Module Specification: Driving InnovationModule specification: Driving Innovation Page 1 of 21 CIM October 2014 Module Specification: Driving Innovation Driving Innovation is a 15-credit

Module specification: Driving Innovation Page 1 of 21 CIM October 2014

Module Specification:

Driving Innovation Driving Innovation is a 15-credit elective module which sits within the suite of Level 6 modules.

To gain the CIM Level 6 Diploma in Professional Marketing a pass in both mandatory modules plus one elective module is required. However, each module can be taken as a standalone module to gain a module award.

Aim of the module The module outlines the importance of how taking a visionary approach, and embedding innovation, can help organisations deal with the challenges of a fast-moving marketplace. It focuses on how an understanding of the relationship between marketing and entrepreneurship can enable organisations to deliver compelling marketing solutions. It presents the key factors in building and nurturing innovation throughout the organisation and within the marketing function. It provides an appreciation of the role of internal marketing in supporting a culture of innovation and in implementing change programmes.

Module structure The module comprises three units of two learning outcomes each. Each learning outcome will be covered by the related assessment criteria and will be assessed by way of assignment. The assessment will require submission of a 12-page assignment based on a given scenario and an organisation of choice. The assignment is broken down into three tasks. The learning outcomes and assessment criteria, along with the indicative content, are detailed in the Driving Innovation module content which follows.


CIM Level 6 Diploma in Professional Marketing Qualification Specification Please refer to the CIM Level 6 Diploma in Professional Marketing Qualification Specification for all other information relating to the CIM Level 6 Diploma in Professional Marketing including:

CIM Professional Marketing Standards The Level 6 qualification structure Who it’s for Entry requirements The Modular Pathway Progression Credits and learning hours Modes of study How it’s assessed – assessment methodology How the assessment is delivered and when How it’s graded When are results issued? Module specifications What we mean by command words Suggested reading and resources Transition arrangements


Module Content: Driving Innovation Level 6 Credit value: 15 Notional learning time: 130-150 hours

Purpose statement Fast-moving environments can present significant challenges and opportunities to the marketer and the organisation. This module will enable you to take a visionary approach and embed innovation through the lens of entrepreneurial marketing. Assessment Module weighting Work-based assignment

LO 1 – weighting 15% LO 2 – weighting 15% LO 3 – weighting 15% LO 4 – weighting 15% LO 5 – weighting 20% LO 6 – weighting 20%

Overarching learning outcomes By the end of this module students should be able to: Entrepreneurial marketing Understand the relationship between marketing and entrepreneurship Implement an entrepreneurial response to change and to delivering marketing solutions Innovation Understand the key factors that facilitate and nurture innovation in organisations Apply principles of innovation throughout the marketing function The marketing champion Understand the role of internal marketing Implement marketing-led organisational change


Unit 1: Entrepreneurial Marketing Learning outcomes The learner will:

Assessment criteria The learner can:

Indicative content

1. Understand the relationship between marketing and entrepreneurship

1.1 Explain how the entrepreneurial process integrates with core disciplines in marketing

Competitive advantage – new competitive approaches: creative destruction theory

Environmental scanning, trends, uncertainties; discovery theory

Experimental learning and creation of new market demand; creation theory

Blue ocean strategy Market-driven and market-driving strategy

1.2 Identify the different approaches by which business ideas can be converted into entrepreneurial opportunities

Intuitive, ‘gut feel’, insights Traditional business plans Developing business models Internal and external approaches

1.3 Evaluate the extent to which mainstream and new marketing approaches are appropriate in a range of entrepreneurial contexts

Deliberate vs. emergent approaches Exploiting gaps in dynamic markets Market tests vs. market research Market sizing and potential in incipient and

latent markets Competing and collaborating Market entry via niches and highly segmented

markets Exploitation of market adjacencies Short-term ploys, cannibalisation and

hypercompetitive markets Innovative use of social media and ICT Modifying the marketing mix in entrepreneurial

contexts 2. Implement an entrepreneurial response to change and to delivering marketing solutions

2.1 Create competitive marketing solutions for projects with limited resources

Marketing tools and techniques for new sectors/market

Judo and Aikido strategies Web 2.0, word of mouth, viral and guerrilla


marketing Personal credibility and social/professional

networks Partnership working Management of knowledge

2.2 Design and apply entrepreneurial approaches to new product and service development

Generating ideas Screening Business analysis Development of a small-scale trial (usually

technology supported) Testing techniques Commercial launch Effective exit routes for unsuccessful ventures

2.3 Present a compelling proposition to senior managers, investors and/or lenders

Business model Revenue elements – proposition, market

segments, needs, distribution, income generation

Cost elements – value chain and processes, resources and capabilities, people

Profit formula, forecasts and capital requirements

2.4 Demonstrate effective leadership of entrepreneurial teams

Personal attributes of a successful entrepreneurial leader

Team selection Using external experts Remote and virtual teams Team resilience Openness and risk taking Flexibility and ability to adapt to changing

environments


Unit 2: Innovation Learning outcomes The learner will:


Indicative content

3. Understand the key factors that facilitate and nurture innovation in organisations

3.1 Illustrate the different dimensions of innovation with reference to practical examples

Invention, creativity and innovation Disruptive and sustaining innovations Product, process and platform innovation Open and closed approaches to innovation Radical and incremental forms of innovation Market pull vs. technology push Business model innovation Forms of advantage for first movers/fast or

slow followers Innovation diffusion

3.2 Identify and explain the key features of an innovative organisation

Vision and styles of leadership Organisational structures Key individuals and team working Creative climate External focus – market orientation, boundary

spanning and networks 3.3 Assess the creative climate of an organisation or parts of an organisation

Difference between climate and organisational culture

Levels of trust and openness Challenge and involvement Space and support for ideas Managing conflict and debate constructively Attitudes to risk taking Degrees of freedom to experiment Fit with business strategy

3.4 Discuss the roles played by external networks in facilitating innovation within an organisation

Strategic alliances Innovation networks and

platforms/ecosystems iForm organisations and research commons Collaborative learning


Ideagoras and crowdsourcing Co-creation with customers and leading

practitioners 4. Apply principles of innovation throughout the marketing function

4.1 Design a marketing function that supports innovative practices

Recruitment and selection of team Compensation and sharing value created Cross-functional and self-managing teams Learning, training and development Information sharing

4.2 Contribute to the creation and management of various forms of innovation networks

Customer relationships – eg conducting user trials, involving leading practitioners and other forms of co-creation

Use of online forums Engagement of suppliers and wider networks Managing different types of innovation

networks including ideagoras, crowdsourcing and other open platforms

4.3 Create innovative marketing programmes

Novel marketing approaches Re-writing the rules Reconfiguring marketing processes Utilising digital Assessing acceptability, feasibility or suitability


Unit 3: The Marketing Champion Learning outcomes The learner will:


Indicative content

5. Understand the role of internal marketing

5.1 Explain the role internal marketing plays in the successful implementation of plans and supporting innovation

Application of the internal marketing concept Aligning, educating and motivating employees Implementation of corporate or functional

strategies Underpinning knowledge management –

learning and unlearning routines Customer orientation and satisfaction Reducing inter-functional friction Facilitating inter-departmental co-ordination

and integration 5.2 Discuss the relationship between internal marketing, leadership, Human Resources Management (HRM) and other business functions

Senior leadership representation, buy-in and recognition of the significance of marketing

Internal marketing led by the HRM or the marketing function

Issues arising from split/joint responsibility for internal corporate communications

Employees as customers: motivation and satisfaction

Jobs to fit employee needs Attracting, developing, motivating and

retaining talent The sales/marketing axis in marketing and

communicating marketing objectives Internal relationships with other functions:

research and development, finance, manufacturing, operations, project management

5.3 Identify and explain the components of an internal marketing plan

Internal audit Objective setting Internal market segmentation on attitudes to


change Internal marketing mix Internal implementation Evaluation criteria

5.4 Illustrate how new ideas and digital media are changing internal marketing approaches

New segments – Gen Y/digital natives Increased diversity of workforce and born-

global organisations Internal customer engagement –

creation/management of communities and tribes within the organisation

Co-creation with internal stakeholder groups Drawing the boundaries of the firm with

extended networks of employees, freelancers, open innovation communities

Use of social media and electronic communications within the firm (wikis, intranets, e-mails, virtual worlds, games, internal professional networking sites, mobile)

Leakage of internal messages to the wider environment – via the Cloud, social media, whistle-blowing websites

6. Implement marketing-led organisational change

6.1 Analyse the context of change in a given organisation

External factors driving change – eg globalisation, de-regulation, political changes, new technology, new relationships

Internal factors driving change – new leaders, managers, critical failures

Scope of change required: fine tuning, modular, corporate-wide

Degree of urgency: incremental, transitional, transformational change

Recognition of need to change and commitment to the process amongst key stakeholder groups

Power held by change agent or project leader Resources and competencies required Impact on different groups of stakeholders


Preservation of key assets

6.2 Plan and execute a change programme Design decisions Evolutionary vs. revolutionary change Leadership style Initiating the change programme Recruiting and managing the change team Articulating a clear focus for the change

programme – systems, symbols and structures Prescriptive and formal approaches (eg

Kotter’s eight-step framework) vs. informal and emergent processes (eg learning theory and the ‘five factors’ theory)

6.3 Recommend strategies to engage stakeholders in organisational change

Resistance to change Stakeholder theory Commitment planning Effective uses of power bases Back-staging Building alliances Constructive manipulation Sense-making and creative powerful narratives

6.4 Measure the extent to which a change programme has succeeded in delivering its stated objectives

Change programme risk and compliance Soft and hard measures of success


Sample assessment material

The following sample assessment material for Driving Innovation has been produced to provide a true reflection of the live assessments and should be used as a guide and study aid when preparing for the live assessment.


CIM Level 6 Diploma in Professional Marketing

Driving Innovation

Sample assessment

Assignment

The assignment comprises THREE compulsory tasks. Task 1 is worth 40 marks. Task 2 is worth 30 marks. Task 3 is worth 20 marks. 10 marks are available for presentation of information. Total marks available – 100. Candidate guidance:

Answer all tasks The available marks are shown alongside each part of the task 10 marks are available for overall format and presentation of information Read all tasks carefully before attempting them


Scenario: Being able to respond rapidly to disruptive changes in fast-moving environments is becoming a common experience for many organisations. Entrepreneurial and innovative approaches to marketing are essential for organisations faced by turbulent macro-/micro-environments. The senior managers in an organisation have asked you, as an experienced marketing practitioner, to advise them on the organisation’s response to a major technological change in its environment. Your initial task will be to produce a report identifying an area of new technology, and to use this as the context to evaluate the organisation’s current marketing approaches. Your evaluation should then drive a series of recommendations for making the organisation’s marketing more entrepreneurial and how this can be communicated to various stakeholders. The next task will be to produce a briefing paper advising the senior managers on ways to make the marketing function of the organisation more innovative. Finally, you will need to produce an e-mail aimed at a wider group of managers, explaining the role they can play in supporting internal marketing and the processes that will result from the changes outlined above. Guidance notes This assignment consists of THREE tasks, but the report should flow as a single whole document. There will be TEN marks available, for the whole report, where candidates will be rewarded for format and presentation of information. While it is helpful to include an introduction and summary in the report, these should be brief, with the main focus being on the content outlined in the assignment brief provided. FIVE marks will be awarded for the organisation summary, which should appear at the end of the main report, using the headings supplied as guidance. Candidates should write this summary in report format rather than bullet format. This is included in the marks allocated to the report in Task 1. Correct Harvard referencing should be used across all tasks. Maximum overall page count: 18 pages


TASK 1

Assessment criteria covered in Task 1: AC1.3, AC2.1, AC2.2, AC2.3, AC5.2, AC5.3, AC5.4, AC6.1 Please refer to the module specification for assessment criteria details. You have been asked to write a report on how your organisation, or a suitable organisation with which you are familiar, responds to technology-driven change. Your report should be aimed at senior management and supported with robust data and information on the organisation and its external environment. Required: (a) Using the organisation summary guidelines, provide a background to

your chosen organisation. This section should be placed at the end of your report.

(5 marks)

(b) Identify and assess an area of new technology that is currently driving change around the creation of new products or services in your chosen organisation. Outline the context of this change, considering factors such as the scope and urgency of the change required.

(7 marks)

(c) Evaluate the extent to which your chosen organisation’s current marketing approaches will be appropriate in developing the organisation’s response to the area of new technology identified in part (b). Compare and contrast these marketing approaches with those of at least two other organisations that operate successfully in business contexts different to that of your chosen organisation.

(10 marks)

(d) Recommend, based on your findings, how your chosen organisation can respond in a more entrepreneurial way to the new technology – for example, through more efficient use of marketing resources, a more entrepreneurial approach to new product and service development processes, or new types/forms of business models.

(12 marks)

(e) Explain how the changes you are recommending should be communicated to other parts of the organisation and to wider stakeholders, such as suppliers and customers. Identify one key internal group and illustrate how new media can be used to reach this segment.

(6 marks) (Total – 40 marks)

(Maximum page count – 8 pages)(1 page of the total 8 pages for this task should be used for the organisation summary)


TASK 2

Assessment criteria covered in Task 2: AC3.2, AC3.3, AC3.4, AC4.1, AC4.2, AC4.3 Please refer to the module specification for assessment criteria details. Write a briefing paper for the senior management of your chosen organisation. The paper should outline how the marketing function of the organisation covered in Task 1 could be reconfigured to increase innovation in response to the new technological development under discussion in the report produced in Task 1. Required: (a) Outline the current strengths and weaknesses of the marketing function

of your chosen organisation, discussed in Task 1, in terms of facilitating innovation.

(8 marks)

(b) Determine the best design for the marketing function overall if it is to drive innovation more effectively across the organisation. This should cover aspects such as how the team should be managed, the kind of learning and development opportunities that are needed, and how the right personnel can be attracted and retained.

(10 marks)

(c) Explain how the reconfigured marketing function will be able to support innovation more effectively by developing novel marketing approaches, as well as through the management of internal and external networks.

(12 marks)

(Total – 30 marks) (Maximum page count – 7 pages)


TASK 3

Assessment criteria covered in Task 3: AC4.1, AC4.2, AC4.3, AC5.2, AC5.3, AC6.1, AC6.2, AC6.3 Please refer to the module specification for assessment criteria details. Prepare an e-mail for senior management within your chosen organisation. The e-mail should outline the technological driver of change covered in Task 1 and the organisation’s response. The majority of the content should be aimed at helping managers to lead change within their functional area. Required: (a) Summarise the key factors driving change for the organisation. (4 marks)

(b) Justify the approach that is being recommended in response to the new area of technology, and explain how the planned programme of change will alter the organisation.

(8 marks)

(c) Recommend how team members and stakeholders affected by the planned programme of change can be engaged more effectively through techniques such as internal marketing or commitment planning.

(8 marks) (Total – 20 marks) (Maximum page count – 3 pages)


TASK 1 – REPORT FORMAT

TASK 1 MAXIMUM page count: 8 pages

Guidance notes:

Using a systematic approach to analysing the context of change in an organisation is important for managing an effective response. Understanding what is driving the change and the degree of urgency and scope of the response needed can help managers to make better decisions. However, the scope and speed of change found in many environments – often characterised as volatile, uncertain, complex and ambiguous – will often require more emergent and flexible marketing approaches. The way in which organisations can combine the rigour of planning with more creative and entrepreneurial ‘gut feel’ approaches often requires knowledge from beyond the organisation’s boundaries. Looking at other business, contexts can help managers generate new ideas and insight into their own situation. You will need to explain how the organisation should respond in a more entrepreneurial way and how this will be communicated to a wider group of stakeholders.



Guidance notes:

An innovative organisation needs more than just processes for new product or service development. There is a wide body of research showing that the climate and culture of the organisation, the way it interacts with external stakeholders and the way different internal functions are managed all have an impact. Your briefing paper should follow on from the report covered in Task 1 and focus on innovation within the marketing function itself. You will need to make the case for changing the way marketing and the marketers in the organisation are managed by assessing how good they are currently at facilitating innovation. You should then put forward ideas for improving this aspect of marketing within the organisation – using the key concepts for creating innovative organisations to support your recommendations. Coverage of the expected outputs from these changes – in terms of novel approaches to marketing and better engagement with internal and external networks – should provide further support for your proposals.




Guidance notes:

Managing change is an activity that goes well beyond the marketing function. Your memo will need to inform a wide range of managers within the organisation about the planned changes. It will also need to give them the information and knowledge they need to support the internal marketing of the change process.

EXPECTED PERFORMANCE/MARKING CRITERIA

Pass:

50-59% Student will demonstrate competent research skills in identifying the area of new technology and the ability to make clear judgements about its impact on the organisation and how the organisation responds. Student will show knowledge of two or three different aspects of change management from an entrepreneurial marketing perspective. Student will be able to make clear comparisons with other organisations. Student will demonstrate sound knowledge of the key features of an innovative organisation and be able to apply this to a marketing context within an organisation. Student will be able to assess the value of current marketing-led innovation and make clear recommendations for its improvement through the design of the marketing function. Student will demonstrate knowledge of the main features of change programmes and how these are supported by internal marketing activities. Student will be able to choose relevant techniques for engaging stakeholder groups in the change process.

Merit:

60-69% Student will demonstrate good research skills and be able to synthesise a number of sources in identifying the area of new technology. Student will be able to make sound, well-supported judgements about its impact on the organisation. Knowledge of several different aspects of change management will be shown from a marketing perspective. Student will be able to make meaningful comparisons with other organisations. Student will demonstrate strong knowledge of a wide range of features found in an innovative organisation and be able to apply this in detail to a marketing context within an organisation. Student will be able to evaluate critically the current state of marketing-led innovation and make well-justified recommendations for its improvement through the design of the marketing function. Student will demonstrate a broad and in-depth knowledge of the key features of an innovative organisation and be able to apply this to a


marketing context within an organisation. Student will be able to generate valuable insights through assessing current marketing-led innovation and make creative and well-supported recommendations for its improvement through the design of the marketing function.

Distinction:

70%+ Student will show excellent research skills and make use of judiciously selected evidence in identifying the area of new technology and use this to support a coherent set of insightful judgements about its impact on the organisation. A robust knowledge of change management will be shown from a marketing perspective. Student will be able to compare their chosen context with that of other organisations in an insightful way. Student will demonstrate a broad and in-depth knowledge of the key features of an innovative organisation and be able to apply this to a marketing context within an organisation. Student will be able to generate valuable insights through assessing current marketing-led innovation and make creative and well-supported recommendations for its improvement through the design of the marketing function. Student will demonstrate strong knowledge of the different features of change programmes and give a robust explanation of how these are supported by internal marketing activities. Student will evaluate a range of relevant techniques for engaging stakeholder groups in the change process and make well-justified choices that are appropriate for the chosen context.

OVERALL – FORMAT AND PRESENTATION OF INFORMATION

Marks: 10

EXPECTED PERFORMANCE/MARKING CRITERIA

Pass:

50-59% A report format will be used. Grammar and punctuation will be acceptable. References will be present and in Harvard format.

Merit:

60-69% A suitable format will be used; report with contents page and references. The report will have a clear flow between subtasks. References will be appropriate, in Harvard format and relevant to the task, from suitable sources.

Distinction:

70%+ A well-structured report format will be used. The report will flow well between subtasks and the different perspectives and arguments will be well structured. References will use a range of academic sources and be in Harvard format.


Organisation summary To be included at the end of your report. Contents will contribute to the five marks available in part (a) of Task 1. The following headings should be included:

Organisation name

Type of organisation, for example, profit or not-for-profit, local, national, global and the legal entity

Size of organisation in terms of turnover and number of employees

The range of products and services provided

The customer base, for example, B2B/B2C

Competitors

Cross-functional relationships within the organisation

Other important stakeholders

Other relevant information


Recommended reading Core Nijssen, E.J. (2014) Entrepreneurial marketing: an effectual approach. Abingdon, Routledge. [ISBN 9780415722216] £29.99 Tidd, J. and Bessant, J. (2013) Managing innovation. 5th edition. Chichester, John Wiley. [ISBN 9781118360637] £43.64 Supplementary Ahmed, P. and Shepherd, C. (2010) Innovation management: context, strategies, systems and processes. Harlow, FT Prentice Hall. [ISBN 9780273683766] £48.99 Bjerke, B. (2007) Understanding entrepreneurship. Cheltenham, Edward Elgar Publishing. [ISBN 9781847200679] £18.95 Blundel, R. and Lockett, N. (2011) Exploring entrepreneurship: practices and perspectives. Oxford, OUP. [ISBN 9780199211555] £41.99 Hayes, J. (2014) The theory and practice of change management. 4th edition. Basingstoke, Palgrave Macmillan. [ISBN 9781137275349] £48.99 Hogg, C. (2014) The handbook of entrepreneurial marketing: how to align marketing and promotion to new products and services. London, Kogan Page. [ISBN 9780749467814] £19.99 Due in June 2014 Moore, G. (2014) Crossing the chasm: marketing and selling disruptive products to mainstream customers. 3rd edition. New York, HarperBusiness. [ISBN 9780062292988] £12.07 Ries, E. (2011) The lean startup: how constant innovation creates radically successful businesses. London, Portfolio Penguin. [ISBN 9780670921607] £14.99 Sethna, Z., Jones, R. and Harrigan, P. (2013) Entrepreneurial marketing: global perspectives. Bradford, Emerald. [ISBN 9781781907863] £49.95

Documents

Module Specification: Driving InnovationModule specification: Driving Innovation Page 1 of 21 CIM October 2014 Module Specification: Driving Innovation Driving Innovation is a 15-credit