...Global Marketing Level 6 44-6979-00L-A Module handbook 2014 to 2015 Module leader: Giovanna Battiston g.battiston@shu.ac.uk Stoddart 7241 0114 225 5260 Contents 1. | Welcome to global marketing | Page 3 | 2. | Code of conduct | Page 4 | 3. | About your module | Page 5 | 4. | Teaching and learning strategy | Page 6 | 5. | Resources for reading and research | Page 7 | 6. | Assessment | Page 8 | 7. | Lecture and seminar programme | Page 11 | 8. | Module prize | Page 37 | 9. | The SHU Marketing Student Society | Page 38 | 10. | Appendices:Task one assessment criteriaTask two assessment criteria | Page 39Page 41 | Welcome to global marketing Contact details Module leader: Giovanna Battiston g.battiston@shu.ac.uk Stoddart 7241 0114 225 5260 Your seminar tutor: Learning time: On the successful completion of this unit you will receive 20 credit points at level 6. As in all units you are expected to devote 150 hours learning time to this unit, some of which will comprise lectures and seminars. These will be important for introducing and discussing new materials and for you to gauge your level of understanding of the subject. You will need to spend several hours per week in private study getting to grips with the pre-seminar tasks and necessary post-lecture reading and the associated activities. It is expected that the remainder of the time will be spent on assessment related activities such as reading and...
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...Course Syllabus BUSI 520 Strategic Marketing Management Course Description This course is designed to provide the student with a working knowledge of the steps involved in the analytical and decision-making processes involved in formulating, implementing and controlling a strategic marketing program for a product market entry. Rationale No marketer can operate successfully or efficiently without a thorough understanding and proper application of the principles of managing a marketing strategy. This course, a requirement for the MBA program of study, will provide students with the knowledge and abilities essential to survival in tomorrow's business world. I. Prerequisites None. II. Required Resource Purchase Kotler, P., & Keller, K. (2012). Marketing management (14th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN: 1256392510 custom Disclaimer: The above resource provides information consistent with the latest research regarding the subject area. Liberty University does not necessarily endorse specific personal, religious, philosophical, or political positions found in this resource. III. Additional Materials for Learning A. Computer with basic audio/video equipment B. Internet access (broadband recommended) C. Microsoft Word (Microsoft Office is available at a special discount to Liberty University students.) IV. Measurable Learning...
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...NORTHWESTERN UNIVERSITY WINTER 2010 COURSE 437 STRATEGIC MANAGEMENT FOR ENGINEERS SYLLABUS Professor: Teaching Assistant Donald R. McNeeley, Ph.D. Susan O’Dea, sodea@chicagotube.com Phone: 815-834-8501 Phone: 815-834-8503 E-mail: dmcneeley@chicagotube.com Course Overview: Organizations have learned that the adage, grow or die is more than a cliché. In today’s global market, maintaining the status quo is no longer an option. As the velocity of change accelerates, historic paradigms are surrendering to new. For organizations to survive in today’s competitive environment, management must anticipate the strategic inflection of organizational evolution. Engineers have played a major role in the advancement of society. Undergraduate education for engineers is thorough, precise, and understandably micronistic. At the graduate level, we attempt to couple the micro skills with the broader macro perspective or, in other words, the proverbial big picture. The management role requires engineers to be able to envision, from a broader perspective, the operation of an organization and the market one serves. You must learn to think, act, speak, and process from the “management mind.” This capstone course draws from all functional areas of an enterprise to provide strategic direction to an organization. It also provides engineers with a management perspective as a complement to the engineering orientation, which they currently possess. Strategies are offered to ensure...
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...Business and marketing strategy fundamentals Course code Course title Business and marketing strategy fundamentals Type of course Compulsory Level of course Graduate Department in charge Graduate School Year of study 1st Semester Fall Number of credits 10 ECTS; 56 hours of class work, 210 hours of selfstudy; 2 hours of consultations Lecturer Benas Adomavičius & PhD. Neringa Ivanauskienė Date of the course XYZ Prerequisites Undergraduate diploma in social sciences Form of studies Friday/Saturday Language of instruction English/Lithuanian Course description Business and marketing strategy are critical components of business success since strategic issues and possibilities arise in all sectors. Important aspects are not only the company’s positioning in relation to its market, but also the technological development, the supply of labour, political developments in society and other factors relevant for how organizations manage their business. 1 2013 Fall semester To a large extend strategic work is about understanding these factors and reinterpreting them so that they become assets rather than restrictions. Business strategy and marketing management concepts and techniques are studied. The course serves as an opportunity to develop skills for environmental and market analysis, understanding of the major business and marketing strategy issues, formulating business and marketing strategies and tactics. Course aim Students are going to discover knowledge...
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...| |To apply an understanding of marketing strategies such as understanding terms, concepts, and principles relevant to planning and formulating | | |marketing strategies for appropriate product or services | | |To gain experiences in making effective marketing decisions via using the case learning approach | | |Transferable Skills: | | |Through lecture in classroom and presentation. | | |Teaching-learning and assessment strategy | | | | | |Knowledge of Discipline Area | | |Practical Skills | | |Problem solving and scientific skills ...
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...ASB-3101 HUMAN RESOURCE MANAGEMENT Credits: 10 Contact hours: 23 Semester: 1 Pre-requisites: ASB-2104 Module organiser: Sally Sambrook Note: This module is available through the medium of Welsh (ACB-3101). Aims: To examine issues and developments in the field of contemporary human resource management (HRM). To develop an understanding of the complex issues facing human resource (HR) specialists and line managers in meeting their responsibilities for selecting, deploying, training, appraising, rewarding, relating to and retaining human resources. Learning Outcomes: On completing the module, students are expected to be able to: • Explain the contribution of the HR function to corporate strategy; • Discuss the processes of recruitment, assessment and selection; • Outline activities involved in developing human resources and facilitating learning; • Explain the link between rewards, motivation and performance; • Critically evaluate the changing employment relationship, assessing the role of trade unions and other forms of employee involvement. Module Content: • History of the HR function, theories and models of HRM; • The roles and responsibilities of stakeholders in HRM; • The changing nature of work, managing diversity, technology and flexibility; • Human resourcing: recruitment and selection, human resource planning; • Reward and performance management; • Employee relations, employment legislation...
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...is to make students conversant with a set of management guidelines which specify the firm’s product-market position, the directions in which the firm seeks to grow and change the competitive tools it will employ, the strengths it will seek to exploit and the weaknesses it will seek to avoid. Strategy is a concept of the firm’s business which provides a unifying theme for all its activities. Course Syllabus Group I: Defining Strategic Management, Characteristics of Strategic Management Types and Hierarchy, Formulation of Strategy: Various Stages and Components of Strategic Management, Determination of various objectives like corporate, divisions and departmental objectives: Vision, Mission and Purpose, Environmental Scanning: Internal & External environment, Types of Strategies, Guidelines for crafting strategies, Tailoring strategies to fit specific Industry. Group II: Strategic Analysis and Choice: Environmental Threat and Opportunity Profile (ETOP), Organizational Capability Profile – Strategic Advantage Profile, Corporate Portfolio Analysis – SWOT Analysis, Synergy and Dysergy – GAP Analysis, Porter’s Five Forces Model of Competition, Mc Kinsey’s 7s Framework, GE 9 Cell Model, Distinctive competitiveness – Selection of matrix while considering all models discussed above, Implementation of strategy: Analysis and development of organizational policies-marketing, production, financial, personnel and management information system, Strategy implementation:...
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...is to make students conversant with a set of management guidelines which specify the firm’s product-market position, the directions in which the firm seeks to grow and change the competitive tools it will employ, the strengths it will seek to exploit and the weaknesses it will seek to avoid. Strategy is a concept of the firm’s business which provides a unifying theme for all its activities. Course Syllabus Group I: Defining Strategic Management, Characteristics of Strategic Management Types and Hierarchy, Formulation of Strategy: Various Stages and Components of Strategic Management, Determination of various objectives like corporate, divisions and departmental objectives: Vision, Mission and Purpose, Environmental Scanning: Internal & External environment, Types of Strategies, Guidelines for crafting strategies, Tailoring strategies to fit specific Industry. Group II: Strategic Analysis and Choice: Environmental Threat and Opportunity Profile (ETOP), Organizational Capability Profile – Strategic Advantage Profile, Corporate Portfolio Analysis – SWOT Analysis, Synergy and Dysergy – GAP Analysis, Porter’s Five Forces Model of Competition, Mc Kinsey’s 7s Framework, GE 9 Cell Model, Distinctive competitiveness – Selection of matrix while considering all models discussed above, Implementation of strategy: Analysis and development of organizational policies-marketing, production, financial, personnel and management information system, Strategy implementation:...
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...[Type your address] [Type your phone number] [Type your e-mail address] FINANCIAL ACCOUNTING FOR MANAGERS Marketing Management II Course Professor: Dr. Kartik Dave Contact: 9873099223 Opposite Conference Room, First Floor Contact no.: 0120-2323001-10 Ext 360 Email: kartik.dave@bimtech.ac.in Course Objectives: In Marketing Management II, students would be introduced to the tactical areas of marketing – the various marketing mix (the four Ps) strategies: Product Strategy Pricing Strategy Place (Distribution) Strategy Promotion (Communication) Strategy This will enable the students to combine their earlier knowledge in the strategic areas of marketing (covered in Marketing Management I) with that in the tactical marketing strategies to improve their problem solving and decision-making abilities in the real life business situations. Pedagogical Methods: The course employs a balanced mix of lectures/class discussions and cases /assignments/projects. Class lectures and discussions provide an exposition of key concepts, and are supported by current marketing practices. The cases/assignments/projects provide an opportunity to apply the theories, concepts, and analytical devices developed in the lectures. Lecture / Class Discussion: This time will be devoted to the presentation of theories, concepts, and analytical techniques useful for marketing management. The course outline indicates topic wise chapters of the relevant textbooks and also includes few other important...
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...New Product and Service Management Credit: 3 credits Class Days: MW 11:00-12:15 p.m. Instructor: Professor E. Yoon E-mail: eunsang_yoon@uml.edu Office: Pasteur 308 Phone: (978) 934-2814 Office Hours: MW 1:00-3:00 p.m. and also by appointment CATALOG DESCRIPTION This course focuses on the process of new product and service development and marketing. Emphasis is given on market opportunity identification, R&D-marketing interface, business model development, market potential estimation, and market entry timing. Preference: Marketing concentrators. Group Project: A product development and marketing plan. Career relevance: Developing and marketing new product or service. PREREQUSITES: MKTG 201: Marketing Principles and MSB filter courses. MSB 300/400 level courses are restricted to the MSB students who have completed the filter courses. COURSE OBJECTIVES This course is designed to familiarize students with the principles and practices in the conceptualization, design, testing, forecasting, and launching of new products and services. Course objectives include comprehension and application of: 1. Strategic elements of new product development 2. Concept generation, evaluation, testing, and screening 3. Product protocol, design, development, and sales forecasting 4. Teamwork, product use testing, and market-entry strategy, and 5. Launch planning and management guideline ...
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...Program Strategic Management Instructor : Prof. Mohammad Ahsan Durrani Address : adurrani@iqra.edu.pk Pre-requisite : Marketing Management, Human Resource Management, Organization Behavior, Financial accounting, and Financial Management Introduction: Strategic management is a capstone, integrative course for graduating business students. This is an exciting challenging course that focuses on how firms formulate, implement, and evaluate strategies. Strategic management concepts and techniques are studied. Students use all the knowledge acquired from prior business courses, coupled with new strategic-management techniques learned, to chart the future direction of different organizations. The major responsibility of students in this course is to make objective strategic decisions and to justify them through oral and written communication. I have attempted to design this course taking the following consideration 1. Discuss a reasonable comprehensive description of various strategic management concepts, tools and techniques that are useful in understanding Strategic Management 2. Through experiential exercises and case analysis apply the strategic management techniques in making objective strategic decisions. . Overall Course Objectives: Strategic Management, focuses on organization as a whole and its transactions with its environment. This course being a capstone course integrates functional courses in marketing, accounting, finance, management., production/...
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...sylabus Course: IP_357 Global Marketing Management System Online (GMSMO) International Business Program University of Economics, Prague October 12 – 15, 2011 Instructor: Dr. Basil J. Janavaras E-Mail: basilj@janavaras.com Web Sites http://www.gmmso3.com , http://www.janavaras.com Introduction This course utilizes web based software named GMMSO (Global Marketing Management System Online, http://www.gmmso3.com ) as the basis of instruction along with targeted lectures on international business strategic planning. GMMSO software is a global marketing/management research and strategic planning tool that will enable you to: • Conduct a company situation analysis in a global context • Identify countries with high market potential for the company’s product/service • Conduct and in-depth market/competitive analysis and select the best country market • Determine the best entry mode strategy and develop the marketing plan To this end, the course requires integration of knowledge from this and other courses and bridges the gap between theory and the real world of business. This module organizes learning around projects that involve students in problem-solving, decision making, and investigative activities. It provides students with the opportunity to work relatively autonomously and in groups culminating in the production of realistic reports that integrate managerial realism into the classroom. Users are provided with helpful tools such as step-by-step...
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...Objectives of the assignment Students should intend to think about the marketing theory they have been learning and to start using that marketing perspective to better understand specific industries/organizations that are operating in a particular marketplace. Students should acquire understanding of the role of marketing and also see that there is a wide range of information available from a variety of sources that can be used by organizations and practitioners for analysis. Components of the assignment 1 a – prepare a PowerPoint presentation including a MACRO environment analysis of a chosen international company (see appendix 1). Use relevant literature and approaches for preparing the macro analysis such as DESTEP, PEST, PESTL, etc. (5 points) 1 b – set up a SWOT analysis for the same company and present it using visual aids. Remember that in a SWOT analysis you identify strengths, weaknesses, market opportunities for your company, and threats to your business. (5 points) 1 c – prepare a PowerPoint presentation on the competitive landscape of the same company. Use the popular Porter Five Forces framework. In the Five Forces Model, Porter explains that in any industry there are five forces that influence what happens within the industry: 1. Existing companies, 2. potential new companies, 3. substitutes for products offered, 4. the suppliers, and 5. the customers. These five forces combine to make up the business environment. By studying the structure...
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...Module: | Integration 1 (Markstrat) | Professor: | Suman Modwel | Program: | Solvay Ponts MBA | Course dates: | June 23-26, 2014 | Professor Bio + Contact information (approx. 1 paragraph): Dr. Suman Modwel is the Emeritus Professor of Business Policy at the ENPC School of International Management, Paris. Formerly in the Indian Administrative Service of India where he had the privileged opportunity of participating in the development process of his country both at the district and national policy making levels, especially in the international trade policy area as Director General of the Indian Institute of Foreign Trade and as Chairman of a very large public sector conglomerate (50000 employees) in the textile sector. Suman Modwel holds a PhD from the Institut d'Etudes Politiques, Paris (Sciences-Po), with "habilitation nationale" to supervise doctoral research in sciences économiques, and an MSc in Mathematics from Allahabad University, India. He has published widely (see http://www.enpcmbaparis.com/modwel-suman-phd for detailed CV)Email:modwel@enpcmbaparis.com | Course Description (please list any pre-requisite(s) and maximum number of students, if applicable): Markstrat is a simulation that has primarily been designed for teaching strategic marketing concepts, but has other equally significant learning experiences of an integrative nature. Used in combination with more traditional training methods such as lectures, discussions or case studies...
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...Information Dr. Murray R. Millson Email: mmillson@csumb.edu Course Introduction AMBA 650, Marketing Management and Innovation is a 6-credit seminar in the MBA Program. There are 10 weeks in the semester. There is no break in the semester The Summer 2012 semester begins July 5 and ends September 11, 2012 The last date to withdraw is August 18, 2012 Course Description (Formerly AMBA 603.) Prerequisite: AMBA 640. An exploration of the essentials of marketing management: setting marketing goals for an organization with consideration of internal resources and marketing opportunities, planning and executing activities to meet these goals, and measuring progress toward their achievement. Focus is on the concept of innovation in business, including the introduction of new market offerings and the use of new technologies, strategies, and tactics for achieving marketing objectives. An integrative approach combines discussions on theory of marketing management with industry analysis and practical implications. Assignments include the design and marketing of innovative products, analysis of the application of modern marketing strategies and tactics using examples from participants organizations, and practicing a holistic approach to marketing management. Course Goals/Objectives At the end of this course, students should be able to: 1. Assess the role marketing plays in an organization’s strategic planning. 2. Analyze the concept of innovation and its implications for business development...
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