Assessment Task 1

Part A: Identify New Marketing Opportunities

Description:
As businesses are constantly affected by changes in the external (e.g. market, competition,
politics, technology) and internal (e.g. resources, management, culture) environment,
marketers need to simultaneously understand the prevailing marketing environment and
modify their marketing plans in order to maximize opportunities and minimize threats.

Marketing is defined as “the activity, set of institutions, and processes for creating,
communicating, delivering, and exchanging offerings that have value for customers, clients,
partners and society at large (AMA). In other words, marketing is the process of identifying,
anticipating, and satisfying customer needs.

In this assessment task, you will assume the role of a marketer working for a government
tourism agency responsible for marketing the state (or city) to a domestic and international
audience (For example, Tourism Victoria, promoting Victoria as an investment and tourist
destination). The state government has invested in a new urban area consisting of social,
cultural, entertainment and sports venues close to the city center. You have been asked to
identify new marketing opportunities in Australia or overseas to promote a new region. You
are required to;

Articulate regional marketing needs (what needs to be promoted)

In the marketing needs of tourism areas in Australia, things that need to be promoted include
tourist locations, facilities, accommodation such as hotels and villas. Business Events
Australia provides marketing, partnership and distribution activities to raise international
awareness and consideration of Australia as a business event destination. Tourism Australia
focuses on the international business events market that can provide Australia with the
highest return on investment. The main markets for Australian Business Events are China,
North America, United Kingdom/Europe and New Zealand.

Develop marketing goals and objectives (what needs to be achieved)

Tourism Australia's activities include brand and content marketing, educational visits, trade
engagements and events providing opportunities for the Australian business events industry
to meet international business event planners and media to grow their businesses.
There are many ways Australian industry can work with Tourism Australia including
exhibiting in Australian booths at international business events trade shows and attending
Tourism Australia's own events such as the Business Events Australia Greater China
Showcase and Dreamtime, its signature incentive exhibition.

Research the target market and select a specific market for this task
Tourism Australia also has a wide range of resources available, including research on target
customers and business event market profiles that can help industry develop their products
and messages for an international business event audience.

Identify and describe the target audience (e.g. institution, person, or group)
In identifying the target audience using STP (Segmentation, Targeting and Positioning. In the
right marketing strategy it is not only limited to promoting its products, but compiling
segmentation, namely dividing product marketing based on customer targets, and targeting
the intended market, as well as position ( positioning) desired by the company in the minds of
consumers so that consumers always remember the products sold by a company.
Assessing opportunities to access markets
This activity was carried out in 3 major cities in Australia including Melbourne (14 – 15
August 2018), Sydney (16 August 2018), and Brisbane (17 August 2018) to meet airlines and
wholesalers with the largest market share in Australia. All stakeholders visited at this
roadshow contributed to 90% of the total inbound Australian tourists to Indonesia. With this
meeting, it is hoped that airlines and wholesalers in Australia can commit to incremental
growth in ticket sales and travel packages to Indonesia through the Cooperation Agreement
(PKS).
Identify and describe the three main marketing opportunities in the target market
1. Easy to find tourism supporting business partners
2. Easy to get investors in property, tourism
3. The number of partners who apply for sponsorship
makes it easier for tourism to develop
Explain applicable legal requirements
(1) Tourism Australia is established by this section.
(2) Tourism Australia:
(a) is a body corporate; and
(b) must have a seal; and
(c) may sue and be sued.
Note: The Public Governance, Performance and Accountability Act 2013 applies
to Tourism Australia. That Act deals with matters relating to corporate
Commonwealth entities, including reporting and the use and
management of public resources.
(3) The seal of Tourism Australia is to be kept in such custody as the Board directs, and is
not to be used except as authorized by the Board.
(4) All courts, judges and persons acting judicially must:
(a) take judicial notice of the imprint of the seal of Tourism Australia appearing on a
document; and
(b) presume that the document was duly sealed.

Potential opportunities may include, but are not limited to, event hosting, sponsorship,
investment, strategic partnerships, cultural exchange and tourism. You need to present this
information in a properly structured and formatted written paper as a formal document.

Assessment criteria
The following grading criteria will be used to mark this grading assignment. Make
sure that you have met all the criteria in your job.
Explain regional marketing needs based on assets and their marketing characteristics
Develop marketing goals and objectives containing steps and timeline Conduct research to
identify and evaluate potential markets for marketing opportunities Identify and interpret
market information from a variety of diverse markets Identify the most relevant and potential
markets for relevant marketing needs Identify and describe the target audience for the
purpose

Listed and described marketing opportunities in target market

Marketing opportunities are realistic and reflect real life situations/contexts
Marketing opportunities are relevant and within the context of the task Researching legal
information
and identify applicable legal requirements
Documents are properly structured and reflect a formal style that is appropriate for the
company's purposes
Please note, all external sources must be properly cited and referenced using the
Harvard Reference System. Links to the same are provided in the learner resources
section of this unit. Further information will be provided by your trainer/assessor in
class.

Submission Guidelines
Completed report in soft copy
Students must upload assessment assignments on the MEGA Student Portal in their
respective units.
Part B: Analyzing and Implementing New Marketing
Opportunities Description:
Implementing any new initiative within an organization may lead to, or require, changes in
existing operations and/or marketing methods.

In this assessment task, you will build on the work done in Assessment Assignment1, Part A
and develop an implementation plan to implement new marketing opportunities under the
same role. An important part of implementation is aligning new opportunities with
organizational goals and capabilities. Because the organization used in Assessment Task1 is
fictitious, you must first develop a one-page organizational summary as part of this
assessment that contains the organization's purpose, profile, and role in the state government
sector. You can use the example of an existing organization like Tourism Victoria with
appropriate citations and acknowledgments. However, direct copy-paste will not be accepted
(which can also be construed as plagiarism).

Once you have developed a profile;

Part B: Analyze and Implement New Marketing Opportunities

OVERVIEW

Tourism is the regional tourism board that represents the 'outgoing Country', which includes
six shires – Alpine, Benalla, Indigo, Mansfield, Towong and Wangaratta – and the three
major alpine resorts of Falls Creek. Tourism is charged with developing the long-term
strategic vision and direction for the Out going Country, which includes the development of a
Destination Management Plan that looks to identify regional project priorities over the
coming decade.
1 how the new opportunities help achieve organizational goals

This plan looks to generate further growth within the region's visitor economy by leveraging
its key product strengths: cycle tourism, food, wine and beer, snow, nature-based activities,
and arts and culture. It will use engaging tourism experiences associated with these product
pillars to attract increasing numbers of Lifestyle Leaders to the region, which is a large and
high yielding customer segment. In terms of target markets, this Plan focuses on the region's
core intrastate market, supported by efforts in the interstate and international space. While
the Australian tourism landscape is currently impacted by a range of external factors such as
economic and technology trends, changing demographics and evolving holiday preferences,
the region is in a good position to work collectively to improve economic outcomes
associated with the tourism offering. Working with tourism, major events and marketing
bodies to package and promote offers for cultural consumers

Analyze the each of the new opportunity for its impact on the organization (what changes
will they cause/require)

in several key objectives over its lifespan. The overarching regional objective is to increase
total visitation by 15% based on the rolling five-year average. It also aims to increase the
percentage of domestic and international overnight visitors, and grow average spend across
all markets. Achieving these objectives will, on average, generate an additional estimated
$295 million per annum into the regional economy by 2023. The realization of these
ambitious objectives will be reflective of the tourism efforts of the entire region, and will
require significant investment in tourism infrastructure, marketing and product development
if they are to be achieved.

TOC is charged with developing the long-term and overarching strategic vision and
direction for the Country region, ensuring a platform for future tourism growth. These
efforts are associated with several key areas:

1. Regional marketing – developing regional campaigns that look to drive awareness,

dispersal and yield opportunities for the region.

2. Product development – identifying gaps in the regional tourism offering and working
with local government and industry partners to fill them, particularly in areas where the
High Country can achieve differentiated product strengths.

3. Industry development – working with tourism operators to enhance their offering and
ensure long term sustainability, delivering a high-quality and consistent regional tourism
product.

4. Facilitating tourism investment – identifying infrastructure and investment opportunities

and/or partnerships among private and public entities.

5. Research – collaborating with local government and industry partners to determine

common research requirements that can generate insights used for strategic planning for
the region.
6. Advocacy – leading advocacy efforts across a variety of areas including funding support
and legislative and policy issues.

7. Strategic planning – leading the strategic direction of the region as well as providing
consultation for State and Federal plans and programs in the tourism space.

Describe the required changes and new resources

this plan was developed to identify the strategic direction of the region with the aim of
uniting marketing, investment, product development and industry development efforts to
achieve strong tourism outcomes for Victoria. in recognition of several key changes in the
local tourism landscape. This includes a maturing of the relationships between Victoria , its
local government partners and industry, and a better understanding and support for regional
versus destination specific priorities. This consultation identified tourism project priorities
for the outgoing Country within the context of the opportunities, challenges and tourism
environment that the region currently operates. This process also included a review of
current research and factored in industry experiences garnered via Victoria' s ongoing
industry communication and development activities. These projects have been developed
with the visitor experience in-mind, and seek to provide an infrastructure, product
development and marketing framework in which to move Victoria's Outgoing Country – as a
destination – forward over the coming 5 – 10 years. This Plan is supported by Victoria
Tourism (VT) three-year Strategic Plan and the tourism, economic development and master
plans of the Outgoing Country's Councils and Resort Management Boards. All of these
parties are responsible for realizing the priority projects and broader regional objectives
contained within this Plan, and these supporting documents detail how they will do this at an
individual organizational level. and seek to provide an infrastructure, product development
and marketing framework in which to move Victoria's Outgoing Country – as a destination –
forward over the coming 5 – 10 years. This Plan is supported by Victoria Tourism (VT)
three-year Strategic Plan and the tourism, economic development and master plans of the
Outgoing Country's Councils and Resort Management Boards. All of these parties are
responsible for realizing the priority projects and broader regional objectives contained
within this Plan, and these supporting documents detail how they will do this at an
individual organizational level. and seek to provide an infrastructure, product development
and marketing framework in which to move Victoria's Outgoing Country – as a destination –
forward over the coming 5 – 10 years. This Plan is supported by Victoria Tourism (VT)
three-year Strategic Plan and the tourism, economic development and master plans of the
Outgoing Country's Councils and Resort Management Boards. All of these parties are
responsible for realizing the priority projects and broader regional objectives contained
within this Plan, and these supporting documents detail how they will do this at an
individual organizational level. economic development and master plans of the Outgoing
Country's Councils and Resort Management Boards. All of these parties are responsible for
realizing the priority projects and broader regional objectives contained within this Plan, and
these supporting documents detail how they will do this at an individual organizational level.
economic development and master plans of the Outgoing Country's Councils and Resort
Management Boards. All of these parties are responsible for realizing the priority projects
and broader regional objectives contained within this Plan, and these supporting documents
detail how they will do this at an individual organizational level.
Devise strategies for implementing changes (with minimal interruption to existing programs)
 Brand research conducted by Visit Victoria shows Victoria's Outgoing Country has the
second strongest regional unprompted awareness in Victoria (13.3%) with Bright, Mansfield,
Beechworth and the alpine

resorts currently driving this awareness, along with key attribute associations of alpine
adventure and snow. Brand and perception research commissioned by VT also found that
people's immediate associations and imagery of the Outgoing Country tend to relate to the
alpine areas, however the diverse nature of the region – with its mountains, National Parks,
wine-producing areas and waterways – is also a key contributor to the imagery. The research
found that the region's landscape, geography and topography are what set the Outgoing
Country apart from other destinations. The common thread throughout the qualitative
findings was that the region has an authentic, peaceful and relaxing feel surrounded by a
scenic and pristine environment full of friendly and genuine people that leaves visitors
feeling recharged when they leave.
Assess external factors, costs, benefits, risks and opportunities to determine the financial
viability of each marketing opportunity

AustralianTourism

Tourism Research Australia predicts that domestic visitor nights will increase by 3.3% in
2015–16 and 3.7% in 2016–17 to 336 million nights. The 10-year average growth rate is
forecast at 2.8%, with visitor nights expected to reach 413 million by 2024–25. Similar
growth is forecast for domestic day trips for the next few years and into the future. While
domestic tourism will positively grow, the highest level of growth will be experienced in the
inbound tourism market. Inbound visitors are forecast to increase by 5.9% in 2015–16 and a
further 5.6% in 2016–17 to 7.9 million arrivals. The 10-year average growth rate is forecast
at 4.1%, with arrivals expected to reach 10.6 million by 2024–25. Growth in arrivals from
emerging markets like China, India and Malaysia are expected to outpace the global average
growth rate, as is growth among leading western tourism markets like the US, UK and New
Zealand. China is expected to be the largest source of growth in both inbound arrivals and
inbound expenditure. After strong growth in outbound travel over the last 10 years, driven
by low-priced, easily accessible holidays offering the allure of an international experience,
Australian resident departures slowed considerably in 2014–
15. However, modest growth is forecast for the next 2 years (3.2% and 3.5% respectively)
and the 10-year average growth rate after that is forecast at 3.3%, reaching 12.8 million
departures by 2024-25; less than previously forecast.

STRENGTHS WEAKNESSES
- Investment in a new city precinct - Not very strong tourism campaigns
that comprises social, cultural and comparing the past 10-15 years
entertainment and sports venues - Victoria is the 2nd as the most
close to the CBD visit state in Australia, behind
- Art, food and entertainment from NSW.
kids to adults. Family and cozy
city.
OPPORTUNITIES THREATS
-Victoria is associated to culture and -NSW being the most known state due to
art when associate with any the beach lifestyle and the

other states in Australia. good weather during summer.

- QLD as the Great Barrier Reef has
been known worldwide since the
advertisement of “the best job in
the world'
- The strength of the currency leads
Australians to choose overseas over
domestic holidays

Opportunity Tasks Department Budget

Airline trade Global Partnership/ 3,150,000
Market Marketing Manager
andmarketing Research
partnership advertising
Global International Marketing Executive/ 3,500,000
event planning Manager
destinationcampaigns
Sendingnational
artists
to

internationalevent
s
Trade and Liaisingt eventshe Event Manager 4,750,000
obe ld
eventsmissions Victoria
in
mediaandpublic Managing PublicRelations 6,600,000
relations activity national events Executive/ Manager
$18,000,000

1. Determine marketing activities and resources needs to capitalize on the new

opportunities When determining these priority projects, the follow areas have been
considered:
a. A vision that provides a long-term position that the region is looking to achieve
within the relevant product category.

b. An analysis of the opportunity or current market position that the project is looking
to capitalize on.

c. A synopsis of the region's current and best product credentials in the space,
highlighting any strengths that this plan will look to leverage.

d. The recommended strategic approach to take advantage of the opportunity, including

 consideration of any infrastructure investment, product development and/or marketing
that may be required.
e. An outline of how the project aligns with broader regional or State priorities.

This Plan has attempted to look at projects from the view of the customer, considering what
is required to deliver the best possible visitor experience, and provide increased
opportunities for expenditure and regional dispersal.
 Determine approximate investment/funding requirements (finance needed for
marketing or resources)
 Prepare a basic marketing forecast to determine expected return on investment
 Prioritise the new opportunities based on their financial viability
 Explain how the implementation process will be communicated to the stakeholders

1. Analyze the each of the new opportunity for its impact on the organization (what
changes will they cause/require)

Developing a strong online presence for the precinct in both national and international
markets that:

 Explore digital platforms and solutions including a precinct mobile app or site with
functionality to aggregate 'what's on' information and allow for integrated ticketing
 Expand regional access opportunities through remote video streaming of live
performances

 Capitalize on the rollout of broadband technology to:

o develop digital engagement strategies

o exploit online platforms and social media

o increase access to the precincts' collections, performances and staff expertise

o develop material relevant to the new national curriculum

 Revitalize the precinct common areas through digital signage and presentation of arts
and cultural content to provide enhanced way-finding and 'what's on' information
for visitors

2. Describe the required changes and new resources

this plan was developed to identify the strategic direction of the region with the aim of
uniting marketing, investment, product development and industry development efforts to
achieve strong tourism outcomes for Victoria. in recognition of several key changes in the
local tourism landscape. This

includes a maturing of the relationships between Victoria , its local government partners and
industry, and a better understanding and support for regional versus destination specific
priorities. This consultation identified tourism project priorities for the outgoing Country
within the context of the opportunities, challenges and tourism environment that the region
currently operates. This process also included a review of current research and factored in
industry experiences garnered via Victoria's ongoing industry communication and
development activities. These projects have been developed with the visitor experience in-
mind, and seek to provide an infrastructure, product development and marketing framework
in which to move Victoria's Outgoing Country – as a destination – forward over the coming
5 – 10 years. This Plan is supported by Victoria Tourism (VT) three-year Strategic Plan and
the tourism, economic development and master plans of the Outgoing Country's Councils
and Resort Management Boards. All of these parties are responsible for realizing the priority
projects and broader regional objectives contained within this Plan, and these supporting
documents detail how they will do this at an individual organizational level.

Devise strategies for implementing changes (with minimal interruption to existing programs)

a. Establish an Industry Funding Plan and sustainable funding model to deliver the
actions of the DTMP

b. Deliver a strategically planned schedule of targeted, measured and demonstrably

effective multi-channel destination marketing campaigns to increase visitor
demand and visitor expenditure from key source markets

c. Deliver transport options for connecting visitors to key events, attractions and
precincts with seamless distribution and ticketing

d. Establish service and satisfaction performance benchmarks to be introduced prior to

the GC2018

e. Deliver a world-class interactive Surf Museum experience at an iconic Gold Coast

beach location

f. EstablishAustralia's first purpose-built dive attraction

g. Attract new sports and business events to Cbus Super Stadium and Metricon
Stadium and address current constraint issues, such as car parking and transport

5. Assess external factors, costs, benefits, risks and opportunities to determine the
financial viability of each marketing opportunity

A Financial viability assessment evaluates the risk that, over the life of a proposed contract,
a tenderer:
a. may not be able to deliver the goods and services which are specified in the
contract; or

b. may not be able to fully guarantees or warranties provided for in the contract.

As conducting financial viability assessments imposes a cost on tenderers and the entity,
assessments should be commensurate with the scale, scope and relative risk of the proposed
project. The process for viability assessments should be conducted at an appropriate time in
the tender process to minimize costs and time for both the entity and the tenderers.
Consequently, the timing within a procurement process and the extent of financial viability
assessments should be determined on a case by case basis and not mandated on an entity-
wide basis.

The following factors should be considered when assessing project financial viability risk:

1. The nature of the goods or services: level of complexity

Projects involving a complex procurement, such as payroll services and

centralized information technology services, are higher risk than simple supplies
procurements. More complex, high value and relatively important projects will
normally be subject to a formal risk management process. This should include
consideration of the need for and scope of financial viability assessment.

2. Value of the procurement

Projects involving a large value procurement are generally more risky than those
involving a small value procurement. However, procurement value should not be
used as the sole indicator of project risk.

In assessing financial viability risk, the value of a procurement within a project

should be considered both in the context of relative value to the entity, and in the
context of relative value to the likely tenderers or potential suppliers.

3. Other factors

1. general economic factors;

2. the tightness of the labor market;

3. levels of demand for the required services;

4. understanding of profit margins in the relevant industry;

5. maturity of the relevant industry; and

6. the capacity of businesses to supply.

6. Determine marketing activities and resources needs to capitalize on the new

opportunities Gold Coast Destination Tourism Management Plan

The Destination Tourism Management Plan (DTMP) extends the highly successful
partnership between the City and the tourism industry through Gold Coast Tourism. It is a
collaborative approach to ensure the sustainable success of the Gold Coast tourism industry
and aggressively capitalize on key opportunities for the city as a world-class tourism
destination.

The DTMP addresses the changing needs of the broader visitor economy in the Gold Coast
Region. It aims to build on a strong foundation which acknowledges the vital demand-side
destination marketing undertaken by GCT by aligning the strategies, resources, and efforts
of industry and all levels of government towards a set of unified long-term objectives and
outcomes.

The DTMP has been developed by the City and GCT based on an extensive base of tourism
intelligence, industry engagement and experience. The strategic platforms and resulting
actions are outlined in the DTMP have been defined by the following guiding principles that
provide the context for growth.
a. Reinforce the Foundations: ensure the areas which have generated success to date
are supported and developed
b. Strength in Collaboration: align and define the strategies, resources and efforts of
all stakeholders towards a unified vision
c. Develop the Experience: continually advance the destination offering
d. Sustainable Success: progress with understanding and balance

7. Determine approximate investment/funding requirements (finance needed for

marketing or resources)

The Queensland Government offers a range of initiatives to support tourism businesses.

They have different programs to help you grow your business, develop quality products and
services, and increase your market share. Some of these programs are delivered through
partners such as Tourism and Events Queensland and the Queensland Tourism Industry
Council.

The tourism industry is supported by a range of assistance programs. These programs focus
on developing the capability and capacity of businesses to grow, become resilient, and
achieve the 2020 expenditure growth target.

The Small Business Digital Grants program provides matching funding of up to $10,000
(excluding GST) to eligible businesses to enhance the digital capabilities of their business,
help them to be more competitive and employ more staff.

The Small Business Entrepreneur Grants program provides matched funding up to $5,000 to
eligible businesses (less than 20 employees) to engage a consultant, adviser or coach to help
establish or develop your business.

The Business Growth Fund program provides funding of up to $50,000 (excluding GST) to
eligible businesses with less than 50 employees to purchase and implement highly
specialized equipment or services. Successful applicants must provide a co-contribution of
25% to 50% of funding towards the total project cost.

8. Prepare a basic marketing forecast to determine expected return on

investment Some of the key challenges to marketing program
measurement are:
a. Knowing when to measure

The money you invest today will have an uncertain impact at an uncertain point in the
future. Last month's tradeshow may deliver results next month or perhaps not for two years,
but marketers need to decide where to invest their budget today.
b. Multiple touches

Proverbial marketing wisdom says at least seven touches are needed in order to convert a
cold lead into a sale. Whether or not this is the correct number, the principle conveys an
element of truth: every marketer knows it takes multiple touches to create a customer. This
fact makes it difficult to allocate revenue to any specific touch.
c. Multiple influencers

The average buying committee at a mid-sized company comprises six people. In the case of
larger companies or more complex purchases, such a committee can involve 21 or more
influencers. Different marketing programs affect each individual differently, so it is a
challenge to know which programs have the most impact.
d. Extraneous variables

In many cases, factors outside Marketing's control can significantly impact program results
– from macro-economic trends, to the weather, to the quality of the sales reps. If revenues
increased because the economy improved, can marketers claim their programs delivered
better ROI?

9. Prioritise the new opportunities based on their financial viability

a. increase the national and international brand awareness of the Gold Coast and
Queensland;

b. leverage GC2018 to maximize domestic and international visitation to Queensland;

c. maximize positive exposure of Queensland and its attributes as a tourism

destination;

d. ensure the tourism industry capitalises on the opportunities presented by the Gold
Coast 2018 Commonwealth Games;

e. showcase Queensland as Australia's premier tourism destination; and

f. enhance Queensland's service culture to position tourism, hospitality and retail

industries to drive tourism before, during and after the Gold Coast 2018
Commonwealth Games.

The Strategy is a key deliverable of the Whole-of-State Commonwealth Games Legacy Plan
Embracing our Games Legacy, Queensland's legacy for the Gold Coast 2018
Commonwealth Games and reflects the broader objectives of the Queensland Government
and TEQ in promoting internationally recognized and economically significant tourism
events. The Plan will be delivered in two key integrated components: a Tourism Marketing
Strategy and an Industry Development Strategy each with a corresponding Action Plan.
 10. Explain how the implementation process will be communicated to the stakeholders

The framework and development of the Gold Coast DTMP has been purposely considerate
of the National Tourism 2020 Plan that integrates the National Long-Term Tourism Strategy
with the growth aspirations of the 2020 Tourism Industry Potential along with the
Destination Success - the 20 year Plan for Queensland Tourism to ensure alignment,
maximum leverage, and full advantage for the Gold Coast.

Whilst our competitive advantage will always be derived through our ability to create and
achieve our own tourism success, it is imperative that the Gold Coast continues to utilize its
position as a major stakeholder in the Australian tourism hierarchy more effectively than its
competitors. Alignment of the Gold Coast DTMP with State and National plans will make
this possible.

Since this assignment requires specific skills and knowledge in marketing forecasting and
financial analysis, make sure you have familiarized yourself with these concepts and put them
into practice in class.
You need to present this information in a properly structured and formatted written paper
as a formal document.
Translated from Indonesian to English - www.onlinedoctranslator.com

Assessment Task 2
Information:

Knowledge Test:
This is a research based activity. Students are expected to research the resources
provided and answer the following questions.

Q1. Explain the marketing concept in your own words. How is the marketing
orientation relevant to the business?

The marketing concept or marketing concept is a marketing strategy that is built or made by
the marketing department of a company. The goal is to build profitable relationships between
brands and targeted customers. Market orientation is a business strategy in which a company
focuses on meeting customer needs and wants through its products. In this case, companies
assume their success depends on customer satisfaction. Satisfying customers is important to
generate loyalty and repeat sales in the long run. The company not only develops a reliable
marketing mix but does it better than competitors. That way, customers have a reason to
continue to buy the company's products instead of competitors' products.

Q2. Explain the concept of the Marketing Mix in your own understanding and explain
how it integrates with the typical Marketing Plan of an organization.

Reported from the book Marketing Plan in Business (2017) by Titik Wijayanti, the marketing
mix is a series of marketing variables that can be controlled by the company and used to
achieve the goal of achieving the target market.

One of the functions of the marketing mix is to build a brand and achieve sales targets. The
marketing mix itself is the result of the collaboration of four elements, which consist of
product, price, promotion, and distribution or known as the 4 Ps (product, price, promotion,
place).

Q3. Briefly describe the contents/elements of a typical Marketing Plan

There are 6 Important Elements of a Product Marketing Strategy

Here are the six essential elements for building and developing a Product Marketing Strategy:
-Product
The first step to developing a Product Marketing Strategy is to make sure you have a strong
product.
Before you even strategize, you need to make sure the product is made with your target
customer in mind and whether it aligns with their needs.
-Customer
Just like products, you also need to focus on the customer or potential customer element of
your business in planning a marketing strategy.
To do that, you have to really understand them. Characteristics, traits, behaviors and more are
key to understanding customers
-Message
Of course need to communicate with customers. Because according to several research
results related to product marketing, 57% of consumers feel confident when they are
emotionally connected to a brand.
And of course the emotional connection is built through the message
you convey regarding the product you are marketing.
- Marketing Team
Developing and promoting a product requires effort and teamwork in a team.
However, keeping multiple teams on the same track consistently is no easy task.
The product marketing team must be the bridge between sales, marketing, methods and
development.
- Promotion
Having a solid product and a mature strategy is not the end of the job.
Can't expect customers to buy a product in droves, if they don't know anything about the
product.
- Analysis
Can't directly expect Product Marketing Strategy to produce perfect results. The worst
possibility or risk of failure must be considered and tracked.
From there, it remains only to evaluate the marketing performance of the product. This
element of analysis is important for the bie Product Marketing Strategy to really run
effectively.
Q4. Briefly describe the purpose of the ADMA marketing code of practice for direct
marketing.

Currently, ADMA has developed and implemented the Direct Marketing Code. The Direct
Marketing Code includes legislative obligations and additional obligations to promote fair
and honest behavior in telemarketing, consumer preferences, email marketing and electronic
commerce. The Direct Marketing Code will promote and encourage honesty and fairness in
dealing with customers for information-based marketing in Australia. As such, ADMA forms
a useful component of Australia's consumer protection framework.

Q5. What is marketing research? Why is it needed by the company?

Market research or marketing research is the systematic design, collection, analysis and
reporting of data and any findings relevant to a particular marketing situation facing a
company. Companies engaged in marketing research are grouped into three types. Market
research can help brands to generate information about the potential market size of a product
or service according to the target market. This information will be very useful for
determining sales targets and achieving market share in the market. Knowing the market
response to a product or service.

Q6. Provide examples of possible privacy law violations related to marketing

practices. State the applicable law according to your example.

For example, in In Re iPhone Application Litigation (Nov. 25, 2013), the plaintiffs
alleged that Apple breached promises in its privacy policy to protect their personal data
because its operating system readily facilitated the non-consensual collection and use of
their data by apps. Judge Koh found that the plaintiffs had made sufficient allegations of
harm because of their claim that

SB52415| BSBMKG501 Identification and Evaluation of Marketing Opportunities Page 15 from 16

Rating package | V3.0 OD | January 2020 acquarie Education Group Australia Pty Ltd t/a Macquarie Institute | RTO code 91305 | CRICOS code

02657J approved by: QAC

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Rating package | V3.0 OD | January 2020 acquarie Education Group Australia Pty Ltd t/a Macquarie Institute | RTO code 91305 | CRICOS code

02657J approved by: QAC