Level: Certificate in Professional Marketing. Module: Marketing. Please refer to the July 2016 Assessment. Executive summary: Module report

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1 Module report Level: Certificate in Professional Marketing Module: Marketing Please refer to the July 2016 Assessment Executive summary: The examination uses multiple choice questions (MCQs) to test the candidate s understanding of the basic mainstay of marketing across a wide range of contexts and scenarios. Candidates and Accredited Study Centres appear to have developed an excellent understanding of the MCQ approach and achieved very well, with very high standards this session. The examination paper this session was again split into two elements, where all tasks are awarded two marks, with a total of 50 tasks. The first 40 tasks are short definitions or mini examples that look to examine the candidate s underpinning knowledge of marketing principles across the whole syllabus. Two short case studies are introduced in section two, tasks 41 50, to enable candidates to demonstrate their ability to contextualise marketing theory and apply it to particular business or organisational situations. This session the case studies focused on Chan Bikes Group, in the B2B sector, where the business was focused on customer relationships and maintaining its market leadership. The second was based in the FMCG environment where Mark was looking at researching the market to develop his understanding of this type of market and customer. The case studies give candidates the opportunity to demonstrate their understanding of marketing within different contexts. Candidates still continue to show a lack of understanding of marketing within the B2B sector with many candidates being unsuccessful in the Chan Bike Group case study. There are some unique marketing principles within this sector that should be better understood. Marketing activities will always endeavour to achieve outcomes such as customer satisfaction and the building of relationships, these are principles candidates should be familiar with, for example. Candidates need to focus their learning opportunities across a wide range of sectors and environments. However, overall, the candidates appear to have good underpinning knowledge of the underlying principles of marketing, individual and organisational buying processes, the marketing mix and some elements of the environmental impacts on the customer and marketing activities. The contextualisation of the marketing principles continues to be the weak link in most candidates abilities. The mini case studies in section one and the second section of the examination, using the case study information, were more often poorly answered. This may suggest a lack of ability of the candidates to contextualise their understanding.

2 Task Task 1 Task 5 Task 6 Task 20 Task 24 Task 28 Task C.S2.2 Strengths Most candidates were well schooled in understanding the basic theory that underpins marketing for organisations and that putting their customers at the centre of their organisation is fundamental. Again, a large percentage of the candidates were able to show their understanding of basic marketing and the importance of customer satisfaction. Candidates demonstrated their ability to understand customer relationship management and the opportunities this gives to organisations in a competitive market place, by building loyalty. The candidates were able to demonstrate their understanding of research data types and the importance of understanding what data will answer which questions. Most of the cohort were able to see that government and business sources would offer valid and reliable secondary data when undertaking research activities. Candidates were able to identify promotion as the element of the marketing mix that delivers a message to the customer. Candidates understood the importance of a good marketing mix that has been developed by Chan Bikes Group to suit the needs of the customer and therefore allow them to gain high market share. Task Weaknesses Recommendations Task 10 Candidates found it difficult to use marketing in a business to business environment. The exchange process or buying process is different in this environment and candidates must understand that management approaches, such as TQM and JIT, will have an impact. Candidates must look at the exchange process and purchase behaviours in many different environments including B2B. The B2B area is one that is increasingly being seen as important from a marketing point of view and many businesses are adopting B2C approaches when considering marketing. So understanding the development of the purchase process in a business environment is fundamental. Tutors must spend time with their candidates looking at the organisations they work for and the purchasing behaviours they display. This will also be important as the candidates move into different models

3 Task 4 Task 36 An interesting question that looked at the start of the planning process. There are many different planning models, but all will start with the principle that the organisation has a mission to achieve and that marketing, as with all the other functions of the organisation, must look to support the successful achievement of this mission. It should be seen that the mission will be achieved by performing marketing activities, which in turn achieves marketing objectives. These marketing outcomes are written to achieve the stated mission of the organisation. Once again, NFP and/or charity organisation appear to confuse candidates. It is therefore fundamental to ensure that candidates study across a breadth of different organisational contexts. The candidates appear to consider direct mail as the most likely communication for a small local charity. However, they seemed to miss the point of cost here, many small local charities would not have the budget or resources to undertake a direct mail campaign and will therefore rely on PR as a free where the B2B environment is more popular. Tutors and candidates can use their own organisations as case studies to demonstrate the different purchasing habits across many different organisational contexts. Candidates have to demonstrate an understanding of many key elements of marketing; planning is one. There are many alternative planning models, such as PR Smith s SOSTAC or Kotler s MOST, but they all sit within marketing as a way of supporting the overall mission of the organisation. This could be profit, survival or to achieve its charity goals, but these mission statements set the overall goal and direction of the organisation. Marketing plans then look at the environment and set objectives that achieve the mission. Candidates should look at their own experience and organisation s mission and goals and then consider what marketing plans are in place to achieve this mission. Build on the knowledge that already exists. It is important that candidates understand the NFP sector in as much detail as they do with B2C and B2B sectors. Often there are opportunities to develop relationships with local NFP organisations in voluntary ways, which would allow candidates to gain an insight into the use of marketing in these organisations. In this task it is clear, within the list of answers provided, that a small charity would have neither the resources nor the money to use any communications processes that was money or resources intensive, therefore PR would offer the best value. Accredited Study Centres will need to work on this area by looking at

4 Task 29 Task CS2.3 communication process to the local audience. Organisations looking to combine the traditional approach with the use of the internet in the retailing shopping experience. Retailing is a service industry and therefore it is using the 7Ps of marketing. With the addition of technology to support the purchase process, it offers retailers an opportunity to combine and assist in the decision making and retain the customer through the Zero Moment of Truth (ZMOT). However, more importantly, it is the fact that Gurshant has the technology to support, and therefore needs the skills, knowledge and understanding to support the customer in their purchase decision. Once again, the use of marketing theory and principles within a B2B environment was poorly demonstrated. It is important that candidates understand and have knowledge of business management process; KAM (Key Account Management) is one of these, especially when looking at retention and acquisition of customers. This process will allow individuals to build different NFP organisations and how these types of organisations use traditional business approaches, including marketing, to achieve their outcomes. The 7Ps of marketing are a fundamental pillar of marketing. Candidates have to demonstrate an understanding of all the elements of the marketing mix. Too often candidates appear to lose sight of the additional 3Ps when considering aspects of the organisation s activities that include service. Many organisations that would traditionally not be seen as serviced based organisations now augment their offer by offering additional services, and therefore people, process and physical evidence become a fundamental part of these organisation s marketing mix. Candidates should look at their own experience in the purchase process to build their understanding of how important people are in this process. People buy people not things is often quoted. Candidates can use their own local or regional examples. Accredited Study Centres could look to use online resources, such as the CIM or the BBC. It is so important that tutors provide case studies from different environments and must clearly identify how the marketing principles are used by organisations in the B2B environment. However, there have been many articles recently suggesting that B2B marketers are turning to B2C strategies to achieve their objectives, in this case there is an important difference. The vital role that people play in the B2B environment is still very important and should be understood.

5 relationships over the long term with their customer. Tutors and candidates alike should share examples from the group as many will work in the B2B sector or use relevant case studies that demonstrate and illustrate the marketing principles being used in context. The CIM website and the BBC radio, In Business are two good examples of these types of resource, but there are many others. General issues The syllabus range and learning outcomes are being covered well within all the tasks and across both sections. Underpinning theory such as the definition of marketing, marketing research and the marketing mix continue to be well understood; however, B2B and NFP sectors also use marketing and therefore candidates must understand these different environments. There are some theories, principles and models that are unique to these environments and it appears candidate s knowledge in these areas is more limited. Recommendations Accredited Study Centres must look to expand their opportunities to look at different business sectors. Increase the use of case studies from B2B and NFP organisations, for example. This will enable Accredited Study Centres to demonstrate to candidates how different principles, theories and models that are unique to these sectors, are used. All organisations should use and understand marketing to achieve a similar goal.