CIM Level 7 Postgraduate Diploma in

Professional Marketing

Global Marketing Decisions (2304)

July 2022

Assignment

The assignment comprises THREE compulsory tasks

Task 1 is worth 25 marks – based on the Vodafone Group Plc, Case Study

Task 2 is worth 40 marks – based on the Vodafone Group Plc, Case Study

Task 3 is worth 35 marks – based on an organisation of your choice

Total marks available – 100 marks

© The Chartered Institute of Marketing 2022

Page 1 of 12
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VODAFONE GROUP PLC, CASE STUDY (Task 1 and Task 2 only)

Candidate brief

Scenario

You are a self-employed Marketing Consultant who has been hired by Vodafone Group Plc.

You have been asked by Vodafone Group Plc to undertake a six-side strategic marketing
audit, analysing both internal and external factors in order to determine the level of
strategic uncertainty in the external market impacting on the future of Vodafone Group Plc.
This is intended to enable the organisation to understand its strategic options for growth
and profitability.

Consideration should be given to Vodafone Group Plc’s current strategies, strengths and
weaknesses, core competences, value proposition, competitive advantage, value creation,
and its readiness to compete in global markets.

You should also consider Vodafone Group Plc’s current strategic intent and direction, taking
into account its organisational culture, vision and mission, stakeholder expectations, and
current brand strategy, including its contribution towards enhancing organisation value and
brand equity. In addition, you should consider the challenges and opportunities arising from
emerging market trends, changes in technology and customer behaviour preferences.

As part of your six-side audit, you should also review the organisation’s financial position,
including sustainable reliable funding sources to implement strategic options, its strategic
risks, organisational constraints, and mitigating strategies to overcome these risks.

Guidance notes on preparatory work (Task 1 and Task 2)

Vodafone Group Plc, Six-Side strategic Marketing Audit

• The strategic marketing audit is based on the Vodafone case study only.
• SIX sides of A4 paper are allowed for the strategic marketing audit.
• The strategic marketing audit must be included in the appendices to your assignment.
• Although no marks are awarded for the strategic marketing audit, candidates will be
awarded marks for how the audit is used and referred to in answering the tasks set.
• Candidates are required to demonstrate insights (where appropriate) from the six-side
strategic marketing audit when responding to tasks.
• The strategic marketing audit should be completed using the following page setup:
o top margin: 2.54 cm
o bottom margin: 2.54 cm
o left margin: 2.54 cm
o right margin: 2.54 cm
o header: 1.25 cm
o footer: 1.25 cm.
• No smaller than font size 11. The content of tables, models or diagrams must be in a
minimum of font size 9.
• The strategic marketing audit (ie six sides of A4) is in addition to the word count
allocated to each task.

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 Global Marketing Decisions – July 2022

• Candidates must ensure that their answers are appropriately referenced and/or
paraphrased when using text from the Vodafone case study or any other source.
• Candidates must be aware that insufficient referencing may result in plagiarism, which
will be penalised.

The copying of pre-prepared ‘group’ audits for Vodafone, including those

written by consultants/tutors, or by any third party, should be avoided.
The tasks will demand analysis by the candidate only and individually
composed answers are required in order to pass.
Please see the PowerPoint presentation on ‘Using the CIM Case Study Material Within Your
Assignment’ and the Candidate Submission Guidelines, on MyCIM https://my.cim.co.uk/

Continued

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 Global Marketing Decisions – July 2022

How to choose your organisation (Task 3)

Your chosen organisation could be the one you work for, one for which you are acting as a
consultant, or another organisation of your choice.

It is important to choose an organisation that you are familiar with, where there is sufficient
scope for the detail required within your responses.

You must not select the Case Study, Vodaphone Group Plc, as your chosen organisation.

How to approach each sub-task (all tasks)

It would be helpful to have access to the module specification when reading this section;
which can be found on the MyCIM student portal: https://my.cim.co.uk/

This assignment is assessed against the learning outcomes for the module, which are found
in the module specification and at the beginning of each task. Assessment criteria (AC) are
listed under each sub-task; these represent the syllabus areas that are the focus of that
sub-task.

The last column of the syllabus in the module specification shows the indicative content,
which is designed to demonstrate the scope of those assessment criteria, and therefore the
areas of theory, knowledge and application that you may consider building into your
assignment.

For Task 3 only, it is acknowledged that variations in chosen organisations could result in
differences in the scope of indicative content being covered by your assignment. Therefore,
you do not have to address all of the indicative content. You should select the content that
is appropriate to your chosen organisation and data.

Note also that the indicative content is not an exhaustive or definitive list and can just as
easily cover other aspects of both practice and theory, including those processes and
procedures used by your chosen organisation.

Good practice guidelines for assignment production (all tasks)

The maximum word count is intended to assist candidates in producing a professional

business document of an appropriate length that can be used in the workplace. The
assignment should be written in a professional tone and should only contain relevant
material that directly contributes towards answering the task.

The tasks will indicate any specific format requirements, and it is expected that assignments
will be presented accordingly.

Further information on format style, font requirements and guidance on word count can be
found in the Student Assignment Submission Guidelines located on the MyCIM student
portal: https://my.cim.co.uk/

This assignment has been developed so that it can be applied to organisations of all sizes
and sectors as well as the case study.

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 Global Marketing Decisions – July 2022

Continued
Where candidates feel that applying Task 3 of the assignment to their chosen
organisation requires taking a creative approach to the concept and theoretical principles
explored, this is acceptable following discussion with their tutor. Where this occurs, the
approach taken and the reasons for that should be outlined within the organisation
summary.

It is good practice to acknowledge all sources/methodologies/applications using the

Harvard referencing system. Details of how to reference can be found in the Harvard
System of Referencing guide located on the MyCIM student portal: https://my.cim.co.uk/

Key things to remember

• Although this is a practitioner-based assignment, the use of key concepts and theories
to support your response is a key part of building your argument. Relevant theory
should be used, but where there are no ‘preferred theories’ given within the indicative
content, all are acceptable if they are relevant.

• Tasks 1 and 2 should be applied to Vodafone Group Plc.

• Task 3 should be applied to your chosen organisation (not Vodafone Group

Plc).

• You must not select Vodafone for Task 3. Please ensure that you are familiar with
the grade descriptors contained within this assignment, as they provide details of
what the examiner is expecting for each task.

• Please note assignments can only be accepted for marking with a valid assessment
booking.

• Answers must be referenced appropriately, and candidates must not plagiarise

material from the case study – only original work is acceptable.

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 Global Marketing Decisions – July 2022

Task 1 – Report

Learning Outcomes covered in Task 1:

LO1 and LO2

Please refer to the module specification for Learning Outcome details.

Vodafone Group Plc,

With reference to the case study and your Vodafone Group Plc six-side audit, you have
been asked to produce a report that addresses the following tasks.

(a) Assess the potential for strategic uncertainty in the external market
and its impact upon Vodafone Group Plc.

AC1.1, AC1.2, AC1.3, AC1.4 (10 marks)

(b) Critically appraise the strengths and weaknesses of Vodafone Group

Plc, to assess its readiness to deliver its vision and mission.

AC2.1, AC2.2, AC2.3, AC2.4 (15 marks)

(Total – 25 marks)

(Tasks 1 (a) to 1 (b) maximum word count 1,250 words)

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 Global Marketing Decisions – July 2022

Task 2 – Report

Learning Outcomes covered in Task 2:

LO3, LO4 & LO5

Please refer to the module specification for Learning Outcome details.

Vodafone Group Plc

(a) Critically evaluate Vodafone Group Plc’s brand contribution towards

increasing the organisation’s value and brand equity, and achieving its
objectives.

AC3.1, AC3.4, AC4.1, AC4.4 (25 marks)

(b) Critically assess the importance of strategic partnerships, strategic

alliances, mergers and acquisitions to the Vodafone Group Plc.

AC3.1, AC3.2, AC4.2, AC4.3, AC5.1 (15 marks)

(Total – 40 marks)

(Tasks 2 (a) to 2 (b) maximum word count – 2,000 words)

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 Global Marketing Decisions – July 2022

Task 3 – Report

Learning Outcomes covered in Task 3:

LO3, LO4, LO5 and LO6

Please refer to the module specification for Learning Outcome details.

Chosen organisation

This task relates exclusively to your chosen organisation. You must not select
Vodafone Group Plc as your chosen organisation.

You have been asked to produce a report that addresses the following tasks.

(a) Provide a background to your chosen organisation on ONE side of A4

paper, including:
• organisation name
• organisation information – to include type of organisation, size of
• organisation, range of products and services, customer base and
main competitors
• organisation brand – summary of the organisation’s corporate brand
strengths and weaknesses
• summary of current approach to strategic partnerships, strategic
alliances, mergers and acquisitions. (5 marks)

(b) Critically evaluate your chosen organisation’s current international

marketing strategy and the extent to which it has been successful in
creating financial benefits/economic value for your chosen organisation.

AC3.3, AC4.2, AC5.2, AC5.4 (15 marks)

(c) Critically assess TWO strategic risks facing your chosen organisation, and
recommend relevant mitigation strategies to reduce these strategic risks.

AC6.1, AC6.2, AC6.3, AC6.4 (15 marks)

(Total – 35 marks)

Organisation summary maximum page count – one side of A4 paper

(Tasks 3 (b) to 3 (c) maximum word count – 1,500 words)

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 Grade
Distinction (70+) Merit (60-69) Pass (50-59) Fail (0-49)
Descriptor:
This grade is given for work that meets at This grade is given for work that meets at This grade is given for work that meets at This grade is given for work that does not
Level 7
least 70% of the assessment criteria and least 60% of the assessment criteria and least 50% of the assessment criteria and meet enough of the assessment criteria to
Qualification/
demonstrates a candidate’s ability to: demonstrates a candidate’s ability to: demonstrates a candidate’s ability to: secure a pass.
GMD
This task is based on Vodafone Group This task is based on Vodafone Group This task is based on Vodafone Group This task is based on Vodafone Group
Plc, only Plc, only Plc, only Plc, only

- provide an excellent strategic level - provide a good strategic level assessment of - provide an adequate level assessment of the - limited or no use of relevant theoretical
assessment of the potential for strategic the potential for strategic uncertainty in the potential for strategic uncertainty in the framework and/or insights based on six-page
uncertainty in the external market and its external market and its impact upon external market and its impact upon audit
impact upon Vodafone Group Plc Vodafone Group Plc Vodafone Group Plc

- provide an excellent strategic level critical - provide a good strategic level critical - provide an adequate level critical appraisal - incomplete assessment, appraisal and only
appraisal of strengths and weaknesses of appraisal of strengths and weaknesses of of strengths and weaknesses of Vodafone describing situation
Vodafone Group Plc ability to assess its Vodafone Group Plc ability to assess its Group Plc ability to assess its readiness to
readiness to deliver its vision and mission readiness to deliver its vision and mission deliver its vision and mission -lack of focus in responding to the required
focus of each task
Task 1
25%
– provide an excellent consideration of impact – provide a good consideration of impact on – provide an adequate consideration of - tactical level/descriptive observations
on Vodafone Group Plc and readiness to Vodafone Group Plc and readiness to deliver impact on Vodafone Group Plc and readiness
deliver its vision and mission its vision and mission to deliver its vision and mission - repetition of case materials with no or very
limited analysis, appraisal and critical
evaluation
- provide an excellent application of relevant - provide a good application of relevant - provide an adequate application of relevant
theoretical framework (e.g., scenario analysis, theoretical framework (e.g., scenario analysis, theoretical framework (e.g., scenario analysis, - superficial contents
market sensing & forecasting techniques, market sensing & forecasting techniques, market sensing & forecasting techniques,
impact analysis, SWOT, TOWS) using insights impact analysis, SWOT, TOWS) using insights impact analysis, SWOT, TOWS) using insights - no conclusions drawn
from the case material and six-page audit. from the case material and six-page audit. from the case material and six-page audit. - extensive use of bullet points and/or tables
with limited or no narrative to support
argument

Continued

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 Grade
Distinction (70+) Merit (60-69) Pass (50-59) Fail (0-49)
Descriptor:
This grade is given for work that meets at This grade is given for work that meets at This grade is given for work that meets at This grade is given for work that does not
Level 7
least 70% of the assessment criteria and least 60% of the assessment criteria and least 50% of the assessment criteria and meet enough of the assessment criteria to
Qualification/
demonstrates a candidate’s ability to: demonstrates a candidate’s ability to: demonstrates a candidate’s ability to: secure a pass.
GMD

This task is based on Vodafone Group This task is based on Vodafone Group This task is based on Vodafone Group This task is based on Vodafone only
Plc, only Plc, only Plc, only

- provide a good strategic level critical - provide an adequate level critical evaluation - limited use of relevant theoretical
- provide an excellent strategic level critical
evaluation of Vodafone Group Plc brand of Vodafone Group Plc brand contribution framework and/or insights based on six-page
evaluation of Vodafone Group Plc brand
contribution towards increasing organisation’s towards increasing organisation’s value and audit
contribution towards increasing organisation’s
value and brand equity and in achieving its brand equity and in achieving its objectives
value and brand equity and in achieving its
objectives - incomplete evaluation and assessment
objectives
- provide a good strategic level critical - provide an adequate level critical - lack of focus in responding to the required
- provide an excellent strategic level critical
assessment of importance to the Vodafone assessment of importance to the Vodafone focus of each task
assessment of importance to the Vodafone
Group Plc for strategic partnerships strategic Group Plc for strategic partnerships strategic
Group Plc for strategic partnerships strategic
alliances, mergers and acquisitions alliances, mergers and acquisitions - tactical level/descriptive observations
alliances, mergers and acquisitions
Task 2 - provide a good application of relevant - provide an adequate application of relevant - repetition of case study materials with no or
- provide an excellent application of relevant
40% theoretical frameworks used to critically theoretical frameworks used to critically very limited critical assessment and/or
theoretical frameworks used to critically
evaluate contribution of corporate brand evaluate contribution of corporate brand prioritisation
evaluate contribution of corporate brand
(Keller’s framework, value chain analysis, (Keller’s framework, value chain analysis,
(Keller’s framework, value chain analysis,
financial value, shareholder value, corporate financial value, shareholder value, corporate - superficial content
financial value, shareholder value, corporate
reputation, brand equity including brand reputation, brand equity including brand
reputation, brand equity including brand
awareness, brand preferences, brand awareness, brand preferences, brand - generic content with limited application to
awareness, brand preferences, brand
satisfaction and loyalty) and importance of satisfaction and loyalty) and importance of context of Vodafone Group Plc
satisfaction and loyalty) and importance of
strategic partnerships, alliances, mergers and strategic partnerships, alliances, mergers and
strategic partnerships, alliances, mergers and
acquisitions (e.g., resource based view, acquisitions (e.g., resource based view, - no conclusions drawn, or recommendations
acquisitions (e.g., resource based view,
transaction cost theory, knowledge based transaction cost theory, knowledge based made
transaction cost theory, knowledge based
view; pros and cons including synergies and view; pros and cons including synergies and
view; pros and cons including synergies and
costs etc,) costs etc,) - excessive use of tables/bullet points with no
costs etc,)
or very limited narrative to support argument

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 Continued
Grade
Distinction (70+) Merit (60-69) Pass (50-59) Fail (0-49)
Descriptor:
This grade is given for work that meets at This grade is given for work that meets at This grade is given for work that meets at This grade is given for work that does not
Level 7
least 70% of the assessment criteria and least 60% of the assessment criteria and least 50% of the assessment criteria and meet enough of the assessment criteria to
Qualification/
demonstrates a candidate’s ability to: demonstrates a candidate’s ability to: demonstrates a candidate’s ability to: secure a pass.
GMD

Chosen Organisation only Chosen Organisation only Chosen Organisation only Chosen Organisation only

- provide an excellent level of detail about the - provide a good level of detail about the - provide an adequate level of detail about - identification of some details of the chosen
chosen organisation under headings provided, chosen organisation under headings provided, the chosen organisation under headings organisation but missing some of the
using one side of page only: excellent using one side of page only: excellent provided, using one side of page only: information required, such as chosen
identification of chosen organisation’s identification of chosen organisation’s excellent identification of chosen organisation strengths/weaknesses and/or
corporate brand’s strengths and weaknesses corporate brand’s strengths and weaknesses organisation’s corporate brand’s strengths current approach to strategic partnerships,
and chosen organisation’s approach to and chosen organisation’s approach to and weaknesses and chosen organisation’s strategic alliances, mergers and acquisitions
strategic partnerships, strategic alliances, strategic partnerships, strategic alliances, approach to strategic partnerships, strategic
mergers and acquisitions. mergers and acquisitions. alliances, mergers and acquisitions. - limited use of relevant theory and/or no
application or insights
- provide an excellent strategic level critical - provide a good strategic level critical - provide an adequate level critical evaluation
evaluation of chosen organisation current evaluation of chosen organisation current of chosen organisation current international - tactical level descriptive observations
international marketing strategy and the international marketing strategy and the marketing strategy and the extent to which it
extent to which it has been successful in extent to which it has been successful in has been successful in creating financial - limited critical evaluation or assessment
creating financial benefits/economic value for creating financial benefits/economic value for benefits/economic value for your chosen
your chosen organisation your chosen organisation organisation - description of current international
Task 3 marketing strategy but no discussion of
35% - provide an excellent critical assessment of - provide a good critical assessment of TWO - provide an adequate assessment of TWO financial benefits and/or economic value
TWO strategic risks facing the chosen strategic risks facing the chosen organisation strategic risks facing the chosen organisation created by the strategy
organisation and relevant mitigation and relevant mitigation strategies and relevant mitigation strategies
strategies - description of TWO strategic risks but no
-provide a good understanding of financial -provide an adequate understanding of discussion of relevant mitigation strategies
-provide an excellent understanding of benefits and economic value of specific financial benefits and economic value of
financial benefits and economic value of international marketing strategy specific international marketing strategy -lack of attention to required focus of task
specific international marketing strategy
- provide a good application of relevant - provide an adequate application of relevant - superficial content
- provide an excellent application of relevant theoretical frameworks (international market theoretical frameworks (international market
theoretical frameworks (international market entry strategies, global business strategies, entry strategies, global business strategies, - excessive use of tables/bullet points with no
entry strategies, global business strategies, financial benefits and economic value), financial benefits and economic value), or very limited critical narrative in support
financial benefits and economic value), strategic risks (e.g., scenario analysis, market strategic risks (e.g., scenario analysis, market
strategic risks (e.g., scenario analysis, market sensing & forecasting techniques, various sensing & forecasting techniques, various
sensing & forecasting techniques, various types of risks including competitive risk, types of risks including competitive risk,
types of risks including competitive risk, change risk, regulatory risk, reputational risk, change risk, regulatory risk, reputational risk,
change risk, regulatory risk, reputational risk, political risk, governance risk, financial risk, political risk, governance risk, financial risk,
political risk, governance risk, financial risk, operational risk etc. and impact analysis) and operational risk etc. and impact analysis) and

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 operational risk etc. and impact analysis) and specific strategies to counter/mitigate specific strategies to counter/mitigate
specific strategies to counter/mitigate strategic risks (eg., assume and accept, strategic risks (eg., assume and accept,
strategic risks (eg., assume and accept, avoidance of risk, controlling risks, avoidance of risk, controlling risks,
avoidance of risk, controlling risks, transferring risks, watch and monitor risks transferring risks, watch and monitor risks
transferring risks, watch and monitor risks etc.,) using insights from the case material etc.,) using insights from the case material
etc.,) using insights from the case material and six-page audit. and six-page audit.
and six-page audit.

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