ULMS Electronic Module Catalogue |
The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module. |
Title | Leading Marketing and Entrepreneurship | ||
Code | ULMS892 | ||
Coordinator |
Dr DC Cockayne Marketing (ULMS) David.Cockayne@liverpool.ac.uk |
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Year | CATS Level | Semester | CATS Value |
Session 2023-24 | Level 7 FHEQ | Second Semester | 15 |
Pre-requisites before taking this module (other modules and/or general educational/academic requirements): |
Modules for which this module is a pre-requisite: |
Programme(s) (including Year of Study) to which this module is available on a required basis: |
Programme(s) (including Year of Study) to which this module is available on an optional basis: |
Teaching Schedule |
Lectures | Seminars | Tutorials | Lab Practicals | Fieldwork Placement | Other | TOTAL | |
Study Hours |
10 |
10 |
5 |
25 | |||
Timetable (if known) | |||||||
Private Study | 125 | ||||||
TOTAL HOURS | 150 |
Assessment |
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EXAM | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
CONTINUOUS | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
Individual report. There is a resit opportunity. Standard UoL penalty applies for late submission. This is an anonymous assessment. | 0 | 70 | ||||
Group presentation. There is a resit opportunity. Standard UoL penalty applies for late submission. This is not an anonymous assessment. | 15 | 30 |
Aims |
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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. |
Learning Outcomes |
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(LO1) Students will be able to differentiate between the different roles, functions, requirements, and opportunities that define contemporary marketing practice. |
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(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. |
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(LO3) Students will be able to understand how to leverage digital technology to create, capture and measure new sources of market value. |
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(LO4) Students will be able to differentiate between different approaches to the implementation of agile marketing process and tools. |
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(LO5) Students will be able to reflect on the relationship between effective leadership and market performance. |
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(LO6) Students will be able to recognise power and influence within marketing leadership in driving change. |
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(S1) Ethical Awareness |
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(S2) Adaptability |
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(S3) Problem solving |
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(S4) Commercial awareness |
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(S5) Organisation skills and ability to work under pressure |
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(S6) Communication skills |
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(S7) Leadership |
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(S8) Teamwork |
Teaching and Learning Strategies |
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2 hour lecture x 5 weeks |
Syllabus |
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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”. |
Recommended Texts |
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Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module. |