The Marketing Leadership and Planning module forms part of the CIM Chartered Postgraduate Diploma in Marketing and aims to enable students to develop effective high level strategic marketing strategies relating to an organisation's corporate and business strategic intent in the short, medium and long terms. Students should be able to analyse the corporate strategy, determine a range of high level marketing and relationship strategies, and demonstrate how these strategies will deliver an organisation's desire for growth and expansion, its changing stance on CSR, ethics and key strategic decisions.
Students that have completed the Marketing Leadership and Planning module will be able to:
1. Critically evaluate the links from the corporate strategy to the marketing strategy and ways of delivering an organisation's corporate mission and vision effectively.
2. Develop marketing strategies to establish an organisation's competitive and sustainable marketing and relationship strategies to achieve the organisation's strategic intent and deliver its value proposition.
3. Develop strategic but operational marketing plans at an organisational level (not just functional) using synergistic planning processes, taking account of different planning frameworks (cross-functional and board level contribution) and ensuring they are within the resource capabilities of an organisation.
4. Determine the most appropriate organisational structures for market-oriented organisations and changing organisations, whilst evaluating the resource implications and requirements.
5. Develop sustainable competitive advantage through suitable approaches to leadership and innovation.
6. Assess the link between change programmes, marketing activities and shareholder value, show how these can contribute to an organisation's on-going success, and evaluate the concepts of power, trust and commitment in the context of negotiating change with key stakeholders.
The following is a detailed breakdown of the Marketing Leadership and Planning Module:
Part one - Delivering Marketing Strategies
1.1 Developing and delivering an organisation's vision and mission (weighting 30%)
1.1.1 Critically analyse how to create a clear, simple, reality-based vision for an organisation and its stakeholders.
1.1.2 Critically evaluate the importance of mission statements in communicating an organisation's strategic vision and identity.
1.1.3 Identify distinctive competences of the organisation and how they can be leveraged to achieve and organisation's mission.
1.1.4 Examine the different approaches to the strategic process.
1.2 Developing marketing strategies and value proposition (weighting 70%)
1.2.1 Determine an organisation's value proposition through analysis of an organisation's vision, mission and corporate objectives.
1.2.2 Utilising the strategic audit, develop and present corporate strategies that are creative, customer-focused, innovative and competitive for a variety of contexts, incorporating relevant investment decisions and business cases which meet corporate objectives.
1.2.3 Critically evaluate the marketing strategy process, utilising the three key areas/levels in marketing strategy development.
1.2.4 Determine a series of measures that enable an estimation of desired results for an organisation.
Part two - Strategic Marketing Planning
2.1 Strategic marketing plans (weighting 30%)
2.1.1 Critically evaluate the concept of strategic marketing planning as a tool to deliver an organisation's value proposition.
2.1.2 Analyse the corporate objectives and translate into overarching marketing objectives to support giving direction to a marketing plan.
2.1.3 Assess the variables facing an organisation in order to assess the impact of the future corporate and marketing objectives against its current competencies, resource capacity and financial positioning.
2.1.4 Make clear recommendations that determine either changes in the strategy or further resource requirements to support the delivery of the strategic marketing plan.
2.1.5 Develop marketing plans utilising corporate planning frameworks to deliver an organisation's strategies and meet corporate objectives.
2.1.6 Critically evaluate why marketing plans can fail.
2.2 Assessing and utilising organisational resources and assets (weighting 40%)
2.2.1 Assess an organisation's structure and critically evaluate its appropriateness to align and deliver its strategy and fulfil its vision.
2.2.2 Critically evaluate existing systems and processes and identify future needs in line with an organisation's strategy requirements.
2.2.3 Assess the competency of an organisation's workforce in order to establish future capability and capacity requirements.
2.2.4 Ascertain where the new marketing strategy will impact and how it will fit into the broader organisation.
2.2.5 Establish a clear funding framework in order to deliver the marketing strategy effectively and ensure sufficient and realistic financial resource is available.
2.3 Monitoring and measuring marketing (weighting 30%)
2.3.1 Critically evaluate the concepts of adaptability, efficiency and effectiveness as means of measuring the success or otherwise of marketing strategies for a range of organisational sectors.
2.3.2 Critically evaluate and use quantitative techniques for evaluating business and marketing performance and delivery of the marketing strategy.
2.3.3 Measure financial returns achieved as a result of specific investment decisions and compare them to the original investment appraisal or business case.
2.3.4 Propose and critically evaluate the development of sustainable marketing strategies and ethics, and analyse the value generated by these strategies to the organisation's overall strategy.
2.3.5 Assess the value that the marketing proposition has generated and how it can contribute to shareholder value.
Part three - Market-led strategic change
3.1 Leading and inspiring an organisation (weighting 40%)
3.1.1 Critically evaluate and identify the methods for measuring successful and effective leadership strategies in determining and defining an organisation's strategic focus and intent.
3.1.2 Critically evaluate a range of approaches to successful leadership of the organisation and of the marketing function.
3.1.3 Critically evaluate and analyse the dominant leadership paradigms.
3.1.4 Critically evaluate the concept of power and influence in promoting a coherent philosophy regarding sources of power and how it can be exercised in the organisation.
3.1.5 Critically evaluate the concept of bi-cultural leadership in developing capabilities effectively within new sub-cultures and across boundaries.
3.1.6 Explore ways of developing thought leadership within the organisation to assist in the development of culture of innovation and learning.
3.1.7 utilise the management team, internal resources and networks to develop tools to access key stakeholders.
3.1.8 Assess your own leadership style and recommend how it can be improved and maximised to aid business thinking, working with colleagues, inspiring people and achieve goals.
3.2 Developing a market-oriented culture (weighting 30%)
3.2.1 Critically evaluate the concept of a market-oriented culture and consider the implications for an organisation in achieving it.
3.2.2 Assess the different characteristics of culture in a broad context and evaluate the need for change to achieve true market orientation.
3.2.3 Explore ways in which the organisation can go about creating and shaping a market-oriented culture.
3.2.4 Critically evaluate the concept of shared values and show how they can be effectively communicated in a market-oriented organisation.
3.2.5 Determine measures for success in transforming an organisation's culture to one of true market orientation.
3.3 Developing and delivering organisational strategies for change (weighting 30%)
3.3.1 Assess the key drivers and pressures on organisations to change in today's dynamic marketing environment.
3.3.2 Critically evaluate barriers to organisational change, making recommendations of how best to overcome them.
3.3.3 Critically evaluate why organisations often avoid corporate led change.
3.3.4 Critically evaluate the different methods of change available to organisations.
3.3.5 Design a process of change, to provide insight into the level of involvement and interaction stakeholders will have in the transformation of an organisation and its market orientation, including consideration of constraints and contingencies.
3.3.6 Prepare a change plan for an organisation, taking into account the need for appropriate resources, capabilities, skills and motivations for its execution.