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Certified Marketing Professional objective is to provide learners with the skills and understanding in marketing & branding that align with good strategic….

This certification has been designed by Berkeleyme. The objective of this Strategic Marketing Certification is to provide learners with the skills and understanding in marketing & branding that align with good strategic decision making to maintain organisations’ competitive advantage.

Learners acquire knowledge through an integrated approach of theory in marketing, branding consumer behaviour and digital communication management and practice using real-time activities. Successful completion of this qualification will develop learners’ strategic marketing management, consumer behaviour and branding skills and their ability to focus on the requirements of implementing an organisation’s strategy.
This certification enables learners to progress into or within employment and/or to work toward a relevant Master’s programme with advanced standing.


Entry requirements

• An honours degree in related subject
• Mature learners with management experience


Learning Outcomes

• To understand and apply the principles of management strategy in a business environment
• Review and apply the principles of business management within industry
• To understand and apply the principles of strategic management in a specific environment
• To improve the employability of learners by allowing them to explore the relationship between management theories and their practical application in the business world.
• Analyse problem-solving techniques specific to business and industry
• Select, collate, review and analyse information form a wide range of sources
• Work independently and as part of a team
• Manage one’s own personal development and growth.

Course Outline

• Systems of interest
• Boundary critiques
• Multiple perspectives
• Emergent properties
• Reference systems
• Context is everything
• Diagnosis and analysis
• Your research focus? – some questions
• Your research strategy
• The nature of data and information
• Taxonomy, ontology and epistemology
• Mode 1 and 2 knowledge
• Tacit and explicit knowledge
• Methods and techniques for collecting data and information
• Criteria for selecting data and information/Sources of data and information
• Different types of research

• Approaches to business strategy
• Old and new business models
• Strategy evolution
• Resource based approach to strategy
• Analysis of the environment
• Honey and Mumford learning styles
• Personal development and gap analysis including developing yourself
• Career anchors (Edgar Schein)
• Blanchard, Adair, Blake and Mouton Models on leadership and development
• Argyris’ double loop learning
• Reddin’s 3D and Belbin’s team roles
• Skills competences and know-hows including core and distinctive competences
• Intellectual capital and balance score card methods
• Development of a personal development plan (PDP)
• Health and safety at work
• Erikson’s Life Stage Theory
• Nudge Theory
• Psychological Contract
• Kirkpatrick’s Learning Evaluation Model
• Erikson’s Theory of Personal Development (1902 – 1994)
• Developmental and Sponsorship Mentoring
• Formal and Informal Coaching.

• Marketing mix and principles of marketing
• Marketing research
• International marketing planning
• Methods and Techniques for collecting Data and Information
• Basic / Traditional Approaches to Strategy
• Marketing methodologies
• Diffusion of Innovation, Product life cycle and experience curve
• Issues of risk within a marketing plan
• Components of a Strategic Marketing Plan
• Brand & Advertising including Global Brands
• Advertising to Children
• The Regulatory Frameworks
• Use Product/Service Branding
• Behaviours and Attitudes/Behavioural Measures of Loyalty
• Customer Service
• Digital and Global marketing
• Globalization theories and cases in practice.
• Advertising to Children
• The Regulatory Frameworks

• Context: Financial Accounting and Management Accounting
• Basic accounting concepts, e.g. profit, cash, matching
• Difference between capital & revenue, sources of financial & cost data
• Financial Analysis
• Budgeting and cash flows
• Costing methods and overhead allocations
• Return on Investment calculations
• The role of depreciation
• Cost / profit centres and allocating costs
• Analysis of financial data, cost benefit analysis
• Lean Methods and Lean accounting
• The difference between data and information
• Sources of data and information

• Evaluate each component part of the chosen strategic plan
• Analyse the factors affecting the strategic plan of your choice
• Internal and external change drivers
• Structured evaluation of the organisation’s strategic position
• Strategic options to meet strategic aims and objectives
• Justifying strategic options
• Evaluating the expectations of all stakeholders
• Medelow – Johnson, Whittington and Scholes
• POSIWID and organisational purpose.

• Organisational aims and objectives
• Alternative Strategic Options
• Strategic Tools and Techniques
• Other Tools and Techniques
• Stakeholder expectations
• Strategic options
• Risk Assessment
• Components of a Strategic plan
• How to evaluate, monitor and review a strategic plan

• Organisational processes: processes for the evaluation, selection and development of ideas; ideas – value chain, inside/outside, cross-pollination, selection, development, diffusion; role of incubation.
• Leading the case for innovation: leadership styles and behaviours – strengths, adopting appropriate style for different circumstances; theory and practice of influencing and motivating others.
• Relationship between transformational and transactional change; decision- making processes and style. Perceptions and motivational influences and how to influence them.
• Different methods of communication – strengths and weaknesses in different circumstances
• Vision and mission: influence of vision and mission; indicators of organisational performance; influence of an organisational strategic plan and business plan on innovation.
• Methods; concept that policies and procedures are supported by a culture that reinforces consistently what the organisation is about.
• Tools for creative and innovative solutions: theory and application of lateral thinking, visioning and problem-solving techniques; theory and use of analytical tools – SWOT (strengths, weaknesses, opportunities, threats), PESTLE (political, economic, social, technological, legal, environmental) analysis; cost-benefit analysis; decision-making processes and styles.
• Risks: risk analysis, risk management techniques. Benefits and limitations of innovation: benefits – first to market, premium prices, large market share, increased shareholder return, increased employee motivation and morale, improved systems and processes.
• Limitations – risk, investment needed, continual change; expertise in organisation, technological knowhow; strategy – strengths and weaknesses

• Global integration: international business environment – PESTLE (political, economic, social, technical, legal, environmental) analysis; market size; economies of scale; multinational corporations; transnational corporations.
• International institutions – World Trade Organization (WTO), World Bank, International Monetary Fund (IMF), Organisation for Economic Co-operation and Development (OECD), The Group of Twenty (G-20); global financial stability; capital investment; emerging economies.
• European Union (EU): role, responsibility, EU legislation; EU directives; EU membership; EU business regulations and their incorporation into national law; EU policies e.g. agriculture (CAP), business, competition, growth, employment, education, economics and finance, employment, environment, science and technology, regional, welfare.
• Corporate governance: purposes (direction, oversight, accountability); board responsibilities; transparency; disclosure; objectivity; integrity; ethical behaviour; organisational culture; stakeholders’ interests.
• Regulatory requirements: Cadbury report; Rutteman guidance; Greenbury report; Hampel report; Turnbull report; Higgs report; Smith report; Companies Acts (2004, 2006); the 8th Company Law Directive of the European Union (2006), Sarbanes Oxley Act (2002, US).
• Impact on domestic business; UK Corporate Governance Code; stock exchange listing requirements; incorporation of legal and regulatory requirements into organisational policies, practice and procedures
• Environmental legislation: EU legislation; UK legislation; environmental protection (air, environmental permitting, land, waste, water, chemicals); noise and nuisance; climate change; energy conservation etc
• Social, cultural, ethical and moral issues: equal opportunities, diversity; disability; discrimination; racism; harassment; bullying; whistleblowing; privacy; confidentiality.
• Ethical standards in business activities (finance, human resources, marketing, dealing with stakeholders); affirmative action; codes of practice; organisational policies; staff training.


These qualifications are vocational as they can support a learner’s career progression. To meet aim to provide an appropriate assessment method each unit will be assessed through tasks that will be written in a way to make them realistic ‘work-related’ tasks wherever possible. Learners will need to demonstrate knowledge, understanding and. Original thought, problem solving and recommendations on actions will also be asked for from learners where appropriate for the unit. Intellectual rigour will be expected appropriate to the level of the qualification.

Assignments will contain a question strand for each of the given unit’s learning outcomes. The assignment tasks will address the LO (learning outcome) and AC (assessment criteria) requirements. Within assignments there will always be requirements for learners to engage with important and relevant theory that underpins the subject area.

The assignment questions will require learners to draw on real organisations to illustrate their answers. To support this activity during the programme of learning, centres are required to make sure that they include case studies of relevant organisations and, wherever possible, facilitate in- company opportunities for learners to undertake research and investigation projects and/or support the organisation with various tasks. Mature and part-time learners will ideally be able to draw on their personal work experience too.



Tuition and guidance should feature flexible approaches to delivering the unit. Formal tuition sessions, whether face to face or online, will identify some of the required, theoretical subject matter. This will help learners to work individually, or as part of a group, researching and gathering information about the subject.

Personal and group research, case studies, simulations, exercises and discussion are typical and engaging ways of learning about the subject. Learners will likely use tutor- and self- directed study and reflect on their experience and expertise.

Up-to-date information and materials are available from many sources such as businesses, the Worldwide web, television and radio broadcasts, broadsheet newspapers and advisory services.



Where a candidate has achieved an overall average mark of at least 70% from all the units, may award a Distinction, although offering such a grade to individual candidates is at the discretion, and is not normally given after any successful referral attempts.

Awarding Organisation

Berkeleyme School of Management & Sciences


Successful completion of the Certified Marketing Professional, enables to a Postgraduate & Master’s Degree top-up from world class British Universities.


key Features

  • 100% distance learning.
  • Accepted and recognized all over the world.
  • Duration 6 to 12 months depending upon the course.
  • Cost Effective.
  • Opportunity to visit UK for a study tour.
  • Immigration options to Canada & Australia.
  • Job opportunities across the globe with higher salaries.

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