The exam in the subject consists of two parts:
| |
Marking Scale
|
7-step scale
| |
Exam Period
|
Spring Term
|
Individual oral exam (20 minutes per student including votation based on a group synopsis (max. 5-7 A4 pages), which has been worked out in a group of 3-4 students, cf. the General Degree Regulation § 27 S. (4). There is no supervision for the writing of the synopsis. The report and the oral presentation and discussion of issues and concepts dealt with in the report form one part of the examination. Another part of the examination relates to the student’s overall insight into other aspects of the curriculum not dealt with in the report. The exam is internal and the assessment will be made by a teacher engaged within the faculty of the course and by an internal censor cf. the General Degree Regulation § 25 S. (1) no.1 . The students are solely responsible for forming groups and for informing the secretary about their groups. The regular exam takes place in May/ June 2011.
The make-up/re-exam will take place in August 2011. If a student is ill during the regular oral exam, he/she will be able to re-use the group synopsis at the make-up/re-exam. If the student was ill during the writing of the synopsis and did not contribute to synopsis, the make-up synopsis 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 synopsis, confer advice from the examiner at the regular exam, must be handed in to a new deadline specified by the SMC secretariat.
Exam regulations for Strategic Market Management-Project. The exam is an external oral individual exam (20 minutes per student including votation) based on an advanced semester group project. 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. Around week 20 the groups shall hand in 3 copies of the report to the SMC secretariat. The exam will be held individually, cf. the General Degree Regulation § 27 S.(4). An external censor will be participating in the assessment, cf. the General Study Degree regulation § 25 (1) no.2. Students who have been accepted into the SMC programme are automatically registered for the exam. The grade will count for (50%) of the overall 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 only alternative to abandoning a group project will be to participate in the following year’s first semester project.
The make-up/re-exam takes place in August 2011. If a student is ill during the regular oral exam, s/he will be able to re-use the group project report at the make-up/re-exam. If the student was ill during the writing of the project report and did not contribute to project the make-up project can be written individually or in groups (provided that other students are taking the 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
|
Spring Term
| |
|
Aim of the course
The course starts with a critical reflection on the strategy and the marketing management literature. We elaborate on questions such as “do any of the well-known approaches and practices for conceptualising and communicating a firm’s overall marketing strategy, brand strategy, product strategy etc. require a modification?” The inspiration and theoretical foundation for this course originates from recent publications in the field of strategy and management. In this literature, constructs and issues such as the learning organization, knowledge creation, chaos theory, story telling, organisational identity etc. have long been discussed in relation to the strategy construct. The same constructs have lately begun to appear in some marketing publications due to the need of marketing researchers to ‘delve into the organization’s black box’. The latter for the sake of developing an understanding the role of marketing for firm’s innovation, and implicitly marketing’s impact on business performance. The inspiration and basis for the course comes from references such as these, but above all from writers who would not call themselves marketing researchers (see: indicative literature), and who have recognized that:
We find ourselves in ‘an innovation-driven knowledge-networked’ era that requires new (extended) strategic management approaches.
We require a shift beyond mechanistic analytical approaches to strategy-making and implementation.
Contents
The course will run throughout the spring semester as a sequence of seminars, case-works and projects. During the first part of the course, we make a critical analysis of existing strategic concepts and frameworks in the contemporary marketing and brand management literature. The aim is to create propositions regarding minor or major modifications of these frameworks, in the light of what characterizes the decision context of marketing managers and the overall business environment. Thus, the core questions dealt with is the following: Why have some of the frameworks in the marketing literature regarding the meaning of a brand, a competitive advantage, a product life cycle, a market opportunity, a market asset etc. become more or less obsolescent? And, accordingly, what developments needs to be made of existing frameworks or what new frameworks needs to be developed in order to match the realities of the present era? During the second part of the course it is the business world and the management context of corporate level marketing managers that stands in focus. The objective is to produce the basis for answering the following question: What is the meaning of strategic market management in different contexts and situations when the vision is ‘market creation’ through product, brand and/or channel innovation?
A critical analysis of the marketing and brand management literature
Design of alternative frameworks for strategic market management
Strategic ‘market creation’ management applied
Progression
The course constitutes together with ‘Market Creation Management’ the foundation of the concentration. This means that the course is based on issues, terms and concepts that have been introduced in previous courses. The course is also closely related to the two courses that run concurrently during the second semester: ‘Knowledge for Product Innovation’ and ‘Managing Knowledge, Projects and Teams’. |
Strategic Management in the Innovation Economy, 2006, Thomas H Davenport, Marius Leibold and Sven Voelpel, Wiley
The New Strategic Management, 2004, Ron Sanchez and Aimé Heene, Wiley
Brand Management: research, theory and practice, 2009, Tilde Heding, Charlotte Knudtzen and Mogens Bjerre, Routledge
A selection of influential academic articles in the field of strategy, brand and innovation management:
Hatch, M.J. & Schultz, M. (2003) Bringing the Corporation into Corporate branding. European Journal of Marketing, 2003, Vol.37 Issue 7/8, p. 1041-1064.
Hatch, M.J & Shultz (2001), Are the stars aligned for your Corporate Brand? Harvard Business Review, February, p. 129-134. V
Wandermerwe, S (2000), How increasing Value to Customers improves Business results, Sloan Management Review, Fall, p. 27-37.
Burt, S. (2000): The strategic role of retail brands in British grocery retailing, European Journal of marketing, Vol. 34 (8), p.875-890.
Ailawadi & Keller (2004): Understanding retail branding: conceptual insights and research priorities, Journal of retailing 80, p.331-341. |
Permalink