Course Title: Marketing Management

Part A: Course Overview

Course Title: Marketing Management

Credit Points: 12.00

Course Code	Campus	Career	School	Learning Mode	Teaching Period(s)
MKTG1233	City Campus	Postgraduate	115H Aerospace, Mechanical & Manufacturing Engineering	Distance / Correspondence	Sem 1 2006, Sem 2 2006, Sem 2 2007, Sem 2 2008, Sem 2 2009
MKTG1234	China Airlines Ltd	Postgraduate	115H Aerospace, Mechanical & Manufacturing Engineering	Distance / Correspondence	Offsh 2 08
MKTG1235	Air Transport Training College	Postgraduate	115H Aerospace, Mechanical & Manufacturing Engineering	Distance / Correspondence	Offsh 1 09

Course Coordinator: Margaret Tein

Course Coordinator Phone: +61 3 9925 6150

Course Coordinator Email: tein@rmit.edu.au

Course Coordinator Location: 251.3.26

Course Coordinator Availability: Please contact by email to arrange appointment

Pre-requisite Courses and Assumed Knowledge and Capabilities

None

Course Description

The objective of this course is to give an overview of the theory and practice of marketing. The course focuses on the management of the marketing function and the tasks of marketing strategy development and planning.

Marketing is a way of thinking and an approach to business that is based on the organisation’s attempt to meet its customers’ needs as best it can and to simultaneously create value for the organisation and for the customer.

Objectives/Learning Outcomes/Capability Development

The Capabilities Of An Aviation Management Graduate – Post Graduate Level

Overall Integrative Capability: Proactive Problem Identification, Innovative Problem Solving and Empowering Communication

CAPABILITY: Responsible and Professional Work Practices: Work within the ethical and legal framework of the industry while contributing to professional work settings through responsible, self-managed, independent work and effective participation in multidisciplinary teams.

Dimension of Capability: Personal Development

Descriptor:

• Awareness of and commitment to one’s own set of values.
• Observance of professional ethics.
• Taking responsibility and participating in one’s own career planning and development.
• Acting as a Reflective Practitioner leading to a personal continuous improvement process.
• Engagement in and commitment to career-long learning.

Dimension of Capability: Sustainability

Descriptor:

• Balance of the technical, economic, environmental and social demands of an industry-based situation.
• Protection of safety, health and welfare.
• Balance of the technical, economic, environmental and social demands of an industry-based situation. • Protection of safety, health and welfare.

Dimension of Capability: Problem solving and decision making

Descriptor:

• Model organizational problems using a systems framework, recognising the impact on sub- and related systems.
• Use of a wide range of problem solving tools and techniques.
• Selectivity in the choice of data to be used to support decision-making.
• Access to information from a wide range of sources, discerning values, bias and usability.

Dimension of Capability: Technical Competence

• Conceptualise, plan, design and manage the interface between human and technical systems.
• Perform a range of analytical tasks as appropriate to the specialization within the industry.
• Design and conduct diagnostic activities within the specific industry discipline.

Dimension of Capability: Teamwork and Leadership

• Operate effectively within a complex organisational setting.
• Manage multiple hierarchical relationships.
• Work effectively within a team.
• Exhibit appropriate and effective professional behaviours in the team environment.
• Provide constructive feedback to colleagues.
• Resolve conflict within the team.
• Work with members of other disciplines in a team with conflicting needs.

Dimension of Capability: Communication

• Communicate effectively - that is to listen, observe, speak, and write.
• Communicate results and outcomes qualitatively, quantitatively, graphically, electronically and textually.
• Communicate processes of thinking and reflection.

CAPABILITY: Global perspective

Locate one’s professional practice within the global parameters of the industry recognizing the different cultural perspectives, national and local variations in legal, industrial and economic environments.

Dimension of Capability: Personal Development

• Awareness of and respect for other’s sets of values.
• Observance of professional ethics.
• Taking responsibility for understanding cultural differences.
• Acting as a Reflective Practitioner leading to a personal continuous improvement process.
• Engagement in and commitment to career-long learning.

Dimension of Capability: Sustainability

• Balance of the technical, economic, environmental and social demands of different cultural and national situations.
• Protection of safety, health and welfare.

Dimension of Capability: Problem-solving and decision-making

• Model organizational problems using a systems framework, recognising the impact on sub- and related systems within different cultural contexts.
• Use of a wide range of problem solving tools and techniques.
• Selectivity in the choice of data to be used to support decision-making.
• Access to information from a wide range of sources, discerning values, bias and usability.

Dimension of Capability: Technical Competence

• Conceptualise, plan, design and manage the interface between human and technical systems taking into consideration variations in local technical adoption rates.
• Perform a range of analytical tasks as appropriate to the specialization within the industry.
• Design and conduct diagnostic activities within the specific industry discipline and cultural context.

Dimension of Capability: Teamwork and Leadership

• Operate effectively within a complex organisational setting.
• Manage multiple hierarchical relationships.
• Work effectively within a multicultural team.
• Exhibit appropriate and effective professional behaviours in the multicultural team environment.
• Provide constructive feedback to colleagues.
• Resolve conflict within the multicultural team.
• Work with members of other disciplines in a team with conflicting needs.

Dimension of Capability: Communication

• Communicate effectively - that is to listen, observe, speak, and write appropriately within the cultural context.
• Communicate results and outcomes qualitatively, quantitatively, graphically, electronically and textually.
• Communicate processes of thinking and reflection.

CAPABILITY: Communication and Personal Engagement

Communicate the processes and results of organisational activities within the industrial sectors’ communities in forms consistent with the appropriate sector practices. Extend relationships through confident interactions across various levels and functions of the organisation and the industry’s sectors.

Dimension of Capability: Personal Development

• Awareness of and respect for divergent views.
• Observance of professional ethics.
• Taking responsibility for ones’ own communication style and responses of others to it.
• Acting as a Reflective Practitioner leading to a personal continuous improvement process.
• Engagement in and commitment to career-long learning.

Dimension of Capability: Sustainability

• Balance of the technical, economic, environmental and social demands of different cultural and personal backgrounds.
• Protection of safety, health and welfare.

Dimension of Capability: Problem-solving and decision-making

• Explain organizational problems and associated solutions within a systems framework, recognising the impact on individuals and groups with different perspectives and views.
• Use a wide range of problem solving tools and techniques.
• Selectivity in the choice of data to be used to support decision-making.
• Access to information from a wide range of sources, discerning values, bias and usability.

Dimension of Capability: Technical Competence

• Professionally communicate the conceptualisation, planning, design and management of the interface between human and technical systems taking into consideration variations in personal technical adoption rates.
• Discuss the performance of a range of analytical tasks as appropriate to the specialisation within the industry.
• Participate in the design and conduct diagnostic activities within the specific industry discipline and cultural context.

Dimension of Capability: Teamwork and Leadership

• Communicate effectively and collaboratively within a complex organisational setting.
• Manage multiple hierarchical relationships.
• Work effectively within a multicultural team.
• Facilitate effective and appropriate interactions between colleagues and subordinates across the organisation hierarchy.
• Provide constructive feedback to colleagues.
• Resolve conflict within the multicultural team.
• Work with members of other disciplines in a team with conflicting needs.

Dimension of Capability: Communication

• Communicate effectively - that is to listen, observe, speak, and write appropriately within the cultural context.
• Communicate results and outcomes qualitatively, quantitatively, graphically, electronically and textually.
• Communicate processes of thinking and reflection.
  .
  

After studying this course you should be able to:

• understand what is meant by a marketing philosophy
• explain how marketing is a process of matching the organisation’s resources with the needs of its customers and simultaneously creating value for customers and the organisation
• dentify and describe the role of each of the constituent elements of the marketing mix
• describe the marketing strategy and planning process
• apply various marketing analysis tools and techniques to help develop marketing objectives from which marketing strategies flow
• explain how a marketing audit is conducted
• identify the importance of developing and sustaining a competitive advantage
• explain the various approaches to segmenting markets, identifying target markets and positioning products
• outline the marketing research process and identify a range of methods of acquiring, using and storing data
• describe the five tools of the promotional mix and explain the purpose and importance of integrated marketing communication and promotion strategies
• discuss the importance of relationship marketing in providing value to the organisation
• recognise and discuss the strategic marketing issues relevant to various market participants.
  

Overview of Learning Activities

The focal strategy utilised in the whole course is the Management Learning Team (MLT). This group represents a project team whose members carry a dual responsibility. Firstly, MLT members carry a responsibility to the team for the learning and development of each member, and secondly, a responsibility for their own personal learning.

MLT’s are encouraged to explore the resources of the team for problem solving and addressing issues prior to seeking the guidance or assistance of an academic staff member.

The specific learning activities include:

Seminars
Workshops
On-call Consultation
Projects
Directed Research
Self-directed Learning
Fieldwork

Overview of Learning Resources

Prescribed Texts And Readings

There is no set text for this Unit. You will, however, be required to read a number of articles and case studies that have been included in the study guide. The required reading for each topic is summarised at the start of the topic and then the order in which we recommend that you read the material is indicated throughout the topic.

Further Reading

Suggestions for further reading are included in most topics, along with full bibliographic details for references cited in the study guide. These are not lists of required additional reading but have been included for those interested in pursuing the ideas in the topic further. As well as these specific references, there are a number of general texts, journals and magazines that will be useful for widening your general knowledge of marketing. The list below is by no means exhaustive but does cover a range of topics.

Books

Aaker, D.A. 2004, Strategic Market Management, Wiley, Brisbane.
Andreasen, A. R. & Kotler, P. 2003, Strategic Marketing for Nonprofit Organisations, Prentice Hall, London.
Ansoff, H.I. 1987, Corporate Strategy, Penguin, Harmondsworth.
Baker, M., Graham, P., Harker, D. & Harker M. 1998, Marketing: Managerial Foundations, Macmillan, Victoria.
Bonoma, T.V. 1985, The Marketing Edge: Making Strategies Work, Free Press, New York.
Brown, L. 1997, Competitive Marketing Strategy. Developing, Maintaining and Defending Competitive Position, Nelson, Melbourne.
Fletcher, R. & Brown, L. 2002, International Marketing: An Asia-Pacific Perspective, Prentice Hall, Sydney.
Kotler, P. 2003, Marketing Management, Prentice Hall, Sydney.
Lovelock C.H., Patterson P.G. & Walker, R.H. 2001, Services Marketing: An Asia-Pacific Perspective, Prentice Hall, Sydney.
McColl, R., Callaghan, B. & Palmer, A. 1998, Services Marketing: A Managerial Perspective, McGraw-Hill, Sydney.
McDonald, M.H.B. 1999, Marketing Plans: How to Prepare Them, How to Use Them, Butterworth Heinemann, Oxford.
Payne, A.F. (ed.) 1995, Advances in Relationship Marketing, Cranfield University, Cranfield.
Porter, M.E. 1980, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York.
Porter, M.E. 1985, Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, New York.
Reichheld, F. 1996, The Loyalty Effect, Harvard Business Press, Connecticutt.
Ries, A. & Trout, J, 1997, Marketing Warfare, McGraw-Hill, New York.
Ries, A & Trout, J 2001, Positioning: The Battle for Your Mind, McGraw-Hill, New York.
Rosenbloom, B. 2004, Marketing Channels: A Management View, Thomson, South-Western, Ohio.
Schiffman, L., Bednall, D., Cowley, E., O’Cass, A., Watson J. & Kanuk, L. 2001 Consumer Behaviour, Prentice Hall, Sydney.
Semler, R. 1995, Maverick: The Success Story Behind the World’s Most Unusual Working Place, Warner Books, New York.
Stone, B. 2001, Successful Direct Marketing Methods, McGraw-Hill, , Illinois.

Journals, magazines and newspapers

Australian Business
Australian Financial Review
Bulletin
Business Review Weekly
California Management Review
European Journal of Marketing
Harvard Business Review
Journal of Business Strategies
Marketing
MIT Sloan Management Review
Strategy+business
The Economist

Overview of Assessment

Distance Delivery Mode Assessment Tasks:

Assignment 1 - weighting 30% - 2,500 words
Examination - weighting 70% - 3 hours writiing, 10 minutes reading