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2010/2011  KAN-SMC_SM20  Market Creation Management

English Title
Market Creation Management

Course Information

Language English
Point 15 ECTS (450 SAT)
Type Mandatory
Level Full Degree Master
Duration One Semester
Course Period Autumn
Time Table Please see course schedule at e-Campus
Study Board
Study Board for MSc in Economics and Business Administration
Course Coordinator
Karin Tollin
Main Category of the Course
  • Marketing
Last updated on 29 maj 2012
The exam in the subject consists of two parts:
Marking Scale 7-step scale
Exam Period Autumn Term
Individual 4-hour written exam (all written aids are allowed, no technical aids are allowed). The exam is internal and assessment will be made by a teacher, cf. the General Degree Regulation § 25 S. (1) no.1. The regular exam takes place in December 2010. The make-up/re-exam will take place in February Exam regulations - project: Individual oral exam (20 minutes per student including setting of grade) based on an advanced group semester project, cf. the General Degree Regulation § 27 S. (4). The project (max. 20-25 A4 pages) must be written in self-formed groups of 3-4 students. Each group is allowed one-hour coaching session with a member of the faculty halfway through the assignment. At the end of week 01 the groups shall hand in 3 copies of the paper to the SMC secretariat. The exam is external and both an internal as well as an external censor will be participating in the assessment, cf. the General Degree Regulation § 25 S. (1) no. 2 . The assessment is a total evaluation of the project and the individual oral exam. Students who have been accepted into the SMC programme are automatically registered for the exam. The grade will count for 50% of the overall course grade. If, for some reason, a student wishes to leave a group, s/he should be aware that s/he can not expect to join another group. The regular exam takes place in January 2011. The make-up/re-exam takes place in February-March 2011. If a student is ill during the regular oral exam, s/he will be able to re-use the group project at the make-up/re-exam. If the student was ill during the writing of the project and did not contribute to the project the make-up project can be written individually or in groups (provided that other students are taking the make-up/re-exam). If the student did not pass the regular exam a new or revised project, confer advice from the examiner at the regular exam, must be handed in to a new deadline specified by the SMC secretariat
Marking Scale 7-step scale
Exam Period Autumn Term
The examination consists of one semester project and one 4 hour written exam. The semester project concerns working out a project in a group of 3-4 students. The task is to produce the basis for the creation of a new market opportunity for a particular company or industrial sector. This means making use of existing models and methods in the literature, for identifying an idea, for deciding on prerequisites, for realizing the opportunity, and for designing a system for analysing the contribution of the market creation initiative on shareholder value. The examination of the semester project (consisting of 20-25 A4 pages) is an oral individual exam that has as its basis in the whole project, i.e. the complete report. The second part of the examination is a written theoretical oriented exam. That is, it is the curriculum of the course that stands in focus in this exam.
Prerequisites for Attending the Exam
Course Content

Aim of the course
During this course the overall theme and frame of reference of the concentration is laid out. The issue in focus is the role of corporate level marketing in creating new business opportunities. Hence, marketing as a field of knowledge, decision processes, activities and capabilities are conceived as having an important proactive role to play in developing new or changing existing systems (i.e. products, brands, relationships etc.) to ones that are desired from a customer perspective. The implication of this statement is that the following terms and their related processes are imperative during the course: creativity, innovation management, NPD, value creation, strategic leadership and marketing performance. The objective of the course is to further develop the students’ understanding of what characterize innovation driven, customer oriented and design conscious companies. Additionally, to equip the students with management and creativity frameworks and tools to make them further develop their own creative abilities and competencies in relation to market related phenomena and problems. At last, a third objective of the course is to develop the students understanding of marketing’s role in innovation processes, and of the influence of marketing, as a field of competence and knowledge, on companies’ performance.

During the first part of the course, we reflect on ‘the context of marketing’. A discussion of changes in how marketing is and has been viewed in the literature is initiated. In relation to this, the terms mental models and dominant marketing logic is introduced to highlight the active role that companies’ executives, corporate managers of marketing inclusive, have in setting the scene for how marketing is conceptualized and realized. We also explore and discuss the meaning of creativity and perception in the management of innovation, creativity and marketing processes. Additionally, we explore various creative techniques for identifying new market opportunities and for implanting a proactive view on markets and marketing within and outside the marketing function. Thereafter, in the second part, the course turns to the following key terms of the SMC concentration: innovation management, NPD and co-creation. It begins with exploring the meaning (-s) in the literature of these terms and their relatedness. This is followed by a discussion of what sets innovation driven and design conscious companies apart from their counterparts. When discussing the latter, we ‘look into’ evolvement and new ways of managing innovation processes of products, brands and of market channels. Furthermore, we explore the link between marketing, R&D, design and technology. Finally, during the third part of the course, the issue of marketing’s influence on the creation of shareholder value is stressed. We thereby explore the principles of share value, and how to evaluate different business and marketing strategies. Additionally, we explore and discuss how market creation innovation strategies affect shareholder value, and how delivering value to customers is the basis for creating shareholder value. In other words, the course ‘Market Creation Management’ consists of the following three highly related parts:

Marketing logics and creative management
Managing innovation and co-creation
Market creation and share-holder value

‘Market Creation Management’ and ‘Strategic Market Management’ constitute the foundation of the concentration. This means that the issues, terms and concepts that are introduced during the course will be further explored and elaborated during courses that run concurrently or subsequently during the first and the second semester.

Teaching Methods
The course consists of lectures, seminars, case-works and a semester project.

Strategic Market Creation – A New Perspective on Marketing and Innovation management, 2008, editors: Karin Tollin and Antonella Carú, Wiley, Chichester.
Blue Ocean Strategy, 2005, W Chan Kim and Renée Maubourgne, Harvard Business School Press
Managing Innovation, 2009, Joe Tidd and John Bessant, Wiley
Creative Management and Development, 2006, Jane Henry, Sage Publications

A selection of influential articles in the field of marketing management:
Baker, William E and Sinkula, James M, 2007, Does Market Orientation Facilitate Balanced innovation Programs? An Organizational Learning Perspectives, The journal of product innovation management 2007, 24: 316-334
Basadur, Min, Potworowski, J. André, Pollice, Nicholas and Fedorowicz, Jan, 2000, Increasing Understanding of Technology Management through Challenge Mapping, Creativity and Innovation Management, Volume 9, No. 4, pp. 245-258.
Christensen, Clayton, M and Overdorf, Michael, Meeting the Challenge of Disruptive Change, Harvard Business Review, March-April, 2000, p. 67-76.
Day, G and Schoemaker, S, 2004, Driving Through the Fog: Managing at the Edge, Long Range Planning, vol. 37, pp. 127-142
Don O'Sullivan et al. 2007: Marketing Performance Measurement Ability and Firm Performance, HYPERLINK "http://www.atypon-link.com/AMA/loi/jmkg" Journal of Marketing, Volume 71, Issue 2, Pages 79-93
Francis, Dave and Bessant, John, 2005, Targeting innovation and implications for capability development, Technovation, vol. 25, pp. 171-183
Gemünden, Hans G., Thomas Ritter and Peter Heydebreck, 1996, "Network configuration and innovation success: an empirical analysis in German high-tech industries," International Journal of Research in Marketing, 13 (5), 449-462.
John C. Narver et al. 2004: Responsive and Proactive Market Orientation and New-Product Success, Journal of Product Innovation Management, Volume 21, Issue 5, Pages 334-347.
Katila, Riitta and Shane, Scott, 2005, When Does Lack of Resources Make New Firms Innovative? Academy of Management Journal, Vol. 48, No. 5, pp. 814-829.
Kirton, M. J. (2006). Adaptors and innovators: Why new initiatives get blocked. In J. Henry (ed.) Creative management and development. 3rd edition. London: Sage.
Krepapa, Areti and Berthon, Pierre, 2003, Making Meaning, Interpretive diversity and market learning – a model and propositions, Marketing Theory, vol. 3, no. 2, pp. 187-208.
Mayer, R. E. (1999). Fifty years of creativity research. In R. J. Sternberg (ed.) Handbook of Creativity. Cambridge, UK: Cambridge University Press
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Rajendra K. Srivastava 2001: The resource-based view and marketing: The role of market-based assets in gaining competitive advantage, Journal of Management, Volume 27, Issue 6, Pages 777-802 (2001)
Ritter, Thomas and Hans G. Gemünden, 2003, "Network competence: its impact on innovation success and its antecedents," Journal of Business Research, 56 (9), 745-755.
RS Kaplan et al. 1992: The Balanced Scorecard-Measures That Drive Performance, Harvard Business Review, Volume 70, Issue 1, Pages 71-79, 1992.
Sawyer, R. K. (2006). Explaning Creativity. The science of human innovation. Oxford: Oxford University Press. Kapitel 15
Siguaw, J.A., P.M. Simpson & C.A. Enz, 2006, Conceptualizing innovation orientation: A framework for study and integration of innovation research. Journal of Product Innovation Management, 23:556-574.
Sternberg, R. J. & Lubart, T. I. (1999). The concept of creativity: Prospects and paradigms. In R. J. Sternberg (ed.) Handbook of Creativity. Cambridge, UK: Cambridge University Press
W Boulding et al. 2001: First Mover Disadvantage, Harvard Business Review, October 2001
Ward, T. B. (1995). What’s old about new ideas? In S. M. Smith, T. B. ward, & R. A. Finke (eds.) The creative cognition approach. London: MIT Press.
Ward, T.B., Finke, R. A. & Smith, S. M. ,1995, Creativity and the mind: Discovering the genius within. Cambridge, MA, US: Perseus Publ. Chapter 5.
William E. Baker et al. 2005: Market Orientation and the New Product Paradox, Journal of Product Innovation Management, Volume 22, Issue 6, Pages 483-502, November 2005