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33880 Vorlesung: Strategic Marketing (Master) (SoSe 22)
Lehrende
Zeiten
Termine am Dienstag. 17.05.22 - Donnerstag. 19.05.22 12:00 - 16:00, Dienstag. 24.05.22 14:00 - 18:00, Mittwoch. 25.05.22, Dienstag. 31.05.22 - Mittwoch. 01.06.22 10:00 - 14:00, Donnerstag. 02.06.22 12:00 - 17:00, Ort: (IM) VR 008b, (LU 8) SR 008Ort
(IM) VR 008b: Dienstag. 17.05.22 - Donnerstag. 19.05.22 12:00 - 16:00, Dienstag. 24.05.22 14:00 - 18:00, Mittwoch. 25.05.22, Dienstag. 31.05.22 - Mittwoch. 01.06.22 10:00 - 14:00, (LU 8) SR 008: Donnerstag. 02.06.22 12:00 - 17:00Erster Termin
Di., 17.05.2022 12:00 - 16:00 Uhr, Ort: (IM) VR 008bECTS
5Beschreibung
Gastvorlesung. Die Veranstaltung findet als Blockveranstaltung im Mai/Juni 2022 statt. Bitte beachten Sie: Die Teilnehmendenzahl ist begrenzt: Informationen zum Auswahlverfahren werden rechtzeitig zu Vorlesungsbeginn bekannt gegeben.1. Objective and Description
Strategic marketing decisions are those decisions in the realm of marketing that are of major consequence for a firm's long-term performance. These decisions entail resource commitments that are irreversible, relatively larger in magnitude, made with a relatively longer term outlook, made with a relatively greater emphasis on the achievement of a competitive cost and/or differentiation advantage, require trade-offs, or are made by CXOs (or those directly reporting to them) in an organization. These marketing decisions, issues or problems of strategic importance can arise at any level (i.e. corporate, business-unit or product) in a firm. Fundamental to strategic marketing as a field of study are two issues, as suggested by Rajan Vardarajan (2010) which will be the focus of this course:
a. How are the marketing behaviors of a business aiming to achieve specific organizational objectives influenced by supply side factors, which are as follows: (a) industry factors (e.g. competition, industry attractiveness, collaborators etc.), (b) firm-related factors (e.g., distinctive skills and resources), and (c) product-related factors (e.g. life-cycle stage, tangible vs. intangible etc.)
b. How are the marketing behaviors of a business aiming to achieve specific organizational objectives influenced by demand side factors, which are the characteristics of a business’ target customers (e.g. customers’ attitudes, beliefs and preferences; number and size; purchase frequency; sensitivity and responsiveness to various marketing instruments; and history of past behavior).
2. Course Plan
The course has five modules:
a. Fundamentals: What strategy is and what it is not; strategic decisions at corporate, SBU and functional level.
b. Understanding Market Opportunities: Internal and external analysis.
c. Strategies for Achieving Higher Returns on Invested Capital (ROIC): Right measures of competitive success; strategic segmentation and targeting; strategic positioning; five tests of a good strategy - a distinctive value proposition, a tailored value chain, trade-offs different from rivals, fit across value chain, continuity over time.
d. Managing through the Product Life-Cycle: Strategies for new market entry; strategies for growth markets; strategies for mature and declining markets.
e. New Challenges: Marketing and new media.
Detaillierte Informationen zum Kurs finden Sie unter dem Reiter: Dateien.
Heimateinrichtung
Lehrstuhl für Betriebswirtschaftslehre mit Schwerpunkt Marketing und ServicesAnrechenbarkeit
Studienangebote in anderen Sprachen > Studienangebot in englischer Sprache
Alte Zuordnungen (bis WS 2022/23) > Geistes- und Kulturwissenschaftliche Fakultät > Master > Kulturwirtschaft / International Cultural and Business Studies > Version SS 2020 > Gesamtnote der Masterprüfung > Modulbereich C: \"Wirtschaftswissenschaften\" > Schwerpunktmodulgruppe \"Betriebswirtschaftslehre\" > Ausgewählte Vertiefungen der Betriebswirtschaftslehre > 265125 | Strategic Marketing
Alte Zuordnungen (bis WS 2022/23) > Wirtschaftswissenschaftliche Fakultät > Master Business Administration > Version 1 > Gesamtkonto MR BA > International Management and Marketing > Vertiefung > 265125 | Strategic Marketing
Teilnehmende
Die Teilnehmendenzahl ist auf 25 Personen beschränkt.Leistungsnachweis
Mid-Term Exam (40 %) Class Exercises and Home Assignments (20%) Final Project Presentation and Report (40%)Literatur
Textbook:
Understanding Michael Porter: The Essential Guide to Competition and Strategy, by Joan Magretta (Harvard Business Review Press, 2012), ISBN: 978-1-4221-6059-6
Reference Books:
Marketing Strategy: A Decision-Focused Approach, 7th Edition, by Orville C. Walker, Jr. and John W. Mullins (McGraw-Hill, 2017), ISBN-13: 9789339205263
Frameworks for Market Strategy, European Edition, by Noel Capon and Frank Go (Routledge, 2017), ISBN: 978-1-138-88918-7
Compulsory articles:
Session 1
1. Mintzberg, Henry, and James A. Waters. 1985. “Of Strategies, Deliberate and Emergent.” Strategic Management Journal 6: 257–272.
2. Hedley, Barry. 1977. "Strategy and the Business Portfolios". LRP, Vol. 10 (February): pp. 9–15
Session 3
3. Porter, Michael E. 2008. “The Five Competitive Forces that Shape Strategy.” Harvard Business Review, January, pp. 79-93.
Session 4
4. Brandenburger, Adam M., and Barry J. Nalebuff. 1996. Co-opetition pp. 11–34.
Session 6
5. Keller, Kevin L., Sternthal, Brown, and Tybout, Alice. 2002. "Three Questions You Need to Ask Your Brand" Harvard Business Review (September): 80–86.
6. Aaker, David A., and Shansby, Gary J. 1982. "Positioning your product" Business Horizons (May–June): pp. 56–62.
Session 8
7. Porter, Michael E. 1996. “What is Strategy?” Harvard Business Review (November- December): 3–11
Session 9
Fit
8. Milgrom, Paul, and John Roberts. 1992. Economics, Organization, and Management Chapter 4, pp. 108–116.
9. Milgrom, Paul, and John Roberts. 1995. “Complementarities and Fit: Strategy, Structure, and Organizational Change in Manufacturing.” Journal of Accounting and Economics 19: 179–208.
10. Siggelkow, Nicolaj. 2002. “Evolution toward Fit.” Administrative Science Quarterly, 47: 125- 159.
11. Optional: Collis, David J. and Michael G. Rukstad. 2008. “Can You Say What Your Strategy Is?” Harvard Business Review, April, pp. 82-90.
Continuity over time
12. Ghemawat, Pankaj. 1991. Commitment Chapter 5: pp. 81–103.
13. Ghemawat, Pankaj, and Patricio del Sol. 1998. “Commitment versus Flexibility?” California Management Review (Summer): 26–42.
Session 11
14. Day, G.S. 1981"The Product Life Cycle: Analysis and Applications Uses," Journal of Marketing, Vol. 45: p-60
Session 12
15. Bloom and Kotler. 1975, "Strategies for High Market Share Companies" Harvard Business Review (November–December).
16. Hamermesh et al., "Strategies for Low Market Share Business", Harvard Business Review (May–June).
Understanding Michael Porter: The Essential Guide to Competition and Strategy, by Joan Magretta (Harvard Business Review Press, 2012), ISBN: 978-1-4221-6059-6
Reference Books:
Marketing Strategy: A Decision-Focused Approach, 7th Edition, by Orville C. Walker, Jr. and John W. Mullins (McGraw-Hill, 2017), ISBN-13: 9789339205263
Frameworks for Market Strategy, European Edition, by Noel Capon and Frank Go (Routledge, 2017), ISBN: 978-1-138-88918-7
Compulsory articles:
Session 1
1. Mintzberg, Henry, and James A. Waters. 1985. “Of Strategies, Deliberate and Emergent.” Strategic Management Journal 6: 257–272.
2. Hedley, Barry. 1977. "Strategy and the Business Portfolios". LRP, Vol. 10 (February): pp. 9–15
Session 3
3. Porter, Michael E. 2008. “The Five Competitive Forces that Shape Strategy.” Harvard Business Review, January, pp. 79-93.
Session 4
4. Brandenburger, Adam M., and Barry J. Nalebuff. 1996. Co-opetition pp. 11–34.
Session 6
5. Keller, Kevin L., Sternthal, Brown, and Tybout, Alice. 2002. "Three Questions You Need to Ask Your Brand" Harvard Business Review (September): 80–86.
6. Aaker, David A., and Shansby, Gary J. 1982. "Positioning your product" Business Horizons (May–June): pp. 56–62.
Session 8
7. Porter, Michael E. 1996. “What is Strategy?” Harvard Business Review (November- December): 3–11
Session 9
Fit
8. Milgrom, Paul, and John Roberts. 1992. Economics, Organization, and Management Chapter 4, pp. 108–116.
9. Milgrom, Paul, and John Roberts. 1995. “Complementarities and Fit: Strategy, Structure, and Organizational Change in Manufacturing.” Journal of Accounting and Economics 19: 179–208.
10. Siggelkow, Nicolaj. 2002. “Evolution toward Fit.” Administrative Science Quarterly, 47: 125- 159.
11. Optional: Collis, David J. and Michael G. Rukstad. 2008. “Can You Say What Your Strategy Is?” Harvard Business Review, April, pp. 82-90.
Continuity over time
12. Ghemawat, Pankaj. 1991. Commitment Chapter 5: pp. 81–103.
13. Ghemawat, Pankaj, and Patricio del Sol. 1998. “Commitment versus Flexibility?” California Management Review (Summer): 26–42.
Session 11
14. Day, G.S. 1981"The Product Life Cycle: Analysis and Applications Uses," Journal of Marketing, Vol. 45: p-60
Session 12
15. Bloom and Kotler. 1975, "Strategies for High Market Share Companies" Harvard Business Review (November–December).
16. Hamermesh et al., "Strategies for Low Market Share Business", Harvard Business Review (May–June).
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