marketing代写-MARK3082 2021
时间:2021-11-08
MARK3082 2021 T3

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UNSW Business School
Management and Marketing
MARK3082

Assessment 3: Major Project
Report and Infographic – note two-part submission
Format: 1500 words +/-10%, must be 1.5 line spaced, 2.5 cm margins, 12 Point font
(Times New Roman or Arial), footer must have zID and page numbers
Due date: no later than 23:59 PM on Friday 26 November, 2021
Submission procedure: via Turnitin on Moodle site
NOTE: When submitting the assignment via Turnitin you will be asked to make an
online declaration regarding the authenticity of the work. This online declaration
replaces the need to include a Coversheet on your assignment. Note a cover
sheet is different to a title page
Weighting: 40% of your total course mark (10% Proposal, 30% Report)
Length: approx 1,500 words +/- 10%.
PLUS 1-page infographic for the client organisation
The word count excludes the title page, table of contents, list of references and any
appendices.
Description:
Select an organisation in which you are interested and on which you can find
substantial amounts of information. This may be where you would like to work after
graduation or an organisation that has been in the news recently. You should
identify this organisation by Week 3 and gain approval from your tutor before
continuing.
In Week 5 you will submit a brief proposal for your Project. This should identify
your focus organisation, outline the current circumstances impacting marketing for
the organisation (internal/external), and identify at least one marketing problem
facing the organisation. This should be no more than 2 pages, excluding references,
using standard formatting as indicated above.
Analysis Report
Your aim is to develop a marketing project and submit an analysis summary report in
Week 11. There is no fixed format for the report as all projects will be different,
however, a detailed description of a suggested structure and content of this Report is
MARK3082 2021 T3

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available in the Assessments tab in Moodle.
Your report should include the following:
1. You should clearly identify a marketing problem. There are many factors that can
cause a marketing problem including new competitors, new regulation, new
technology, product crisis, emerging markets, sustainability concerns, and input
cost increases. You should clearly explain why your firm’s marketing team need
to develop a new marketing strategy to manage the problem. You should
consider multiple factors influencing their decisions.
2. Given your marketing problem, you should clearly define your objectives, e.g.,
increasing sales, securing market share, improving brand image, increasing
customer satisfaction, developing a new product or a new distribution strategy.
You may consider multiple goals, but all must be clearly related to your identified
problem. A detailed description of a suggested structure and content of this
Report is available in the Assessments tab in Moodle.
3. Provide a plan of action. Given your marketing problem and goal, you should
analyse the organisation and its environment and suggest a feasible strategy that
can solve your problem and achieve your goal. You should clearly justify why
your suggested strategy will work.
You will also need to create an infographic for the client as an artefact of your ideas.
This should be attached to your Project report and submitted within that document.
See additional resources in Moodle for the purpose and structure of good
infographics.
Reference requirements:
All materials used in this report must be referenced in Harvard format. For details
and assistance on Harvard referencing, see https://student.unsw.edu.au/harvard-
referencing
Please note that Wikipedia is not an appropriate source for academic work as it is
not reliable. Any use of Wikipedia as a reference will result in an automatic zero
mark for the assessment.
MARK3082 2021 T3 5
Report structure
1. Definition
Make a brief statement of business definition for the organisation.
This statement should define the scope of business opportunities (products and
markets) that the organisation would consider serving. It should also outline the
scope of “technologies” used to serve these (such as, for instance, service
production, distribution, development, manufacturing, etc.).
2. Objectives
Make a clear statement of corporate objectives, business unit objectives (if
applicable) and marketing objectives for the product-market entry on which you are
focusing.
These may or may not have formally been stated by management in public.
Nevertheless, you must state objectives that are performance outcomes at one or
more relevant levels of analysis. Marketing objectives, in particular, can include
either dimensions or indicators of a) sales growth, b) market share, and/or c)
profitability or potential profitability. Note that share objectives must be used only at a
coherent and well-defined product market level. It is best to state multiple objectives
that are also reasonable ones. The general marketing objectives stated in this
section should be clearly achievable with the plan considered in your subsequent
analysis.
Consider using the SMART concept in developing and stating your objectives.
3. Situation Analysis
The next step is to conduct a formal diagnostic situation analysis. This is perhaps the
most important element in developing a plan for marketing strategy and strategic
marketing management. It is also most prone to deficiencies. The situation analysis
must be diagnostic. Simply stating facts is not an analysis.
A diagnostic situation analysis should add value for informed management. It is
important to be selective in analysing such situational factors. That is, only
appropriate factors and dimensions should be considered. These must ultimately be
useful for the selection of product markets in which to compete, the assessment of
management’s ability to achieve various marketing performance objectives for their
entries in these product markets, and, ultimately, the selection of marketing
strategies and strategic marketing plans for these various product market entries.
Analysis that does not guide such decision-making is superfluous. Internal analysis
can include not only the corporate and business unit strategy contexts, but also the
full range of functional and inter-functional resources, structures, and processes that
might be relevant and useful for such a diagnosis. In general, it will probably be
useful to at least consider the following modes of analysis:
• Analysis of product/service performance and portfolio situation
• Industry and competitive analysis (including life cycle, competitive intensity
analysis, and competitive positioning)
MARK3082 2021 T3 6
• Analysis of customer markets and market structures
• Analysis of cost structures and cost dynamics
• Analysis of channels and business partners
In particular, do not apply frameworks such as SWOT or PESTLE without careful
thought and explicit interpretation. Often a SWOT analysis contains a certain amount
of vagueness and can have little relation to the decision at hand or the stated
performance objectives. There is no diagnostic value in simply listing all possible
strengths, weaknesses, opportunities, and threats without explanation and
justification. It is better to select the most important situational factors and explain
these in depth. A PESTLE analysis, on its own, can have little value, unless the
performance outcome for your plan is highly dependent on macro political,
economic, social or technological developments. There is no value in doing any
analysis for its own sake. It must be related explicitly to stated objectives and
strategic choices. Environmental elements, in themselves, may not be relevant
unless there is some reason for analysing them (e.g., volatility, turbulence, or
complexity due to diversity.)
Situation analysis can be both qualitative and quantitative. Since all situation
analysis must be diagnostic and assist decision making, it is best to go back and
check your analysis after you have developed action plans and plan evaluations to
make sure of its usefulness and its consistency with overall stated objectives. To
repeat: it is better to be selective, focused, and complete in your explanations than to
attempt to exhaustively address all possible situational factors in a superficial
manner. You must justify and explain every situational factor you choose to identify.
Thus, the safe rule is: explain it or delete it.
4. Marketing strategy
This section will present and evaluate your marketing strategy and strategic
marketing plan. This plan must be complete in all relevant elements and be both
reasonable and feasible. It is important that your plan be distinct from the current
strategy being pursued by the organisation. Each plan must contain the following
elements:
a) identify product markets to be pursued
b) establish marketing performance objectives for each product market
c) establish marketing strategies for each product market entry
d) develop a basic strategic marketing plan outlining the roles and plans for the
relevant elements of the marketing mix.
In evaluating a plan, you should consider its implementability in terms of the
marketing mix. Part “c,” marketing strategies for product market entries, should
emphasise the source of sales that achieves the sought after objective: this source
could be current customers, competitors’ customers, new-to-market customers,
previous customers, suppliers, distributors, etc. These marketing strategies should
also identify the target market(s) to be pursued and the process of maintaining or
increasing sales growth, market share, or profitability: retention via relationship
marketing, cross selling with complementary lines, etc.
MARK3082 2021 T3 7
The evaluation of the several options for marketing strategies must be comparative
and balanced. Subject to the availability of data and the reasonableness of
assumptions, a comparative quantitative analysis of plans is often useful. The
advantages and the disadvantages of each plan must be considered.
5. Conclusion
You must clearly highlight your preferred plan from the options you have just
evaluated. Justify your recommendation by stating how you believe its advantages
outweigh its disadvantages. Develop a coherent and logical argument. Be sure to
note trade-offs, sacrifices, or limitations to your recommendation. That is a matter of
managerial responsibility. Do not ask for additional information or avoid making a
decision. Do not “ice the cake” by adding extra actions and implementation details at
this point. Make sure you have included all plan elements in the original statements
of your alternatives and that these have gone through the same rigorous evaluation
process as all other action elements of plans.

Infographic
Infographics are graphic visual representations of data that are intended to present
complex information quickly and clearly. The aim of this document is to provide a
quick visual overview of key elements of your report. This might include:
Content
• Appropriate details support main idea
• Accurate and detailed information
• Information adequately supports purpose of visual
Focus
• Topic and title clear and easily identified
• Main idea is clearly appropriate to topic
• All illustrations complement purpose of visual
Visual Appeal
• Outstanding use of colour, design, and space
• Original and creative design
• Overall design is pleasing and harmonious
Mechanics
• Free of grammatical errors
• Words are legible and pertinent to topic
• Accurate referencing
MARK3082 2021 T3 8
Sources and Resources
Note: For this assignment you should obtain publicly available information to
document your analysis. You are not required to personally contact any organisation
or industry association.
The sources you use for this project should be reliable and referenced
comprehensively. Do not get frustrated if the material you seek is not available in a
simple search of online sources such as company websites or from a simple key
word search. You should be creative and seek information as broadly as you can
from publicly available databases and other secondary sources. You may need to
make assumptions, and this is appropriate as long as you state that you are doing so
and support them as much as possible.
Some useful sources of information are linked under the Assessment tab on our
Moodle site.













































































































































































































































































































































































































































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