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.

Contents
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

Progression
‘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.

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
McGuiness, Tony and Morgan, Robert, E, 2005, The effect of market and learning orientation on strategy dynamics. The contributing effect of organizational change capability, European Journal of Marketing, vol. 39, no 11/12, pp. 1306-1326.
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