Strategic Marketing Management:Planning and Control


In the more turbulent conditions that have already charaterised the 1990s it is more important than ever that organisations carry out regular marketing planning activities. However, there are still a number of organisations both large and small, for whom marketing planning is an informal and irregular business activity which is not properly understood. Marketing Planning is widely recognised to have many benefits for a company, and this module is intended to enable participants to put together marketing plans by introducing the relevant frameworks, tools and concepts. Later course modules will build upon these foundations.


Learning Objectives

On successful completion of this module, delegates will be able to:

Indicative Content

Implementation Strategy

The workshop is a notional 36 hour programme.
The workshop will be delivered in a 4 day block. Each block will normally consist of a number of formal lectures and delegate-centered learning activities designed to formalise and consolidate distance learning.

Indicative programme:

Day One

Introduction to Planning & Control:
The Management Process

Where are we now? Strategic & Marketing

Day Two

Where do we want to be? Strategic
Direction and Strategy Formulation

Day Three

How might we get there and which way
is best? Strategic Choice and Evaluation

Day Four

How can we ensure arrival? Strategic
Implementation and Control

The learning strategy will consist of two parts:

PART ONE: will consist of a distance learning programme. This component of the course will be supported by a module guide and a study text. This will enable the course member to actively apply the course ideas to their own organisation and managerial experience. At every stage in the module course members will be able to relate what they are learning to what their organisation is doing or should prehaps be doing! This will be facilitated by a number of exercises and tasks contained wihtin the module guide.

PART TWO: being the workshop programme, will be based on extended day learning sessions. The length of each session facilitates a range of teaching/learning strategies. A typical session might commence with a review of and general discussion on the reading, or any interesting developments in the marketing field pertinent to that session. There would normally then be a short formal lecture(s) or discussion(s) on the major topics for the session as detailed in the programme. Delegates will be encouraged and indeed are expected to discuss how various topics impact on them in the role of a marketing manager and to contrast theory identified in the readings with practice. Where appropriate, short case studies will be attempted in small groups with a requirement to present the findings. There will then be a feedback and summary of the issues by the tutor.

The main learning implementation methods will include: lectures, case studies, small and large group discussion, role play, practical exercises and self study.

Assessment Strategy

Assessment for this module will be in two parts:

Part one (30%) will consist of multiple choice, true/false question tests. Each test will consist of about fifty questions which will be coded to Blooms's Taxonomy in terms of cognitive complexity with respect to level (easy, medium, hard) and type (application, recall or comprehension). Course members will be required to achieve a pass in each paper.

Part two (70%) will be by an individual written assignment: approximately 3,000 words on a current planning issue usually based on the course members organisation. Typically, delegates will be required to apply theory to analyse the current situation and make recommendations to achieve an improvement in the situation by the explicit use of marketing planning techniques and concepts.


Nene/BPP Text Strategic Marketing Management: Planning and Control Included in the module guide
Wilson RMS, Gilligan CT & Pearson Strategic Marketing Management CIM/Butterworth-Heinemann (1992)
McDonald M Marketing Plans: How to prepare them, How to use them'. 3rd Ed. Butterworth-Heinemann (1995)
Piercy N Market-led Strategic Change Butterworth-Heinemann (1992)

Back To Top
Return to Course Menu
View Previous ScreenMove to Next Page
A HouseView Help PagesA Letter
This site design Copyrightę2000 Sylvia Truman

Site Logo