MKTG7140 Strategic Marketing Management
The Complete Exam Bible · Semester 1, 2026-27MKTG7140 Overview
- Hong Kong Baptist University
- Semester 1, 2026-27
- Postgraduate taught course
- Marketing
- Written examination or test
What this course asks you to do
Strategic Marketing Management develops the ability to analyse market situations, design suitable marketing programmes and make decisions in a changing creative economy. The captured materials place customer value at the centre, but they do not treat value as an advertising phrase.
- Assessed by Class participation and discussion, a group assignment, and a written examination or test.
- Central skill Turn evidence into a strategic choice and make the assumption behind that choice visible.
- Assignment focus Analyse a listed company through its IPO prospectus and connect situation evidence to selected strategies.
- Before the examination Confirm duration, permitted materials and the current question structure on the course LMS.
How MKTG7140 is assessed
| Component | Weight | Format |
|---|---|---|
| Class Participation and Discussion | 30% | Preparation and level of participation in discussions |
| Assignment | 30% | Group project with report and presentation |
| Examination | 40% | Written examination or test; confirm current operational details on the course LMS |
What MKTG7140 covers
Six chapters follow the available teaching sequence from strategic intent and customer value through competitive analysis, environmental scanning, portfolio choice, sustainability and buying behaviour.
Strategic Intent and Customer Value
mission, objectives, utility, exchange and value propositionsThis chapter connects organisational direction to the exchange a customer accepts. It separates mission, vision, goals, objectives and programmes, then treats value as benefits relative to financial, time, opportunity and other costs.
- Mission, vision, goals and measurable objectives
- Customer value as benefits relative to costs
- Form, time, place and ownership utility
- Exchange conditions and customer choice
- Value propositions supported by organisational capability
- Marketing control and contingency
Competitive Situation Analysis
internal, competitive and macro evidence, industry forces and SWOTThis chapter locates evidence before choosing strategy. Internal factors concern resources, systems and capabilities under the firm's influence. The competitive environment concerns rivalry, entrants, substitutes, buyers and suppliers.
- Internal, competitive and macro environments
- Rivalry and industry profitability
- Buyer and supplier bargaining power
- Threats from entrants and substitutes
- SWOT evidence boundaries
- Force priority and matched responses
Scanning the Marketing Environment
external signals, customer mechanisms, triggers and contingency planningThis chapter converts external signals into decisions. Political, legal, ethical, economic, technological, sociocultural, demographic and natural forces matter only when a route to a customer, cost, capability or rule is shown.
- Political, legal and ethical forces
- Economic conditions and customer ability
- Technology and lower search or entry costs
- Sociocultural and demographic change
- Signal, mechanism and implication
- Triggers, owners and contingency planning
Portfolio and Growth Strategy
resource allocation, portfolio position, growth direction and marketing controlThis chapter reads portfolio tools as resource-allocation claims. The BCG matrix combines market growth with relative market share, while the GE screen broadens the view to market attractiveness and business position. Both require evidence and judgement.
- Relative market share and market growth
- Stars, question marks, cash cows and dogs
- GE market attractiveness and business position
- Synergy and limitations of simple matrices
- Market and product development
- Implementation, metrics and marketing control
Sustainable and Global Marketing
stakeholder responsibility, market entry, adaptation, ethics and valueThis chapter integrates stakeholder responsibility with customer value and global execution. It tests environmental or social claims against operating evidence, defines the system boundary and identifies displaced costs.
- Corporate responsibility and stakeholder accountability
- Sustainability inside the value proposition
- Global market conditions and local evidence
- Exporting, contracts, alliances and ownership
- Standardisation and adaptation
- Ethical claims, governance and correction
Consumer and Organisational Markets
consumer influences, derived demand, purchase modes and buying-centre rolesThis chapter compares consumer choice with organisational purchasing. Consumer behaviour is shaped by cultural, social, personal and psychological influences, but each must be connected to attention, evaluation, ability or meaning.
- Cultural, social, personal and psychological influences
- Consumer decision and post-purchase response
- Derived demand in organisational markets
- Straight rebuy, modified rebuy and new task
- Buying-centre roles and decision criteria
- Role-specific evidence around one proposition
Value is judged from the customer side through benefits and costs, then connected to the organisation's mission, objectives, capabilities and programmes.
The recurring task is to take a framework, place case evidence inside it and explain what management should do.
How the chapters fit together
The opening chapter distinguishes mission, vision, goals, objectives and actions before testing value propositions through utility and exchange.
Competitive analysis then separates the internal, industry and macro environments, using industry forces and SWOT without confusing an external condition with a capability the firm controls. Environmental scanning deepens the macro layer by turning dated signals into mechanisms, implications and decision triggers.
Portfolio and growth strategy connects market attractiveness and competitive position to resource allocation while challenging the limits of simple matrices. Sustainable and global marketing examines stakeholder responsibility, entry commitment, adaptation and the operating evidence behind ethical claims.
The final chapter compares consumer influence with organisational demand, purchase modes and buying-centre roles.
What the assessment rewards
The published assessment includes participation, a group assignment and an examination.
The assignment asks groups to study a Hong Kong listed company through its IPO prospectus, analyse internal, macro and competitive evidence, compress selected findings into SWOT and develop appropriate strategies. The rubrics reward prepared participation, relevant content, organised analysis, application and elaborated problem solving. That makes framework recall necessary but insufficient.
Strong work explains why a fact belongs in a category, how it changes value or competition, and what evidence would make the recommendation change.
Worked example · free
Turn an environmental fact into a strategy
- 2Classify the technology and channel evidence separately.
- 3Explain how each changes customer value or bargaining power.
- 3Recommend an action and monitoring trigger.
Key terms
- Customer Value
- The customer's comparison of the benefits received with the financial, time, opportunity and other costs incurred.
- Value Proposition
- A firm's promise of a distinctive benefit bundle to a defined target customer.
- Situation Analysis
- An examination of internal capacity, industry competition and the wider environment before strategy is chosen.
- Buyer Power
- The ability of customers to influence price, terms or the offering available in an industry.
- Supplier Power
- The ability of input providers to raise cost, restrict quality or alter supply terms.
- Substitute
- A different offering that satisfies much or all of the same customer need.
- Relative Market Share
- A unit's market share divided by the share of the largest relevant competitor.
- Portfolio Analysis
- A comparison of business units or product lines as investments competing for organisational resources.
- Market Development
- Growth by taking an existing offering to a new market.
- Product Development
- Growth by introducing a new offering to current customers.
- Corporate Responsibility
- Organisational conduct and strategy that recognise effects on society, the environment and other stakeholders.
- Buying Centre
- The group of organisational participants whose roles shape a purchase decision.
- Derived Demand
- Business demand that follows from demand for the buyer's own downstream products or services.
MKTG7140 FAQ
How is the course assessed?
The published structure assigns thirty per cent to class participation and discussion, thirty per cent to the group assignment and forty per cent to the examination. The assignment produces a group report and presentation. The current submission and examination arrangements should be checked on the course LMS because operational settings can change.
What is known about the examination format?
The captured materials call it a written examination or test and provide a rubric that moves from recall through understanding and application to elaborated problem solving. They do not publish duration, permitted materials or a fixed section structure. A rubric footnote mentions essay, longer-answer, multiple-choice and simple recall marking without promising a particular mix.
What does the group assignment require?
The group selects an eligible Hong Kong listed company and uses its IPO prospectus as the main evidence base. The analysis covers the company, internal resources, macro conditions, industry competition, SWOT, selected strategy combinations and sustainable competitive advantage. The report has no published word count and is expected to be concise.
How should I use SWOT in a case answer?
Complete the analysis before compressing it. Strengths and weaknesses should describe internal resources or limitations, while opportunities and threats should describe external conditions. Select only evidence that changes a decision, then explain why a chosen combination strategy fits the firm's capability, market conditions and target customer.
How do I interpret a portfolio matrix?
Calculate or justify the position first, then treat the category as the start of an allocation discussion. Growth and relative share are proxies that omit margin, cash need, synergy and capability. A strong answer states what the matrix suggests, identifies an omitted factor that could change the decision and adds a control trigger.
How do global entry choices differ?
Exporting, contractual arrangements, strategic alliances and ownership generally involve increasing commitment, control and exposure. The appropriate choice depends on what the value proposition requires the firm to control, which local capabilities it lacks and how much uncertainty remains. Partner standards and accountability still matter when activity is shared.
Why is organisational buying different from consumer choice?
Organisational demand is often derived from downstream customers and the purchase can involve users, initiators, influencers, deciders and gatekeepers with different criteria. The purchase may be a straight rebuy, modified rebuy or new task. Marketing therefore coordinates role-specific evidence around one proposition instead of persuading a single abstract buyer.
Questions students ask in each MKTG7140 chapter
- Why are mission and objective not interchangeable?
- A mission states enduring purpose and direction, while an objective makes a desired result measurable within a planning horizon. The distinction matters because a programme can be consistent with broad purpose and still lack a testable result. Control requires the objective, measure, review point and response. Chapter 01 · Strategic Intent and Customer Value
- Can the same fact belong to different environments?
- Yes, if the mechanism differs. A skills shortage can be internal when the issue is development, competitive when rivals bid up wages, or macro when demographics reduce the labour pool. State the mechanism before classifying the evidence, because the category determines what management can change directly. Chapter 02 · Competitive Situation Analysis
- Why is a trend not automatically an opportunity?
- A trend must reach the target segment through a plausible mechanism and fit the firm's capacity to respond. The same change can help one offering and weaken another. State who changes behaviour, which cost or benefit moves and what evidence would confirm the interpretation before applying a positive label. Chapter 03 · Scanning the Marketing Environment
- Why is market share divided by the largest competitor?
- The ratio expresses competitive position relative to the strongest rival rather than the size of the unit alone. A respectable absolute share may still be weak against a dominant leader. Show both inputs, the division and the interpretation so the position can be recomputed. Chapter 04 · Portfolio and Growth Strategy
- How can sustainability create customer value?
- Responsible conduct can lower perceived social or environmental cost, strengthen trust and align an offering with customer values. It can also raise price or reduce convenience. A defensible proposition states the practice, benefit, trade-off and target customer rather than assuming every responsibility claim increases value. Chapter 05 · Sustainable and Global Marketing
- Why can consumer factors not be used as labels alone?
- Culture, groups, life stage, motivation or attitude matters only through a mechanism that changes attention, evaluation, ability or meaning. State the behavioural route and evidence that would distinguish it from another explanation. Otherwise the category describes the consumer without explaining the purchase. Chapter 06 · Consumer and Organisational Markets
How to study for the exam
Build a comparison sheet around the course's hardest boundaries. Put mission beside objective, internal evidence beside external evidence, industry force beside company capability, environmental observation beside mechanism, portfolio position beside allocation, and consumer influence beside buying-centre role. For each pair, write one original case fact and one sentence explaining why it belongs on that side.
Then practise the four-move paragraph used throughout this guide: classify the fact, connect it to a customer or competitive consequence, choose an action that fits the organisation, and add a metric or trigger. Recompute relative market share with fresh numbers and keep the denominator visible.
For the assignment, trace every factual claim to the selected company's IPO material and keep only the findings that change a strategy. Before the examination, check the live course page for duration, permitted materials and question instructions because those details are not fixed in the captured documents.
Finish preparation by working the integrated cases without notes and reviewing any paragraph where the mechanism between evidence and action is missing.
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