MKTG90004

• 考试奖励“应用”，不奖励“背诵”：给你一个新品牌/新情境 → 点名框架 → 把框架用在该品牌上 → 得出结论（implication）→ 给建议（recommendation）→ 用证据/指标论证，并补一个伦理点。[3]Source: asksia-bible-mktg90004-bilingual.pdfGroup 10% analysis (~2000w) Group presentation - client/challenge checkpoint Group 10% Weekly quizzes - best 5 of 8, in- seminar Individual 10% No hurdle: in the mined S1 2026 materials you do not need to pass the exam separately to pass the subject - but at 50% it still decides most outcomes. Quizzes run live in the seminar (10 questions / 10 min, one attempt), so attendance matters; only your best 5 count, which is why there are no individual quiz extensions. 无单项门槛:在挖掘到的2026年第一学期材料中,你不需 要单独通过考试才能通过这门课 -- 但它占50%,仍然决定 了大多数结果。小测在研讨课现场进行(10题/10分钟,仅 一次作答),所以出勤很重要;只计入你最好的5次成绩,这 也是为什么个人小测不设补考延期。 What the exam rewards 考试奖励什么 The exam is application, not recall. Expect to be handed a fresh brand or scenario and asked to pick the right framework, apply it, and justify the call - the same moves you practised building the plan. 考试考的是应用,不是记忆。预期会拿到一个全新的品牌或 情境,并被要求选对框架、加以应用、并论证这一判断- - 这与你搭建计划时练过的动作完全一致。 You will be asked to . . . Drawn from Run a situation analysis (PESTLE / SWOT / Porter) Ch 3 Segment, target & position a brand Ch 4 Defend a marketing-mix (7P) decision Wk 6-10 Judge the ethics of a manager's choice Every wk MKTG90004 . Marketing Management ✓ The strategy this dictates 由此推导出的战略 Because both the exam and the plan reward applying frameworks to a live case, learn each framework as a procedure, not a list: know its inputs, the steps, the output, and the one decision it informs. Chapters 2-4 build that habit on the foundations, the environment and STP - the spine of any plan and the most-tested half of the exam. 由于考试与计划都奖励把框架应用到一个真实案例, 请把每个框架当作一套流程来学,而不是一张清单: 弄清它的输入、步骤、输出,以及它所支撑的那一个 决策。第 2-4 章在基础、环境与 STP 上养成这一习 惯 -- 它们是任何计划的脊柱,也是考试中考查最多 的那一半。 MKTG90004 . Marketing Management CONTENTS[10]Source: asksia-bible-mktg90004-bilingual.pdfIn the exam you won't write a full plan, but you'll be asked to apply pieces of it to a brand: do a mini situation analysis, write a positioning statement, recommend a mix tweak. Use the same chain - analyse, conclude, recommend, justify - and reference the named framework explicitly. That signposting is what tells the marker you can do strategy, not just recall it. 在考试里你不会写一份完整的计划,但你会被要求把它的各个片段应用到某品牌上:做一个迷你情境分析、写一份定位 陈述、推荐一处组合微调。使用同样的链条 -- 分析、得出结论、建议、论证 -- 并明确引用所点名的框架。这种标示 正是告诉评分者你能做战略,而不只是复述它。 A competent plan describes the client's situation and lists sensible tactics. A distinction plan reads as one argument: here is the evidence, here is what it means, here is what to do, here is how we'll know it worked - for this client, on this budget. 一份合格的计划描述客户的处境并罗列一些合理的战术。一份优等(distinction)的计划读起来像一个论证:这是证 据,这是它的含义,这是要做的事,这是我们将如何知道它奏效了 -- 为这个客户,在这笔预算上。 MARKER'S VOICE . THE TOP BAND MKTG90004 . Marketing Management GLOSSARY . 1/4 BILINGUAL GLOSSARY 双语术语表 · QUICK REFERENCE Strategic-marketing terms, EN & #x 战略营销术语,中英对照 ~50 exam-critical terms, grouped by theme - English, Chinese, one-line definition 约50个考试关键术语,按主题分组 -- 英文、中文、一句话定义 How to use. These are the terms a marker expects you to deploy precisely. Learn the English (it is what you write in the exam and plan), check the +> gloss for fast recall, and use the one-line definition as your minimum-viable answer. Grouped to match the unit's structure: foundations & environment first. 如何使用。这些是评分者期望你精确运用的术语。学好英文(这是你在考试和计划里要写的),查看中文释义以便快速回忆, 并把一行定义当作你的最低可行答案。它们按本单元的结构分组:先是基础与环境。 Term 中文 Definition Foundations & customer value · 营销基础与顾客价值 Marketing concept 营销观念 Achieve goals by understanding and delivering customer value better than rivals Core Process of Marketing 营销核心流程 Diagnostics - strategy - tactics - relationships - capturing value Customer-delivered value 顾客让渡价值 Total customer benefit minus total customer cost Holistic marketing 整体营销 Treating all marketing activities as interconnected, not siloed[11]Source: asksia-bible-mktg90004-bilingual.pdf横跨整套工具、由AskSia原创的题目––概念问答、框架训练、选择题 How to use this bank. These are original exam-style items written to the unit's level - not copied from any real exam or assignment. Cover the model answer, attempt the item on paper, then mark yourself against the marker notes. The exam is 2 hours, 50%; budget your time and always name the framework you're applying - that signposting is half the marks. 如何使用本题库。这些是按本单元水平编写的原创仿真题 -- 并非抄自任何真实考试或作业。先盖住范例答案,在纸上作答, 再对照评分者笔记给自己打分。考试时长2小时,占50%;安排好时间,并始终点名你所运用的框架 -- 这种标示本身就是 一半的分数。 ★ How marketing answers are marked 营销类答案是如何评分的 Definitions earn the floor; application earns the band. A top answer (1) names the framework, (2) applies it to the specific brand/scenario with concrete detail, (3) draws an implication, and (4) flags a limitation or ethical angle. Generic textbook recitation with no brand caps out at a pass. 定义只能拿到底分;应用才能拿到等第。顶级答案会(1)点名框架,(2)用具体细节把它应用到特定品牌 /情景上,(3) 推导出一个含义,并(4)点出一个局限或伦理角度。没有品牌的泛泛教材复述顶多及格。 Q1 CONCEPT value . 4 marks Define customer-delivered value and explain why a premium brand like Patagonia can charge more than a cheaper rival yet still deliver higher value. 定义顾客让渡价值(customer-delivered value),并解释为何像 Patagonia 这样的高端品牌可以比更便宜的对手卖得 更贵,却仍能交付更高的价值。 MODEL ANSWER Customer-delivered value = total customer benefit - total customer cost. Benefits span product, service, personnel and image; costs span monetary, time, energy and psychological. Patagonia's price (monetary cost) is high, but its durability, repair service, and strong image benefit (environmental credibility) lift total benefit further still - and it lowers psychological cost for values-driven buyers (no guilt). Net delivered value can exceed a cheaper rival's despite the higher tag. Marker note: must net benefit against cost, not just list the price. Q2 CONCEPT research design . 4 marks A bank suspects customers abandon its loan application online but doesn't know why. Recommend a research design and method, and justify. 某银行怀疑顾客在线上中途放弃贷款申请,却不知缘由。请推荐一种研究设计与方法,并加以论证。 MODEL ANSWER The problem is vague ("why do they drop out?"), so start exploratory. Use secondary internal data first (web analytics to find where they abandon - the pain point in the funnel), then qualitative primary research - depth interviews or session MKTG90004 . Marketing Management observation - to learn why. If a fixable cause is hypothesised, run a causal A/B test on the redesigned step. Marker note: name the design, sequence secondary-primary, and tie method to the 'why' question. Q3 CONCEPT metrics . 4 marks Distinguish a vanity metric from a value metric, then state which metric you'd report to a CFO who thinks marketing is a cost centre, and why. 区分虚荣指标与价值指标,然后说明你会向一位认为营销是成本中心的CFO 汇报哪个指标,以及为什么。 MODEL ANSWER A vanity metric (impressions, likes, reach) flatters but doesn't tie to a business outcome; a value metric (conversion, CLV, ROMI) links to revenue or profit. To a CFO, report ROMI = (marketing revenue - spend) + spend x 100% - it reframes marketing as an investment with a return, not an expense, and directly answers "does the spend pay?" Pair it with CLV to justify acquisition budgets. Marker note: the framing (investment vs expense) is the mark. MKTG90004 . Marketing Management PRACTICE . FRAMEWORK DRILLS - PRACTICE BANK (CONT. ) Apply-a-framework drills 框架应用专项训练 The exam's core move: take a named framework and apply it to a real brand

• 2 小时 Final 占 50%，可考全学期任何周；另一个大头是小组 Marketing Plan（Part A 情境分析 + Part B 建议）。两者考的其实是同一套动作。[1]Source: asksia-bible-mktg90004-bilingual.pdf这是一份独立的学习辅助资料。它与墨尔本大学没有从属关系,亦未获其背书。各框架遵循 Kotler、Keller & Chernev (17e)及公开来源;本科目自有的简报、客户案例与考核细节可能因届别而变动 -- 在提交作业或参加考试之前,请务 必对照你正在使用的 Canvas 进行核实。更正与撤稿请联系:takedowns@asksia. ai. MKTG90004 . Marketing Management THE BLUEPRINT - THE EXAM BLUEPRINT EXAM 50% + PLAN 40% Where every mark lives 每一分都落在哪里 Half your grade is one 2-hour exam - the other half is a plan you build all semester 你一半的成绩来自一场两小时的考试 -- 另一半来自整个学期搭建的营销计划 Your subject mark comes from five pieces, but they split cleanly into two missions: a 2-hour final exam (50%) that can ask about any week, and a group Marketing Plan (40% across three deliverables) applied to a live client. This book serves both. 你这门课的成绩来自五项考核,但它们清晰地分为两大任务:一场两小时期末考试(占50%),可以考任何一周的内容;以及 一份针对真实客户的小组营销计划(占40%,分三项交付物)。本书同时服务于这两者。 - 50% FINAL EXAM 期末考试 40% MARKETING PLAN 营销计划 2 hrs EXAM LENGTH 考试时长 best 5/8 QUIZZES COUNT 测验占比 The five assessment pieces 五项考核构成 Component Group? Weight Final examination - 2 hrs, whole subject Individual 50% Marketing Plan Part B - Group 20% recommendations (~4000w) Marketing Plan Part A - situation[4]Source: asksia-bible-mktg90004-bilingual.pdfMKTG90004 . Marketing Management PLAN . OVERVIEW THE MARKETING PLAN THE SPINE OF THE UNIT Building the client plan - the applied signature 搭建客户营销计划 -- 应用层面的标志性能力 A semester-long, two-part plan for a real client: from situation analysis to strategy 为真实客户做的、贯穿整学期的两部分计划:从情境分析到战略 TL;DR. The whole unit is scaffolding for one deliverable: a group Marketing Plan for a real client, built in two written parts plus a pitch. Part A = Situation Analysis (the evidence base - PESTLE, micro-environment, Porter's 5 Forces, SWOT, competitor & customer analysis). Part B = Recommendations (SMART objectives, STP, a justified marketing mix, and metrics to monitor it). The golden rule: Part B must trace every recommendation back to evidence in Part A. Nothing comes from nowhere. 太长不看(TL;DR)。整门课都是为一项交付物搭建的脚手架:为真实客户制定的小组营销计划,由两份书面部分加一次路演 构成。Part A= 情境分析(证据基础 -- PESTLE、微观环境、波特五力、SWOT分析、竞争者与顾客分析)。Part B = 建议 (SMART 目标、STP、有理据的营销组合,以及监测它的指标)。黄金法则:Part B 必须把每一项建议追溯回 Part A 中的 证据。没有什么是凭空而来的。 Why this chapter matters even for the exam ★ 为什么这一章即便对考试也很重要 The plan is a group assignment, but the exam tests the same reasoning: "apply a framework to a brand," "write a positioning statement," "what would your situation analysis surface?" Master the plan's logic - analyse - conclude - recommend - justify - and you have the move that earns marks across the paper. 该计划是小组作业,但考试考查的是相同的推理:“把一个框架应用到某品牌”“写一份定位陈述”“你的情境分析会浮现什 么?”掌握这份计划的逻辑 -- 分析→得出结论→建议→论证 -- 你就拥有了贯穿整张试卷得分的那套动作。 1 The shape of the plan 1 计划的整体结构 Deliverable When What it does Group presentation Mid- semester Early checkpoint on client & chosen challenge Part A - Situation Analysis ~Week 6 Establishes the evidence base (~2000 words) Part B - ~Week 12 Converts evidence into strategy & tactics (~4000 words) All three deliverables address the same client and the same self-selected challenge(s). Groups choose from a small set of client options - e. g. a not-for-profit mentoring program, an independent school, or a natural haircare brand - each shipping with a short case study listing several marketing challenges to pick from. 2 Strategy vs tactics - the through-line 2 战略与战术 -- 贯穿始终的主线

0）先搞清楚：你到底在被考什么（最重要的复习方向）

• Final Exam：2 小时，占 50%，覆盖全科目。[1]Source: asksia-bible-mktg90004-bilingual.pdf这是一份独立的学习辅助资料。它与墨尔本大学没有从属关系,亦未获其背书。各框架遵循 Kotler、Keller & Chernev (17e)及公开来源;本科目自有的简报、客户案例与考核细节可能因届别而变动 -- 在提交作业或参加考试之前,请务 必对照你正在使用的 Canvas 进行核实。更正与撤稿请联系:takedowns@asksia. ai. MKTG90004 . Marketing Management THE BLUEPRINT - THE EXAM BLUEPRINT EXAM 50% + PLAN 40% Where every mark lives 每一分都落在哪里 Half your grade is one 2-hour exam - the other half is a plan you build all semester 你一半的成绩来自一场两小时的考试 -- 另一半来自整个学期搭建的营销计划 Your subject mark comes from five pieces, but they split cleanly into two missions: a 2-hour final exam (50%) that can ask about any week, and a group Marketing Plan (40% across three deliverables) applied to a live client. This book serves both. 你这门课的成绩来自五项考核,但它们清晰地分为两大任务:一场两小时期末考试(占50%),可以考任何一周的内容;以及 一份针对真实客户的小组营销计划(占40%,分三项交付物)。本书同时服务于这两者。 - 50% FINAL EXAM 期末考试 40% MARKETING PLAN 营销计划 2 hrs EXAM LENGTH 考试时长 best 5/8 QUIZZES COUNT 测验占比 The five assessment pieces 五项考核构成 Component Group? Weight Final examination - 2 hrs, whole subject Individual 50% Marketing Plan Part B - Group 20% recommendations (~4000w) Marketing Plan Part A - situation
• 考核重点：application not recall（应用而非回忆）。常见要求是：
  • 做 mini situation analysis（小型情境分析：PESTLE / SWOT / Porter）
  • 做 STP（细分-目标-定位）
  • defend marketing-mix（用 7Ps 论证一个组合决策）
  • 评价经理选择的 ethics（伦理）[3]Source: asksia-bible-mktg90004-bilingual.pdfGroup 10% analysis (~2000w) Group presentation - client/challenge checkpoint Group 10% Weekly quizzes - best 5 of 8, in- seminar Individual 10% No hurdle: in the mined S1 2026 materials you do not need to pass the exam separately to pass the subject - but at 50% it still decides most outcomes. Quizzes run live in the seminar (10 questions / 10 min, one attempt), so attendance matters; only your best 5 count, which is why there are no individual quiz extensions. 无单项门槛:在挖掘到的2026年第一学期材料中,你不需 要单独通过考试才能通过这门课 -- 但它占50%,仍然决定 了大多数结果。小测在研讨课现场进行(10题/10分钟,仅 一次作答),所以出勤很重要;只计入你最好的5次成绩,这 也是为什么个人小测不设补考延期。 What the exam rewards 考试奖励什么 The exam is application, not recall. Expect to be handed a fresh brand or scenario and asked to pick the right framework, apply it, and justify the call - the same moves you practised building the plan. 考试考的是应用,不是记忆。预期会拿到一个全新的品牌或 情境,并被要求选对框架、加以应用、并论证这一判断- - 这与你搭建计划时练过的动作完全一致。 You will be asked to . . . Drawn from Run a situation analysis (PESTLE / SWOT / Porter) Ch 3 Segment, target & position a brand Ch 4 Defend a marketing-mix (7P) decision Wk 6-10 Judge the ethics of a manager's choice Every wk MKTG90004 . Marketing Management ✓ The strategy this dictates 由此推导出的战略 Because both the exam and the plan reward applying frameworks to a live case, learn each framework as a procedure, not a list: know its inputs, the steps, the output, and the one decision it informs. Chapters 2-4 build that habit on the foundations, the environment and STP - the spine of any plan and the most-tested half of the exam. 由于考试与计划都奖励把框架应用到一个真实案例, 请把每个框架当作一套流程来学,而不是一张清单: 弄清它的输入、步骤、输出,以及它所支撑的那一个 决策。第 2-4 章在基础、环境与 STP 上养成这一习 惯 -- 它们是任何计划的脊柱,也是考试中考查最多 的那一半。 MKTG90004 . Marketing Management CONTENTS

• 只给定义：只能拿“地板分”；
• 想拿高分必须做到 4 件事：
  • (1) 点名框架
  • (2) 用具体细节把它套到“这个品牌/这个情境”上
  • (3) 推导一个 implication（所以对经理意味着什么）
  • (4) 补一个 limitation 或 ethical angle（局限/伦理点）[11]Source: asksia-bible-mktg90004-bilingual.pdf横跨整套工具、由AskSia原创的题目––概念问答、框架训练、选择题 How to use this bank. These are original exam-style items written to the unit's level - not copied from any real exam or assignment. Cover the model answer, attempt the item on paper, then mark yourself against the marker notes. The exam is 2 hours, 50%; budget your time and always name the framework you're applying - that signposting is half the marks. 如何使用本题库。这些是按本单元水平编写的原创仿真题 -- 并非抄自任何真实考试或作业。先盖住范例答案,在纸上作答, 再对照评分者笔记给自己打分。考试时长2小时,占50%;安排好时间,并始终点名你所运用的框架 -- 这种标示本身就是 一半的分数。 ★ How marketing answers are marked 营销类答案是如何评分的 Definitions earn the floor; application earns the band. A top answer (1) names the framework, (2) applies it to the specific brand/scenario with concrete detail, (3) draws an implication, and (4) flags a limitation or ethical angle. Generic textbook recitation with no brand caps out at a pass. 定义只能拿到底分;应用才能拿到等第。顶级答案会(1)点名框架,(2)用具体细节把它应用到特定品牌 /情景上,(3) 推导出一个含义,并(4)点出一个局限或伦理角度。没有品牌的泛泛教材复述顶多及格。 Q1 CONCEPT value . 4 marks Define customer-delivered value and explain why a premium brand like Patagonia can charge more than a cheaper rival yet still deliver higher value. 定义顾客让渡价值(customer-delivered value),并解释为何像 Patagonia 这样的高端品牌可以比更便宜的对手卖得 更贵,却仍能交付更高的价值。 MODEL ANSWER Customer-delivered value = total customer benefit - total customer cost. Benefits span product, service, personnel and image; costs span monetary, time, energy and psychological. Patagonia's price (monetary cost) is high, but its durability, repair service, and strong image benefit (environmental credibility) lift total benefit further still - and it lowers psychological cost for values-driven buyers (no guilt). Net delivered value can exceed a cheaper rival's despite the higher tag. Marker note: must net benefit against cost, not just list the price. Q2 CONCEPT research design . 4 marks A bank suspects customers abandon its loan application online but doesn't know why. Recommend a research design and method, and justify. 某银行怀疑顾客在线上中途放弃贷款申请,却不知缘由。请推荐一种研究设计与方法,并加以论证。 MODEL ANSWER The problem is vague ("why do they drop out?"), so start exploratory. Use secondary internal data first (web analytics to find where they abandon - the pain point in the funnel), then qualitative primary research - depth interviews or session MKTG90004 . Marketing Management observation - to learn why. If a fixable cause is hypothesised, run a causal A/B test on the redesigned step. Marker note: name the design, sequence secondary-primary, and tie method to the 'why' question. Q3 CONCEPT metrics . 4 marks Distinguish a vanity metric from a value metric, then state which metric you'd report to a CFO who thinks marketing is a cost centre, and why. 区分虚荣指标与价值指标,然后说明你会向一位认为营销是成本中心的CFO 汇报哪个指标,以及为什么。 MODEL ANSWER A vanity metric (impressions, likes, reach) flatters but doesn't tie to a business outcome; a value metric (conversion, CLV, ROMI) links to revenue or profit. To a CFO, report ROMI = (marketing revenue - spend) + spend x 100% - it reframes marketing as an investment with a return, not an expense, and directly answers "does the spend pay?" Pair it with CLV to justify acquisition budgets. Marker note: the framing (investment vs expense) is the mark. MKTG90004 . Marketing Management PRACTICE . FRAMEWORK DRILLS - PRACTICE BANK (CONT. ) Apply-a-framework drills 框架应用专项训练 The exam's core move: take a named framework and apply it to a real brand

1）整门课的“主线骨架”（你复习时所有题都往这条链上套）

• Diagnostics（诊断）→ Strategy（战略）→ Tactics（战术）→ Relationships（关系）→ Capture value（价值获取）[18]Source: asksia-cheatsheet-mktg90004.pdfMKTG90004 Marketing Management UNIVERSITY OF MELBOURNE . BUSINESS & ECONOMICS . POSTGRAD EXAM REVISION Sem 1 2026 . SIDE 1 OF 2 2-hr exam 50% + marketing plan SIDE 1/2 STRATEGY . SITUATION . STP . The marketing concept & core process . Customer value . PESTLE . SWOT . Porter's 5 . Segmentation . Targeting . Positioning . The marketing plan 0 . How to Use This READ FIRST * Postgrad strategic marketing. Assessed by a 2-hr final exam (50%) + a semester-long group Marketing Plan (Part A situation analysis 10% . Part B recommendations 20% · presentation 10% · best-5-of- 8 seminar quizzes 10%). No exam hurdle. The marked skill is running the marketing-planning process end-to-end - diagnose, segment, position, then design a mix that delivers value. Side 1 = strategy (concept, situation, STP, the plan); Side 2 = the mix + metrics. Textbook: Kotler, Keller & Chernev (17e). SIA > In the exam, name the framework, apply it to the stimulus, then say "so what" for the manager's decision. Definitions alone score low; applied analysis with a recommendation scores high. 1 . Marketing & Value W1 Marketing = understanding, creating & delivering value - the constant that survives a changing environment. Market orientation puts the customer (not the product or sales push) at the centre of every decision. Core Process of Marketing (the unit's organising loop): Diagnostics (read the market) -> Strategy (design a customer-driven strategy) -> Tactics (implement value-delivering activities) -> Build Relationships (delighted customers become advocates) > Capture Value (keep it profitable & sustainable). New Marketing Realities: four market forces -> new firm capabilities + a new competitive landscape -> the need for holistic marketing. AI is now central but a "double-edged sword" - sloppy Al use draws consumer backlash. 1b · Customer- Delivered Value ANALYSIS TOOL Value = a customer's perception of net benefits for the costs incurred (Chen & Dubinsky 2003). Used as an actual analysis tool: CUSTOMER VALUE Value = Total Customer Benefit - Total Customer Cost Benefit = product + services + personnel + image Cost = monetary + time + energy + psychological Each customer has their own value model - some cost-driven, some benefit-driven. This is why we segment. 1c . Strategy vs Tactics THE SPINE[24]Source: asksia-cheatsheet-mktg90004.pdfMarketing = understanding, creating & delivering value - the constant that survives a changing environment. Market orientation puts the customer (not the product or sales push) at the centre of every decision. Core Process of Marketing (the unit's organising loop): Diagnostics (read the market) -> Strategy (design a customer-driven strategy) -> Tactics (implement value-delivering activities) -> Build Relationships (delighted customers become advocates) > Capture Value (keep it profitable & sustainable). New Marketing Realities: four market forces -> new firm capabilities + a new competitive landscape -> the need for holistic marketing. AI is now central but a "double-edged sword" - sloppy Al use draws consumer backlash. 1b · Customer- Delivered Value ANALYSIS TOOL Value = a customer's perception of net benefits for the costs incurred (Chen & Dubinsky 2003). Used as an actual analysis tool: CUSTOMER VALUE Value = Total Customer Benefit - Total Customer Cost Benefit = product + services + personnel + image Cost = monetary + time + energy + psychological Each customer has their own value model - some cost-driven, some benefit-driven. This is why we segment. 1c . Strategy vs Tactics THE SPINE Strategy = the what & why (the game plan: STP, value proposition). Tactics = the how (the marketing-mix activities that execute it). The exam constantly tests whether you can tell them apart and link them. 2 . The Marketing THE ASSESSED Plan SPINE The whole subject maps onto a two-part group plan for one real client (an NFP, a school, or a haircare brand): PART A > PART B A · Situation analysis (~2000w) - diagnose B . Recommendations (~4000w) - objectives, STP, mix, implementation, metrics Part A = environment + customer + competitor research framing the challenge. Part B = SMART objectives > STP -> proposed 7Ps mix -> delivery plan with milestones & commercial implications (cost vs benefit, feasibility). AI allowed to plan & build visual mock-ups only, with disclosure. Everything you revise for the exam is the same toolkit you apply in the plan - learn it once, use it twice. 3 . Situation Analysis W3 . PART A Split the environment into two layers, then map both onto SWOT: Macro-environment > PESTLE - external, largely uncontrollable, feeds O & T: The split is about control: you can shape the micro environment but only respond to the macro. That is why macro forces become opportunities/threats, micro factors strengths/weaknesses. 3b . SWOT

• Situation（SWOT/Porter/环境）→ STP → 1–2 个 mix 动作（7Ps）→ 1 个指标（metrics）→ 伦理点[7]Source: asksia-bible-mktg90004-bilingual.pdfCONTENTS The whole toolkit, in planning order 整套工具,按规划顺序排列 Diagnostics - strategy - tactics - control - the order of a real plan 诊断→战略→战术→ 控制 -- 一份真实计划的顺序 Ch Topic Core ideas Part 1 . Foundations of marketing thought 1 Front matter & exam blueprint how to use . where marks live → 2 Foundations - the marketing concept & value orientation · core process . CDV . CB basics → Part 2 . Diagnostics - the situation analysis (Plan Part A) 3 The marketing environment PESTLE . micro . SWOT . Porter . agility → Part 3 . Strategy - the strategic core (Plan Part B) 4 Segmentation, Targeting & Positioning ad-hoc vs feral . personas . POP/POD . maps → Part 4 . Tactics, control & the exam (later chapters) 5+ Marketing mix . research & metrics . practice the 7Ps . ROMI . worked exam bank → i Why this order 为什么是这个顺序 The book follows the marketing planning process - the spine of both the subject and the assignment. First the mindset and value logic (Ch 2); then diagnostics (Ch 3, the situation analysis you submit as Part A); then strategy (Ch 4, STP - the heart of Part B). Later chapters turn strategy into the 7P mix, then close the loop with metrics and a worked exam bank. Master the first four chapters and you own the frame every other week hangs on. 本书遵循营销规划流程 -- 既是本科目也是该作业的脊柱。先是心态与价值逻辑(第2章);接着是诊断(第3章,你 作为 Part A 提交的情境分析);然后是战略(第4章,STP -- Part B 的核心)。后面几章把战略转化为 7P组合,再 以指标收尾并配一套示范考题库。掌握前四章,你就拥有了其余各周所依附的框架。 ★ One sentence to carry into the exam 带进考场的一句话 Almost every exam question is really asking: "diagnose the situation, choose a strategy, justify the tactics, and name the ethical risk. " If your answer walks that path - environment - STP - mix - ethics - you are answering like a marketing manager, which is exactly what is marked. 几乎每道考题实际上都在问:“诊断情境,选择战略,论证战术,并点明伦理风险。”如果你的答案沿这条路径行进 -- 环 境→STP→组合→伦理 -- 你就是在像一名营销经理那样作答,而这正是评分所要的。 MKTG90004 . Marketing Management CH 2 - CONCEPT[21]Source: asksia-cheatsheet-mktg90004.pdfNo position exists in a vacuum - it's always relative to a competitive set. Pick the frame deliberately: a narrow frame makes your POD sharper but the market smaller; a broad frame grows the market but blurs difference. Get the frame wrong and the whole position misfires. 10 . The 7Ps Mix TACTICS The marketing mix is the tactical layer that executes STP. 4Ps + 3 service Ps: 7PS Product . Price . Place . Promotion + People . Physical evidence/Presence . Process Treated as a "cake" - the elements are interdependent: change one P and there are implications for the others (an interaction table is taught). The mix must be internally consistent and aligned to the position. A premium price needs a premium product, selective place & aspirational promotion - mismatch any P and the offer feels incoherent. 11 . Implementation & CLOSE THE LOOP Control Part B "delivery plan" = a step-by-step action plan with short- & long-term milestones, visual mock-ups, and commercial implications (cost vs benefit, feasibility - e. g. an "impactful use of a $10-15K budget" for an NFP client). Control closes the loop with marketing metrics (Side 2 §19) - market share, satisfaction/CLV/NPS, ROMI - reported on a dashboard. "If you can't measure it you can't improve it" (Drucker). 11b . The Client Plan IN PRACTICE The group plan runs on one real client (NFP / school / haircare). Part A is researched, given verbal feedback in a progress meeting, then refined over the break; Part B builds straight on it. Live-partner groups can pitch at the end-of-semester competition. The skill rewarded is a coherent thread: the SWOT justifies the STP, the STP justifies the mix, the mix hits the objective. 12 . Strategy Checklist EXAM RECALL . SIDE 1 · Marketing = create & deliver value; value = benefits - costs · Core Process: diagnose -> strategy -> tactics > relationships -> capture · Macro = PESTLE -> O/T . Micro = company/suppliers/etc -> S/W · STP before the mix; feral = bottom-up via cultural intermediaries · POP = table stakes . POD = why chosen . Objectives are SMART; ≤2 in the plan SIA > If a question gives a brand & market, the safe spine is: situation (SWOT/Porter) -+ STP -+ one or two mix moves - a metric to track it. That arc shows you can run the whole process. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 flip - for side 2 . the mix & the metrics

2）必须背到“条件反射”的定义（写一句就能得分的那种）

2.1 Marketing / Value（基础概念，很多题会当开头要你先定义）

• 通过理解并交付顾客价值，比竞争者做得更好来实现目标。[10]Source: asksia-bible-mktg90004-bilingual.pdfIn the exam you won't write a full plan, but you'll be asked to apply pieces of it to a brand: do a mini situation analysis, write a positioning statement, recommend a mix tweak. Use the same chain - analyse, conclude, recommend, justify - and reference the named framework explicitly. That signposting is what tells the marker you can do strategy, not just recall it. 在考试里你不会写一份完整的计划,但你会被要求把它的各个片段应用到某品牌上:做一个迷你情境分析、写一份定位 陈述、推荐一处组合微调。使用同样的链条 -- 分析、得出结论、建议、论证 -- 并明确引用所点名的框架。这种标示 正是告诉评分者你能做战略,而不只是复述它。 A competent plan describes the client's situation and lists sensible tactics. A distinction plan reads as one argument: here is the evidence, here is what it means, here is what to do, here is how we'll know it worked - for this client, on this budget. 一份合格的计划描述客户的处境并罗列一些合理的战术。一份优等(distinction)的计划读起来像一个论证:这是证 据,这是它的含义,这是要做的事,这是我们将如何知道它奏效了 -- 为这个客户,在这笔预算上。 MARKER'S VOICE . THE TOP BAND MKTG90004 . Marketing Management GLOSSARY . 1/4 BILINGUAL GLOSSARY 双语术语表 · QUICK REFERENCE Strategic-marketing terms, EN & #x 战略营销术语,中英对照 ~50 exam-critical terms, grouped by theme - English, Chinese, one-line definition 约50个考试关键术语,按主题分组 -- 英文、中文、一句话定义 How to use. These are the terms a marker expects you to deploy precisely. Learn the English (it is what you write in the exam and plan), check the +> gloss for fast recall, and use the one-line definition as your minimum-viable answer. Grouped to match the unit's structure: foundations & environment first. 如何使用。这些是评分者期望你精确运用的术语。学好英文(这是你在考试和计划里要写的),查看中文释义以便快速回忆, 并把一行定义当作你的最低可行答案。它们按本单元的结构分组:先是基础与环境。 Term 中文 Definition Foundations & customer value · 营销基础与顾客价值 Marketing concept 营销观念 Achieve goals by understanding and delivering customer value better than rivals Core Process of Marketing 营销核心流程 Diagnostics - strategy - tactics - relationships - capturing value Customer-delivered value 顾客让渡价值 Total customer benefit minus total customer cost Holistic marketing 整体营销 Treating all marketing activities as interconnected, not siloed

• $Value = Total\ Customer\ Benefit - Total\ Customer\ Cost$
• Benefit：product + services + personnel + image
• Cost：monetary + time + energy + psychological [18]Source: asksia-cheatsheet-mktg90004.pdfMKTG90004 Marketing Management UNIVERSITY OF MELBOURNE . BUSINESS & ECONOMICS . POSTGRAD EXAM REVISION Sem 1 2026 . SIDE 1 OF 2 2-hr exam 50% + marketing plan SIDE 1/2 STRATEGY . SITUATION . STP . The marketing concept & core process . Customer value . PESTLE . SWOT . Porter's 5 . Segmentation . Targeting . Positioning . The marketing plan 0 . How to Use This READ FIRST * Postgrad strategic marketing. Assessed by a 2-hr final exam (50%) + a semester-long group Marketing Plan (Part A situation analysis 10% . Part B recommendations 20% · presentation 10% · best-5-of- 8 seminar quizzes 10%). No exam hurdle. The marked skill is running the marketing-planning process end-to-end - diagnose, segment, position, then design a mix that delivers value. Side 1 = strategy (concept, situation, STP, the plan); Side 2 = the mix + metrics. Textbook: Kotler, Keller & Chernev (17e). SIA > In the exam, name the framework, apply it to the stimulus, then say "so what" for the manager's decision. Definitions alone score low; applied analysis with a recommendation scores high. 1 . Marketing & Value W1 Marketing = understanding, creating & delivering value - the constant that survives a changing environment. Market orientation puts the customer (not the product or sales push) at the centre of every decision. Core Process of Marketing (the unit's organising loop): Diagnostics (read the market) -> Strategy (design a customer-driven strategy) -> Tactics (implement value-delivering activities) -> Build Relationships (delighted customers become advocates) > Capture Value (keep it profitable & sustainable). New Marketing Realities: four market forces -> new firm capabilities + a new competitive landscape -> the need for holistic marketing. AI is now central but a "double-edged sword" - sloppy Al use draws consumer backlash. 1b · Customer- Delivered Value ANALYSIS TOOL Value = a customer's perception of net benefits for the costs incurred (Chen & Dubinsky 2003). Used as an actual analysis tool: CUSTOMER VALUE Value = Total Customer Benefit - Total Customer Cost Benefit = product + services + personnel + image Cost = monetary + time + energy + psychological Each customer has their own value model - some cost-driven, some benefit-driven. This is why we segment. 1c . Strategy vs Tactics THE SPINE[24]Source: asksia-cheatsheet-mktg90004.pdfMarketing = understanding, creating & delivering value - the constant that survives a changing environment. Market orientation puts the customer (not the product or sales push) at the centre of every decision. Core Process of Marketing (the unit's organising loop): Diagnostics (read the market) -> Strategy (design a customer-driven strategy) -> Tactics (implement value-delivering activities) -> Build Relationships (delighted customers become advocates) > Capture Value (keep it profitable & sustainable). New Marketing Realities: four market forces -> new firm capabilities + a new competitive landscape -> the need for holistic marketing. AI is now central but a "double-edged sword" - sloppy Al use draws consumer backlash. 1b · Customer- Delivered Value ANALYSIS TOOL Value = a customer's perception of net benefits for the costs incurred (Chen & Dubinsky 2003). Used as an actual analysis tool: CUSTOMER VALUE Value = Total Customer Benefit - Total Customer Cost Benefit = product + services + personnel + image Cost = monetary + time + energy + psychological Each customer has their own value model - some cost-driven, some benefit-driven. This is why we segment. 1c . Strategy vs Tactics THE SPINE Strategy = the what & why (the game plan: STP, value proposition). Tactics = the how (the marketing-mix activities that execute it). The exam constantly tests whether you can tell them apart and link them. 2 . The Marketing THE ASSESSED Plan SPINE The whole subject maps onto a two-part group plan for one real client (an NFP, a school, or a haircare brand): PART A > PART B A · Situation analysis (~2000w) - diagnose B . Recommendations (~4000w) - objectives, STP, mix, implementation, metrics Part A = environment + customer + competitor research framing the challenge. Part B = SMART objectives > STP -> proposed 7Ps mix -> delivery plan with milestones & commercial implications (cost vs benefit, feasibility). AI allowed to plan & build visual mock-ups only, with disclosure. Everything you revise for the exam is the same toolkit you apply in the plan - learn it once, use it twice. 3 . Situation Analysis W3 . PART A Split the environment into two layers, then map both onto SWOT: Macro-environment > PESTLE - external, largely uncontrollable, feeds O & T: The split is about control: you can shape the micro environment but only respond to the macro. That is why macro forces become opportunities/threats, micro factors strengths/weaknesses. 3b . SWOT

• Strategy = what & why（总体方案）：STP + value proposition
• Tactics = how（怎么执行）：marketing mix（7Ps）
• 考试经常考你能否“区分并链接”二者。[15]Source: asksia-bible-mktg90004-bilingual.pdfThe plan is organised around one distinction the unit returns to constantly: 该计划围绕本单元反复强调的一个区分来组织: → Strategy = the what & why - the game plan. This is STP (who you target, how you position). 战略=是什么与为什么 -- 总体方案。这就是 STP(你瞄 准谁、如何定位)。 Recommendations → Tactics = the how - the specific activities that execute it. This is the marketing mix (7Ps). 战术=如何做 -- 执行它的具体活动。这就是营销组合 (7Ps)。 MKTG90004 . Marketing Management 三项交付物都针对同一客户与同一组自选挑战。各小组从一 小组客户选项中挑选 -- 例如一个非营利的导师计划、一所 独立学校,或一个天然护发品牌 -- 每个都附带一份简短案 例研究,列出若干可供挑选的营销挑战。 i The hinge: the value proposition 枢纽:价值主张 STP outputs a value proposition - the perceived value you promise the target. The marketing mix is what delivers it. A strong plan shows this hinge explicitly: every P exists to deliver the positioning, not as a checklist. STP 输出一个价值主张 -- 你向目标顾客承诺的感知 价值。营销组合则是交付它的东西。一份强力的计划 会把这个枢纽显性地展示出来:每个 P的存在都是为 了交付定位,而非作为一张清单。 ✓ How it builds, week by week 它如何逐周累积起来 Weeks 1-3 give you the environment tools (PESTLE, micro, Porter, SWOT) -> you draft Part A. Week 4 gives STP - you set the strategy. Weeks 6-10 give the 7Ps - you build the tactics. Week 11 gives metrics - you add the control layer. The course schedule is the plan's table of contents - learn each tool as the section it feeds. 第 1-3 周给你环境工具(PESTLE、微观、Porter、SWOT)→ 你起草 Part A。第 4周给你 STP→你设定战略。第 6-10 周给你 7Ps→你构建战术。第11周给你指标→你加上控制层。课程进度表就是这份计划的目录 -- 把每个工具 当作它所供养的那一节来学。 MKTG90004 . Marketing Management PART A . ENVIRONMENT PART A - SITUATION ANALYSIS Building the evidence base 构建证据基础 Scan the environment outside-in: macro forces, the micro-environment, industry structure 由外而内扫描环境:宏观力量、微观环境、行业结构 TL;DR. Part A answers "where is the client now, and why?" Work outside-in: the wide macro- environment (PESTLE) - the closer micro-environment - industry structure (Porter's 5 Forces) - synthesise into SWOT. The discipline: don't describe the environment, draw implications for the client's chosen challenge. A laundry-list PESTLE earns little; a PESTLE where each factor ends in " . . . so for this client that means . . . " earns the marks. 太长不看(TL;DR)。Part A 回答“客户现在处于何处,为什么?”。采取由外而内的路径:宽阔的宏观环境(PESTLE) → 更近的微观环境→ 行业结构(波特五力)→综合成 SWOT分析。要诀:不要去描述环境,而要为客户所选的挑战推导出含 义。一份流水账式的 PESTLE 几乎拿不到分;而一份每个因素都以“ . . . . . 所以对该客户而言这意味着 …… ”收尾的 PESTLE 才 能得分。 3 Macro - PESTLE 3 宏观 -- PESTLE External forces, largely outside the firm's control. These feed the Opportunities & Threats half of SWOT. 外部力量,大体上不受企业控制。它们为 SWOT 中的机会 与威胁那一半提供养料。 Factor[22]Source: asksia-cheatsheet-mktg90004.pdfStrategy = the what & why (the game plan: STP, value proposition). Tactics = the how (the marketing-mix activities that execute it). The exam constantly tests whether you can tell them apart and link them. 2 . The Marketing THE ASSESSED Plan SPINE The whole subject maps onto a two-part group plan for one real client (an NFP, a school, or a haircare brand): PART A > PART B A · Situation analysis (~2000w) - diagnose B . Recommendations (~4000w) - objectives, STP, mix, implementation, metrics Part A = environment + customer + competitor research framing the challenge. Part B = SMART objectives > STP -> proposed 7Ps mix -> delivery plan with milestones & commercial implications (cost vs benefit, feasibility). AI allowed to plan & build visual mock-ups only, with disclosure. Everything you revise for the exam is the same toolkit you apply in the plan - learn it once, use it twice. 3 . Situation Analysis W3 . PART A Split the environment into two layers, then map both onto SWOT: Macro-environment > PESTLE - external, largely uncontrollable, feeds O & T: The split is about control: you can shape the micro environment but only respond to the macro. That is why macro forces become opportunities/threats, micro factors strengths/weaknesses. 3b . SWOT SYNTHESISE HELPFUL HARMFUL Internal Strengths Weaknesses External Opportunities Threats[24]Source: asksia-cheatsheet-mktg90004.pdfMarketing = understanding, creating & delivering value - the constant that survives a changing environment. Market orientation puts the customer (not the product or sales push) at the centre of every decision. Core Process of Marketing (the unit's organising loop): Diagnostics (read the market) -> Strategy (design a customer-driven strategy) -> Tactics (implement value-delivering activities) -> Build Relationships (delighted customers become advocates) > Capture Value (keep it profitable & sustainable). New Marketing Realities: four market forces -> new firm capabilities + a new competitive landscape -> the need for holistic marketing. AI is now central but a "double-edged sword" - sloppy Al use draws consumer backlash. 1b · Customer- Delivered Value ANALYSIS TOOL Value = a customer's perception of net benefits for the costs incurred (Chen & Dubinsky 2003). Used as an actual analysis tool: CUSTOMER VALUE Value = Total Customer Benefit - Total Customer Cost Benefit = product + services + personnel + image Cost = monetary + time + energy + psychological Each customer has their own value model - some cost-driven, some benefit-driven. This is why we segment. 1c . Strategy vs Tactics THE SPINE Strategy = the what & why (the game plan: STP, value proposition). Tactics = the how (the marketing-mix activities that execute it). The exam constantly tests whether you can tell them apart and link them. 2 . The Marketing THE ASSESSED Plan SPINE The whole subject maps onto a two-part group plan for one real client (an NFP, a school, or a haircare brand): PART A > PART B A · Situation analysis (~2000w) - diagnose B . Recommendations (~4000w) - objectives, STP, mix, implementation, metrics Part A = environment + customer + competitor research framing the challenge. Part B = SMART objectives > STP -> proposed 7Ps mix -> delivery plan with milestones & commercial implications (cost vs benefit, feasibility). AI allowed to plan & build visual mock-ups only, with disclosure. Everything you revise for the exam is the same toolkit you apply in the plan - learn it once, use it twice. 3 . Situation Analysis W3 . PART A Split the environment into two layers, then map both onto SWOT: Macro-environment > PESTLE - external, largely uncontrollable, feeds O & T: The split is about control: you can shape the micro environment but only respond to the macro. That is why macro forces become opportunities/threats, micro factors strengths/weaknesses. 3b . SWOT

3）情境分析（Situation Analysis）——Part A 也是考试高频（最常被考的一半）

你要把情境分析当成一个“由外到内 + 最后综合”的程序，而不是罗列名词：

3.1 PESTLE（宏观）

PESTLE 的定位

• 外部、基本不可控；主要喂给 SWOT 的 Opportunities & Threats。[22]Source: asksia-cheatsheet-mktg90004.pdfStrategy = the what & why (the game plan: STP, value proposition). Tactics = the how (the marketing-mix activities that execute it). The exam constantly tests whether you can tell them apart and link them. 2 . The Marketing THE ASSESSED Plan SPINE The whole subject maps onto a two-part group plan for one real client (an NFP, a school, or a haircare brand): PART A > PART B A · Situation analysis (~2000w) - diagnose B . Recommendations (~4000w) - objectives, STP, mix, implementation, metrics Part A = environment + customer + competitor research framing the challenge. Part B = SMART objectives > STP -> proposed 7Ps mix -> delivery plan with milestones & commercial implications (cost vs benefit, feasibility). AI allowed to plan & build visual mock-ups only, with disclosure. Everything you revise for the exam is the same toolkit you apply in the plan - learn it once, use it twice. 3 . Situation Analysis W3 . PART A Split the environment into two layers, then map both onto SWOT: Macro-environment > PESTLE - external, largely uncontrollable, feeds O & T: The split is about control: you can shape the micro environment but only respond to the macro. That is why macro forces become opportunities/threats, micro factors strengths/weaknesses. 3b . SWOT SYNTHESISE HELPFUL HARMFUL Internal Strengths Weaknesses External Opportunities Threats

高分写法（关键）：每一点都要有“so what for the client”

• 不是写流水账；而是每个因素最后都要落到：
  • “……所以对这个客户/这个挑战意味着……”[15]Source: asksia-bible-mktg90004-bilingual.pdfThe plan is organised around one distinction the unit returns to constantly: 该计划围绕本单元反复强调的一个区分来组织: → Strategy = the what & why - the game plan. This is STP (who you target, how you position). 战略=是什么与为什么 -- 总体方案。这就是 STP(你瞄 准谁、如何定位)。 Recommendations → Tactics = the how - the specific activities that execute it. This is the marketing mix (7Ps). 战术=如何做 -- 执行它的具体活动。这就是营销组合 (7Ps)。 MKTG90004 . Marketing Management 三项交付物都针对同一客户与同一组自选挑战。各小组从一 小组客户选项中挑选 -- 例如一个非营利的导师计划、一所 独立学校,或一个天然护发品牌 -- 每个都附带一份简短案 例研究,列出若干可供挑选的营销挑战。 i The hinge: the value proposition 枢纽:价值主张 STP outputs a value proposition - the perceived value you promise the target. The marketing mix is what delivers it. A strong plan shows this hinge explicitly: every P exists to deliver the positioning, not as a checklist. STP 输出一个价值主张 -- 你向目标顾客承诺的感知 价值。营销组合则是交付它的东西。一份强力的计划 会把这个枢纽显性地展示出来:每个 P的存在都是为 了交付定位,而非作为一张清单。 ✓ How it builds, week by week 它如何逐周累积起来 Weeks 1-3 give you the environment tools (PESTLE, micro, Porter, SWOT) -> you draft Part A. Week 4 gives STP - you set the strategy. Weeks 6-10 give the 7Ps - you build the tactics. Week 11 gives metrics - you add the control layer. The course schedule is the plan's table of contents - learn each tool as the section it feeds. 第 1-3 周给你环境工具(PESTLE、微观、Porter、SWOT)→ 你起草 Part A。第 4周给你 STP→你设定战略。第 6-10 周给你 7Ps→你构建战术。第11周给你指标→你加上控制层。课程进度表就是这份计划的目录 -- 把每个工具 当作它所供养的那一节来学。 MKTG90004 . Marketing Management PART A . ENVIRONMENT PART A - SITUATION ANALYSIS Building the evidence base 构建证据基础 Scan the environment outside-in: macro forces, the micro-environment, industry structure 由外而内扫描环境:宏观力量、微观环境、行业结构 TL;DR. Part A answers "where is the client now, and why?" Work outside-in: the wide macro- environment (PESTLE) - the closer micro-environment - industry structure (Porter's 5 Forces) - synthesise into SWOT. The discipline: don't describe the environment, draw implications for the client's chosen challenge. A laundry-list PESTLE earns little; a PESTLE where each factor ends in " . . . so for this client that means . . . " earns the marks. 太长不看(TL;DR)。Part A 回答“客户现在处于何处,为什么?”。采取由外而内的路径:宽阔的宏观环境(PESTLE) → 更近的微观环境→ 行业结构(波特五力)→综合成 SWOT分析。要诀:不要去描述环境,而要为客户所选的挑战推导出含 义。一份流水账式的 PESTLE 几乎拿不到分;而一份每个因素都以“ . . . . . 所以对该客户而言这意味着 …… ”收尾的 PESTLE 才 能得分。 3 Macro - PESTLE 3 宏观 -- PESTLE External forces, largely outside the firm's control. These feed the Opportunities & Threats half of SWOT. 外部力量,大体上不受企业控制。它们为 SWOT 中的机会 与威胁那一半提供养料。 Factor

3.2 Micro-environment（微观）

微观扫描的目的

• 找到你“可操控的杠杆”：公司/供应链/分销/顾客/竞争者，最后转成 SWOT 的 S/W。[28]Source: asksia-cheatsheet-mktg90004.pdfS/W come from the micro scan; O/T from PESTLE. SWOT is a synthesis, not a list - it should point to the strategy. 3c . Micro Detail COMPANY & CHAIN Suppliers are a key link in the value chain, sometimes treated as partners (supplier transparency can itself be a strength). Distributors shape reach & experience; customers & competitors set the playing field. The point of the micro scan is to find controllable levers the firm can pull. 4 . Porter's Five PORTER 1985 . Forces ATTRACTIVENESS Assesses the structural attractiveness of a segment/industry - high forces = low profit potential: · Threat of new entrants - barriers, mobility · Supplier power - concentration, switching cost · Buyer power - choice, price sensitivity · Threat of substitutes - alternatives meeting the need · Competitive rivalry - # & aggression of rivals Competitor analysis can be made quantitative via a weighted competitive-strength table (resource x importance weight x strength rating -> overall score; Avery & Gupta). The exam value: it forces you to rank rivals on what matters, not just list them. 4b . Consumer Analysis W2 . FEEDS PART A 5-stage decision process: problem recognition -> information search -> evaluation -> purchase > post- purchase. Buying roles: initiator . influencer . decider . buyer . user (+ gatekeeper/payer) - the buyer is often not the user, which changes who you target. Involvement: high vs low -> extended / limited / routine problem-solving. Influences: social (reference groups - membership/aspirational/dissociative; opinion leaders), personal (life-cycle, Big Five personality, lifestyle, self-concept), cultural (culture as a "codebook"; brand communities/tribes), situational (place, time, mood). Social Practice Theory (Shove): consumption = meanings + competences + materials - used to design behaviour change. 5 . STP - the Strategic Core W4 STP = Segmentation -> Targeting -> Positioning; the three stages work together (the "cake" analogy). It converts a broad market into chosen segments, prioritised targets, and a distinctive position - the strategy that the mix then executes . Output = the value proposition, sitting at the strategy<>tactics hinge. Get STP right and the mix almost designs itself; get it wrong and no amount of clever tactics rescues it. Segments without targeting is just description; targeting without positioning is a target you can't win. 5b . Why Segment? THE LOGIC One offer can't serve everyone well. Segmentation lets the firm match a tailored value proposition to a group whose perceived costs & benefits are similar - raising relevance, willingness-to-pay and efficiency of spend. A good segment is measurable, substantial, accessible, differentiable & actionable.

3.3 Porter’s Five Forces（行业结构吸引力）

用来回答的问题：这个细分/行业结构上是否“有利润潜力”？

• 五力高 → 利润潜力低。[28]Source: asksia-cheatsheet-mktg90004.pdfS/W come from the micro scan; O/T from PESTLE. SWOT is a synthesis, not a list - it should point to the strategy. 3c . Micro Detail COMPANY & CHAIN Suppliers are a key link in the value chain, sometimes treated as partners (supplier transparency can itself be a strength). Distributors shape reach & experience; customers & competitors set the playing field. The point of the micro scan is to find controllable levers the firm can pull. 4 . Porter's Five PORTER 1985 . Forces ATTRACTIVENESS Assesses the structural attractiveness of a segment/industry - high forces = low profit potential: · Threat of new entrants - barriers, mobility · Supplier power - concentration, switching cost · Buyer power - choice, price sensitivity · Threat of substitutes - alternatives meeting the need · Competitive rivalry - # & aggression of rivals Competitor analysis can be made quantitative via a weighted competitive-strength table (resource x importance weight x strength rating -> overall score; Avery & Gupta). The exam value: it forces you to rank rivals on what matters, not just list them. 4b . Consumer Analysis W2 . FEEDS PART A 5-stage decision process: problem recognition -> information search -> evaluation -> purchase > post- purchase. Buying roles: initiator . influencer . decider . buyer . user (+ gatekeeper/payer) - the buyer is often not the user, which changes who you target. Involvement: high vs low -> extended / limited / routine problem-solving. Influences: social (reference groups - membership/aspirational/dissociative; opinion leaders), personal (life-cycle, Big Five personality, lifestyle, self-concept), cultural (culture as a "codebook"; brand communities/tribes), situational (place, time, mood). Social Practice Theory (Shove): consumption = meanings + competences + materials - used to design behaviour change. 5 . STP - the Strategic Core W4 STP = Segmentation -> Targeting -> Positioning; the three stages work together (the "cake" analogy). It converts a broad market into chosen segments, prioritised targets, and a distinctive position - the strategy that the mix then executes . Output = the value proposition, sitting at the strategy<>tactics hinge. Get STP right and the mix almost designs itself; get it wrong and no amount of clever tactics rescues it. Segments without targeting is just description; targeting without positioning is a target you can't win. 5b . Why Segment? THE LOGIC One offer can't serve everyone well. Segmentation lets the firm match a tailored value proposition to a group whose perceived costs & benefits are similar - raising relevance, willingness-to-pay and efficiency of spend. A good segment is measurable, substantial, accessible, differentiable & actionable.

五力要点（考试写法）

• Threat of new entrants（进入者威胁）
• Supplier power（供应商议价力）
• Buyer power（买方议价力）
• Threat of substitutes（替代品威胁）
• Rivalry（竞争强度）[28]Source: asksia-cheatsheet-mktg90004.pdfS/W come from the micro scan; O/T from PESTLE. SWOT is a synthesis, not a list - it should point to the strategy. 3c . Micro Detail COMPANY & CHAIN Suppliers are a key link in the value chain, sometimes treated as partners (supplier transparency can itself be a strength). Distributors shape reach & experience; customers & competitors set the playing field. The point of the micro scan is to find controllable levers the firm can pull. 4 . Porter's Five PORTER 1985 . Forces ATTRACTIVENESS Assesses the structural attractiveness of a segment/industry - high forces = low profit potential: · Threat of new entrants - barriers, mobility · Supplier power - concentration, switching cost · Buyer power - choice, price sensitivity · Threat of substitutes - alternatives meeting the need · Competitive rivalry - # & aggression of rivals Competitor analysis can be made quantitative via a weighted competitive-strength table (resource x importance weight x strength rating -> overall score; Avery & Gupta). The exam value: it forces you to rank rivals on what matters, not just list them. 4b . Consumer Analysis W2 . FEEDS PART A 5-stage decision process: problem recognition -> information search -> evaluation -> purchase > post- purchase. Buying roles: initiator . influencer . decider . buyer . user (+ gatekeeper/payer) - the buyer is often not the user, which changes who you target. Involvement: high vs low -> extended / limited / routine problem-solving. Influences: social (reference groups - membership/aspirational/dissociative; opinion leaders), personal (life-cycle, Big Five personality, lifestyle, self-concept), cultural (culture as a "codebook"; brand communities/tribes), situational (place, time, mood). Social Practice Theory (Shove): consumption = meanings + competences + materials - used to design behaviour change. 5 . STP - the Strategic Core W4 STP = Segmentation -> Targeting -> Positioning; the three stages work together (the "cake" analogy). It converts a broad market into chosen segments, prioritised targets, and a distinctive position - the strategy that the mix then executes . Output = the value proposition, sitting at the strategy<>tactics hinge. Get STP right and the mix almost designs itself; get it wrong and no amount of clever tactics rescues it. Segments without targeting is just description; targeting without positioning is a target you can't win. 5b . Why Segment? THE LOGIC One offer can't serve everyone well. Segmentation lets the firm match a tailored value proposition to a group whose perceived costs & benefits are similar - raising relevance, willingness-to-pay and efficiency of spend. A good segment is measurable, substantial, accessible, differentiable & actionable.

必写收尾：结论 + 含义

• 只写五段描述不够，要写“Verdict + implication”。（你的材料给了明确的评分者偏好示例）[8]Source: asksia-bible-mktg90004-bilingual.pdf考试的核心动作:拿一个具名框架,把它应用到一个真实品牌上 Q4 APPLY PLC . 6 marks Place Duolingo on the Product Life Cycle and recommend the appropriate marketing-mix emphasis for that stage. Justify your placement. 把 Duolingo 放到产品生命周期上,并为该阶段推荐合适的营销组合侧重点。请论证你的定位。 MODEL ANSWER Duolingo sits in growth (rapid user uptake, rising profile, new entrants/competitors appearing). Mix emphasis: Product - add features & tiers to deepen engagement; Promotion - shift from pure awareness to differentiation (its bold social persona); Place - widen channels; Price - introduce premium tiers to monetise the base. Objective in growth = maximise market share before maturity. Marker note: any defensible stage scores if the mix logic fits it; reward the justification. 05 APPLY Porter's 5 Forces . 6 marks Apply Porter's Five Forces to the Australian meal-kit market (e. g. HelloFresh, Youfoodz). Conclude whether it is structurally attractive. 把波特五力应用于澳大利亚的预制餐包(meal-kit)市场(如 HelloFresh、Youfoodz)。判断它在结构上是否具有吸引 力。 MODEL ANSWER Entrants: HIGH - low barriers, easy to copy. Buyer power: HIGH - low switching costs, easy cancellation. Substitutes: HIGH - supermarkets, takeaway, cooking from scratch. Supplier power: MODERATE - fresh-produce dependence. Rivalry: HIGH - heavy discounting to acquire. Verdict: structurally unattractive - thin margins, churn-driven. Implication: compete on differentiation and retention (CLV), not acquisition price wars. Marker note: must end on a verdict + implication, not five descriptions. 06 APPLY feral segmentation . 6 marks Explain feral segmentation and contrast it with firm-driven ad-hoc segmentation, using a real "found-in- the-wild" consumer group as your example. 解释野生细分(feral segmentation),并用一个真实的“在自然中发现”的消费者群体作为例子,将其与企业主导的临时 性细分(ad-hoc segmentation) 对比。 MODEL ANSWER Ad-hoc segmentation is top-down - the firm carves the market with chosen variables (demographic/psychographic) and statistical routines, treating consumers "as strangers. " Feral segmentation (Diaz Ruiz & Kjellberg) is bottom-up: real, naturally-occurring groups surface in the wild and are named by cultural intermediaries (influencers, bloggers). Example: "fur parents" - pet owners treating pets as children, a group surfaced and named online, now courted by premium pet brands. The four feral steps: establishing deviance - prototyping - anchoring - vaccination. Marker note: the bottom-up vs top-down contrast + a CI is the core. MKTG90004 . Marketing Management 07 APPLY STP . 6 marks For Who Gives A Crap (sustainable toilet paper), identify a target segment and write a positioning statement using the standard template. 为 Who Gives A Crap (可持续卫生纸)确定一个目标细分,并用标准模板写一份定位陈述。 MODEL ANSWER Target: values-driven, higher-income urban households who care about sustainability and are willing to pay a premium (psychographic + behavioural). Positioning statement: "For environmentally-conscious households, Who Gives A Crap is the everyday essentials brand that is the only one donating 50% of profits to sanitation while using plastic-free, recycled materials, so they can feel their routine purchases do good, because its transparency and donation record prove it. " Marker note: POD must be a real, defensible difference, not a slogan. MKTG90004 . Marketing Management PRACTICE . APPLIED DRILL - PRACTICE BANK (CONT. ) Mini situation-analysis & positioning drill 迷你情境分析与定位训练 The applied core, exam-sized: analyse, conclude, recommend, justify 应用核心,按考试体量:分析、得出结论、给出建议、加以论证 08 MINI SITUATION ANALYSIS 12 marks . the signature applied item

3.4 SWOT（综合，不是清单）

S/W 来自 micro；O/T 来自 PESTLE，而且 SWOT 是 synthesis（综合），要指向 strategy。[28]Source: asksia-cheatsheet-mktg90004.pdfS/W come from the micro scan; O/T from PESTLE. SWOT is a synthesis, not a list - it should point to the strategy. 3c . Micro Detail COMPANY & CHAIN Suppliers are a key link in the value chain, sometimes treated as partners (supplier transparency can itself be a strength). Distributors shape reach & experience; customers & competitors set the playing field. The point of the micro scan is to find controllable levers the firm can pull. 4 . Porter's Five PORTER 1985 . Forces ATTRACTIVENESS Assesses the structural attractiveness of a segment/industry - high forces = low profit potential: · Threat of new entrants - barriers, mobility · Supplier power - concentration, switching cost · Buyer power - choice, price sensitivity · Threat of substitutes - alternatives meeting the need · Competitive rivalry - # & aggression of rivals Competitor analysis can be made quantitative via a weighted competitive-strength table (resource x importance weight x strength rating -> overall score; Avery & Gupta). The exam value: it forces you to rank rivals on what matters, not just list them. 4b . Consumer Analysis W2 . FEEDS PART A 5-stage decision process: problem recognition -> information search -> evaluation -> purchase > post- purchase. Buying roles: initiator . influencer . decider . buyer . user (+ gatekeeper/payer) - the buyer is often not the user, which changes who you target. Involvement: high vs low -> extended / limited / routine problem-solving. Influences: social (reference groups - membership/aspirational/dissociative; opinion leaders), personal (life-cycle, Big Five personality, lifestyle, self-concept), cultural (culture as a "codebook"; brand communities/tribes), situational (place, time, mood). Social Practice Theory (Shove): consumption = meanings + competences + materials - used to design behaviour change. 5 . STP - the Strategic Core W4 STP = Segmentation -> Targeting -> Positioning; the three stages work together (the "cake" analogy). It converts a broad market into chosen segments, prioritised targets, and a distinctive position - the strategy that the mix then executes . Output = the value proposition, sitting at the strategy<>tactics hinge. Get STP right and the mix almost designs itself; get it wrong and no amount of clever tactics rescues it. Segments without targeting is just description; targeting without positioning is a target you can't win. 5b . Why Segment? THE LOGIC One offer can't serve everyone well. Segmentation lets the firm match a tailored value proposition to a group whose perceived costs & benefits are similar - raising relevance, willingness-to-pay and efficiency of spend. A good segment is measurable, substantial, accessible, differentiable & actionable.

3.5 Weighted competitive-strength table（加权竞争实力表，常见可加分的量化工具）

怎么做（4 步）

• 列关键能力 → 权重加总=1.00 → 给对手评分（如 1-10）→ 评分×权重并求和得总分。[9]Source: asksia-bible-mktg90004-bilingual.pdfCHAPTER 3 (CONT. ) The weighted competitive-strength table 加权竞争实力表 Turning "who's stronger?" into a defensible number 把“谁更强?”变成一个站得住脚的数字 Competitor analysis is sharper when it is quantified. The subject teaches a weighted competitive- strength table (in the spirit of Avery & Gupta's HBP cases): rate each rival on the capabilities that matter, weight those capabilities by importance, and read off a single comparable score. It forces you to be explicit about what matters and how much. 竞争者分析一旦量化就会更锐利。这门课教授一张加权竞争实力表(精神上接近Avery & Gupta的HBP案例):在重要的各项 能力上给每个对手打分,按重要性给这些能力加权,从而读出一个可比的综合分数。它逼着你明确地说出什么重要、以及有多 重要。 How to build it 如何构建它 1 List the key resources / capabilities that drive success in this market (quality, brand, reach, price, service . . . ). 列出在该市场中驱动成功的关键资源/能力(质量、品牌、覆盖、价格、服务 . . . . . . )。 2 Assign each an importance weight that sums to 1. 00 - this is your judgement of what wins in the category. 为每一项赋一个总和为 1. 00的重要性权重 -- 这是你对该品类中何者制胜的判断。 3 Rate each competitor (and your client) on each capability, say 1-10. 在每项能力上为每个竞争者(以及你的客户)评分,比如 1-10。 4 Multiply rating x weight for every cell, then sum down each column for a weighted overall score. 为每个单元格计算评分 ×权重,再沿每一列向下求和,得到一个加权总分。 Compare the totals - and, more usefully, read where each rival wins or loses to find your client's opening. 5 比较各总分 -- 更有用的是,读出每个对手在何处取胜或落败,以找到你客户的开口。 Worked comparison (illustrative numbers) 示范对比(示意性数字) Resource / capability Weight A rating A×w B rating BxW Product quality 0. 30 2. 40 1. 80 Brand strength

考场/作业的得分点

• 权重必须用证据解释：权重来自顾客真正重视什么（consumer analysis）。让评分者看到你把表当“判断工具”而不是计算器。[5]Source: asksia-bible-mktg90004-bilingual.pdf0. 25 1. 75 2. 25 Distribution reach 0. 20 1. 20 1. 60 Price competitiveness 0. 15 1. 35 0. 75 Service & support 0. 10 0. 70 0. 60 Weighted total 1. 00 7. 40 7. 00 MKTG90004 . Marketing Management § Reading the table like a strategist 像战略家一样解读这张表 Competitor A edges the total (7. 40 vs 7. 00), but the totals are the least interesting part. The story is in the rows: A wins on price and quality; B wins on brand and distribution. If brand strength carries the heaviest customer weight, B's position is more defensible despite the lower total. Use the table to find the gap you can attack, not just to crown a winner. 竞争者 A 总分略胜(7. 40 vs 7. 00),但总分是最不有趣的部分。故事在各行里:A 在价格与质量上取胜;B 在品牌与分 销上取胜。若品牌实力承载着最重的顾客权重,那么尽管总分较低,B的位置反而更可防守。用这张表去找到你能进攻 的缺口,而不只是为了加冕一个赢家。 ✓ Plan & exam move - make weights visible 计划与考试动作 -- 让权重可见 The single biggest credibility lift is justifying your weights from evidence (what customers actually value, from your consumer analysis). In Part A this links your competitor table back to your customer insight; in the exam it shows you understand the table is a judgement tool, not a calculator. 最大的可信度提升来自以证据论证你的权重(来自你的消费者分析,看顾客实际看重什么)。在 Part A 中,这把你的竞 争者表与你的顾客洞察连接起来;在考试中,它显示你理解这张表是一个判断工具,而非一台计算器。 i Where this lands in the plan 这一项在计划中落在何处

4）STP（战略核心）——“考试最密集区域”

你的资料直接说了：STP 是 densest exam zone（最密集考区）。[14]Source: asksia-bible-mktg90004-bilingual.pdfMicro + macro + PESTLE + Porter + SWOT + this competitor table = the backbone of your Part A situation analysis. Together they answer: what forces act on us, how attractive is the segment, where do we stand against rivals, and what should we do about it? - the exact diagnosis Part B's strategy must answer to. 微观 + 宏观 + PESTLE + Porter + SWOT + 这张竞争者表 = 你 Part A 情境分析的骨架。它们合起来回答:有哪些力 量作用于我们,这个细分有多大吸引力,我们相对对手处于何处,以及我们应当对此做什么 -- 这正是 Part B 的战略必 须回应的诊断。 MKTG90004 . Marketing Management CH 4 - SEGMENTATION - CHAPTER 4 STRATEGY . PLAN PART B Segmentation, Targeting & Positioning 市场细分、目标市场选择与市场定位 The strategic core - not everyone, not everything, not everywhere 战略核心 -- 不是所有人、不是所有事、不是所有地方 STP is the heart of marketing strategy and of your Marketing Plan Part B. Its logic is simple and ruthless: you cannot serve everyone, so carve the market into groups (segment), choose which to serve (target), and design a distinctive place in their minds (position). The subject teaches the three as one connected move - the "cake" whose layers only work together. STP是营销战略的核心,也是你营销计划B部分的核心。它的逻辑简单而无情:你无法服务所有人,所以要把市场切分成若干 群体(细分)、选择服务其中哪些(目标选择)、并在他们心智中设计一个独特位置(定位)。这门课把三者当作一个相互衔接 的连贯动作来教 -- 是那个层与层只有合在一起才奏效的“蛋糕”。 ★ What the exam asks here 这里考试会问什么 STP is the densest exam zone: segment a market on appropriate bases and contrast the firm-driven ad-hoc routine with the bottom-up feral approach; choose a target using the three lenses and place it on the breadth spectrum; build a perceptual map and read POP / POD; and write a positioning statement to the template. Knowing feral segmentation cold is a genuine differentiator - it is the lecturer's signature framing. STP 是考试最密集的区域:在合适的基础上细分市场,并把企业主导的临时性(ad-hoc)流程与自下而上的野生 (feral) 方法对比;用三个透镜选择目标并把它放到宽度谱系上;构建一张知觉图并解读 POP / POD;再按模板写一 份定位陈述。把野生细分吃透是真正的加分项 -- 它是讲师标志性的表述。 4. 1 Segmentation - the ad-hoc (top-down) routine 4. 1 市场细分 -- 临时性(自上而下)流程 Each customer carries their own value model (some cost-driven, some benefit-driven), so we group buyers who value similar things. The conventional firm-driven approach uses four common bases and a repeatable five-step routine (after Wedel & Kamakura, 2000; Dibb, 1998). 每位顾客都带着自己的一套价值模型(有的以成本驱动,有的以收益驱动),所以我们把看重相似东西的购买者归为一组。传 统的企业驱动做法使用四个常见基础和一套可重复的五步流程(参照Wedel & Kamakura, 2000; Dibb, 1998)。 Base Splits the market by Demographic Age, income, gender, life-stage Geographic Region, climate, density Psychographic Values, lifestyle, personality Behavioural Usage, occasion, benefits sought, loyalty The 5-step ad-hoc process 5步临时性流程

4.1 Segmentation（细分）：两套方法都要会

Ad-hoc segmentation（自上而下、企业驱动）

• 常见四大基础：demographic / geographic / psychographic / behavioural。[14]Source: asksia-bible-mktg90004-bilingual.pdfMicro + macro + PESTLE + Porter + SWOT + this competitor table = the backbone of your Part A situation analysis. Together they answer: what forces act on us, how attractive is the segment, where do we stand against rivals, and what should we do about it? - the exact diagnosis Part B's strategy must answer to. 微观 + 宏观 + PESTLE + Porter + SWOT + 这张竞争者表 = 你 Part A 情境分析的骨架。它们合起来回答:有哪些力 量作用于我们,这个细分有多大吸引力,我们相对对手处于何处,以及我们应当对此做什么 -- 这正是 Part B 的战略必 须回应的诊断。 MKTG90004 . Marketing Management CH 4 - SEGMENTATION - CHAPTER 4 STRATEGY . PLAN PART B Segmentation, Targeting & Positioning 市场细分、目标市场选择与市场定位 The strategic core - not everyone, not everything, not everywhere 战略核心 -- 不是所有人、不是所有事、不是所有地方 STP is the heart of marketing strategy and of your Marketing Plan Part B. Its logic is simple and ruthless: you cannot serve everyone, so carve the market into groups (segment), choose which to serve (target), and design a distinctive place in their minds (position). The subject teaches the three as one connected move - the "cake" whose layers only work together. STP是营销战略的核心,也是你营销计划B部分的核心。它的逻辑简单而无情:你无法服务所有人,所以要把市场切分成若干 群体(细分)、选择服务其中哪些(目标选择)、并在他们心智中设计一个独特位置(定位)。这门课把三者当作一个相互衔接 的连贯动作来教 -- 是那个层与层只有合在一起才奏效的“蛋糕”。 ★ What the exam asks here 这里考试会问什么 STP is the densest exam zone: segment a market on appropriate bases and contrast the firm-driven ad-hoc routine with the bottom-up feral approach; choose a target using the three lenses and place it on the breadth spectrum; build a perceptual map and read POP / POD; and write a positioning statement to the template. Knowing feral segmentation cold is a genuine differentiator - it is the lecturer's signature framing. STP 是考试最密集的区域:在合适的基础上细分市场,并把企业主导的临时性(ad-hoc)流程与自下而上的野生 (feral) 方法对比;用三个透镜选择目标并把它放到宽度谱系上;构建一张知觉图并解读 POP / POD;再按模板写一 份定位陈述。把野生细分吃透是真正的加分项 -- 它是讲师标志性的表述。 4. 1 Segmentation - the ad-hoc (top-down) routine 4. 1 市场细分 -- 临时性(自上而下)流程 Each customer carries their own value model (some cost-driven, some benefit-driven), so we group buyers who value similar things. The conventional firm-driven approach uses four common bases and a repeatable five-step routine (after Wedel & Kamakura, 2000; Dibb, 1998). 每位顾客都带着自己的一套价值模型(有的以成本驱动,有的以收益驱动),所以我们把看重相似东西的购买者归为一组。传 统的企业驱动做法使用四个常见基础和一套可重复的五步流程(参照Wedel & Kamakura, 2000; Dibb, 1998)。 Base Splits the market by Demographic Age, income, gender, life-stage Geographic Region, climate, density Psychographic Values, lifestyle, personality Behavioural Usage, occasion, benefits sought, loyalty The 5-step ad-hoc process 5步临时性流程

Feral segmentation（野生细分，自下而上）——强区分度考点

• 自下而上：真实群体在“野外”自然出现，并被 cultural intermediaries（意见领袖/博主/网红等）命名与传播。[8]Source: asksia-bible-mktg90004-bilingual.pdf考试的核心动作:拿一个具名框架,把它应用到一个真实品牌上 Q4 APPLY PLC . 6 marks Place Duolingo on the Product Life Cycle and recommend the appropriate marketing-mix emphasis for that stage. Justify your placement. 把 Duolingo 放到产品生命周期上,并为该阶段推荐合适的营销组合侧重点。请论证你的定位。 MODEL ANSWER Duolingo sits in growth (rapid user uptake, rising profile, new entrants/competitors appearing). Mix emphasis: Product - add features & tiers to deepen engagement; Promotion - shift from pure awareness to differentiation (its bold social persona); Place - widen channels; Price - introduce premium tiers to monetise the base. Objective in growth = maximise market share before maturity. Marker note: any defensible stage scores if the mix logic fits it; reward the justification. 05 APPLY Porter's 5 Forces . 6 marks Apply Porter's Five Forces to the Australian meal-kit market (e. g. HelloFresh, Youfoodz). Conclude whether it is structurally attractive. 把波特五力应用于澳大利亚的预制餐包(meal-kit)市场(如 HelloFresh、Youfoodz)。判断它在结构上是否具有吸引 力。 MODEL ANSWER Entrants: HIGH - low barriers, easy to copy. Buyer power: HIGH - low switching costs, easy cancellation. Substitutes: HIGH - supermarkets, takeaway, cooking from scratch. Supplier power: MODERATE - fresh-produce dependence. Rivalry: HIGH - heavy discounting to acquire. Verdict: structurally unattractive - thin margins, churn-driven. Implication: compete on differentiation and retention (CLV), not acquisition price wars. Marker note: must end on a verdict + implication, not five descriptions. 06 APPLY feral segmentation . 6 marks Explain feral segmentation and contrast it with firm-driven ad-hoc segmentation, using a real "found-in- the-wild" consumer group as your example. 解释野生细分(feral segmentation),并用一个真实的“在自然中发现”的消费者群体作为例子,将其与企业主导的临时 性细分(ad-hoc segmentation) 对比。 MODEL ANSWER Ad-hoc segmentation is top-down - the firm carves the market with chosen variables (demographic/psychographic) and statistical routines, treating consumers "as strangers. " Feral segmentation (Diaz Ruiz & Kjellberg) is bottom-up: real, naturally-occurring groups surface in the wild and are named by cultural intermediaries (influencers, bloggers). Example: "fur parents" - pet owners treating pets as children, a group surfaced and named online, now courted by premium pet brands. The four feral steps: establishing deviance - prototyping - anchoring - vaccination. Marker note: the bottom-up vs top-down contrast + a CI is the core. MKTG90004 . Marketing Management 07 APPLY STP . 6 marks For Who Gives A Crap (sustainable toilet paper), identify a target segment and write a positioning statement using the standard template. 为 Who Gives A Crap (可持续卫生纸)确定一个目标细分,并用标准模板写一份定位陈述。 MODEL ANSWER Target: values-driven, higher-income urban households who care about sustainability and are willing to pay a premium (psychographic + behavioural). Positioning statement: "For environmentally-conscious households, Who Gives A Crap is the everyday essentials brand that is the only one donating 50% of profits to sanitation while using plastic-free, recycled materials, so they can feel their routine purchases do good, because its transparency and donation record prove it. " Marker note: POD must be a real, defensible difference, not a slogan. MKTG90004 . Marketing Management PRACTICE . APPLIED DRILL - PRACTICE BANK (CONT. ) Mini situation-analysis & positioning drill 迷你情境分析与定位训练 The applied core, exam-sized: analyse, conclude, recommend, justify 应用核心,按考试体量:分析、得出结论、给出建议、加以论证 08 MINI SITUATION ANALYSIS 12 marks . the signature applied item[30]Source: asksia-cheatsheet-mktg90004.pdf4b . Consumer Analysis W2 . FEEDS PART A 5-stage decision process: problem recognition -> information search -> evaluation -> purchase > post- purchase. Buying roles: initiator . influencer . decider . buyer . user (+ gatekeeper/payer) - the buyer is often not the user, which changes who you target. Involvement: high vs low -> extended / limited / routine problem-solving. Influences: social (reference groups - membership/aspirational/dissociative; opinion leaders), personal (life-cycle, Big Five personality, lifestyle, self-concept), cultural (culture as a "codebook"; brand communities/tribes), situational (place, time, mood). Social Practice Theory (Shove): consumption = meanings + competences + materials - used to design behaviour change. 5 . STP - the Strategic Core W4 STP = Segmentation -> Targeting -> Positioning; the three stages work together (the "cake" analogy). It converts a broad market into chosen segments, prioritised targets, and a distinctive position - the strategy that the mix then executes . Output = the value proposition, sitting at the strategy<>tactics hinge. Get STP right and the mix almost designs itself; get it wrong and no amount of clever tactics rescues it. Segments without targeting is just description; targeting without positioning is a target you can't win. 5b . Why Segment? THE LOGIC One offer can't serve everyone well. Segmentation lets the firm match a tailored value proposition to a group whose perceived costs & benefits are similar - raising relevance, willingness-to-pay and efficiency of spend. A good segment is measurable, substantial, accessible, differentiable & actionable. 6 · Segmentation TWO APPROACHES Ad-hoc (top-down, firm-driven) - four common bases: · Psychographic - values, lifestyle, personality · Behavioural - benefits sought, usage, loyalty 5-step routine: define market -> select variables -> aggregate > run statistical routines -> build personae. Criticised for portraying consumers "as if they were strangers" defined only by firm-chosen variables - the firm decides who exists, then markets to its own construct. * FERAL SEGMENTATION Diaz Ruiz & Kjellberg 2020 Bottom-up, "found in the wild": segments are naturally-occurring human groups surfaced by cultural intermediaries (opinion leaders, bloggers, influencers, "cool hunters"). 4 steps: establish deviance -> prototyping > anchoring > vaccination. Canonical examples: "lumbersexuals," "fur parents. " 7 . Targeting PRIORITISE "All customers are not created equal" - choose whom to prioritise & whom to ignore; put scarce resources on the highest-payoff segment. Select using three lenses (Gupta 2014): segment characteristics (size, growth, profit), competition (intensity), company fit (objectives, competencies). Breadth spectrum (broad > narrow): undifferentiated (mass) -> differentiated > concentrated (niche) -> micromarketing -> local -> individual. Narrower = more relevance & loyalty but smaller volume & higher risk. Persona = "the poster child of your segment" - demographics, behaviours, goals, pain points, channels. It keeps the team honest about who they're really designing for.
• 4 steps：establishing deviance → prototyping → anchoring → vaccination。[8]Source: asksia-bible-mktg90004-bilingual.pdf考试的核心动作:拿一个具名框架,把它应用到一个真实品牌上 Q4 APPLY PLC . 6 marks Place Duolingo on the Product Life Cycle and recommend the appropriate marketing-mix emphasis for that stage. Justify your placement. 把 Duolingo 放到产品生命周期上,并为该阶段推荐合适的营销组合侧重点。请论证你的定位。 MODEL ANSWER Duolingo sits in growth (rapid user uptake, rising profile, new entrants/competitors appearing). Mix emphasis: Product - add features & tiers to deepen engagement; Promotion - shift from pure awareness to differentiation (its bold social persona); Place - widen channels; Price - introduce premium tiers to monetise the base. Objective in growth = maximise market share before maturity. Marker note: any defensible stage scores if the mix logic fits it; reward the justification. 05 APPLY Porter's 5 Forces . 6 marks Apply Porter's Five Forces to the Australian meal-kit market (e. g. HelloFresh, Youfoodz). Conclude whether it is structurally attractive. 把波特五力应用于澳大利亚的预制餐包(meal-kit)市场(如 HelloFresh、Youfoodz)。判断它在结构上是否具有吸引 力。 MODEL ANSWER Entrants: HIGH - low barriers, easy to copy. Buyer power: HIGH - low switching costs, easy cancellation. Substitutes: HIGH - supermarkets, takeaway, cooking from scratch. Supplier power: MODERATE - fresh-produce dependence. Rivalry: HIGH - heavy discounting to acquire. Verdict: structurally unattractive - thin margins, churn-driven. Implication: compete on differentiation and retention (CLV), not acquisition price wars. Marker note: must end on a verdict + implication, not five descriptions. 06 APPLY feral segmentation . 6 marks Explain feral segmentation and contrast it with firm-driven ad-hoc segmentation, using a real "found-in- the-wild" consumer group as your example. 解释野生细分(feral segmentation),并用一个真实的“在自然中发现”的消费者群体作为例子,将其与企业主导的临时 性细分(ad-hoc segmentation) 对比。 MODEL ANSWER Ad-hoc segmentation is top-down - the firm carves the market with chosen variables (demographic/psychographic) and statistical routines, treating consumers "as strangers. " Feral segmentation (Diaz Ruiz & Kjellberg) is bottom-up: real, naturally-occurring groups surface in the wild and are named by cultural intermediaries (influencers, bloggers). Example: "fur parents" - pet owners treating pets as children, a group surfaced and named online, now courted by premium pet brands. The four feral steps: establishing deviance - prototyping - anchoring - vaccination. Marker note: the bottom-up vs top-down contrast + a CI is the core. MKTG90004 . Marketing Management 07 APPLY STP . 6 marks For Who Gives A Crap (sustainable toilet paper), identify a target segment and write a positioning statement using the standard template. 为 Who Gives A Crap (可持续卫生纸)确定一个目标细分,并用标准模板写一份定位陈述。 MODEL ANSWER Target: values-driven, higher-income urban households who care about sustainability and are willing to pay a premium (psychographic + behavioural). Positioning statement: "For environmentally-conscious households, Who Gives A Crap is the everyday essentials brand that is the only one donating 50% of profits to sanitation while using plastic-free, recycled materials, so they can feel their routine purchases do good, because its transparency and donation record prove it. " Marker note: POD must be a real, defensible difference, not a slogan. MKTG90004 . Marketing Management PRACTICE . APPLIED DRILL - PRACTICE BANK (CONT. ) Mini situation-analysis & positioning drill 迷你情境分析与定位训练 The applied core, exam-sized: analyse, conclude, recommend, justify 应用核心,按考试体量:分析、得出结论、给出建议、加以论证 08 MINI SITUATION ANALYSIS 12 marks . the signature applied item[30]Source: asksia-cheatsheet-mktg90004.pdf4b . Consumer Analysis W2 . FEEDS PART A 5-stage decision process: problem recognition -> information search -> evaluation -> purchase > post- purchase. Buying roles: initiator . influencer . decider . buyer . user (+ gatekeeper/payer) - the buyer is often not the user, which changes who you target. Involvement: high vs low -> extended / limited / routine problem-solving. Influences: social (reference groups - membership/aspirational/dissociative; opinion leaders), personal (life-cycle, Big Five personality, lifestyle, self-concept), cultural (culture as a "codebook"; brand communities/tribes), situational (place, time, mood). Social Practice Theory (Shove): consumption = meanings + competences + materials - used to design behaviour change. 5 . STP - the Strategic Core W4 STP = Segmentation -> Targeting -> Positioning; the three stages work together (the "cake" analogy). It converts a broad market into chosen segments, prioritised targets, and a distinctive position - the strategy that the mix then executes . Output = the value proposition, sitting at the strategy<>tactics hinge. Get STP right and the mix almost designs itself; get it wrong and no amount of clever tactics rescues it. Segments without targeting is just description; targeting without positioning is a target you can't win. 5b . Why Segment? THE LOGIC One offer can't serve everyone well. Segmentation lets the firm match a tailored value proposition to a group whose perceived costs & benefits are similar - raising relevance, willingness-to-pay and efficiency of spend. A good segment is measurable, substantial, accessible, differentiable & actionable. 6 · Segmentation TWO APPROACHES Ad-hoc (top-down, firm-driven) - four common bases: · Psychographic - values, lifestyle, personality · Behavioural - benefits sought, usage, loyalty 5-step routine: define market -> select variables -> aggregate > run statistical routines -> build personae. Criticised for portraying consumers "as if they were strangers" defined only by firm-chosen variables - the firm decides who exists, then markets to its own construct. * FERAL SEGMENTATION Diaz Ruiz & Kjellberg 2020 Bottom-up, "found in the wild": segments are naturally-occurring human groups surfaced by cultural intermediaries (opinion leaders, bloggers, influencers, "cool hunters"). 4 steps: establish deviance -> prototyping > anchoring > vaccination. Canonical examples: "lumbersexuals," "fur parents. " 7 . Targeting PRIORITISE "All customers are not created equal" - choose whom to prioritise & whom to ignore; put scarce resources on the highest-payoff segment. Select using three lenses (Gupta 2014): segment characteristics (size, growth, profit), competition (intensity), company fit (objectives, competencies). Breadth spectrum (broad > narrow): undifferentiated (mass) -> differentiated > concentrated (niche) -> micromarketing -> local -> individual. Narrower = more relevance & loyalty but smaller volume & higher risk. Persona = "the poster child of your segment" - demographics, behaviours, goals, pain points, channels. It keeps the team honest about who they're really designing for.
• 考试核心：bottom-up vs top-down 对比 + 给一个真实例子。[8]Source: asksia-bible-mktg90004-bilingual.pdf考试的核心动作:拿一个具名框架,把它应用到一个真实品牌上 Q4 APPLY PLC . 6 marks Place Duolingo on the Product Life Cycle and recommend the appropriate marketing-mix emphasis for that stage. Justify your placement. 把 Duolingo 放到产品生命周期上,并为该阶段推荐合适的营销组合侧重点。请论证你的定位。 MODEL ANSWER Duolingo sits in growth (rapid user uptake, rising profile, new entrants/competitors appearing). Mix emphasis: Product - add features & tiers to deepen engagement; Promotion - shift from pure awareness to differentiation (its bold social persona); Place - widen channels; Price - introduce premium tiers to monetise the base. Objective in growth = maximise market share before maturity. Marker note: any defensible stage scores if the mix logic fits it; reward the justification. 05 APPLY Porter's 5 Forces . 6 marks Apply Porter's Five Forces to the Australian meal-kit market (e. g. HelloFresh, Youfoodz). Conclude whether it is structurally attractive. 把波特五力应用于澳大利亚的预制餐包(meal-kit)市场(如 HelloFresh、Youfoodz)。判断它在结构上是否具有吸引 力。 MODEL ANSWER Entrants: HIGH - low barriers, easy to copy. Buyer power: HIGH - low switching costs, easy cancellation. Substitutes: HIGH - supermarkets, takeaway, cooking from scratch. Supplier power: MODERATE - fresh-produce dependence. Rivalry: HIGH - heavy discounting to acquire. Verdict: structurally unattractive - thin margins, churn-driven. Implication: compete on differentiation and retention (CLV), not acquisition price wars. Marker note: must end on a verdict + implication, not five descriptions. 06 APPLY feral segmentation . 6 marks Explain feral segmentation and contrast it with firm-driven ad-hoc segmentation, using a real "found-in- the-wild" consumer group as your example. 解释野生细分(feral segmentation),并用一个真实的“在自然中发现”的消费者群体作为例子,将其与企业主导的临时 性细分(ad-hoc segmentation) 对比。 MODEL ANSWER Ad-hoc segmentation is top-down - the firm carves the market with chosen variables (demographic/psychographic) and statistical routines, treating consumers "as strangers. " Feral segmentation (Diaz Ruiz & Kjellberg) is bottom-up: real, naturally-occurring groups surface in the wild and are named by cultural intermediaries (influencers, bloggers). Example: "fur parents" - pet owners treating pets as children, a group surfaced and named online, now courted by premium pet brands. The four feral steps: establishing deviance - prototyping - anchoring - vaccination. Marker note: the bottom-up vs top-down contrast + a CI is the core. MKTG90004 . Marketing Management 07 APPLY STP . 6 marks For Who Gives A Crap (sustainable toilet paper), identify a target segment and write a positioning statement using the standard template. 为 Who Gives A Crap (可持续卫生纸)确定一个目标细分,并用标准模板写一份定位陈述。 MODEL ANSWER Target: values-driven, higher-income urban households who care about sustainability and are willing to pay a premium (psychographic + behavioural). Positioning statement: "For environmentally-conscious households, Who Gives A Crap is the everyday essentials brand that is the only one donating 50% of profits to sanitation while using plastic-free, recycled materials, so they can feel their routine purchases do good, because its transparency and donation record prove it. " Marker note: POD must be a real, defensible difference, not a slogan. MKTG90004 . Marketing Management PRACTICE . APPLIED DRILL - PRACTICE BANK (CONT. ) Mini situation-analysis & positioning drill 迷你情境分析与定位训练 The applied core, exam-sized: analyse, conclude, recommend, justify 应用核心,按考试体量:分析、得出结论、给出建议、加以论证 08 MINI SITUATION ANALYSIS 12 marks . the signature applied item

4.2 Targeting（目标市场选择）

选目标的三透镜（3 lenses）

• segment characteristics（规模/增长/利润）
• competition（竞争强度）
• company fit（公司能力与目标契合）[30]Source: asksia-cheatsheet-mktg90004.pdf4b . Consumer Analysis W2 . FEEDS PART A 5-stage decision process: problem recognition -> information search -> evaluation -> purchase > post- purchase. Buying roles: initiator . influencer . decider . buyer . user (+ gatekeeper/payer) - the buyer is often not the user, which changes who you target. Involvement: high vs low -> extended / limited / routine problem-solving. Influences: social (reference groups - membership/aspirational/dissociative; opinion leaders), personal (life-cycle, Big Five personality, lifestyle, self-concept), cultural (culture as a "codebook"; brand communities/tribes), situational (place, time, mood). Social Practice Theory (Shove): consumption = meanings + competences + materials - used to design behaviour change. 5 . STP - the Strategic Core W4 STP = Segmentation -> Targeting -> Positioning; the three stages work together (the "cake" analogy). It converts a broad market into chosen segments, prioritised targets, and a distinctive position - the strategy that the mix then executes . Output = the value proposition, sitting at the strategy<>tactics hinge. Get STP right and the mix almost designs itself; get it wrong and no amount of clever tactics rescues it. Segments without targeting is just description; targeting without positioning is a target you can't win. 5b . Why Segment? THE LOGIC One offer can't serve everyone well. Segmentation lets the firm match a tailored value proposition to a group whose perceived costs & benefits are similar - raising relevance, willingness-to-pay and efficiency of spend. A good segment is measurable, substantial, accessible, differentiable & actionable. 6 · Segmentation TWO APPROACHES Ad-hoc (top-down, firm-driven) - four common bases: · Psychographic - values, lifestyle, personality · Behavioural - benefits sought, usage, loyalty 5-step routine: define market -> select variables -> aggregate > run statistical routines -> build personae. Criticised for portraying consumers "as if they were strangers" defined only by firm-chosen variables - the firm decides who exists, then markets to its own construct. * FERAL SEGMENTATION Diaz Ruiz & Kjellberg 2020 Bottom-up, "found in the wild": segments are naturally-occurring human groups surfaced by cultural intermediaries (opinion leaders, bloggers, influencers, "cool hunters"). 4 steps: establish deviance -> prototyping > anchoring > vaccination. Canonical examples: "lumbersexuals," "fur parents. " 7 . Targeting PRIORITISE "All customers are not created equal" - choose whom to prioritise & whom to ignore; put scarce resources on the highest-payoff segment. Select using three lenses (Gupta 2014): segment characteristics (size, growth, profit), competition (intensity), company fit (objectives, competencies). Breadth spectrum (broad > narrow): undifferentiated (mass) -> differentiated > concentrated (niche) -> micromarketing -> local -> individual. Narrower = more relevance & loyalty but smaller volume & higher risk. Persona = "the poster child of your segment" - demographics, behaviours, goals, pain points, channels. It keeps the team honest about who they're really designing for.

Breadth spectrum（从宽到窄）

• undifferentiated（大众）→ differentiated → concentrated（利基）→ micromarketing → local → individual。[30]Source: asksia-cheatsheet-mktg90004.pdf4b . Consumer Analysis W2 . FEEDS PART A 5-stage decision process: problem recognition -> information search -> evaluation -> purchase > post- purchase. Buying roles: initiator . influencer . decider . buyer . user (+ gatekeeper/payer) - the buyer is often not the user, which changes who you target. Involvement: high vs low -> extended / limited / routine problem-solving. Influences: social (reference groups - membership/aspirational/dissociative; opinion leaders), personal (life-cycle, Big Five personality, lifestyle, self-concept), cultural (culture as a "codebook"; brand communities/tribes), situational (place, time, mood). Social Practice Theory (Shove): consumption = meanings + competences + materials - used to design behaviour change. 5 . STP - the Strategic Core W4 STP = Segmentation -> Targeting -> Positioning; the three stages work together (the "cake" analogy). It converts a broad market into chosen segments, prioritised targets, and a distinctive position - the strategy that the mix then executes . Output = the value proposition, sitting at the strategy<>tactics hinge. Get STP right and the mix almost designs itself; get it wrong and no amount of clever tactics rescues it. Segments without targeting is just description; targeting without positioning is a target you can't win. 5b . Why Segment? THE LOGIC One offer can't serve everyone well. Segmentation lets the firm match a tailored value proposition to a group whose perceived costs & benefits are similar - raising relevance, willingness-to-pay and efficiency of spend. A good segment is measurable, substantial, accessible, differentiable & actionable. 6 · Segmentation TWO APPROACHES Ad-hoc (top-down, firm-driven) - four common bases: · Psychographic - values, lifestyle, personality · Behavioural - benefits sought, usage, loyalty 5-step routine: define market -> select variables -> aggregate > run statistical routines -> build personae. Criticised for portraying consumers "as if they were strangers" defined only by firm-chosen variables - the firm decides who exists, then markets to its own construct. * FERAL SEGMENTATION Diaz Ruiz & Kjellberg 2020 Bottom-up, "found in the wild": segments are naturally-occurring human groups surfaced by cultural intermediaries (opinion leaders, bloggers, influencers, "cool hunters"). 4 steps: establish deviance -> prototyping > anchoring > vaccination. Canonical examples: "lumbersexuals," "fur parents. " 7 . Targeting PRIORITISE "All customers are not created equal" - choose whom to prioritise & whom to ignore; put scarce resources on the highest-payoff segment. Select using three lenses (Gupta 2014): segment characteristics (size, growth, profit), competition (intensity), company fit (objectives, competencies). Breadth spectrum (broad > narrow): undifferentiated (mass) -> differentiated > concentrated (niche) -> micromarketing -> local -> individual. Narrower = more relevance & loyalty but smaller volume & higher risk. Persona = "the poster child of your segment" - demographics, behaviours, goals, pain points, channels. It keeps the team honest about who they're really designing for.

4.3 Positioning（定位）

POP vs POD（超高频）

• POP（Points of Parity）：入场券/必须匹配的“table stakes”
• POD（Points of Difference）：你被选中的理由（可辩护的差异）[26]Source: asksia-cheatsheet-mktg90004.pdf7b . Strategic vs Tactical TARGETING Strategic = customising the offer to needs (compatibility & attractiveness). Tactical = reaching those customers cost-efficiently, matching values to profiles. The two must agree - no point targeting a segment you can't profitably reach. 7c . Build a Persona PART A . OPTIONAL A persona makes the target segment vivid & decision- ready. Pin: demographics, behaviours, goals, pain points, motivations, preferred channels & devices. It anchors later choices - messaging, media, the customer journey - so the whole mix speaks to one believable person, not an abstraction. 8 . DISTINCTIVE PLACE IN THE Positioning MIND Positioning = designing the offering & image to occupy a distinctive place in the target's mind; needs a frame of reference (the competitive set). POP vs POD: Points of Parity = "table stakes" you must match to be considered; Points of Difference = what makes you the chosen one. Win on POD while covering POP. Perceptual map - plot target perceptions on two opposed attribute axes relevant to the target; aim to stand alone (clear POD), not cluster with rivals. Build several maps on different attribute pairs if useful. 8b · Positioning Statement INTERNAL DOC, NOT A SLOGAN TEMPLATE For [target], [brand] is the [category] that is the [POD] so they can [end benefit] because [reason to believe]. Must be unique, memorable & credible. It is an internal compass, not ad copy. Part B requires two statements - current vs new (repositioning). 8c · Repositioning WHEN & WHY = redesigning the offer/image to shift the place in the mind. Driven by declining performance or environmental shifts; costly for established brands (many launch a new product/brand instead). Triggered by changes in POD, competitive frame, target market, product characteristics or value proposition. Existing customers may resist a shift they didn't ask for. 9 · Setting Objectives PART B Marketing objectives must be SMART: Specific, Measurable, Attainable, Relevant, Timely (assignment caps at ≤2). Monetary goals (income, margin, ROI) vs strategic goals (sales volume, awareness, retention, social welfare for NFPs). Objectives turn the diagnosis into a measurable target the mix must hit, and the metric you'll later track - they bridge Part A to Part B. 9b . Frame of POSITIONING Reference DEPENDS ON IT

Positioning statement（定位陈述，模板必须会写）

• “For [target], [brand] is the [category] that is the [POD] so they can [end benefit] because [reason to believe].”[12]Source: asksia-bible-mktg90004-bilingual.pdfPART B . RECOMMENDATIONS - PART B - RECOMMENDATIONS From evidence to strategy to action 从证据到战略再到行动 SMART objectives, an STP strategy, a justified marketing mix, and the metrics to prove it SMART目标、一套STP战略、有论证的营销组合,以及证明它有效的指标 TL;DR. Part B answers "so what should the client do?" in a tight chain: SMART objectives (what success looks like, with numbers) - STP (the strategy: segment, target, position) - marketing-mix actions (the 7Ps that deliver the positioning) - metrics (how you'll know it worked). Every link is justified by Part A evidence and ends in commercial implications - cost, feasibility, timeline. 太长不看(TL;DR)。Part B 用一条紧凑的链条回答“那么客户应该做什么?”:SMART 目标(成功是什么样,带数字)→ STP(战略:细分、目标选择、定位)→营销组合行动(交付定位的 7Ps)→指标(你将如何知道它奏效了)。每一环都由 Part A 的证据加以证明,并以商业含义收尾 -- 成本、可行性、时间表。 - 1 Objectives. State ≤2 SMART marketing objectives (Specific, Measurable, Attainable, Relevant, Timely). For an NFP, these may be strategic (reach, enrolments, awareness) rather than purely monetary. 目标。陈述不超过2条 SMART 营销目标(具体、可衡量、可达成、相关、有时限)。对一个NFP而言,这些可能是战略性 的(触达、报名人数、知晓),而非纯货币性的。 2 Segmentation & Targeting. Segment the market (demographic / geographic / psychographic / behavioural - or a bottom-up feral segment), then pick the target using segment attractiveness x competition x company fit. 细分与目标选择。细分市场(人口/地理/心理/行为 -- 或一个自下而上的野生(feral)细分),然后用细分吸引力 × 竞争 × 公司契合度来挑选目标。 3 Positioning. Write a positioning statement (internal strategic doc, not a slogan): "For [target], [brand] is the [category] that is the [POD] so they can [benefit] because [reason to believe]. " Part B asks for two - current vs proposed (repositioning). A perceptual map shows the move. 定位。写一份定位陈述(内部战略文档,而非口号):“对于[目标顾客],[品牌]是那个[POD]的[品类],因此他们能够[利益], 因为[相信的理由]。”Part B 要求两份 -- 当前 vs拟议(重新定位)。一张知觉图展示这一挪动。 4 Marketing-mix actions (7Ps). For each relevant P, propose a specific action that delivers the positioning - and note the knock-on for the other Ps (the mix is interdependent). 营销组合行动(7Ps)。对每个相关的P,提出一个交付定位的具体行动 -- 并注明对其他P的连带影响(组合是相互依存 的)。 5 Implementation & control. A step-by-step action plan with short- and long-term milestones, visual mock- ups, commercial implications (cost vs benefit, feasibility), and the metrics that track each objective. 实施与控制。一份逐步的行动计划,配短期与长期里程碑、视觉草样、商业含义(成本与收益、可行性)以及追踪每项目标的 指标。 MKTG90004 . Marketing Management i Two positioning statements: current vs proposed 两份定位陈述:现状与拟议 Part B requires the current position (where the brand sits in the target's mind today) and the proposed position (where your strategy moves it). The gap between them is your strategic recommendation - make the repositioning explicit and justify the move from Part A evidence. Part B 既要求当前位置(品牌今天在目标顾客心智中 所处之处),也要求拟议位置(你的战略将它挪到何 处)。两者之间的差距就是你的战略建议 -- 把重新定 位显性化,并以 Part A 的证据论证这一挪动。 ✓ Mock-ups are allowed - use them 允许使用样稿 -- 就用它们 Uniquely for this subject, AI-generated visual mock- ups are permitted (with disclosure) to illustrate recommendations - a sample social post, a product- line image, a packaging concept. They make abstract tactics concrete and lift a plan from "told" to "shown. " 本科目独有的一点:允许(在披露的前提下)使用 AI 生成的视觉草样来说明建议 -- 一条样例社媒帖、一 张产品线图、一个包装概念。它们让抽象的战术变得 具体,把计划从“讲述”提升到“展示”。 MKTG90004 . Marketing Management PLAN . WHAT WINS THE MARKETING PLAN (CONT. ) Writing it, justifying it, and what earns the top band 如何撰写、如何论证,以及什么能拿到最高分档[26]Source: asksia-cheatsheet-mktg90004.pdf7b . Strategic vs Tactical TARGETING Strategic = customising the offer to needs (compatibility & attractiveness). Tactical = reaching those customers cost-efficiently, matching values to profiles. The two must agree - no point targeting a segment you can't profitably reach. 7c . Build a Persona PART A . OPTIONAL A persona makes the target segment vivid & decision- ready. Pin: demographics, behaviours, goals, pain points, motivations, preferred channels & devices. It anchors later choices - messaging, media, the customer journey - so the whole mix speaks to one believable person, not an abstraction. 8 . DISTINCTIVE PLACE IN THE Positioning MIND Positioning = designing the offering & image to occupy a distinctive place in the target's mind; needs a frame of reference (the competitive set). POP vs POD: Points of Parity = "table stakes" you must match to be considered; Points of Difference = what makes you the chosen one. Win on POD while covering POP. Perceptual map - plot target perceptions on two opposed attribute axes relevant to the target; aim to stand alone (clear POD), not cluster with rivals. Build several maps on different attribute pairs if useful. 8b · Positioning Statement INTERNAL DOC, NOT A SLOGAN TEMPLATE For [target], [brand] is the [category] that is the [POD] so they can [end benefit] because [reason to believe]. Must be unique, memorable & credible. It is an internal compass, not ad copy. Part B requires two statements - current vs new (repositioning). 8c · Repositioning WHEN & WHY = redesigning the offer/image to shift the place in the mind. Driven by declining performance or environmental shifts; costly for established brands (many launch a new product/brand instead). Triggered by changes in POD, competitive frame, target market, product characteristics or value proposition. Existing customers may resist a shift they didn't ask for. 9 · Setting Objectives PART B Marketing objectives must be SMART: Specific, Measurable, Attainable, Relevant, Timely (assignment caps at ≤2). Monetary goals (income, margin, ROI) vs strategic goals (sales volume, awareness, retention, social welfare for NFPs). Objectives turn the diagnosis into a measurable target the mix must hit, and the metric you'll later track - they bridge Part A to Part B. 9b . Frame of POSITIONING Reference DEPENDS ON IT
• 重点：这是一份 internal strategic doc（内部战略文件），不是 slogan（口号）。[26]Source: asksia-cheatsheet-mktg90004.pdf7b . Strategic vs Tactical TARGETING Strategic = customising the offer to needs (compatibility & attractiveness). Tactical = reaching those customers cost-efficiently, matching values to profiles. The two must agree - no point targeting a segment you can't profitably reach. 7c . Build a Persona PART A . OPTIONAL A persona makes the target segment vivid & decision- ready. Pin: demographics, behaviours, goals, pain points, motivations, preferred channels & devices. It anchors later choices - messaging, media, the customer journey - so the whole mix speaks to one believable person, not an abstraction. 8 . DISTINCTIVE PLACE IN THE Positioning MIND Positioning = designing the offering & image to occupy a distinctive place in the target's mind; needs a frame of reference (the competitive set). POP vs POD: Points of Parity = "table stakes" you must match to be considered; Points of Difference = what makes you the chosen one. Win on POD while covering POP. Perceptual map - plot target perceptions on two opposed attribute axes relevant to the target; aim to stand alone (clear POD), not cluster with rivals. Build several maps on different attribute pairs if useful. 8b · Positioning Statement INTERNAL DOC, NOT A SLOGAN TEMPLATE For [target], [brand] is the [category] that is the [POD] so they can [end benefit] because [reason to believe]. Must be unique, memorable & credible. It is an internal compass, not ad copy. Part B requires two statements - current vs new (repositioning). 8c · Repositioning WHEN & WHY = redesigning the offer/image to shift the place in the mind. Driven by declining performance or environmental shifts; costly for established brands (many launch a new product/brand instead). Triggered by changes in POD, competitive frame, target market, product characteristics or value proposition. Existing customers may resist a shift they didn't ask for. 9 · Setting Objectives PART B Marketing objectives must be SMART: Specific, Measurable, Attainable, Relevant, Timely (assignment caps at ≤2). Monetary goals (income, margin, ROI) vs strategic goals (sales volume, awareness, retention, social welfare for NFPs). Objectives turn the diagnosis into a measurable target the mix must hit, and the metric you'll later track - they bridge Part A to Part B. 9b . Frame of POSITIONING Reference DEPENDS ON IT

Frame of reference（竞争参照系）

• 参照系选错，定位就会失灵：窄参照系 POD 更锋利但市场小；宽参照系市场大但差异模糊。[27]Source: asksia-cheatsheet-mktg90004.pdfPerceptual map - plot target perceptions on two opposed attribute axes relevant to the target; aim to stand alone (clear POD), not cluster with rivals. Build several maps on different attribute pairs if useful. 8b · Positioning Statement INTERNAL DOC, NOT A SLOGAN TEMPLATE For [target], [brand] is the [category] that is the [POD] so they can [end benefit] because [reason to believe]. Must be unique, memorable & credible. It is an internal compass, not ad copy. Part B requires two statements - current vs new (repositioning). 8c · Repositioning WHEN & WHY = redesigning the offer/image to shift the place in the mind. Driven by declining performance or environmental shifts; costly for established brands (many launch a new product/brand instead). Triggered by changes in POD, competitive frame, target market, product characteristics or value proposition. Existing customers may resist a shift they didn't ask for. 9 · Setting Objectives PART B Marketing objectives must be SMART: Specific, Measurable, Attainable, Relevant, Timely (assignment caps at ≤2). Monetary goals (income, margin, ROI) vs strategic goals (sales volume, awareness, retention, social welfare for NFPs). Objectives turn the diagnosis into a measurable target the mix must hit, and the metric you'll later track - they bridge Part A to Part B. 9b . Frame of POSITIONING Reference DEPENDS ON IT No position exists in a vacuum - it's always relative to a competitive set. Pick the frame deliberately: a narrow frame makes your POD sharper but the market smaller; a broad frame grows the market but blurs difference. Get the frame wrong and the whole position misfires. 10 . The 7Ps Mix TACTICS The marketing mix is the tactical layer that executes STP. 4Ps + 3 service Ps: 7PS Product . Price . Place . Promotion + People . Physical evidence/Presence . Process Treated as a "cake" - the elements are interdependent: change one P and there are implications for the others (an interaction table is taught). The mix must be internally consistent and aligned to the position. A premium price needs a premium product, selective place & aspirational promotion - mismatch any P and the offer feels incoherent. 11 . Implementation & CLOSE THE LOOP Control Part B "delivery plan" = a step-by-step action plan with short- & long-term milestones, visual mock-ups, and commercial implications (cost vs benefit, feasibility - e. g. an "impactful use of a $10-15K budget" for an NFP client).

5）7Ps Marketing Mix（战术层）——必须能“用它来执行定位”

• Product / Price / Place / Promotion + People / Physical evidence（Presence）/ Process。[21]Source: asksia-cheatsheet-mktg90004.pdfNo position exists in a vacuum - it's always relative to a competitive set. Pick the frame deliberately: a narrow frame makes your POD sharper but the market smaller; a broad frame grows the market but blurs difference. Get the frame wrong and the whole position misfires. 10 . The 7Ps Mix TACTICS The marketing mix is the tactical layer that executes STP. 4Ps + 3 service Ps: 7PS Product . Price . Place . Promotion + People . Physical evidence/Presence . Process Treated as a "cake" - the elements are interdependent: change one P and there are implications for the others (an interaction table is taught). The mix must be internally consistent and aligned to the position. A premium price needs a premium product, selective place & aspirational promotion - mismatch any P and the offer feels incoherent. 11 . Implementation & CLOSE THE LOOP Control Part B "delivery plan" = a step-by-step action plan with short- & long-term milestones, visual mock-ups, and commercial implications (cost vs benefit, feasibility - e. g. an "impactful use of a $10-15K budget" for an NFP client). Control closes the loop with marketing metrics (Side 2 §19) - market share, satisfaction/CLV/NPS, ROMI - reported on a dashboard. "If you can't measure it you can't improve it" (Drucker). 11b . The Client Plan IN PRACTICE The group plan runs on one real client (NFP / school / haircare). Part A is researched, given verbal feedback in a progress meeting, then refined over the break; Part B builds straight on it. Live-partner groups can pitch at the end-of-semester competition. The skill rewarded is a coherent thread: the SWOT justifies the STP, the STP justifies the mix, the mix hits the objective. 12 . Strategy Checklist EXAM RECALL . SIDE 1 · Marketing = create & deliver value; value = benefits - costs · Core Process: diagnose -> strategy -> tactics > relationships -> capture · Macro = PESTLE -> O/T . Micro = company/suppliers/etc -> S/W · STP before the mix; feral = bottom-up via cultural intermediaries · POP = table stakes . POD = why chosen . Objectives are SMART; ≤2 in the plan SIA > If a question gives a brand & market, the safe spine is: situation (SWOT/Porter) -+ STP -+ one or two mix moves - a metric to track it. That arc shows you can run the whole process. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 flip - for side 2 . the mix & the metrics

• 7Ps 相互依赖：改一个 P，会影响其他 P；必须与定位一致。
• 例：premium price 需要 premium product、selective place、aspirational promotion；一旦不匹配就显得 incoherent。[21]Source: asksia-cheatsheet-mktg90004.pdfNo position exists in a vacuum - it's always relative to a competitive set. Pick the frame deliberately: a narrow frame makes your POD sharper but the market smaller; a broad frame grows the market but blurs difference. Get the frame wrong and the whole position misfires. 10 . The 7Ps Mix TACTICS The marketing mix is the tactical layer that executes STP. 4Ps + 3 service Ps: 7PS Product . Price . Place . Promotion + People . Physical evidence/Presence . Process Treated as a "cake" - the elements are interdependent: change one P and there are implications for the others (an interaction table is taught). The mix must be internally consistent and aligned to the position. A premium price needs a premium product, selective place & aspirational promotion - mismatch any P and the offer feels incoherent. 11 . Implementation & CLOSE THE LOOP Control Part B "delivery plan" = a step-by-step action plan with short- & long-term milestones, visual mock-ups, and commercial implications (cost vs benefit, feasibility - e. g. an "impactful use of a $10-15K budget" for an NFP client). Control closes the loop with marketing metrics (Side 2 §19) - market share, satisfaction/CLV/NPS, ROMI - reported on a dashboard. "If you can't measure it you can't improve it" (Drucker). 11b . The Client Plan IN PRACTICE The group plan runs on one real client (NFP / school / haircare). Part A is researched, given verbal feedback in a progress meeting, then refined over the break; Part B builds straight on it. Live-partner groups can pitch at the end-of-semester competition. The skill rewarded is a coherent thread: the SWOT justifies the STP, the STP justifies the mix, the mix hits the objective. 12 . Strategy Checklist EXAM RECALL . SIDE 1 · Marketing = create & deliver value; value = benefits - costs · Core Process: diagnose -> strategy -> tactics > relationships -> capture · Macro = PESTLE -> O/T . Micro = company/suppliers/etc -> S/W · STP before the mix; feral = bottom-up via cultural intermediaries · POP = table stakes . POD = why chosen . Objectives are SMART; ≤2 in the plan SIA > If a question gives a brand & market, the safe spine is: situation (SWOT/Porter) -+ STP -+ one or two mix moves - a metric to track it. That arc shows you can run the whole process. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 flip - for side 2 . the mix & the metrics

6）Metrics（控制层）——你必须会用“指标”把建议变得可检验

6.1 必会指标定义 + 公式（cheatsheet 直接给了）

• 资料给的写法是：$ROMI = (Revenue - Mktg\ spend)\ *\ Mktg\ spend\ \times 100$（原样记住，考试按你课内口径写）。[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision

• $CLV = (avg\ margin \times retention)\ over\ the\ relationship$（cheatsheet 口径）。[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision

• $NPS = %Promoters - %Detractors$。[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision

• $Market\ share = brand\ sales\ /\ total\ market\ sales$（cheatsheet 口径）。[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision

• Vanity：reach / impressions / likes
• Value：conversion / CLV / ROMI
• 用法：把 marketing 讲成 investment，而不是 expense。[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision

7）Research（研究设计）——会被概念题直接问“你怎么研究/为什么这样研究”

• 先二手数据（例如内部 web analytics 找掉线点）→ 再质性访谈/观察找原因 → 若有假设再 A/B test 做因果验证。[11]Source: asksia-bible-mktg90004-bilingual.pdf横跨整套工具、由AskSia原创的题目––概念问答、框架训练、选择题 How to use this bank. These are original exam-style items written to the unit's level - not copied from any real exam or assignment. Cover the model answer, attempt the item on paper, then mark yourself against the marker notes. The exam is 2 hours, 50%; budget your time and always name the framework you're applying - that signposting is half the marks. 如何使用本题库。这些是按本单元水平编写的原创仿真题 -- 并非抄自任何真实考试或作业。先盖住范例答案,在纸上作答, 再对照评分者笔记给自己打分。考试时长2小时,占50%;安排好时间,并始终点名你所运用的框架 -- 这种标示本身就是 一半的分数。 ★ How marketing answers are marked 营销类答案是如何评分的 Definitions earn the floor; application earns the band. A top answer (1) names the framework, (2) applies it to the specific brand/scenario with concrete detail, (3) draws an implication, and (4) flags a limitation or ethical angle. Generic textbook recitation with no brand caps out at a pass. 定义只能拿到底分;应用才能拿到等第。顶级答案会(1)点名框架,(2)用具体细节把它应用到特定品牌 /情景上,(3) 推导出一个含义,并(4)点出一个局限或伦理角度。没有品牌的泛泛教材复述顶多及格。 Q1 CONCEPT value . 4 marks Define customer-delivered value and explain why a premium brand like Patagonia can charge more than a cheaper rival yet still deliver higher value. 定义顾客让渡价值(customer-delivered value),并解释为何像 Patagonia 这样的高端品牌可以比更便宜的对手卖得 更贵,却仍能交付更高的价值。 MODEL ANSWER Customer-delivered value = total customer benefit - total customer cost. Benefits span product, service, personnel and image; costs span monetary, time, energy and psychological. Patagonia's price (monetary cost) is high, but its durability, repair service, and strong image benefit (environmental credibility) lift total benefit further still - and it lowers psychological cost for values-driven buyers (no guilt). Net delivered value can exceed a cheaper rival's despite the higher tag. Marker note: must net benefit against cost, not just list the price. Q2 CONCEPT research design . 4 marks A bank suspects customers abandon its loan application online but doesn't know why. Recommend a research design and method, and justify. 某银行怀疑顾客在线上中途放弃贷款申请,却不知缘由。请推荐一种研究设计与方法,并加以论证。 MODEL ANSWER The problem is vague ("why do they drop out?"), so start exploratory. Use secondary internal data first (web analytics to find where they abandon - the pain point in the funnel), then qualitative primary research - depth interviews or session MKTG90004 . Marketing Management observation - to learn why. If a fixable cause is hypothesised, run a causal A/B test on the redesigned step. Marker note: name the design, sequence secondary-primary, and tie method to the 'why' question. Q3 CONCEPT metrics . 4 marks Distinguish a vanity metric from a value metric, then state which metric you'd report to a CFO who thinks marketing is a cost centre, and why. 区分虚荣指标与价值指标,然后说明你会向一位认为营销是成本中心的CFO 汇报哪个指标,以及为什么。 MODEL ANSWER A vanity metric (impressions, likes, reach) flatters but doesn't tie to a business outcome; a value metric (conversion, CLV, ROMI) links to revenue or profit. To a CFO, report ROMI = (marketing revenue - spend) + spend x 100% - it reframes marketing as an investment with a return, not an expense, and directly answers "does the spend pay?" Pair it with CLV to justify acquisition budgets. Marker note: the framing (investment vs expense) is the mark. MKTG90004 . Marketing Management PRACTICE . FRAMEWORK DRILLS - PRACTICE BANK (CONT. ) Apply-a-framework drills 框架应用专项训练 The exam's core move: take a named framework and apply it to a real brand

• 1 定义问题与目标
• 2 制定研究计划
• 3 收集数据
• 4 分析解释
• 5 呈现发现→支持决策
• 关键句：研究只有在降低决策风险时才“值回成本”。[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision

8）Ethics & Sustainability（贯穿每周）——你不写就容易少一档

• greenwashing（漂绿）：夸大环保
• bluewashing（漂蓝）：夸大社会/联合国相关“善意”
• purpose-washing（目的漂洗）
• attitude–behaviour gap（态度—行为差距）
• B Corp（共益企业认证）[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision

• 把 sustainability 当成 strategic lens：它可以是 POD、定位风险、品牌 purpose 来源，但必须有真实行动支撑；空口号会带来监管（如 ACCC）与反噬。[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision

9）“高分答题模板”（你背这个，比背一堆名词更救命）

• 1）Name the framework（点名：PESTLE / Porter / SWOT / STP / 7Ps / PLC / Metrics…）[10]Source: asksia-bible-mktg90004-bilingual.pdfIn the exam you won't write a full plan, but you'll be asked to apply pieces of it to a brand: do a mini situation analysis, write a positioning statement, recommend a mix tweak. Use the same chain - analyse, conclude, recommend, justify - and reference the named framework explicitly. That signposting is what tells the marker you can do strategy, not just recall it. 在考试里你不会写一份完整的计划,但你会被要求把它的各个片段应用到某品牌上:做一个迷你情境分析、写一份定位 陈述、推荐一处组合微调。使用同样的链条 -- 分析、得出结论、建议、论证 -- 并明确引用所点名的框架。这种标示 正是告诉评分者你能做战略,而不只是复述它。 A competent plan describes the client's situation and lists sensible tactics. A distinction plan reads as one argument: here is the evidence, here is what it means, here is what to do, here is how we'll know it worked - for this client, on this budget. 一份合格的计划描述客户的处境并罗列一些合理的战术。一份优等(distinction)的计划读起来像一个论证:这是证 据,这是它的含义,这是要做的事,这是我们将如何知道它奏效了 -- 为这个客户,在这笔预算上。 MARKER'S VOICE . THE TOP BAND MKTG90004 . Marketing Management GLOSSARY . 1/4 BILINGUAL GLOSSARY 双语术语表 · QUICK REFERENCE Strategic-marketing terms, EN & #x 战略营销术语,中英对照 ~50 exam-critical terms, grouped by theme - English, Chinese, one-line definition 约50个考试关键术语,按主题分组 -- 英文、中文、一句话定义 How to use. These are the terms a marker expects you to deploy precisely. Learn the English (it is what you write in the exam and plan), check the +> gloss for fast recall, and use the one-line definition as your minimum-viable answer. Grouped to match the unit's structure: foundations & environment first. 如何使用。这些是评分者期望你精确运用的术语。学好英文(这是你在考试和计划里要写的),查看中文释义以便快速回忆, 并把一行定义当作你的最低可行答案。它们按本单元的结构分组:先是基础与环境。 Term 中文 Definition Foundations & customer value · 营销基础与顾客价值 Marketing concept 营销观念 Achieve goals by understanding and delivering customer value better than rivals Core Process of Marketing 营销核心流程 Diagnostics - strategy - tactics - relationships - capturing value Customer-delivered value 顾客让渡价值 Total customer benefit minus total customer cost Holistic marketing 整体营销 Treating all marketing activities as interconnected, not siloed[11]Source: asksia-bible-mktg90004-bilingual.pdf横跨整套工具、由AskSia原创的题目––概念问答、框架训练、选择题 How to use this bank. These are original exam-style items written to the unit's level - not copied from any real exam or assignment. Cover the model answer, attempt the item on paper, then mark yourself against the marker notes. The exam is 2 hours, 50%; budget your time and always name the framework you're applying - that signposting is half the marks. 如何使用本题库。这些是按本单元水平编写的原创仿真题 -- 并非抄自任何真实考试或作业。先盖住范例答案,在纸上作答, 再对照评分者笔记给自己打分。考试时长2小时,占50%;安排好时间,并始终点名你所运用的框架 -- 这种标示本身就是 一半的分数。 ★ How marketing answers are marked 营销类答案是如何评分的 Definitions earn the floor; application earns the band. A top answer (1) names the framework, (2) applies it to the specific brand/scenario with concrete detail, (3) draws an implication, and (4) flags a limitation or ethical angle. Generic textbook recitation with no brand caps out at a pass. 定义只能拿到底分;应用才能拿到等第。顶级答案会(1)点名框架,(2)用具体细节把它应用到特定品牌 /情景上,(3) 推导出一个含义,并(4)点出一个局限或伦理角度。没有品牌的泛泛教材复述顶多及格。 Q1 CONCEPT value . 4 marks Define customer-delivered value and explain why a premium brand like Patagonia can charge more than a cheaper rival yet still deliver higher value. 定义顾客让渡价值(customer-delivered value),并解释为何像 Patagonia 这样的高端品牌可以比更便宜的对手卖得 更贵,却仍能交付更高的价值。 MODEL ANSWER Customer-delivered value = total customer benefit - total customer cost. Benefits span product, service, personnel and image; costs span monetary, time, energy and psychological. Patagonia's price (monetary cost) is high, but its durability, repair service, and strong image benefit (environmental credibility) lift total benefit further still - and it lowers psychological cost for values-driven buyers (no guilt). Net delivered value can exceed a cheaper rival's despite the higher tag. Marker note: must net benefit against cost, not just list the price. Q2 CONCEPT research design . 4 marks A bank suspects customers abandon its loan application online but doesn't know why. Recommend a research design and method, and justify. 某银行怀疑顾客在线上中途放弃贷款申请,却不知缘由。请推荐一种研究设计与方法,并加以论证。 MODEL ANSWER The problem is vague ("why do they drop out?"), so start exploratory. Use secondary internal data first (web analytics to find where they abandon - the pain point in the funnel), then qualitative primary research - depth interviews or session MKTG90004 . Marketing Management observation - to learn why. If a fixable cause is hypothesised, run a causal A/B test on the redesigned step. Marker note: name the design, sequence secondary-primary, and tie method to the 'why' question. Q3 CONCEPT metrics . 4 marks Distinguish a vanity metric from a value metric, then state which metric you'd report to a CFO who thinks marketing is a cost centre, and why. 区分虚荣指标与价值指标,然后说明你会向一位认为营销是成本中心的CFO 汇报哪个指标,以及为什么。 MODEL ANSWER A vanity metric (impressions, likes, reach) flatters but doesn't tie to a business outcome; a value metric (conversion, CLV, ROMI) links to revenue or profit. To a CFO, report ROMI = (marketing revenue - spend) + spend x 100% - it reframes marketing as an investment with a return, not an expense, and directly answers "does the spend pay?" Pair it with CLV to justify acquisition budgets. Marker note: the framing (investment vs expense) is the mark. MKTG90004 . Marketing Management PRACTICE . FRAMEWORK DRILLS - PRACTICE BANK (CONT. ) Apply-a-framework drills 框架应用专项训练 The exam's core move: take a named framework and apply it to a real brand
• 2）Apply to THIS brand（用题干品牌的具体事实：顾客、竞争、渠道、价格、资源）[11]Source: asksia-bible-mktg90004-bilingual.pdf横跨整套工具、由AskSia原创的题目––概念问答、框架训练、选择题 How to use this bank. These are original exam-style items written to the unit's level - not copied from any real exam or assignment. Cover the model answer, attempt the item on paper, then mark yourself against the marker notes. The exam is 2 hours, 50%; budget your time and always name the framework you're applying - that signposting is half the marks. 如何使用本题库。这些是按本单元水平编写的原创仿真题 -- 并非抄自任何真实考试或作业。先盖住范例答案,在纸上作答, 再对照评分者笔记给自己打分。考试时长2小时,占50%;安排好时间,并始终点名你所运用的框架 -- 这种标示本身就是 一半的分数。 ★ How marketing answers are marked 营销类答案是如何评分的 Definitions earn the floor; application earns the band. A top answer (1) names the framework, (2) applies it to the specific brand/scenario with concrete detail, (3) draws an implication, and (4) flags a limitation or ethical angle. Generic textbook recitation with no brand caps out at a pass. 定义只能拿到底分;应用才能拿到等第。顶级答案会(1)点名框架,(2)用具体细节把它应用到特定品牌 /情景上,(3) 推导出一个含义,并(4)点出一个局限或伦理角度。没有品牌的泛泛教材复述顶多及格。 Q1 CONCEPT value . 4 marks Define customer-delivered value and explain why a premium brand like Patagonia can charge more than a cheaper rival yet still deliver higher value. 定义顾客让渡价值(customer-delivered value),并解释为何像 Patagonia 这样的高端品牌可以比更便宜的对手卖得 更贵,却仍能交付更高的价值。 MODEL ANSWER Customer-delivered value = total customer benefit - total customer cost. Benefits span product, service, personnel and image; costs span monetary, time, energy and psychological. Patagonia's price (monetary cost) is high, but its durability, repair service, and strong image benefit (environmental credibility) lift total benefit further still - and it lowers psychological cost for values-driven buyers (no guilt). Net delivered value can exceed a cheaper rival's despite the higher tag. Marker note: must net benefit against cost, not just list the price. Q2 CONCEPT research design . 4 marks A bank suspects customers abandon its loan application online but doesn't know why. Recommend a research design and method, and justify. 某银行怀疑顾客在线上中途放弃贷款申请,却不知缘由。请推荐一种研究设计与方法,并加以论证。 MODEL ANSWER The problem is vague ("why do they drop out?"), so start exploratory. Use secondary internal data first (web analytics to find where they abandon - the pain point in the funnel), then qualitative primary research - depth interviews or session MKTG90004 . Marketing Management observation - to learn why. If a fixable cause is hypothesised, run a causal A/B test on the redesigned step. Marker note: name the design, sequence secondary-primary, and tie method to the 'why' question. Q3 CONCEPT metrics . 4 marks Distinguish a vanity metric from a value metric, then state which metric you'd report to a CFO who thinks marketing is a cost centre, and why. 区分虚荣指标与价值指标,然后说明你会向一位认为营销是成本中心的CFO 汇报哪个指标,以及为什么。 MODEL ANSWER A vanity metric (impressions, likes, reach) flatters but doesn't tie to a business outcome; a value metric (conversion, CLV, ROMI) links to revenue or profit. To a CFO, report ROMI = (marketing revenue - spend) + spend x 100% - it reframes marketing as an investment with a return, not an expense, and directly answers "does the spend pay?" Pair it with CLV to justify acquisition budgets. Marker note: the framing (investment vs expense) is the mark. MKTG90004 . Marketing Management PRACTICE . FRAMEWORK DRILLS - PRACTICE BANK (CONT. ) Apply-a-framework drills 框架应用专项训练 The exam's core move: take a named framework and apply it to a real brand
• 3）Conclude “so what”（结论/含义：这意味着行业吸引力如何？我们机会/威胁是什么？）[6]Source: asksia-bible-mktg90004-bilingual.pdfThe difference between a competent plan and a distinction plan 一份合格计划与一份优秀计划之间的差别 9 What distinguishes a strong plan 9 什么让一份计划脱颖而出 - Coherence A-B. Every Part B recommendation traces to a Part A finding. No orphan tactics; no analysis that goes nowhere. A→B 的连贯性。每一项 Part B 建议都追溯到一个 Part A 发现。没有孤立的战术;没有走向虚无的分析。 - Evidence over assertion. Claims are backed by data (secondary research, the competitor score table, customer research), not opinion. 以证据胜过断言。各项主张由数据支撑(二手研究、竞争者 评分表、顾客研究),而非意见。 → Sharp focus. Tackles the chosen challenge for a defined target - not "market to everyone. " 聚焦清晰。为一个明确的目标顾客处理所选挑战 -- 而非 “向所有人营销”。 - Justified choices. Says why this segment, why this position, why these Ps - and what was rejected. 选择有据。说出为何这个细分、为何这个定位、为何这些 P 一以及哪些被否决了。 - Commercial realism. Costed, feasible, milestoned - deliverable on the client's real budget. 商业现实感。已估算成本、可行、设有里程碑 -- 能在客户 真实的预算内交付。 - Measured. SMART objectives with matching metrics, so success is checkable. 可衡量。SMART 目标配以相匹配的指标,让成功可被核 对。 - Ethical lens. Flags the ethical dimension (data, sustainability claims, target vulnerability) - an explicit unit outcome. 伦理视角。点出伦理维度(数据、可持续性宣称、目标群体 的脆弱性) -- 这是一项明确的单元成果。 10 How to write & justify it 10 如何撰写并论证它 Use a repeatable move for every section - the same logic the exam rewards: 对每一节都使用一套可重复的动作 -- 与考试所奖励的逻辑 一致: THE SECTION - LEVEL MOVE ANALYSE the evidence - CONCLUDE an implication - RECOMMEND an action - JUSTIFY with the link back ! The two most common failures 两类最常见的失败 (1) Description without implication - a beautiful PESTLE that never says "so what for the client. " (2) Recommendations from nowhere - a Part B tactic with no thread back to Part A. Both lose the same way: the marker can't see the reasoning. (1) 只描述不推导含义 一份漂亮的 PESTLE 却从不 说出“这对客户意味着什么”。(2)凭空而来的建议 --- 一个 Part B 战术与 Part A 没有任何线索相连。两者 都以同一种方式失分:评分者看不见推理。 MKTG90004 . Marketing Management ★ Apply the same logic under exam conditions 在考试条件下运用同样的逻辑[19]Source: asksia-cheatsheet-mktg90004.pdf· Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7 MKTG90004 Marketing Management UNIVERSITY OF MELBOURNE . BUSINESS & ECONOMICS . POSTGRAD EXAM REVISION Sem 1 2026 . SIDE 1 OF 2 2-hr exam 50% + marketing plan SIDE 1/2 STRATEGY . SITUATION . STP . The marketing concept & core process . Customer value . PESTLE . SWOT . Porter's 5 . Segmentation . Targeting . Positioning . The marketing plan 0 . How to Use This READ FIRST * Postgrad strategic marketing. Assessed by a 2-hr final exam (50%) + a semester-long group Marketing Plan (Part A situation analysis 10% . Part B recommendations 20% · presentation 10% · best-5-of- 8 seminar quizzes 10%). No exam hurdle. The marked skill is running the marketing-planning process end-to-end - diagnose, segment, position, then design a mix that delivers value. Side 1 = strategy (concept, situation, STP, the plan); Side 2 = the mix + metrics. Textbook: Kotler, Keller & Chernev (17e). SIA > In the exam, name the framework, apply it to the stimulus, then say "so what" for the manager's decision. Definitions alone score low; applied analysis with a recommendation scores high. 1 . Marketing & Value W1
• 4）Recommend（建议：STP 选择 + 1–2 个 7P 动作）[12]Source: asksia-bible-mktg90004-bilingual.pdfPART B . RECOMMENDATIONS - PART B - RECOMMENDATIONS From evidence to strategy to action 从证据到战略再到行动 SMART objectives, an STP strategy, a justified marketing mix, and the metrics to prove it SMART目标、一套STP战略、有论证的营销组合,以及证明它有效的指标 TL;DR. Part B answers "so what should the client do?" in a tight chain: SMART objectives (what success looks like, with numbers) - STP (the strategy: segment, target, position) - marketing-mix actions (the 7Ps that deliver the positioning) - metrics (how you'll know it worked). Every link is justified by Part A evidence and ends in commercial implications - cost, feasibility, timeline. 太长不看(TL;DR)。Part B 用一条紧凑的链条回答“那么客户应该做什么?”:SMART 目标(成功是什么样,带数字)→ STP(战略:细分、目标选择、定位)→营销组合行动(交付定位的 7Ps)→指标(你将如何知道它奏效了)。每一环都由 Part A 的证据加以证明,并以商业含义收尾 -- 成本、可行性、时间表。 - 1 Objectives. State ≤2 SMART marketing objectives (Specific, Measurable, Attainable, Relevant, Timely). For an NFP, these may be strategic (reach, enrolments, awareness) rather than purely monetary. 目标。陈述不超过2条 SMART 营销目标(具体、可衡量、可达成、相关、有时限)。对一个NFP而言,这些可能是战略性 的(触达、报名人数、知晓),而非纯货币性的。 2 Segmentation & Targeting. Segment the market (demographic / geographic / psychographic / behavioural - or a bottom-up feral segment), then pick the target using segment attractiveness x competition x company fit. 细分与目标选择。细分市场(人口/地理/心理/行为 -- 或一个自下而上的野生(feral)细分),然后用细分吸引力 × 竞争 × 公司契合度来挑选目标。 3 Positioning. Write a positioning statement (internal strategic doc, not a slogan): "For [target], [brand] is the [category] that is the [POD] so they can [benefit] because [reason to believe]. " Part B asks for two - current vs proposed (repositioning). A perceptual map shows the move. 定位。写一份定位陈述(内部战略文档,而非口号):“对于[目标顾客],[品牌]是那个[POD]的[品类],因此他们能够[利益], 因为[相信的理由]。”Part B 要求两份 -- 当前 vs拟议(重新定位)。一张知觉图展示这一挪动。 4 Marketing-mix actions (7Ps). For each relevant P, propose a specific action that delivers the positioning - and note the knock-on for the other Ps (the mix is interdependent). 营销组合行动(7Ps)。对每个相关的P,提出一个交付定位的具体行动 -- 并注明对其他P的连带影响(组合是相互依存 的)。 5 Implementation & control. A step-by-step action plan with short- and long-term milestones, visual mock- ups, commercial implications (cost vs benefit, feasibility), and the metrics that track each objective. 实施与控制。一份逐步的行动计划,配短期与长期里程碑、视觉草样、商业含义(成本与收益、可行性)以及追踪每项目标的 指标。 MKTG90004 . Marketing Management i Two positioning statements: current vs proposed 两份定位陈述:现状与拟议 Part B requires the current position (where the brand sits in the target's mind today) and the proposed position (where your strategy moves it). The gap between them is your strategic recommendation - make the repositioning explicit and justify the move from Part A evidence. Part B 既要求当前位置(品牌今天在目标顾客心智中 所处之处),也要求拟议位置(你的战略将它挪到何 处)。两者之间的差距就是你的战略建议 -- 把重新定 位显性化,并以 Part A 的证据论证这一挪动。 ✓ Mock-ups are allowed - use them 允许使用样稿 -- 就用它们 Uniquely for this subject, AI-generated visual mock- ups are permitted (with disclosure) to illustrate recommendations - a sample social post, a product- line image, a packaging concept. They make abstract tactics concrete and lift a plan from "told" to "shown. " 本科目独有的一点:允许(在披露的前提下)使用 AI 生成的视觉草样来说明建议 -- 一条样例社媒帖、一 张产品线图、一个包装概念。它们让抽象的战术变得 具体,把计划从“讲述”提升到“展示”。 MKTG90004 . Marketing Management PLAN . WHAT WINS THE MARKETING PLAN (CONT. ) Writing it, justifying it, and what earns the top band 如何撰写、如何论证,以及什么能拿到最高分档[21]Source: asksia-cheatsheet-mktg90004.pdfNo position exists in a vacuum - it's always relative to a competitive set. Pick the frame deliberately: a narrow frame makes your POD sharper but the market smaller; a broad frame grows the market but blurs difference. Get the frame wrong and the whole position misfires. 10 . The 7Ps Mix TACTICS The marketing mix is the tactical layer that executes STP. 4Ps + 3 service Ps: 7PS Product . Price . Place . Promotion + People . Physical evidence/Presence . Process Treated as a "cake" - the elements are interdependent: change one P and there are implications for the others (an interaction table is taught). The mix must be internally consistent and aligned to the position. A premium price needs a premium product, selective place & aspirational promotion - mismatch any P and the offer feels incoherent. 11 . Implementation & CLOSE THE LOOP Control Part B "delivery plan" = a step-by-step action plan with short- & long-term milestones, visual mock-ups, and commercial implications (cost vs benefit, feasibility - e. g. an "impactful use of a $10-15K budget" for an NFP client). Control closes the loop with marketing metrics (Side 2 §19) - market share, satisfaction/CLV/NPS, ROMI - reported on a dashboard. "If you can't measure it you can't improve it" (Drucker). 11b . The Client Plan IN PRACTICE The group plan runs on one real client (NFP / school / haircare). Part A is researched, given verbal feedback in a progress meeting, then refined over the break; Part B builds straight on it. Live-partner groups can pitch at the end-of-semester competition. The skill rewarded is a coherent thread: the SWOT justifies the STP, the STP justifies the mix, the mix hits the objective. 12 . Strategy Checklist EXAM RECALL . SIDE 1 · Marketing = create & deliver value; value = benefits - costs · Core Process: diagnose -> strategy -> tactics > relationships -> capture · Macro = PESTLE -> O/T . Micro = company/suppliers/etc -> S/W · STP before the mix; feral = bottom-up via cultural intermediaries · POP = table stakes . POD = why chosen . Objectives are SMART; ≤2 in the plan SIA > If a question gives a brand & market, the safe spine is: situation (SWOT/Porter) -+ STP -+ one or two mix moves - a metric to track it. That arc shows you can run the whole process. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 flip - for side 2 . the mix & the metrics
• 5）Justify（用 Part A 证据链/权重/研究支持）[6]Source: asksia-bible-mktg90004-bilingual.pdfThe difference between a competent plan and a distinction plan 一份合格计划与一份优秀计划之间的差别 9 What distinguishes a strong plan 9 什么让一份计划脱颖而出 - Coherence A-B. Every Part B recommendation traces to a Part A finding. No orphan tactics; no analysis that goes nowhere. A→B 的连贯性。每一项 Part B 建议都追溯到一个 Part A 发现。没有孤立的战术;没有走向虚无的分析。 - Evidence over assertion. Claims are backed by data (secondary research, the competitor score table, customer research), not opinion. 以证据胜过断言。各项主张由数据支撑(二手研究、竞争者 评分表、顾客研究),而非意见。 → Sharp focus. Tackles the chosen challenge for a defined target - not "market to everyone. " 聚焦清晰。为一个明确的目标顾客处理所选挑战 -- 而非 “向所有人营销”。 - Justified choices. Says why this segment, why this position, why these Ps - and what was rejected. 选择有据。说出为何这个细分、为何这个定位、为何这些 P 一以及哪些被否决了。 - Commercial realism. Costed, feasible, milestoned - deliverable on the client's real budget. 商业现实感。已估算成本、可行、设有里程碑 -- 能在客户 真实的预算内交付。 - Measured. SMART objectives with matching metrics, so success is checkable. 可衡量。SMART 目标配以相匹配的指标,让成功可被核 对。 - Ethical lens. Flags the ethical dimension (data, sustainability claims, target vulnerability) - an explicit unit outcome. 伦理视角。点出伦理维度(数据、可持续性宣称、目标群体 的脆弱性) -- 这是一项明确的单元成果。 10 How to write & justify it 10 如何撰写并论证它 Use a repeatable move for every section - the same logic the exam rewards: 对每一节都使用一套可重复的动作 -- 与考试所奖励的逻辑 一致: THE SECTION - LEVEL MOVE ANALYSE the evidence - CONCLUDE an implication - RECOMMEND an action - JUSTIFY with the link back ! The two most common failures 两类最常见的失败 (1) Description without implication - a beautiful PESTLE that never says "so what for the client. " (2) Recommendations from nowhere - a Part B tactic with no thread back to Part A. Both lose the same way: the marker can't see the reasoning. (1) 只描述不推导含义 一份漂亮的 PESTLE 却从不 说出“这对客户意味着什么”。(2)凭空而来的建议 --- 一个 Part B 战术与 Part A 没有任何线索相连。两者 都以同一种方式失分:评分者看不见推理。 MKTG90004 . Marketing Management ★ Apply the same logic under exam conditions 在考试条件下运用同样的逻辑[5]Source: asksia-bible-mktg90004-bilingual.pdf0. 25 1. 75 2. 25 Distribution reach 0. 20 1. 20 1. 60 Price competitiveness 0. 15 1. 35 0. 75 Service & support 0. 10 0. 70 0. 60 Weighted total 1. 00 7. 40 7. 00 MKTG90004 . Marketing Management § Reading the table like a strategist 像战略家一样解读这张表 Competitor A edges the total (7. 40 vs 7. 00), but the totals are the least interesting part. The story is in the rows: A wins on price and quality; B wins on brand and distribution. If brand strength carries the heaviest customer weight, B's position is more defensible despite the lower total. Use the table to find the gap you can attack, not just to crown a winner. 竞争者 A 总分略胜(7. 40 vs 7. 00),但总分是最不有趣的部分。故事在各行里:A 在价格与质量上取胜;B 在品牌与分 销上取胜。若品牌实力承载着最重的顾客权重,那么尽管总分较低,B的位置反而更可防守。用这张表去找到你能进攻 的缺口,而不只是为了加冕一个赢家。 ✓ Plan & exam move - make weights visible 计划与考试动作 -- 让权重可见 The single biggest credibility lift is justifying your weights from evidence (what customers actually value, from your consumer analysis). In Part A this links your competitor table back to your customer insight; in the exam it shows you understand the table is a judgement tool, not a calculator. 最大的可信度提升来自以证据论证你的权重(来自你的消费者分析,看顾客实际看重什么)。在 Part A 中,这把你的竞 争者表与你的顾客洞察连接起来;在考试中,它显示你理解这张表是一个判断工具,而非一台计算器。 i Where this lands in the plan 这一项在计划中落在何处
• 6）Metric（用 1 个指标把它变成可检验：CLV/ROMI/NPS/share）[21]Source: asksia-cheatsheet-mktg90004.pdfNo position exists in a vacuum - it's always relative to a competitive set. Pick the frame deliberately: a narrow frame makes your POD sharper but the market smaller; a broad frame grows the market but blurs difference. Get the frame wrong and the whole position misfires. 10 . The 7Ps Mix TACTICS The marketing mix is the tactical layer that executes STP. 4Ps + 3 service Ps: 7PS Product . Price . Place . Promotion + People . Physical evidence/Presence . Process Treated as a "cake" - the elements are interdependent: change one P and there are implications for the others (an interaction table is taught). The mix must be internally consistent and aligned to the position. A premium price needs a premium product, selective place & aspirational promotion - mismatch any P and the offer feels incoherent. 11 . Implementation & CLOSE THE LOOP Control Part B "delivery plan" = a step-by-step action plan with short- & long-term milestones, visual mock-ups, and commercial implications (cost vs benefit, feasibility - e. g. an "impactful use of a $10-15K budget" for an NFP client). Control closes the loop with marketing metrics (Side 2 §19) - market share, satisfaction/CLV/NPS, ROMI - reported on a dashboard. "If you can't measure it you can't improve it" (Drucker). 11b . The Client Plan IN PRACTICE The group plan runs on one real client (NFP / school / haircare). Part A is researched, given verbal feedback in a progress meeting, then refined over the break; Part B builds straight on it. Live-partner groups can pitch at the end-of-semester competition. The skill rewarded is a coherent thread: the SWOT justifies the STP, the STP justifies the mix, the mix hits the objective. 12 . Strategy Checklist EXAM RECALL . SIDE 1 · Marketing = create & deliver value; value = benefits - costs · Core Process: diagnose -> strategy -> tactics > relationships -> capture · Macro = PESTLE -> O/T . Micro = company/suppliers/etc -> S/W · STP before the mix; feral = bottom-up via cultural intermediaries · POP = table stakes . POD = why chosen . Objectives are SMART; ≤2 in the plan SIA > If a question gives a brand & market, the safe spine is: situation (SWOT/Porter) -+ STP -+ one or two mix moves - a metric to track it. That arc shows you can run the whole process. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 flip - for side 2 . the mix & the metrics[23]Source: asksia-cheatsheet-mktg90004.pdfOften sequenced : qual to explore & generate hypotheses, then quant to measure & confirm them at scale (a mixed-methods design). 18c . 5-Step Process KOTLER 1. Define the problem & objectives 2. Develop the research plan 3. Collect the data 4. Analyse & interpret 5. Present findings > decision Research only earns its cost if it reduces a real decision risk - tie every study to a choice the manager faces. 19 . Metrics & Control W11 . CLOSE THE LOOP Metrics quantify, compare & interpret performance on a dashboard. Four families: KEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision
• 7）Ethics（补一个伦理/可持续风险点）[7]Source: asksia-bible-mktg90004-bilingual.pdfCONTENTS The whole toolkit, in planning order 整套工具,按规划顺序排列 Diagnostics - strategy - tactics - control - the order of a real plan 诊断→战略→战术→ 控制 -- 一份真实计划的顺序 Ch Topic Core ideas Part 1 . Foundations of marketing thought 1 Front matter & exam blueprint how to use . where marks live → 2 Foundations - the marketing concept & value orientation · core process . CDV . CB basics → Part 2 . Diagnostics - the situation analysis (Plan Part A) 3 The marketing environment PESTLE . micro . SWOT . Porter . agility → Part 3 . Strategy - the strategic core (Plan Part B) 4 Segmentation, Targeting & Positioning ad-hoc vs feral . personas . POP/POD . maps → Part 4 . Tactics, control & the exam (later chapters) 5+ Marketing mix . research & metrics . practice the 7Ps . ROMI . worked exam bank → i Why this order 为什么是这个顺序 The book follows the marketing planning process - the spine of both the subject and the assignment. First the mindset and value logic (Ch 2); then diagnostics (Ch 3, the situation analysis you submit as Part A); then strategy (Ch 4, STP - the heart of Part B). Later chapters turn strategy into the 7P mix, then close the loop with metrics and a worked exam bank. Master the first four chapters and you own the frame every other week hangs on. 本书遵循营销规划流程 -- 既是本科目也是该作业的脊柱。先是心态与价值逻辑(第2章);接着是诊断(第3章,你 作为 Part A 提交的情境分析);然后是战略(第4章,STP -- Part B 的核心)。后面几章把战略转化为 7P组合,再 以指标收尾并配一套示范考题库。掌握前四章,你就拥有了其余各周所依附的框架。 ★ One sentence to carry into the exam 带进考场的一句话 Almost every exam question is really asking: "diagnose the situation, choose a strategy, justify the tactics, and name the ethical risk. " If your answer walks that path - environment - STP - mix - ethics - you are answering like a marketing manager, which is exactly what is marked. 几乎每道考题实际上都在问:“诊断情境,选择战略,论证战术,并点明伦理风险。”如果你的答案沿这条路径行进 -- 环 境→STP→组合→伦理 -- 你就是在像一名营销经理那样作答,而这正是评分所要的。 MKTG90004 . Marketing Management CH 2 - CONCEPT[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7

10）你现在最该怎么复习（最省命的 3 步）

• 你的资料明确说：要把每个框架当 procedure 学，而不是 list。[3]Source: asksia-bible-mktg90004-bilingual.pdfGroup 10% analysis (~2000w) Group presentation - client/challenge checkpoint Group 10% Weekly quizzes - best 5 of 8, in- seminar Individual 10% No hurdle: in the mined S1 2026 materials you do not need to pass the exam separately to pass the subject - but at 50% it still decides most outcomes. Quizzes run live in the seminar (10 questions / 10 min, one attempt), so attendance matters; only your best 5 count, which is why there are no individual quiz extensions. 无单项门槛:在挖掘到的2026年第一学期材料中,你不需 要单独通过考试才能通过这门课 -- 但它占50%,仍然决定 了大多数结果。小测在研讨课现场进行(10题/10分钟,仅 一次作答),所以出勤很重要;只计入你最好的5次成绩,这 也是为什么个人小测不设补考延期。 What the exam rewards 考试奖励什么 The exam is application, not recall. Expect to be handed a fresh brand or scenario and asked to pick the right framework, apply it, and justify the call - the same moves you practised building the plan. 考试考的是应用,不是记忆。预期会拿到一个全新的品牌或 情境,并被要求选对框架、加以应用、并论证这一判断- - 这与你搭建计划时练过的动作完全一致。 You will be asked to . . . Drawn from Run a situation analysis (PESTLE / SWOT / Porter) Ch 3 Segment, target & position a brand Ch 4 Defend a marketing-mix (7P) decision Wk 6-10 Judge the ethics of a manager's choice Every wk MKTG90004 . Marketing Management ✓ The strategy this dictates 由此推导出的战略 Because both the exam and the plan reward applying frameworks to a live case, learn each framework as a procedure, not a list: know its inputs, the steps, the output, and the one decision it informs. Chapters 2-4 build that habit on the foundations, the environment and STP - the spine of any plan and the most-tested half of the exam. 由于考试与计划都奖励把框架应用到一个真实案例, 请把每个框架当作一套流程来学,而不是一张清单: 弄清它的输入、步骤、输出,以及它所支撑的那一个 决策。第 2-4 章在基础、环境与 STP 上养成这一习 惯 -- 它们是任何计划的脊柱,也是考试中考查最多 的那一半。 MKTG90004 . Marketing Management CONTENTS

• 因为考试不会让你写完整计划，但会考计划的片段应用。[10]Source: asksia-bible-mktg90004-bilingual.pdfIn the exam you won't write a full plan, but you'll be asked to apply pieces of it to a brand: do a mini situation analysis, write a positioning statement, recommend a mix tweak. Use the same chain - analyse, conclude, recommend, justify - and reference the named framework explicitly. That signposting is what tells the marker you can do strategy, not just recall it. 在考试里你不会写一份完整的计划,但你会被要求把它的各个片段应用到某品牌上:做一个迷你情境分析、写一份定位 陈述、推荐一处组合微调。使用同样的链条 -- 分析、得出结论、建议、论证 -- 并明确引用所点名的框架。这种标示 正是告诉评分者你能做战略,而不只是复述它。 A competent plan describes the client's situation and lists sensible tactics. A distinction plan reads as one argument: here is the evidence, here is what it means, here is what to do, here is how we'll know it worked - for this client, on this budget. 一份合格的计划描述客户的处境并罗列一些合理的战术。一份优等(distinction)的计划读起来像一个论证:这是证 据,这是它的含义,这是要做的事,这是我们将如何知道它奏效了 -- 为这个客户,在这笔预算上。 MARKER'S VOICE . THE TOP BAND MKTG90004 . Marketing Management GLOSSARY . 1/4 BILINGUAL GLOSSARY 双语术语表 · QUICK REFERENCE Strategic-marketing terms, EN & #x 战略营销术语,中英对照 ~50 exam-critical terms, grouped by theme - English, Chinese, one-line definition 约50个考试关键术语,按主题分组 -- 英文、中文、一句话定义 How to use. These are the terms a marker expects you to deploy precisely. Learn the English (it is what you write in the exam and plan), check the +> gloss for fast recall, and use the one-line definition as your minimum-viable answer. Grouped to match the unit's structure: foundations & environment first. 如何使用。这些是评分者期望你精确运用的术语。学好英文(这是你在考试和计划里要写的),查看中文释义以便快速回忆, 并把一行定义当作你的最低可行答案。它们按本单元的结构分组:先是基础与环境。 Term 中文 Definition Foundations & customer value · 营销基础与顾客价值 Marketing concept 营销观念 Achieve goals by understanding and delivering customer value better than rivals Core Process of Marketing 营销核心流程 Diagnostics - strategy - tactics - relationships - capturing value Customer-delivered value 顾客让渡价值 Total customer benefit minus total customer cost Holistic marketing 整体营销 Treating all marketing activities as interconnected, not siloed

• 资料直接提醒：最多分是丢在“描述模型但没用它”。[16]Source: asksia-cheatsheet-mktg90004.pdfKEY FORMULAS ROMI = (Revenue - Mktg spend) * Mktg spend × 100 CLV = (avg margin x retention) over the relationship NPS = %Promoters - %Detractors Market share = brand sales + total market sales Vanity vs value: reach/impressions/likes (vanity) vs conversion/CLV/ROMI (value). Marketing as investment, not expense. 20 . Sustainability & Ethics RECURRING UN SDGs as a change-vehicle; greenwashing (overstating environmental virtue) vs bluewashing (overstating social/UN credentials) vs "purpose- washing. " The attitude-behaviour gap: socially- responsible attitudes # purchases (willingness-to-pay is contested). B Corp as market-shaping. Ethics revisited weekly: planned obsolescence, "dupes," predatory pricing, deceptive ads (ACCC). For the exam, treat sustainability as a strategic lens, not an add-on - it can be a POD, a positioning risk, or a source of brand purpose, but only if backed by genuine action. Empty claims invite ACCC scrutiny and consumer backlash. 21 . Exam Discipline IN THE ROOM · 2 hr . 50% · no hurdle - applied, not rote · Link strategy (STP) to tactics (the 7Ps) . Quote a metric (CLV, ROMI, share) to justify a decision · Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7[19]Source: asksia-cheatsheet-mktg90004.pdf· Add an ethics/sustainability angle where it fits SIA > Most marks are lost by describing a model without using it. Always finish a point with the manager's "so what" - the decision the analysis drives. 2-hr exam 50% + marketing plan . check your current subject guide . @ 2026 good Luck. apply, don't just define. asksia. ai/cheatsheet/ unimelb-mktg90004 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the MKTG90004 curriculum . asksia. ai/cheatsheet/unimelb-mktg90004 2-HR EXAM 50% + PLAN THE MIX & METRICS . Product & brand . PLC . Services (IHIP) . Pricing & break-even . Place & channels . IMC . Research . ROMI/CLV/NPS . W7 MKTG90004 Marketing Management UNIVERSITY OF MELBOURNE . BUSINESS & ECONOMICS . POSTGRAD EXAM REVISION Sem 1 2026 . SIDE 1 OF 2 2-hr exam 50% + marketing plan SIDE 1/2 STRATEGY . SITUATION . STP . The marketing concept & core process . Customer value . PESTLE . SWOT . Porter's 5 . Segmentation . Targeting . Positioning . The marketing plan 0 . How to Use This READ FIRST * Postgrad strategic marketing. Assessed by a 2-hr final exam (50%) + a semester-long group Marketing Plan (Part A situation analysis 10% . Part B recommendations 20% · presentation 10% · best-5-of- 8 seminar quizzes 10%). No exam hurdle. The marked skill is running the marketing-planning process end-to-end - diagnose, segment, position, then design a mix that delivers value. Side 1 = strategy (concept, situation, STP, the plan); Side 2 = the mix + metrics. Textbook: Kotler, Keller & Chernev (17e). SIA > In the exam, name the framework, apply it to the stimulus, then say "so what" for the manager's decision. Definitions alone score low; applied analysis with a recommendation scores high. 1 . Marketing & Value W1

11）我需要你给我 2 个信息，我就能把复习计划“按你情况”再细化到刷题清单

• 你 Final 更偏向哪类题？（任选：情境分析 / STP / 7Ps / Metrics&Research / Ethics）
• 题目通常会给什么行业或品牌类型？（例如 NFP、学校、护发品牌、平台型 app…你课堂常用的那类）