OTHM Level 7 Diploma Unit Strategic Marketing (Y/616/2732) Assignment Brief 2026

1.2 Critically analyse and apply different marketing concepts in a range of organisational contexts.

1.3 Explain the processes involved in strategic marketing.

Analysis and application of different marketing concepts in different organisational contexts: strategic marketing concepts of Philip Kotler, Peter Doyle, Hugh Davidson, Malcolm McDonald and others; strategic marketing features; attachments with corporate strategies as defined by Michael Porter; organisational structures; dynamic strategies as featured by Carpenters and Sanders; attachments with mission statements; ethics and corporate responsibilities; knowledge management systems; systematic approaches, necessities of strategic marketing in an organisation; activity integration, scheduling and sequencing; resource demands; time scaling; control and monitoring elements.

Explanation of the processes involved in strategic marketing: the definition, role and importance of process in strategic marketing; planning processes of strategic marketing with contributions or Malcolm McDonald and Peter Doyle; strategic marketing analysis; factor analysis; option evaluation; objective setting of marketing strategy; perceptual mapping; choice; control; formulation; implementation.

2.2 Critically review the external and competitive environment in which an organisational performs.

2.3 Draw conclusions about the internal and stakeholder environment in which an organisational performs.

3.2 Evaluate targeted segments for an organisational context.

3.3 Design a differentiated brand position for targeted segments for an organisational context.

4.2 Design an effective marketing mix for an organisational context.

4.3 Critically analyse the relationship between the product lifecycle and the marketing mix for an organisational context.

5.2 Critically discuss the need for integration between the brand pyramid, the brand’s positioning and brand management.

5.3 Demonstrate how branding is used to strengthen a business or product.

Assessing and evaluating external and competitive environment in which an organisation performs: supply to demand environment shift; competition; globalisation; new constraints; fashionisation of markets;  micro-markets; expectations rising; technological change; importance of customer service; commoditisation; brands erosion.

Assessing and evaluating internal and stakeholder environment in which an organisation performs: SWOT (strengths,

weaknesses, opportunities and threats) analysis of a business organisation; the role identification of stakeholders; measuring the performances of stakeholders; marketing objectives focus; attachments with corporate strategies; new product developments speed; customisation, information handling abilities to gain competitive advantage; timescales; demands for resources; organisational structures; budgets; monitoring; control and review mechanisms; innovation strategies; target markets; e-marketing position; mandatory focus; key market segments; customers and other stakeholders partnerships.

Critically evaluate various options available within given constraints for an organisation: strategy alternatives e.g. features, identification; innovation strategies; market niche; market leader; market challenger; market pioneer; market follower: late followers, close followers; value-based, defensive and offensive marketing strategies General Electric model; Porter’s generic strategies: focus, cost leadership and differentiation; competitive advantage: H. Davidson, M. Porter; Shell directional policy matrix; market dominance strategies; mandatory competences: G. Johnson and K. Scholes, G. Hamel and C. K. Prahalad; investment opportunity evaluation: D. F. Abell and J. S. Hammond.

Selection of competitive strategic marketing strategies: responses to strategic marketing; emerging concepts or themes; globalisation impact, competitor weaknesses or weaknesses; environmental factor importance; political environment related changes; safety factors; the exchange rate; the state of the economy.

Developing and discussing market segments, targeting and branding positioning of an organisational context: market segments, targeting and branding positioning e.g. definitions, features, criteria, usefulness, adjustability in changed market and organisational contexts;

Developing differentiated brand position for targeted segments for an organisational context: marketing techniques; marketing objectives setting; marketing strategies; targeting markets; segmenting markets: demographic, geographic, behaviour, psychographic; profiling markets: profitability potential, revenue potential, market share potential; positioning segmented markets: mass marketing, market leader or product line extension or targeted marketing, direct or indirect sales.

Analysing the significance of integrated marketing mix for an organisational context: definition, aims, objectives, importance, application and usefulness of marketing mix;

Establishing linkage between product lifecycle and dynamics of marketing mix for an organisational context: product life cycle e.g. definition, characteristics, application in changed market and organisational contexts; interrelationships between product lifecycle and dynamics of marketing mix.

Organising for resources during implementations: understanding marketing options; customer retention strategies: obtaining new customers, product bundling, cross-selling, cross promotions, loyalty qualifications; customer life cycle value; Payne and Ballantyne’s six markets model; personalised marketing.

Monitoring the effectiveness of marketing strategies and qualifications: marketing strategy monitoring and evaluation; understanding marketing strategy performance indicator; early warning; tactics change; objective change; strategy change;