School of Business and Management

CHRIST (Deemed to be University)

Course Plan

Program Master of Business Administration

Course Code & Name MBA 542M: Strategic Marketing Management

Trimester Fifth Trimester; August - October 2021

Hours & Credits (1 Credit
30 hours, 3 Credits
= 10 hours)

Course Facilitators at – Prof Stanny Dias

Pune, LavasaCampus [email protected]
Course Name: Strategic Marketing Course Code: MBA 5042M
Management
Total number of hours: 30 Hrs Credits: 3
Course
Strategic marketing management is a marketing specialization course that is
Description
designed to develop students' holistic understanding and knowledge in
strategic marketing. A marketing manager, as a planner-coordinator-controller
of marketing activities, must be analytical and skilled in decision-making.
Therefore, emphasis is placed on the analytical and decision-making functions
of managers in the planning and implementation of marketing strategies at all
levels of an organisation.

The course is comprehensive and covers the following sections in depth: (a)
External and internal analyses (b) Application of popular strategic models and
concepts, and (c) Planning for market-orientation and strategy
implementation. The course requires students to refer to multiple books and
authors as directed by the reading references provided in the session plan. In
addition to book chapters, articles and case studies would be distributed to the
students for discussion in class. The unit is heavily case-oriented, and expects
students to be well versed in the case method.

Course CLOs for AACSB:

Objectives
 Demonstrate the understanding of marketing being a strategic function
 Apply strategic thinking frameworks to understand marketing
problems
 Compare traditional marketing practices with future-ready, innovation-
driven marketing decisionsDesign innovation-driven strategic
marketing plan
 Recommend a strategic marketing plan that encompasses identifying
and solving some of the pressing marketing issues in organizations
 Develop a global, overall perspective to identify, understand and solve
strategic marketing issues comprehensively.

Course Focus Skills: Domain Skill

All the Units in this course are focussed on improving marketing skills
 Need: National
CIA 1.1 and 1.2 focuses on the companies operating at National/International
level

Terminology** AACSB NBA

Program Learning Goals (PLGs) Program Outcomes (POs)
Program Learning Objective (PLO)
Course Learning Outcomes (CLO) Course Outcomes (COs)
Course Learning Outcomes: On having completed this course student should be able to:

CO CLO Assessment DESCRIPTION REVISED

(NBA) (AACSB) BLOOM’S
TAXONOMY
CO1 CLO1 CIA I Demonstrate the understanding of marketing L-2
CIA II being a strategic function
CO2 CLO2 CIA I Apply strategic thinking frameworks to L-3
CIA II understand marketing problems
CO3 CLO3 CIA II Compare traditional marketing practices with L-4
CIA III future-ready, innovation-driven marketing
decisions
CO4 CLO4 CIA III Recommend a strategic marketing plan that L-5
encompasses identifying and solving some of
the pressing marketing issues in organizations
CO5 CLO5 CIA III Develop a global, overall perspective to L-6
identify, understand and solve strategic
marketing issues comprehensively.

Programme Learning Goals –Course Outcome Matrix (AACSB)

CLO Corresponding Corresponding
PLO PLG

CLO1:
Demonstrate the PLO 2.1
Understand the context of
understanding of PLG 2
business problem and
marketing being a suggest solutions Functional Knowledge and Application
strategic function
--------------------------------------------------
CLO2:Apply strategic PLO 2.1
-
thinking frameworks to Understand the context of
business problem and
understand marketing suggest solutions.
problems
 PLG 2
Functional Knowledge and Application
CLO3:
PLO 2.1
Compare traditional Understand the context of
marketing practices business problem and
with future-ready, suggest solutions
innovation-driven
marketing decisions
CLO4:Recommend a --------------------------------------------------
-
strategic marketing plan
that encompasses PLO 2.1
Understand the context of
identifying and solving business problem and PLG 4
some of the pressing suggest solutions Critical Thinking
marketing issues in
organizations
CLO5: Develop a
global, overall
PLG 5
perspective to identify, PLO5.1 Global Awareness
Identify opportunities through
understand and solve global perspective
strategic marketing
issues of organizations
comprehensively.

Course Vs PLG mapping (Curriculum Mapping) (AACSB)

PLG1 PLG2
Social Functional PLG4 PLG5
PLG3
Responsibilit Knowledge Critical Global
Module Communication
y and Ethical and Thinking awareness
Sensitivity Application
1 2 3 4 1 2 3 4 1 2 3 4 5 1 2 3 4 5 1 2 3
UNIT I

UNIT II 
UNIT

III
UNIT 
IV
UNIT V 

Assessment Mapping to Learning Goals and Outcomes (AACSB)

PLG1Social PLG2Functi
PLG4 PLG5
Responsibili onal PLG3
Global
ty and Knowledge Communicati Critical awarenes
Assessment Ethical and on Thinking s
Sensitivity Application
1 2 3 4 1 2 3 4 1 2 3 4 5 1 2 3 4 5 1 2 3
CIA I 
CIA II
(Embedded 
question)

CIA III   
 Strategic Marketing Management - Course Mapping
Pedagogy
(teaching
learning
Week
CLO & Hours methods Resource/
Unit (starting Exercises
Unit details PLO per used)/ Reference
number and end
week activities and details
dates)
or class trips/
dates for
assessment
Don’t
cut your
Introduction to marketi
Strategic Marketing ng Familiarization
CLO-1 with Course
Management. 16-21 budget Chapter 1
PLO- 3 Pack.
Marketing as Aug 21 in Lecture /
I 2.1
transformational Recessi Discussion
engine on –
Article/
Tesla
Traditional STP and
Strategic Segments CLO-1
23-28 Chapter 2
II PLO 3 Discussion
Aug 21
2.1

Products selling and Starbuc

solutions selling CLO-1 ks in
30-4 Sep Lecture /
PL0 China – 3
Discussion
Chapter 3
21
2.1 Case
Study
Managing and
CLO-2 Zara in
Growing China
Distribution 6-11 Sep PLO Lecture /
III and India 3
Discussion
Chapter 4
Channels 21 2.1 – Case
Study

Retailers as Global Amazo

Distribution CLO-2
n and
Partners 13-18 PLO Lecture /
Walmar 3
Discussion
Chapter 5
Sep 21 2.1
t - case
study
Brand Acquisition to
Brand CLO-2
Rationalization 20-25 PLO Lecture /
IV 3
Discussion
Chapter 6
Sep 21 2.1

SBU Marketing and 27-2 Oct CLO-3 3 Lecture / Chapter 7

Corporate 21 PLO Discussion
Marketing 2.1
 Innovation and
Market Driving CLO-3
Strategies 4-9 Oct Lecture /
PLO 3
Discussion
Chapters 8
21
2.1

Contemporary
issues in Strategic CLO-4 Developing a
Marketing 11-16 Lecture / superior strategic
V PLO 3
Discussion marketing plan -
Oct 21
2.1 HBSP

Strategic Marketing The most

in the Global common
CLO-5 mistakes
Context 18-23 Lecture /
PLO 3
Discussion
companies make
Oct 21 with global
5.1
marketing -
HBSP
ASSESSMENT OUTLINE
CIA-I

Assignment Description
This is a individual assignment. The student must identify a company that you consider
innovative (you can choose from the list of Fortune magazine’s 50 most innovative
companies) and answer the following checklist questions to learn about fostering innovation
and growth using 3Vs framework.
Valued customer
1. Who are the valued customers?

2. Are there customers who are unhappy with all the current offerings of the industry?

3. Are there customers who have a need but are not being currently served by the
industry?

4. Should the marketing team try to reach customers who are unaware that they need this
product? If so, how could this need be created?

5. Who is the user? The buyer? The influencer? The payer? What are the preferred
criteria of each and their power in the buying decision?

6. Is the target segment large enough to meet our sales objectives?

7. What is the growth rate of this target segment?

Value proposition
1. What is the core needs we are trying to address with our value proposition?

2. Does the value proposition fir the needs of our valued customers?

3. What benefits are we actually delivering to the customers?

4. Is our value proposition differentiated from the competitors or are we positioning in a

crowded space?

5. Are our value proposition claims reinforced by underlying product and service
features?

6. Are we positioning on attributed that we can defend against competitive attacks?

7. Are we positioning on too many benefits to be credible?

Value network
1. Can we serve the valued customers with the value proposition at a profit?

2. Do we have the necessary capabilities to deliver the value proposition if not; could we
acquire or partner with them?
 3. Would serving the valued customer have negative consequences on our existing
customers or businesses? If so, how are we going to control this?

4. Which high cost or low value-added activity could be eliminated, reduced? Or

outsourced in our value network?

5. Where are the advantaged of scale in our value network? Can we maintain scale while
not losing flexibility?

6. How different is our value network from the rest of the industry?

7. What is our break-even point? Could we lower it by slightly varying our value
network?

CIA-I 20 Marks

Assignment Title 3Vs framework

Group (Contribution by each member to be clearly

Individual or group work: identified)

Cut off date for submission:

Assignment submission
formats if any: Google classroom

Other instructions for the Extensive research on the company and its
learners: functions

Discussions in class and interaction with

faculty(Flipped class room) based on work load
Assignment Design outside class

Assignment Learning
Outcome (with code) CLO 1, CLO 2
1. Know the difference between marketing a
function and marketing as a strategic activity
2. Apply the knowledge of strategic marketing
in the context of the chosen organization
Assignment learning
objectives are specific, 3. Create a strategic management framework for
measurable, performance the organization
outcome statements that 4. Work in teams and harness distinct
describes what the students capabilities of individuals in teams
will be able to do after
completing the assignment.
CIA I Rubrics

PLG PLG 2
Objective PLO - 2.1
CO & CLO – 1,2
Total
marks 20

Parameters Excellent – 5 Good – 4 Average – 3 Acceptable Needs

marks marks marks – 2 marks Improve
ment – 1
mark
Identifying Valued Valued Valued Valued Valued
and defining customers customers customers customers customers,
specific are clearly are are loosely are not as an idea
valued identified. identified. identified. clearly is not
customers There is There is There is no identified. understood
for the evidence of some demonstratio There is lack and
chosen demonstratin explanation n of clarity in of articulated.
organization g how these about how understandin understandin Traditional
valued valued g how valued g of how ways of
customers customers customers these identifying
are are different are different customers customers
inherently from general from general are different is
different customers. customers. from general presented
from Customised Traditional customers. instead of
customers in market market Market using the
general. segmentation segmentation segmentatio framework
There is s variables variables are n variables for
evidence of are not used to are not used identifying
showcasing clearly identify appropriatel valued
how market defined valued y customers
segmentation customers
can be
customized
to identify
 the right
valued
customers
Clarity on Customer Customer Customer Customer Customer
defining value value value value value
customer proposition is proposition is proposition is proposition propositio
value clearly clearly defined but it is loosely n
proposition defined. All defined. Kim is not clear. defined. The identificati
the four and The framework is on is not
aspects of Moubourgne framework is not used to satisfactor
Kim and ’s framework not used develop the y. There is
Moubourgne is used but appropriately value not
’s framework not very to arrive at proposition argument
are used to effectively to distinct for the of
create arrive at customer chosen justificatio
distinct value value company n to
customer proposition proposition demonstrat
value creation e the merit
proposition of
identifying
CVP
Understandi There is Value Value Value The
ng and evidence of network is network is network is concept of
developing clear clearly clearly somewhat value
value understandin understood. understood. loosely network is
network g and Almost all There are understood. not
development the gaps in There are understood
of value components identifying major gaps properly.
network by of value components in
identifying network are of VN and identifying
all the identified there are and
component and issues related explaining
of VN and contextualize to components
specifically d contextualizi of value
 explaining ng the same network.
and for the given There is no
contextualizi organization contextualiz
ng it to the ation to the
given given
organization organization
Summarizin The work The The The The
g and clearly summarising summarising summary is summary
recommenda summarises is done but is somewhat done but the is very
tion all the does not look loosely done. structure of poorly
aspects of coherent. The it is poor and constructe
valued There are recommendat the content d and does
customer, gaps in the ions are not do not not do
value way strategic in highlight the justice to
proposition recommendat nature major the
and value ions are components concept
network and structured of the 3Vs and
makes framework application
specific of the 3Vs
implementab framework
le strategic
recommendat
ions

CIA II Rubrics – Mid-trimester examination (AACSB and NBA) 25 Marks

Mid Term Exam Syllabus:(Coverage Unit I, II, III) (PLG-2, CLO-1,2,3)

Pattern
 Section A – Answer all four questions (Internal choice in two
questions.4X10=40 marks)
 Section B- Case Study Compulsory Question (From Unit III) (1X10= 10
marks)

CIA II Rubrics – Mid-trimester examination (Evaluation based on embedded

questions-Case study questions from Unit III) (AACSB and NBA)
Parameters Exemplary Very Good Good (1.5) Average (1) Needs
 (2.5) (2) improvement (0.5)

Identification Presents an Presents a Presents a Presents a Presents vague

of Core issues insightful and thorough brief superficial understanding and the
thorough understanding understanding understanding issues in the case
understanding of three issues of two issues of one of the were not identified.
of all issues identified in identified in issues
the case the case identified in the
case
Analysis Presents an Presents a Presents Presents a Presents an
insightful and thorough abrief superficial incomplete analysis
thorough analysis of analysis of analysis of one and the issues in the
analysis of all three issues two issues of the issues case were not
issues identified in identified in identified in the identified.
identified in the case the case case
the case
Evaluation Supports Supports Supports Supports Vague diagnosis of
diagnosis and diagnosis and diagnosis and diagnosis and options, lack of
opinions with opinions with opinions with opinions with arguments
four clear three clear two clear one
arguments reasons and reasons and reason/argumen
and evidence; evidence; evidence; t and little
presents a presents a presents a evidence;
balanced and fairly balanced somewhat argument is
critical view; view; one-sided one-sided and
interpretation interpretation argument not objective
is both is both
reasonable reasonable and
and objective objective
Recommendati Presents Presents Presents Presents Recommendations are
ons detailed, specific, realistic or realistic or not realistic and not
realistic, and realistic, and appropriate appropriate linked to the concept
appropriate appropriate recommendati recommendatio from the reading.
recommendat recommendati ons supported ns with little, if
ions clearly ons supported by the any, support
supported by by the information from the
the information presented and information
information presented and concepts from presented and
presented and concepts from the reading concepts from
concepts from the reading the reading
the reading
*Weightage (Levels) can vary depending on Embedded Question

CIA III A
ASSESSMENT OUTLINE

Component 2: Assignment description

This is a group assignment. The team is expected to choose an organization and develop a
comprehensive strategic marketing plan for the same. This will be a consultancy report. The
report needs to be well structured and should adhere to APA standards. The content of the
report must include the following. You can contextualize and customize the same based on
client requirement. This is a strategic marketing report. It should be developed by considering
the company’s existing disposition but more importantly, it should be developed keeping in
mind how the company should strategize for the coming years. You can keep reference of 3-5
years for your recommendations.
1. Executive summary
2. Industry background note
3. Company profile
4. Overview of marketing activities in the company
5. Valued customers
6. Customer value proposition
7. Components of value network
8. Products and solutions
9. Growing distribution channels
10. Value delivery and retailing
11. Brand rationalizing
12. Market driving recommendations
13. Corporate image and branding
14. Overall strategic recommendation
This is a group assignment. The team is expected to make a comprehensive strategic
marketing plan (framework) for a chosen organization. The presentation should include all
the important aspects such as 3Vs, solutions, distribution, global partnering, rationalization,
corporate branding and any other relevant concepts related to the topic area. Each team gets
fifteen minutes to make their presentation followed by a five-minute window for questions.
The teams can use any visual aids to support the presentation such as info-graphic, MS
PowerPoint or Prezi. A report has to be submitted on Google classroom

CIA III 20 marks

Assignment Description

Assignment Title Strategic Marketing Plan

Individual or group work: Group

Cut-off date for

submission:

Assignment submission
Consultancy report on google classroom
formats if any:

Other instructions for Reinforcement of concepts and application. Peer learning.

the learners: Application and Problem-solving orientation

Assignment Design Report submission in google classroom

Assignment Learning
CLO 3 & CLO 4
Outcomes (with code)

Assignment learning On completion of this assignment, students would be able to

objectives are specific,
1. Develop comprehensive strategic marketing plans
measurable,
performance outcome for the chosen organization
statements that 2. Identify key marketing issues and solve them using
describes what the strategic thinking
students will be able to 3. Make industry-ready consultancy reports
do after completing the 4. Learn to work in teams by identifying individual
assignment.
competencies and harnessing synergy
5. Develop effective presentations on the chosen topic
using visual aid.

CIA III-A Evaluation Rubrics (AACSB and NBA)

PLG PLG - 2
PLO - 2.1
CO & CLO – 3,4
Rubrics for group presentation 10 Marks
Rubrics for the report 10 marks

Rubrics:

Parameters Excellent – 5 Good – 4 Average – 3 Acceptable – Needs

marks marks marks 2 marks improvement
– 1 mark
Executive Executive Executive Executive Executive Executive
summary summary is summary has summary summary does summary is
clear, well good content, outlines the not clearly poorly
structured, structured problems and outline the structured and
outlines the reasonably analysis but problems, the content is
problems, its well but fails to analyses and not effective.
analyses and brevity is incorporate in strategic
recommendat missing. The it the key recommendati
ions ES outlines strategic ons. The
succinctly so the problems, recommendati structure and
that it analyses and ons. the content
encourages key are not well
the reader to recommendati developed.
go through ons. The ES
the report in has more
detail content than
what is
important
Identifying All the Most Some of the Few Marketing
key marketing marketing marketing marketing decision
marketing decision decision decision functions are points are not
decision points are points are points are identified for clearly
points clearly identified for identified for further identified for
identified for further further analysis and analysis and
analysis and analysis and analysis and recommendati recommendati
recommendat recommendati recommendati on on
ion on on
Strategic All the Recommendat Recommendat Recommendat Recommendat
recommendat recommendat ions are ions are ions are ions are mere
ions ions made strategic in detailed but surficial and statements of
are strategic nature. They are not does not give observation
in nature, it is are developed necessarily clarity on and analysis.
detailed, after having strategic. The decision They do not
future-ready, considered the recommendati making for clearly spell
innovation past and the ons are future out the action
driven and current mostly that needs to
the financial, performance functional in be taken for
market of the nature and the future.
implications organization. does not
are well The appreciate
thought out recommendati cross-
and ons are functional
articulated in future-ready interdependen
the and ce clearly
recommendat innovation
ion. driven.
Implementati Possible
on implementatio
complexities n issues are
are clearly identified but
identified and not discussed
articulated.
Structure The report is The report The report has The report has The report
and content well follows a a good structural lacks
of the report structured good structure. gaps and also cohesion.
and cohesive. structure, There are the content is There is no
Report language is some gaps in not very proper flow of
follows the professional the content effectively content and
style of a and the presented. does not
consultancy content is This needs convey to the
report format well major changes client what
which is presented. It if it has to be decisions
client ready needs some presented to need to be
fine tuning to the client taken.
make it client
ready

Overall Assessment Description

Test & Exam Max Marks Weightage Total

CIA-I 20 20 % 20
 CIA-II 25 25 % 25
CIA-III (10 + 10) 20 20 % (10%+10%) 20
CIA I, II, III 65 65 % 65
End – Term 30 30 % 30
Attendance 5 5% 5
Total 100 100

CIA ASSESSMENT DETAILS

Sl Unit(s) RBT
CIA Component CO
No Covered Level
CIA I I, II,
1 CO1 L2, L3
III(Partially)

L2, L3,
2 CIA II I, II, III CO1, CO2, CO3
L4

3 CIA III IV, V CO4, CO5 L4

End Trimester CO1, CO2, CO3, CO4, L2, L3,

4 I, II, III, IV, V
Examination CO5 L4

Prepared by
(Faculty in-charge) Approved by
Reviewed by
Prof Stanny Dias HoD