MRKTG200-18B (HAM)

Strategic Marketing Planning

15 Points

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Waikato Management School
Te Raupapa
School of Management and Marketing


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Paper Description

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Gaining a competitive advantage in today's fast-changing business environment is a demanding challenge. Based on the key concepts of differentiation, competitive positioning and the 'superior customer value proposition' it requires marketing professionals who are capable of analysing a company's competitive situation, formulating a strategy, and planning for its effective implementation in the marketplace. This paper is concerned with developing abilities in these areas. In the context of marketing strategy formulation, the paper is also concerned with the need to develop socially and environmentally-responsible products and services, and, in the context of strategy implementation, the need to employ legal, decent, honest and truthful marketing tactics.

In addition, the paper addresses some of the practical aspects of formatting and writing an effective strategic marketing plan, and the on-going process of strategic marketing planning, performance measurement and control. Extensive use is made of case studies.

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Paper Structure

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This paper is taught via a combination of lectures and tutorials.
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Understand and articulate strategic marketing as a process, including all the key marketing principles, concepts, tools and techniques it incorporates.
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  • Assess a company's marketing opportunities, including the analysis of markets, customers and competitors.
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  • Demonstrate the thinking skills necessary for formulating effective and socially responsible marketing strategies.
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  • Demonstrate the decision-making capabilities necessary for integrating the various policy areas of marketing, including product, price, promotion and distribution that translate the strategy into action.
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  • Collaborate and work effectively as part of a team.
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  • Communicate strategic marketing plans in written form.
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It will be required that a student attain at least a 'D' grade in internal assessment work, and at least a 'D' grade on the final examination. A pass in the course will be awarded where these final grades are attained in each segment and the weighted average is at least a 'C' grade.
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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 50:50. There is no final exam. The final exam makes up 50% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 50:50 or 0:0, whichever is more favourable for the student. The final exam makes up either 50% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Individual Test
3 Aug 2018
10:00 AM
  • In Class: In Lecture
2. Individual Assignment - Essay
4 Sep 2018
1:00 PM
  • Online: Submit through Moodle
3. Group Case Analysis Final Report
12 Oct 2018
3:00 PM
  • Online: Submit through Moodle
4. Group Case Analysis Progress Reports
  • In Class: In Tutorial
5. Individual Tutorial Participation
  • In Class: In Tutorial
6. Exam
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Hooley, G., Piercy, N.F., Nicouland, B., and Rudd, J.M. (2017). Marketing Strategy and Competitive Positioning, 6th edition, Pearson.
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Recommended Readings

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Students can access the recommended readings for MRKTG200 via Waikato Reading Lists -

A.Brooksbank, R., Davey, J. and McIntosh, J.(2009). Marketing's Great Identity Crisis: A Revised Definition and Urgent Research Agenda. Proceedings of the 11th International Business Research Conference, Sydney: December 2-4.

B. Varadarajan, R. (2017). Advances in strategic marketing and the advancement of the marketing discipline: the promise of theory. Journal of Marketing Management 34(1-2), 71-85.

C.Brooksbank, R.(1996). The BASIC marketing planning process: A practical framework for the smaller business. Marketing Intelligence and Planning 14(4) 16-24.

D.Brooksbank, R. (2007). Ways that high-performing UK manufacturers build a marketing-led company culture. Innovative Marketing 3 (3), 93-101.

E. Porter, Michael (1980). Industry Structure and Competitive Strategy: Keys to Profitability. Financial Analysts Journal 36(4), 30-41.

F. Dalton, M. (2018) Time runs out for Swiss watch industry The Wall Street Journal. Tuesday 13 March 2018, pA8.

G. Ries, A. (1992) The discipline of the narrow focus. The Journal of Business Strategy 13(6) 3-10.

H. Brooksbank, R. (1994). The anatomy of marketing positioning strategy. Marketing Intelligence and Planning 12(4) 10-15.

I. Aaker, D.A.(2014). Alternative Value Propositions. Strategic Market Management. Chapter 8

J. Brooksbank, R., Garland, R., Subhan, Z. and Rader, S. (2015). Strategic Marketing in Times of Recession versus Growth.

K. Brooksbank, R. Subhan, Z. & Miller, S. (2017) What differentiates successful strategic marketing among manufacturers in an emerging vs developed market? Asia Pacific Journal of Marketing and Logistics, 30(2) 309-332.

L. Dawar, N. (2013). When Marketing is Strategy. Harvard Business Review, November-December.

M. Brooksbank, R. (1991). The essential characteristics for an effective marketing plan. Marketing Intelligence and Planning 9(4) 17-21.


Marketing Magazine NZ.

Also available on High Demand at the Library, as extra readings:

How to Prepare Your Strategic Marketing Plan. The Marketing Improvement Group, Hamilton, NZ.

Brooksbank, Roger (2002). Hot Marketing, Cool Profits. McGraw Hill.

Some additional readings will also be made available during the semester. Further details will be given in class.

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Online Support

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Some materials will be available via Moodle.
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Students might expect to spend about 150 hours in total during a semester on this 15-point paper.
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Linkages to Other Papers

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Prerequisite papers: MRKTG101 or MKTG151




Restricted papers: MKTG251

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