Suggestedlectureplan:Marketingmanagementcourse
Samplesyllabus
1.Lecturer
SvendHollensen,Ph.D.
PearsonEducationwebsite:
E-mail:
2.Courseobjectives
Thedevelopmentofmarketingtheoryandpracticeisundergoingaparadigmshiftfromatransactionaltoarelationshiporientation.However,asmanycompaniesarestillrelyingonthetraditionalmarketingapproach,thecoursewillbalanceontheedgebetweenRelationshipMarketing(RM)andTraditional(transactional)Marketing(TM).
Thecourseobjectivesare:
•Tointroducethestudentstothemainconceptsof‘MarketingManagement’,boththetraditionalmarketingconceptandalsohowthiscanbecombinedwiththerelationshipmarketingconcept.
•Topresentthestudentsananalyticframeworkforbuildingachainofrelationships(networks/valuenet)betweenthefocalfirm anditsmainstakeholders,includingcustomers,suppliers,distributionchannelintermediariesandfirmsproducingcomplementaryproducts/services.Evenrelationshipstocompetitorsareconsidered.
•Toofferthestudentsananalyticframeworkforthedevelopment,implementationandcontrolofmarketingplanswiththepurposeofdevelopinglong-termrelationshipswithcustomers,whichcannoteasilybeduplicatedbycompetitors.
Havingfollowedthiscourse,thestudentshouldbebetterequippedtounderstandhowthefirmcanachievecompetitivenessthroughthedesignandimplementationofrelationship-basedmarketingprogrammes.
3.Coursecontent
Thecoursehasacleardecision-orientedapproach.Thestructureofthecoursefollowsthemarketingplanningprocessofthefirm.Basedonananalysisofthecompetitiveadvantagesofthefirm(session)andtheanalysisoftheexternalsituation(session),thefirmisabletodevelopmarketingstrategies(session)andmarketingprogrammes(session).Finally,thefirmhastoimplementandcontroltheeffortsinthemarketsandifnecessary makecorrectivechangesinthemarketingstrategy(session).
4.Literature
SvendHollensen:‘MarketingManagement–Arelationshipapproach’.FinancialTimes/PrenticeHall,ThirdEdition,2015.
5.Pre-requisites
Anintroductorycourseinmarketingand/oreconomics.
6.Duration
Numberofclasshourspercourse:30
7.Teachingmethodsused
Lecturescombinedwithgrouppresentationsanddiscussionsofcasestudies.
Possible course structure – based on a 15 week course:
Week(date) / Sessiontopics
(Twoclasshoursperweeksession) / Required reading
Text= S.Hollensen, ‘Marketing Management’, 2015
Classcase= To be discussed in class. Thetutorleadsthediscussion.
Groupcase=Casestudyno.in ‘Marketing Management’.A group makesa20minutepresentationin classwithsubsequentdiscussionin class. The group is more than welcometoupdatethecasethrough theInternet.
1 / •Structureofthebook
•Introduction
•The TM versus the RM concept
•Relevant market research types for assessment of market potential / Text= Preface+ Chapter1 + Appendix
Classcases = TataNano(PartI Video case study)
2 / Identificationof‘corecompetencies’
•Theresourced-basedview(RBV)
•Market-orientation view(MOV)
•Exploitation vs. Exploration
•Value creation vs. Value capture
•Customer experiences and experimental marketing
Developmentofcompetitive advantages
•Sourcesofcompetitiveadvantages
•A holistic model of competitiveness
•Make-orbuy(outsourcing)analysis / Text= Chapters2+3
Classcases = Hunter Boots (Case1.1)
Groupcase:Zalando (Case2.1) –Group no.1
3 / Customerbehaviour
•Consumerdecisionmaking(B-t-C)
•Organisationaldecisionmaking (B-t-B)(theBuy-Gridmodel)
•Customer satisfaction
•Customisation / Text= Chapter4
Classcase=Müller yogurts (Part II Video case study)
Groupcase:NintendoWii (Case3.1) –Group no.2
4 / Competitoranalysis/Intelligence (CI)
•Whoarethecompetitors?
•Howdowelearnaboutour competitors?
•Market/resourcecommonality
•Responsepatternsofourcompetitor
•OrganisationforCI / Text= Chapter5
Groupcase:Spotify
(Case4.1) –Group no.3
5 / Analysingrelationshipsinthevalue chain(thevaluenet)
•Customer relationships
•Supplierrelationships
•Complementorrelationships
•Competitor relationships
•Internal marketing relationships / Text= Chapter6
Groupcase=CerealPartnersWorldwide (Case5.1) –Group no.4
6 / SWOT, strategic marketing planning and portfolioanalysis
•SWOTanalysis
•Portfolio analysis
•BCG– model
•GE– Matrix
•Internationalportfolioanalysis
•Supplierportfolios / Text= Chapter7
Groupcase= ARM (Case6.1) –Group no.5
7 / Segmentation, targeting, positioning andcompetitivestrategies
•Segmentation in the B-t-C market
•Segmentation in the B-t-B market
•Targetmarketing
•Positioning
•Genericcompetitivestrategies
•Offensive/defensivecompetitive strategies / Text= Chapter8
Classcase=Nivea(PartIIIVideocase study)
Groupcase= Red Bull (Case7.1) –Group no.6
8 / CSRStrategyandthesustainable global value chain
•Social Marketing aspart of CSR
•Cause-related marketing
•Thesustainableglobalvaluechain
•Designandimplementationofthe intern
•Poverty(BOPmarket)as a‘market’ opportunity
•The‘green’marketasabusiness opportunity / Text= Chapter9
Groupcase= LEGO Friends
(Case8.1) –Group no.7
9 / Establishing, developing and managingbuyer-seller relationships
•Buildingbuyer-sellerrelationships inB-t-BandB-t-Cmarkets
•Relationship quality
•Managing loyalty
•The CRM path to customer loyalty
•Key Account Management (KAM) / Text= Chapter10
Classcase=Tequila Avión
(Part IV Video case study)
Groupcase=YouthAIDS(Case9.1) –Group no.8
10 / Product/service decisions
•Dimensionsoftheproduct
•Servicestrategies (Service-Dominant Logic)
•NewproductdevelopmentandPLC
•Brandequityandbranding alternatives
•Implications of the Internet for productdecisions
•‘Long Tail’strategies / Text= Chapters11
Groupcase=DassaultFalconbusiness jets(Case10.1)–Groupno.9
11 / Pricing decisions
•Pricingstrategies(value-basedvs cost-based)
•Experiencecurvepricing
•Pricebundling
•Relationship pricing
•PricingontheInternet (e.g. the Freemium model) / Text= Chapters12
Groupcase=British American tobacco (BAT) (Case 11.1) –Group no.10
12 / Distributiondecisions
•Functionsofchannelparticipants
•Distributor portfolioanalysis
•Relationships between manufactureranddistributor
•Channelstructure
•Managinglogistics
•Retailing/ mystery shopping
•Communicationprocess
•Communicationtools
•Personalselling
•Tradefairsandexhibitions
•Distribution by Smartphones / Text= Chapters13
Groupcase=Harley-Davidson (Case 12.1) –Group no.11
13 / Communication decision
•Communicationprocess
•Communicationtools
•Personalselling
•Tradefairsandexhibitions
•Implications of Internet for communicationdecisions
•Social Media Marketing (6-C model)
•From ‘Bowling’ to ‘Pinball’ / Text= Chapters14
Groupcase= Bosch Indego
(Case 13.1) –Group no.12
14 / Organisingand implementing the marketingplan:
•Marketingaudit
•Buildingthemarketingplan
•Organisationand implementation of the marketingeffort
•The role of internalmarketing / Text= Chapter15
Classcase=PretAManger
(PartV Videocasestudy)
Groupcase=Orabrush Inc. (Case 14.1) –Group no.13
15 / Budgetingand controlling
•Annual plan–budgeting
•Controlling the marketing programme
•Customer lifetimevalue(CLTV)
•Economicvalue-addedwith successful implementation of customer relationshipmanagement (CRM
•Social Media metrics / Text= Chapter16
Groupcase= Triumph Underwear
(Case 15.1) –Group no.14
Groupcase=Sony Music Entertainment
(Case 16.1) –Group no.15
Ifmorethanfifteensessionsareavailable,theAppendix(‘Marketingresearch/decisionsupportsystem’)canbetakenoutasseparatesessions.