MBA Programme

N14M04
Marketing
Module Outline
2013-2014
Summer Semester
10 Credits, Level 4, Semester 1
1
Introduction
Welcome to the Marketing module. If this is your introduction to marketing, the
course is designed to estalish the fundamental conce!ts of marketing and hel!
you to understand the "ays in "hich these may e used in !ractice. If, on the
other hand, you already have some kno"ledge or e#!erience of marketing, there
is am!le o!!ortunity to develo! and uild on that e#!erience through discussions,
case studies and readings.
We ho!e that the course "ill !rovide you "ith a stimulating environment in "hich
you can e#!lore the nature and !rocesses of marketing, understand the o!eration
of marketing in !ractice and critically evaluate the im!act of marketing
!rogrammes oth to the firm and "ider stakeholders. $o meet the re%uirements
of an increasingly com!etitive market!lace, familiarity "ith the tools&!rocesses
currently used y !ractising marketing !rofessionals "ill e encouraged and
!ractical e#ercises&assignments in analysing market o!!ortunities and making
strategic marketing decisions "ill e undertaken.
Please can you look careully t!roug! t!e material in t!is module
!and"ook# or eac! session t!ere are details on $!en you s!ould attend%
$!at $ill "e co&ered and $!at you may need to do' Please can you
ensure t!at you read rele&ant case studies in ad&ance' (!ank you'
)etails o Module *on&enor and (eac!ing Sta
Module Convenor:
'rofessor (on Sim, )ng
Location* +,1- ./niversity of 0ottingham ,usiness School ,lock +1
+mail 2ddress* fonsim.ong3nottingham.edu.my
$ele!hone 0o.* 405678-9659:5
2vailaility Statement* I have student consultation hours et"een 10.0061-.00
on $uesdays and 10.0061-.00 on $hursdays. If you are unale to make either of
these times, !lease email me and "e can arrange a mutually convenient
a!!ointment time.
)etails o +,ternal +,aminer
0ame* 'rofessor ;r. ,o ;oherty
'osition* 'rofessor of Marketing
Institution* $he <ork Management School, /niversity of <ork
*ontact -ours . Breakdo$n o Student /earning -ours
10 # 5 hour lectures
$he e#!ectation for a 10 credit module is to undertake 100 hours of study. Most of
the 10 formal sessions for this course "ill com!rise a mi# of formal lectures and
grou! ased case studies or !ractical e#ercises. =isiting s!eakers may !resent for
!art of these sessions as a!!ro!riate. In terms of the 48 hours !er module in self6
directed study the e#!ectation is that you "ill s!end around -65 hours each "eek
!re!aring for the class, "hich "ill entail reading a numer of key articles and for
some lectures there "ill also e a case study to read. <ou are also e#!ected to
undertake additional reading follo"ing the sessions and use the remaining time
for course"ork and e#am !re!aration.
-
Pri0e )etails
0one
Met!od and *riteria o Assessment
Individual timed .47 hours1 take a"ay e#am .5000 "ords1 .40>1? @rou!
2ssignment .-,900 "ords1 .40>1
/ecture (imeta"le Slot and /ocation
Location* $he Classes "ill e from 17
th
Auly to -9
th
Auly, -014.
1/(*
Outline Sylla"us and /ecture Programme
)ate and (ime Session2/ecture (o3ic
17.8.-014
4.506:.50!m
1. $he 0ature and Bole of Marketing
1:.8.-014
:.00am to 9.00!m
-. $he Marketing +nvironment and Com!etitive
2dvantage
5. /nderstanding Customers and Consumers
-0.8.-014
:.00am to 9.00!m
4. Market Segmentation, $argeting and
'ositioning
9. Com!etitive Marketing Strategies
-1.8.-014
4.506:.50!m 4. Managing 'roducts and ,rands
--.8.-014
4.506:.50!m
8. Marketing Communications
-5.8.-014
4.506:.50!m
7. 'ricing and Channels
-4.8.-014
4.506:.50!m
:. Marketing 'lanning, Im!lementation and
'erformance Measurement
-9.8.-014
4.506:.50!m
Course Bevie" and ;erief
Formal Lectures:
$he formal lectures of the course "ill deal "ith the follo"ing central tasks of
marketing strategy and marketing management as listed in the tale aove.
(urther details on each session are !rovided elo".
5
Group Based Case Studies or Practical Exercises
$hese sessions are centred on interactive grou! activities and include a mi# of
!ractical e#ercises and case studies "here grou!s can e#!lore the marketing
conce!ts encountered in oth formal lectures&reading and from each !artici!antCs
o"n usiness e#!erience. $he key "ord here is 3artici3ation. $he more you are
ready to !artici!ate, the more dynamic the learning environment "ill ecome.
@rou!s "ill analyse the case studies, issued in advance of each session? the
marketing issues are to e identified and discussed, and !ossile marketing
strategies, !rogrammes or solutions !ro!osed y different grou!s during the
sessions.
(or the lectures you are free to estalish grou!s yourselves of "hatever siDe you
"ish, and to "ork in different grou!s during the lectures if you "ish. Eo"ever, for
the grou! assignment you are re%uired to estalish a grou! "ith a minimum of 4
!eo!le and a ma#imum of 9.
4ull details o course$ork or ot!er non-e,am assessment
2ll memers of the course, via their grou!s, are e#!ected to contriute to a re!ort
on the follo"ing theme*
$he follo"ing vie"!oints e#!ressed in the !ress !rovide a sna!shot of the
randing landsca!e in Malaysia.
$he state of randing in Malaysia according to the !ress
FMost Malaysian com!anies are not s!ending enough in rand uilding and
develo!ment .stated1 Minister of International $rade and Industry ;atuk Seri
Bafidah 2DiD. She said local com!anies need to rethink their a!!roach to
randing or lose out in the current com!etitive marketGH .New Straits Times,
February 7, 20041.
FGthere are significant ga!s in randing kno"ledge and understanding amongst
many Malaysian SM+ com!anies. $he maIority seem to !erceive rand uilding
!urely as a cost and do not see the im!ortance of randing as a valuale asset
"hich needs to e invested in.H .MARKETING-Interactie, Marc! "2, 20"01.
.Source* ,aladi, A. -011. T!e #ruta$ Trut! ab%ut Asian #ran&in'( An& !%w t%
#rea) t!e *ici%us +yc$e. Singa!ore* Aohn Wiley J sons .2sia1 'te. Ltd.1
InterrandCs annual study of the "orldCs to! rands highlight the fact that for
years, almost e#clusively only Western&Aa!anese rands emerge in the to! 90 of
the gloal rand rankings. ,esides Aa!anese rands such as Eonda, Sony and
$oyota, the only 2sian rand that "as listed in the to! 90 in -007 "as Samsung,
in the -1
st
s!ot. In -011, only the Western&Aa!anese rands "ere in the to! 90,
4
"hile Samsung "as not even listed in the to! 90. In -01-, Samsung "as the to!
riser, occu!ying the :
th
s!ot.
.Source* htt!*&&""".interrand.com&it&est6gloal6rands& 1
,ased on the rankings of gloal rands in Interrand study that sho"s
consistently strong Western&Aa!anese rands and the realisation of the
im!ortance of uilding strong rands in Malaysia, you are re%uired to select a
Malaysian rand that you think has the !otential to gro" into a gloal rand.
,ased on the rand that you have chosen,
1. conduct a rand audit, and
-. recommend a randing strategy
In the strategy that you suggest, e sure to include rand !ositioning strategy,
sho"ing the !erce!tual ma! for your chosen rand vis6a6vis com!etitorsC rand.
Include in your discussion, oth theoretical and conte#tual Iustifications ased
on your understanding of the current market.
In !re!aring your re!ort for sumission, the follo"ing guidelines a!!ly*
$he re!ort should e "ord !rocessed .(ont ty!e and siDe* $imes 0e" Boman
1-, doule s!acing1
$he re!ort should e a ma#imum of 2%500 $ords 3lus or minus 106
.e#cluding a!!endices1 and you must indicate the numer of "ords in your
assignment at the end .any "ord !rocessor "ill !rovide this facility1 6 any
"ords over this "ill not e read. Bememer ho"ever, that a!!endices are
treated as outside the "ord limit. $herefore, if you "ish to include detailed
information that you have collected, you "ould e est advised to !resent that
information in an a!!endi#. ,/$ !lease rememer that only marginal credit
can e given for material in the a!!endices.
'lease ensure that any sources .of data or of ideas1 are clearly referenced in
the Earvard style. <our attention is dra"n to /niversity regulations and School
guidelines regarding !lagiarism.
+ach individual should sumit t$o co!ies of their re!ort.
)eadline )ate or Su"mission o *ourse$ork
$he re!ort should e sumitted y 23m on (!ursday 14
t!
August 2014, to the
(aculty )ffice in Semenyih or at 1/(* "y 3 3'm' on the same day, ensuring that
you have com!leted the a!!ro!riate sumission form. )nline sumission via
Moodle&$urnitin should e com!leted y the same deadline.
9
(ive marks "ill e deducted for each "orking day .or !art thereof1 if course"ork
is sumitted after the official deadline date "ithout an e#tension having een
otained. +#ce!t in e#ce!tional circumstances, late sumission !enalties "ill
a!!ly automatically unless a claim for e#tenuating circumstances is made "ithin
five calendar days follo"ing an assessment deadline. +#tensions "ill only e
given in e#ce!tional circumstances such as illness ."hich needs verifying
evidence from a doctor1 and in the case of significant !ersonal&family !rolems.
Short6term illness .less than 8 days1 is not normally regarded as an e#tenuating
circumstance for course"ork. Late !enalties "ill not e im!lemented if a claim
for e#tenuating circumstances is retros!ectively a!!roved.
Module Aims
$his module aims to !rovide an overvie" of the nature and !ractice of marketing
at oth strategic and tactical levels. Students "ill e introduced to a variety of
relevant conce!tual frame"orks and "ill e e#!ected to a!!ly these in relation
to their o"n usiness e#!erience and to a diversity of case studies. $he module
also aims to develo! a critical !ers!ective on modern marketing y encouraging
students to evaluate the roader social im!act of marketing !ractices.
/earning O"7ecti&es and Outcomes
Kn%w$e&'e an& un&erstan&in'
$his module develo!s a kno"ledge and understanding of*
Markets 6 the develo!ment and o!eration of markets for resources, goods
and services
Customers 6 customer e#!ectations, service and orientation
,usiness !olicy and strategy 6 the develo!ment of a!!ro!riate !olicies and
strategies "ithin a changing environment, to meet stakeholder interests
'ervasive issues 6 these "ould include sustainaility, gloalisation, cor!orate
social res!onsiility, diversity, usiness innovation, creativity, enter!rise
develo!ment, kno"ledge management and risk management
Inte$$ectua$ s)i$$s
$his module develo!s*
,eing ale to think critically and e creative* manage the creative !rocesses
in self and others? organise thoughts, analyse, synthesise and critically
a!!raise. $his includes the ca!aility to identify assum!tions, evaluate
statements in terms of evidence, detect false logic or reasoning, identify
im!licit values, define terms ade%uately and generalise a!!ro!riately
,eing ale to solve com!le# !rolems and make decisions* estalish
criteria, using a!!ro!riate decision6making techni%ues including identifying,
formulating and solving usiness !rolems? and the aility to create,
identify and evaluate o!tions? the aility to im!lement and revie" decisions
/sing information and kno"ledge effectively* scanning and organising data,
synthesising and analysing in order to astract meaning from information
and to share kno"ledge
,r%-essi%na$ .ractica$ s)i$$s
$his module develo!s*
$he aility to conduct research into usiness and management issues either
individually or as !art of a team through research design, data collection,
analysis, synthesis and re!orting
4
+ffective !erformance "ithin team environments and the aility to recognise
and utilise individualsK contriutions in grou! !rocesses and to negotiate and
!ersuade or influence others? team selection, delegation, develo!ment and
management
Leadershi! and !erformance management* selecting a!!ro!riate leadershi!
style for different situations? setting targets, motivating, monitoring
!erformance, coaching and mentoring
Trans-erab$e /)ey0 s)i$$s
$his module develo!s*
Eigh !ersonal effectiveness* critical self6a"areness, self6reflection and self6
management? time management? sensitivity to diversity in !eo!le and
different situations and the aility to continue to learn through reflection on
!ractice and e#!erience
+ffective t"o6"ay communication* listening, effective oral and "ritten
communication of com!le# ideas and arguments, using a range of media,
including the !re!aration of usiness re!orts
$his Module )utline should e read in conIunction "ith your Student Eandook.
Past2Sam3le +,amination Pa3er
(or 'ast&Sam!le +#amination 'a!ers, link to moodle. nottingham.ac.uk, navigate
to this module and click 'ast 'a!ers.
Module )etails on Moodle
$he "e address for Moodle is moodle. nottingham.ac.uk. Moodle contains the
definitive module s!ecification .including all assessment details1, !ast e#am
!a!ers, and assessment feedack and revie" !ages. <ou can see information on
!revious student !erformance and S+M feedack on the module. (or most
modules, Moodle also contains online tutorial sign6u! lists, module forums,
module ne"s and announcements, and a module home !age that !rovides
access to online materials such as electronic co!ies of lecture handouts.
Accessi"ility2)isa"ility
If you "ould like a hard co!y of this or other documents in an alternative format,
or have other concerns around issues of accessiility !lease contact the Module
Convenor or Mathe" 2raham .the SchoolCs ;isaility Liaison )fficer1.
8eading /ist
Be%uired and recommended reading for this course covers a road range of
reading material. $he !ur!ose of this is to !rovide an o!!ortunity to assimilate
central conce!ts and a!!roaches to marketing from varying and sometimes
contradictory sources. It is strongly recommended that your reading e selective
and that you use study grou!s to their fullest !otential and thus share the reading
load. If you have any !rolems "ith the availaility of course reading materials,
!lease contact me.
Course Text
$he course te#t, listed elo", is otainale from the ooksho! and can also e
!urchased as an e,ook. $his "ill e the main te#t on "hich the course is ased.
8
Eo"ever, you should also e !re!ared to consult other ooks and su!!lementary
reading as re%uired.
Lotler, '. and Leller, L.L. .-01-1, FMar)etin' Mana'ement1, 14
th
+dition,
'earson, Earlo", +sse#. IS,0615* :87606-8568955460
Recommended Supplementary Texts
We also recommend some other su!!lementary te#tooks that cover the same
road areas although "ith some"hat different a!!roaches*
,aines, '., (ill, C., and 'age, L. .-01-1, 2Mar)etin'1, -
nd
+dition, )#ford /niversity
'ress, )#ford.
,est, B. .-01-1, 2Mar)et #ase& Mana'ement( Strate'ies -%r Gr%win' +ust%mer
*a$ue an& ,r%-itabi$ity1, 4
th
International +dition, 'earson +ducation, Inc., /!!er
Saddle Biver, 0e" Aersey.
;oyle, ' .-00:1, =alue ased Marketing* Marketing Strategies for Corporate Growth
and Shareholder Value, Wiley, London
Eooley, @ A, 0icoulaud, ,. and 'iercy, 0 ( .-0111, 2Mar)etin' Strate'y an&
+%m.etitie ,%siti%nin'1, 9
th
+dition, 'rentice Eall, Earlo"
Aoer ; and (iona +llis6Chad"ick .-0151, 'rinci!les and 'ractice of Marketing, 8
th
edn., Maidenhead* Mc@ra"6Eill Eigher +ducation.
Wilson, 2lan and Meithaml, =.2. and ,itner, M.A. and @remler,
;.;. .-01-1, Services Marketing* Integrating Customer (ocus across the
(irm. Mc@ra" Eill, /L. IS,0 :870088151819
I- y%u !ae n%t stu&ie& mar)etin' be-%re y%u mi'!t -in& t!e -%$$%win' b%%) use-u$
.rerea&in'(
,lythe, A. .-01-1, 2Essentia$s %- Mar)etin'1, 9
th
+dition, 'earson, Earlo", +sse#.
(ahy, A. and Aoer, ;. .-01-1, 2F%un&ati%ns %- Mar)etin'1, 4
th
+dition, Mc@ra"6
Eill, Maidenhead.
(or each session you are e#!ected to read the recommended articles and are
advised to read some of the su!!lementary articles, "hich focus in more detail
on s!ecific to!ics and "ill hel! to dee!en your understanding of marketing. <ou
are also advised to consult marketing Iournals such as Eur%.ean 3%urna$ %-
Mar)etin', 3%urna$ %- Mar)etin' Mana'ement, 3%urna$ %- Strate'ic Mar)etin',
3%urna$ %- Mar)etin', 3%urna$ %- +%nsumer Researc!, 4arar& #usiness Reiew
an& 3%urna$ %- Mar)etin' Researc!5 In addition, you might find it useful to
consult Mar)etin' 6ee) or Mar)etin' trade magaDines, and Keyn%te and Minte$
market re!orts.
7
Content, Readin lists and Case Studies !or t"e Formal Sessions
Session 19 (!e Nature and 8ole o Marketing
$his session introduces the conce!t of marketing, e#!lores its role "ithin usiness
and !ays !articular attention to the role of marketing in contriuting to usiness
!erformance and enhancing shareholder value, as "ell as its roader social
im!act.
A33lication +,ercise9
)oes marketing create or satisy needs:
Marketing has often een defined in terms of satisfying customersC needs and
"ants. Critics, ho"ever, maintain that marketing goes eyond that and creates
needs and "ants that did not e#ist efore. $hey feel marketers encourage
consumers to s!end more than they should on goods and services that they do
not really need.
$ake a !osition* Marketing sha!es consumer needs and "ants versus Marketing
merely reflects the needs and "ants of consumers.
.$he class "ill e divided into t"o grou!s for the discussion1
Re#uired Readin
Lotler and Leller, Cha!ters 1 .or ,aines et al., Cha!ters 1, 15, 19 J 1:1
Lusch, B.(., =argo, S.L. and Malter, 2.A. .-0041, N$aking a Leadershi! Bole in
@loal Marketing ManagementN, 7r'anisati%na$ 8ynamics, =ol. 59, !!. -446
87
Smith, A.,. and Colgate, M. .-0081, FCustomer =alue Creation* 2 'ractical
(rame"orkH, Aournal of Marketing $heory J 'ractice, =ol. 19, 0o. 1, !!. 86-5.
Levitt $. .1:401, FMarketing Myo!iaH, 4arar& #usiness Reiew, Auly&2ugust
.re!rinted 1:891.
Supplementary readin
2ndreasen, 2.B., @oodstein, B.C. and Wilson, A.W. .-0091, O$ransferring
OMarketing Lno"ledgeC to the non 'rofit SectorC, +a$i-%rnia Mana'ement
Reiew, =ol. 48, 0o. 4, !!. 44648.
,aker, M.A. .-00:1, F)ne more time* "hat is marketingPH, in ,aker, M.A. and
Eart, S. .-00:1, T!e Mar)etin' #%%), 4
th
+dition, !!. 561:.
,ro"nlie, ;. and Saren, M. .1::-1, F$he (our 's of the Marketing Conce!t*
'rescri!tive, 'olemical, 'ermanent and 'rolematicalH, Eur%.ean 3%urna$ %-
Mar)etin', =ol. -4 0o. 4, !!. 54648.
;oyle, ' .-0001, O=alue ,ased MarketingC, 3%urna$ %- Strate'ic Mar)etin', =ol. 7,
0o. 4, !!. -::6510.
:
Eooley, @.A., @reenley, @.+., Cadogan, A.W. and (ahy, A. .-0091, F$he
'erformance Im!act of Marketing BesourcesH, 3%urna$ %- #usiness Researc!,
=ol. 97, 0o. 1, !!. 176-8.
Eouston, (.S. .1:741, F$he Marketing Conce!t* What It Is and What It Is 0otH,
3%urna$ %- Mar)etin', =ol. 90, 2!ril, !!. 71678.
=erhoef, '.C. and Leeflang, '.S.E. .-00:1, F/nderstandings the Marketing
;e!artmentCs Influence "ithin the (irmH, 3%urna$ %- Mar)etin', =ol. 85, 0o. -,
!!. 14658.
Session 29 (!e Marketing +n&ironment and *om3etiti&e Ad&antage
$his session addresses ho" "e define the market in "hich organisations o!erate
and understanding ho" that market "orks. 'articular em!hasis is !laced u!on the
macro environment, com!etitors, customers and the internal com!any resources.
2!!roaches to analysing the market environment and com!etitive !osition are
addressed. )nce a market has een clearly understood, decisions have to e
made aout "hich markets to target. $hese decisions are ased around market
attractiveness and the strength of an organisationCs com!etitive !osition, "hich is
under!inned y the "ays in "hich the organisation is ale to offer value in its
markets.
+,ercise9 4errero "reaks ne$ ground $it! irst air3ort "outi;ue in 8ome
Re#uired Readin
Lotler and Leller Cha!ters - J 5 .or ,aines et al, Cha!ter -1
,atra, BaIee, =enkatram Bamasamy, ;ana L. 2lden, Aan6,enedict +. M.
Steenkam!, and S. Bamachander .-0001, F+ffects of ,rand Local and
0onlocal )rigin on Consumer 2ttitudes in ;evelo!ing Countries,H Aournal of
Consumr 'sychology, : .-1, !!. 756:9
;ay, @.S. and Schoemaker '.A.E. .-0091, FScanning the 'eri!heryH, 4arar&
#usiness Reiew, =ol. 75, 0o.11, !!. 1596147.
'orter, M.+. .-0071, F$he (ive Com!etitive (orces $hat Sha!e StrategyH, 4arar&
#usiness Reiew, =ol. 74, Aanuary, !!. 876:5.
Supplementary Readin:
2shill, 0.A. and Aoer, ;. .-0011, F;efining the ;omain of 'erceived
+nvironmental /ncertainty* 2n +#!loratory Study of Senior Marketing
+#ecutivesH, 3%urna$ %- Mar)etin' Mana'ement, =ol.18, 0o. 9&4, !!. 9456
997.
,arksdale E.C. and Earris C.+. .1:7-1, F'ortfolio 2nalysis and the 'roduct Life
CycleH, 9%n' Ran'e ,$annin', =ol. 19, 0o. 4, !!. 84675.
Clarke, @. .-0091, FInternational Marketing +nvironment 2nalysisH, T!e Mar)etin'
Reiew, =ol. 9, !!19:6185.
10
;ay, @.S. and Wensley, B. .1:771, F2ssessing 2dvantage* 2 (rame"ork for
;iagnosing Com!etitive Su!eriorityH, 3%urna$ %- Mar)etin', =ol. 9-, 0o. -,
.2!ril1, !!. 16-0.
Eeiser, B.S., McQuitty, S. and Stratemeyer, 2.W. .-0091, F,roadening the
Com!etitive +nvironment* $he CustomerCs 'ers!ectiveH, Aca&emy %-
Mar)etin' Science Reiew, R)nlineS -009 .1-1, 2vailale*
htt!*&&""".amsrevie".org&articles&heiser1-6-009.!df
Eooley, @.A., MTller, L. and ,roderick, 2.A. .1::71, FCom!etitive 'ositioning and
the Besource ,ased =ie" of the (irmH, 3%urna$ %- Strate'ic Mar)etin', =ol.
4, 0o. -, !!. :86119.
Moon, <. .-0091, F,reak (ree from the 'roduct life cycleH. 4arar& #usiness
Reiew, =ol. 75, 0o. 9, !!. 746:4.
Session 39 <nderstanding *ustomers and *onsumers
$his session "ill focus u!on the im!erative to understand consumer needs and
!references and "ill highlight the differences et"een various ty!es of uyers.
$he im!ortance of market information and the role of marketing research in
understanding consumer needs "ill also e highlighted, efore the techni%ues
associated "ith %ualitative and %uantitative market research are e#!lored. $he
advantages and disadvantages of each a!!roach "ill also e discussed.
Case Study: $ntuit
8e;uired 8eading9
Lotler and Leller Cha!ters 4, 4 .or ,aines et al., Cha!ters 5, 4 and 181
(lorin, ;., Callen, ,., 'ratDel, M. and Lro!!, A. .-0081, FEarnessing the 'o"er of
Consumer InsightH, 3%urna$ %- ,r%&uct an& #ran& Mana'ement, =ol. 14, 0o.
-, !!. 84671.
Ean, <oung Aee, Aose!h C 0unes, and Uavier ;reDe .-0101, NSignalling Status
"ith Lu#ury @oods* $he role of ,rand 'rominence,N Aournal of Marketing,
=ol. 84, Auly, !!. 19650.
Solomon, M. .-0091, F$ransfer of 'o"erH, Mar)etin' Researc!, =ol. 18, 0o. 1, !!.
-4651.
Su33lementary 8eadings9
,elk, Bussell W. .1:771, F'ossessions and the +#tended Self,H 3%urna$ %-
+%nsumer Researc!, 19 .Se!temer1, !!. 15:6147.
@aott M and Eogg @ .1::41, FConsumer ,ehaviour and Services* 2 Bevie"H,
3%urna$ %- Mar)etin' Mana'ement, =ol. 10, 0o. 4, !!. 51165-4.
Laur, '. and Singh, B. .-0041, FChildren in (amily ;ecision Making in India J the
West* 2 Bevie"PH, Aca&emy %- Mar)etin' Science Reiew, =ol. 10, 0o. 7,
!!. 1650.
11
Macdonald, +.L., Wilson, E.0. and Lonus, /. .-01-1, Customer Insight V in Beal
$imeH, 4arar& #usiness Reiew, =ol. :0, Issue :, !!. 10-6107.
Stengel, A. B., ;i#on, 2.L. and 2llen, C.$. .-0051, FListening ,egins at EomeH,
4arar& #usiness Reiew, =ol. 71, 0o. 11, !!.1046118.
Wilson, ;.(. .-0001, FWhy divide consumer and organiDational uyer ehaviourPH,
Eur%.ean 3%urna$ %- Mar)etin', =ol. 54, 0o. 8, !!. 87068:4.
Maltman, @. .1::81, FBethinking Marketing Besearch* 'utting 'eo!le ,ack inH,
3%urna$ %- Mar)etin' Researc!, =ol. 54, !!. 4-46458.
Session 49 Market Segmentation% (argeting and Positioning
Market segmentation "ill e e#!lored in some detail in this session, y e#amining
the im!ortance of segmenting customers, the levels at "hich segmentation can
take !lace and common variales&ases used for consumer segmentation. $he
merits of alternative market targeting strategies "ill e discussed and the conce!t
of !ositioning e#amined.
Case study: TG$ Friday%s T"emed Restaurants Compete
Re#uired Readin:
Lotler and Leller Cha!ters 7, 10 .or ,aines et al, Cha!ter 41
;i, S. and Simkin, L. .-0101, FAudging the Quality of Customer Segments*
Segmentation +ffectivenessH, 3%urna$ %- Strate'ic Mar)etin', =ol. 17, 0o. -,
!!. 1156151.
;uois, ,ernard, Sandor CDellar, and @illes Laurent .-0091, Fconsumer Segments
,ased on 2ttitudes to"ard Lu#ury* +m!irical +vidence from $"enty
Countries,H Marketing Letters, 14 .2!ril1, !!. 11961-7
(eldman, ;. .-0041, FSegmentation ,uilding ,locksH, Mar)etin' Researc!,
Summer, !!. -56-:.
Moschis, @. '., Lee, +., and Mathur, 2. .1::81. F$argeting the Mature Market*
)!!ortunities and Challenges,H 3%urna$ %- +%nsumer Mar)etin', =ol. 14,
0o. 4, !!. -7-6-:5.
<ankelovich, ;aniel? Meer, ;avid. .-0041, FBediscovering Market SegmentationH,
4arar& #usiness Reiew, =ol. 74, 0o. -, !!.1--6151.
Supplementary Readins:
,ailey, C., ,aines, '.B., Wilson, E. and Clark, M. .-00:1, FSegmentation and
Customer Insight in Contem!orary Services Marketing 'ractice* Why
@rou!ing Customers is no Longer +noughH, 3%urna$ %- Mar)etin'
Mana'ement, =ol. -9, 0o. 564, !!. --86-9-.
;algic $. and Leeu", M. .1::41, F0iche Marketing Bevisited* Conce!ts,
2!!lications, and some +uro!ean Cases,C Eur%.ean 3%urna$ %- Mar)etin',
=ol. -7, 0o. 4, !!. 5:699.
1-
;i, S. .1:::1, FCriteria @uiding Segmentation Im!lementationH 3%urna$ %-
Strate'ic Mar)etin', =ol. 8, 0o. -, !!. 10861-:.
;i, S. .-0011, F0e" Millennium, 0e" Segments* Moving $o"ards the Segment
of )nePH, 3%urna$ %- Strate'ic Mar)etin', =ol. :, !!. 1:56-15.
Leenan, (. .-00-1, F2 Mass Market of )neH, #usiness 6ee) ;ec, !!. 4768-.
Lockshin, L. and Chohen, +. .-0111, F/sing 'roduct and Betail Choice 2ttriutes
for Cross60ational SegmentationH, Eur%.ean 3%urna$ %- Mar)etin', =ol. 49,
0o. 8&7, !!. 1-5461-9-.
Simkin, L. and ;i, S. .-0111, OSegmenting the +nergy Market* 'rolems and
SuccessesC, Marketing Intelligence J 'lanning, =ol. -:, 0o. 4, !!. 9706:-.
Session 59 *om3etiti&e Marketing Strategies'
Many marketing strategists regard the develo!ment of a coherent strategy as the
key to survival in the chosen market sector. $his session "ill s!ecifically focus on
the strategic choices availale to organisations in the markets in "hich they
choose to com!ete.
Case Study: Samsun
Re#uired Readin:
Lotler and Leller Cha!ters 11, 1-, 15 .or Eooley et al, Cha!ter 111
Cressman Ar., @.+. and 0agel, $.$., .-00-1, FEo" to Manage an 2ggressive
Com!etitorH, #usiness 4%ri:%ns, March62!ril, !!. -5650.
Lim, W.C. and Mauorgne, B. .-0001, F,lue )cean StrategyH, 4arar& #usiness
Reiew, =ol. 7-, 0o. 10, !!. 84674.
SuareD, ( and LanDolla, @. .-0091, F$he Ealf6$ruth of (irst6Mover 2dvantageH,
4arar& #usiness Reiew, 2!ril, !!. 1-161-8.
Supplementary Readins:
2nderson, C.B.and Meithaml, C.'. .1:741, FStages in the 'roduct Life Cycle,
,usiness Strategy and ,usiness 'erformanceH Aca&emy %- Mana'ement
3%urna$, March, !!. 96-9.
,rush, C.@. .-0071, F'ioneering Strategies for +ntre!reneurial SuccessH, #usiness
4%ri:%ns, =ol. 91, !!. -16-8.
;ay, @.S. .-0051, F(eeding the @ro"th StrategyH, Mar)etin' Mana'ement, ;ec,
!!. 196-1
Earrigan, L.B. and 'orter, M.+. .1:751, F+nd6@ame Strategies for ;eclining
IndustriesH, 4arar& #usiness Reiew, Auly&2ugust, !!. 11161-0.
Lerin, B.2., =aradaraIan, '.B. and 'eterson, B.2. .1::-1, F(irst Mover 2dvantage*
2 Synthesis, Conce!tual (rame"ork and Besearch 'ro!ositionsH, 3%urna$ %-
Mar)etin', =ol. 94, )ctoer, !!. 5569-.
Lolar, $ and $o!oriWiX, 2., .-0081, FMarketing as Warfare, BevisitedH, Mar)etin'
Inte$$i'ence an& ,$anning, =ol. -9, 0o. 5, !!. -056-14.
Lotler, '. and Singh, B. .1:711, FMarketing Warfare in the 1:70sH, 3%urna$ %-
#usiness Strate'y, Winter, !!. 50641.
)KMalley, L.? Story, =.? )KSullivan, =. .-0111, NMarketing in a Becession* Betrench
or InvestPN, 3%urna$ %- Strate'ic Mar)etin', =ol.1: , 0o. 5, !!. -796510.
15
Bindfleisch, 2. .1::41, FMarketing as Warfare* Beassessing 2 ;ominant
Meta!horH, #usiness 4%ri:%ns, Se!t6)ct, !!. 5610.
Bosier, +.B. .-0111, F@uest +ditorial* Marketing Strategy in a $urulent
+nvironmentH, Aournal of Strategic Marketing, =ol. 1:, 0o. 9, !!. 415641:.
$often, L. and Eammervoll, $. .-00:1, F0iche (irms and Marketing Strategy* 2n
+#!loratory Study of Internationally )riented 0iche (irmsH, Eur%.ean
3%urna$ %- Mar)etin', 45, 0o. 11&1-, !!. 1587615:1.
Wensley, B. .1:::1, FMarketing StrategyH in ,aker M A ed., Encyc$%.ae&ia %-
Mar)etin', International $homson ,usiness 'ress, )#ford, !!.1416184.
Mott, C. and 2mit, B. .-0071, F$he (it ,et"een 'roduct Market Strategy and
,usiness Model* Im!lications for (irm 'erformanceH, Strate'ic
Mana'ement 3%urna$, =ol. -:, !!. 16-4.
Session =9 Managing Products and Brands
)ne of the central res!onsiilities of the marketing manager is the effective
management of the com!anyCs e#isting !roducts in the market!lace, and ensuring
the successful introduction of ne" !roducts. $he session "ill focus on defining
!roducts and !roduct attriutes, understanding the !roduct life6cycle, managing a
!roduct !ortfolio, develo!ing a randing strategy and develo!ing ne" !roducts.
+,ercise9 >endy?s inds &alue-3remium "alance
Re#uired Readin:
Lotler and Leller Cha!ters :, 10 .or ,aines et al., Cha!ter 71
Eolt, ;ouglas ,. .-00-1, FWhy ;o ,rands Cause $rouleP 2 ;ialectical $heory of
Consumer Culture and ,randing,H 3%urna$ %- +%nsumer Researc!, =ol. -:,
Aune, !!. 806:0.
@ottfredson, M. and 2s!inall, L. .-0091, OInnovation =s Com!le#ity* What Is $oo
Much )f 2 @ood $hingPC, 4arar& #usiness Reiew, 0ovemer, !!. 4-681.
'etromilli, M. and Morrison, ;. .-00-1, F,rand 2rchitectureH Mar)etin'
Mana'ement, Auly, !! 186-0.
Bust, Boland $. Meithaml, =alerie 2. and Latherine 0. Lemon .-0041, FCustomer6
Centred ,rand ManagementH, 4arar& #usiness Reiew, =ol. 7- , 0o. :,
!!. 1106117.
Supplementary Readin:
,allantyne, ;. and 2itken, B., .-0081, F,randing in ,-, markets* insights from
the service6dominant logic of marketingH, 3%urna$ %- #usiness ; In&ustria$
Mar)etin', *%$5 --, 0o. 4, !!. 545V581.
Christodoulides, @. and de Chernatony, L. .-0101, FConsumer6ased rand
e%uity conce!tualisation and measurement* 2 literature revie"H,
Internati%na$ 3%urna$ %- Mar)et Researc!, =ol. 9-, 0o. 1, !!. 45644.
14
+rnst, E. .-00-1, FSuccess (actors of 0e" 'roduct ;evelo!ment* 2 Bevie" of the
+m!irical LiteratureH, Internati%na$ 3%urna$ %- Mana'ement Reiews, =ol.
4, 0o. 1, !!. 1640.
(uchs, C. and ;iamanto!oulos, 2. .-0101, FO+valuating the +ffectiveness of
,rand6'ositioning Strategies from a Consumer 'ers!ectiveH, Eur%.ean
3%urna$ %- Mar)etin', 44, 0o. 11&1-, !!. 184561874.
Eerstein, B. and @amliel, +., .-0041, FStriking a ,alance "ith 'rivate ,randingH,
#usiness Strate'y Reiew, 2utumn, !!. 5:645.
Eolt, ;ouglas ,. Quelch, Aohn 2. $aylor, +arl, L. .-0041 FEo" @loal ,rands
Com!eteH, 4arar& #usiness Reiew, =ol. 7-, 0o. :, !!. 47689.
Lrishnamurthy, S. and Lucuk, S./. .-00:1, F2nti6randing on the InternetH,
3%urna$ %- #usiness Researc!, =ol. 4-, !!. 111:611-4.
Lederer, C. 4i$$, S. .-0011, NSee <our ,rands $hrough <our CustomersK +yesH,
4arar& #usiness Reiew, =ol. 8:, 0o. 4, !!. 1-96155.
'iller, (.$. and Walcher, ;., .-0041 F$oolkits for Idea Com!etitions* 2 0ovel
Method to Integrate /sers in 0e" 'roduct ;evelo!mentH, R;8
Mana'ement, =ol. 54, 0o. 5, !!. 5086517.
'o!oli, '., .-0111, OLinking CSB Strategy and ,rand Image* ;ifferent 2!!roaches
in Local and @loal MarketsC, Mar)etin' T!e%ry, =ol. 11, 0o. 4, !!. 41:6
455.
'rahalad, C.L., .-0111, F,ottom of the 'yramid as a Source of ,reakthrough
Innovations1, 3%urna$ %- ,r%&uct Inn%ati%n Mana'ement, =ol. -:, 0o. 1,
!!. 461-.
Quelch, A and Lenny ; .1::41, F+#tend !rofits, not !roduct linesH, 4arar&
#usiness Reiew, Se!t&)ct, !!. 1956140.
Sa"hney, M., Wolcott, B. and 2rroniD, I. .-0041 O$he 1- ;ifferent Ways for
Com!anies to InnovateC, S$%an Mana'ement Reiew, S!ring, !!.89671.
Song, M., Im, S., van der ,iI, E. and Song, L.M., .-0111, O;oes Strategic
'lanning +nhance or Im!ede Innovation and (irm 'erformanceC, 3%urna$ %-
,r%&uct Inn%ati%n Mana'ement, =ol. -7, 0o. 4, !!. 90569-0.
Whitelock, A. and (astoso, (. .-0081, F/nderstanding International ,randing*
;efining the ;omain and Bevie"ing the Literature,H Internati%na$
Mar)etin' Reiew, vol. -4, 0umer 5, !!. -9-6-80.
Woods, Boger .-0041, F+#!loring the +motional $erritory for ,randsH, 3%urna$ %-
+%nsumer #e!ai%ur, =ol. 5, 0o. 4, !!. 5776405.
Session @9 Marketing *ommunications
Communication strategies are of crucial im!ortance in the develo!ment of the
marketing6mi#. In this session an overvie" of the main elements of the
!romotional mi# "ill e e#amined and the conce!t of Integrated Marketing
Communications "ill e introduced.
Case Study: Mc&onald%s 'ello (itty Promotion
Re#uired Readin:
Lotler and Leller .-01-1 Cha!ters 18, 17 .or ,aines et al, Cha!ter 10 J 111
19
Leller, L. L. .-0011, FMastering the Marketing Communications Mi#* Micro and
Macro 'ers!ectives on Integrated Marketing Communication 'rogramsH,
3%urna$ %- Mar)etin' Mana'ement, =ol. 18, 0os. 8&7, !!. 71:6748.
Ba!!a!ort, S. .-0081, FLessons from )nline 'ractice* 0e" 2dvertising ModelsH,
3%urna$ %- A&ertisin' Researc!, =ol. 48, 0o. -, !!. 1596141.
$"omey, L.L., Lnight, A.@. and Mc0eil, L.S. .-0111, F;amage Control* Limiting
the (all6out from ;ece!tive 2dvertisingH, 3%urna$ %- A&ertisin' Researc!,
=ol. 91, 0o. -, !!. 5:46405.
Supplementary Readin:
2itken, B., @ray, ,. and La"son, B. .-0071, F2dvertising effectiveness form a
consumer !ers!ectiveH, Internati%na$ 3%urna$ %- A&ertisin', =ol. -8, 0o.
-, !!. -8:6-:8.
2rmstrong, A. Scott .-0111, F+vidence6ased 2dvertising* 2n 2!!lication to
'ersuasion,H Internati%na$ 3%urna$ %- A&ertisin', =ol. 50, 0o. 9, !!. 8456
848.
(ill, C. .-0011, FO+ssentially 2 Matter of Consistency* Integrated Marketing
CommunicationsH, T!e Mar)etin' Reiew, =ol. 1, 0o. 4, !!. 40:64-9.
Ealliurton, C. and Miegfeld, 2. .-00:1, FEo" do MaIor +uro!ean Com!anies
Communicate their Cor!orate Identity 2cross CountriesP V 2n em!irical
investigation of cor!orate internet communicationsH, 3%urna$ %- Mar)etin'
Mana'ement, =ol. -9, 0o. :610, !!. :0:6:-9.
EinD, )., Skiera, ,., ,arrot, C. and ,ecker, A./. .-0111, FSeeding Strategies for
=iral Marketing* 2n +m!irical Com!arisonH, 3%urna$ %- Mar)etin', =ol. 89,
0o. 4, !!. 99681.
Laikati, 2.M. and Laikati A.@. .-0041, FStealth Marketing* Eo" to Beach
Consumers Surre!titiouslyH, +a$i-%rnia Mana'ement Reiew, =ol. 44, 0o.
4, !! 46--.
Lliatchko, A. .-0071, FBevisiting the IMC ConstructH, Internati%na$ 3%urna$ %-
A&ertisin', =ol. -8, 0o. 1, !!. 1556140.
Luck, +. and Moffatt A. .-00:1, FIMC* Eas anything really changedP 2 ne"
!ers!ective on an old definitionH, 3%urna$ %- Mar)etin' +%mmunicati%ns,
=ol. 19, 0o. 9, !!. 511V5-9.
Marketing 0e"s .-00:1, ;igital Eandook, =ol. 45, 0o. 8, !!. :617.
Martin, L.;., Smith, 0.C. .-0071, FCommercialiDing Social Interaction* $he +thics
of Stealth MarketingH, 3%urna$ %- ,ub$ic ,%$icy ; Mar)etin', =ol. -8, 0o. 1,
!!. 49694.
Baghuir, '., Inman, A. and @rande, E. .-0041, F$he $hree (aces of Consumer
'romotionH, +a$i-%rnia Mana'ement Reiew, =ol. 44, 0o. 4, !!. -564-.
Boerts, A. .-01-1, F(irms 0eed 'BKs 'unchH, Mar)etin' 6ee), .0141:-791,
5&--&-01-K, =ol. 59, Issue 1-, !!. 5-654.
Session A9 Pricing and *!annels
'ricing is not necessarily the most e#citing as!ect of marketing management, ut
one of the most crucial to ensuring !rofitaility. $his session !rovides an overvie"
14
of the main methods used to set !rices and the factors determining !ricing
choices to give an understanding of the issues "hich must e dealt "ith "hen
!ricing !roducts. $he session also e#!lores the key issues relating to distriution
and channel management, as "ell as the im!act of the Internet and electronic
commerce on distriution decisions.
A33lication +,ercise9
1' )oes it matter $!ere you sell:
Some marketers feel that the image of the !articular channel in "hich they sell
their !roducts does not matter? others maintain that channel images .such as a
retail store1 can e critical and must e consistent "ith the image of the !roduct.
;iscuss.
2' Is t!e rig!t 3rice a air 3rice: )iscuss'
$he class "ill e divided into t"o grou!s. +ach grou! "ill !re!are for discussion of
only one %uestion. $he allocation of %uestion "ill e decided during the first class.
8e;uired 8eading9
Lotler and Leller Cha!ters 14, 19 .or ,aines et al., Cha!ters : J 1-1
(raDier, @. L. .-00:1, F'hysical ;istriution and Channel Management* 2
Lno"ledge and Ca!ailitiesH, 3%urna$ %- Su..$y +!ain Mana'ement, =ol. 49, 0o. -,
!!. -5654.
Einterhuer, 2 and LioDu, S., .-01-1, OIs it $ime to Bethink <our 'ricing StrategyPC,
MI$ S$%an Mana'ement Reiew, =ol. 95, 0o. 4, !!. 4:688.
Indounas, L .-0041, OMaking +ffective 'ricing ;ecisionsC, #usiness 4%ri:%ns, =ol.
4:, 0o. 9, !!. 41964-4.
0eslin, S.2., @re"al, ;., Leghorn, B., Shankar, =., $eerling, M.L., $homas, A.S. and
=erhoef, '.C. .-0041, FChallenges and )!!ortunities in Multichannel Customer
ManagementH, 3%urna$ %- Serice Researc!, =ol. :, 0o. -, !!. :9611-.
Su33lementary 8eadings9
2ila"adi, L.L., ;.B. Lehmann, and S.2. 0eslin .-0011, FOMarket Bes!onse to a
MaIor 'olicy Change in the Marketing Mi#* Learning from 'rocter and @amleCs
=alue 'ricing StrategyHC, 3%urna$ %- Mar)etin', =ol. 49, !! 44641.
2nderson +., ;ay @.S. and Bangan =.L., .1::81, FStrategic Channel ;esignH,
S$%an Mana'ement Reiew, Summer, =ol. 57, 0o. 4, !!9:64:.
2nderson, 'hili! and 2nderson, +rin .-00-1, F$he 0e" +commerce
IntermediariesH, S$%an Mana'ement Reiew, =ol. 45, 0o. 4, !!. 9564-.
2nderson, A.C., 0arus, A.2. and van Bossum, W. .-0041, FCustomer =alue
'ro!ositions in ,usiness MarketsH, 4arar& #usiness Reiew, =ol. 74, Issue 5, !!.
:06::.
18
,aker, W., Marn, M. and Ma"ada, C. .-0011, F'rice Smarter on the 0etH, Earvard
,usiness Bevie", (eruary, !!. 1--61-8.
,ucklin, C.,., $homas6@raham, '.2. and Wester, +.2. .1::81, FChannel Conflict*
When is it ;angerousH, McKinsey <uarter$y, 0o. 5, !!. 54645.
Corett, C. A., ,lackurn, A.;. and van Wassenhove, L. 0. .1:::1, F'artnershi!s to
Im!rove Su!!ly ChainsH, S$%an Mana'ement Reiew, =ol. 40, 0o. 4, !!. 8167-.
;aas, C.S. and Stern%uist, ,., .-01-1, F)rganiDed Betailing in India* /!stream
Channel Structre and ManagementH, 3%urna$ %- #usiness ; In&ustria$ Mar)etin',
=ol. -8, 0o. 5, !!. 18461:9.
+ugster, C., Lakkar A.0. and Boegner, +.=. .-0001, F,ringing ;isci!line to 'ricingH,
T!e McKinsey <uarter$y, 0o. 1, !!. 155615:.
@aski, A.(. and Bay, 0.M. .-0041, F2lienation in the ;istriution Channel*
Conce!tualiDation, Measurement and Initial $heory $estingH, Internati%na$ 3%urna$
%- ,!ysica$ 8istributi%n ; 9%'istics Mana'ement, =ol. 54, 0o. -, !!. 1976-00.
@ulati, B. and @arino, A. .-0001,H@et the Bight Mi# of ,ricks J ClicksH, 4arar&
#usiness Reiew, =ol. 87, 0o. 5, !!. 1086114.
Indounas, L. .-00:1, FSuccessful industrial service !ricingH, 3%urna$ %- #usiness
an& In&ustria$ Mar)etin', =ol. -4, 0o. -, !!. 746:8.
Eughes, $. .-0041, F0e" channels&old channels* Customer management and
multi6channelsH, Eur%.ean 3%urna$ %- Mar)etin', =ol. 40, 0o. 1&-, !!. 11561-:.
Luo, <., Liu, <. and Uue, A. .-00:1, FBelationshi! Investment and Channel
'erformance* 2n 2nalysis of Mediating (orcesH, 3%urna$ %- Mana'ement Stu&ies,
=ol. 44, 0o. 8, !!. 111561158.
0arus, A.2. and 2nderson, A.C. .1::41, FBethinking ;istriutionH, 4arar&
#usiness Reiew, =ol. 84, Auly62ugust, !!. 11-61-0.
'orter, M.+. .-0011, FStrategy and the InternetH, 4arar& #usiness Reiew, Mar,
!!. 45687.
Bao 2.B. ,ergen M+ and ;avis, .-0001, FEo" to fight a !rice "arH, 4arar&
#usiness Reiew, March62!ril, !!. 1086114.
Boegner, +.=., Marn, M.=. and Ma"ada, C.C. .-0091, F'ricing @ets CreativeH,
Marketing Management, =ol. 14, 0o. 1, Aan&(e, !!. -56-7.
Sodhi, M.S. and Sodhi, 0,S. .-0091, FSi# Sigma 'ricing,H Earvard ,usiness
Bevie", May, =ol. 75 , 0o. 91, !!. 159614-.
$ellis, @erard A .1:741, F,eyond the Many (aces of 'rice* 2n Integration of 'ricing
StrategiesH, Aournal of Marketing, =ol. 90, 0o. 4, !!. 1446140.
17
Session B9 Marketing Planning% Im3lementation and Perormance
Measurement
$he marketing !lanning !rocess is argualy the most im!ortant ste! in the
develo!ment of a coherent marketing a!!roach. $his session "ill e#!lore the key
conce!ts underlying conventional a!!roaches to marketing !lanning and identify
!ossile !rolems "ithin the !lanning !rocess. Im!lementation focuses on
actions* "ho is res!onsile for actions, ho", "here and "hen actions "ill take
!lace and ho" to monitor the im!lementation. $his session "ill !rovide an
overvie" of the main issues for successful im!lementation of marketing strategies
and consider some of the metrics that might e em!loyed to assess !erformance
measurement.
+,ercise9 S)arovs*i +enc"mar*s ,-,- stratey )it" ,./0 lo+al
accessi+ility
Re#uired readin
Lotler and Leller .-01-1 Cha!ter -- .or ,aines et al., Cha!ter 9 !! 17061::1
Clark, ,.E., 2ela, 2.=. and 2mler, $. .-0041, F,ehind the WheelH, Mar)etin'
Mana'ement, =ol. 19, 0o. 5, !!. 1:6-5.
Collis, ;.A. and Bukstad, M.@. .-0071, FCan you say "hat your strategy isPH,
4arar& #usiness Reiew, =ol. 74, 0o. 4, !! 7-6:0.
Mc;onald, M. .-0041, FStrategic Marketing 'lanning* $heory and 'racticeH, T!e
Mar)etin' Reiew, =ol. 4, !!. 5896417.
Slater, S.(., )lson, +.M. and Eult, $.M. .-0101, FWorried aout strategy
im!lementationP ;onCt )verlook MarketingCs BoleH, #usiness 4%ri:%ns, =ol.
95, !!. 44:Y48.
Supplementary Readin
,onoma, $.=. .1:741, FMaking <our Marketing Strategy WorkH, 4arar& #usiness
Reiew, =ol. 4-, Issue -, March62!ril, !!. 47684.
Court, ;., @ordon, A. and 'errey, A. .-01-1, FMeasurin' Mar)etin'=s 6%rt!H,
McKinsey <uarter$y, Issue 5, !!. 11561117.
;i, S. .-00-1, FMarketing 'lanning ,est 'racticeH, T!e Mar)etin' Reiew, =ol.
-, !!. 441649:.
;i, S., Simkin, L. and Wilson, ;. .-0071, F;iagnosing and treating o!erational
and im!lementation arriers in syno!tic marketing !lanningH, In&ustria$
Mar)etin' Mana'ement, =ol. 58, 0o. 9, !!. -586-95.
@reenley, @., Eooley, @. and Saunders, A. .-0041, FManagement 'rocesses in
Marketing 'lanningH, Eur%.ean 3%urna$ %- Mar)etin', =ol. 57, 0o. 7, !!.
:556:99.
Earreld, A.,., )KBeilly III, C.2. and $ushman, M.L. .-0081, F;ynamic Ca!ailities
at I,M* ;riving Strategy Into 2ction,H +a$i-%rnia Mana'ement Reiew, =ol.
4:, Summer, !!. -1645.
1:
Miller, S., Wilson, ;. and Eickson, ;. .-0041, F,eyond 'lanning* Strategies for
Successfully Im!lementing Strategic ;ecisionsH, 9%n' Ran'e ,$annin', =ol.
58, !!. -016-17.
Morgan, 0.2., Clark, ,.E. and @ooner, B. .-0011, FMarketing !roductivity,
marketing audits, and systems for marketing !erformance assessment.
Integrating multi!le !ers!ectivesH, 3%urna$ %- #usiness Researc!, =ol. 99,
0o. 9, !!. 5456589.
0ole, C E and Mok"a, M ' .1:::1, FIm!lementing Marketing Strategies*
;evelo!ing and $esting a Managerial $heoryH, 3%urna$ %- Mar)etin', =ol. 45,
0o. 4, !!. 98685.
'iercy, 0.(. .1::71, FMarketing Im!lementation* the Im!lications of Marketing
'aradigm Weakness for the Strategy +#ecution 'rocessH, 3%urna$ %-
Aca&emy %- Mar)etin' Science, =ol. -4, 0o. 5, !!. ---6-54.
'orter, M.+. .1::41, FWhat is StrategyPH 4arar& #usiness Reiew, =ol. 84, Issue
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4arar& #usiness Reiew, =ol. 74, 0o. 9, !!. :06:4.
$aghian, M. .-0101, FMarketing !lanning* )!erationalising the market orientation
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Some Notes on t!e <se o *ase Studies
2 case study descries a situation facing a !articular organisation and "ill include
a variety of facts and figures, some relevant, some not. +%ually, some !ieces of
information, "hich you consider to e relevant may e missing? in some situations
you may e ale to collect the missing data for yourself, in others you may e
forced to sim!ly e#tra!olate or make assum!tions ased on "hat you already
kno". $he aim of using case studies is to give you the o!!ortunity to a!!ly your
kno"ledge and understanding of marketing to deal "ith !articular Kreal "orldK
!rolems. $hese are y no means definitive guidelines, ut may hel! you "hen
you a!!roach !articular case studies.
1. Bead the case thoroughly and familiarise yourself "ith the asic information
it contains. Identify the information ga!s. Consider the !ossiility of
organising the information according to some a!!ro!riate criteria 6 for
e#am!le you might like to organise the information according to its degree
of !recision, according to "hether it is fact or o!inion, according to the
various activities of the firm .information relating to !roduction, to
!ersonnel, to marketing, to sales etc1 or in chronological order.
-. )nce you have familiarised yourself "ith the asic information contained in
the case, the ne#t stage is to attem!t to use marketing frame"orks you are
familiar "ith .including for e#am!le '+S$, SW)$, etc1 to analyse the
situation. $hen identify any key decisions "hich have to e taken, current
!rolems or difficulties facing the organisation and any that may occur in
the future. 'rolems concern any ga! "hich e#ists et"een desired and
actual states? a !rolem may e#ist in relation to the firms !ast !erformance
.Kour sales have declinedK1, factors in the environment .Kour !roduct is less
!o!ular than our com!etitors !roductK1 or in relation to internal oIectives
.Ksales this year are elo" target levelsK1. Bememer that !rolems may
not e ovious and they may e numerous. If so, you should look,
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!rioritise and in !articular consider any links "hich may e#ist et"een
them. Bememer that "hat may a!!ear to e a sim!le !rolem on the
surface may e sym!tomatic of a series of other !rolems. (or e#am!le
you may identify falling sales as a !rolem? this may e sym!tomatic of a
series of marketing !rolems such as !oor customer relations,
ina!!ro!riate !ricing, inade%uate !romotion etc, so al"ays look for
underlying causes.
5. Eaving identified the !rolems etc, you need to consider !ossile solutions
6 i.e. "hat decisions could the firm take, ho" should they res!ond in their
!articular situation. In this instance, try to make use of some of the
conce!tual&te#took material that you are familiar "ith, ut e%ually e
!re!ared to generate your o"n ideas. /sually, you "ill find that there are a
numer of !ossile solutions to a !articular !rolem. $ry to organise these
according to similarities and common features.
4. 0o" the difficult it 6 you need to choose et"een these solutions and
recommend some course of action. $o do this you should consider the
im!lications of the solutions you have generated? ho" likely are these
solutions to achieve the desired outcomes, are they consistent "ith the
attitudes and oIectives of the organisation concerned. )ne a!!roach to
this might e as follo"s. If you have managed to organise your solutions
into road categories, consider first the im!lications of the general
a!!roaches associated "ith each of these road categories 6 "hat are the
!ossile outcomes, ho" likely are they and ho" satisfactory "ill they e
from the firms !oint of vie". <ou should then e ale to narro" do"n your
solutions to enale you to make a recommendation. <ou may "ell identify
more than one course of action "hich could e taken, in "hich case you
may recommend that there are several !ossile solutions. <ou do not have
to come u! "ith a definitive ans"er, nor is there a KrightK ans"er. Eo"ever,
it is vitally im!ortant to e ale to !resent a "ell6reasoned and logical
argument, Iustified on the asis of the analysis of information from the case
study, for a !articular recommendation.
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