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The Marketing Practice-based Project provides an opportunity to undertake a sustained piece of individually developed project applied to a real-life marketing situation or problem which involves an extended, independent investigation. This module focuses on offering to students the possibility to critically analyse environments and situations with interest for marketing strategies, evaluating actual contexts, integrating them in theoretical frameworks, and proposing possible new practical approaches. The Marketing Practice-based Project is testing for creative methods of synthesis, structuring and communication of your investigation, which demonstrates a Masters level understanding of the particular topic.

This module aims to provide opportunities for you to develop an understanding of marketing research in theory and practice. There are two broad objectives:

(1) to enhance your knowledge of the research process and increase your awareness regarding the challenges associated with research, and

(2) to equip you to conduct your own research, leading towards your dissertation.

This module aims to provide opportunities for you to develop an understanding of marketing research in theory and practice. There are two broad objectives:

(1) to enhance your knowledge of the research process and increase your awareness regarding the challenges associated with research, and

(2) to equip you to conduct your own research, leading towards your dissertation.

Marketing theories, concepts, tools and models are applied via a computer simulation of a competitive industry. In the simulation game, teams of students will compete against each other in one industry and make decisions over a series of periods. Decisions will be made in key marketing areas such as targeting of customer segments and positioning of products, analysing market research studies, pricing of products, advertising, research and development, production planning, product portfolio management (introduction, removal, re-design), channel choice and sales force allocation, amongst others.

Marketing theories, concepts, tools and models are applied via a computer simulation of a competitive industry. In the simulation game, teams of students will compete against each other in one industry and make decisions over a series of periods. Decisions will be made in key marketing areas such as targeting of customer segments and positioning of products, analysing market research studies, pricing of products, advertising, research and development, production planning, product portfolio management (introduction, removal, re-design), channel choice and sales force allocation, amongst others.

Marketing theories, concepts, tools and models are applied via a computer simulation of a competitive industry. In the simulation game, teams of students will compete against each other in one industry and make decisions over a series of periods. Decisions will be made in key marketing areas such as targeting of customer segments and positioning of products, analysing market research studies, pricing of products, advertising, research and development, production planning, product portfolio management (introduction, removal, re-design), channel choice and sales force allocation, amongst others.

The module considers strategic marketing decisions and their implications for organisations in regard to achieving their goals and objectives. It focuses on employing a market-led strategic approach to decision making through providing value to customers and developing a sustainable competitive advantage. The module adopts a planning perspective on marketing decision making which involves assessing the external and internal dimensions of the strategy process. It considers alternative strategic options in terms of market and product alternatives, their evaluation and selection, programmes for effective implementation, and measures for establishing performance. Contemporary competitive marketing forces are considered together with the application of strategic decision making to marketing in a range of different organisational contexts.

The module considers strategic marketing decisions and their implications for organisations in regard to achieving their goals and objectives. It focuses on employing a market-led strategic approach to decision making through providing value to customers and developing a sustainable competitive advantage. The module adopts a planning perspective on marketing decision making which involves assessing the external and internal dimensions of the strategy process. It considers alternative strategic options in terms of market and product alternatives, their evaluation and selection, programmes for effective implementation, and measures for establishing performance. Contemporary competitive marketing forces are considered together with the application of strategic decision making to marketing in a range of different organisational contexts.

In this module, you will develop the skills to create innovative, agile, and strategically aligned marketing plans that respond to the demands of a rapidly evolving marketplace. You will explore how to apply key theories, concepts, and frameworks to build competitive positioning and long-term brand value. The module focuses on how emerging and creative marketing techniques can be used to design effective programmes that drive growth and strengthen brand equity. You will gain an understanding of how to develop and evaluate strategic marketing plans to achieve business objectives. A key component of the module is understanding how to integrate sustainable marketing practices into your strategy, ensuring relevance and responsibility in today’s global context. By the end of the module, you will be equipped to lead strategic marketing initiatives that are forward-thinking, adaptable, creative and impactful.

The Dead Sea fortress Masada was the last stronghold of resistance to Roman rule in Judea. Following the outbreak of revolt against Rome (66) and the fall of Jerusalem to the soldiers of the Roman emperor Vespasian (70), the fortress was finally taken in 73/74 AD. The memory of these events has had a deep and lasting effect on western civilisation.

The story of Masada is told by Flavius Josephus, first a commander on the rebel side, later a prisoner of Vespasian, and, finally, under Vespasian’s patronage in Rome, historian of the Judean War (66-73/74) – posthumously, one of the most read historians of all time. In his lifetime, serious questions were asked about Josephus’s loyalties (“traitor or patriot”?), and his truthfulness – those questions continue to be asked by historians today as they explore Josephus’s complex identity. His account of Masada supplies a classic case study for exploring Josephus’s credibility and the politics of his history writing. As Josephus tells it, armed rebels made Masada their home in 66, men, women, and children, inspired by religious ideology: “No ruler but God”. As proof of their beliefs, the leaders of Masada chose to kill themselves and their families (960 people) rather than surrender to the Roman forces who had laid siege to the fortress. Josephus condemns the rebels of Masada for their resistance to Rome and blames their ideology for the catastrophe of the war. But in their self-inflicted death, he also portrays them as heroes, admired for their bravery by the Roman soldiers who found their bodies. The story raises many questions. Not least, what really happened at Masada?

Following the excavation of Masada in the 1960s, the fortress has yielded a remarkable treasure-trove of evidence about the lives of the people who lived there and the Roman siege operation, which brought their occupation to an end. For historians of the ancient world, this is a rare and precious chance to compare the history of a major event with material evidence from the site of action. Does it confirm or refute Josephus? Can the archaeology tell us about that rarest of things, the viewpoint of rebels against Roman rule? In the modern world, the rebels’ last stand at Masada has become a powerful symbol of heroic resistance but also of survival: “Masada shall not fall again”.