lse int'l mktg syllabus

8/13/2019 LSE Int'l Mktg Syllabus

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MN413CourseUnitSpecification

DepartmentofManagementManagerialEconomicsandStrategyGroup

LondonSchoolofEconomicsandPoliticalScience

MN413InternationalMarketing:A

StrategicApproach

2011-2012

CourseOutline


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GENERALINFORMATIONGENERALINFORMATIONGENERALINFORMATIONGENERALINFORMATION

UnitTitle InternationalMarketing:AStrategicApproach

Schoolresponsible ManagerialEconomics&Strategy

TEACHINGACADEMICSTEACHINGACADEMICSTEACHINGACADEMICSTEACHINGACADEMICS1. TEACHINGACADEMICSTEACHINGACADEMICSTEACHINGACADEMICSTEACHINGACADEMICS

CourseLeader,Lecturer&ClassTeacherCourseLeader,Lecturer&ClassTeacherCourseLeader,Lecturer&ClassTeacherCourseLeader,Lecturer&ClassTeacherName Dr.VishalTalwarRoom F5.29(NAB)

Tele +44(0)2071075170Fax +44(0)2079556887Email [email protected] Friday:11am1pm

COURSEDESCRIPTION&OBJECTIVESCOURSEDESCRIPTION&OBJECTIVESCOURSEDESCRIPTION&OBJECTIVESCOURSEDESCRIPTION&OBJECTIVES

Bycreatingandfulfillingwantsandneeds,marketingcreatesvalueforanorganisation'scustomers.Thevalue itcreates translates tosubstantial dividends forthefirm and itsstakeholders.Thegoalofthiscourse,accordingly,istodelineatethemeansofcreatingandfulfillingthesewantsandneeds.Regardlessofwhatroleyouultimatelyplayinanorganisation,athoroughunderstandingofmarketingprinciplesandstrategiesisessentialifyouaregoingtoplayanactiveroleinthesuccessoftheventure.

Thiscourseaimstointroducestudentswithlittleornopreviousexperienceofthedisciplineofmarketingtoitsroleintheoverallmanagementprocess,principallyata

strategicbutalsoatanoperationallevel.ItaimstoconsidertheprocessandnatureofMarketingManagementindifferentorganisationalcontextsandenvironmentsandtodevelopanunderstandingofthekeyelementsandthedynamicsimpingingonmarketingdecisions.Westudyhowconsumersbehaveandmakedecisions,andhowfirmscanusethevariouselementsofmarketingstrategytoaddresstheneedsofthosecustomers.Likemostotherevolvingacademicdisciplines,marketingtheoryhasitslimitationsandstudentswillbeencouragedtoquestiontheseandtosuggestwaysofovercomingitsmanyproblems.Inthissense,marketingwillbetreatedfromacriticalperspective.

Thecourseisideallysuitedforthosewhowishtodevelopabasiccriticalappreciationofmarketing.Throughtheuseofcasestudies,participantswilldeveloptheirpracticalskills


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byapplyinglearnedtheoriestorealworldorganisationalproblems.Thecasesaredrawnfromvarious industriesandcountries,givingthestudentexposuretoawidevarietyofinternationallyorientatedmarketingissues.

AIMSAIMSAIMSAIMS

Theprogrammeunitaimsto:

1. Increaseyourknowledgeandunderstandingoftheprinciplesandprocessesof

marketingaswellasdevelopyourjudgementskillswhenapplyingmarketingconcepts.Thecourseprovidesablendofacademicrigourandpracticalapplication.

2. Provideastrategicanalysisofthevariousmarketingprinciplesandhow

marketingfitsintotheoverallbusinessprocess3. Understandthatthereareavarietyofpossibletoolsandtechniquesthatcanbe

usedinmarketingandthatthesevaryaccordingtothedomainandcontextinwhichtheyoccur

4. Understandconsumersandmarketingasawholefrombothaneconomicand

psychologicalperspective

LEARNINGANDTEACHINGPROCESSESLEARNINGANDTEACHINGPROCESSESLEARNINGANDTEACHINGPROCESSESLEARNINGANDTEACHINGPROCESSES

Theformatofthecourseisacombinationoflectures,casediscussionsinclassandreadings.Wewillbeusingthefollowingteachingmethods:

Readingsfromacademicjournals,practitionersourcesandtextbooks

Lectures Casestudyanalysisanddiscussions

Greatemphasisisplacedontheuseofmarketingcasestudiestodevelopingstudentsskillsatanalysingandmakingsenseofcomplexrealworldbusinesssituations,representedinthecases.Becauseofthis,studentsareexpectedtocometoclasspreparedandreadytodiscusseachcase.


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LECTURESCHEDULELECTURESCHEDULELECTURESCHEDULELECTURESCHEDULE(seealsoLectureandClassDetails)(seealsoLectureandClassDetails)(seealsoLectureandClassDetails)(seealsoLectureandClassDetails) Lectures:Fridays,5pmto7pmLectures:Fridays,5pmto7pmLectures:Fridays,5pmto7pmLectures:Fridays,5pmto7pm

Classes:Thursday(Timedependentongroupallocation)Classes:Thursday(Timedependentongroupallocation)Classes:Thursday(Timedependentongroupallocation)Classes:Thursday(Timedependentongroupallocation)Date/SessionDate/SessionDate/SessionDate/Session LectureTopicLectureTopicLectureTopicLectureTopic ClassTopicClassTopicClassTopicClassTopic************

7777/10/20/10/20/10/20/10/2011111111 IntroductiontoMarketing(&

thecourse)

MarketingMyopia11114444/10/20/10/20/10/20/10/2011111111 StrategicSituationAnalysis SingaporeInternationalAirlines22221111/10/20/10/20/10/20/10/2011111111 ConsumerMotivation&

Behaviour

Multi-AttributeDecisionMaking28282828/10/20/10/20/10/20/10/2011111111 HowMarketersThinkabout

Consumers

FordKa(A)&(B)

4444/11/20/11/20/11/20/11/2011111111 ProductDiffusion,TippingPointsandtheLifecycle

Adoptionofe-books11111111/11/20/11/20/11/20/11/2011111111 PricingDecisionsfor

Marketers

LondonOlympicGames18181818/11/20/11/20/11/20/11/2011111111 Branding&Integrated

MarketingCommunication

Burberry

22225555/11/20/11/20/11/20/11/2011111111 MovingbeyondtheMarketingMix

RevisionandTermTestDiscussion

2222/12/20/12/20/12/20/12/2011111111 GlobalMarketingStrategy Zara:CreatingaFashionIcon9999/12/20/12/20/12/20/12/2011111111 2HourTermTest

***Casesforanalysis/discussionalongwithquestionstobeansweredwillbe***Casesforanalysis/discussionalongwithquestionstobeansweredwillbe***Casesforanalysis/discussionalongwithquestionstobeansweredwillbe***Casesforanalysis/discussionalongwithquestionstobeansweredwillbedistributedduringlectures/classesorpostedonmoodle.distributedduringlectures/classesorpostedonmoodle.distributedduringlectures/classesorpostedonmoodle.distributedduringlectures/classesorpostedonmoodle.


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FFFFORMATIVEASSESSMENTORMATIVEASSESSMENTORMATIVEASSESSMENTORMATIVEASSESSMENTAspartofthelearningprocess,youarerequiredtodothefollowingwrittenformative

assessments:

1. Onepaired(Groupsof2)caseanalysis.ThishastobesubmittedbyWeek4(youmaysubmitearlierifyouwish).Thisisinpreparationforyoursummativeassessments.Thecasetobeanalysedwillbedistributedinthelecture/classorpostedonmoodle.

SUMMATIVEASSESSMENTSUMMATIVEASSESSMENTSUMMATIVEASSESSMENTSUMMATIVEASSESSMENT

Assessmenttask Length/Duration Weighting

withinunit(ifrelevant)

Scheduled/Due

date

TermTest 2Hours 50% 9thofDecemberCaseAnalysis(Individual)* Upto2500Words 50% Tobesubmitted

onthe2ndofDecember

*CasetobeanalysedwillbedistributedinWeek4


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TEXT&TEXT&TEXT&TEXT&READINGMATERIALREADINGMATERIALREADINGMATERIALREADINGMATERIAL1111

Therecommendedtextbookis:Therecommendedtextbookis:Therecommendedtextbookis:Therecommendedtextbookis:

Lambin,JLambin,JLambin,JLambin,J----J,Chumpitaz,R.andSchuiling,S. (2007)J,Chumpitaz,R.andSchuiling,S. (2007)J,Chumpitaz,R.andSchuiling,S. (2007)J,Chumpitaz,R.andSchuiling,S. (2007)MarketDrivenManagement:MarketDrivenManagement:MarketDrivenManagement:MarketDrivenManagement:StrategicandOperationalMarketing,2StrategicandOperationalMarketing,2StrategicandOperationalMarketing,2StrategicandOperationalMarketing,2

ndndndndEditionEditionEditionEdition,PalgraveMacmillan.,PalgraveMacmillan.,PalgraveMacmillan.,PalgraveMacmillan.Otherusefultextsare:Otherusefultextsare:Otherusefultextsare:Otherusefultextsare:

1. Kotler and Keller (2012) Marketing Management, 14th edition, Pearson

PrenticeHall

2. Kotler,P.andArmstrong,G.(2010)PrinciplesofMarketing,13thEdition,Pearson,

NewJersey3. Brassington, F. and Pettiitt, S. (2006)Principles of Marketing, 4th Edition, FT

PrenticeHall

4. Baines,FillandPage(2008)Marketing,OxfordUniversityPress

5. Peter and Olson (2007) Consumer Behaviour and Marketing Strategy,McGrawHill

6. Baker,M.J.(2007)MarketingStrategyandManagement,4thEdition,Palgrave

Macmillan

7. Kumar,V.andReinartzW.(2006)CustomerRelationshipManagement:ADatabasedApproach,JohnWiley&Sons

8. (Editors)Baker,M.andHart,S.(2008) TheMarketingBook,Butterworth-Heinemann,SixthEdition

9. KotabeandHelsen(2011)GlobalMarketingManagement,Wiley,5thEdition

10.West,FordandEbrahim(2006)StrategicMarketing,OxfordUniversityPress

11.Malhotra,N.(2007)MarketingResearch:AnAppliedOrientation,Pearson

InternationalEdition

12.Usunier and Lee (2009) Marketing Across Cultures, Pearson Education, 5thEdition

14.Jobber,D.(2010)PrinciplesandPracticeofMarketing,McGrawHill,6 thEdition15.Rogers,E.(1995)DiffusionofInnovations4thed.NewYork:FreePress

1 ProvisionsforPossibleSyllabusAddendaorRevisions:ProvisionsforPossibleSyllabusAddendaorRevisions:ProvisionsforPossibleSyllabusAddendaorRevisions:ProvisionsforPossibleSyllabusAddendaorRevisions:Theremaybechangesintheassignmentsanddates.Therecouldalsobeadditionsorchangestothereadingsissued.Thestudentswillbeinformedofanysuchchangesandtheyshouldkeepabreastwithchangesifandwhentheseoccur.


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COURSEFORMATCOURSEFORMATCOURSEFORMATCOURSEFORMATThe course combines lectures with class discussions and readings/case analyses. The

lecturesaredesignedtoreinforceandexpanduponthematerialinthetextandreadings.Discussionsareaimedatbringingnewperspectivestothematerialinthetextandfosteringtheapplicationoftext,readingsandlecturecontenttomarketingmanagementsituations.Your presence inclass is essential toyour ability to understandandapply thematerialcoveredinthiscourse.Therefore,attendanceismandatoryattendanceismandatoryattendanceismandatoryattendanceismandatory.However,itisunderstandablethat,attimes,othercommitments(orillness)maypreventyoufromattendingclass.Ifforsomereasonyoucannotattendaclass,pleaseinformmepriortothemissedsession.Ofcourse, absence from class (informedor uninformed) does not exempt you from beingresponsibleforallthematerialcoveredinclassandbeingawareofanyannouncementsmade.Finally,pleasenotethatexcessiveabsencesreflectalackofcommitmentandmayaffectyourfinalperformance.

CLASSPARTICIPACLASSPARTICIPACLASSPARTICIPACLASSPARTICIPATIONTIONTIONTIONLearninginthisclassisrelatedtoyourwillingnesstoexposeyourinsightsandviewpointstothejudgmentofyourclassmates.Thus,eachoneofyouisexpectedtocontributetoclassdiscussions.Thisincludespreparing forclassbyreadingthe text, readingsandrelevantarticlesorcases,aswellaspresentingyouranalyses,opinions,orsummariesofmaterialcoveredinclass.Duetotheinteractivenatureofthesessions,thequestionsoutlinedintheCoursePackmaybeamendedduringtheclass.Studentsmaybecalleduponatrandomtosummarize theprevious day'smaterial, commentupon thematerial beingcovered inclass,oropenacasediscussion.Ifyoudonotwantmetocallonyouonaparticularday

becauseyouwereunabletoprepare,pleasenotifymebeforeclass.Moregenerally,ifyouareuncomfortablespeakinginfrontofothers,Iencourageyoutotry;theclassroomisarelativelyrisk-freeforum(comparedtoworksettings)forlearningtoexpressyourideasandcontributetogrouplearning.Whenevaluatingyourcontributiontothecaseandclassdiscussions,factorssuchasthefollowingareconsidered:

Isthecommentaccurate,reflectingcasefactsbutnotmerelyrestatingthem?

Doesthecommentaddinsighttoourunderstandingoftheproblemsituation? Isthecommenttimelyanddoesitadvancethecommentsrecentlymadeby

others?

Doesthecommentmovethediscussionalongbyyieldinganewperspective? Doesthecommentreflectaconcernformaintainingaconstructiveand

comfortableclassroomatmosphere?

Quality class participation IS:

Input that maintains the continuity and coherence of the class discussion. Thisrules out off-the-wall comments.


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Input that was picked up on and responded to by others in class. Thus,controversial, yet intelligent, questions or comments that reflect an understandingof the issue at hand will be well regarded.

Input that demonstrates an in-depth analysis of the issue at hand, well supportedby data or a relevant conceptual framework.

Input that makes connections between material or ideas in different parts of thecourse or between this and other courses.

Input that provides an example, from your own observations, of the subject athand.

Active participation in group team activities in class.

Finally, civility in the give and take of a heated discussion is a requirement. Thecases are designed to provoke disagreement, and there typically exists more than

one viable approach to resolving the problems presented in the case.

These comments are intended to give you a general sense of what I am looking for in ourdiscussions, and are intended to prepare you to be able to contribute to organizationaldecision-making in the business world.


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LECTURE&CLASSDETAILSLECTURE&CLASSDETAILSLECTURE&CLASSDETAILSLECTURE&CLASSDETAILS

Lecture1:IntroductiontoMarketing(&thecourse)Lecture1:IntroductiontoMarketing(&thecourse)Lecture1:IntroductiontoMarketing(&thecourse)Lecture1:IntroductiontoMarketing(&thecourse)TextChapters:TextChapters:TextChapters:TextChapters:Lambinetal1,6(selective)Readings:Readings:Readings:Readings:Jacques,A.(2010)Playingintheband:MarketingLessonsfromtheGratefulDead,PublicRelationsTacticsWebster,F.E.Jr.(2005)APerspectiveontheEvolutionofMarketingManagement,JournalofPublicPolicy&Marketing,Vol.24,No.1,pp.121-126Webster, F.E., Malter, A.J., Ganesan, S. (2005), "The decline and dispersion ofmarketingcompetence",MITSloanManagementReview,Vol.46No.4,pp.35-9Learningoutcomes:Learningoutcomes:Learningoutcomes:Learningoutcomes:

1. Toappreciatemarketingsroleintheorganisationandwidersociety2. Toappreciatethecentralroleofthecustomer(includingtheunderstandingof

overarchingconceptssuchasmarketingconcept&marketorientation;itsdrawbacksandlimitations)

3. Contextualunderstandingofreferencemarketandmarketboundaries4. Understandthechangingmarketinglandscapeandmarketingsrelevanceinthe

modernfirm5. Understandthelinkagesbetweenmarketingandsales

Foodforthought(Doyouagreeordisagree?andWhyFoodforthought(Doyouagreeordisagree?andWhyFoodforthought(Doyouagreeordisagree?andWhyFoodforthought(Doyouagreeordisagree?andWhy?)?)?)?)

1. Amarketingorientatedcompanywilldefineitsmissionstatementbasedontheproductsitproduces.

2. Marketingdoesnotcreateneedsbutonlysatisfiesthem.


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Lecture2:StrategicSituationAnalysisLecture2:StrategicSituationAnalysisLecture2:StrategicSituationAnalysisLecture2:StrategicSituationAnalysis

TextChapters:TextChapters:TextChapters:TextChapters:Lambinetal.(Chapters8&10)Readings:Readings:Readings:Readings:Mintzberg,H.andLampel,J.(1999),ReflectingontheStrategyProcess,SloanManagementReview,SpringGurauC.(2007)Porter'sgenericstrategies:areinterpretationfromarelationshipmarketingperspectiveTheMarketingReview,,,,7(4),369-384Hill,C.W.L.(1988),Differentiationversuslowcostordifferentiationandlowcost?Acontingencyframework,AcademyofManagementReview,Vol.13131313,No.3,pp.401-412

Jarratt,D.andStiles,D.(2010)HowareMethodologiesandToolsFramingManagers'StrategizingPracticeinCompetitiveStrategyDevelopment? BritishJournalofManagement,21(1),28-43.LearningOutcomes:LearningOutcomes:LearningOutcomes:LearningOutcomes:

1. Applicationbasedunderstandingofhowthemacroandmicroenvironmentaffectsmarketingstrategy

2. NotionofcompetitiveadvantageandapplicationbasedunderstandingofPortersgenericstrategies;limitations,criticismandre-interpretationfromcurrentperspective

3. Assessinggrowthopportunities(includingapplicationoftheAnsoffMatrixinstrategy)4. Practical&theoreticallimitationsandcriticismofGrowthShareMatrices(suchas

BCG)5. Practicalandtheoreticalunderstandingofcompetitivepositiontactics(market

leader,challenger,nicherandfollower)

Foodforthought(DoyouagreeordisagreeFoodforthought(DoyouagreeordisagreeFoodforthought(DoyouagreeordisagreeFoodforthought(Doyouagreeordisagree?andWhy?andWhy?andWhy?andWhy?)?)?)?)

1. Incumbentfirmsdeterminethemaximumpricesthatthenewentrantscancharge2. Lidl,thelowcostsupermarketchainadoptsafrontalattackapproachto

competingagainstthebiggersupermarketchains(e.g.Tesco)


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Lecture3:Lecture3:Lecture3:Lecture3:ConsumerMotivationandBehaviourConsumerMotivationandBehaviourConsumerMotivationandBehaviourConsumerMotivationandBehaviour

TextChapters:TextChapters:TextChapters:TextChapters:Lambinetal(Chapters3,4)ReadingsReadingsReadingsReadings::::AManagersGuidetoHumanIrrationalities,AninterviewwithDanAriely,MITSloanManagementReview,Winter2009Quelch,J.andJocz,K.(2009),Howtomarketinadownturn, HarvardBusinessReview,April2009Flatters,P.andWillmott,M.(2009),UnderstandingthePost-RecessionConsumer,HarvardBusinessReview,July-August

Bondy,T.andTalwar,V.(2011)ThroughThickandThin:HowhaveFairTradeConsumersReactedtotheGlobalEconomicRecession JournalofBusinessEthics,JulyLearningOutcomesLearningOutcomesLearningOutcomesLearningOutcomes

1. Understandtheimportanceofbehaviourandbehaviouraleconomics2. Contextualunderstandingoftheproduct/serviceacquisitionprocess3. Contextualunderstandingofthecharacteristicsaffectingconsumerbehaviour4. UnderstandConsumerBehavioursimplicationsonMarketingStrategy(fore.g.

withrespecttorecessionandothercontemporarychanges)

Foodforthought(DoyouagreeordisagreFoodforthought(DoyouagreeordisagreFoodforthought(DoyouagreeordisagreFoodforthought(Doyouagreeordisagreeeee?andWhy?andWhy?andWhy?andWhy?)?)?)?)

1. Loyaltyprogrammesareusedtoinducesunkcostbehaviour2. Fairtradeproductsaleswillsurelybeaffectedduetotheeconomicrecession

andthesubsequentchangesinconsumerbehaviour


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Lecture4:Lecture4:Lecture4:Lecture4:HowMarketersThinkaboutConsumersHowMarketersThinkaboutConsumersHowMarketersThinkaboutConsumersHowMarketersThinkaboutConsumers

TextChapters:TextChapters:TextChapters:TextChapters:Lambinetal(Chapters6,7)Readings:Readings:Readings:Readings:Yankelovich,D.andMeer,D.(2006)RediscoveringMarketSegmentation HarvardBusinessReview,Vol.84,No.2

LearningOutcomesLearningOutcomesLearningOutcomesLearningOutcomes

1. DifferentlevelsandbasesforConsumerandBusinessMarketsSegmentation(Applicationbasedunderstanding,implicationsonmarketingstrategy)

2. Differentapproachestosegmentation(includingmacro,micro,nestedapproach)3. Productpositioningdevelopmentandcreatingpositioning/perceptualmapsFoodforthought(DoyouagreeordisagreeFoodforthought(DoyouagreeordisagreeFoodforthought(DoyouagreeordisagreeFoodforthought(Doyouagreeordisagree?andWhy?andWhy?andWhy?andWhy?)?)?)?)

1. Consumerswhobelongtothesamesegmenthaveidenticalneedsandwants

2. Benefitssoughtisanexampleofabehaviouralsegmentationvariable

3. Themorediversitythereisinthemarketplace,themoresegmentationbecomesessential


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Lecture5:Lecture5:Lecture5:Lecture5:ProductDiffusion,TippingPointsandtheLifecycleProductDiffusion,TippingPointsandtheLifecycleProductDiffusion,TippingPointsandtheLifecycleProductDiffusion,TippingPointsandtheLifecycle

TextChapters:TextChapters:TextChapters:TextChapters:LambinetalChapter7,11ReadingsReadingsReadingsReadings::::Golder,P;Tellis,G.(2004)Growing,Growing,Gone:Cascades,Diffusion,andTurningPointsintheProductLifeMarketingScience,Spring2004,Vol.23Issue2,p207-218.Dhalla,N.K.,Yuspeh,S.(1976)Forgettheproductlifecycleconcept, 'HarvardBusinessReview',Jan-FebMahajan, Vijay, Eitan Muller and Frank M. Bass (1995), Diffusion of New Products:Empirical Generalizations and Managerial Uses, Marketing Science, Vol. 14, No. 3, 79-

88.LearningOutcomes:LearningOutcomes:LearningOutcomes:LearningOutcomes:

1. Consumeradoptionofproducts;Rogersdiffusioncurve2. Drawbacksandcriticismsoftheproductlifecycleconcept3. Understandingchangesinproductandmarketingmixstrategiesoverthelifecycle


1. Mostlowinvolvementproductsareadvertisedbasedonemotionalbenefits

2. Firmsinunrelatedindustriescangainbyusingapurebundlingstrategy


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Lecture6:PricingDecisionsLecture6:PricingDecisionsLecture6:PricingDecisionsLecture6:PricingDecisionsforMarketersforMarketersforMarketersforMarketersTextChapters:Lambinetal(Chapter15)TextChapters:Lambinetal(Chapter15)TextChapters:Lambinetal(Chapter15)TextChapters:Lambinetal(Chapter15)

ReadingsReadingsReadingsReadings::::Gourville,J.andSoman,D.(2002)PricingandthePsychologyofConsumptionHarvardBusinessReview,September,pp.90-96Skouras,T.,G.J.Avlonitis,andK.A.Indounas.(2005)EconomicsandMarketingonPricing:HowandWhyDoTheyDiffer? JournalofProductandBrandManagement14(6):362-374.Koo, M., & Fishbach, A. (2010). A silver lining of standing in line: Queuing increasesvalue of products. Journal of Marketing Research, 47, 713-724.

LearningLearningLearningLearningOutcomesOutcomesOutcomesOutcomes

1. Contextualunderstandingofthedifferentpricingprocedures2. Differencesinbehaviouralandeconomicapproachestopricing3. Understandingthecustomersperceptionofpriceandpricesensitivity4. Competingbasedonprice(prosandcons)

FoodforFoodforFoodforFoodforthought(Doyouagreeordisagreethought(Doyouagreeordisagreethought(Doyouagreeordisagreethought(Doyouagreeordisagree?andWhy?andWhy?andWhy?andWhy?)?)?)?)

1. Pricewarsaremorelikelytooccurwhenthereislittlebrandloyaltyinevidencefromcustomers.

2. Priceskimmingisaformoftime-basedpricediscrimination

3. Priceisnotamarketingtoolwhenthefirmoperatesinanindustrywithundifferentiatedproducts


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Lecture7:Branding&IntegratedMarketingCommunicationLecture7:Branding&IntegratedMarketingCommunicationLecture7:Branding&IntegratedMarketingCommunicationLecture7:Branding&IntegratedMarketingCommunication

TextChapters:TextChapters:TextChapters:TextChapters:Lambinetal12,16Readings:Readings:Readings:Readings:Lodish,LeonardM.,andCarlF.Mela(2007),IfBrandsAreBuiltOverYears,WhyAreTheyManagedOverQuarters?,July/August,HarvardBusinessReview,85,7/8(July-August),104-112. (sourcefromLibraryCatalog)(sourcefromLibraryCatalog)(sourcefromLibraryCatalog)(sourcefromLibraryCatalog)Rangaswamy,Arvind,RaymondR.Burke,andTerenceOliva(1993)BrandEquityandtheExtendibilityofBrandNames, InternationalJournalofResearchinMarketing,SpecialIssueonBrandEquity,Vol.10,p.61-75

Palazon-Vidal,M.,Delgado-Ballester,E.(2005),"Salespromotionseffectsonconsumer-basedbrandequity", InternationalJournalofMarketResearch,Vol.47No.2,pp.179-204LearningOutcomes:LearningOutcomes:LearningOutcomes:LearningOutcomes:

1. UnderstandingCoreConceptsinBranding(fore.g.BrandEquity)2. Developingandactualisingapositioningstrategy(includingperceptualmaps)3. RoleofIntegratedMarketingCommunications(bothtraditional&non-traditional

avenues)inBranding&theMarketingStrategyProcess4. Long-termeffectsofpricepromotionsonbrandequity

Foodforthought(DoyouagreeordisagreeFoodforthought(DoyouagreeordisagreeFoodforthought(DoyouagreeordisagreeFoodforthought(Doyouagreeordisagree?andWhy?andWhy?andWhy?andWhy?)?)?)?)BrandValueandBrandEquityareoneandthesameAbrandlikeMercedeshasbothtangibleaswellasintangibleattributes.


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Lecture8:Lecture8:Lecture8:Lecture8:MovingBeyondtheMarketingMixMovingBeyondtheMarketingMixMovingBeyondtheMarketingMixMovingBeyondtheMarketingMix

TextChapters:TextChapters:TextChapters:TextChapters:KumarandReinartz(Chapter8,includedincoursepack)ReadingsReadingsReadingsReadings::::Dowling,G.,&Uncles,M.(1997).Docustomerloyaltyprogramsreallywork? SloanManagementReview,38(4),71-82Hallberg,G.(2004).Isyourloyaltyprogrammereallybuildingloyalty?Whyincreasingemotionalattachment,notjustrepeatbuying,iskeytomaximizingprogrammesuccess.JournalofTargeting,MeasurementandAnalysisforMarketing ,Vol.12,Issue3,pp.231-241

LearningOutcomes:LearningOutcomes:LearningOutcomes:LearningOutcomes:

1. Goingbeyondthemarketingmixand4Ps;movingtowardsarelationshiporientation

2. Understandwhatwemeanbyalong-termrelationship?Therelationshiplife-cycleconcept,relationshipmarketing

3. ContextualunderstandingoftheService-ProfitChain4. CRMandassociatedconcepts(CLTV,CustomerProfitabilityetc.),their

application5. Applicationbasedunderstandingofloyaltyandcustomerretention

Foodforthought(DoyouagreeordisagreeFoodforthought(DoyouagreeordisagreeFoodforthought(DoyouagreeordisagreeFoodforthought(Doyouagreeordisagree?andWhy?andWhy?andWhy?andWhy?)?)?)?)1. Attitudinalloyaltyisbetterthanbehaviouralloyalty2. Customerloyaltyandcustomerretentionareoneandthesame


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Lecture9:Lecture9:Lecture9:Lecture9:GlobalGlobalGlobalGlobalMarketingStrategyMarketingStrategyMarketingStrategyMarketingStrategy

TextChapters:TextChapters:TextChapters:TextChapters:KotabeandHelsen(Chapter8,includedincoursepack)Readings:Readings:Readings:Readings:McKinseyQuarterly(2008),HowCompaniesActonGlobalTrendsHolt,D.B.,Quelch,J.A.,Taylor,E.L.(2004),"Howglobalbrandscompete", HarvardBusinessReview,September

Ahmed,Z.,Johnson,J.P.,Yang,X.,Fatt,C.,Teng,H.,&CheeBoon,L.(2004).DoesCountryofOriginMatterforLow-InvolvementProducts? InternationalMarketingReview,21(1),102120.

LearningOutcomes:LearningOutcomes:LearningOutcomes:LearningOutcomes:

1. Understandthenecessityforadaptationofproduct/brandstrategiesinglobalmarketing

2. Understandtheimplicationsofcultureonglobalmarketingstrategies3. Understandthemarketingorientateddifferencesbetweenemergingand

developedmarkets


1. Experienceeffectsinducefirmstostandardiseproducts

2. Thepotentialforexperienceeffectsdifferswidelyacrossproductcategories


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