Nottingham Malaysia N14M04 MBA Marketing Module Outline

8/12/2019 Nottingham Malaysia N14M04 MBA Marketing Module Outline

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MBA Programme

N14M04

Marketing

Module Outline

2013-2014

Summer Semester

10 Credits, Level 4, Semester 1

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Introduction

Welcome to the Marketing module. If this is your introduction to marketing, thecourse 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 theother hand, you already have some kno"ledge or e#!erience of marketing, thereis 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 "hichyou can e#!lore the nature and !rocesses of marketing, understand the o!erationof marketing in !ractice and critically evaluate the im!act of marketing!rogrammes oth to the firm and "ider stakeholders. $o meet the re%uirementsof an increasingly com!etitive market!lace, familiarity "ith the tools&!rocessescurrently used y !ractising marketing !rofessionals "ill e encouraged and!ractical e#ercises&assignments in analysing market o!!ortunities and makingstrategic 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 youensure 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, )ngLocation* +1- /niversity of ottingham usiness School lock ++mail 2ddress* fonsim.ong3nottingham.edu.my

$ele!hone o.* 05678-9659:52vailaility Statement* I have student consultation hours et"een 10.0061-.00on $uesdays and 10.0061-.00 on $hursdays. If you are unale to make either ofthese times, !lease email me and "e can arrange a mutually convenienta!!ointment time.

)etails o +,ternal +,aminer

ame* 'rofessor ;r. o ;oherty'osition* 'rofessor of MarketingInstitution* $he


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Prie )etails

one

Met!od and *riteria o Assessment

Individual timed 47 hours take a"ay e#am 5000 "ords 0>? @rou!2ssignment -,900 "ords 40>

/ecture (imeta"le Slot and /ocation

Location* $he Classes "ill e from 17thAuly to -9thAuly, -014.

/(*

Outline Sylla"us and /ecture Programme

)ate and (ime Session/ecture (oic

17.8.-014.506:.50!m

1. $he ature and Bole of Marketing

1:.8.-014:.00am to 9.00!m

-. $he Marketing +nvironment and Com!etitive2dvantage

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.-014.506:.50!m . Managing 'roducts and rands

--.8.-014.506:.50!m

8. Marketing Communications

-5.8.-014.506:.50!m

7. 'ricing and Channels

-4.8.-014.506:.50!m

:. Marketing 'lanning, Im!lementation and

'erformance Measurement

-9.8.-014.506:.50!m

Course Bevie" and ;erief

Formal Lectures:

$he formal lectures of the course "ill deal "ith the follo"ing central tasks ofmarketing strategy and marketing management as listed in the tale aove.

(urther details on each session are !rovided elo".

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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 marketingconce!ts encountered in oth formal lectures&reading and from each !artici!antso"n usiness e#!erience. $he key "ord here is articiation. $he more you areready to !artici!ate, the more dynamic the learning environment "ill ecome.

@rou!s "ill analyse the case studies, issued in advance of each session? themarketing issues are to e identified and discussed, and !ossile marketingstrategies, !rogrammes or solutions !ro!osed y different grou!s during thesessions.

(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, forthe grou! assignment you are re%uired to estalish a grou! "ith a minimum of 4!eo!le and a ma#imum of 9.

ull 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 anddevelo!ment stated 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, 2004.

FGthere are significant ga!s in randing kno"ledge and understanding amongst

many Malaysian SM+ com!anies. $he maority 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"0.

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 2sia 'te. Ltd.

Interrands annual study of the "orlds 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 -1st

s!ot. In -011, only the Western&Aa!anese rands "ere in the to! 90,

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"hile Samsung "as not even listed in the to! 90. In -01-, Samsung "as the to!

riser, occu!ying the :ths!ot.

Source* htt!*&&""".interrand.com&it&est6gloal6rands&

ased on the rankings of gloal rands in Interrand study that sho"s

consistently strong Western&Aa!anese rands and the realisation of theim!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!etitors rand.Include in your discussion, oth theoretical and conte#tual ustifications 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 e" Boman

1-, doule s!acing

$he re!ort should e a ma#imum of 2%500 $ords lus or minus 106e#cluding a!!endices and you must indicate the numer of "ords in yourassignment at the end any "ord !rocessor "ill !rovide this facility 6 any"ords over this "ill not e read. Bememer ho"ever, that a!!endices aretreated as outside the "ord limit. $herefore, if you "ish to include detailedinformation that you have collected, you "ould e est advised to !resent thatinformation in an a!!endi#. /$ !lease rememer that only marginal creditcan e given for material in the a!!endices.

'lease ensure that any sources of data or of ideas are clearly referenced in

the Earvard style.


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(ive marks "ill e deducted for each "orking day or !art thereof if course"orkis sumitted after the official deadline date "ithout an e#tension having eenotained. +#ce!t in e#ce!tional circumstances, late sumission !enalties "illa!!ly automatically unless a claim for e#tenuating circumstances is made "ithinfive calendar days follo"ing an assessment deadline. +#tensions "ill only egiven in e#ce!tional circumstances such as illness "hich needs verifyingevidence from a doctor and in the case of significant !ersonal&family !rolems.

Short6term illness less than 8 days is not normally regarded as an e#tenuatingcircumstance for course"ork. Late !enalties "ill not e im!lemented if a claimfor e#tenuating circumstances is retros!ectively a!!roved.

Module Aims

$his module aims to !rovide an overvie" of the nature and !ractice of marketingat oth strategic and tactical levels. Students "ill e introduced to a variety ofrelevant conce!tual frame"orks and "ill e e#!ected to a!!ly these in relationto 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 encouragingstudents to evaluate the roader social im!act of marketing !ractices.

/earning O"7ecti&es and OutcomesKn%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!oratesocial res!onsiility, diversity, usiness innovation, creativity, enter!risedevelo!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 criticallya!!raise. $his includes the ca!aility to identify assum!tions, evaluatestatements in terms of evidence, detect false logic or reasoning, identifyim!licit values, define terms ade%uately and generalise a!!ro!riately

eing ale to solve com!le# !rolems and make decisions* estalishcriteria, 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 informationand 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


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+ffective !erformance "ithin team environments and the aility to recogniseand utilise individualsK contriutions in grou! !rocesses and to negotiate and!ersuade or influence others? team selection, delegation, develo!ment andmanagement

Leadershi! and !erformance management* selecting a!!ro!riate leadershi!style for different situations? setting targets, motivating, monitoring!erformance, coaching and mentoring

Transerab$e /)ey 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 anddifferent situations and the aility to continue to learn through reflection on!ractice and e#!erience

+ffective t"o6"ay communication* listening, effective oral and "rittencommunication 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 conunction "ith your Student Eandook.

PastSamle +,amination Paer

(or 'ast&Sam!le +#amination 'a!ers, link to moodle.nottingham.ac.uk, navigateto this module and click 'ast 'a!ers.

Module )etails on Moodle

$he "e address for Moodle is moodle.nottingham.ac.uk. Moodle contains thedefinitive module s!ecification including all assessment details, !ast e#am!a!ers, and assessment feedack and revie" !ages.


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Eo"ever, you should also e !re!ared to consult other ooks and su!!lementaryreading as re%uired.

otler, '. and eller, .L. -01-, FMar)etin' Mana'ement1, 14th+dition,'earson, Earlo", +sse#. IS615* :87606-856895560

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, . -01-, Mar)etin'1, -nd +dition, )#ford /niversity'ress, )#ford.

est, B. -01-, Mar)et #ase& Mana'ement( Strate'ies %r Gr%win' +ust%mer*a$ue an& r%itabi$ity1, thInternational +dition, 'earson +ducation, Inc., /!!er

Saddle Biver, e" Aersey.

;oyle, ' -00:, =alue ased Marketing* Marketing Strategies for Corporate Growthand Shareholder Value, Wiley, London

Eooley, @ A, icoulaud, . and 'iercy, ( -011, Mar)etin' Strate'y an&+%m.etitie %siti%nin'1, 9th+dition, 'rentice Eall, Earlo"

Aoer ; and (iona +llis6Chad"ick -015, 'rinci!les and 'ractice of Marketing, 8 th

edn., Maidenhead* Mc@ra"6Eill Eigher +ducation.

Wilson, 2lan and eithaml, =.2. and itner, M.A. and @remler,;.;. -01-, Services Marketing* Integrating Customer (ocus across the(irm.Mc@ra" Eill, /. IS :870088151819

I y%u !ae n%t stu&ie& mar)etin' be%re y%u mi'!t in& t!e %$$%win' b%%) useu$

.rerea&in'(

lythe, A. -01-, Essentia$s % Mar)etin'1, 9th+dition, 'earson, Earlo", +sse#.

(ahy, A. and Aoer, ;. -01-, F%un&ati%ns % Mar)etin'1, 4th+dition, Mc@ra"6

Eill, Maidenhead.

(or each session you are e#!ected to read the recommended articles and areadvised to read some of the su!!lementary articles, "hich focus in more detailon s!ecific to!ics and "ill hel! to dee!en your understanding of marketing.


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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 usinessand !ays !articular attention to the role of marketing in contriuting to usiness!erformance and enhancing shareholder value, as "ell as its roader socialim!act.

Alication +,ercise9

)oes marketing create or satisy needs:

Marketing has often een defined in terms of satisfying customers needs and"ants. Critics, ho"ever, maintain that marketing goes eyond that and createsneeds and "ants that did not e#ist efore. $hey feel marketers encourageconsumers to s!end more than they should on goods and services that they donot really need.

$ake a !osition* Marketing sha!es consumer needs and "ants versus Marketingmerely reflects the needs and "ants of consumers.$he class "ill e divided into t"o grou!s for the discussion

Re#uired Readin

otler and eller, Cha!ters 1 or aines et al., Cha!ters 1, 15, 19 J 1:

Lusch, B.(., =argo, S.L. and Malter, 2.A. -00, N$aking a Leadershi! Bole in@loal Marketing ManagementN, r'anisati%na$ 8ynamics, =ol. 59, !!. -46

87

Smith, A.. and Colgate, M. -008, FCustomer =alue Creation* 2 'ractical(rame"orkH, Aournal of Marketing $heory J 'ractice, =ol. 19, o. 1, !!. 86-5.

Levitt $. 1:0, FMarketing Myo!iaH, arar& #usiness Reiew, Auly&2ugustre!rinted 1:89.

Supplementary readin

2ndreasen, 2.B., @oodstein, B.C. and Wilson, A.W. -009, O$ransferring

OMarketing no"ledge to the non 'rofit Sector, +a$i%rnia Mana'ementReiew, =ol. 48, o. 4, !!. 468.

aker, M.A. -00:, F)ne more time* "hat is marketingPH, in aker, M.A. andEart, S. -00:, T!e Mar)etin' #%%), th+dition, !!. 561:.

ro"nlie, ;. and Saren, M. 1::-, F$he (our 's of the Marketing Conce!t*'rescri!tive, 'olemical, 'ermanent and 'rolematicalH, Eur%.ean 3%urna$ %Mar)etin', =ol. - o. 4, !!. 54648.

;oyle, ' -000, O=alue ased Marketing,3%urna$ % Strate'ic Mar)etin', =ol. 7,o. 4, !!. -::6510.

:


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Eooley, @.A., @reenley, @.+., Cadogan, A.W. and (ahy, A. -009, F$he'erformance Im!act of Marketing BesourcesH,3%urna$ % #usiness Researc!,=ol. 97, o. 1, !!. 176-8.

Eouston, (.S. 1:7, F$he Marketing Conce!t* What It Is and What It Is otH,3%urna$ % Mar)etin', =ol. 90, 2!ril, !!. 71678.

=erhoef, '.C. and Leeflang, '.S.E. -00:, F/nderstandings the Marketing

;e!artments Influence "ithin the (irmH,3%urna$ % Mar)etin', =ol. 85, o. -,!!. 14658.

Session 29 (!e Marketing +n&ironment and *ometiti&e Ad&antage

$his session addresses ho" "e define the market in "hich organisations o!erateand understanding ho" that market "orks. 'articular em!hasis is !laced u!on themacro environment, com!etitors, customers and the internal com!any resources.2!!roaches to analysing the market environment and com!etitive !osition areaddressed. )nce a market has een clearly understood, decisions have to e

made aout "hich markets to target. $hese decisions are ased around marketattractiveness and the strength of an organisations com!etitive !osition, "hich isunder!inned y the "ays in "hich the organisation is ale to offer value in itsmarkets.

+,ercise9 errero "reaks ne$ ground $it! irst airort "outi;ue in 8ome

Re#uired Readin

otler and eller Cha!ters - J 5 or aines et al, Cha!ter -

atra, Baee, =enkatram Bamasamy, ;ana L. 2lden, Aan6enedict +. M.Steenkam!, and S. Bamachander -000, F+ffects of rand Local andonlocal )rigin on Consumer 2ttitudes in ;evelo!ing Countries,H Aournal ofConsumr 'sychology, : -, !!. 756:9

;ay, @.S. and Schoemaker '.A.E. -009, FScanning the 'eri!heryH, ararusiness Reiew, =ol. 75, o.11, !!. 1596147.

'orter, M.+. -007, F$he (ive Com!etitive (orces $hat Sha!e StrategyH, ararusiness Reiew, =ol. 7, Aanuary, !!. 876:5.

Supplementary Readin:

2shill, .A. and Aoer, ;. -001, F;efining the ;omain of 'erceived+nvironmental /ncertainty* 2n +#!loratory Study of Senior Marketing+#ecutivesH,3%urna$ % Mar)etin' Mana'ement, =ol.18, o. 9&, !!. 9456997.

arksdale E.C. and Earris C.+. 1:7-, F'ortfolio 2nalysis and the 'roduct LifeCycleH, 9%n' Ran'e $annin', =ol. 19, o. , !!. 84675.

Clarke, @. -009, FInternational Marketing +nvironment 2nalysisH, T!e Mar)etin'Reiew, =ol. 9, !!19:6185.

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;ay, @.S. and Wensley, B. 1:77, F2ssessing 2dvantage* 2 (rame"ork for;iagnosing Com!etitive Su!eriorityH,3%urna$ % Mar)etin', =ol. 9-, o. -,2!ril, !!. 16-0.

Eeiser, B.S., McQuitty, S. and Stratemeyer, 2.W. -009, Froadening theCom!etitive +nvironment* $he Customers 'ers!ectiveH, Aca&emy %Mar)etin' Science Reiew, R)nline -009 1-, 2vailale*htt!*&&""".amsrevie".org&articles&heiser1-6-009.!df

Eooley, @.A., MTller, . and roderick, 2.A. 1::7, FCom!etitive 'ositioning andthe Besource ased =ie" of the (irmH,3%urna$ % Strate'ic Mar)etin', =ol., o. -, !!. :86119.

Moon,


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Macdonald, +.., Wilson, E.. and onus, /. -01-, Customer Insight V in Beal$imeH, arar& #usiness Reiew, =ol. :0, Issue :, !!. 10-6107.

Stengel, A. B., ;i#on, 2.L. and 2llen, C.$. -005, FListening egins at EomeH,arar& #usiness Reiew, =ol. 71, o. 11, !!.106118.

Wilson, ;.(. -000, FWhy divide consumer and organiDational uyer ehaviourPH,Eur%.ean 3%urna$ % Mar)etin', =ol. 54, o. 8, !!. 87068:.

altman, @. 1::8, 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#aminingthe im!ortance of segmenting customers, the levels at "hich segmentation cantake !lace and common variales&ases used for consumer segmentation. $hemerits of alternative market targeting strategies "ill e discussed and the conce!tof !ositioning e#amined.

Case study:TG$ Friday%s T"emed Restaurants Compete

Re#uired Readin:

otler and eller Cha!ters 7, 10 or aines et al, Cha!ter

;i, S. and Simkin, L. -010, FAudging the Quality of Customer Segments*Segmentation +ffectivenessH,3%urna$ % Strate'ic Mar)etin', =ol. 17, o. -,!!. 1156151.

;uois, ernard, Sandor CDellar, and @illes Laurent -009, Fconsumer Segments

ased on 2ttitudes to"ard Lu#ury* +m!irical +vidence from $"entyCountries,H Marketing Letters, 1 2!ril, !!. 11961-7

(eldman, ;. -00, FSegmentation uilding locksH, Mar)etin' Researc!,Summer, !!. -56-:.

Moschis, @. '., Lee, +., and Mathur, 2. 1::8. F$argeting the Mature Market*)!!ortunities and Challenges,H3%urna$ % +%nsumer Mar)etin', =ol. 14,o. 4, !!. -7-6-:5.


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;i, S. 1:::, FCriteria @uiding Segmentation Im!lementationH 3%urna$ %Strate'ic Mar)etin', =ol. 8, o. -, !!. 10861-:.

;i, S. -001, Fe" Millennium, e" Segments* Moving $o"ards the Segmentof )nePH,3%urna$ % Strate'ic Mar)etin', =ol. :, !!. 1:56-15.

eenan, (. -00-, F2 Mass Market of )neH, #usiness 6ee);ec, !!. 768-.Lockshin, L. and Chohen, +. -011, F/sing 'roduct and Betail Choice 2ttriutes

for Cross6ational SegmentationH, Eur%.ean 3%urna$ % Mar)etin', =ol. 49,

o. 8&7, !!. 1-561-9-.Simkin, L. and ;i, S. -011, OSegmenting the +nergy Market* 'rolems and

Successes, Marketing Intelligence J 'lanning, =ol. -:, o. , !!. 9706:-.

Session 59 *ometiti&e Marketing Strategies'

Many marketing strategists regard the develo!ment of a coherent strategy as thekey to survival in the chosen market sector. $his session "ill s!ecifically focus onthe strategic choices availale to organisations in the markets in "hich theychoose to com!ete.

Case Study: Samsun

Re#uired Readin:

otler and eller Cha!ters 11, 1-, 15 or Eooley et al, Cha!ter 11

Cressman Ar., @.+. and agel, $.$., -00-, FEo" to Manage an 2ggressiveCom!etitorH, #usiness %ri:%ns, March62!ril, !!. -5650.

im, W.C. and Mauorgne, B. -000, Flue )cean StrategyH, arar& #usiness

Reiew, =ol. 7-, o. 10, !!. 8674.

SuareD, ( and LanDolla, @. -009, F$he Ealf6$ruth of (irst6Mover 2dvantageH,arar& #usiness Reiew, 2!ril, !!. 1-161-8.

Supplementary Readins:

2nderson, C.B.and eithaml, C.'. 1:74, FStages in the 'roduct Life Cycle,usiness Strategy and usiness 'erformanceH Aca&emy % Mana'ement3%urna$, March, !!. 96-9.

rush, C.@. -007, F'ioneering Strategies for +ntre!reneurial SuccessH, #usiness%ri:%ns, =ol. 91, !!. -16-8.

;ay, @.S. -005, F(eeding the @ro"th StrategyH, Mar)etin' Mana'ement, ;ec,!!. 196-1Earrigan, .B. and 'orter, M.+. 1:75, F+nd6@ame Strategies for ;eclining

IndustriesH, arar& #usiness Reiew, Auly&2ugust, !!. 11161-0.erin, B.2., =aradaraan, '.B. and 'eterson, B.2. 1::-, F(irst Mover 2dvantage*

2 Synthesis, Conce!tual (rame"ork and Besearch 'ro!ositionsH,3%urna$ %Mar)etin', =ol. 9, )ctoer, !!. 5569-.

olar, $ and $o!oriiX, 2., -008, FMarketing as Warfare, BevisitedH, Mar)etin'Inte$$i'ence an& $anning, =ol. -9, o. 5, !!. -056-1.

otler, '. and Singh, B. 1:71, FMarketing Warfare in the 1:70sH, 3%urna$ %#usiness Strate'y, Winter, !!. 50641.

)KMalley, L.? Story, =.? )KSullivan, =. -011, NMarketing in a Becession* Betrenchor InvestPN,3%urna$ % Strate'ic Mar)etin', =ol.1: , o. 5, !!. -796510.

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Bindfleisch, 2. 1::, FMarketing as Warfare* Beassessing 2 ;ominantMeta!horH, #usiness %ri:%ns, Se!t6)ct, !!. 5610.

Bosier, +.B. -011, F@uest +ditorial* Marketing Strategy in a $urulent+nvironmentH, Aournal of Strategic Marketing, =ol. 1:, o. 9, !!. 415641:.

$often, . and Eammervoll, $. -00:, Fiche (irms and Marketing Strategy* 2n+#!loratory Study of Internationally )riented iche (irmsH, Eur%.ean3%urna$ % Mar)etin', 45, o. 11&1-, !!. 1587615:1.

Wensley, B. 1:::, FMarketing StrategyH in aker M A ed., Encyc$%.ae&ia %Mar)etin', International $homson usiness 'ress, )#ford, !!.116184.

ott, C. and 2mit, B. -007, F$he (it et"een 'roduct Market Strategy andusiness Model* Im!lications for (irm 'erformanceH, Strate'icMana'ement 3%urna$, =ol. -:, !!. 16-.

Session =9 Managing Products and Brands

)ne of the central res!onsiilities of the marketing manager is the effectivemanagement of the com!anys e#isting !roducts in the market!lace, and ensuringthe 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-remium "alance

Re#uired Readin:

otler and eller Cha!ters :, 10 or aines et al., Cha!ter 7

Eolt, ;ouglas . -00-, FWhy ;o rands Cause $rouleP 2 ;ialectical $heory ofConsumer Culture and randing,H3%urna$ % +%nsumer Researc!, =ol. -:,Aune, !!. 806:0.

@ottfredson, M. and 2s!inall, . -009, OInnovation =s Com!le#ity* What Is $ooMuch )f 2 @ood $hingP, arar& #usiness Reiew, ovemer, !!. -681.

'etromilli, M. and Morrison, ;. -00-, Frand 2rchitectureH Mar)etin'Mana'ement, Auly, !! 186-0.

Bust, Boland $. eithaml, =alerie 2. and atherine . Lemon -004, FCustomer6Centred rand ManagementH, arar& #usiness Reiew, =ol. 7- , o. :,!!. 1106117.


allantyne, ;. and 2itken, B., -008, Franding in - markets* insights fromthe service6dominant logic of marketingH,3%urna$ % #usiness ; In&ustria$Mar)etin', *%$5 --, o. , !!. 55V581.

Christodoulides, @. and de Chernatony, L. -010, FConsumer6ased rande%uity conce!tualisation and measurement* 2 literature revie"H,Internati%na$ 3%urna$ % Mar)et Researc!, =ol. 9-, o. 1, !!. 456.

14


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+rnst, E. -00-, FSuccess (actors of e" 'roduct ;evelo!ment* 2 Bevie" of the+m!irical LiteratureH, Internati%na$ 3%urna$ % Mana'ement Reiews, =ol.4, o. 1, !!. 1640.

(uchs, C. and ;iamanto!oulos, 2. -010, FO+valuating the +ffectiveness ofrand6'ositioning Strategies from a Consumer 'ers!ectiveH, Eur%.ean3%urna$ % Mar)etin', 44, o. 11&1-, !!. 1856187.

Eerstein, B. and @amliel, +., -00, FStriking a alance "ith 'rivate randingH,

#usiness Strate'y Reiew, 2utumn, !!. 5:645.Eolt, ;ouglas . Quelch, Aohn 2. $aylor, +arl, L. -004 FEo" @loal rands

Com!eteH, ararusinessReiew, =ol. 7-, o. :, !!. 7689.rishnamurthy, S. and ucuk, S./. -00:, F2nti6randing on the InternetH,

3%urna$ % #usiness Researc!, =ol. -, !!. 111:611-.Lederer, C. i$$, S. -001, NSee


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eller, . L. -001, FMastering the Marketing Communications Mi#* Micro andMacro 'ers!ectives on Integrated Marketing Communication 'rogramsH,3%urna$ % Mar)etin' Mana'ement, =ol. 18, os. 8&7, !!. 71:6748.

Ba!!a!ort, S. -008, FLessons from )nline 'ractice* e" 2dvertising ModelsH,3%urna$ % A&ertisin' Researc!, =ol. 48, o. -, !!. 1596141.

$"omey, .L., night, A.@. and Mceil, L.S. -011, F;amage Control* Limitingthe (all6out from ;ece!tive 2dvertisingH,3%urna$ % A&ertisin' Researc!,=ol. 91, o. -,!!. 5:46405.


2itken, B., @ray, . and La"son, B. -007, F2dvertising effectiveness form aconsumer !ers!ectiveH, Internati%na$ 3%urna$ % A&ertisin', =ol. -8, o.-, !!. -8:6-:8.

2rmstrong, A. Scott -011, F+vidence6ased 2dvertising* 2n 2!!lication to'ersuasion,H Internati%na$ 3%urna$ % A&ertisin', =ol. 50, o. 9, !!. 845688.

(ill, C. -001, FO+ssentially 2 Matter of Consistency* Integrated MarketingCommunicationsH, T!e Mar)etin' Reiew, =ol. 1, o. 4, !!. 40:64-9.

Ealliurton, C. and iegfeld, 2. -00:, FEo" do Maor +uro!ean Com!aniesCommunicate their Cor!orate Identity 2cross CountriesP V 2n em!iricalinvestigation of cor!orate internet communicationsH,3%urna$ % Mar)etin'Mana'ement, =ol. -9, o. :610, !!. :0:6:-9.

EinD, )., Skiera, ., arrot, C. and ecker, A./. -011, FSeeding Strategies for

=iral Marketing* 2n +m!irical Com!arisonH,3%urna$ % Mar)etin', =ol. 89,o. , !!. 99681.

aikati, 2.M. and aikati A.@. -004, FStealth Marketing* Eo" to BeachConsumers Surre!titiouslyH, +a$i%rnia Mana'ement Reiew, =ol. 4, o.4, !! 6--.

liatchko, A. -007, FBevisiting the IMC ConstructH, Internati%na$ 3%urna$ %A&ertisin', =ol. -8, o. 1, !!. 155610.

Luck, +. and Moffatt A. -00:, FIMC* Eas anything really changedP 2 ne"!ers!ective on an old definitionH,3%urna$ % Mar)etin' +%mmunicati%ns,=ol. 19, o. 9, !!. 511V5-9.

Marketing e"s -00:, ;igital Eandook, =ol. 45, o. 8, !!. :617.

Martin, .;., Smith, .C. -007, FCommercialiDing Social Interaction* $he +thicsof Stealth MarketingH,3%urna$ % ub$ic %$icy ; Mar)etin', =ol. -8, o. 1,!!. 4969.

Baghuir, '., Inman, A. and @rande, E. -004, F$he $hree (aces of Consumer'romotionH, +a$i%rnia Mana'ement Reiew, =ol. 4, o. 4, !!. -564-.

Boerts, A. -01-, F(irms eed 'BKs 'unchH, Mar)etin' 6ee),0141:-79,5&--&-01-K, =ol. 59, Issue 1-, !!. 5-654.

Session 9 Pricing and *!annels

'ricing is not necessarily the most e#citing as!ect of marketing management, utone of the most crucial to ensuring !rofitaility. $his session !rovides an overvie"

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of the main methods used to set !rices and the factors determining !ricingchoices 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 distriutionand channel management, as "ell as the im!act of the Internet and electroniccommerce on distriution decisions.

Alication +,ercise9

1' )oes it matter $!ere you sell:

Some marketers feel that the image of the !articular channel in "hich they selltheir !roducts does not matter? others maintain that channel images such as aretail store can e critical and must e consistent "ith the image of the !roduct.;iscuss.

2' Is t!e rig!t rice a air rice: )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

otler and eller Cha!ters 14, 19 or aines et al., Cha!ters : J 1-

(raDier, @. L. -00:, F'hysical ;istriution and Channel Management* 2no"ledge and Ca!ailitiesH,3%urna$ % Su..$y +!ain Mana'ement, =ol. 49, o. -,!!. -565.

Einterhuer, 2 and LioDu, S., -01-, OIs it $ime to Bethink


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aker, W., Marn, M. and a"ada, C. -001, F'rice Smarter on the etH, Earvardusiness Bevie", (eruary, !!. 1--61-8.

ucklin, C.., $homas6@raham, '.2. and Wester, +.2. 1::8, FChannel Conflict*When is it ;angerousH, McKinsey


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Session 9 Marketing Planning% Imlementation and PerormanceMeasurement

$he marketing !lanning !rocess is argualy the most im!ortant ste! in thedevelo!ment of a coherent marketing a!!roach. $his session "ill e#!lore the keyconce!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 anovervie" of the main issues for successful im!lementation of marketing strategiesand consider some of the metrics that might e em!loyed to assess !erformancemeasurement.

+,ercise9 S)arovs*i +enc"mar*s -- stratey )it" ./0 lo+al

accessi+ility

Re#uired readin

otler and eller -01- Cha!ter -- or aines et al., Cha!ter 9 !! 17061::

Clark, .E., 2ela, 2.=. and 2mler, $. -00, Fehind the WheelH, Mar)etin'Mana'ement, =ol. 19, o. 5, !!. 1:6-5.

Collis, ;.A. and Bukstad, M.@. -007, FCan you say "hat your strategy isPH,arar& #usiness Reiew, =ol. 7, o. 4, !! 7-6:0.

Mc;onald, M. -00, FStrategic Marketing 'lanning* $heory and 'racticeH, T!e

Mar)etin' Reiew, =ol. , !!. 5896417.

Slater, S.(., )lson, +.M. and Eult, $.M. -010, FWorried aout strategyim!lementationP ;ont )verlook Marketings BoleH, #usiness %ri:%ns,=ol.95, !!. 4:Y48.

Supplementary Readin

onoma, $.=. 1:74, FMaking


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Miller, S., Wilson, ;. and Eickson, ;. -004, Feyond 'lanning* Strategies forSuccessfully Im!lementing Strategic ;ecisionsH, 9%n' Ran'e $annin', =ol.58, !!. -016-17.

Morgan, .2., Clark, .E. and @ooner, B. -001, FMarketing !roductivity,marketing audits, and systems for marketing !erformance assessment.Integrating multi!le !ers!ectivesH, 3%urna$ % #usiness Researc!, =ol. 99,o. 9, !!. 556589.

ole, C E and Mok"a, M ' 1:::, FIm!lementing Marketing Strategies*;evelo!ing and $esting a Managerial $heoryH,3%urna$ % Mar)etin', =ol. 5,o. 4, !!. 98685.

'iercy, .(. 1::7, FMarketing Im!lementation* the Im!lications of Marketing'aradigm Weakness for the Strategy +#ecution 'rocessH, 3%urna$ %Aca&emy % Mar)etin' Science,=ol. -, o. 5, !!. ---6-5.

'orter, M.+. 1::, FWhat is StrategyPH arar& #usiness Reiew, =ol. 84, Issue, ov, !!. 1687.

BeinartD, W. and /laga. W. -007, FEo" to Sell Services More 'rofitalyH,arar& #usiness Reiew, =ol. 7, o. 9, !!. :06:.

$aghian, M. -010, FMarketing !lanning* )!erationalising the market orientation

strategyH,3%urna$ % Mar)etin' Mana'ement, =ol. -, os. :V10, !!. 7-9V741

$homas, A.S., BeinartD, W. and umar, =. -004, F@etting the Most out of 2ll


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!rioritise and in !articular consider any links "hich may e#ist et"eenthem. Bememer that "hat may a!!ear to e a sim!le !rolem on thesurface may e sym!tomatic of a series of other !rolems. (or e#am!leyou may identify falling sales as a !rolem? this may e sym!tomatic of aseries of marketing !rolems such as !oor customer relations,ina!!ro!riate !ricing, inade%uate !romotion etc, so al"ays look forunderlying causes.

5. Eaving identified the !rolems etc, you need to consider !ossile solutions6 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 theconce!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 anumer of !ossile solutions to a !articular !rolem. $ry to organise theseaccording to similarities and common features.

4. o" the difficult it 6 you need to choose et"een these solutions andrecommend some course of action. $o do this you should consider the

im!lications of the solutions you have generated? ho" likely are thesesolutions to achieve the desired outcomes, are they consistent "ith theattitudes and oectives of the organisation concerned. )ne a!!roach tothis might e as follo"s. If you have managed to organise your solutionsinto road categories, consider first the im!lications of the generala!!roaches associated "ith each of these road categories 6 "hat are the!ossile outcomes, ho" likely are they and ho" satisfactory "ill they efrom the firms !oint of vie".

Nottingham Malaysia N14M04 MBA Marketing Module Outline

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