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1 qwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmq wertyuiopasdfghjklzxcvbnmqwertyui Level 7 Extended Diploma in Marketing Management opasdfghjklzxcvbnmqwertyuiopasdfg Course Handbook hjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmq wertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfg hjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmq wertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfg hjklzxcvbnmrtyuiopasdfghjklzxcvbn mqwertyuiopasdfghjklzxcvbnmqwert yuiopasdfghjklzxcvbnmqwertyuiopas dfghjklzxcvbnmqwertyuiopasdfghjklz xcvbnmqwertyuiopasdfghjklzxcvbnm qwertyuiopasdfghjklzxcvbnmqwerty Severn Business College Error! No text of specified style in document. 1

2 Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 2

3 Qualification Level 7 Extended Diploma in Marketing Management Level 7 Guided Learning Hours 480 Total Learning 1200 Hours Credit Value 120 Qualification Objective The objective of this qualification is to enable learners to: Be accepted for and perform, supervisory/junior management roles in the marketing industry Provide a global focus that is appropriate for current or aspiring senior Managers/Directors in organisations that are transnational in operation Assessment Assessment is through practical assignments, with no exams - to more accurately reflect the real working environment. Unit Structure of the Qualification Units Unit level Unit credit Strategic Marketing Management 7 15 International Marketing Management 7 15 Marketing Communications 7 15 Value Added Marketing 7 15 Strategic Resource Management 7 15 Strategic Business Planning 7 15 Financial Performance Management 7 15 Research Methods for Business 7 15 Assessment Grades Grades Range Marking Criteria Pass Work demonstrating adequate working knowledge of material and evidence of analysis Fail Lack in basic knowledge and critical ability No Marks Plagiarism UNIT SPECIFICATIONS Unit Title Strategic Marketing Management Level 7 Guided Learning Hours 60 Learning Time 150 Hours Credit Value 15 Learning Outcomes 1 Understand the marketing planning content and process 2 Understand contemporary marketing and strategy plans Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 3

4 3 Understand internal and external marketing and management planning tools and techniques 4 Understand the decision-making processes within an organisation 5 Understand how to use external marketing data to formulate marketing plans 6 Know how to communicate decision-making processes to key stakeholders Learning Outcomes, Content and Assessment Criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. Learning Outcome To achieve this unit a learner must: 1 Understand the marketing planning content and process 2 Understand contemporary marketing and strategy plans 3 Understand internal and external marketing and management planning tools and techniques 4 Understand the decisionmaking processes within an organisation 5 Understand how to use external marketing data to formulate marketing plans Content for Learning Outcome The nature and content of strategic implementation plans that take into account operational capability, competitive market dynamics and corporate aims and objectives. The three main strategic planning questions: Where are we now?, Where are we going?, How are we going to get there? The analysis of the key elements of contemporary marketing and strategic plans, including an understanding of unique or value propositions, key success factors (KSFs), competitive advantage and differential strengths 7Ps, 5Vs Contemporary forms of internal and external management planning tools and techniques that facilitate strategy implementation (such as McKinsey s 7 S Model, product and service life cycle, SWOT, SPELT, SPICC), Directional Policy Matrices (such as Shell DPM, AD Little DPM, Boston, Argenti, Porter), and product-market positioning (for example, Ansoff) Decision-making from financial, human resource and market perspectives. Integration of human resource and marketing dimensions, leadership and project management. Critique of the decision-making processes used by managers from quantitative and qualitative perspectives, marketing research, buyer and market behaviour and dynamics, competitive forces, marketing and business strategies (Porter et al). Design marketing research campaigns based on the OPAR (Objectives, Plan, Action, Review/Report) process. Planning within the context of the organisation and its environment. The marketing mix, external market analysis and Assessment Criteria Assessment of this outcome will require a learner to demonstrate that they can: 1.1 Examine the three main strategic planning questions and their relationship with the marketing plan 1.2 Critically compare the main elements of a strategic marketing plan 1.3 Systematically analyse potential problem areas in the short, medium and long term planning horizons 2.1 Critically compare the key elements of strategy and marketing plans 2.2 Systematically analyse key marketing terms including marketing research, new product/service development, marketing audit (internal and external), market segmentation, marketing strategy, directional policy, and setting marketing objectives 3.1 Differentiate between internal and external tools and technologies that facilitate strategy development 3.2 Critically evaluate current position analysis tools 3.3 Critically evaluate future position analysis tools 3.4 Apply a decision-making strategic planning model in order to develop market-orientated decisions 4.1 Examine marketing research methods in order to obtain and analyse market and competitive data 4.2 Design a marketing research campaigns 4.3 Investigate how to integrate research outcomes with marketing decisions that match market opportunities 4.4 Critically compare qualitative and quantitative decision-making processes within an organisation s financial and marketing environment 5.1 Critically evaluate current external market data in order to establish the organisation s present market Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 4

5 6 Know how to communicate decision-making processes to key stakeholders segmentation, buyer behaviour, market growth and development. The use web-based tools (blogs, twitter, websites, intranets, extranets) for brand recognition and public relations reinforcement. A consideration of the balance between organisational costs, productivity, resources and human resources in order to assess the impact of marketing strategy on the achievement of organisational goals. This process takes into account how market-making uses the core business activities to set, manage and communicate tangible and realistic organisational goals. Marketing leadership requires clarity of thought, purpose and focus in order to communicate the impact of marketing policy and strategy to mixed internal and external audiences who have a vested interest in and stakeholder responsibility towards the organisation. position in relation to corporate aims, operational capability and market dynamics 5.2 Systematically analyse the impact of planning models and tools on setting marketing objectives and strategies for wealth creation 5.3 Critically evaluate how marketing strategies can use web-based tools for brand recognition and public relations reinforcement 5.4 Examine how feedback on customer and client relationship management can be applied to create marketing plans 6.1 Examine the need to balance short term operational requirements with long-term objectives 6.2 Assess the outcomes of marketing analysis in order to influence strategy 6.3 Critically evaluate alternative marketing plans and mixes against corporate aims and objectives 6.4 Systematically analyse marketing strategy with regard to income, cash flow forecasts, future product/service development, training and development of staff Indicative reading Aaker D A (2007) Strategic Marketing Management, 8th edition, Hoboken, NJ; Wiley, ISBN-13: Baker M (2000) Marketing Management and Strategy, 3rd edition, Macmillan Business, ISBN-13: Blythe J (2000) Essentials of Marketing, 2nd edition, Prentice Hall, ISBN-13: Booms B H and Bitner M J (1981) Marketing Strategies and Organisational Structures for Service Firms, in Marketing of Services, J. H. Donnelly and W R George (Ed.s), American Marketing Association Chaffey D, Mayer R, Johnston K and Ellis-Chadwick F (2002) Internet Marketing, 2nd edition, London: Pearson Education, (especially, Chapter 4: Internet Marketing Strategy) ISBN-13: Chaston I (2000) E-marketing Strategy, London: McGraw-Hill, ISBN-13: Davies M (1997) Understanding Marketing, 1st edition, Prentice Hall, ISBN-13: Doole I and Lowe R (2008) International Marketing Strategy: Analysis, Development and Implementation, 5th edition, London, Cengage Learning EMEA, ISBN-13: Kotler P, Armstrong G, Saunders J and Wong V (2001) Principles of Marketing, 3rd European edition, Prentice Hall, Harlow, ISBN-13: Kotler P (1997) Marketing Management,11th edition, Upper Saddle River, NJ: Prentice Hall International, ISBN-13: McDonald M (1999) Marketing Plans: How to Prepare Them, How to Use Them, 4th edition, Butterworth- Heinenamm, ISBN- 13: Palmer A (2000) The Principles of Services Marketing, 3rd edition, McGraw-Hill, ISBN-13: Piercy N F (2009) Market led strategic change: Transforming the process of going to market, 4th edition, Butterworth- Heninemamm,, ISBN-13: Proctor T (2000) Essentials of Marketing Research, UK: Financial Times-Prentice Hall, ISBN-13: Randall G (1993) Principles of Marketing, 2nd edition, Thomson Learning, ISBN-13: UNIT SPECIFICATIONS Unit Title International Marketing Management Level Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 5

6 7 Guided Learning Hours 60 Learning Time 150 Hours Credit Value 15 Learning Outcomes 1 Understand the international marketing environment 2 Understand the international marketing planning process 3 Understand the international requirements of the marketing mix 4 Know how to apply analytical frameworks/models to international marketing opportunities 5 Understand the management of international marketing operations Learning Outcomes, Content and Assessment Criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. Learning Outcome To achieve this unit a learner must: 1 Understand the international marketing environment 2 Understand the international marketing planning process 3 Understand the international requirements of the marketing mix Content for Learning Outcome The nature of international marketing and the international marketing environment, contrasted with what can be regarded as domestic or localised marketing practice. Buying behaviour models, marketing segmentation, to include culture, tradition, law, custom and environmental factors. Cross Cultural implications e.g., language, culture, currency, distance, trust, customs, knowledge, and ethics. The internationalisation process and the identification of opportunities for internationalising the product and service portfolio. The mechanics of globalisation in product development, or localised positioning. Social and cultural issues in international trading. International marketing research, including agency research, primary and secondary sources and data access, collection and analysis processes. Methods and competitive positioning considerations for foreign market entry, and the essentials of strategic marketing planning, including joint ventures, whole ownership, exporting, strategic alliances, franchising, agencies and management of overseas Assessment Criteria Assessment of this outcome will require a learner to demonstrate that they can: 1.1 Critically compare international and domestic marketing principles 1.2 Examine the nature of the growing global market environment 1.3 Critically evaluate the practical marketing cross cultural implications of managing operations abroad 1.4 Systematically analyse current and potential market trends by distinguishing between cultural differences 2.1 Illustrate how project management techniques contribute to the development of operations management 2.2 Systematically analyse different stages of international marketing development including domestic, ethnocentric, polycentric and geocentric 2.3 Systematically analyse the distinctive nature of the market research process for international marketing 2.4 Investigate country-market choice and market entry strategy options 2.5 Critically evaluate the impact of cost leadership, differentiation and focus on branding, brand strength and recognition in country-specific markets 3.1 Examine the differences between international product strategies to include standardisation versus adaptation, extension versus innovation 3.2 Examine pricing strategies for market Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 6

7 4 Know how to apply analytical frameworks/models to international marketing opportunities 5 Understand the management of international marketing operations operations. E-marketing in the international business environment, international service contracting, licensing, knowledge and know-how marketing, web-based international marketing. Pricing strategies for market penetration including costs, productivity, competition, organisational objectives, product positioning and market adoption. Evaluation of international communications campaign with regard to target audience, country, language, culture, message, media, feedback and impact on sales. Delivery element of the marketing mix including channel, logistics, distribution, storage, shipping, packaging etc. International product, service and market strategies, including market selection, marketing mix planning for international marketing, physical logistics, channelling and distribution, pricing and sales and selling. Planning models/tools used in respect to marketing opportunities such as life cycle, Ansoff matrix, Boston Consulting Group portfolio matrix, 3Cs (customers, competitors, corporation), SWOT, PESTLE, segmentation, strategic choice etc. Competitive strategies in respect to international marketing such as home, partnership, alliance, franchise, software centres, production and coproduction. Managing an international marketing programme. Leadership traits and characteristics for managing across international boundaries. Implementation of monitoring and control processes for international marketing operations penetration 3.3 Critically evaluate objectives of international communications campaign 3.4 Systematically examine the delivery element of the marketing mix in relation to international markets 3.5 Investigate the importance of the provision of eservices to other countries 4.1 Critically evaluate planning models/tools used in respect to marketing 4.2 Systematically examine competitive strategies in respect to international marketing 5.1 Systematically examine the human resource, training and international commitment implications for staff involved in the international marketing process 5.2 Critically assess the processes for setting up, managing and running overseas operations such as joint ventures, strategic alliances, marketing offices and branches 5.3 Systematically analyse methods of finance, payment, international investment in trading situations Indicative reading Albaum G, Strandskov J, Duerr, E. and Dowd, L. (2008) International Marketing and Export Management, 6th edition, Prentice Hall ISBN 13: Baker M J (2007) Marketing Strategy and Management, Basingstoke: Palgrave Macmillan ISBN 13: Bradley F (2004) International Marketing Strategy, 5th edition, Prentice Hall, Harlow ISBN 13: De Burca S et al (2004) International Marketing: An SME Perspective, Harlow: Financial Times Prentice Hall ISBN 13: Doole I and Lowe R (2004) International Marketing Strategy: Analysis, Development and Implementation, New York: Thomson ISBN 13: Ghauri P and Cateora P (2005) International Marketing, 2nd edition, London: McGraw-Hill ISBN 13: Hollensen S (2007) Global Marketing: A decision oriented approach, 4th edition, Harlow: Pearson Education ISBN 13: Keegan W J (2001) Global Marketing Management, 7th edition, Simon & Schuster, New Jersey ISBN 13: Keegan W J and Green M (2004) Global Marketing, 4th edition, Prentice Hall, Harlow ISBN 13: Kotler P (2005) Marketing Management (International edition), Prentice Hall, New Jersey ISBN 13: Lee J and Usunier J (2005) Marketing Across Cultures, 4th edition, Prentice Hall, London ISBN 13: Jain S (2005) Handbook of Research in International Marketing, Cheltenham, Edward Elgar ISBN 13: Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 7

8 Mühlbacher H, Leihs H and Dahringer L (2006) International Marketing: A Global Perspective, 3rd edition, London: Thomson ISBN 13: Paliwoda S J and Thomas M J (1998) International Marketing, Butterworth-Heinemann, Woburn ISBN 13: UNIT SPECIFICATIONS Unit Title Marketing Communications Level 7 Guided Learning Hours 60 Learning Time 150 Hours Credit Value 15 Learning Outcomes 1 Understand the impact of the elements of the marketing communications process 2 Understand the role of the governing bodies in the marketing communications industry 3 Understand different perspectives on marketing campaigns 4 Be able to conduct an integrated marketing communications campaign 5 Understand the role of e-marketing communications tools and techniques Learning Outcomes, Content and Assessment Criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. Learning Outcome To achieve this unit a learner must: 1 Understand the impact of the elements of the marketing communications process 2 Understand the role of the governing bodies in the marketing communications industry Content for Learning Outcome Marketing aspects of the communication process, including diffusion, adoption and adopter categories, consumer buying decisionmaking process, influences on consumer behaviour, hierarchy models, including market segmentation and principles of targeting. The organisation s internal and external communication environment, leading towards the marketing communications mix, corporate reputation and brand management. The structure, regulation and functions of the communications industry and the roles of statutory authorities within it; present day trends within the communications industry (media fragmentation, media costs, emerging applications of below-the-line communications, e-marketing and e-advertising and promotion, the role of IT, the internet and mobile technology. The media landscape, governing bodies, Assessment Criteria Assessment of this outcome will require a learner to demonstrate that they can: 1.1 Critically assess the impact of the main elements of the marketing communications process on market behaviour and dynamics 1.2 Explain the marketing communications structure, processes and links between each stage of the process 1.3 Explain the role of the marketing communications plan within an organisation s strategy and culture 1.4 Critically evaluate how tools of the communications mix can be coordinated effectively 2.1 Critically compare the main governing bodies, authorities and agencies in the marketing communications industry 2.2 Examine the importance to marketing communications activities of developing long-term relationships with customers, agencies, and stakeholders 2.3 Systematically analyse methods of contrasting the key relationships using marketing communications techniques Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 8

9 3 Understand different perspectives on marketing campaigns 4 Be able to conduct an integrated marketing communications campaign 5 Understand the role of e- marketing communications tools and techniques agencies, associations and trade bodies, regulation, control, complaints and industry feedback, consumer rights and legislation surrounding best practice Legal, ethical, moral and social aspects of marketing communications. Using the media as a basis for advertising and communication campaigns: the role of advertising, definition, purpose and objectives; the role of advertising within the communication mix; creative aspects of advertising; working with and relating to advertising agencies. The principles and process of planning and evaluating an integrated set of communications: setting communications objectives; creativity and design in communications campaigns; development of the campaign brief; selection of the blend of media, non-media, direct and indirect promotion, and e-marketing options; using CODAR for evaluation. Planning and control, media planning and scheduling, measuring campaign effectiveness. The role and function of the marketing communications manager. Global and internationalisation of media messages and communications: expansion of sourcing, switching, research and acquisition by consumers in competitive markets; socialisation of networking and the contraction of messages (texting and language modification); how knowledge and intelligence pull new technologies. Promotional strategies: below-the-line techniques, budget formulation, developing promotional plans, integration of promotional techniques 3.1 Critically evaluate marketing campaigns from legal, moral, ethical and social perspectives 3.2 Examine the construction of media messages in terms of content, audience, and conduct 3.3 Critically evaluate how customer/stakeholder rights are affected by marketing communications campaigns 3.4 Illustrate how moral principles govern marketing ethics in practice 4.1 Design a marketing communications campaign 4.2 Develop a communications strategy and plan for evaluating a service or policy to manage an organisation s corporate reputation 4.3 Systematically analyse a campaign with reference to financial return and customer value proposition 4.4 Develop a marketing communications audit, setting communications objectives 4.5 Conduct a marketing communications audit 5.1 Examine the emerging role of emarketing communications tools and techniques in the creation of value propositions to diverse and new markets 5.2 Develop a direct marketing strategy and outline plan 5.3 Systematically analyse current literature from different marketing perspectives 5.4 Critically evaluate how mobile technology applications encourage innovation 5.5 Critically evaluate how e-brand image or value influences buyer loyalty and choice Indicative reading Blythe J (2006) Essentials of Marketing Communications, 3rd edition, Prentice Hall ISBN 13: Burtenshaw K, Mahon N and Barfoot C (2006) The Fundamentals of Creative Advertising, Switzerland: AVA Publishing ISBN 13: Chaffey D, Ellis-Chadwick F, Johnston K, and Mayer R (2006) Internet Marketing, 3rd edition, London: FT Prentice Hall ISBN 13: Clow K E and Baack D E (2009) Integrated Advertising, Promotion, and Marketing Communications, Pearson ISBN 13: Fill C (2006) Marketing Communications: Engagement, Strategies and Practice, London: FT Prentice Hall ISBN 13: Fill C (2001) Marketing Communications Contexts, Strategies and Applications, Prentice Hall ISBN 13: Smith P and Taylor J (2004) Marketing Communications: an integrated approach, London: Kogan Page ISBN 13: Ogilvy D (2007) Ogilvy on Advertising, London: Prion Books ISBN 13: Tench R and Yeomans L (2006) Exploring Public Relations, London: FT Prentice Hall ISBN 13: L Etang J (2007) Public Relations: concepts, practice and critique, London: Sage ISBN 13: O'Guinn T, Allen C and Semenik R (2011) Advertising and Integrated Brand Promotion, 6th edition, Thomson ISBN 13: Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 9

10 Pickton D and Broderick A (2005) Integrated Marketing Communications, 2nd edition, Financial Times, Prentice Hall ISBN 13: Scoble R and Israel S (2006) Naked Conversations: how blogs are changing the way businesses talk with customers, USA: Hungry Minds Inc. ISBN 13: Shimp T (2002) Advertising and Promotion & Supplemental Aspects of Integrated Marketing Communications, 6th edition, Dryden ISBN 13: Smith P R and Taylor J (2004) Marketing Communications: An Integrated Approach, 4th edition, Kogan Page ISBN 13: Tapp A (2004) Principles of Direct and Database Marketing, 3rd edition, London: FT Prentice Hall ISBN 13: UNIT SPECIFICATIONS Unit Title Value Added Marketing Level 7 Guided Learning Hours 60 Learning Time 150 Hours Credit Value 15 Learning Outcomes 1 Understand market value from different perspectives 2 Understand definitions of value-added marketing 3 Understand what drives value-added marketing 4 Understand the impact of the modern age of value-added marketing 5 Understand the importance of managing the customer relationship in value-added marketing 6 Understand the role of marketing management in value chain management Learning Outcomes, Content and Assessment Criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. Learning Outcome To achieve this unit a learner must: 1 Understand market value from different perspectives 2 Understand definitions of value-added marketing Content for Learning Outcome An initial consideration of the process of going to market by providing product and service benefits for customers, consumers and receivers. This process will include (i) an evaluation of how value is defined by the organisation, (ii) how value is created, and (iii) how subsequently value is delivered to the customer or end-user. Consequently, the concept of value-added examines inputs such as innovation, creation and reinvention, based upon an organisations resources, capabilities and strategic intent. A consideration of value, beginning with definitions and meanings of value and its relativity to people, possessions, lifestyle, Assessment Criteria Assessment of this outcome will require a learner to demonstrate that they can: 1.1 Explain the nature of value-added marketing with regard to tangible and intangible dimensions 1.2 Illustrate how service and product augmentation could increase value 1.3 Examine the marketing process, focusing on the marketing planning process 1.4 Examine the key concepts of value added marketing including quality, service, wealth creation, and 2.1 Critically evaluate the impact of different definitions of value-added marketing on consumers from Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 10

11 3 Understand what drives value-added marketing 4 Understand the impact of the modern age of value-added marketing 5 Understand the importance of managing the customer relationship in value-added marketing culture, business and industry, and to wealth creation in general. This will lead on to more focused concentration on interpretations of value from economic, social, ethical and moral perspectives, and their impact on consumer needs, wants and the design of what are described as value propositions Examining buyer behaviour and the need for quality, variety and choice, value-for-money, fitness for purpose, drivers of value added marketing, such as consumer well-being, wealth creation, sales and economic productivity, performance and profitability, resource leverage become considerations. Value-added, by its nature must include considerations of product decoration and packaging, raw material layering (for example in food manufacture), design, innovation and the effects of science, technology, electronic and resource restriction on value creation and development From the strategic perspective, organisations build corporate strength and sustainability through customer relationship management, brand and brand image, reputation management, competitive advantage, the value chain and their links with long term strategic advantage economic, social, ethical and moral perspectives 2.2 Critically evaluate the impact of value-added marketing definitions on the design of value propositions 2.3 Examine the marketing principles of exchange of value 2.4 Examine how the value proposition applies to the provision of services and products 3.1 Examine how consumer circumstances, lifestyles and cultural influences can drive marketing change 3.2 Investigate the impact on value propositions of well-being, wealth creation, social and economic mobility, resource scarcity and natural effects 3.3 Systematically analyse how organisations apply value-added principles for improvements to include performance, profitability, cost-effectiveness and brand value 3.4 Systematically analyse the drivers that influence change and strategic development including financial, resource, cost and 4.1 Critically evaluate the impact of design and innovation on value creation and development including incremental, relational, competitive, transformational, Diffusion of Innovation 4.2 Systematically analyse the effect of science and technology on value creation and development 4.3 Systematically analyse the effect of cultural and cross-cultural mobility on value-added marketing 5.1 Examine the contribution of customer relationship management to value-added marketing including brand image, reputation management, competitive advantage, value chain 5.2 Explain how brand disposition and quality assurance requirements impact upon value propositions 5.3 Critically compare brands with respect to image, identity and brand strength 5.4 Examine the influence of customer service on customer retention, company value, long-term sustainability and organisational Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 11

12 6 Understand the role of marketing management in value chain management The role and responsibility of marketing management in value chain management considers the need for strong and inclusive leadership within the marketing process to deliver the value proposition to the ultimate consumer wealth 6.1 Investigate how organisational focus on improvement can build value driven customer, organisation, market/industry relationships 6.2 Systematically analyse the impact of able leadership on trust, value, understanding of customer needs and wants 6.3 Critically evaluate how sales, selling and after-sales customer care can build long-term brand value Indicative reading Blackwell R D, Miniard P W and Engel J F (2005) Consumer Behaviour, 10 th edition, London: Thomson Learning, ISBN-13: Christensen C M, Anthony S D, and Roth E A (2004) Seeing What s Next: using the theories of innovation to predict industry change, Harvard Business School Press, ISBN-13: Crane A and Matten D (2006) Business Ethics, 2 nd edition, Oxford: Oxford University Press, ISBN-13: De Chernatony L and McDonald M (2003) Creating Powerful Brands, 3 rd edition, Oxford: Butterworth-Heinemann, ISBN-13: Dodgson M, Gann D and Salter A (2008) Management of Technological Innovation: strategy and practice, Oxford: Oxford University Press, ISBN-13: Evans M, Jamal A and Foxal G (2006) Consumer Behaviour, Chichester: John Wiley, ISBN-13: Egan J (2008) Relationship Marketing: exploring relational strategies in marketing, London: FT Prentice Hall, ISBN -13: Fill C (1998) Marketing Communications, 2 nd edition, Prentice Hall, ISBN-13: FitzGerald L, Arnott D (2000) Marketing Communications, Thompson Learning, ISBN-13: Freeman R E, Pierce J and Dodd R (2005) Environmentalism and the New Logic of Business, Oxford: Oxford University Press, ISBN-13: Gummesson E (2008) Total Relationship Marketing: marketing management, relationship strategy and CRM approaches for the network economy, Oxford: Butterworth-Heinemann, ISBN-13: Harrison R, Newholm T and Shaw D (2005) The Ethical Consumer, London: Sage Publications, ISBN-13: Hitchcock D and Willard M (2006) The Business Guide to Sustainability: practical strategies and tools for organizations. London: Earthscan, ISBN-13: Nilson T H (1998) Competitive Branding: Winning in the Market Place with Value-Added Brands, Chichester: John Wiley, ISBN-13: Rivera-Camino J (2007) 'Re-evaluating Green Marketing Strategy: a stakeholder perspective' in European Journal of Marketing, 41(11/12): Smith P R and Taylor J (2004) Marketing Communications: An Integrated Approach, 4 th edition, Kogan Page, ISBN-13: Solomon M, Bamossy G, Askegaard S and Hogg M (2006) Consumer Behaviour: a European perspective, 3rd edn. London: FT Prentice Hall, ISBN-13: Stanwick P and Stanwick S (2008) Understanding Business Ethics, New Jersey: Prentice Hall, ISBN-13: Stride H and Lee S (2007) No Logo? No way: branding in the not-for profit sector in Journal of Marketing Management, 23(1/2): Trott P (2008) Innovation Management and New Product Development, 4 th edition, London: FT Prentice Hall, ISBN-13: White R (2000) Advertising, 4 th edition, McGraw Hill, ISBN-13: UNIT SPECIFICATIONS Unit Title Strategic Resource Management Level 7 Guided Learning Hours 60 Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 12

13 Learning Time 150 Hours Credit Value 15 Learning Outcomes 1 Understand the role of human resource management in supporting business strategy 2 Know how to develop human resources in organisations 3 Understand the role of physical resource management in supporting business strategy 4 Understand the role of marketing in supporting business strategy 5 Understand the role of information systems management in supporting business strategy Learning Outcomes, Content and Assessment Criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. Learning Outcome To achieve this unit a learner must: 1 Understand the role of human resource management in supporting business strategy 2 Know how to develop human resources in organisations Content for Learning Outcome Human resource management: link to organisational strategy, link to organisational purposes (strategic, tactical, operational), recruitment, selection, reward management, training and development, performance management, employee relations, labour flexibility, employee involvement, best practice human resource management Human resource planning: internal factors, organisational needs (e.g. growth, decline, change), impact of technical change, location of production, skills requirements, workforce profiles (e.g. age, gender, ethnicity, skill sets, ability), external factors, supply of labour (e.g. international, national, regional, local, long-term trends, short-term trends), labour costs, workforce skills, government policy, labour market competition, changing nature of work, employee expectations, impact of automation, impact of organisational change (e.g. merger, acquisition, alliances, down-sizing) Recruitment and retention: selection methods, induction, remuneration, rewards, contractual terms, conditions of employment, reward management, career planning, promotion, personal development planning, organisational culture and ethos, corporate governance, managerial transparency, equity, job enlargement, job enrichment, organisational learning, intellectual capital, learning organisations Human resource development: training needs analysis, training, coaching, mentoring, career planning, performance management, performance indicators (e.g. absenteeism, turnover rates, poor quality work), job evaluation, appraisals, discipline procedures, grievance procedures, employee engagement (e.g. delegation of responsibilities, challenging work, autonomy, supervision, skill Assessment Criteria Assessment of this outcome will require a learner to demonstrate that they can: 1.1 Investigate how human resource management contributes to the achievement of organisational objectives 1.2 Critically evaluate the role of human resource management within an organisation 1.3 Appraise the processes that an organisation uses to plan its human resource requirements 2.1 Evaluate the recruitment and retention strategies used in an organisation 2.2 Critically assess the techniques that are used for employee development in an organisation 2.3 Evaluate the contribution of human resource development techniques in ensuring employee engagement 2.4 Systematically analyse the effectiveness of human resource management strategies in supporting organisational strategy Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 13

14 3 Understand the role of physical resource management in supporting business strategy 4 Understand the role of marketing in supporting business strategy 5 Understand the role of information systems management in supporting business strategy utilisation, recognition, career progression) Physical resources: resource plans, resource requirements, types of resource, resource acquisition, tendering, purchasing, commissioning, maintenance, de-commissioning, asset quality, asset security, measuring asset efficiency, asset utilisation, asset risk, technical change, asset disposal, asset location Physical resource finance: capital costs, planning, revenue costs, revenue income, cost benefit analysis, investment appraisal, business case Operations: resources use of resources to deliver outputs, output delivered within allocated resource allocation, waste minimisation, ensuring resource efficiency Marketing: organisational strategy and marketing, marketing techniques, marketing mix, supply chains, market analysis, competitor analysis, market segmentation, buyer behaviour, product positioning market, structures (undifferentiated, differentiated, monopoly), branding, brand development, product life cycle, marketing strategies, marketing in service organisations, marketing in not-for-profit organisations Market development: marketing planning, operationalising market plans, product strategy, price strategy, IT and marketing, viral marketing, relationship marketing, marketing and the supply chain, (production, warehousing, distribution, sales), logistics, ethical issues in marketing Information systems (IS): organisational systems (e.g. sales, purchasing, inventory management, finance, human resource management), software, hardware, data, processes, networks, purpose, structure, effectiveness, management of information systems, synchronisation of systems, harmonisation of systems, common data bases, alignment of information systems management to organisational purposes, finance (capital, revenue), legal and regulatory framework, corporate information infrastructure requirements Role of information: strategic, tactical, operational, quality, timeliness, availability, effective decision making, efficiency, competitive advantage Operations management: data and information management, risk management, access control, physical security, disaster recovery, system, equipment and network management software management, corporate information infrastructure management 3.1 Investigate how physical resource management contributes to the achievement of organisational objectives 3.2 Critically evaluate the role of physical resource management within an organisation 3.3 Systematically appraise the processes that an organisation uses to plan its physical requirements 4.1 Investigate how marketing activities contribute to the achievement of organisational objectives 4.2 Critically evaluate the role of marketing operations within an organisation 4.3 Systematically appraise the processes that an organisation uses to develop its markets 5.1 Investigate how information systems management contributes to the achievement of organisational objectives 5.2 Critically evaluate the role of information systems management within an organisation 5.3 Systematically appraise the processes that an organisation uses to plan its information systems requirements Indicative reading Bower, J. L. and Gilbert, C. G. (2007) From Resource Allocation to Strategy, Oxford University Press, ISBN-13: Holbeche, L. (2008) Aligning Human Resources and Business Strategy, 2 nd edition, Butterworth-Heinemann, ISBN-13: Laudon, K. and Laudon, J. (2009) Management Information Systems: 11 th edition, Global Edition, Pearson Education, ISBN-13: Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 14

15 Lucas R, Lupton B and Mathieson H (2007) Human Resource Management in an International Context, CIPD, ISBN-13: Lucey T (2004) Management Information Systems, Cengage Learning EMEA, ISBN-13: Marchington M and Wilkinson A (2005) Human Resource Management at Work, CIPD, ISBN-13: UNIT SPECIFICATIONS Unit Title Strategic Business Planning Level 7 Guided Learning Hours 60 Learning Time 150 Hours Credit Value 15 Learning Outcomes 1 Understand the role of strategic business planning in organisations 2 Understand the impact of internal and external factors on organisations 3 Understand the strategies that organisations use to achieve competitive advantage 4 Understand the environmental factors that affect strategic business management and planning Learning Outcomes, Content and Assessment Criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. Learning Outcome To achieve this unit a learner must: 1 Understand the role of strategic business planning in organisations 2 Understand the impact of internal and external factors on organisations Content for Learning Outcome Strategic management: scope, nature, characteristics, significance, national context, international context, links to tactical and operational planning, types of organisation (profit, not for profit) Purposes: mission, vision, goals, objectives, strategic intent Models: classical models, contemporary models, concepts, tools, transformational change, incremental change, muddling through, strategic drift, emergent theories Tools: PESTLE External factors: political, environmental, social, technical, economic, legal, regulatory, sources of competition Internal factors: corporate governance, strengths, weaknesses, opportunities, threats Governance: management structure, management style, organisational culture, legal environment, regulatory environment, best practice (Turnbull, Cadbury, Myners, Higgs, Hampel, Tyson, Smith) Forecasting change: scenario planning, game Assessment Criteria Assessment of this outcome will require a learner to demonstrate that they can: 1.1 Critically appraise processes by which organisations identify their goals and values 1.2 Explain the characteristics of strategic business management and planning 1.3 Critically evaluate the classic and contemporary models used in developing business strategies and plans 2.1 Critically evaluate the impact and influence of the external environment on organisational business management and planning strategies 2.2 Systematically examine the influence of organisational governance requirements on organisational business management and planning strategies 2.3 Explain how organisations forecast change in order to shape strategic options Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 15

16 3 Understand the strategies that organisations use to achieve competitive advantage 4 Understand the environmental factors that affect strategic business management and planning theory, decision analysis, social forecasting, Delphi, national advantage, developing strategic options Strategy: purpose of strategy, position of strategy, strategy processes, organisational direction, direction of competition, customer requirements, obtaining competitive advantage, Ansoff's growth-vector matrix, portfolio analysis, strategic planning (e.g. Boston Consulting Group growth-share matrix, directional policy matrices), market entry strategies, organic growth, growth by merger or acquisition, strategic alliances, licensing, franchising, growth strategies, horizontal and vertical integration, related and unrelated diversification, do nothing, market penetration, market development, product development, innovation, strategy selection, considering the alternatives, appropriateness, feasibility, desirability Risk factors: political, economic, social, technical, legal, environmental, environmental scanning, human factors (supply of labour, workforce profile, workforce skills), environmental audit, stakeholder analysis, Porter s Five Forces analysis, new entrants, power of buyers, power of suppliers, substitutes, competition, collaboration, exchange rates, cost of capital Impact: cross cultural understanding, comparative management styles and practices, cross-cultural communication, linguistic ability, changes (e.g. to organisation, structure, strategy, activity, production, marketing, purchasing, distribution, pricing, product differentiation, efficiency, profitability), decision making locus, company domicile, headquarter and subsidiary relations, ethical issues, corporate responsibility, social responsibility Emerging issues: environmental issues, global warming, commodity scarcity, the emerging economies (e.g. Brazil, Russia, India, China (BRIC economies)) Stakeholders: range, interests, power, influence, conflicting purposes 3.1 Systematically analyse means by which an organisation positions itself to outperform its competitors 3.2 Critically evaluate appropriate strategies for emerging, maturing and declining competitive positions 3.3 Critically assess the impact of risk factors on strategic business management activities 4.1 Systematically analyse the potential impact of emerging global issues on strategic business management and planning activities in organisations 4.2 Critically evaluate the impact of stakeholder interests in shaping strategic business management and planning activities in organisations 4.3 Explain how organisations respond to environmental factors when making strategic plans Indicative reading Johnson, G., Scholes, K., and Whittington, R. Exploring Corporate Strategy: Texts and Cases (2007), Prentice Hall, ISBN-13: Lynch, R., Corporate Strategy (2005), Prentice Hall, ISBN-13: Mastering Strategy (2000), Financial Times Mastering Series, Prentice Hall, ISBN-13: Thompson, J.L., Strategic Management: Awareness, Analysis and Change (2005), Thomson Learning, ISBN-13: Porter, M.E., Competitive Advantage (2004), Free Press, ISBN-13: Mintzberg, H., The Rise and Fall of Business Planning (2000), Prentice Hall, ISBN-13: UNIT SPECIFICATIONS Unit Title Financial Performance Management Level 7 Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 16

17 Guided Learning Hours 60 Learning Time 150 Hours Credit Value 15 Learning Outcomes 1 Understand the impact of financial resourcing on an organisation s performance 2 Understand how to use appraisal methods to manage financial resources 3 Know how to assess the performance of organisations 4 Understand how to use management accounting methodology to manage resources effectively Learning Outcomes, Content and Assessment Criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. Learning Outcome To achieve this unit a learner must: 1 Understand the impact of financial resourcing on an organisation s performance 2 Understand how to use appraisal methods to manage financial resources 3 Know how to assess the performance of organisations 4 Understand how to use management accounting methodology to manage resources effectively Content for Learning Outcome Financial resources: need for resources within a strategic plan, budgeting, measurement, control systems, develop strategies for identified resource gaps (e.g. finance, human resources, physical resources), sources of finance available to organisations, costs of finance. Financial management: treasury management, (cash management, risk management, hedging, accounts receivable management, accounts payable management, banks, investors), financing and control of working capital, tensions between financial and strategic objectives Investments: capital, revenue, risk factors, sensitivity. Appraisal techniques: evaluation of projects, payback period, internal rate of return, net present value, inflationary effects, discount rates, taxation effects, cost benefit analysis. Sources of financial data: internal, external, financial statements, external data, government data, industry intelligence. Techniques: performance indicators, financial stability, liquidity, forecasting. Comparisons: year on year, intraorganisational/interorganisational/inter-industry international comparisons, benchmarking Management: increase output, reduce costs, improve efficiency, reengineer processes, continuous business improvement Costs: types of cost, classification (e.g. fixed, variable, direct, indirect), methods of costing (e.g.), classification of costs, methods of costing (e.g. batch, job, service), costing techniques (e.g. absorption, marginal, activity-based), costing for Assessment Criteria Assessment of this outcome will require a learner to demonstrate that they can: 1.1 Examine the need for financial resources within a strategic plan 1.2 Appraise methods by which financial resources are allocated, managed and controlled 1.3 Critically evaluate the impact of financial resource decision making on business strategy 2.1 Critically evaluate how alternative strategic investment opportunities are assessed 2.2 Examine the data to be used when making decisions about the use of financial resources 2.3 Systematically analyse alternative investments using appraisal methods 2.4 Justify recommendations about the use of financial resources 3.1 Justify the selection of data to use in analysing business performance 3.2 Critically evaluate performance data to support strategic decision making 3.3 Systematically analyse business information to make substantiated recommendations about improving business performance 4.1 Systematically analyse costing reports 4.2 Compare organisational performance against costs and budgets 4.3 Systematically Analyse budgets and budget out turns Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 17

18 pricing Budgets: purposes (e.g. planning monitoring controlling), links to strategy, links to operations, types of budget, master, subsidiary and functional budgets (e.g. sales, production, purchasing, cash), budget inter-linkages, budget preparation, limiting or key factors, cash, budgeting methods (e.g. zero base, incremental, fixed, flexible) Reports: types, purposes (plan, monitor, control), cost reduction, performance indicators, performance comparisons, performance against budget, variances (e.g. absolute, relative), variance analysis, calculation, causes, remedies, reconciliation with operating statements, consequential actions (e.g. re-engineering, benchmarking, lean enterprise, business excellence, value chain analysis) 4.4 Examine actions to be taken in response to costing and budgetary information Indicative reading Arnold, G., Corporate Financial Management (2008), Prentice Hall, ISBN-13: Kaplan, R.S., and Cooper, R., Cost and Effect: Using Integrated Cost Systems to Drive Profitability and Performance (1997), Harvard Business School Press, ISBN-13: Watson, G.H., Strategic Benchmarking Reloaded with Six Sigma: Improving Your Company s Performance Using Global Best Practice (2007), John Wiley & Sons, ISBN-13: Ball, D.A., International Business: The Challenge of Global Competition (2003), McGraw-Hill, ISBN-13: Reuvid, J., Managing Business Risk: A Practical Guide to Protecting Your Business (2010), Kogan Page Ltd, ISBN-13: UNIT SPECIFICATIONS Unit Title Research Methods for Business Level 7 Guided Learning Hours 60 Learning Time 150 Hours Credit Value 15 Learning Outcomes 1 Understand social research methods in the context of business and management 2 Understand research methodologies that underpin business and management research 3 Know how to develop research projects from qualitative and quantitative standpoints 4 Be able to plan a research project 5 Understand management and business theory / literature 6 Be able to carry out a research project on a specific business and management issue 7 Know how to design data collection surveys from qualitative and quantitative perspectives Learning Outcomes, Content and Assessment Criteria The learning outcomes describe the abilities that learners will possess after they have completed the unit. The content identifies the breadth of knowledge, skills and understanding needed to design and deliver a programme of learning to achieve the learning outcomes. The assessment criteria provide a list of achievements sufficient to demonstrate that a learner has met the learning outcomes. The learner should be given the opportunity to cover all of the content but it is not a requirement that all of the content is assessed. Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 18

19 Learning Outcome To achieve this unit a learner must: Content for Learning Outcome Assessment Criteria Assessment of this outcome will require a learner to demonstrate that they can: 1 Understand social research methods in the context of business and management Social research methods: research objectives; types of social enquiry; positivism; phenomenology; epistemology; ontology 1.1 Investigate research and the main types of social enquiry 1.2 Investigate research objectives in order to contribute to, modify and improve upon theory and practice 1.3 Systematically analyse the main research philosophies of positivism and phenomenology 2 Understand research methodologies that underpin business and management research Research methodologies: quantitative (independent observation, large samples, development of hypotheses, statistical analyses); qualitative (descriptive, interpretive, ethnographic, naturalistic studies); role of researcher; researcher s responsibilities; validity; reliability 2.1 Examine qualitative and quantitative research methodologies 2.2 Critically evaluate the role of the researcher 2.3 Systematically analyse qualitative approaches covering the following terms descriptive interpretive ethnographic naturalistic studies 2.4 Systematically analyse quantitative approaches including independent observation, large samples, development of hypotheses, statistical analyses 3 Know how to develop research projects from Developing research: research design; qualitative research; qualitative research; exploratory 3.1 Examine the basic principles of research design with respect to qualitative and quantitative research; descriptive research; causal research; objectives, standpoints cross sectional design; time series; one shot plan, studies; cross sectional; longitudinal; case study; action, comparative research review report 3.2 Critically evaluate the success of both quantitative and qualitative research projects using relevant literature 4 Be able to plan a research project Planning a research project: headings for a research proposal; define a research problem by analysing current literature and management practice; background to the research; context for the research; formulate research questions to elicit facts, information; gaps in knowledge; dichotomies in management processes and practice; project plan evaluation (perspectives; ethical, social, legal, stakeholders) 4.1 Define a research problem or issue by analysing current literature and management practice 4.2 Examine the background and context of the research 4.3 Develop research questions to elicit facts, information, gaps in knowledge, and dichotomies in management processes and practice 4.4 Critically evaluate the project plan from the following different perspectives ethical, social, legal, stakeholder 5 Understand management and business theory / literature Literature survey: implications of previous research for current research; evaluation of literature relevant to current research; contrast approaches to and outcomes of research in order to develop individual conclusion; literature review 5.1 Critically evaluate what implications previous research into the topic chosen have for the research proposal 5.2 Systematically analyse literature relevant to the context of the proposal 5.3 Make conclusions regarding different approaches to and outcomes of research 6 Be able to carry out a Know how to carry out research: research 6.1 Assess how the research could Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 19

20 research project on a specific business and management issue 7 Know how to design data collection surveys from qualitative and quantitative perspectives methods; terms of reference; primary research; secondary research; resources; evidence collection; discussion with supervisor; managing research; benchmarks; monitoring; review; evaluation; re-formulation of plans; reformulation of research topic Evaluation: criteria for success; comparing outcomes with plans; evidence; findings;, validity of conclusions; reliability of results; benefits; difficulties; significance of research for future enquiry; application of research Data collection: qualitative measures (historical review, focus groups, case studies; narrative analysis); quantitative measures (observation; survey; questionnaire; interviews; testing, experiment, action research); sampling (random, systematic, stratified, cluster); sample size; selecting optimal methods; sources of bias; ethical issues; impartiality be carried out 6.2 Identify resources and time needed to complete the project 6.3 Collect and collate evidence 6.4 Critically evaluate findings and outcomes 6.5 Present the research to receive feedback on the project 7.1 Examine a range of data collection techniques to determine optimum approach for the project to include quantitative and qualitative measures 7.2 Critically evaluate the main statistical methods for data analysis of large sample groups in quantitative studies 7.3 Systematically analyse research technique issues including bias in question technique, ethics, and impartiality Indicative reading Bryman, A., Research Methods and Organisational Studies, Routledge (1989). ISBN 13: Cassell, C. & Symon, G., Qualitative Methods and Analysis in Organisational Research, Sage (1998) ISBN 13: Creswell, J., Research Design: Qualitative and Quantitative Approaches, Sage (1994). ISBN 13: Easterby-Smith, M., Thorpe, R., and Lowe, A., Management Research: An Introduction, Sage (2001), 2nd edition. ISBN 13: Gill, J., and Johnson, P., Research Methods for Managers, Paul Chapman Publishing (1997), 2nd edition. ISBN 13: Hussey, J., and Hussey, R., Business Research: A practical guide for undergraduate and postgraduate students, Macmillan Business (1997). ISBN 13: Oppenheim, A.N., Questionnaire Design, Interviewing and Attitude Measurement, Pinter Publishers (1992). ISBN 13: Silverman, D., Doing Qualitative Research; A Practical Handbook, Sage (1999). ISBN 13: Bell J. et al, Conducting Small Scale Investigations in Educational Management, Paul Chapman Publishing (1984). ISBN 13: Burrell G., and Morgan G., Sociological Paradigms and Organisational Analysis, Aldershot: Gower (1982). ISBN 13: Cohen L., and Manion L., Research Methods in Education, London Routledge (1994). ISBN 13: Version:1502a Severn Business College Course Handbook Level 7 Extended Diploma in Marketing Management 20