200087 Strategic Marketing Management
School of Business│Learning guide
Autumn 2012
HOW TO USE THIS LEARNING GUIDE
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This learning guide supplements the unit outline and is designed to help you navigate
through the unit. It will help you focus on what you need to do for classes and the various
assessment tasks. You should consult the relevant section of the learning guide as you
plan your study – it will highlight the main things that you should be getting out of the
resources available and provide guidance on teaching activities and class preparation.
The learning guide also offers some study tips to assist you in developing the skills and
techniques of an effective learner at university level. In addition to acquiring information
and skills relevant to this unit, you should also focus on developing the habits and tools of
a successful university student. As an adult learner you need to take control of your own
learning and ensure your own success. This learning guide is specifically designed to
help you achieve this.
A standard set of icons is used throughout the learning guide to make navigation easier.
Use the icons to quickly identify important information, things you need to do and hints for
doing them.
Warning
STAFF
Unit Coordinator
Peter Cordina
Building ED.G.68, Parramatta campus
Phone: 9685 9583
Email: p.cordina@uws.edu.au
Point of first
contact
Your tutor
Unit
administration
School of Business Undergraduate Student Services Team
Building EQ, Parramatta campus
Phone: 9685 9200
Teaching team
Email: business.courses@uws.edu.au
TBA
CONSULTATION ARRANGEMENTS
Campbelltown
campus
Tuesday 10.00am to 12.00 noon. Appointments to be confirmed by email.
Parramatta
campus
Friday 11.00am to 1.00pm. Appointments to be confirmed by email.
For consultation at other times please arrange with the unit coordinator.
Edition: Autumn 2012
© Copyright: University of Western Sydney, 2012
No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying,
recording, or by any information storage and retrieval system, without the prior written permission from the Dean of the School of Business.
Copyright for acknowledged materials reproduced herein is retained by the copyright holder. All readings in this publication are copied under
licence in accordance with Part VB of the Copyright Act 1968.
Table of contents
S E C T I O N
S E C T I O N
O N E
A b o u t S tr at e gic Ma r k et i n g
M a n a ge m e nt
T H R E E
T e ac h i n g ac t iv i t i es
Schedule of activities
9
An introduction to this unit
1
Lectures and tutorials
10
Textbook
1
Essential equipment and/or resources
10
Approach to teaching
1
Overview of resources, learning activities and
assessment in this unit
S E C T I O N
2
T W O
A s s es s me n t d et a i ls
Learning outcomes
3
Assessment summary
3
Assessment 1: Individual case study report (20%)
4
Overview
4
Details
4
Marking criteria and standards
4
Assessment 2: Group tutorial cases (30%)
5
Overview
5
Details
5
Group work and peer assessment
6
Marking criteria and standards
6
Assessment 3: Final examination (50%)
7
Marking criteria and standards
7
General assessment requirements
7
Submission of assessment tasks
7
Referencing
7
Resubmission
7
Late submission
8
Extension of due date for submission
8
Special consideration
8
Return of assessment material
8
S E C T I O N
F O U R
L e ar n i ng r es our c es
Overview of learning resources and assessment
11
Recommended reading
11
Referencing requirements
12
Other resources that might help with university life
12
S E C T I O N
F I V E
Y o u an d t h is u n it
What is expected of you
13
Workload
13
Assumed knowledge
13
Attendance
13
Online learning
13
Student responsibilities and conduct
14
What you can expect from the teaching team
14
Changes to unit as a result of student feedback
Policy and how it affects you
15
15
What is academic misconduct?
15
What is non-academic misconduct?
16
Raising concerns
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About Strategic Marketing Management
An introduction to this unit
This unit provides an analysis of important strategic marketing concepts, theories and practices. This
unit is about developing and managing innovative competitive marketing strategies. While the vast
majority of you might not work in the marketing department, an understanding and appreciation of
marketing is central to virtually every important decision that managers make. Making, justifying and
implementing decisions is what marketing managers do!
In this era of such managerial concerns as profitability, quality control, reengineering, outsourcing, ebusiness and customer relationship management, marketing has become a major organisational
thrust rather than just a task assigned to a single functional department. This unit emphasises the
role of marketing in creating value for customers, suppliers, dealers and middlemen.
This unit will involve problem-based learning, case study work and a final examination.
Textbook
Walker, OC, Gountas, JI, Mavondo FT & Mullins, JA 2010, Marketing strategy – a decision-focused
approach, McGraw-Hill, Sydney.
 Note: Although there is a newer edition of this text available, the support materials were not
available for review at the time the learning guide was prepared and approved. Therefore, the
decision was made to continue with the edition listed above.
Approach to teaching
Students should attend all classes and be prepared to contribute voluntarily to class discussions and
activities. The unit will require up to three face-to-face contact hours per week. This will be divided
between a two-hour lecture and a one-hour tutorial. The lectures will be used to cover the concepts,
frameworks and ideas of the unit, while the tutorials will provide students with the opportunity to
apply the concepts to situations through assigned questions and case study discussions.
Face-to-face class time is a vital aspect of the learning process; students should do a considerable
amount of work outside class by reading, revising, researching and discussing marketing strategy
theories and the application of theory with other people, including students. Students should see
learning in the unit in terms of understanding rather than memorising textbook material. The unit is
an opportunity to prepare for working life after university.
The unit outline, including assessment information and all relevant assessment evaluation
guidelines, will be made available to students on vUWS. Lecture notes supplied with the text will be
on vUWS. These lecture notes provide a base for your notes taken during class. It is recommended
you print these prior to class to make note taking easier.
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Overview of resources, assessments and learning outcomes in this unit
LEARNING RESOURCES
ASSESSMENT
LEARNING OUTCOMES
Individual case study (20%)
See page 3
Group tutorial cases (30%)
See page 3
Final examination
(50%)
See page 3
Teaching team
Text
Lecture and tutorial
material
vUWS
Readings
Cases
Unit outline
Learning guide
Library
Other
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Assessment details
Learning outcomes
The Strategic Marketing Management unit is part of the Marketing Major in the broadly based, multidiscipline Bachelor of Business and Commerce. At this stage of the program, various strategic
concepts and theories are used in practice when assessing selected companies and businesses.
Learning outcomes for the unit are outlined below.
1.
Develop a strategic orientation for marketing decision making.
2.
Integrate key marketing theories and concepts to analyse strategic business contexts.
3.
Demonstrate financial and forecasting skills in the development of business strategies.
4.
Apply strategic focus to formulate and evaluate innovative strategies.
Assessment summary
ASSESSMENT
NUMBER
ASSESSMENT ITEM AND DUE DATE
1.
Individual case study
Due: By email and hard copy prior to 12.00 noon on
Thursday 5 April. The assignment is to be received by both
email and hard copy by this time to be considered on time.
LEARNING
VALUE
OUTCOMES
(100)
1-4
20%
1-4
30%
1, 3 and 4
50%
Only emails from your student address will be accepted.
2.
Group tutorial cases (three)
Due: In the nominated tutorials (note: tutorial submissions
may not be the same case on the same day for all tutorial
classes)
3.
Final examination
Due: Refer to the final examination timetable

Note: Results may be moderated before you receive your results. Moderation is a process
whereby the unit coordinator regulates the marking of individual markers to achieve consistency in
the application of unit objectives, performance standards and marking criteria. Marks for an
individual piece of assessment will not be changed after you have your results. You should note that,
consistent with the Criteria and Standards Based Assessment policy, the final marks for the cohort
may also be adjusted if marks are very high or low or there are inconsistencies between groups.
 Note: To pass this unit you must:
1. Pass the examination. That is, achieve 50 per cent or more in the final examination.
2. Achieve an overall mark of 50 per cent.
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Assessment 1: Individual case study (20%)
Overview
Students should analyse “The Importance of Forecasting Prevailing Market Conditions” (available
from the textbook, p. 341) and submit written answers to the questions at the end of the case.
Details
Submission
requirements
(refer also to the
marking guide)
Arial 12 point type; 25mm left margin; 20mm all other margins; page number in bottom
right hand corner; text left and right justified, no headers or footers or any other identifying
notations.
A maximum of 500 words. This limit excludes any references but includes tables and
diagrams if they are used. One mark deduction for up to the first 50 words over the limit
up to a maximum of five marks deduction for 250 or more words over the 500 word limit.
It is recommended you aim for approximately 490 words maximum allowing for
differences in versions of Word.
For the emailed component of the submission, the fully typed and completed cover page
must be a separate document from the assignment answers.
Do not add any other cover pages except the fully typed cover page available on vUWS.
Do not re-write the case questions in your assignment as this will count in your word limit.
Simply number the answers accordingly.
You are advised to set up your assignment template early in the semester.
 Hint: Tips for preparing individual case study report:
1. Application of relevant strategic marketing concepts to solving the problems and challenges
found in the case. Application, however, does not equate with mere recital of the concepts.
2. Analysis, insights, recommendations must be coherent, well structured and documented.
3. The key is the quality of the content in answering the questions.
Marking criteria and standards
CRITERIA
STANDARDS
Content
Either little or no
attempt to answer
case questions by:
identifying the key
issues; application of
concepts; evidence of
strategic thought or
supporting comments
with evidence,
rationale or with
relevant examples.
0
Some effort in
answering case
questions but a lack
of identifying all the
key issues, a
general lack of
thought behind
comments as
evidenced by a lack
of supporting
comments,
examples or
rationale.
2-4
A good effort in
answering case
questions with
identification of most
issues as well as
evidence of strategic
thinking in application
of concepts with
supporting evidence,
rationale and/or
examples.
5-7
A thorough to
comprehensive
coverage of issues in
the case questions.
Evidence of thoughtful
application of concepts
with supporting
evidence, rationale
and/or example to
illustrate points.
8-10
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CRITERIA
STANDARDS
Expression and
structure:
Writing style,
expression and
presentation is poor.
May be difficult to
follow and/or marred
by many grammatical
and spelling errors.
Sentence structure;
logical connection
between ideas and
paragraphs;
grammar and
spelling; concise
writing (i.e. editing
and proofing); formal
business
communication.
Presentation:
Layout and format
including fully typed
cover sheet
supplied; structuring
devices. Refer
submission
requirements in the
learning guide. A
completed marking
guide is attached as
an assessment of
your own work. One
mark deducted for
each requirement
not met.
Writing style
requires
improvement but is
largely coherent.
There are a few
grammatical and/or
spelling errors (i.e.
more than three).
0-1
The layout and
presentation is poor
and fails to meet most
of the requirements
specified.
0-1
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Writing style is
coherent with minor
grammatical and/or
spelling errors, which
do not impede
communication (i.e.
three or less).
Generally very concise
writing.
Written content is clear
and concise. Perhaps
has rare errors seen as
minor ‘slips’; No
hindrance observed in
the reading flow.
3
4-5
2
The layout and
presentation does
not meet some or
many of the
requirements
specified.
M A N A G E M E N T
The layout and
presentation is good
and generally meets
the requirements
specified.
2
The layout and
presentation fully meet
requirements specified.
Very good to
impressive
presentation.
3
4-5
Assessment 2: Group tutorial cases (30%)
Overview
Students will form into groups (usually four or five people) for the purpose of working together
throughout the semester as well as preparing and writing the three nominated tutorial cases.
Students must be present at the start of the tutorial when the role is taken for their name to be
included on the tutorial submission.
Details
During the tutorial in Week 2, students will form into groups.
Students are required to prepare for every tutorial throughout the semester. As such, this group task
is not requiring any additional work and actually ensures marks are earned for tutorial preparation.
Students have the option of preparing individually and then discussing with their group or preparing
for all tutorials in their groups. However, tutorial times are a mandatory base for group meetings.
Each week, a group from the class will be asked to lead the tutorial except in the weeks where a
written submission is required.
Groups are expected to be self-managing and democratic. In allocating marks for the cases, it will be
assumed that all members made a fair contribution. For this to occur, it is logical that group
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members have been present for the whole class (and prior meetings). Groups will have 30 minutes
to complete the tutorial case questions in the class.
Submission
requirements
During the tutorials when a submission is to be made, a handout will be provided to each
group at the start of the tutorial when the role is taken. This will usually be a double page
submission formatted for the particular case study.
Groups should ensure the documented submitted has legible handwriting.
There may be some additional questions on the submission sheet to test case material.
Group work and peer assessment

Hint: Group work is included in many university courses as training for the business world,
where networking, relationship marketing and sharing of ideas, tasks and responsibilities are the
norm. It is therefore up to you to make a group activity work.
Tips for
successful
group work
Start with the attitude that you will respect and enjoy working with your colleagues.
Agree to and attend regular meetings.
Try to work out a reasonable division of labour – based on each of your respective skills
but do not subdivide the overall task so it appears incoherent.
Do not delay the start of group work.
Marking criteria and standards
CRITERIA
STANDARDS
Main contents:
Demonstration of
minimal understanding
and explanation with
little or no insight.
Demonstration of a
basic understanding
with some explanation
and insight.
0-1
2
Issues in the case
and questions are
understood,
clearly set out and
effectively
addressed.
Main contents:
Strength of
conclusions and
recommendations
are consistent with
a sound
understanding of
issues. Note the
emphasis is on
quality and not
quantity of the
solutions and
recommendations.
Little or no attempt in
recommending
solutions or the
recommendations are
inconsistent with the
issues raised.
0-1
Some attempt in
recommending
solutions or the
recommendations
have little to do with
the issues raised.
Demonstration of a
good to very good
understanding with
good to very good
explanations and
insight.
A comprehensive
demonstration of
understanding with
excellent explanations
and insight.
3
A good to very good
attempt at making
sound
recommendations that
are consistent with the
issues.
2
3
4-5
Comprehensive
solutions have been
provided with sound
recommendations in
relation to the issues
raised. A high
standard of
commercial value to
the business.
4-5
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CRITERIA
STANDARDS
Expression and
structure:
Writing style is poor
and difficult to follow,
and/or marred by
many grammatical and
spelling errors.
Sentence
structure,
grammar, spelling,
and concise
writing.
Writing style requires
improvement but is
largely coherent.
There are a few
grammatical and/or
spelling errors.
0-1
Presentation:
Easy to read; use
of structuring
devices e.g. subheadings, size. A
completed
marking guide is
attached (one
mark deducted if
not completed).
Very difficult to read.
Little or no use of
structuring devices.
2 0 1 2
Writing style is
coherent with minor
grammatical and/or
spelling errors, which
do not impede
communication.
Generally very concise
writing.
2
Hard to read. Some
use of structuring
devices.
0-1
3
Relatively easy to
read. Structure and
layout is well
organised with use of
some structuring
devices as
appropriate.
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Writing style is clear
and concise. Perhaps
has rare errors seen
as minor ‘slips’. No
hindrance observed in
the reading flow.
4-5
Easy to read.
Structure and layout is
logically organised
using a range of
structuring devices as
appropriate. Excellent
presentation.
3
4-5
Assessment 3: Final examination (50%)
The examination will draw from any material in the unit, including lecture material, tutorials, the
textbook and supplementary readings. It will require students to understand and apply the key ideas,
models and frameworks included in the unit. The exam may consist of a number of sections
containing questions in a variety of formats (i.e. multiple choice, short answer, long answer and
questions with numerical calculations). The exam format and topic questions, as well as past exam
questions, will be discussed during the semester. Once finalised, the actual final exam format will be
advised in class and on vUWS.
Marking criteria and standards
Sample exam questions with model answers will be discussed in class and made available on the
Strategic Marketing Management vUWS website.
General assessment requirements
Submission of assessment tasks
Students submit completed exams at designated University venues. Students are required to keep a
copy of all written work submitted.
Referencing
The School’s referencing requirement is Harvard style. A full range of resources for searching and
citing references is available at: http://library.uws.edu.au/training.phtml.
Resubmission
No resubmission of assignments is permissible.
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Late submission
A student who submits a late assessment without approval for an extension will be penalised by 10
per cent per calendar day up to 10 calendar days, i.e. marks equal to 10 per cent of the
assignment’s worth will be deducted as a ‘flat rate’ from the mark awarded. For example, for an
assignment that has a possible highest mark of 50, the student’s awarded mark will have five marks
deducted for each late day. Saturday and Sunday each count as one day. Assessments will not be
accepted after the marked assessment task has been returned to students who submitted the task
on time.
Extension of due date for submission
If students need to apply for a short extension of time to complete an assessment item they should
complete the Request for Extension form available on the UWS website. Students should note that
an application for an extension does not automatically mean that an extension will be approved, and
that requests for extension must be submitted no later than three working days prior to the due date
of the assessment task. After that period this option does not exist and students will need to apply
for special consideration (see below).
Special consideration
Where students believe that special consideration should be taken into account in the course of the
semester they should complete an application for Special Consideration form available on the UWS
website. Students should note that an application for special consideration does not automatically
mean that it will be approved.
Return of assessment material
The lecturer or tutor will return assignments in class as soon as marking is completed – usually two
weeks. If there are no classes, the lecturer or tutor will give the class a time and venue when the
assignments can be collected. There will be a common collection date for distribution of assignments
at the end of the session.
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Teaching activities
Schedule of activities
Autumn semester teaching begins on Monday, 27 February 2012. The intra session break runs from
Monday, 16 April 2012 to Friday, 20 April 2012 (Week 8).
There are four public holidays this semester, three of which may affect classes. Good Friday falls on
6 April 2012 (Week 6); Easter Monday on 9 April 2012 (Week 7) and Anzac Day on Wednesday, 25
April 2012 (Week 9). Alternative teaching arrangements for any classes affected by these public
holidays will be posted on the vUWS website. The Queen’s Birthday Public Holiday falls on Monday,
11 June 2012 (the day before the examination period commences).
WEEK
LECTURE
TUTORIAL
STUDENT ACTIVITIES
1
Lecture 1: Unit introduction and
unit outline.
Note: No tutorial.
Reading: Textbook, Chapter 1.
Lecture 2: Corporate strategy
decisions and their marketing
implications.
Tutorial 1: Team formation.
Reading: Textbook, Chapter 2.
Lecture 3: Business strategies
and their marketing
implications.
Tutorial 2: Discussion
questions 2 and 3 from
Chapter 2.
Reading: Textbook, Chapter 3.
Lecture 4: Understanding
market opportunities.
Tutorial 3: Discussion
questions 2 and 4 from
Chapter 3.
Reading: Textbook, Chapter 4.
Lecture 5: Measuring market
opportunities: forecasting and
marketing knowledge.
Tutorial 4: Discussion
questions 2 and 3 from
Chapter 4.
Reading: Textbook, Chapter 5
Lecture 6: Targeting attractive
market segments.
Tutorial 5: Discussion
questions 2 and 3 from
Chapter 5.
Reading: Textbook, Chapter 6
27 February-2
March
2
5-9 March
3
12-16 March
4
19-23 March
5
26-30 March
6
2-6 April
Marketing-oriented
perspectives underlie
successful corporate, business,
marketing strategies.
Discussion question 1 from
Chapter 1.
Possible group submission.
Possible group submission.
Possible group submission.
Possible group submission.
Due: Individual case study – on
Thursday at 12.00 noon.
7
Note: No lectures.
Tutorial 6: Discussion
questions 2 and 3 from
Chapter 6.
Possible group submission.
INTRA SESSION BREAK
INTRA SESSION BREAK
INTRA SESSION BREAK
Lecture 7: Differentiation and
positioning
Note: No tutorials.
Reading: Chapter 7.
9-13 April
8
16-20 April
9
23-27 April
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WEEK
LECTURE
TUTORIAL
STUDENT ACTIVITIES
10
Lecture 8: Marketing strategies
for new market entries.
Tutorial 7: Discussion
questions 1 and 3 from
Chapter 7.
Reading: Textbook, Chapters 8
and 9.
Tutorial 8: Discussion
questions 2 and 3 from
Chapter 8.
Reading: Textbook, Chapter
10.
Lecture 11: Marketing
strategies for the new
economy.
Tutorial 9: Discussion
questions 1 and 2 from
Chapter 9.
Reading: Textbook, Chapter
11.
Lecture 12: Organising and
planning for effective
implementations.
Tutorial 10: Discussion
questions 1 and 2 from
Chapter 10.
Reading: Textbook, Chapters
12 and 13.
General revision and
preparation for final
examination.
Tutorial 11: Discussion
question 1 and 2 from Chapter
11.
Reading: Review.
STUVAC
STUVAC
STUVAC
30 April-4 May
11
7-11 May
12
14-18 May
13
21-25 May
Lecture 9: Strategies for growth
markets.
Lecture 10: Strategies for
mature and declining markets.
Marketing metrics for marketing
performance.
14
28 May-1 June
15
4-8 June
Possible group submission.
Possible group submission.
Possible group submission.
Possible group submission.
Lectures and tutorials
The unit is taught on a face-to-face basis by way of a two-hour lecture and a one-hour tutorial.
 Note: Students must register for a tutorial class using Platform Web.
Any topics not covered in class, due to public holidays, should be studied as part of out of class
student workload.
Essential equipment and/or resources

Note: Students are requested to bring the current unit textbook to every lecture and tutorial
class, as material from it will constitute essential source material for class work.
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Learning resources
Overview of learning resources and assessment
RESOURCE
ASSESSMENT 1:
ASSESSMENT 2:
ASSESSMENT 3:
INDIVIDUAL CASE STUDY
REPORT
GROUP PROJECT
STRATEGIC BUSINESS
REVIEW
FINAL EXAMINATION
Teaching team
Discuss this with your
tutor.
Discuss this with your
tutor.
Discuss this with your
tutor.
Library
See the library home
page to get help from a
librarian
http://library.uws.edu.au
The Library Search Box
is a great library
resource that will help
you find information for
this assessment
http://library.uws.edu.au
Lecture and
tutorial material
This material contains
valuable information and
activities designed to
assist students to
successfully complete
the assessment tasks.
Attend classes.
This material contains
valuable information and
activities designed to
assist students to
successfully complete
the assessment tasks.
Attend classes.
This material contains
valuable information and
activities designed to
assist students to
successfully complete
the assessment tasks.
Attend classes.
vUWS
Lecture notes and
materials can be
downloaded from the
Strategic Marketing
Management vUWS
website.
Lecture notes and
materials can be
downloaded from the
Strategic Marketing
Management vUWS
website.
Class members
Meet regularly with team
members.
Engage in group revision
– ask each other
questions.
Undertake prescribed
readings.
Undertake prescribed
readings.
Textbook and
reading list
Undertake prescribed
readings.
 Note: Wikipedia articles should not be used in assessment tasks.
Recommended reading
Textbook
Walker, OC, Gountas, JI, Mavondo FT & Mullins, JA 2010, Marketing strategy –
a decision-focused approach, McGraw-Hill, Sydney.
Essential
reading
Students should read the relevant chapters in the textbook prior to weekly
lectures and prepare the case study questions each week prior to tutorials.
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Recommended
reading list
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F O U R
Aaker, DA 2008, Strategic market management, 8th edn, John Wiley and Sons, Hoboken,
NJ.
Doyle, P, Stern, P & Mylibrary 2006, Marketing management and strategy, 4th edn,
Financial Times Prentice Hall, E-book, Harlow , UK.
Lambin, J-J, Chumpitaz, R & Schuiling, I 2007, Market-driven management: strategic and
operational marketing, Palgrave Macmillan, Basingstoke.
Reed, PW 2007, Strategic marketing planning, 2nd edn, Thomson/Nelson, South
Melbourne.
Stevens, RE 2006, Marketing planning guide, 3rd edn, Best Business Books,
Binghampton, NY.
Referencing requirements
This unit uses the Harvard referencing system. Examples of the Harvard system are available on the
library website http://library.uws.edu.au/citing.php
Other resources that might help with university life
University life
Find out about life outside the lecture theatre – news and events, services and
facilities, career information and more!
http://www.uws.edu.au/currentstudents/current_students/university_life
E-Learning
Check your vUWS sites regularly for unit announcements and to keep up with online
discussions. If you do not have access to vUWS please contact e-learning on
https://vuws.uws.edu.au/
Disability
Service
Students with a disability should visit:
Course and unit
rules
This site provides information on pre-requisites, co-requisites and other matters
concerning how your course is structured.
http://www.uws.edu.au/currentstudents/current_students/getting_help/disability_s
ervices
http://www.uws.edu.au/currentstudents/current_students/managing_your_study/e
nrolment/course_and_unit_rules
Student
Learning Unit
The Student Learning Unit (SLU) can offer you assistance in writing good exam
Policies
This site includes the full details of policies that apply to you as a UWS student.
essays. Visit: http://www.uws.edu.au/campuses_structure/cas/services_facilities/slu
http://www.uws.edu.au/policies/a-z
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You and this unit
What is expected of you
Workload
It is expected that you will spend at least 10 hours each week (on average) on learning activities for
this unit. Some weeks you will spend more time on learning activities and assessments and in other
weeks the workload will be somewhat less. It will be essential for you to keep up with the assigned
reading so that you are properly prepared for each session.
Assumed knowledge
This is a capstone unit in marketing. It is assumed that students have a sound knowledge of
marketing concepts, theories and frameworks especially in consumer behaviour, marketing research
and marketing communications. As the unit is at level three, it is recommended that students
enrolling in the unit be in their final year of study.
Attendance
 Note: Punctual attendance at all classes – lectures and tutorials – is considered essential for
student learning. Cases and exercises undertaken in both lectures and tutorials are likely to be
examinable. Consequently students who do not attend lectures often perform poorly in the final
exam. Students unable to attend a class should take it upon themselves to catch-up on any material
missed. A roll may also be taken in lectures so that the unit coordinator has a record of attendance.
Students should attend the tutorial they have registered in and continue to attend this tutorial
throughout the semester. The reason for this arrangement is to maintain continuity of the tutorial
program and for group project work purposes.
Online learning
Students should access the Strategic Marketing Management vUWS website as well as check their
student email account on a regular basis. The website will be used to provide students with essential
information throughout the semester.
 Note: In this unit, it is recommended that you:
1. Find your own motivation for learning about developing marketing strategy.
2. Do not treat the unit lightly and underestimate it – there is as much to learn about marketing
strategies as any other marketing unit.
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Student responsibilities and conduct
Student
responsibilities
Familiarise yourself with university policies on assessment and examinations.
Ensure that you understand the requirements, including timetables, for examinations and
other assessments tasks.
Ensure you read and understand the assessment requirements and note the submission
dates, and seek assistance from the lecturer and/or unit coordinator when needed.
Notify relevant staff (e.g. lecturer, unit coordinator, disability adviser) as soon as possible
prior to, or at the beginning of, the semester to have special requirements
accommodated.
Submit your own individual and unassisted assessment work, except as otherwise
permitted. Cheating, plagiarism, fabrication or falsification of data will be severely dealt
with.
Behave ethically and appropriately, avoiding any action or behaviour which would unfairly
disadvantage or advantage another student. Where group work is assigned, ensure that
every group member has the opportunity to contribute in a meaningful way to the
assignment.
Student conduct
and behaviour
Attend all lectures and tutorials – not attending lectures and tutorials is often the main
cause of failure and low grades.
Respect the needs of other students who are participating in any class activities.
Pay attention in lectures and tutorials for key information on examinable material.
Do not use mobile phones during the lecture and tutorials and do not have ongoing
conversations with fellow students during the lecture or if another student is presenting
work in the tutorials.
Please use notebooks for taking notes, not surfing the net or checking email.
What you can expect from the teaching team
The teaching team is committed to assisting students to achieve their learning goals, consistent with
the UWS Teaching and Learning – Fundamental Code
(http://policies.uws.edu.au/view.current.php?id=00139). As part of this commitment, the Strategic
Marketing Management teaching team can be expected to:
 Prepare for each teaching session.
 Start and end class on time.
 Treat all students with respect and courtesy.
 Be open to constructive input from students in the course.
 Be available to assist students during set consultation times.
 Provide constructive feedback on assessments.
Academic staff carry out their teaching responsibilities under the authority of the Dean of the School
of Business. The responsibilities of staff are outlined in the following table.
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Staff
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Assess students' work fairly, objectively and consistently and when in doubt consult with
the unit coordinator or the Director of Academic Program.
Provide students with appropriate, helpful and explanatory feedback on all work submitted
for assessment.
Make reasonable accommodation (e.g. length of time to complete) in assessment tasks
and examinations for students with special requirements and to seek assistance from the
Disability Advisor and Counsellor where appropriate and needed.
Ensure deadlines for the submission of examination papers to the Academic Registrar are
met.
Immediately report any issues or concerns related to student academic and nonacademic misconduct to the Director of Academic Program.
Changes to unit as a result of student feedback
The University values student feedback in order to improve the quality of its educational programs.
As a result of student feedback, the following changes and improvements to this unit have recently
been made:
 Incorporation of a learning guide for students.
 Adjustment of topics.
Policy and how it affects you
The University has a number of policies that relate to teaching and learning. Important policies
affecting students include:
 Assessment Policy
 Bullying Prevention Policy and Guidelines
 Enrolment Policy (includes a section on the UWS Student Email Account)
 Examinations Policy
 Misconduct – Student Academic Misconduct Policy (see extract below)
 Misconduct – Student Non-academic Misconduct Policy (see extract below)
 Review of Grade Policy
 Sexual Harassment Prevention Policy
 Special Consideration Policy
 Teaching and Learning – Fundamental Code
There are two policies that relate to misconduct – academic and non-academic misconduct.
Breaches of these policies can have very serious consequences. It is essential that you are familiar
with these policies and how to avoid misconduct of any type.
What is academic misconduct?
Academic misconduct may involve plagiarism, collusion or cheating. Plagiarism involves submitting
or presenting work in a unit as if it were the student's own work when, in fact, it was not. Collusion
includes inciting, assisting, facilitating, concealing or being involved in plagiarism, cheating or other
academic misconduct with others. Cheating includes dishonest conduct (or attempted dishonest
conduct) in exams.
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For the full definition of academic misconduct and the consequences of such behaviour, you are
advised to read the Misconduct – Student Academic Misconduct Policy in its entirety (refer to
http://policies.uws.edu.au/view.current.php?id=00051).
There are many resources to help you avoid academic misconduct. Library staff can help you with
referencing and the Student Learning Unit can assist with academic writing and plagiarism. If you
are unsure about any of your work you should also ask your tutor or lecturer for advice and
feedback. The University also has text matching software (called Turnitin) which can help you check
to see if your work might have problems. You can access Turnitin on the vUWS site for this unit.
What is non-academic misconduct?
Non-academic misconduct includes unlawful activities and crimes, falsifying documents (like a
medical certificate or academic records), harassing other students (or staff), stealing or damaging
university property (like library books or computers) and disrupting other students or staff. These are
just some of the types of non-academic misconduct and while these things are rare they do happen.
If you believe you have been the victim of non-academic misconduct or you are aware of any
academic misconduct it is very important that you report it.
You should report all matters of non-academic misconduct directly to the Dean or the head of the
relevant section of the University. For example, you can report matters to the Manager of Security on
your campus or to the Campus Provost or the Dean of your school. You must do this in writing. You
may write to the Dean on business.dean@uws.edu.au.
Raising concerns
If you have a concern about this unit please contact your lecturer or tutor in the first instance. If the
matter is not resolved, then you may contact the unit coordinator (see inside front cover). If you
would prefer to speak to someone else, you are advised to contact the Director of Academic
Program responsible for this unit Daniela Spanjaard on d.spanjaard@uws.edu.au. Please note the
Director of Academic Program may refer your concern to delegate to investigate and to respond to
you.
The University also has a confidential Complaints Resolution Unit (see link below). You may contact
this unit of the University at any time; however, we would appreciate the opportunity to resolve the
complaint in the first instance.
http://www.uws.edu.au/about_uws/uws/governance/complaints_management_and_resolution
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