This module aims to:

Provide students with a broad insight into the entrepreneurial nature of marketing practices across different market contexts and organisational settings;

Nurture an understanding of the relationship between marketing as a function and marketing as an essential component of organisational and market leadership;

Enable students to identify and leverage key enablers necessary for transformation towards an agile human-centric and digital marketing organisation;

Support students in developing the skills necessary to drive change in the organisation by critically appraising the design of a contemporary marketing organisation (including the roles, structures, and movements required to drive effective change);

Develop students’ ability to translate analysis of data into actionable strategies and solutions relating to digital, content, brand management, engagement, and experience design.

(LO1) Students will be able to differentiate between the different roles, functions, requirements, and opportunities that define contemporary marketing practice.

(LO2) Students will be able to develop and action key strategic levers at an organisational level relative to market and broader environmental (macro) threats and opportunities.

(LO3) Students will be able to understand how to leverage digital technology to create, capture and measure new sources of market value.

(LO4) Students will be able to differentiate between different approaches to the implementation of agile marketing process and tools.

(LO5) Students will be able to reflect on the relationship between effective leadership and market performance.

(LO6) Students will be able to recognise power and influence within marketing leadership in driving change.

(S1) Ethical Awareness
This module will challenge students to consider the intended and unintended consequences of actions and strategic marketing decisions on a broad range of market actors and from different stakeholder perspectives.

(S2) Adaptability
Students will consider the role of the marketer and subsequent impacts within a range of organisational, and market contexts. This is to develop reflective capabilities that enable students to zoom in and out of complex scenarios and settings. Students will be challenged to consider solutions from a variety of stakeholder perspectives and develop approaches to reconciling inherent tensions and challenges within the day-to-day decision-making process.

(S3) Problem solving
Through case-studies, authentic forms of assessment and classroom discussion students will be encouraged to consider real-world problems and ideate around possible solutions. The classroom and module setting provide a reflective and experimental space for students to develop solutions to challenges and receive feedback. Through the invited expert series of practitioners that will complement this module, students will hear and learn from real-world cases as presented and discussed in class.

(S4) Commercial awareness
Through seminars, online workshops and assessments students will develop skills that allow them to translate ideas into solutions relative to commercial performance, amongst other forms of value conceptualisation. Through this process students will develop core commercial competencies, anchored by corresponding skills of ethical awareness, flexibility and adaptability.

(S5) Organisation skills and ability to work under pressure
Through group and individual assessments, students will develop skills around time management, planning, contingency planning and develop the ability to work and succeed under pressure.

(S6) Communication skills
Students will have to deliver verbal and written communications in classroom activities, assessments and through directed learning activities outside of the classroom environment.

(S7) Leadership
Through engagement with marketing leaders (expert speaker series), reflection on real-world case studies and impact cases, students will develop an ability to identify and differentiate between different leadership approaches and styles in marketing that will help shape their own distinctive leadership skills.

(S8) Teamwork
Through class participation and group work tasks students will develop an ability to work in teams and work collaboratively around a mutual goal. Here students will also learn to reconcile functional and strategic points of tension within team dynamics and co-produce actionable and measurable marketing strategies.

2 hour lecture x 6 weeks
2 hour seminar x 6 weeks
1 hour group learning x 6 weeks
120 hours self-directed learning

This module draws from the foundations laid in previous modules and is orientated toward broadening students’ perspectives and assumptions of marketing practice, and the development of leadership skills.

1. Introduction to Markets, Marketing Organisations, and defining “the marketer”:

In this section of the module we differentiate and distinguish different market types, the role of marketing at an organisational level (functional, strategic, ideological) and discuss who performs marketing activities. Here we differentiate between marketers at different types of organisation, i.e. MNE vs Start-Up vs Influencer. This section will also introduce different marketing roles from a leadership perspective, i.e. CMO, CIO or CXO.

2. Leadership and Entrepreneurship in Marketing:

In this section the general concepts of leadership and entrepreneurship are discussed with regards to marketing practice. Who leads at macro, meso and micro levels a nd how different leadership styles and approaches manifest set the scene for future discussions surrounding how marketing actors reconcile some of our most significant and challenging organisational and marketing challenges.

3. Value Creation:

In this section of the module the concept of value creation within different market contexts is explored. Strategies for value capture and measurement are also introduced though these are discussed at later points in the module. This topic draws from invited industry experts, and context-specific published case studies to illustrate how marketers influence the creation of organisational and market level value.

4. Leading Marketing Strategy:

Here students examine new marketing techniques and explore how firms use innovation as well as marketing strategy to shape consumer experience and learning. Building from previous topics which have defined key stakeholders, market contexts and value forms this topic helps stud ents develop the ability to translate ideas, beliefs and concepts into actionable and measurable market solutions.

5. Leading with Analytics and Algorithms:

At its core analytics is about thinking and for the contemporary marketing organisation “thinking” is mediated through human and technological interaction. In this theme students move from development of practical marketing strategies through to considerations of how these are refined, enacted and the results measured at different levels and stages of market performance.

6. The Strategy of Marketing Influence:

In this final module theme we discuss how to exert leadership in the absence of formal authority. How people are motivated to respond favourably to ideas is introduced, while students will also explore practical strategies for structuring social interactions to gain influence and persuade others to change. This is links back to “topic 1” and is framed around the diff erent contexts and constructs of marketers and their work, i.e. sole entrepreneur vs. CMO at a multinational level organisation etc. This topic is taught through both formal research-based lectures and readings, complemented by an invited guest speaker/panel event of “marketing leaders”.