MKTG90037 Managing for Value Creation
The Complete Exam Bible · S2 2026MKTG90037 Overview
- Graduate coursework subject
- Semester Two offering
- University of Melbourne
- Value creation strategy
Managing for Value Creation asks how organisations create, deliver and capture value without collapsing value into price or short-term profit. Customer value is perceived in use and exchange, shaped by functional, emotional, social and economic benefits alongside money, time, effort, risk and opportunity cost.
- Value is relational Name the beneficiary, job, benefits, sacrifices and rejected alternative before declaring value.
- Capabilities need a system A valuable resource becomes advantage only through coordinated activities, fit and renewal.
- Models make choices explicit Connect proposition, customer, delivery, revenue and cost rather than filling isolated canvas boxes.
- Evidence earns recommendation Specify the measure, stakeholder, comparison and revision trigger behind every management claim.
How MKTG90037 is assessed
| Component | Weight | Format |
|---|---|---|
| Group presentation: Fireside chat | 10% | Group presentation scheduled during semester |
| Group assignment 1 | 20% | 1,000-word group report and individual oral defence; due 21 August 2026 |
| Group assignment 2 | 20% | 2,000-word group report and individual oral defence; due 9 October 2026 |
| End-of-semester exam: closed book | 50% | Individual examination during the official exam period |
The detailed 2026 subject guide is the controlling landed source for the two distinct assignment labels and deliverables. The LMS overview repeats Group assignment 1 on its second 20% line; this appears to be a labelling conflict because the guide calls it Group assignment 2 and supplies the 2,000-word brief. Confirm live dates, oral-defence arrangements and exam conditions in Canvas and the official timetable.
Assessment structure
The subject guide distinguishes Group assignment 1 and Group assignment 2, each with a report and individual oral defence.
What MKTG90037 covers
The guide starts with the trade-offs inside value, compares sources of advantage, maps delivery through a business model, and closes with a repeatable co-creation and evidence process.
Customer Value, Benefits and Trade-offs
Value as perceived benefits minus sacrifices, stakeholder frames, opportunity cost, value disciplines and measurement boundaries02Capabilities, Advantage and Value Propositions
Resources, capabilities and core competencies, imitation barriers, activity fit, strategic choice and defensible promises03Business Models and Value Delivery
Business-model logic, linked canvas choices, partners, channels, revenue and cost architecture, and evidence for viability04Co-creation, Stakeholders and Value Evidence
A five-stage process for designing participation, aligning stakeholders, testing claims, defending recommendations and writing exam answers05Recommendation Defence and Exam Essays
Evidence chains, implementation ownership, oral defence and integrated closed-book essay decisionsThe same offering can create different value for different customers and can shift costs onto employees, partners, communities or owners. A useful analysis therefore names the stakeholder, job or outcome, relevant alternatives and time horizon. Strategic advantage depends on what an organisation can repeatedly do.
Resources are inputs; capabilities coordinate action; core competencies integrate knowledge across products or markets. Value, rarity or imitation barriers matter, but isolated attributes do not guarantee performance. Activity fit, leadership choices, culture, partner relationships and the capacity to renew determine whether a value proposition can be delivered.
Strategy also requires choice: trying to lead on every dimension can create contradiction, investment dilution and an unclear promise. A business model describes the connected logic by which an organisation creates and delivers value to customers and captures enough value to continue. Canvas categories are useful only when their links are explained.
A customer segment should connect to a job and proposition; channels and relationships should enact that proposition; activities, resources and partners should support the delivery system; revenue and cost should fit the pattern. Internal consistency, market evidence and numerical viability are different tests.
Co-creation recognises that value can emerge through interactions among customers, employees, partners and communities rather than being manufactured entirely inside the firm. Participation must be designed: who contributes, what information or discretion they receive, which risk they bear and how outcomes are measured.
Engagement language is especially vulnerable to empty claims, so evidence should identify behaviour, experience, performance and causal limits rather than relying on a single survey score. Assessment rewards both collective analysis and individual command. The guide lists a Group presentation: Fireside chat at 10%, Group assignment 1 at 20%, Group assignment 2 at 20%, and a closed-book end-of-semester exam at 50%.
Each group assignment combines a written report with an individual oral defence. The LMS overview repeats the label Group assignment 1 for the second 20% row, but the detailed subject guide identifies that row as Group assignment 2 with a 2,000-word report. This guide follows the detailed subject guide and discloses the LMS conflict. This graduate coursework subject carries 12.5 credit points.
Diagnose a value claim before recommending investment
- 1Name the customer segment, job and benefits the premium offer is meant to improve.
- 1Identify customer sacrifices and the alternative against which perceived value should be compared.
- 1Separate value creation evidence from the firm's revenue capture and possible cost shifting to other stakeholders.
- 1Specify behaviour, retention, experience and cost evidence that would test the recommendation over time.
Key terms
- Customer value
- A customer's contextual judgement of relevant benefits and sacrifices relative to alternatives.
- Capability
- An organised capacity to coordinate resources and activities toward an outcome.
- Core competence
- Integrated organisational knowledge that can support customer benefit across products or markets.
- Value proposition
- A focused promise of relevant benefit to a defined customer in relation to alternatives.
- Business model
- The connected logic for creating, delivering and capturing value.
- Co-creation
- Value formation through interactions and contributions among an organisation and participating stakeholders.
MKTG90037 FAQ
Is customer value the same as low price?
No. Price is one sacrifice. Customers may also weigh time, effort, risk and alternatives against functional, emotional and social benefits. A higher-priced offer can create more perceived value in a particular context.
What distinguishes a resource from a capability?
A resource is an input or asset; a capability is the organised ability to coordinate resources and activities. Advantage normally depends on a working system rather than possession alone.
Why does activity fit matter?
Mutually reinforcing activities can improve consistency and make imitation harder. A rival may copy one practice without reproducing the trade-offs, relationships and coordination that give the system effect.
Is a business model a completed canvas?
No. The canvas is a representation. A defensible model explains causal links among customer, proposition, delivery architecture, revenue and cost and then tests those links with evidence.
What makes co-creation more than feedback?
Participants influence the design, delivery, use or meaning of an offering and receive a defined role, information or discretion. A survey collected after all decisions is feedback, not necessarily co-creation.
What will the closed-book exam assess?
The detailed guide says the exam uses essay questions across the entire subject. Prepare concept definitions as analytical tools, comparisons, evidence limits and integrated applications rather than isolated quotations.
Why is the second assignment called Group assignment 2 here?
The detailed subject guide uses that label and describes the 2,000-word report plus oral defence. The LMS overview duplicates Group assignment 1 on the second line, so this guide discloses and resolves the conflict using the fuller source.
Do the group reports remove individual accountability?
No. Both group assignments include an individual oral defence, which tests each student's command of the report's analysis. Preserve contribution records and be prepared to justify evidence, choices and recommendations.
How to study for the exam
Build a value ledger for every case: beneficiary, job, benefit, sacrifice, alternative, delivery capability, capture mechanism and external effect. Turn readings into competing claims rather than summaries. For group work, keep a source-and-decision log so every recommendation has an owner, evidence trail and counterargument.
For the closed-book exam, rehearse short integrated essays that define a concept, contrast an alternative, apply a case fact, evaluate evidence and end with a bounded managerial implication.
Your AI Marketing tutor for MKTG90037
Stuck on a hard MKTG90037 question? Sia is AskSia’s AI Marketing tutor — ask any MKTG90037 Managing for Value Creation question and get a clear, step-by-step explanation grounded in how the course is actually taught and assessed. Read this whole study guide free, then take your hardest questions to Sia.
