Registry
Module Specifications
Archived Version 2007 - 2008
| |||||||||||||||||||||||||||||||||
| Module Aims | |||||||||||||||||||||||||||||||||
|
To synthesise the students' knowledge of the principles and practice of marketing management within a business setting. To develop analytical and diagnostic skills and to develop students' ability to apply marketing theory to a wide range of problems. | |||||||||||||||||||||||||||||||||
| Learning Outcomes | |||||||||||||||||||||||||||||||||
|
Through the discussion of cases the student will examine and appraise marketing management concepts and frameworks used and required by marketing managers. The study of cases will lead to the development of skills in the area of analysis and diagnosis of marketing problems and opportunities. The students will develop group-work skills as well as presentation and listening skills as they defend and, where necessary, adapt their proposals in the light of class discussion. . | |||||||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||||||
| NOTE | |||||||||||||||||||||||||||||||||
|
Assume that a 5 credit module load represents approximately 75 hours' work, which includes all teaching, in-course assignments, laboratory work or other specialised training and an estimated private learning time associated with the module. | |||||||||||||||||||||||||||||||||
| Indicative Syllabus | |||||||||||||||||||||||||||||||||
|
Nature of Strategic Market Planning: The analytical prerequisities for planning - formal planning methods - creative and managerial aspects of planning. Analysing Market Opportunity and Assessing Company Capability: Customer analysis and segmentation. Competitor analysis. Analysing enviromental trends. Analysing market characteristics. Internal company self-assessment. Strategic Market Planning Techniques: Growth-Share Portfolio Model. Market attractiveness and business position assessment. The PIMS project. The Product-Market Growth Model. Industry Structure Models. Managing the Marketing Mix: Product life cycle strategy. New product development. Pricing decisions. Marketing channel decisions. Marketing communications. Implementing the Marketing Plan: Marketing Organisation. Marketing Control. Relationship Marketing: Customer relationship management. Corporate Social Responsibility. | |||||||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||||||
| Indicative Reading List | |||||||||||||||||||||||||||||||||
|
Doyle, Peter and Stern, Phil (2006) Marketing Management and Strategy, 4th Edition, Financial Times Prentice Hall. West, Douglas, Ford, John, Ibrahim, Essam (2007) Strategic Marketing, Oxford. Ranchhod, Ashok and Gurau, Calin, (2007) Marketing Strategies, A contemporary approach, FT Prentice Hall. Wilson, R.M.S. and Gilligan, C. (2003) Strategic Marketing Management Planning, Implementation and Control, Butterworth Heinemann. Academic Journals. | |||||||||||||||||||||||||||||||||
| Programme or List of Programmes | |||||||||||||||||||||||||||||||||
| EMM | Executive Masters in Marketing | ||||||||||||||||||||||||||||||||
| MMK | MBS in Marketing | ||||||||||||||||||||||||||||||||
| MSM | Executive Masters in Marketing | ||||||||||||||||||||||||||||||||
| Archives: |
| ||||||||||||||||||||||||||||||||