paper instructions

Advanced Practices in

Strategic Marketing Management

Prerequisites:    Preparatory Reading is mandatory for this Unit.  You must read the prescribed textbook, “Marketing Management, 15th Global Edition”, by Phillip Kotler, et al, Pearson, 2016.  The Case Studies and Examination will be based on this book.

Course Description

MGT 7163 – Advanced Practices in Strategic Marketing Management is the core and major module with linkages and co-requisite within the Doctor of Business Administration (DBA) programme. The DBA is a research-based doctorate awarded on the basis of advanced study and research in the field of business administration. The DBA is a terminal degree in business administration and it represents the highest academic qualification in business administration. This module introduces DBA students to the concepts, frameworks and methodologies useful to managers in marketing and business environment.  Participants will examine and discuss Strategic Marketing Management from theoretical, managerial and practical perspectives. 

This module focuses on the importance of understanding the theory and practice of strategic marketing management including leadership, planning, problem solving, communication and decision making, which are fundamental to understanding the marketing role within an organization. The module also examine the structural frame and demonstrate an understanding of the complexity of the marketing management system, including how such aspects impact the effectiveness of the organization’s go-to-market strategies.

The course enables DBA students to work within a framework in order to develop their understanding of the marketing management function in organizations, observe current marketing management practices and examine several key issues currently challenging marketing managers.  This is also in preparation of DBA students for the Literature Review in their Research Thesis.

Participants are required to take an active part in the discussions and to demonstrate their knowledge and understanding in a variety of learning and reflective situations.  Thus, it is important that every class member listen carefully to one another and attempt to build or constructively critique prior comments.

The course will be taught with a variety of teaching and learning activities.  Participants will be assigned into groups to facilitate and enhance interactive and participatory learning.  Through directed readings and case studies, participants will further develop their critical appreciation of the many issues affecting managers and leaders within their workplaces.

Ultimately, the goal of this course is to improve strategic marketing management capabilities through the understanding and use of various marketing management methodologies, techniques and through active discussions and debates with their peers.  This course is designed to encourage a deep approach to learning with an emphasis on collaborative thinking and learning through the use of working teams and real world problem solving rather than finding the right answer.  The module will specifically exploit and explore the issues that arise. All participants are advised to read as widely as possible.

Course Objectives

The aim of this module is to review the current practices in strategic marketing management specifically to:-

  1. The understanding and application of the principles and practice of strategic marketing management, with the ability to analyze, solve problems and undertake effective marketing decision-making.
  2. The understanding and critical awareness of the principles, theories and practice of business marketing.
  3. Allow managers to undertake a critical appraisal of marketing models, systems, strategies and processes, and develop the ability to analyze, solve problems and undertake effective decision making in the context of practical strategic marketing management.
  4. Develop an understanding of the concepts, methods, policies and practices relevant to the management of markets and operations, and an ability to analyze, solve problems and undertake effective decision making in strategic marketing management.
  5. Foster the ability to analyze, critically appraise and solve business-to-business marketing problems, within the resource capability of an organization.


Kotler, Philip R., Keller, Kevin Lane Marketing Management 15th Edition, Global Edition, Pearson, 2016

Suggested Readings

  1. Bahnan, Nisreen N.  (2014), Annual Editions: Marketing, 36th Edition, ISBN-13 9780073528762, McGraw Hill
  2. Hunt, Shane and John E Mello, (2014), Marketing, 1st Edition, ISBN-13 9781259197123, McGraw Hill
  3. Keegan, Warren J. (2014), Global Marketing Management, 8/E ISBN-13: 9780136157397, Prentice Hall
  4. Kerin, Roger, Robert Peterson (2013) Strategic Marketing Problems, 13/E, ISBN-13: 9780132747257, Prentice Hall
  5. Mullins, John and Orville C Walker, (2013), Marketing Management: A Strategic Decision-Making Approach, 8th Edition, ISBN-13 9780078028793, McGraw Hill
  6. Peter, J. Paul and James H Donnelly, Jr., (2013), Marketing Management, 11th Edition, ISBN-13 9780077861056, McGraw Hill
  7. Caywood, Clarke L.  (2012), the Handbook of Strategic Public Relations and Integrated Marketing Communications 2/E, 2nd Edition, ISBN-13 9780071767460, McGraw Hill
  8. Winer, Russ, Ravi Dhar, (2011) Marketing Management, 4/E ISBN-13: 9780136074892, New Jersey: Prentice Hall
  9. Kotler, P. and Keller, K.L., (2007). Marketing Management. New Jersey: Prentice Hall.
  10. Mc Donald, M., (2007). Marketing Plans How to prepare them, how to use them. Oxford: Butterworth-Heinemann
  11. Hutt, M.D. and Speh, T.W., (2007). Business Marketing Management: B2B. CA: Thomson South-Western.
  12. Donaldson, B. (2007). Sales Management: Principles, Process and Practice, Palgrave Macmillan
  13. Jobber, D., (2007). Principles and Practice of Marketing. London: McGraw-Hill.
  14. Doyle, P. and Stern, P., (2006). Marketing Management and Strategy. Harlow: Financial Times Prentice Hall.


  1. Harrington and Tjan, (March 2008). Transforming Strategy One Customer at a Time, Harvard Business Review,
  2. Slater, S.F. and Narver, J.C. (2007). Market orientation, customer value, and superior performance. Business Horizons, (March-April), 22-28.
  3. Macdonald, S. (2007). Too close for comfort? The strategic implications of getting close to the customer. California Management Review, Vol. 37, No. 2, pp. 8-27.
  4. Berthon, P., Hulbert, J.M., and Pitt, L.F. (2007). To serve or create? Strategic orientations toward customers and innovation. California Management Review, Vol. 42, No. 1. 37-58.
  5. Reinzartz, W. and Kumar, V. (2006). The mismanagement of customer loyalty. Harvard Business Review, (July), 86-94.
  6. Brown, S. (2006). Torment your customers (they’ll love it). Harvard Business Review, (October), 83-88.
  7. Kumar, N., Scheer, L. and Kotler, P. (2006). From market driven to market driving. European Management Journal, Vol. 18, No. 2, 129-142.
  8. Slater, S.F. and Olson, E.M. (2005). A fresh look at industry and market analysis. Business Horizons, Vol. 45, No. 1, 15-22.
  9. Dibb, S. and Simkin, L. (2005). Market segmentation: diagnosing and treating the barriers. Industrial Marketing Management, Vol. 30, 609-625.
  10. Hoek, J., Gendall, P.J. and Esslemont, D.H.B. (2005). Market segmentation. Asia-Australia Marketing Journal, Vol. 1, No. 1, 41-46.
  11. Keller, K.L., Sternthal, B. and Tybout, A. (2005). Three questions you need to ask about your brand. Harvard Business Review (September), 80-86.

Other additional information

Marketing Management Journals, Related Magazines, Internet Sites, Newspapers, Videos, Other Related web-sites.

Strategic Marketing Management Audit (60%)

On an individual basis, candidates will be required to examine an aspect of the Strategic Marketing Management strategy either in their own organization or one that they have access to. The objective of the project is to critically examine the company’s present approach and to develop a set of recommendations for improvement in the context of Advanced Practices in Strategic Marketing Management.

In order to develop the skills for the Strategic Marketing Management course you are requested to conduct an audit of the marketing activities in your company or in a company that you have easy access to. Your task is to evaluate the effectiveness of your company’s strategic marketing activities. An evaluation of the activities implies a critical analysis of why the activities are carried out appropriately or inappropriately at the moment.  You should finish with a recommendation on how to improve each of the areas that you have identified as weak. When appropriate you should employ some conceptual/theoretical and empirical framework to support your arguments/suggestions.

These audits will comprise the following areas:

1. Assess the suitability of the following:

     –    the products (4 Ps, portfolio, product mix and branding strategy),

     –    generic strategy, market segmentation and pricing tactic,

     –    the 4As (Acceptability, Affordability, Accessibility and  Awareness),

     –    distribution (appropriateness of marketing strategy, selection and compensation of sales force, if applicable),

     –    communication (advertising, promotion, etc.).

2. Analyze the suitability of the company to the market situation, conduct a competitive analysis, develop insights concerning the market and market behavior.

3. Assess the suitability of the firm to adapt to the three key forces (Technology, Globalization and Social Responsibility) driving the new marketing realities, business practices and protocol.

4.  Evaluate the responsiveness of the firm to the changing demands of the trends and forces (for example, Social Responsibility, New Consumer Capabilities, Internet Technology and Social Cultural shifts)

4. Evaluate the effectiveness of the firm’s marketing activities.

The audit must go beyond a mere description of what the company does at the moment in relation to its strategic marketing functions. You must analyze, and draw implications and conclusions.

The aims of the project are to enable students to:

  • Apply the concepts and tools of Strategic Marketing Management to an organizational setting
  • Develop skills in synthesising the information and analysis of the various components of Strategic Marketing Management
  • Adopt a “systems” approach to problem solving
  • Develop creativity in formulating strategies and critical thinking in insights to implementation issues

The length of the project paper is 5,000 words excluding appendices and attachments. Marks will be deducted for exceeding the word limit unreasonably.

Another very important opportunity lies in the coordinated use of that diversity as you develop your Project material. All organisations, whether they are in the private, public or not-for-profit sectors, need to be responsive to the changing demands of the trends and forces that might affect marketing. You must take responsibility for defining and managing a project that will satisfy your own personal or professional needs.

Students are not required to seek formal approval for their chosen topic. Students are strongly encouraged to commence planning the project assignment as soon as possible. Should a student feel uncertain of his/her proposed project, contact should be made with the lecturer as early as possible to seek clarification.

Format of the Coursework Assignment

The report should cover the following:

(150 words)1.  Your intended learning objectives from the project in the context of Strategic Marketing Management
Executive Summary (500 words)2.  This should be a complete summary of your report in 1-2 pages that can be read as a stand-alone summary. Write it last, but put it first!
In detail (4,500 words)3.  An introduction covering the chosen business/industry and organization 4.  Detailed analysis of the Strategic Marketing Management Audit. (Topics to cover have already been identified above in the outline of the project). Include theory or relevant literature whenever you need to support a point 5. Recommendations and their rationale 6. Implementation issues to be considered 7. Conclusion
Appendices/ Attachments  Organizational information referred to in body of report. Assessment tools used to make strategic assessments or assist with strategic choice. University standard in referencing, i.e. Harvard Referencing Style is required.

Assessment Criteria for Coursework Assignment

Clear statement of the purpose of the project assignment, the strategic marketing management issues and their significance:

Is the assignment focused? Does the assignment contribute to a better understanding of Strategic Marketing Management and lead to recommendations?

Review of the relevant marketing theory and literature outlining its


Does the candidate demonstrate a clear understanding of the concepts and tools of Strategic Marketing Management?

Analysis and application to the organization including the outline of the

recommendations, their rationale, and consideration of implementation


Can the candidate demonstrate the application of relevant concepts and tools to focus on critical issues? Are the observations and conclusions based on sound arguments?

The Project Report should be written and organized with:

  • Good Language and grammar
  • Clear and convincing presentation
  • Correct and appropriate use of footnotes and references

Citation and Reference Style

All Assignments submitted by Students must follow the Harvard Referencing Style ( for references to other publications and carefully checked for completeness, accuracy and consistency. This is very important in an electronic environment because it enables your readers to exploit the Reference Linking facility on the database and link back to the works you have cited through CrossRef.

Example:  You should cite publications in the text: (Adams, 2006) using the first named author’s name or (Adams and Brown, 2006) citing both names of two, or (Adams et al., 2006), when there are three or more authors. At the end of the paper a reference list in alphabetical order should be supplied.


Plagiarism is not tolerated. The similarity index should be less than or equal to 15%.

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