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This part-time course meets the requirements of the Level 7 Senior Leaders Master’s Degree Apprenticeship Standard. Eligible organisations can use £18,000 of their Apprenticeship Levy to cover the course tuition fees. View Fees and Funding information or find out more about Master's Apprenticeships

Our MSc in Marketing and Leadership will develop your marketing and leadership skills. This practical marketing master’s course focuses on managing change to ensure your company constantly meets evolving customer needs and requirements. You will gain leading-edge insights into marketing and business practice which you can apply in within your organisation.

You will gain an understanding of general management functions including strategy, finance, corporate sustainability and change management. You will also learn specialist and advanced subjects relating to strategic marketing including strategic marketing planning, customer management, big data analytics, digital marketing, advertising and consumer behaviour.

Our master's in Marketing and Leadership is informed by Cranfield’s Strategic Marketing MSc – a top-ranked marketing MSc, 5th in the UK and 16th in the world by QS World University Rankings: Masters in Marketing 2020. It is also informed by Cranfield’s Management MSc – which is ranked 3rd in the UK and 30th in the world in The Economist Which MBA? Masters in Management (MiM) 2019 ranking.

Overview

  • Start date20 April 2020
  • DurationTwo-year's part-time
  • DeliveryTaught modules (65%) are assessed by a combination of written assessments that relate to a wide-range of marketing and leadership themes, projects, presentations and the occasional exam. The independent work-based project (35%) is assessed by individual coursework.
  • QualificationMSc
  • Study typePart-time
  • CampusCranfield campus

Who is it for?

  • Experienced marketing professionals who are seeking, or required, to take on leadership roles involving the development of market strategy, managing customer relationships and contributing to business growth.
  • Self-motivated marketing managers keen to develop themselves, enhance their skills, knowledge and abilities, and become more effective leaders.

Why this course?

  • Cranfield School of Management consistently performs well in international business rankings. We are 6th in the UK and 17th in Europe in the Financial Times European Business School 2018 Rankings.
  • Our teaching is exclusively focused on postgraduate and executive levels and is designed to nurture your practical business skills and confidence.
  • Our Centre for Strategic Marketing and Sales possess a worldwide reputation for applied marketing research, particularly focusing on: marketing strategy and planning, strategic sales, key account management, customer relationships and digital transformation.
  • You will have a distinctive and collaborative learning experience which is centred on interactive classroom sessions delivered by faculty directly involved with global businesses.
  • You will study with a cohort of experienced professionals, build your network and gain insights into marketing and management best practice.
  • You will gain knowledge of the latest marketing trends and develop general management skills, to enable you to lead change in your organisation and help you rise to the top of your marketing department.
  • You will generate self-awareness and confidence to lead teams drawn from a diverse variety of cultures, business experiences and personalities.

Informed by industry

An external advisory panel informs the design and development of this course, and comprises senior marketing practitioners, reinforcing its relevance to the modern business world. Many of our faculty have held senior positions in industry and continue to engage with industry through consultancy and teaching. They are also supported by a team of international industry speakers and professors who bring the latest thinking and best practice into the classroom.

Course details

The course covers core subjects in a series of 12 modules. These are delivered in one week face-to-face sessions per quarter, over the two-year period. Alongside the face-to-face modules, 20% of the course is delivered through a mix of online and face-to-face learning. The course is highly interactive and student-centred with large elements of teamwork, group projects, business simulations and private study. The independent work-based project commences in the second half of the second year. You will tackle live company challenges, with the support of academic experts and company-based professionals. Modules will delivered at Cranfield University.

The structure comprises:

Year One: Seven compulsory modules.

Year Two: Four compulsory modules and independent work-based project

Peer coaching continues throughout the second year and is complemented by professional coaching sessions. During the second half of Year Two you will undertake your independent work-based project.

Course delivery

Taught modules (65%) are assessed by a combination of written assessments that relate to a wide-range of marketing and leadership themes, projects, presentations and the occasional exam. The independent work-based project (35%) is assessed by individual coursework.

Independent work-based project

Commences in the second half of the second year and is assessed by individual coursework. You will tackle live company challenges, with the support of academic experts and company-based professionals. Following its completion you will complete your final module at Cranfield, which is designed to explore and facilitate the integration of learning between you and your peers by sharing your independent work-based project experiences at a Capstone conference. This will also help you prepare for your End Point Assessment (EPA), which is a requirement of the apprenticeship standard.

Course modules

Compulsory modules
All the modules in the following list need to be taken as part of this course

Understanding Markets and Competitors

Aim

    This module introduces students to ‘markets’ and ‘competition’ as two of the main foci for marketing managers. An understanding of these domains facilitates better decision-making when developing and implementing marketing strategy.

Syllabus
    1. Defining marketing
    2. The marketing environment (including customers, suppliers, competitors, partners and stakeholders)
    3. Defining major trends in the environment that affect marketing strategy (including social and ethical trends)
    4. Competitive strategy
    5. Introduction to the marketing planning process (including its financial implications)
Intended learning outcomes
  • Describe how markets and competition affect an organisation’s ability to develop and deliver marketing strategy
  • Apply a series of analytical frameworks, tools and techniques that help decision-makers understand the competitive and market position of the organisation
  • Design and implement appropriate data gathering and research approaches to help obtain appropriate market and competitor data.

Understanding Customers

Aim

    This module introduces students to customer analysis and insight. Customer analysis and insight have become very important domains in the marketing domain. Understanding these areas allows senior managers to develop innovative marketing strategy.

Syllabus
    1. Defining customer demand
    2. Identifying sources of data
    3. Estimating customer demand
    4. Conducting segmentation, targeting and positioning
    5. Determining the appropriate target markets
Intended learning outcomes
  • Estimate customer demand, by sourcing appropriate data and applying relevant analytical techniques;
  • Assess the effects of customer demand in terms of its impacts on an organisation’s marketing strategy, particularly through the segmentation-targeting-positioning framework;
  • Analyse respective market segments to determine their relative attractiveness as target markets (including their likely financial returns)

Growth and Innovation

Aim

    This module develops the notion that marketing strategy should focus on growth and innovation. The module develops an understanding of these core concepts.

Syllabus
    1. Defining customer demand
    2. Identifying sources of data
    3. Estimating customer demand
    4. Conducting segmentation, targeting and positioning
    5. Determining the appropriate target markets
Intended learning outcomes
  • Understanding marketing strategy
  • Unpacking marketing strategy options
  • Conducting gap analyses
  • Applying innovation to marketing problems

Value Propositions

Aim

    This module introduces students to ‘value propositions as the core offering the organisation makes. The module also encourages students to use the marketing mix to plan for marketing initiatives.

Syllabus
    1. Defining value propositions
    2. Understanding the marketing mix
    3. Designing the customer experience
    4. Developing a project plan for marketing strategy implementation
Intended learning outcomes
  • Defining customer demand
  • Identifying sources of data
  • Estimating customer demand
  • Conducting segmentation, targeting and positioning
  • Determining the appropriate target markets

Customer Relationships and Delivery Channels

Aim

    This module introduces students to customer relationships as an area of essential importance.

Syllabus
    1. Defining customer relationships and relationship marketing
    2. Customer portfolio management
    3. Key Account Management
    4. Value co-creation
    5. Marketing channels
    6. Customer fulfilment approaches
Intended learning outcomes
  • Describe the principles and practices of customer relationship management (CRM), customer portfolio design (including the identification of key accounts) and value co-creation; and
  • Identify and select appropriate marketing channels and customer fulfilment approaches

Marketing Communications

Aim

    This module introduces students to Marketing Communications as an essential component of an organisation’s marketing efforts.

Syllabus
    1. An introduction to communications theory and the theory of customer persuasion
    2. Integrated marketing communication, and
    3. The marketing communications options available to organisations, including account-based marketing
Intended learning outcomes
  • Describe communications theory and theories of customer persuasion;
  • Describe the principles and practices of integrated marketing communication;
  • Describe the marketing communications options available to firms, including account-based marketing

Accounting

Module Leader
  • Dr Matthias Nnadi
Aim

    Financial Accounting: to give students a thorough understanding of company accounts, how they are constructed and how to interpret them. 

    Management Accounting: to look at and understand the key issues in the subject from the point of view of business leaders needing to make practical decisions in their organisation.

Syllabus
    • The fundamental accounting documents – Income Statement, Statement of Financial Position and Cash Flow Statement
    • Interpretation of accounts through ratio analysis
    • Cost/volume/profit analysis and breakeven
    • Allocation of overhead costs
    • Budgeting and variance analysis
    • Transfer pricing

Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Demonstrate a systematic understanding of the fundamental principles of financial accounting.
  2. Prepare key financial statements from basic information.
  3. Analyse and interpret company accounts.
  4. Classify different types of cost and conduct break-even analysis.
  5. Prepare budgets and interpret variances from budget.
  6. Evaluate divisional performance and understand the impact of transfer pricing.

 

Evaluating Marketing Effectiveness

Aim

    This module introduces students to evaluating marketing initiatives using a variety of different approaches that account for the financial and ethical outcomes of marketing initiatives as well as considering their diversity, equity and inclusivity implications.

Syllabus
    1. Defining marketing performance
    2. Understanding and applying marketing metrics
    3. Critically evaluating marketing metrics
    4. Understanding the implications of marketing initiatives
Intended learning outcomes
  • Describe the key metrics, including key performance indicators, used to measure marketing effectiveness; and
  • Critically evaluate and recommend marketing-related initiatives and investments in terms of their financial, ethical and operational viability

People Management and Leadership

Module Leader
  • Professor Michael Dickmann
Aim

    In essence this module is concerned with managing the organisation’s key resource – the people who work for it. It aims to help participants understand how effective people management and human resource management can contribute to develop and sustain organisations. The focus of the module will be concerned with helping participants understand the relationship between people management and organisational performance, including the crucial role of line managers. The module aims to develop an insight into the complexities of managing people in a changing environment.

    The module will provide an introduction to the main activities associated with resourcing, developing and day–to-day management of people in work organisations. It is not the intention of the module to develop human resource management specialist, but rather to provide a general introduction to the people management issues that concern all managers. Throughout, the sessions will be highly interactive in order to develop critical insight and core skills in the people management field.

    The module will draw on key academic contributions in the broad field of people management, including current research being carried out by faculty in the School of Management. 

Syllabus
    • Strategic People Management and Workforce Design
    • The Changing World of Work
    • Talent Sourcing
    • Talent Development  and Succession Planning
    • Rewards and Remuneration
    • Managing Performance
    • Employment Relations
    • Employment Law: Health and safety, grievance, discipline and dismissal
    • Building a People Strategy
Intended learning outcomes

On successful completion of this module you will be able to:

  1. Have a critical appreciation of the role and scope of people management activities
  2. Appraise the complex range of established models and factors which influence choices made in the management of people
  3. Have undertaken critical analyses of a range of people management issues and have made considered, informed proposals to address them.
  4. Evaluate strategic approaches to human resource management and their relationship with business strategies and is able to assess the contribution the people resource makes to developing and sustaining organisations

Leading with Impact: Organisational Behaviour

Module Leader
  • Dr Deirdre Anderson
Aim

    Success in management, particularly at senior levels in organisations, depends on understanding organisations, the people in them and the relationship between the internal and external environments within which they exist; and in ensuring that they work effectively. 

    Organisations are run by and for people, and the success or failure of an organisation depends on the people in that organisation. 

    It is rarely an absence of planning that causes organisational difficulties; it is often the failure of management in understanding and managing complex personal, interpersonal and organizational systems that can lead to significant problems.

    Similarly an acute and critical understanding of these dynamics can lead to profound and enduring success and benefit for the individual, the team, the organisation and, indeed, wider society.

    In this module students will be introduced to various aspects of people and organisations.  This module combines models, theories and ideas from organisational behaviour, psychology,  sociology and International Human Resource Management, in order to provide students with an understanding in recognising, understanding and utilising what has been termed the "human factor" in organisations; including ways of conceptualising organisations and how people behave within them.  We shall consider the impact of the external environment; and begin to address notions of organisational change.

    Uniquely this module will also focus on application and will allow students to reflect on and apply theories and techniques in their own real world context, utilising a structured portfolio approach in order to enhance their own Leadership behaviours.

    It may also be that students will wish to undertake an in company project in this area; several of the faculty involved will be pleased to discuss this with you.

Syllabus
    • Culture
    • Development
    • Diversity
    • Emotional Intelligence
    • Individual and Organisational Change
    • Individual differences
    • Introduction to People and Organisations
    • Leadership
    • Learning
    • Motivation
    • Negotiation, influence and persuasion
    • Performance Management
    • Personality
    • Politics
    • Self Awareness
    • Stress, Resilience, Well being
    • the Individual and the Team
    • Values
    • International / Cross Cultural Management
    • Synthesis and Integration.
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Understand a number of different ways of conceptualising people in organisations, including culture, ethics,well-being, diversity, politics, management, performance and change
  2. Understand the importance of relationships at work, group dynamics, effective teams and leadership in achieving effectiveness
  3. Critically engage with various relevant models, theories and ideas in order to enhance personal capability, including identification of gaps in knowledge, skills, and competence, linking to insights regarding ones personal and professional development agenda, based on sound data and experience.

Enterprise, Change and Risk Management 1

Module Leader
  • Professor Michael Bourne
Aim

    To develop a theoretical and practical skill base of Enterprise, Change and Risk Management including its key concepts, as well as the main tools and techniques used by a variety of organisations in different sectors of activity.

Syllabus
    • Strategy and performance, the execution gap
    • Theories and approaches to governance and management control
    • Hard and soft approaches to strategy execution and the implementation of change
    • Organisation theory, lenses for enterprise management
    • A framework for strategy execution
    • Strategy and success mapping, as a concept and a process
    • The development of appropriate and effective KPis
    • The target setting wheel
    • The importance and use of survey based measures
    • Incentives and rewards, frameworks and pitfalls.
Intended learning outcomes

The ERM module will introduce students to the nature of enterprise performance, change and risk management.  Using models, frameworks approaches and theories, the student will be exposed to and practice the development of executable strategies, the alignment of the organisation and the implementation of change. Focusing specifically performance measurement and management techniques, risk and the management and leadership of change, students will develop their critical thinking and application.

The module aims to develop student understanding of how these processes may be designed, managed and improved combined with application to real world situations.

On successful completion of the module students should be able to:

1. Knowledge and understanding

  • Describe the contributions of performance and risk management to control and governance
  • Apply theoretical lenses to critically assess frameworks, models and approaches.
  • Critically assess strategy, objectives, measures and targets
  • Apply tools in performance measurement to direct and manage the organisation.

2. Subject Specific Skills

After completing this module the students will have:

  • Demonstrated their ability to design enterprise performance measure and management systems

3. Behaviours

After completing this module the students will have:

  • Practiced performance and risk tools and techniques and presented their findings both orally
  • Shared good practice through reflection within and outside their own organisation.

Enterprise, Change and Risk Management 2

Module Leader
  • Professor Michael Bourne
Aim

    To develop a theoretical and practical skill base of Enterprise, Change and Risk Management including its key concepts, as well as the main tools and techniques used by a variety of organisations in different sectors of activity.

Syllabus
    • Risk management, a discursive approach
    • Challenging strategy and strategic assumptions
    • Stakeholder analysis
    • Change and resistance to change
    • Theory of change, as a planning tool, management tool and for evaluation
    • Change capacity
    • Change kaleidoscope
    • Values and people engagement in enterprise leadership and management
    • Designing performance and risk management reviews
    • Mindful meetings
    • Leadership of risk and performance.
Intended learning outcomes

The ERM module will introduce students to the nature of enterprise performance, change and risk management.  Using models, frameworks approaches and theories, the student will be exposed to and practice the development of executable strategies, the alignment of the organisation and the implementation of change. Focusing specifically performance measurement and management techniques, risk and the management and leadership of change, students will develop their critical thinking and application.

The module aims to develop student understanding of how these processes may be designed, managed and improved combined with application to real world situations. 

On successful completion of the module students should be able to:

1. Knowledge and understanding

  • Apply tools and frameworks to critically assess approaches to change and for the planning and implementation of change
  • Appreciate the leadership and cultural influences impacting successful enterprise performance and risk management
  • Critically assess performance and risk from a sustainability perspective.

2. Subject Specific Skills

After completing this module the students will have:

  • Demonstrated their abilities to assess stakeholder perspectives and sustainable solutions
  • Demonstrate their ability to evaluate, assess risk and plan change.

3. Behaviours

After completing this module the students will have:

  • Presented written material and enhanced their team working abilities
  • Shared good practice through reflection within and outside their own organisation.

Modules

Keeping our courses up-to-date and current requires constant innovation and change. The modules we offer reflect the needs of business and industry and the research interests of our staff. As a result, they may change or be withdrawn due to research developments, legislation changes or for a variety of other reasons. Changes may also be designed to improve the student learning experience or to respond to feedback from students, external examiners, accreditation bodies and industrial advisory panels.

To give you a taster, we have listed above the compulsory and elective (where applicable) modules which are currently affiliated with this course. All modules are indicative only, and may be subject to change for your year of entry.


Teaching team

Our faculty are passionately committed to improving the practice of marketing and leadership. As leaders in their field with hands-on business experience, they understand the challenges of putting theory into practice. Their experience is reinforced by close links with organisations through consultancy projects, teaching on master’s programmes, executive development programmes as well as sponsored research. Faculty are frequently sought for commentary in the media on marketing matters and as speakers at international, academic and industry conferences. This ensures that what you learn at Cranfield is always current and cutting edge. In addition to the above, faculty command various research interests including branding and marketing communications, complex buyer-seller relationships and retail marketing. They are also developing international thought leadership profiles in their particular fields.


Accreditation

Cranfield School of Management is one of an elite group of business schools worldwide to hold triple accreditations from Association to Advance Collegiate Schools of Business (AACSB), Association of Master of Business Administration (AMBA) and European Quality Improvement System (EQUIS).

AACSB Accredited AMBA EQUIS Accredited


Your career

Our Management and Leadership MSc will enable you to develop your knowledge, skills and abilities while applying what you learn directly in your workplace. The programme will support your career progression, preparing you to successfully carry out senior leadership roles in the future.

You will work with accredited coaches, members of faculty and careers advisors throughout the course enabling you to:

  • Discover and develop your leadership and team-working style
  • Identify how to enhance your personal effectiveness
  • Work out where you want to go professionally
  • Learn the techniques of effective team leadership
  • Become more sensitive to situations, cultures and contexts
  • Prepare to lead change and face future challenges.

Our Career services team offer: individual career consultations, speaker events, alumni networking, networking workshop, personal and executive career coaching, leadership assessment centre, and more practical skills-based workshops on writing CVs and cover letters, and interview skills.

How to apply

To apply you will need to register to use our online system. Once you have set up an account you will be able to create, save and amend your application form before submitting it.

Once your online application has been submitted together with your supporting documentation, it will be processed by our admissions team. You will then be advised by email if you are successful, unsuccessful, or whether the course director would like to interview you before a decision is made.  Applicants based outside of the UK may be interviewed either by telephone or video conference.

Applications for this course will close at 17:00 (UK time) on Monday 30 March 2020