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Our Strategic Marketing MSc is a top-ranked marketing MSc. It is ranked 5th in the UK and 16th in the world by QS World University Rankings: Masters In Marketing 2020.

Our MSc marketing course will equip you with the expertise and advanced knowledge to become a successful marketing leader of the future. The course covers the full marketing spectrum from marketing strategy, communications and branding to market research, omnichannel marketing and big data marketing analytics.

Overview

  • Start date28 September 2020
  • Duration1 year
  • DeliveryTaught modules 60%, MSc thesis project 40%
  • QualificationMSc
  • Study typeFull-time
  • CampusCranfield campus

Who is it for?

  • Recent graduates who want to boost their academic credentials and prepare for a first professional role in marketing.
  • Marketing professionals looking to enhance their knowledge and skills and progress their career.

Class profile 2019/20

Gender:
Male 34% - Female 66%
Age range:
20 - 42 years
Average age:
24 years
Number of nationalities: 18
Nationality: UK/EU: 21% - International: 79%
Class size: 51

Why this course?

  • Our Strategic Marketing MSc is a top-ranked marketing MSc. It is ranked 5th in the UK and 16th in the world by QS World University Rankings: Masters In Marketing 2019.
  • This course is designed with senior marketing practitioners to give you up-to-date knowledge and skills in strategic marketing.
  • You will benefit from an interactive teaching approach by leading international faculty, authors of best-selling marketing texts and of articles in highly ranked journals.
  • You will develop practical skills through your participation in a marketing consultancy project provided by an external business client, and through international marketing case studies.
  • You will have access to master classes with reputable industry partners who provide insight into cutting-edge and innovative marketing techniques and practices.
  • The diverse, multi-national cohort provides an international learning opportunity enabling you to share marketing insight and experience.
  • Our unique, self-contained campus, just one hour from London, offers a friendly postgraduate-focused learning environment, with small class sizes and unrivalled access to lecturers and support staff.


At Cranfield we have the opportunity to apply everything that we learn on the course and we also have the chance to take on the role of consultants which prepares us for the real world.

Throughout the course we took part in a number of activities that allowed us to apply the knowledge that we gained in class. The main activity being the Marketing Consultancy Project which required us to create a Marketing Plan for a client. We had the chance to apply various concepts including; Strategy, Branding, CRM, Communications and Digital Marketing.

The Strategic Marketing MSc gave me the tools I needed to progress in my career and to succeed as a marketing professional in competitive and fast-paced business environments.

Working throughout the year in learning teams, developing my skills within a team, helping team mates, developing my management skills and spending time with my classmates on and off the course were all highlights of my time on the Strategic Marketing MSc.

Additionally, another highlight for me were the masterclasses. We learnt from people working in industry, they gave us insights into their responsibilities and their working environments.

In my role at Nike, I am responsible for Product Merchandising in the European market, which involves placing relevant products to consumers in specific cities. The Big Data Analytics module on the Strategic Marketing MSc has helped me greatly because it taught me how to read sales data and draw conclusions from it, which resulted in making better data-driven decisions.

Nike is a worldwide strong brand, so we constantly work on brand positioning and brand perception. For this reason, the Managing Brand module was useful and it is exciting to see the theories I learnt come to life at such an inspiring company. Additionally, my role at Nike is an account facing position so I have taken advantage of the buyer/supplier relationship concepts that I learnt in the Key Account Management Module.

Lastly, the Marketing Consultancy Project was the best learning experience for interacting with clients. It taught me how to effectively present to them and bring my point of view to the table.

Informed by Industry

Our Strategic Marketing MSc faculty are experts in their field and have considerable industry experience. They work with the operating boards of many of the world's leading multinationals so bring the latest insights and best practice to their lectures.

Our faculty are supported by a team of international visiting industry speakers and professors who also bring the latest thinking and best practice into the classroom.

The leadership of the course is informed by a panel of high-profile marketing professionals, the Practice Advisory Board. Our Practice Advisory Board informs the design and development of the master's in marketing programme. Comprising leading figures from the world of marketing, it recommends additions and amendments to the course to reinforce its relevance to the modern marketing world.

Course details

The course has been developed to produce practical, proactive strategic marketers, and our teaching methods are specifically geared towards encouraging participation, self-development and team working. As well as studying a number of core modules, you will complete a marketing consultancy project carried out in teams and have the opportunity to undertake a research project, which can be either company-sponsored, or an empirical project in an area of marketing you are passionate about.

Course delivery

Taught modules 60%, MSc thesis project 40%

Individual thesis project

The culmination of the learning process is your opportunity to undertake a research project, which can be either company-sponsored, or an empirical project in an area of marketing you are passionate about (usually involving direct research with either marketing professionals/managers or with customers).


Consultancy project

The marketing consultancy project simulates a real-life consultancy assignment. You will work in teams in a time-constrained environment, competing against your class colleagues to make the strongest marketing strategy presentation to senior executives from partner firms. You will attend a briefing meeting to define the project, research the situation and consider your options. You will then formulate your recommendations and present them to company leaders at the final client presentation. On completion you will receive feedback from your supervisor and an industry expert. Companies students have worked with include Google, Nike, Cobra Beer, InterContinental Hotels Group, Acer and Sainsbury’s.


Course modules

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

Strategic Marketing and Planning

Module Leader
  • Dr Hugh Wilson
Aim

    A crucial competence for marketers is marketing strategy: in simple terms, analysing how the target market divides into segments, which of these segments are key targets for the firm, what the firm’s value proposition to each segment is, and what financial results can be expected over a planning period of typically 1-3 years. This module teaches Cranfield’s world-leading step-by-step process for developing such a marketing strategy and documenting it in a marketing plan. This process has been developed with hundreds of blue-chip companies worldwide over the last 30 years, informed by several Cranfield PhDs on the topic which have studied what works in practice. It is documented in the world’s leading textbook on the topic, McDonald & Wilson’s Marketing Plans, which has sold over half a million copies. This book is used as the course text and you are strongly advised to buy your own copy, to help bridge from the course to planning for real in your subsequent management roles.

    Being able to define or refine a marketing strategy underpins all other aspects of marketing which help to make this strategy happen. For example, the firm’s brand or brands need to be aligned with the value proposition, as do marketing communications. To help students integrate learning across these different marketing disciplines, this module is assessed through an integrated assignment alongside Marketing Consulting Project and Accounting and Finance for Strategic Marketing.

Syllabus

    The module covers:

    • Strategic marketing in context
    • 10 steps of the strategic marketing planning process
    • Mission statements and organisational objectives
    • The Marketing Audit and analytical tools
    • Market maps and market segmentation
    • SWOT analysis
    • The Directional Policy Matrix
    • Marketing objectives and strategies
    • Product and pricing strategy.

     

Intended learning outcomes

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

  1. Understand the evolution and role of marketing and be able to describe the characteristics of a customer-centric organization.
  2. Appreciate a series of marketing strategy tools and techniques and their application in practice.
  3. Recognise a successful marketing planning process and understand the construction and evaluation of a strategic marketing plan.
  4. Structure and prepare a comprehensive strategic marketing plan.
  5. Evaluate marketing plans prepared by others.

 

Big Data, Insight and Analytics

Module Leader
  • Professor Stan Maklan
Aim

    The module aims to demystify the area of big data, statistical methods and insight to prepare students for a career in a marketing environment defined by big data, artificial intelligence and advanced analytics. Rather than a strict focus on data science, statistics and methods, the module balances developing an understanding of analytical techniques with how marketing leaders make decisions using (big data) insight. Gartner has introduced the term “citizen data scientist” to describe competent practitioners that can engage in data discovery and know when they need professional help.

    Students will learn how to design research projects and understand core data gathering instruments used in market research, whether this is academic or practitioner oriented research. Students will learn to plan their thesis writing process, as well as key skills required: literature review, research design, selecting methods, analysing competently both qualitative and quantitative data aided by sophisticated software tools.

Syllabus

    The syllabus comprises three components: Big Data / Analytics, Customer Insight and thesis preparation. 

    Developing customer insight

    • Introduction to Market and Social Research
    • Developing a Research Project
    • The Role of Secondary Data
    • Questionnaire Design
    • Sampling for Quantitative and Qualitative Research Projects
    • Designing and executing unstructured and structured Interviews (e.g. focus groups, depth interviews)
    • Ethics and Legislation in Research
    • Mining User-generated Content for Marketing Insights
    • Experiments

    Big data analytics

    • The big data revolution
    • Data discovery, exploration and visualisation process (e.g. CRISP)
    • Using JMP software
    • Artificial Intelligence
    • Marketing practices using analytics and big data (segmentation, targeting, positioning and customer experience)
    • Issues of implementation and realising the benefits of big data marketing analytics

    Academic research component

    The requirements for the successful completion of an MSc dissertation.

    Writing a research proposal that reflects an ability to set objectives (determine a research question), identify literature, determine appropriate methods. 

    Planning and designing the academic thesis fieldwork/systematic review. 

    Analysing qualitative data using NVivo.

    Writing a critical literature review.


Intended learning outcomes

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

  1. Define and evaluate research objectives for both scholarly aims, and applied decision-making in a marketing context 
  2. Create and design appropriate research solutions to identified problems, based on a clear understanding of a range of research methods and data gathering. 
  3. Develop and apply marketing analytics (data exploration and modelling) to marketing practices (segmentation, targeting, positioning and customer management).
  4. Plan, organise and prepare their thesis dissertation.

Retailing and Omnichannel Management

Module Leader
  • Dr Radu Dimitriu
Aim

    Many goods and services are sold through retailers, and managing retail processes is essential for both retailers and manufacturers. The module highlights the important role which retail plays in contemporary economies and how it permeates our lives. It enables you to gain an understanding of how retailing is managed and strategically explores how retailers obtain competitive advantage. You will have strategic models and tools to analyse the retailing environment and demonstrates key retailing strategies which enable retailers to enhance their performance.

    Face-to-face retail is, however, only one of a number of marketing and distribution channels through which marketing, sales and service occurs. In today’s world, multiple channels may be combined in the same customer journey. So the module also covers how to develop an omnichannel strategy in both B2C and B2B contexts.

    Working for a retailer or within an organisation that sells a product or service through retailers is likely to be a first destination for many graduates of this programme. And irrespective of sector, channel management is critical to most senior marketing management posts. Therefore, this module provides vital skills for a marketing career.

Syllabus
    • Analytical retail models
    • Retail communications: space management, visual merchandising and atmospherics
    • Customer service
    • Legal and ethical issues in retailing
    • Omnichannel developments and how to manage them
Intended learning outcomes

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

  1. Understand and apply models for analysis of strategic and operational omnichannel retailing situations.
  2. Critically assess the strategic choices of elements of the (e-)retail mix, including: e/store layout; and (web)atmospherics and the importance of customer service and retail ethics.
  3. Appreciate and act on how customers combine channels in their omnichannel journey.
  4. Apply retail theories and models on omnichannel experience to evaluate a retailer’s current strategy and to make recommendations for future omnichannel strategy.

CRM and Customer Experience

Module Leader
  • Professor Stan Maklan
Aim

    The aim is for students to understand the role of CRM and CE in the overall business strategy as well as the marketing mix. As a result of this Module students will be confident in their ability to conceive a CRM and or CE programme.

Syllabus

    The module covers:

    • Key concepts of CRM and CE
    • Customer profitability – theory, measurement and practice thereof
    • Customer experience – definition, management, the critical role of employees
    • CRM programme management – design, business processes, technology, capabilities, governance and implementation
    • Learning – data analysis, learning from customers
    • Measurement and evaluation of CRM
Intended learning outcomes

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

  1. Understand CRM and CE – key concepts and relationship to the rest of the business activities of the firm.
  2. Develop a strategic approach to CRM and CE for their firms.
  3. Improve CRM and CE practices within their firms.

Marketing Consultancy Project

Module Leader
  • Professor Stan Maklan
Aim

    This is an integrative module allowing you to apply that which you have learnt to date in a practical manner. You will work in your learning teams and role-play a management consulting team competitively against the other learning teams. All teams will address the same brief: a genuine business opportunity for a particular company. You will have one week to understand the brief, gather the relevant data, use appropriate tools / frameworks and generate innovative, pragmatic and achievable recommendations. Your presentations will be judged by a panel that includes a company marketing executive dealing with the problem.

Syllabus
    • This is a simulation exercise based around participants providing consultancy to a company based on a real-live problem.
    • Therefore, module content is integrative, pulling together themes and techniques from other modules.

     

Intended learning outcomes

This module is intended to enable you to apply marketing theory in a real and complex situation. On successful completion of this module a student will be able to:

  1. Select and justify what marketing theories, frameworks and perspectives are applicable and to deploy this methodology intelligently to a real-life situation.
  2. Clearly demonstrate a capacity for mature problem solving and creative thinking through addressing a real marketing problem.
  3. Work with colleagues in a competitive situation, under time pressure and with incomplete access to information, people and data.
  4. Demonstrate compelling management consulting skills by providing expert and credible advice, and presenting a solutions in a very succinct and compelling manner.

Digital Marketing and Social Media Marketing

Module Leader
  • Dr Annmarie Hanlon
Aim

    The aim of this module is to enable students to understand why digital and social media marketing is critical to all organisations and to assess an organisation’s social media maturity level. Students will evaluate the utility of the key elements in the digital marketing toolbox.

    This module provides the frameworks and tools to enable students to create and manage their own digital marketing and social media plans. Contextualising digital and social media marketing within an organisational setting, this module shares the latest theories around digital and social media. The subjects covered are digital disruption and its impact on business and consumers, which clarifies generational issues around the practical application of social media, as well as the roles of content marketing and online communities.

    The module will explicate constructs including fluid consumption, influencers and data privacy concerns. On completion of this module, students will be able to critically debate contemporary issues in this fast-moving area.

Syllabus
    • Digital disruption and its impact on business and consumers.
    • The digital marketing toolbox (email, search engine optimisation, PPC, websites).
    • Social media affordances and the strategy framework.
    • Content marketing creation and management.
    • The role and management of online communities.
    • Integrating digital marketing.
    • Current debates on digital consumers and changing online behaviour.
Intended learning outcomes

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

  1. Evaluate and critically assess the digital and social media toolbox applied by an organisation in terms of its impact and effect.
  2. Apply knowledge of digital and social media by justifying and developing an integrated plan as part of an overall strategic marketing plan.
  3. Understand and apply the social media affordances framework.
  4. Achieve a sound understanding of content marketing creation and management.
  5. Prepare and debate an evidence-based argument on a current topic in digital and social media marketing practice.

Accounting and Finance for Strategic Marketing

Module Leader
  • Dr Simon Templar
Aim

    The aim of the module is to introduce a range of accounting tools and techniques that will enable ‘marketer’s to discover the ‘value’ of accounting information, and then enable them to exploit this new knowledge to enhance the ‘effectiveness’ of their decision-making. 

    The module introduces you to a range of accounting tools and techniques, which underpin the subject. Then builds on the knowledge and skills development by exploring five contemporary themes relating to marketing and accounting.

     

Syllabus
    • This begins with a discussion in session one concerning the relationship between marketing and accounting, which is followed by an introduction to the fundamentals of accounting, highlighting the role of accounting, and identifying the needs of the different users of financial information.
    • You will then follow the process of transforming raw accounting data into financial information that can be used to make and evaluate business decisions within an organisation. 
    • Understanding the key relationships between the financial statements (Income Statement and the Balance Sheet) contained in the report and accounts of a business, will give you an additional insight into the potential financial impact of any business decision you make. 
    • Later sessions will explore the importance of cash flow at an organisational level and also at a product level. 
    • You will be introduced to the fundamental concepts and principles of management accounting, then moving on to the presentation of a number of traditional and contemporary management accounting tools and techniques that can be used to assess profitability of projects (capital investment), products and customers.

    The lecturers will make use of a variety of teaching methods to deliver the content of the module to meet the learning objectives.

    The module focuses on five main themes:

    • Risk, reward and return
    • Interpretation of financial accounting information
    • Management accounting for decision-making
    • Customer, product and channel profitability
    • Investment appraisal

    The module is based on five themes and the style of the teaching and learning method employed being dependent on the content of the material to be delivered in each learning event. Enabling you to apply their knowledge, skills and experience to practical issues relating to:

    • Marketing and Shareholder Value
    • Competitor Analysis
    • Pricing Decisions
    • Customer Profitability Analysis
    • New Product Development
Intended learning outcomes

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

  1. Recognise the value of accounting information.
  2. Prepare a set of report and accounts from accounting data
  3. Interpret the financial and non-financial information in a set of published financial statements.
  4. Recognise the main uses and limitations of financial information.
  5. Apply a range of management accounting tools and techniques to derive information that can be used to make and evaluate management decisions.
  6. Assess project, product and customers’ profitability.
  7. Apply both financial and management accounting information from a marketing perspective.
  8. Use financial data from company report and accounts and financial data bases to carry out a competitor analysis case study.
  9. Apply a range of management accounting tools and techniques to derive information that can be used to make and evaluate management decisions relating to product pricing decisions.
  10. Undertake a customer’ profitability analysis and identify areas for improvement.
  11. Apply accounting techniques to appraisal the development a new product.

Sales Management

Aim

    The sales function has an increasing strategic role in companies, due to the high concentration of distribution channels, a growing competitive environment, and the opportunities to obtain market information, among other trends. In fact, sales is considered not only a function, but also a process, where the internal coordination and alignment become crucial to achieve sustained sales performance.

    The purpose of this module is to provide you with concepts and tools that are critical for relationship selling and sales management. The focus of the module is on business-to-business (B2B) relationships with customers, and it should benefit executives who work in sales, either selling directly to customers or leading salespeople. It should also be valuable for those involved in general management, marketing, and other functional areas in the organisation.       

Syllabus

    The module covers:

    • The strategic role of sales
    • The usage of social media in sales
    • Understanding organisational buying behaviour
    • Developing value propositions and solution selling
    • Sales organisation: channels, structure, size of sales force
    • Sales performance
    • Developing salespeople: selection, training, retention, motivating, compensation
    • Sales forecasting
Intended learning outcomes

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

  1. Propose metrics for sales performance in the B2B context.
  2. Develop strong value propositions to customers.
  3. Recommend alternative forms of sales organization, depending on the nature of the business and the complexity of the selling process.
  4. Assess the sales force’s selection, training, motivation, and compensation.
  5. Evaluate the benefits and challenges of different sales forecasting methods.
  6. Apply the concepts and tools covered in the module to the sales strategy of a specific company.
  7. Summarize academic literature on sales and integrate it into a company’s plan.

B2B Customer and Key Account Management

Aim

    It is evident to most organisations that customers represent a true “asset” in that they have the potential to generate revenues and other benefits to the supplier company. Customers represent one of the main stakeholders of a company, in addition to the owners, the employees, the suppliers, and the society as a whole. A good understanding of customers is therefore vital. Moreover, business-to-business (B2B) buyer-supplier relationships have been found to be an important source of differentiation and competitive advantage if supplier companies are able to engage in those relationships properly.

    The purpose of this module is to provide you with concepts and tools that are critical for B2B customer management. It should benefit executives who are involved in buyer-supplier interactions and relationships, and those involved in general management, marketing, and other functional areas in the organisation.

Syllabus

    The module covers:

    • B2B customer metrics (e.g. profitability, lifetime value, satisfaction, loyalty.)
    • Buyer-supplier relationship development and management.
    • B2B segmentation.
    • Key account management: types of relationships and key account selection.
    • Key account management: resources and capabilities, managerial processes.
    • Organisational buying behaviour.
Intended learning outcomes

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

  1. Select and analyse a supplier’s key accounts, in line with the company’s strategy.
  2. Analyse organisational buying behaviour.
  3. Assess and propose metrics for a key account management program.
  4. Apply the concepts and tools of business relationship development and management.
  5. Apply the concepts, tools and theories covered in the module to the sales strategy of a specific company.

Integrated Marketing Communications

Aim

    The aim of the module is to enable students to understand and critically apply the various aspects of marketing communications from initial analysis of the market through to the development of strategies incorporating an expanding range of communications techniques. As a result, they will be able to write their own marketing communication plans and critically debate contemporary issues in marketing communications.

    The subjects covered are communications theory, communication campaigns, marketing communications planning, implementation and evaluation, and coordination, integration and orchestration of the marketing communications mix with particular reference to advertising, publicity and digital media (i.e. paid, earned and owned media). The module may incorporate an industrial visit and/or an industry guest speaker.

Syllabus

    This module covers the following topics:

    • Communications theory
    • The marketing communications planning process
    • The role of traditional paid communications, such as advertising via TV, press, radio, outdoor, sales promotions and sponsorship
    • The role of digital communications including banner ads, search engine marketing, viral marketing and the role of social networks
    • The role of earned media communications, including public relations and crisis management
    • Current debates in communications including the form (such as, mass versus individualised communication.)
Intended learning outcomes

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

  1. Know how to integrate and coordinate the marketing communications planning activities of an organisation.
  2. Critically assess topical issues in marketing communications and be able to present and defend a particular view.
  3. Be able to apply knowledge of marketing communications by justifying and developing an integrated communications plan as part of an overall strategic marketing plan.
  4. Prepare and debate an evidence-based argument on a current topic in marketing practice.

Managing Brands

Aim

    In many businesses, from consumer goods to industrial services, the primary assets are increasingly intangible. First amongst these is the brand, whether this consists of a portfolio of branded businesses or the corporate brand itself. In both instances, the brand asset needs to be managed to build customer loyalty and resourced so that the competitive advantage it generates can be sustained.

    Similarly, one way the equity that lies in the brand can be leveraged is by appropriately extending the brand. Managing the brand, therefore, requires insights into brand preferences and repeat purchasing patterns. It also requires a clear understanding of the levers of successful brand strategies and the tenets of managing brands in the new digital world. The course covers each of these aspects, and brand management is discussed both in a national and international context.

Syllabus
    • Brand equity and the value brands create for customers and companies
    • Brand loyalty and consumer profiles
    • Brand image and brand awareness
    • Brand identity and brand positioning
    • Brand architecture and brand extensions
    • Brand strategies
    • Brand building in the digital age
    • Debates on topical issues in branding
Intended learning outcomes

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

  • Apply skills and critical knowledge for successfully managing branded products and services.
  • Critically make the case for brand investment and brand strategies to be implemented.
  • Achieve a sound understanding of processes to develop the brand identity as a foundation for successful brand positioning.
  • Understand how the new digital world is changing consumer behaviour and brand relationships, and at the same the practice of brand management.
  • Develop competency in working as a team member both in case study presentations and in the team debates.

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.




Accreditation

The Strategic Marketing MSc is a Chartered Institute of Marketing (CIM) Graduate Gateway accredited degree, enabling you to achieve CIM’s professional marketing qualifications and awards alongside your Cranfield degree.  CIM is the leading professional body for marketers worldwide and exists to develop the marketing profession, maintain professional standards and improve the skills of marketing professionals.

CIM logo

The Strategic Marketing MSc is also one of only a few master's degrees in the UK that is accredited by the Market Research Society (MRS). This means that while studying for your master's in marketing, you also have the opportunity to work towards achieving the MRS Certificate in Market & Social Research, and with appropriate work experience you will be eligible to join the Market Research Society after graduation.

MRS logo

Your career

95% of School of Management students were employed within 3 months of graduation*.

The Cranfield Career Development Service offers a comprehensive service to help you develop a set of career management skills that will remain with you throughout your career.

During your course you will receive support and guidance to help you plan an effective strategy for your personal and professional development, whether you are looking to secure your first management role, or wanting take your career to the next level.

Cranfield Strategic Marketing MSc graduates have secured jobs with a diverse range of companies including Vodafone, TJX, Kerry, Christian Dior, Henkel, GE, Schlumberger, Ernst & Young, Estée Lauder, Coca-Cola, Mars, Beiersdorf, KMPG Nunwood and Microsoft. Their roles have included Customer Insight Consultant, Junior Manager, Buying and Merchandising Graduate Programme trainee, Marketing Manager and Associate Consultant.

*based on data we hold from our latest School of Management Employability Survey.

How to apply

Our students do not always fit traditional academic or career paths. We consider this to be a positive aspect of diversity, not a hurdle. We are looking for a body of professional learners who have a wide range of experiences to share. If you are unsure of your suitability for our Strategic Marketing MSc programme we are happy to review your details and give you feedback before you make a formal application.

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.

Application deadlines

There is a high demand for places on our courses and we recommend you submit your application as early as possible. The following application deadlines apply.

Entry for September 2020

  • Applicants domiciled in mainland China must submit their applications by 28 February 2020
  • Applications from all other international students requiring a visa to study in the UK must submit their application by 31 July 2020
  • There is no application deadline for Home/EU applicants, but places are limited so we recommend you submit your application as early as possible.

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.