pass a module,
you should ask the module tutor.
Version 1.0
MSc Management with Streams
Marking Criteria
Marking Criteria
Criteria
Knowledge &
Understanding
(a) systematic
Understanding
(b) merging
Thought
Argument
(a) analysis,
Synthesis &
Evaluation
(b) Numerical
Analysis
(c) Argumentation
(d) Independent
Research
Version 0.4
Distinction
Merit 60-
Pass 50-
Fail
Fail
70-+%
69%
59%
40-49%
0-39%
The work displays:
The work displays:
The work displays:
The work displays:
The work displays:
(a) Clear evidence of a
comprehensive and systematic
understanding of a
considerable variety of issues,
concepts, theories and
research
(a) Clear evidence of a
comprehensive and systematic
understanding of all major and some minor - issues,
concepts, theories and
research
(a) Evidence of a systematic
understanding, which may
contain some gaps, of all
major - and some minor issues, concepts, theories and
research
(a) Evidence of an
understanding of an
appropriate range of issues,
concepts, theories and
research but has significant
gaps or misunderstandings.
(a) Evidence of a limited
understanding of issues,
concepts, theories and
research either major and/or
minor.
(b) Precise and well judged
application of thoughts and
practices at the forefront of the
discipline
(b) Some clear evidence of the
application of thoughts and
practices at the forefront of the
discipline
(b) Clear evidence of an
understanding of thoughts and
practices at the forefront of the
discipline.
(b) Unclear or imprecise
understanding of thoughts and
practices at the forefront of the
discipline.
(b) Significant gaps in the
understanding of the debates
at the forefront of the
discipline.
(a) Consistently precise,
accurate and reasoned
analysis, synthesis and/or
evaluation addressing all
issues, some with creativity
(a) precision, accuracy and
clear reasoning throughout the
analysis, synthesis and/or
evaluation addressing all
issues appropriately
(a) road levels of precision,
accuracy and reasoning in
analysis, synthesis and/or
evaluation, and addresses all
key issues
(a) errors which affect the
consistency of the analysis,
synthesis or evaluation and/or
key gaps in the issues
addressed
(a) lack of precision, accuracy
or reasoning in analysis,
synthesis or evaluation with
significant gaps in the issues
addressed
(b) Numeric analysis that is
complete and mostly free from
errors with fluent and
appropriate application of
methods.
(b) Numeric analysis that is
complete and mostly free from
errors with relevant and
effective application of
methods.
(b) Numeric analysis that is
mostly complete and free from
significant or critical errors with
appropriate application of
methods.
(b) Numeric analysis that is
mostly complete but contains
errors with significant effect, or
methods that are applied
inappropriately
(b) Numeric analysis that is
incomplete or contains errors
which have critical effect, or
methods that are applied
inappropriately
(c) Extremely strong and
consistent argument that
convincingly addresses issues
including uncertainties and
conflicts. Excellent use of
information gathered which to
support and further the
argument
(c) Evidence of an argument
that is generally convincing
with a good internal
consistency and addresses
most issues. Very good use of
information gathered to
support the argument.
(c) Evidence of an overall
convincing argument but may
have weaknesses, gaps or
inconsistencies. Clear use of
information gathered but may
have some weaknesses in the
integration into the argument.
(c) Evidence of a consistent
argument but may have
weaknesses, significant gaps
or be unconvincing. Clear use
of information gathered but
may not be sufficient to sustain
the argument.
(c) Lack of consistency or
structure in the argument.
Serious weaknesses in the
integration of evidence and/or
no awareness of the limitations
or weaknesses of the
research.
Section 2, Page 249
MSc Management with Streams
Argument
(continued)
(d) Independent
Research
Presentation
(a) structure
(b) Referencing
(c) Use of Language
Version 0.4
Marking Criteria
Distinction
Merit 60-
Pass
Fail
Fail
70+%
69%
50-59%
40-49%
0-39%
The work displays:
The work displays:
The work displays:
The work displays:
The work displays:
(d) Substantial research and
evidence of an innovative use
of a wide range of personal
research with clear and
consistent critical evaluation
both conceptually and
methodologically
(d) Clear evidence of
considerable personal
research and the use of a
diverse range of appropriate
sources but may contain
problems with consistency in
the conceptual and
methodological critical
evaluation
(d) Appropriate use of a wide
range of personal research
which is critically evaluated for
key conceptual and
methodological issues
although this may not be
consistent throughout
(d) Evidence of a range of
personal research but
evidence of methodological or
conceptual evaluation may be
limited, inconsistent or
inappropriate
(d) Over reliance on very
restricted range of personal or
secondary research much of
which may not be evaluated
and may not be directly
related to the question or area
(a) excellent structure and
presentation
(a) good structure and
presentation
(a) adequate structure and
presentation
(a) adequate structure and
presentation
(a) poor structure and
presentation
(b) precise, full and
appropriate references and
notes.
(b) full and appropriate
references and notes with
minor or insignificant errors
(b) good references and
notes with minor or
insignificant errors or
omissions
(b) Competent references and
notes but may contain
inconsistencies, errors or
omissions
(b) poor references and notes
with multiple inconsistencies,
errors or omissions
(c) Precise use of language
expressing complex thought
with clarity, accuracy and
precision which furthers and
enhances the argument
(c) Clear and precise use of
language allowing a complex
argument to be easily
understood and followed
(c) Generally clear use of
language sufficient for
arguments to be readily
understood and followed
(c) Generally understandable
use of language but significant
errors in expression affecting
overall clarity
(c) Serious errors in the use of
language which makes
meaning unclear or imprecise
Section 2, Page 250
MSc International Marketing Handbook
Assessment
Assessment Map
Consulta
ncy
Project
Reflectiv
e Log
Proposal
Consulta
ncy
report
100% Week
15
Competitive Intelligence
for Marketing
Managing International
Brands
100%
Week 15
100%
Week 15
Finance for Marketers
100%
Week 15
100%
Week 15
100%
Week 15
100%
Week 15
100%
Week 15
100%
Week 15
100%
Week 15
Advertising Management
Version 0.4
Essay
100%
Week 15
Consumer Behaviour
Operational & Services
Excellence
Manage
ment
report
100%
Week 15
International Marketing
Management
Marketing
Communications
Frameworks
International Advanced
Marketing Strategy and
Simulation
Creativity and Innovation
for International Markets
International Marketing
and Consultancy Project
Academic and Careers
Skills (Work Placement)
Digital Marketing
Frameworks
Extended &
Developmental
Take away & Time Constrained
Individu
al
Report
Individual
Presentati
on
Pre-seen
exam
Type of Assessment
Venue & Time Constrained &
Unseen
Unseen
Exam
MSC International
Marketing
100%
Week 15
Section 2, Page 251
MSc International Marketing Handbook
Stakeholder Relationship
Management
Project Management for
Marketing
Public Relations
Frameworks
Stakeholder Relationship
Management
Project Management for
Marketing
Public Relations
Frameworks
Version 0.4
Assessment
100%
Week 15
100%
Week 15
100%
Week 15
100%
Week 15
100%
Week 15
100%
Week 15
Section 2, Page 252
MSc International Marketing Handbook
Marking Criteria
Staff Contacts
Staff Member
Responsibility/ position
Email
Terry Kendrick
Director Of Programmes
[email protected]
Sharon McAllister
Head of Programme
[email protected]
[email protected]
Kieran Hutley
Programme Support
Mike Blee
Lecturer
[email protected]
Sharon Wheatley
Lecturer
[email protected]
Robert Goate
Lecturer
[email protected]
Tim Lane
Lecturer
[email protected]
Val Broadin
Lecturer
[email protected]
Phil Seaman
Lecturer
[email protected]
Emmanuel Asiedu
Lecturer
[email protected]
Ioannis Mantzaris
Lecturer
[email protected]
Version 1.0
Section 2 Page 253
MSc International Marketing Handbook
Programme Regulations
Programme Regulations
MSc International Marketing
1.
Authority
These regulations are made under the College’s General Academic Regulations and are
validated with the programme leading to the MSc International Marketing
2.
Conflict with the General Academic Regulations
Except to the extent that the Academic Council has specifically approved derogation, in the
event of a conflict between these regulations and the College’s General Academic
Regulations, the latter shall prevail.
3.
Conditions for Admission
To be admitted to the programme candidates must have:
a)
English as their first language or an honours degree that was delivered in English or
is able to prove efficiency in English language equivalent to IELTS score of 6.5 or
better.
b)
A lower second class honours degree or above (or equivalent) in any discipline from
a U.K. or recognised overseas university.
c)
Accreditation of prior and experiential learning. The rules and policies on the
accreditation of prior learning contained in the Programme’s Admissions Manual shall
apply to this programme.
4.
Conditions of Acceptance
a)
Terms and conditions
An offer of a place on the programme is subject to the terms and conditions stated in
the documentation accompanying the offer in the Programme Admissions Manual.
b)
Induction
All applicants accepted onto the programme must attend the Induction Course.
5.
Changing Modules or Specialisations
Subject to the approval of the Director of Programmes, a candidate may be permitted
to change from one module or specialisation to another at an appropriate point in the
programme.
6.
Registration for modules
Candidates are only entitled to sit an assessment if they have registered for the
relevant module in accordance with the procedures laid down in the Student
Programme Handbook.
Version 1.0
Section 2 Page 254
MSc International Marketing Handbook
7.
8.
Reassessment of failed elements
a)
Where an assessment is divided into more than one component. A student
who fails one or more assessment component(s) will only be reassessed in
the failed assessment component(s).
b)
A student shall be permitted three attempts at each assessment component;
one first sit and two resits.
c)
Where a student resits and passes an assessment component the
component mark shall be capped at the pass mark and the capped mark shall
appear on the transcript.
Conditions for the Granting of Awards
a)
No students shall be entitled to enrol for an award other than the MSc
Marketing
b)
A student who completes an approved programme of study, as described in
the Diagram of Outcomes Leading to Award and Programme Learning
Outcomes, shall be awarded an MSc Marketing.
c)
Those students who choose to exit the Programme without completing it may
nevertheless be entitled to exit with an award of either a:
d)
9.
Programme Regulations
•
Postgraduate Certificate (with either Pass or Distinction classification)
provided they complete an approved programme of modules and the
learning outcomes for such award as set out in the Programme
Handbook.
•
Postgraduate Diploma (with either Pass or Distinction classification)
provided they complete an approved programme of modules and the
learning outcomes for such award as set out in the Programme
Handbook.
Candidates shall gain the relevant award with Distinction where they have
satisfied the requirements for the award and have obtained an Aggregate
Weighted Percentage Mark (as calculated according to the Manual of Policies
and Procedures) of 70% or above.
Programmes of Study for the Granting of Awards
a)
Version 1.0
To be awarded a Master of Science (Honours) Marketing students must have
completed as approved programme of study as set out below:
Section 2 Page 255
MSc International Marketing Handbook
Module
Programme Regulations
Requirement
Credits
Page
International Marketing
Management
Compulsory
15 Credits
p. 22
Consumer Behaviour
Compulsory
15 Credits
p. 36
Competitive Intelligence for
Marketing
Compulsory
15 Credits
p. 50
Managing International Brands
Compulsory
15 Credits
p. 67
Interim Exit Award: Postgraduate Certificate in International Marketing
Finance for Marketers
Compulsory
15 Credits
p. 79
Marketing Communications
Frameworks
Compulsory
15 Credits
p. 90
International Advanced Marketing
Strategy and Simulation
Compulsory
15 Credits
p. 101
Creativity and Innovation for
International Markets
Compulsory
15 Credits
p. 116
Interim Exit Award: Postgraduate Diploma in International Marketing
International Marketing Consultancy
Project
Elective
30 Credits
Academic and Careers Skills (Work
Placement)
Elective
30 Credits
p.126
p.138
Plus 30 Credits from the following list:
Digital Marketing Frameworks
Elective
15 Credits
p. 138
Advertising Management
Elective
15 Credits
p.172
Operational & Services Excellence
Elective
15 Credits
p. 195
Stakeholder Relationship
Management
Elective
15 Credits
p.183
Project Management for Marketing
Elective
15 Credits
p.219
Public Relations Frameworks
Elective
15 Credits
p.261
Exit Award: MSc International Marketing
Version 1.0
Section 2 Page 256
MSc International Marketing Handbook
Curriculum Map
Curriculum Map
This table illustrates the coverage of programme learning outcomes by each module.
“C” indicates Complete coverage
“P” indicates Partial coverage
Programme Learning Outcomes
Module
Term 1
Term 2
Knowledge and
Understanding
Cognitive Skills
Professional Skills
Transferable Skills
Type of Learning
Outcome
K
K
K
K
C
C
C
C
P
P
P
P
T
T
T
T
Number of
Outcome
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
C
C
C
C
C
C
C
P
C
C
P
C
C
P
C
P
C
C
C
C
C
P
P
C
P
C
P
C
C
C
C
C
P
C
C
P
C
P
P
C
C
C
P
C
C
C
C
C
P
C
P
C
C
C
C
C
P
C
C
C
C
C
C
C
P
C
C
P
C
P
P
C
C
C
P
P
C
C
P
C
P
P
P
C
C
C
P
P
C
C
P
C
P
C
P
C
C
C
C
C
C
P
P
P
P
C
C
P
P
C
P
P
International
Marketing
Management
Consumer
Behaviour
Competitive
Intelligence for
Marketing
Managing
International
Brands
Finance for
Marketers
Marketing
Communications
Frameworks
International
Advanced
Marketing
Strategy and
Simulation
Version 1.0
Section 2 Page 257
MSc International Marketing Handbook
Term 3
Creativity and
Innovation for
International
Markets
International
Marketing
Consultancy
Project
Academic and
Careers Skills
Digital Marketing
Frameworks
Advertising
Management
Operational &
Services
Excellence
Stakeholder
Relationship
Management
Project
Management for
Marketing
Public Relations
Frameworks
Version 1.0
Curriculum Map
P
P
C
P
P
C
P
C
P
C
P
C
C
C
C
C
P
C
C
P
P
P
C
C
C
C
C
C
P
C
C
C
P
P
P
P
P
P
P
P
C
C
C
C
C
C
C
C
P
C
C
P
C
C
C
C
C
P
P
C
P
C
P
C
P
C
C
P
P
P
C
C
P
C
C
C
C
P
P
C
P
C
C
P
C
P
P
C
C
C
P
C
P
P
P
C
C
C
P
P
C
P
P
C
C
C
C
C
C
P
P
C
P
P
P
P
C
C
C
C
P
C
C
C
C
C
C
C
P
C
P
P
C
P
C
C
C
C
P
C
C
C
C
C
Section 2 Page 258
MSc International Marketing Handbook
Business Case
Competency Framework – Employability (Academic and Careers Skills)
Professional Competencies
Behaviours
Module
Core
International
Marketing
Management
Consumer
Behaviour
Competitive
Intelligence for
Marketing
x
x
x
CIPD
CIM
CMI
Curious
Managing
People
Managing self
and personal
skills
Career
Development
Decisive
Thinker
Research and
analysis
Providing
direction
x
x
Skilled
Influencer
Driven to
Deliver
Strategy and
Planning
Implementing
effective
communicatio
Facilitating
change
Achieving
Results
Software and
Entrepreneurial
Skills
Business
Res earc h Skills
Online
Communication
x
x
Collaborative
Managing
People
Working with
people
x
Personally
Credible
Managing
People
Providing
direction
Courage to
challenge
Strategy and
Planning
Facilitating
Change
Critically
Evaluating
Business Press
Oral and
Presentation
Skills
Time
Management
Role Model
Managing
People
Providing
direction
Prof Areas
Core
Academic and
Careers
Insight,
strategy and
solutions
Leading HR
Strategy and
Planning
Implementing
Mark eting
Programmes
Organisation Implementing
Design
Mark eting
Programmes
Organisation Implementing
Developm ent
Mark eting
Programmes
Res ourcing
Managing
and Talent Dev
People
Learning and
talent dev
Managing
People
Per formanc e
and Reward
Managing
People
Employee
Engagem ent
Managing
People
Employee
Relations
Managing
People
Service
Delivery and
Information
Implementing
Mark eting
Programmes
Providing
direction
Working with
People
Qualitative
Methods
Working with
People
Ethics
Working with
People
Teams
Managing
Marketing
Teams
Managing
Marketing
Teams
Managing
Marketing
Teams
Managing
Marketing
Teams
Managing
Marketing
Teams
Dev elop and
Promote
Ethicall yconsistent
practice
Group Dynamics
Core
Financ e f or
Marketers
Marketing
Communications
Frameworks
International
Advanced
Marketing
Strategy
Creativity and
Innovation for
International
Markets
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Digital
Marketing
Frameworks
x
x
x
x
Advertising
Management
Operational &
Services
Excellenc e
Electives
Stakeholder
Relationship
Management
x
x
x
Project
Management for
Marketing
Public Relations
Framework
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
International
Marketing
Consultancy
Project
x
x
Personal
Development
Planning
Business
Research Basics
W riting a
research
proposal
Quantitative
Methods
Managing
International
Brands
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
CV Writing
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Preparing for
Interview
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Managerial
Communication
x
x
x
x
x
x
x
x
x
x
Innovation and
strategy
x
x
x
x
Cross-cultural
Communication
s
Custom er
Satisfaction
x
x
x
x
x
x
x
x
x
x
x
Budgeting
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
$ - Through tutor guidance and online 121's
Version 1.0
Section 2 Page 259
MSc International Marketing Handbook
Competency Framework
CMI
This programme has been developed with a particular focus on employability and application. Each of the core modules has been
mapped against the professional areas and behaviours required by the Chartered Management Institute to demonstrate competence
in the field such as: Managing Self and Personal Skills; Facilitating Change; Providing Direction and Achieving Results. Students are
encouraged to develop and refine their professional and transferable skills through a portfolio of assessments based on cases
studies and practical scenarios which also test their academic ability and understanding. Students are also supported through online
tutorials and access to learning materials, online videos, business games and simulations, psychometrics and self assessments to
aid in the development of an e-portfolio which can be submitted in order to qualify as a member of the CMI.
CIM
This programme has been developed with a particular focus on employability and application. Each of the core modules has been
mapped against the professional areas and behaviours required by the Chartered Institute of Marketing to demonstrate competence
in the field such as: Managing people; Strategy and Planning; Implementing Effective Communication; and Research and Analysis.
Students are encouraged to develop and refine their professional and transferable skills through a portfolio of assessments based on
cases studies and practical scenarios which also test their academic ability and understanding. Students are also supported through
online tutorials and access to learning materials, online videos, business games and simulations, psychometrics and self
assessments to aid in the development of an e-portfolio which can be submitted in order to qualify as a member of the CIM.
Version 1.0
Section 2 Page 260
MSc International Marketing Handbook
Competency Framework
Indicative Timetable
Programme
Name:
Msc International Marketing
Programme
Leader
Programme
Manager
Module Name
Sharon McAllister
Module
Type
Teaching
hours
per week
Module
Order
Event
type
Duration
Gp
Size
Weeks
Offered on
other
Progs
Additional
Notes:
MSc
Management
Marketing
Students only
off the MSc
Management
International
Marketing
Management
Core
3
1
L and S
15 weeks
40
1 to 6
and 8 to
15
Consumer Behaviour
Core
3
2
L and S
15 weeks
25
1 to 6
and 8 to
15
None
Competitive
Intelligence In
Marketing
Core
3
3
L and S
15 weeks
40
1 to 6
and 8 to
15
MSc
Professional
Marketing
Managing
International Brands
Core
3
4
L and S
15 weeks
25
1 to 6
and 8 to
15
None
Version 1.0
Must be
taught
evenings
Section 2 Page 261
MSc International Marketing Handbook
Academic & Careers
Skills Training
Core
Non
Credit
bearing
Skills
Training
Finance for
Marketers
Marketing
Communcations
Framework
International
Advanced
Marketing Strategy
& Simulation
Creativity and
Innovation for
International
Markets
International
Marketing
Consultancy
Project
Digital Marketing
Frameworks
Version 1.0
Competency Framework
4
Non
Credit
Seminars,
Webinars
and
Guest
speakers
45
Weeks
Core
3
5
L and S
Core
3
6
Core
3
Core
40
1 to 6
and 8 to
15
MSc
Management
15 weeks
25
1 to 6
and 8 to
15
None
L and S
15 weeks
40
1 to 6
and 8 to
15
MSc
Professional
Marketing
7
L and S
15 weeks
40
1 to 6
and 8 to
15
None
3
8
L and S
15 weeks
40
1 to 6
and 8 to
15
None
Core
6
9
L and S
15 weeks
40
1 to 6
and 8 to
15
None
Electives
7
10
L and S
15 weeks
40
1 to 6
and 8 to
15
MSc
Professional
Marketing
Taught every
other week
online
webinars
Will need
supervision
Section 2 Page 262
MSc International Marketing Handbook
Competency Framework
Advertising
Management
Electives
7
10
L and S
15 weeks
40
1 to 6
and 8 to
15
None
Operations
Management &
Services
Excellence
Electives
7
10
L and S
15 weeks
40
1 to 6
and 8 to
15
MSc
Managment
Stakeholder
Relationship
Management
Electives
8
11
L and S
15 weeks
40
1 to 6
and 8 to
15
None
Project
Management for
Marketing
Electives
8
11
L and S
15
weeks
40
1 to 6
and 8 to
15
None
Public Relations
Framework
Electives
8
11
L and S
15
weeks
40
1 to 6
and 8 to
15
MSc
Professional
Marketing
Version 1.0
Must be
taught
evenings
Section 2 Page 263