AGSM MBA Programs 2017

MNGT5352
MARKETING STRATEGY

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Session 3, 2017
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COURSE OUTLINE

Last updated
5/07/17
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COURSE
OUTLINE
CONTENTS aft
PART A: Course-specific information 1 PART B: Key policies, student
Course staff 1 responsibilities and support 18
Course details 1 Academic integrity and plagiarism 18
Course aims and relationship to other Student responsibilities and conduct 18
courses 2 eLearning 20
Student learning outcomes 2 Administrative and eLearning support 21
Program learning goals and outcomes 3 Additional student resources and support 21
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Approach to learning and teaching 1
in the course 6
Learning activities and teaching
strategies 6
Assessment 6
Assessment details 9
Individual assignment (weighting 15%) 9
Group assignment (weighting 30%) 10
Assignment and take-home exam
submission 13
Assessment format 14
Course resources 15
Course evaluation and development 16
Course Schedule 17
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 PART A: Course-specific
information

Course staff
Course Coordinator and Facilitator: Professor Adrian Payne
Office: Room 3048, Quadrangle Building
Phone: 9385 3390
Email: a.payne@unsw.edu.au

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Consultation Time: By appointment
Students are welcome to telephone me, email me or visit my office. I welcome
student contact. I will be available to discuss issues that arise during the term and to
offer any advice and assistance that I can. Given I am in the Quadrangle Building
and may be away from my office, you should email me to make an appointment or
give me a call first to check that I am there.

Course details
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Teaching times and locations
Updated information about class times and locations can be found on the AGSM
website and by logging in to the Google Calendar.

Units of credit
The course is worth six units of credit.

Summary of course
The objective of the Marketing Strategy course is to demonstrate the benefits of
undertaking marketing within a strategic context. At the end of the course, students
should be able to conduct an audit of the marketing environment facing the firm,
understand how to generate new marketing options and develop a strategic
marketing plan.

Course outline 1
 Course aims and relationship to other courses
The course develops the perspective of strategic marketing from a value-driven
perspective and considers how the assets of the organisation can be used to create
and deliver value to customers and shareholders. It is most suited to students who
wish to pursue a career in marketing. The course aims focus on:
• how to develop a robust strategic marketing plan
• assessing strategic marketing success
•
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learning about best practice in strategic marketing from benchmarking and ‘best
demonstrated practice’ through case studies and visiting speakers.

This course adopts a seminar-style approach where we explore a series of topical

strategic marketing issues. The course examines marketing strategies in diverse
organisational types. In each class session we will focus on topics of importance to
the successful implementation of complex marketing strategies.
This course extends the core marketing course, providing strategic direction for the
marketing effort. It also links marketing to corporate strategy and other managerial
functions in the organisation.
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All students must have studied the core course Marketing Management, or its
equivalent.

Student learning outcomes

The Course Learning Outcomes are what you should be able to do by the end of this
course if you participate fully in learning activities and successfully complete the
assessment items.
The Learning Outcomes in this course also help you to achieve some of the overall
Program Learning Goals and Outcomes for all postgraduate coursework students in
the Business School. Program Learning Goals are what we want you to be or have
by the time you successfully complete your degree (e.g. ‘be an effective team
player’). You demonstrate this by achieving specific Program Learning Outcomes –
what you are able to do by the end of your degree (e.g. ‘participate collaboratively
and responsibly in teams’).
The Course Learning Outcomes and their relationship to the Program Learning
Goals and Outcomes are shown in the table on page 5 of this Course Outline.

2 Marketing Strategy
 Program learning goals and outcomes
The UNSW Business School Program Learning Goals reflect what we want all
students to be or have by the time they successfully complete their degree,
regardless of their individual majors or specialisations. For example, we want all our
graduates to have a high level of business knowledge, and a sound awareness of
ethical, social, cultural and environmental implications of business. As well, we want
all our graduates to be effective problem-solvers, communicators and team
participants. These are our overall learning goals for you.

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You can demonstrate your achievement of these goals by the specific outcomes you
achieve by the end of your degree (e.g. be able to analyse and research business
problems and propose well-justified solutions). Each course contributes to your
development of two or more program learning goals/outcomes by providing
opportunities for you to practise these skills and to be assessed and receive feedback.
Program Learning Goals for undergraduate and postgraduate students cover the
same key areas (application of business knowledge, critical thinking, communication
and teamwork, ethical, social and environmental responsibility), which are key goals
for all UNSW Business School students and essential for success in a globalised
world. However, the specific outcomes reflect different expectations for these levels
of study.
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We strongly advise you to choose a range of courses which assist your development
of these skills, e.g. courses assessing written and oral communication skills, and to
keep a record of your achievements against the Program Learning Goals as part of
your portfolio.

Course outline 3
 MBA (Full-time) Program Learning Goals and Outcomes

Learning Goal 1: Business Management Knowledge

Students should be able to identify and apply current knowledge of disciplinary and
interdisciplinary theory and professional practice to general management and business within
diverse situations

Learning Goal 2: Critical Thinking

Students should understand and be able to identify, research and analyse complex issues and
problems in business and develop appropriate solutions

Learning Goal 3: Communication

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Students should be able to produce written documents and oral presentations that
communicate effectively complex disciplinary ideas and information for the intended audience
and purpose

Learning Goal 4: Teamwork

Students should be able to participate collaboratively and responsibly in teams and to reflect
upon their own contribution to the team and on the necessary processes and knowledge within
the team to achieve specified outcomes

Learning Goal 5: Responsible Business

Students should be able to appraise ethical, environmental and sustainability considerations in

decision making and in practice in business
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Students should be able to consider the social and cultural implications of management
practices and of business activities

Learning Goal 6: Leadership

Students should be able to reflect upon their own personal leadership style and the leadership
needs of business and of teams

Learning Goal 7: International Perspective

Students should understand the needs of undertaking business within a global context

Students should be able to apply business management knowledge to business situations

within global markets with due recognition for differences in cultural, legal, commercial and
other issues

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 The following table shows how your Course Learning Outcomes relate to the overall
Program Learning Goals and Outcomes, and indicates where these are assessed
(they may also be developed in tutorials and other activities):

Program Learning Goals Course Learning Course Assessment

and Outcomes Outcomes Item

This course helps you to On successful completion of the This learning outcome will
achieve the following course, you should be able to: be assessed in the
learning goals: following items:
1 Business Develop a robust strategic marketing plan, • Individual and Group
Management including its component parts, and assess assignments
Knowledge the plans of others.

2
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Critical Thinking
Understand and evaluate strategic
marketing options.
Evaluate and develop marketing strategies.
Develop ‘go to market’ strategies.
Develop an appreciation of the inherent risk
in adopting alternative marketing
strategies.
• Take-home exam

•
•
Group assignment
Take-home exam
• Part of class reflection and
participation mark

3 Communication Construct written work that is logically and • Group assignment

professionally presented.
• Take-home exam
Communicate ideas in a succinct and clear
• Part of class participation
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manner.
reflective report, but not
separately assessed

4 Teamwork Work collaboratively to complete a task. • Group assignment

• Individual contributions not
separately assessed

5 Responsible Business Identify and assess environmental and • Not specifically assessed
sustainability considerations in marketing. in this course

6 Leadership Recognise the respective roles of • Not specifically assessed

enterprise leadership and marketing in this course
leadership.

7 International Understand implications of different • Not specifically assessed

Perspective international contexts in developing in this course. May need to
marketing strategies. be considered in final
exam case study

Course outline 5
 Approach to learning and teaching in the course
My approach to the presentation of material will be to provide as wide a mix of
learning methods as possible, consistent with the time that we have available for this
course. Classes will be highly interactive and students are expected to bring their
own experience to class. I believe that good learning does not involve the choice
between rigour and relevance, but the combination of both. I will provide copies of
slides covering lecture materials. This course is run over a six-week period from the
start of Session 3.

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Computers and mobile devices are not to be used by students in class as
these are distracting for everyone, including visiting speakers.

Learning activities and teaching strategies

We will use lectures, class discussion, cases, readings and guest lecturers to
illustrate points. The theory of marketing strategy will be covered by lectures. How
the theory is applied will be illustrated in cases, readings and illustrations. Your
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opportunity to show how well you have grasped the theory and its application comes
with the cases, a group assignment and the exam. I will try to help you think about
the marketing problems that we encounter during the course using a combination of
frameworks and a large dose of common-sense.

Assessment

Formal requirements
In order to pass this course, you must:
• achieve a composite mark of at least 50; and
• make a satisfactory attempt at all assessment tasks (see below).

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 Grading scale and assessment criteria
This course uses a common set of assessment criteria across all assessment tasks.
These will be evaluated using the following grading scale:
High Distinction – your response to this assessment task indicates a level of
competence clearly greater than that expected of MBA students at this point in their
studies.
Distinction – your response to this assessment task in places (but not consistently)
indicates a level of competence that at times is greater than that expected of MBA

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students at this point in their studies.
Credit – your response to this assessment task indicates a level of competence
consistent with that expected of MBA students at this point in their studies.
Pass – your response to this assessment task indicates a level of competence that is
in places less than that expected of MBA students at this point in their studies.
Fail – your response to this assessment task indicates a level of competence
consistently below that expected of MBA students at this point in their studies.
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Course outline 7
 Marking rubric for common criteria
The following criteria are common across the assessments in this course. The rubric
below indicates performance levels against each of these common criteria.

Marking Criteria High Distinction Distinction Credit Pass Fail

Degree to which the The response clearly The response The response The response The response fails to
student has demonstrates not only demonstrates a detailed demonstrates a sound demonstrates a basic but demonstrate detailed
demonstrated understanding of each of and accurate understanding of an not detailed understanding understanding of the
understanding of the relevant course understanding of the appropriate range of the of the minimal range of the minimal range of the
models, concepts and models, concepts and models, concepts and models, concepts and models, concepts and models, concepts and
frameworks covered frameworks but integrates frameworks covered in frameworks covered in the frameworks covered in the frameworks covered in the
in the course.

Degree to which the

student has applied
models, concepts and
frameworks covered
these in new and

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sophisticated ways.

The response applies

relevant course models,
concepts and frameworks
covered in the course to a
the course.

The response applies

relevant course models,
concepts and
frameworks covered in
course.

The response applies

models, concepts and
frameworks to relevant
facts and scenarios for the
course.

Course models, concepts

and frameworks have
either not been applied to
relevant facts and
course or the
understanding that is
demonstrated is incorrect.

Course model, concepts

and frameworks have
either not been applied to
facts and scenarios
in the course to wide range of relevant the course to a range of task in ways that indicate a scenarios for the task or relevant to the task or have
relevant evidence and data and information in relevant data and basic level of skill in using have been applied in ways been applied in ways that
data and derived both a detailed and information in a detailed the concepts, models and that fail to indicate skill in are incorrect.
insights through that innovative manner. A manner. Appropriate frameworks in practical using the concepts,
process. range of original, and action-oriented ways. models and frameworks in
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innovative and action- insights have been Rudimentary insights have practical ways.
oriented insights have drawn. been drawn.
been derived.

Degree to which the The original and The propositions and Some evidence is offered Little and/or contradictory No evidence is offered to
student has used sophisticated insights are arguments advanced to to support the propositions evidence is offered to support the propositions
insights derived from derived through analysis support positions and and arguments. support the propositions and arguments. No
analyses to construct and have been used to findings are supported However, this is and arguments. The reasoning or justification
well- reasoned form the basis for by appropriate evidence rudimentary and derived significance of the for findings and positions
arguments for persuasive argument in and clear reasoning or only from minimal sources. evidence is not explained taken is offered.
positions and favour of positions taken. justification drawing on The reasoning or appropriately and/or is
conclusions that they Powerful reasoning or appropriate sources of justification for findings and derived from few sources.
have taken. justification draws on evidence-based insight. positions is offered, but The reasoning or
multiple sources of this is not consistent or justifications for findings
evidence-based insight. substantial and is open to and positions is poorly
challenge or alternative connected or not
interpretation. adequately explained.

Degree to which the Information and arguments Information and Information and arguments Information and arguments Information and arguments
student are conveyed in a style arguments are are conveyed in a style are not well conveyed, are are missing, lack any
communicates in an that is engaging, thought conveyed in a style that that is appropriate, easy to unclear, not persuasive or relevance, fail to persuade
appropriate, provoking, convincing and is relevant, focused, follow and competent. may be conveyed in a style and/or the presentation
professional and professional. persuasive and that is inappropriate. style is unprofessional.
engaging manner. professional.

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 Assessment details
Assessment Task Weighting Length Due Date

1. Individual Assignment Wednesday 27 September

15% 1,000–1,500 words
2017 by 5pm

2. Group Assignment: 3,500 words plus up to 15

Monday 16 October 2017 by
Strategic Marketing Success Written 30% accompanying
9.30am
Report slides or exhibits

3.

4.
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Reflection and Participation memo

Take home Exam – based on case

15%

40%
3-4 page summary

10 pages (appendices, if
Thursday 26 October 2017
by 5pm

Sunday 29 October 2017 by

study any may be additional) 5pm
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Individual assignment (weighting 15%)
Your Individual Assignment task is to undertake a detailed ‘Extended SWOT
Analysis’ together with detailed recommendations on the Multi-Electronique case
study which will be available in Moodle by the start of classes and will be discussed
in class on Wednesday 11 September 2017. An example of undertaking the
Extended SWOT Analysis will be provided in class on Monday 18 September 2017.
The purpose of this assignment is to develop your skills in undertaking a key step of
the strategic marketing planning process. Your assignment will be assessed
according to the following allocation of marks:
• Detailed Extended SWOT Analysis – 10 marks
(25% of these marks for each of the four elements of SWOT)
• Your recommendations based on your detailed Extended SWOT Analysis. Your
recommendations must be directly based on your own detailed Extended SWOT
Analysis (and not on any class discussions) – 5 marks
Due: Wednesday 27 September 2017 by 5pm. Submit through TurnItin on Moodle

Course outline 9
 Group assignment (weighting 30%)
A key feature of the Marketing Strategy course is a written learning-team group
assignment and presentation on a ‘Strategic Marketing Success’ (SMS). Each team
should consist of no more than five students. The purpose of this assignment is to
apply the learning from this course to evaluate the success of a marketing strategy in
a large company.
You should choose a large national or international company that has achieved
demonstrable marketplace success through developing and implementing an
effective advanced marketing strategy. The quantified criteria for what constitutes a

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‘success’ need to be identified by your team and these should be made very explicit
in your report and presentation – this will form a very important element of both your
report and presentation. You should identify and research your company primarily
through published and online sources, rather than being reliant on making contact
with the company to obtain information.
You should have decided which company you wish to focus on by the class on
Wednesday 20 September 2017 at the latest and you must register your intention
with Adrian Payne by email by that date. The first group to register will stake their
claim. You must also have a back-up company in the event another team gets in first
or you experience difficulties in secondary data collection. Registration will involve
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each team/group submitting to me by email:
1. the name of your SMS company and your backup company, and
2. the name, email address, phone numbers and student number of each member.
A team mark will be awarded for the assignment, which is worth 30% of your final
mark, so a substantial effort is expected from this assignment. Your written report
should be a maximum of 3,500 words plus up to 15 accompanying slides or exhibits.
The group written assignments are to be submitted to Adrian Payne as follows:
1. Printed copy of the assignment and accompanying slides for the class
presentation to be handed to Adrian Payne at the start of the class session at
9.30am on Monday 16 October 2017.
2. Electronic version of assignment report to be submitted through TurnItin on
Moodle by 9.30am on Monday 16 October 2017.
Each team will be allocated 20 minutes to make a PowerPoint presentation to the
class on Wednesday 18 October 2017 (see timetable), followed by a brief general
class discussion and questions. (The 20-minute length may be varied depending on
the number of people taking this course.)
Please note that it is your written report that will be marked and evaluated, not
your presentation. However, any clarification, during your presentation, of points in
your report may influence the marking of the report.

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 Use all your presentation skills to maximum impact. It is not necessary for all group
members to present. You may make a better presentation with just two students
presenting, as this may be easier to coordinate, but this is up to your group. Use any
visual aids you wish to, including videos, but remember that you are responsible for
making the arrangements and setting-up times may be limited, so get to the
classroom in time to load your PowerPoint presentation. For this group assignment, I
expect all students to contribute fully. Please notify me immediately of any problems
with people not pulling their weight. I reserve the right to use Peer Assessment if I
have written representation from group members about any member not contributing
satisfactorily.
You must make me aware of any group problems early in the group
assignment process, not at the end of the course!

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On the day of SMS presentations, each member of the group should have with them
a copy of the PowerPoint presentation and be prepared to present, if necessary. This
will ensure that presentations will be made by all teams in the event of sickness or
non-attendance by one or more group member(s).
You will present as though you are presenting to the company’s Board of Directors.
One group, not presenting, will comprise the Board and will be asked to comment
and ask questions on your group presentation.
Please take the SMS seriously so it is a formative learning opportunity for all class
members. Particular attention should be paid to the content, e.g. coherence of the
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‘story’, application of strategic marketing concepts, depth of understanding and
analytical rigour.
Paper copies of your presentation slides (six per page) should be handed out to all
members of the class at the start of your presentation. No more than 15 substantive
slides are acceptable.
A group mark will be awarded for the written report. The following criteria will be used
to evaluate the written assignment
1. Definition of success criteria – 30%
2. Use of data (qualitative and quantitative) to demonstrate achievement of success
– 20%
3. Critical analysis of evidence for SMS – 20%
4. Creativity in your presenting evidence of strategic marketing success – 10%
5. Effective communication of SMS (clarity and style) – 20%

Course outline 11
 Reflection on participation and learning
(weighting 15%)
A critical component of the skills of both postgraduate students and effective middle
and senior managers is their ability to reflect and synthesise information over time
and so the purpose of this assessment is to reflect on what you have learned from all
the course content and to self-assess your participation and involvement in class
sessions and assignments.
It is further designed to assess your ability to not only discuss issues intelligently and
contribute to class discussion, but to reflect on the nature of class discussions and
activities, and the insights gained from undertaking readings and from observation of

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marketing strategy issues that emerge in the popular or business media. This will
have included your ability to discuss intelligently and contribute to class discussion of
case studies, readings and questions from the Course Coordinator and Facilitator.
Each student must submit a brief three to four-page memo (reflective report) through
Turnitin in Moodle by 5pm on Thursday 26 October. It should detail both your
reflections and learning from the course, and your reflection on individual class
participation in the course (i.e. the contribution to the discussion and case studies,
not just being there)!
Note: All students are expected to take the initiative to participate in class
discussions. Please ensure you bring and use a name card in every session, attend
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all classes and are punctual. If you cannot attend a class, please notify the Course
Coordinator and Facilitator by email in advance. Name cards are important in getting
to know each other and especially important for invited guest speakers. The date
when guest speakers are coming may be varied because of their commitments. In
the event you do not have your usual name card with you for a particular class,
please make a temporary one for that class.

Take-home exam (weighting 40%)

The take-home exam will involve analysis of a case study. The purpose of this
assessment is for you to apply your learning on the course and to evaluate the
marketing strategy of the company detailed in the case study.
The exam paper will be available at 5pm on Monday 23 October 2017. It is due on
Sunday 29 October 2017 by 5pm. Your take-home exam must be submitted through
Turnitin in Moodle.
Details of the marking structure and criteria will be provided with the case study.

12 Marketing Strategy
 Assignment and take-home exam submission
1. You must submit your written assessments through your online classroom as per
the instructions in your LMS User Manual.
2. Submission in the LMS is performed via Turnitin, the similarity detection software
used by UNSW students and teaching staff to ensure academic integrity and
prevent plagiarism by ensuring referencing is correct and that work has not been
inadvertently copied from elsewhere. You can access Turnitin under the
‘Assessments’ section in your Moodle course site.

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3. You can submit a draft version of your assessments prior to the due date. This
enables you to view the Turnitin similarity report on your work and decide
whether it complies with the guidelines regarding referencing and plagiarism,
before you submit your final version for marking. More information about
academic integrity and plagiarism can be found here:
https://student.unsw.edu.au/plagiarism
4. Please note that draft assignments submitted in this way will be regarded as the
final version at the due date if you have not uploaded a subsequent, finalised
version (each file uploaded overwrites the previous version).
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5. Late submissions are possible but will be marked as such and will be subject to
late penalties of 5% of the assignment weighting for each day late. If for any
reason you are unable to submit a late submission via Turnitin please contact
your Facilitator or AGSM Student Experience.
6. Extensions to assignment deadlines will be granted only in exceptional
circumstances, and where adequate supporting documentation can be provided.
Please note that work commitments do not constitute grounds for an extension.
Requests must be made through the special consideration process. For details
about this process, see: https://student.unsw.edu.au/special-consideration
7. You will be advised of your mark by your Facilitator within 10 working days of
assignment submission date.

Course outline 13
 Assessment format
For consistency across all assignments, students are required to supply assignments
in a standard format, which is detailed below. Assignments should always be
submitted in Word format.

Headings Body text Page setup

Font: Times New Roman Font: Times New Roman Top: 2.54 cm
Font size: 12 points Font size: 12 point Bottom: 2.54 cm
Line spacing: Double Line spacing: Double Left: 3.17 cm
Text style: Bold Text style: Normal Right: 3.17 cm

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Note: The left and right margins are wider than the default margins in Word.

Paragraph breaks
First line indent: 1.27cm

Diagrams and tables

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Students are encouraged to include diagrams and tables in their assessments, but
must ensure they do not take up more than 20% of the total assignment.

Diagrams and tables must:

• be formatted with single line spacing
• be formatted with a minimum font size of 8 points
• be positioned vertically in between paragraphs.

Assignment file name

Please use the following naming convention for each assignment.
• z9999999_surname_[XXXX1111]_17s3_Ass1
where:
• z9999999 is your student ID – please insert your surname
• XXXX1111 is the course code
• 17s3 is the session name (2017, Session 3)
• Ass1 is the Assignment number (Ass2 for Assignment 2)

14 Marketing Strategy
 Quality Assurance

The Business School is actively monitoring student learning and quality of the student
experience in all its programs. A random selection of completed assessment tasks may be used
for quality assurance, such as to determine the extent to which program learning goals are
being achieved. The information is required for accreditation purposes, and aggregated findings
will be used to inform changes aimed at improving the quality of Business School programs. All
material used for such processes will be treated as confidential and will not be related to course
grades.

Course resources

Course website
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The course website will be used for the dissemination of any course materials not
distributed in class. You can access Moodle using your student number and zPass
by visiting: https://moodle.telt.unsw.edu.au/login/index.php.

Course textbook
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There is not a prescribed textbook for this course. However, a useful reference that I
recommend is Aaker, D A 2014, Strategic Market Management,
10th edn, Wiley. It is available in an international student edition. This text has a
strong conceptual foundation and one that suits the emphasis of this course. Given
the limited number of class sessions, this text will help you augment class sessions
and gain further understanding of the substantial scope of the theory in the domain of
Marketing Strategy
The course pack in Moodle contains details of cases and readings we will use in this
course.
For reference, the following texts are useful for specific parts of the course:
Payne, A & Frow, P 2013, Strategic Customer Management: Integrating Relationship
Marketing and CRM, Cambridge University Press.
McDonald, M, Frow, P & Payne, A 2011, Marketing Plans for Service Businesses,
Wiley.

Course outline 15
 Reading assignments and visiting speakers
The readings and case studies will be available in Moodle. As you look through the
readings and case studies, you will see that we have a rich range of industry
situations and country locations. They have been sourced from various locations
including the Harvard Case Clearing House. The case studies represent leading or
interesting companies and have been carefully chosen from the many case studies
that are available. The case studies we will examine will cover many sectors: the
business-to-business sector; retailing; consumer durables; and others. We will also
discuss many other case examples in class. The cases are set in a variety of
countries or in a regional or global context. These case studies range from those

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which have recently been written through to all-time classics.
You will see in Moodle that the case study for Sessions 22 is ‘TBC’ (to be confirmed).
I have previously used The Leisure Group case study to discuss linkages between
corporate, business unit and marketing strategies. This case is an old one, but was
previously voted by my students as one of the best case studies they have learned
from. (When I previously ran this course, 92% of my MBA class voted for retaining
this case study in the course.) I am actively researching a possible replacement and
will advise during the course whether we use The Leisure Group case study, or an
alternative one.
You will also see in Moodle that we have a number of visiting speakers from various
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leading organisations. Given speakers’ work priorities and travel overseas can
intervene with our schedule, I will notify you of any changes in the timetable as soon
as practical.

Other resources
BusinessThink is UNSW’s free, online business publication. It is a platform for
business research, analysis and opinion. If you would like to subscribe to
BusinessThink, and receive the free monthly e-newsletter with the latest in research,
opinion and business, go to http://www.businessthink.unsw.edu.au.

Course evaluation and development

Mid- and end-of-session feedback is sought from students about the courses offered
in the AGSM MBA Program, and continual improvements are made based on this
feedback. The mid-session feedback is collected in Weeks 3 or 4, and
communicated to students in the class following its collection. Significant changes to
courses and programs within the Program based on end-of-session feedback are
communicated to subsequent cohorts of students.

16 Marketing Strategy
 Course Schedule
Marketing Strategy

Sessions 1/2
Strategic Marketing
Management

Strategic Marketing Concepts and Strategic Market Planning

Sessions 3/4 Sessions 5/6 Sessions 7/8

Strategic Marketing Strategic Market Personal Marketing
Concepts Planning Strategy

Sessions 9/10
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Sessions 11/12 Sessions 13/14

Marketing Strategy & Marketing Strategy & Marketing Strategy &
Co-creation Innovation: Company Visit Human-Centred Design
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Marketing Strategy: Areas of Specific Application

Sessions 15/16 Sessions 17/18

Marketing Strategy & Marketing Strategy &
Value Propositions Digital Transformation

Session 19 Sessions 20/21 Session 20

Marketing Strategy & Marketing Strategy & Marketing Strategy &
Value CRM Pricing Strategy

Integrating Marketing Strategy & Enterprise Strategy and Success Stories

Session 22 Sessions 23/24

Integrating Corporate, Strategic Marketing
Business Unit and Success Presentations
Marketing Strategies

Course outline 17
 PART B: Key policies, student
responsibilities and support
Academic integrity and plagiarism
The University regards plagiarism as a form of academic misconduct, and has very
strict rules regarding plagiarism. For UNSW policies, penalties, and information to
help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the
guidelines in the online ELISE and ELISE Plus tutorials for all new UNSW students:
http://subjectguides.library.unsw.edu.au/elise
To see if you understand plagiarism, do this short quiz:
https://student.unsw.edu.au/plagiarism-quiz

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For information on how to acknowledge your sources and reference correctly, see:
https://student.unsw.edu.au/referencing
For the UNSW Business School Harvard Referencing Guide, see the Referencing
and Plagiarism webpage (UNSW Business School > Students > How can we help? >
Learning support > Resources > Referencing & plagiarism)

Student responsibilities and conduct

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Students are expected to be familiar with and adhere to university policies in relation
to class attendance and general conduct and behaviour, including maintaining a
safe, respectful environment; and to understand their obligations in relation to
workload, assessment and keeping informed.

AGSM MBA Programs and UNSW policies

In general, UNSW policies apply to staff and students of AGSM MBA Programs.
Where there are additional points or procedures which apply specifically to AGSM
MBA Programs they are set out on the AGSM website:
https://www.business.unsw.edu.au/agsm/students/resources/students-rights-
responsibilities
If students are in doubt about the policy or procedure relating to a particular matter
they should seek advice from the Student Experience.
Information and policies on these topics can be found in the ‘A–Z Student Guide’:
https://my.unsw.edu.au/student/atoz/A.html . See, especially, information on
‘Attendance and Absence’, ‘Academic Misconduct’, ‘Assessment Information’,
‘Examinations’, ‘Student Responsibilities’, ‘Workload’ and policies such as
‘Occupational Health and Safety’.

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 Workload
It is expected that you will spend at least ten hours per week studying this course.
This time should be made up of reading, research, working on exercises and
problems, and attending classes. In periods where you need to complete
assignments or prepare for examinations, the workload may be greater.
Over-commitment has been a cause of failure for many students. You should take
the required workload into account when planning how to balance study with
employment and other activities.

Attendance
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Your regular and punctual attendance at lectures and seminars is expected in this
course. For more information, see:
https://student.unsw.edu.au/attendance

General conduct and behaviour

You are expected to conduct yourself with consideration and respect for the needs of
your fellow students and teaching staff. Conduct which unduly disrupts or interferes
with a class, such as ringing or talking on mobile phones, is not acceptable and
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students may be asked to leave the class. More information on student conduct is
available at: https://my.unsw.edu.au/student/atoz/BehaviourOfStudents.html

Occupational health and safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid
personal injury and to protect the safety of others. For more information, see
http://safety.unsw.edu.au/

Keeping informed
You should take note of all announcements made in lectures, tutorials or on the
course web site. From time to time, the University will send important
announcements to your university e-mail address without providing you with a paper
copy. You will be deemed to have received this information. It is also your
responsibility to keep the University informed of all changes to your contact details.

Special consideration and supplementary examinations

Any student dealing with exceptional circumstances due to illness, misadventure or
business critical work/travel that affects submission of assessments or exams
(performance or attendance), should complete an application for Special
Consideration via the UNSW online system – see:
https://student.unsw.edu.au/special-consideration

Course outline 19
 A Professional Authority Form also needs to be completed prior to the online submission –
see:
https://student.unsw.edu.au/sites/all/files/uploads/group47/forms/ProfessionalAuthority.pdf
These applications are assessed by the AGSM Student Experience team.
Applications for Special Consideration must be received no later than three working
days after an assessment task due date, or exam date.
Note that work, family, sporting and social commitments are not generally seen as
being beyond a student’s control, and so would not normally be accepted as grounds
for special consideration.
If your course has an exam, please note that students who are unwell are advised to not

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attend the exam, and instead obtain documentation from their doctor supporting their
need to be absent from the exam. UNSW advises use of the Professional Authority Form
https://student.unsw.edu.au/sites/all/files/uploads/group47/forms/ProfessionalAuthority.pdf – in
this instance. They can then apply for Special Consideration to sit the Supplementary
Exam (usually held seven days later). Once students see an exam, they cannot re-sit the
exam for that course in the same session.

eLearning
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To access Moodle, go to: https://moodle.telt.unsw.edu.au/login/index.php
Login with your student zID (username) and zPass (password).

Moodle eLearning support

Should you have any difficulties accessing your course online, please contact the
eLearning support below:
For login issues:
UNSW IT Service Centre
Hours: Monday to Friday: 8am – 8pm
Saturday and Sunday: 11am – 2pm
Email: ITServiceCentre@unsw.edu.au
Phone: Internal: x51333
External: 02 9385 1333
International: +61 2 9385 1333

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 For help with technical issues and problems:
External TELT Support
Hours: Monday to Friday: 7.30am – 9.30pm
Saturdays and Sundays: 8.30am – 4.30pm
Email: externalteltsuppport@unsw.edu.au
Phone: Internal: x53331
External: 02 9385 3331
International: +61 2 9385 3331

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Administrative and eLearning support
Student Experience
If you have administrative queries, they should be addressed to Student Experience.
Student Experience
AGSM MBA Programs
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UNSW Business School
SYDNEY NSW 2052
Phone: +61 2 9931 9400
Email: studentexperience@agsm.edu.au

Additional student resources and support

The University and the UNSW Business School provide a wide range of support
services for students, including:
• AGSM – Digital Resources and Tutorials
https://www.business.unsw.edu.au/agsm/digital-tools
• Business School Education Development Unit (EDU)
https://www.business.unsw.edu.au/students/resources/learning-support
Provides academic writing, study skills and maths support specifically for
Business students. Services include workshops, online resources, and individual
consultations.
EDU Office: Level 1, Room 1033, Quadrangle Building.
Phone: +61 2 9385 5584; Email: edu@unsw.edu.au

Course outline 21
 • UNSW Learning Centre
www.lc.unsw.edu.au
Provides academic skills support services, including workshops and resources,
for all UNSW students. See website for details.
• Library services and facilities for students
https://www.library.unsw.edu.au/study/services-for-students
• UNSW Counselling and Psychological Services
https://student.unsw.edu.au/wellbeing
Provides support and services if you need help with your personal life, getting
your academic life back on track or just want to know how to stay safe, including

•
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free, confidential counselling.
Office: Level 2, East Wing, Quadrangle Building;
Phone: +61 2 9385 5418.
Disability Support Services
https://student.unsw.edu.au/disability
Provides assistance to students who are trying to manage the demands of
university as well as a health condition, learning disability or have personal
circumstances that are having an impact on their studies.
Office: Ground Floor, John Goodsell Building; Phone: 9385 4734;
Email: disabilities@unsw.edu.au
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