T-1.8.

1_v3

Details of Assessment

Term and Year 3, 2019 Time allowed 8 Weeks

Assessment No 2 Assessment Weighting 100%
Workbook Activities
Assessment Type
Week 8 Room 603/608/611
Due Date
Details of Subject

Qualification BSB61315 Advanced Diploma of Marketing and Communication

Marketing Strategies
Subject Name
Details of Unit(s) of competency
BSBMKG605 Evaluate international marketing opportunities
BSBMKG606 Manage international marketing programs
Unit Code (s) and
BSBMKG608 Develop organisational marketing objectives
Names
BSBMKG611 Manage measurement of marketing effectiveness
BSBMKG603 Manage the marketing process
Details of Student

Student Name
Student ID
College
Student Declaration: I declare that the work submitted is my
own and has not been copied or plagiarised from any person Student’s
or source. I acknowledge that I understand the requirements Signature: ____________________
to complete the assessment tasks. I am also aware of my
right to appeal. The feedback session schedule and Date: _____/_____/_________
reassessment procedure were explained to me.

Details of Assessor
Assessor’s Name Michael Ciftci / Wilson Del Rosario

Assessment Outcome
Assessment
Competent Not Yet Competent Marks /100
Result
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:

Assessor Declaration: I declare that I have conducted

a fair, valid, reliable and flexible assessment with this
student. Assessor’s
Signature: ___________________
Student attended the feedback session.
Date: _____/_____/________
Student did not attend the feedback session.

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 1

 T-1.8.1_v3

Purpose of the Assessment

The purpose of this assessment is to assess the student in the following Competent Not Yet
learning outcomes: (C) Competent
(NYC)
BSBMKG605 Evaluate international marketing opportunities
1.1 Assess international trade patterns and identify their likely importance for the
business
1.2 Research international business and electronic commerce market factors, and
assess opportunities to enter, shape or influence the market for their likely
contribution to the business
1.3 Identify international markets operating under free trade or protectionist
arrangements and estimate likely ease of entering and trading successfully
1.4 Identify international trade policies and agreements and estimate their likely
impact on international marketing opportunities
2.1 Identify and analyse impact of economic, political, social and cultural factors
affecting international marketing opportunities
2.2 Investigate international market trends and developments to identify market
needs relevant to the business
2.3 Identify new and emerging business and electronic commerce markets, and
assess opportunities to enter, shape or influence markets based on their fit with
business goals and direction, and their likely contribution to the business
3.1 Analyse and rate acceptability of political, financial stability and corruption risk
factors of potential market
3.2 Analyse and rate acceptability of legal and regulatory requirements, and trade
barriers to potential market
3.3 Relate risk factors to international business cycles in terms of economic
conditions and estimate their impact on potential market
4.1 Identify and analyse international marketing opportunities according to their
likely fit with the organisation’s goals and capabilities
4.2 Evaluate each opportunity to determine its impact on current business and
customer base
4.3 Use an assessment of costs, benefits, risks and opportunities to determine
financial viability of each marketing opportunity
4.4 Determine probable return on investment and potential competitors
4.5 Describe and rank marketing opportunities in terms of viability and likely
contribution to the business
BSBMKG606 Manage international marketing programs
1.1 Select viable international marketing opportunities and develop objectives
consistent with the organisation’s capabilities and resources
1.2 Identify measurable international marketing objectives consistent with
organisation’s strategic direction, and identify nature and extent of goals for
international market
1.3 Formulate strategic objectives and related key performance indicators by
product, service, country or international grouping, and overall
1.4 Develop a risk management strategy to manage contingencies, and ensure
marketing objectives are met in accordance with overall organisational
requirements
2.1 Research international marketing opportunities and determine global or
customised approaches for promotion of products or services
2.2 Evaluate options for choice of marketing approaches
2.3 Select a marketing approach to meet marketing objectives, international
market conditions and consumer preferences
3.1 Evaluate business culture and consumer preferences, and identify compatible
marketing structures
3.2 Identify options for operational marketing structure and rank them for strengths
and weaknesses in servicing international markets

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 2

 T-1.8.1_v3

3.3 Choose operational structure that best fits international market and product or
service
4.1 Communicate international marketing objectives across the organisation to
suit culture, customs, levels of knowledge, experience and needs of personnel
4.2 Identify and agree roles, responsibilities and accountabilities of staff and
contractors involved in all elements of marketing effort
4.3 Develop communication strategy to ensure personnel responsible for each
element of marketing mix work together to meet organisation’s marketing
objectives
4.4 Manage marketing effort to ensure it is directed towards areas of greatest
potential for the organisation
4.5 Manage integration of marketing, promotional and any sales activities in
accordance with international marketing objectives
5.1 Monitor product, pricing and distribution policies in relation to market changes,
objectives of marketing plan and organisational requirements
5.2 Monitor overall marketing progress against performance targets to ensure
activity, quality, cost, and time requirements are met
5.3 Analyse, review and revise marketing outcomes and objectives
5.4 Analyse successes and performance gaps as to cause and effect, and use to
improve international marketing performance
5.5 Analyse changes in market phenomena, and identify and document their
potential impact on international marketing objectives
5.6 Document review of marketing performance against key performance
indicators in accordance with organisational requirements
BSBMKG608 Develop organisational marketing objectives
1.1 Confirm organisation’s mission, vision, purpose and values from current
organisational materials or from owners, directors or senior management
1.2 Analyse strategic organisational documents to identify organisational
directions and targets
1.3 Complete a situational analysis identifying factors impacting the direction and
performance of the business
1.4 Identify legal and ethical requirements for the organisation
1.5 Document and confirm strategic direction of the organisation with owners,
directors or senior management, and identify its impact on marketing activities
2.1 Evaluate effectiveness of previous marketing and positioning strategies to
identify lessons learned
2.2 Analyse current key products or services and major markets for strengths,
weaknesses, opportunities and threats
2.3 Evaluate previous marketing opportunities captured by the organisation, and
examine and document their profitability
2.4 Evaluate marketing performance against previous objectives, targets to
identify critical success factors, and areas for improvement
3.1 Identify and analyse marketing opportunities for viability and likely contribution
to the business
3.2 Use an assessment of external factors, costs, benefits, risks and opportunities
to determine scope of each marketing opportunity
3.3 Analyse opportunities for likely fit with organisational goals and capabilities
3.4 Evaluate each opportunity to determine its likely impact on current business
and customer base
4.1 Develop objectives in consultation with key internal stakeholders that are
attainable and measurable, and that identify nature and extent of what is to be
achieved
4.2 Ensure objectives are consistent with forecast needs of the business and
market
4.3 Ensure objectives are compatible with the organisation’s projected capabilities,
resources and financial position
4.4 Ensure objectives are compatible with the organisation’s direction and

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 3

 T-1.8.1_v3

purpose, and meet legal and ethical requirements

BSBMKG611 Manage measurement of marketing effectiveness
1.1 Review current marketing strategies and marketing plans, and research range
of metrics available to measure effectiveness of relevant marketing processes and
functions
1.2 Analyse effectiveness of current marketing metrics used by the organisation in
each key marketing operation
1.3 Critically analyse how existing marketing metrics link to strategy, and
opportunities to improve links
1.4 Plan to address any issues with use of marketing metrics within the
organisation
1.5 Design criteria for retaining existing marketing metrics, and for selecting new
manageable and cost-effective metrics
1.6 Gain approval for design or redesign of strategy from senior management
2.1 Set objectives for measurement and evaluation of marketing effectiveness
2.2 Select methods to measure marketing performance for each marketing
process or function, tailored to the organisation s brand or unique positioning
2.3 Calculate costs of gathering and analysing data with assistance of relevant
financial experts
2.4 Design and record implementation strategy for measuring and analysing
marketing performance, or make recommendations for improving current strategy
3.1 Design and implement appropriate communication and training strategy, so
marketing and other relevant personnel fully understand their role in measuring
marketing effectiveness
3.2 Supervise design and implementation of specific metrics
3.3 Plan and monitor work activity to ensure adherence to strategy for
measurement of marketing effectiveness
3.4 Design process to review and evaluate marketing metrics on a regular basis,
and if organisational strategy changes
BSBMKG603 Manage the marketing process
1.1 Manage marketing effort to ensure it is directed towards areas of greatest
potential for the organisation
1.2 Manage integration of marketing, promotional and sales activities in
accordance with strategic marketing objectives
1.3 Monitor product, distribution, pricing and marketing communication policies
according to market movements, marketing plan objectives and organisational
requirements
1.4 Use marketing metrics to monitor overall marketing progress against
performance targets, ensuring activity, quality, cost, and time requirements are
met
2.1 Communicate strategic marketing objectives across the organisation in ways
suited to levels of knowledge, experience and specific needs of personnel
2.2 Identify and agree roles, responsibilities and accountabilities of staff and
contractors involved in all elements of marketing effort
2.3 Develop communication strategy to ensure personnel responsible for each
element in the marketing mix work together to meet organisation s marketing
objectives
2.4 Provide mentoring, coaching and feedback to support individuals and teams to
achieve agreed objectives and use resources to required standard
2.5 Identify individual and team performance, and instigate corrective action
promptly to safeguard marketing outcomes
3.1 Analyse marketing outcomes, review strategic objectives and marketing
metrics, and revise if required
3.2 Analyse successes and performance gaps considering cause and effect, and
use this to improve strategic performance
3.3 Analyse over-performance against targets for trends and set new targets
3.4 Analyse changes in market phenomena, and identify and document their
impact on strategic marketing objectives

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 4

 T-1.8.1_v3

3.5 Document review of marketing performance against key performance

indicators in accordance with organisational requirements
Assessment/evidence gathering conditions

Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.

Resources required for this Assessment

 Computer with relevant software applications and access to internet

 Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from your assessor.
 Please refer to the College re-assessment for more information (Student Handbook).

Assessment Type: Workbook

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 5

 T-1.8.1_v3

TABLE OF CONTENTS and Mark Allocations PAGES MARK MARK

ALLOCATED RECEIVED
Task 1 5
Task 2 3
Task 3 2
Task 4 5
Task 5 5
Task 6 5
Task 7 5
Task 8 5
Task 9 5
Reference -
TOTAL 40

Knowledge Questions

Task 1: Outline relevant Australian and international standards, policies and guidelines, for
each of the following: (5x1 Marks each = 5 Marks)
 environmental matters
 human rights
 labour relations
 packaging
 risk management

Environmental matters

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 6

 T-1.8.1_v3

European Commission's Eco-Management and Audit Scheme (EMAS) (international)

ISO 14000 certificate (international)

National Ambient Air Quality Standards (international)

Environmental Protection Act (international)

Canadian Environmental Assessment Act (international)

Environment Protection and Biodiversity Conservation (EPBC) Act

Environmental Protection Act 1997 (ACT)

Environment Protection Guidelines for business and industry (ACT)

Protection of the Environment Operations Act 1997 (NSW)

Environmental Assessment Act 1982 (NT)

Environmental Assessment Act 1982 (NT)

Environmental Assessment Administrative Procedures 1984 (NT)

Environment Protection (National Pollutant Inventory) Objective 2004 (NT)

Environment Protection (Beverage Containers and Plastic Bags) Act 2011 (NT)

Environment Protection (Beverage Containers and Plastic Bags) Regulations 2011 (NT)

Northern Territory Environment Protection Authority Act 2012 (NT)

Waste Management and Pollution Control Act 1998 (NT)

Waste Management and Pollution Control (Administration) Regulations 1998 (NT)

Environmental Protection Act 1994 (QLD)

Environment Protection Act 1993 (SA)

Aquaculture Act 2001 (SA)

Environment Protection Act 1993 (SA)

Radiation Protection and Control Act 1982 (SA)

Wingfield Waste Depot Closure Act 1999 (SA)

Environmental Management and Pollution Control Act 1994 (TA)

Environment Protection Act 1970 (VIC)

Environment Protection Act 1986 (WA)

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 7

 T-1.8.1_v3

Human rights

Charter of Human Rights and Responsibilities (Australian)

Australian Human Rights Commission Act 1986

Human Rights Act 2004 (ACT)

UN Declaration on Human Rights Defenders (international)

Universal Declaration of Human Rights (UDHR) (international)

Convention on the Elimination of All Forms of Discrimination against Women (international)

International Covenant on Civil and Political Rights (international)

1992 Rio Declaration (international)

UN Declaration on the Rights of Indigenous Peoples (international)

International Convention on the Protection of the Rights of Migrant Workers and the members of
their families (ICMW) (international)

Human rights of older persons: International Principles and Standards (international)

Labour relations

The Fair Work Act of 2009 (Australian)

National Employment Standards (NES) (Australian)

Fair Work Commission (Australian)

Australian Charter of Employment Rights

The Safety, Rehabilitation and Compensation Commission (Australian)

Australian Standard of Employment Rights

International Labour Organization (international)

World Trade Organization (international)

North American Agreement on Labor Cooperation (NAALC) (international)

Declaration on Fundamental Principles and Rights at Work (international)

Domestic Workers Convention 2011 (international)

Packaging

AS 1928-2001 Child-resistant packages (Australian)

AS 2582.2-2003 Complete, filled transport packages (Australian)

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 8

 T-1.8.1_v3

AS 2605-1983 Freezer test packages (Australian)

AS 2852-2004 Packaging - Pictorial marking for the handling of packages (Australian)

Competition and Consumer Act 2010 (Australian)

Food Standards Code (Australian)

Guide to the Sale of Pre-Packaged Goods (Australian)

National Trade Measurement Regulations 2009 (Australian)

Australian Competition and Consumer Commissions (ACCCs)

Country of origin claims and the Australian Consumer Law

Essential Requirements for Packaging in Europe: A Practical Guide to using the CEN Standards
(international)

European and National Legislation on Packaging and the Environment (international)

Risk management

Risk Management Framework Policy (Australian)

Commonwealth Risk Management Framework (Australian)

Safe Work Australia

Work Health and Safety Act 2011 (ACT)

Work Health and Safety Codes of Practice 2011 (Australian)

Work Health and Safety Regulation 2011 (ACT)

NSW Codes of Practice

AS/NZS ISO 31000:2009 Risk management Principles and Guidelines (Australian/New Zealand)

ISO 31000 Risk management (international)

Workplace Safety and Health (Risk Management) Regulation (international)

Task 2: What is Electronic Commerce (e-commerce) and how can it help you reach
international Market. Identify and explain key provisions of relevant legislation and codes
of practice affecting aspects of marketing operations in e-commerce and organisation’s
contribution to economic development (3 Marks)

Electronic Commerce (e-commerce) is the acts of buying and selling goods or services using the
internet. The term also includes the transfer of money and data needed for the transactions to be
executed. E-commerce can also be defined as any kind of commercial transaction that is facilitated by
the internet. Examples of e-commerce are:

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 9

 T-1.8.1_v3

• Crowdfunding

• Subscriptions, such as forums, online newspapers, etc.

• Retail, such as clothes, shoes, etc.

• Wholesale

• Digital good, such as templates, courses, etc.

An e-commerce can help us reach international market because a website is accessible from the
majority of countries worldwide. There is no physical barrier for a buyer to access a website. Besides,
nowadays the export s and imports of goods and international money transfers are being facilitated
by governments of many countries.

Some of the key provisions of relevant legislation and codes of practice affecting aspects of
marketing operations in e-commerce and organisation’s contribution to economic development are:

• Australian Electronic Transactions Act 1999: this Act refers to the validity of electronic transactions
in all Australian states and territories. According to the www.ag.gov.au website, the Act “Ensures that
a transaction under a Commonwealth law will not be invalid simply because it was conducted
through electronic communication”.

• Australian Consumer Law: the ACL is the primary legislation governing consumer law in Australia
and it applies to Australian businesses who sell goods or services online. E-commerce websites must
offer consumer guarantees and guarantee that appropriate remedies (repairs, replacements or
refunds) will be available in case a product doesn’t fulfil the advertised requirements.

• Spam Act 2013: this Act applies to e-commerce when online commercial are sent with the purpose
of business promotion and advertising. Having spam rules and regulations will help to ensure that
electronic communications in Australia are working effectively. Communication channels include:
SMS, emails, MMS and instant messages. The rules apply to all messages sent to an electronic
address.

Task 3: When you are considering entering an international market you are required to
identify several key features of that country to understand the consumer and market.
Discuss the importance of the following key features: (2 Marks):

 cross-cultural communication and negotiation styles

 global and country specific economic, social and industry directions, trends,
practices and techniques.

Cross-cultural communication is important because every culture has its own communication style,
which can be and normally are unfamiliar to someone who is not of that culture. Some are alike and
some are completely different. When we know about a person or group’s communication style, we
can interact with them better and make ourselves understood more effectively. This is why we must

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 10

 T-1.8.1_v3

research our counterpart’s culture habits so we are aware of the do’s and don’ts of communications
and negotiations.

As globalisation continues to grow, being able to deal with cultural differences appropriately is a
growing demand and a rare skill. Companies that wish to be global leaders have been investing in
cross-cultural communication and negotiation styles, studying cultures and its peculiar
characteristics, especially with countries they wish to trade with.

Regarding cross-cultural communication in business negotiations, it is fair to say that the

effectiveness of our communication with counterpart from another culture will have a strong impact
on the negotiation’s outcomes.

In addition, it is important to know about the global and a country’s specific economic, social and
industry directions, trends, practices and techniques because we need to be prepared to deal with all
that. When we are aware of global and specific countries’ political, economic, social, technological,
environmental, legal and industry characteristics, we guarantee that:

• We generate an understanding of the wider business environment, which is very useful for
businesses

• We inspire and foster the development of strategic thinking

• We are able to anticipate future business threats and opportunities, and be prepared for those by
creating action plans

• We are able to foreseen negative situations and avoid taking actions that are destined to fail
because of reasons beyond our control

Examples of these external environment characteristics are, for instance: political situation,
population growth rate, employment legislation, emerging technologies, socio-cultural changes,
public opinion, social taboos, etc.

Task 4: Cash flow analysis and capital structure are some examples of financial
management techniques. Highlight and discuss two more financial management
technique. Discuss principles and concepts of marketing and evaluation methodologies
that suits your techniques. (5 Marks)

Financial management techniques

• Trend Ratios: a trend ratio is a statistical technique in which index numbers of financial figures are
present in financial statements for more than one accounting year or period. The purpose of this
technique is to identify the trend of financial items within an organisation, which will be used on
financial items-behaviour analysis and on the anticipation of financial statements.

• Funds flow analysis: this analysis technique is based on the net working capital concept, also called
fund. It provides detailed information of changes in financial positions between two balance sheet
dates. The technique generates a funds flow statement, which will contain details of financial

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 11

 T-1.8.1_v3

resources which have become available during a specific accounting period. In addition, it provides
information of how the resources have been spent.

Principles and concepts of marketing and evaluation methodologies that suit these two techniques
are:

• New Product Development: all companies need to develop new products, because products will
shape the company’s future. In order to make good estimates of which products will succeed or
which ones will fail in sales, a trend ratios technique would be very useful, for it predicts trends of
financial items.

• Integrated marketing approach: this approach, commonly used by innovative companies, will have
all of a company’s departments working together as a single unit. This approach helps a business
work collectively and makes sure all departments work with each other at least at some point of the
marketing process, enhancing the success chances of a project, product or service. Having said that,
it is fair to say that the information of changes in financial positions between two balance sheets
from different dates will provide other departments, other than Finances, to elaborate the products
being created and analyse price options.

Task 5: Compare and contrast the following: (5 Marks)

 strategic
 operational
 tactical analysis techniques

• Strategic analysis: this technique works on an enterprise level and will be used during the pre-
project work phase to identify business problems and opportunities, support the team into
developing the business case and recommend whether a project should be initiated or archived.
Other deliverables generated by this analysis are: business strategies, goals, and objectives, initial
project scope statement and business requirements.

• Operational analysis: this technique works in an operational level and looks at short-term and
recent events, which are the way operations have been carried out in the business. This type of
analysis helps us to make sure that the organisation is able achieve its long-term goals, and we can
only do that by making sure that we are on the right road in operations.

• Tactical analysis: the tactical analysis works in a project level and it aims to make sure that the
projects of a company will meet the needs of the stakeholders, such as which stakeholders are more
impacted, whether the impact is positive or negative, it helps the project team to identify
stakeholders’ requirements, it supports feasibility analysis with valuable information and so on
during the whole life cycle of the projects.

Task 6: What factors will you consider when designing and implementing a communication
and training strategy. Describe the range of marketing functions within an organisation. (5
Marks)

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 12

 T-1.8.1_v3

Would consider the following factors:

• Characteristics of the audience

• Different types of training formats
• Objectives of the communication and training strategy
• Approaches for achieving objectives
• Budget
• Communication methods
• Communication tools
• Implementation time frame
• Length of the training
• Stakeholders’ requirements
• Evaluation methods
• Content of the training
• Speakers
• Training schedule

The key marketing functions within an organisation are:

• Finding the best distribution channels: deciding how the company’s goods and services being sold
will reach their buyers.
• Financing an enterprise: deciding how the goods or services will be funded and the amount of
capital necessary to start developing them.
• Perform comprehensive market research: finding out the most information possible about the
company’s target market.
• Price setting: deciding how much each product is going to cost for the final buyer.
• Product and service management: after the definition of the target market and the price of the
products or services, we will then manage the product or service the more efficiently as possible. We
can do that by gathering feedback from customers and respecting their wants and needs, for
instance.
• Choosing promotional channels: deciding how the goods or services will be promoted. It can be
through the internet on social media on an e-commerce website, by advertising on TV and magazines
or even by giving away samples of products.
• Match products to customers: matching and linking goods or services to specific customers is
essential when we want to provide the right products, at the right price, in the correct time frame to
the correct customer group.

Task 7: Identify and explain one marketing metrics and their usefulness in measuring key
marketing operations. Summarise relationship between marketing metrics and the need
for marketing directors, chief financial officers, chief executive officers and board members
to be able to monitor marketing performance. (5 Marks)

• Marketing operations metric chosen is Absenteeism Rate, regarding human resources.

• Usefulness in measuring key marketing operations: this metric measures the number of employees
calling sick, missing work or skipping shifts. It aims to reveal the level of engagement of employees.
This metric is very useful because marketing operations are developed by people, and if people are
not engaged or motivated, they will not perform as expected.
• Relationship between marketing metrics and the need for senior management to monitor
marketing performance:
- Measuring marketing metrics help senior management to identify what areas of the marketing
mix to modify

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 13

 T-1.8.1_v3

- Measuring marketing metrics supports the decision-making process, normally reserved to senior
management, regarding whether the business’ goods and/or services’ ideas meet customer and
stakeholders’ needs
- Measuring marketing metrics helps to improve and enhance brand awareness and customer
engagement levels
- Measuring marketing metrics supports senior managers to monitor marketing's progress towards
goals
Task 8: Explain principles of marketing and strategic management. Discuss how statistical
data and data evaluation techniques to measure marketing performance (5 Marks)

Some of the principles of marketing and strategic management are:

• The 4 Ps (product, price, place and promotion): when we want a marketing strategy to be effective,
we need to use these four components correctly and efficiently, for they complement each other and
together form a powerful tool.
• The exchange process: this happens every time a marketer (normally a company or agency) offers
goods and services which the market wants and/or needs. In response, the market gives back
something of value to the marketer, which is generally money. Both parties will receive something of
value in the process; it’ a win-win relation.
• Marketing management processes: the processes are
- Analyse market opportunities
- Define target markets
- Develop marketing strategies
- Plan marketing programs
- Organise, implement and control the company’s marketing effort
• Product testing: strategic marketing states that organisations have the need of testing their
products with their target market (consumers). Often, marketers will release many versions of a
product to the market for testing reasons only, so they can gather feedback and improve the final
product.

Statistical data and data evaluation techniques help organisations to measure marketing
performance because:
• Because marketing managers and data analysts rely on these techniques to monitor, organise and
convert data into reports, graphs, diagrams and charts
• The outcomes of the analysis will support the creation of KPIs to measure marketing performance
and how to measure them
• Generate accurate statistics that will help management to measure marketing performance
• They demonstrate how well a company is doing in the market

Task 9: Describe own/relevant industry product and service knowledge (you may choose
your workplace or Assessment 1 case). Discuss the importance of understanding
economic, social and industry trends and justify your answer with example. (5 Marks)

Industry: coffee, baristas, hospitality

Relevant industry product and service knowledge:

• Coffee knowledge, types of coffee beans (Guatemalan, Brazilian, Ethiopian, etc.) and the
differences among them
• Coffee flavour profiles
• Types of roasting and their relation with each bean type, such as the impact of each roasting style
on the final results

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 14

 T-1.8.1_v3

• Grinding
• Available technology, such as machinery and weighting scales
• Suppliers’ availability
• Consistency of the coffee
• Technical knowledge
• Extraction and brewing

Importance of understanding economic, social and industry trends:

• Industry trends represent good opportunities for businesses, because they show what customers
want and/or need
• When we pay attention to industry trends, the forecasts will be easier to create. Example: if the
number of social media users is continuing to grow exponentially, it might be wise to invest on these
platforms.
• Trends generate good business ideas, such as new product ideas, ideas for improvements, etc.
• Following trends can help businesses to become leaders in their field
• Economic trends can have a huge impact on any business. Examples are: employment rates and
interest rates
• Trends, in general, can help marketers to plan activities and make better informed decisions about
what path to take.

SOURCES AND REFERENCES USED (1 Marks)

1. https://www.transdirect.com.au/blog/ecommerce-laws-restrictions/
2. https://www.austrade.gov.au/search.aspx?
articleid=4345&moduleid=8367&keywords=china&sitesection=&sitesectiondescr=
3. https://www.dlapiperdataprotection.com/index.html?t=law&c=AU
4. https://www.acma.gov.au/theACMA/spam-industry-obligations
5. https://www.oaic.gov.au/privacy/australian-privacy-principles/read-the-australian-privacy-
principles
6. https://www.legislation.gov.au/Details/C2016C00614
7. https://www.pon.harvard.edu/daily/international-negotiation-daily/cross-cultural-
communication-business-negotiations/
8. https://pdfs.semanticscholar.org/bb6a/f3734a2cf143b82156eeec31a085e7a0c450.pdf
9. https://mkbconseil.ch/intercultural-communication-important-know-summary-interview-dr-
milton-bennett/
10. https://bizfluent.com/about-6710853-importance-cross-cultural-communication-
business.html
11. https://www.eonetwork.org/octane-magazine/special-features/theimportanceofcross-
culturalbusinesscommunications
12. https://www.healthknowledge.org.uk/public-health-textbook/organisation-management/5b-
understanding-ofs/assessing-impact-external-influences
13. file:///C:/Users/Puera/Downloads/729-2343-1-PB.pdf
14. https://legalvision.com.au/business-acl/
15. https://legalvision.com.au/e-commerce-laws-online-businesses-need-to-know/

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 15

 T-1.8.1_v3

16. https://www.austrade.gov.au/search.aspx?
articleid=4345&moduleid=8367&keywords=china&sitesection=&sitesectiondescr=
17. https://www.australia.gov.au/information-and-services/business-and-industry/abn-acn-
business-management/electronic-commerce
18. https://www.transdirect.com.au/blog/ecommerce-laws-restrictions/
19. https://wearesocial.com/thought-leadership/10-social-trends-you-need-to-know
20. https://www.futurelearn.com/courses/online-business-success-planning/0/steps/16163

Marketing Strategies, Assessment No.1 v1.0 Last updated on 11/06/2019 Page 16