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2012/2013  KAN-SMC_SM22  Marketing, Creativity and Innovation

English Title
Marketing, Creativity and Innovation

Course information

Language English
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 - Department of Marketing
Main Category of the Course
  • Marketing
Last updated on 09-07-2012
Learning objectives
At the end of the course the excellent student is expected to be able to:
1. Describe, illustrate and discuss using academic language what characterize the process of radical product/service, business model, brand and channel innovation, and thereby recognize existing models on innovation, entrepreneurship and creative management in the literature.
2. Structure and discuss the impact of various factors on an organizational, group and individual level, on firms’ ability to successfully and continuously create new market opportunities by enacting innovation processes.
3. Explain and discuss using academic language the difference and the relatedness between different types of innovations (as for example: incremental vs. radical, product vs. brand innovations).
4. Structure, illustrate and discuss marketing’s contribution (as a business process and field of competences and capabilities) on the performance of firms’ innovation visions and strategies.
5. Create and argue for (orally and in writing) a ‘blue ocean strategy’ from an external and an internal company perspective and thereby apply and integrate the literatures methods, framework and principles for identifying and implementing a ‘blue ocean’.
Marketing, Creativity and Innovation
The exam in the subject consists of two parts:
4-hour written exam:
Weight 50%
Type of test Written Exam
Marking scale 7-step scale
Second examiner No second examiner
Exam period Autumn Term
Aids Open Book, Written and Electronic Aid is permitted
Duration 4 Hours

Individual 4-hours written open book exam (the internet is not allowed).
The grade will count for 50% of the overall course grade. No censorship.
The regular exam takes place in December.
The make-up/re-exam will take place in February.

Oral exam based on a written group semester project:
Weight 50%
Type of test Oral with Written Assignment
Marking scale 7-step scale
Second examiner External examiner
Exam period Autumn Term
Aids Please, see the detailed regulations below
Duration Please, see the detailed regulations below

Individual oral exam (20 minutes per student including assesment) with external examiners based on an advanced group semester project. The grade reflects an overall assesment of the written material and oral presentation. The project (max. 20-25 standard pages) must be written in self-formed groups of 2-4 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. 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.

The make-up/re-exam takes place in February-March. 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.

Prerequisites for attending the exam
The task in the semester project is to produce the basis for the creation of a new market opportunity through radical product, brand and/or channel innovation - for a particular company or industrial sector. This means making use of existing models and methods in the literature, for identifying and evaluating an idea, for deciding on prerequisites for realizing the idea/the opportunity in the business world, and for designing a system for analysing the contribution of the market creation initiative on shareholder value. In the report and the subsequent oral examination the student shall demonstrate her/his ability to: identify, motivate, describe and present a market opportunity. The student shall also demonstrate an insight about factors that have an influence on the identification and realization of a market opportunity and how to relate a market creation initiative to shareholder value. Furthermore, the student shall demonstrate an ability to work creatively and in co-operation with others in the creation of new ideas and concepts that relates to business opportunities and their implementation.
Course content
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. Furthermore, we discuss the implication of existing and emerging megatrends on the practice of innovation and marketing management. In a second part we explore and discuss the meaning of creativity and perception in the management of innovation, creativity and marketing processes, as compared with approaching innovation from a traditional market learning (discovering) perspective. 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 third part, the course turns to the following key terms of the SMC concentration: corporate entrepreneurship, 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. Finally, a fourth theme in the course deals with the challenge of managing exploitative and explorative innovation simultaneously. We thereby discuss how different innovation strategies affect shareholder value, and how delivering value to customers is the basis for creating shareholder value. In other words, the course ‘Marketing, Creativity and Innovation’ consists of the following four highly related parts:

  • Marketing logics, mental models and strategic leadership for innovation
  • Megatrends and discovering vs. creating trends and business opportunities
  • Managing innovation as a key business process and co-creation as a business philosophy
  • Exploitative vs. explorative innovation, and share-holder value

‘Marketing, Creativity and Innovation’ and ‘Strategic Leadership and Brand 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 second semester.


Teaching methods
The course consists of lectures, case-works and a semester project.
Expected literature
  • 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, HBS Press
  • Managing Innovation, 2009, Joe Tidd and John Bessant, Wiley
  • Creative Management and Development, 2006, Jane Henry, Sage Publications

A selection of articles in the field of marketing, innovation and creativity management:
  • Alvarez, Sharon A and Barney Jay B, (2010), Entrepreneurship and Epistemology: The Philosophical Underpinnings of the Study of Entrepreneurial Opportunities, The Academy of Management Annals, 4: (1), 557-583.
  • Bilton, C. (2007). Management and creativity. Malden, MA, US: Blackwell Publ. Kap 2.
  • Csikszentmihalyi, M. (1996). Creativity. Flow and the psychology of discovery and invention. NY, US: HarperPerennial. Chapter 14.
  • DeCusatis, Casimer (2008) Creating, Growing and Sustaining Efficient Innovation Teams,
Creativity & Innovation Management, Jun2008, Vol. 17 Issue 2, p155-164
  • Etgar, Michael (2008), A descriptive model of the consumer co-production process, Journal of the Academy of Marketing Science, vol. 36, pp- 97-108.
  • Harrison-Walker, J. & Perdue, G (2007): The role of marketing in the valuation of a firm: exploring the underlying mechanism, Journal of Strategic Marketing, vol. 15, 377-386.
  • Huhtala and Parzefall (2007) A Review of Employee Well-Being and Innovativeness: An Opportunity for a Mutual Benefit, Creativity and Innovation Management, Vol. 16, No. 3., pp. 299-306.
  • Lukas, Bryan A. Whitwella, Gregory J. Doyle, Peter. How can a shareholder value approach improve marketing's strategic influence? (2005), Journal of Business Research. Volume 58, Issue 4, pp. 414-422
  • Matzler, Kurt et al. (2010), Sustaining Corporate Success: What drives the top performers?, Journal of Business Strategy, 31 (5), 4-13.
  • O'Sullivan, D. et al.(2009): Marketing performance measurement and firm performance: Evidence from the European high-technology sector, European Journal of Marketing, p. 843 – 862
  • Paulus, P. (2009). Fostering Creativity in Groups and Teams. In J. Zhou & C. E. Shalley (eds.) Handbook of Organizational Creativity. Routledge.
  • Rust, Roland T, Christine Moorman, and Gauray Bhalla, Rethinking Marketing, (2010) Harvard Business Review, January-February.
  • Sawyer, R. K. (2006). Explaning Creativity. The science of human innovation. Oxford: Oxford University Press. Kapitel 15
  • Seggie, SH , Cavusgil, E., Phelan, SE (2007): Measurement of return on marketing investment: A conceptual framework and the future of marketing metrics, Industrial Marketing Management 36, 834–841
  • Tollin, Karin and Jones, Richard (2009), Marketing logics for competitive advantage, European Journal of Marketing, vol. 43, 523-550.
  • Varadarajan, Rajan (2009), “Fortune at the Bottom of the Innovation Pyramid: The Strategic
Logic of Incremental Innovations”, Business Horizons, 52, 21-29.
  • Wang, Cathrine L., and Pervaiz K. Ahmed (2007), “Dynamic Capabilities: A Review and
Research Agenda”, International Journal of Management Reviews, 9 (1), 31-51.
  • Verhoef, Peter, C., and Peter S. H. Leeflang (2009), “Understanding the Marketing Department’s
Influence within the Firm”, Journal of Marketing, 73 (March), 14-37.
  • West, M. A. & Sacramento, C. A. (2006). Flourishing in teams: Developing Creativity and Innovation. In J. Henry (ed.) Creative management and development. 3rd edition. London: Sage.
  • Wind, Jerry, Yoram (2009), Rethinking marketing: Peter Drucker’s challenge, Journal of the Academy of Marketing Science, 37 (1), pp 28-34.
  • Zahra, Shaker A., Harry J. Sapienza, and Per Davidsson (2006), “Entrepreneurship and
Dynamic Capabilities: A Review, Model and Research Agenda,” Journal of Management Studies, 43 (4), 917-955.
Last updated on 09-07-2012