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2020/2021  KAN-CCMVV1763U  Market Dynamism and Marketing Excellence

English Title
Market Dynamism and Marketing Excellence

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 80
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Karin Tollin - Department of Marketing (Marketing)
Main academic disciplines
  • Innovation
  • Marketing
  • Strategy
Teaching methods
  • Blended learning
Last updated on 04-06-2020

Relevant links
Learning objectives
  • • Understand and apply various perspectives and theories pertaining to markets and market dynamism, with regard to their inherent differences and particular contributions, as well as their implicit challenges and opportunities, from a marketing perspective
  • • Classify the elements of an excellent marketing organization (e.g., culture, capabilities, configuration, human capital) and its main activity levers, according to recent developments in literature and practice
  • • Describe the scope, nature, and contribution of the marketing organization to firm performance
  • • Outline the essential marketing capabilities for marketing excellence and how such capabilities can be developed.
  • • Link the detailed configuration of marketing (e.g., structure, metrics) with company performance
  • • Discuss the impact of culture versus the impact of leadership on driving and delivering marketing excellence
  • • Summarise issues associated with market dynamism and marketing excellence for a particular case in a readable, well-structured mini-project that meets academic requirements
Examination
Market Dynamism and Marketing Excellence:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Oral group exam based on written group product
Number of people in the group 2-4
Size of written product Max. 10 pages
Groups of 2 students, 5 pages max.
Groups of 3–4 students, 10 pages max.

Note that the exam is a group exam. If you are not able to find a group yourself, you have to address the course coordinator who will place you in a group.

Students who wish to have an individual exam might be able to write a term paper in the course. Please see the cand.merc. rules for term papers for more information.
Assignment type Synopsis
Duration
Written product to be submitted on specified date and time.
15 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-point grading scale
Examiner(s) Internal examiner and second internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
Re-take exam is to be based on the same report as the ordinary exam:

* if a student is absent from the oral exam due to documented illness but has handed in the written group product she/he does not have to submit a new product for the re-take.

* if a whole group fails the oral exam they must hand in a revised product for the re-take.

* if one student in the group fails the oral exam the course coordinator chooses whether the student will have the oral exam on the basis of the same product or if he/she has to hand in a revised product for the re- take
Course content, structure and pedagogical approach

In most companies, marketing represents a core business process, a key function, and a strategic value orientation. As is true of most strategic orientations (e.g., innovativeness, total quality management, corporate sustainability), there are two sides to marketing: an expression of strategic decisions and tasks being enacted but also foundational premises that support and enable excellence. This course focuses on the latter dimension. Following recent research into marketing management and leadership, this course proposes that there are four essential elements that constitute any marketing organization: its capabilities, culture, architecture, and human capital. For the last element, special weight will be attributed to managers’ mind-sets about how to strengthen marketing’s accountability in business and for society.

 

Through lectures, workshops, and case analyses, the emphasis will be on applying frameworks that depict market dynamism and the organization of marketing. Some frameworks are available in extant literature; others will be developed during the course. By applying these frameworks, students will learn to describe and discuss the implications of using frameworks as strategic development tools for particular companies, detailed in cases incorporated in the learning process by both lecturers and students. With the overall experiential learning approach, this course will encourage student learning through a process of experiences gained by linking academic knowledge about market dynamism and marketing excellence with insights about particular cases (markets and marketing organizations of existing or potential firms). In line with the evolution of this theoretical field, this experiential approach also regards students as significant co-creators of knowledge in the classes, workshops, and project work. The project work will involve applying market dynamism and marketing organization frameworks to a particular case (existing or potential venture) to provide a foundation for answering the central questions associated with market dynamism and market excellence: What should the scope, mission, and vision of marketing be? What are the foundational premises and capabilities for marketing that are required to deliver excellent, original contributions to the company’s performance
Description of the teaching methods
Support for the project work will be available during class sessions, workshops, and coaching sessions. As noted, experiential learning is the primary pedagogical approach followed in class sessions and workshops.
Feedback during the teaching period
During the entire course students will receive feedback on their performance and progress when working with the course assignments and when participating in dialogues and discussions in class.
Student workload
Estimated preparation (e.g., reading course materials 40 hours
Studio lectures and in-class work sessions 33 hours
Estimated group project work, including exam 133 hours
Further Information

This course is part of the minor in Entrepreneurial Marketing for Corporate Business
Expected literature

Achtenhagen, L., Melin, L., and Naldi, L. (2013). Dynamics of business models – strategizing, critical capabilities and activities for sustained value creation. Long Range Planning, 46, 427-442.

Caccicolatti, L. and Lee, S. H. (2016). Revisiting the relationship between marketing capabilities and firm performance: The moderating role of market orientation, marketing strategy and organizational power. Journal of Business Research, 69, 5597-5610.

 

Capra, F. and Luisi, P. L. (2014). The systems view of life: A unifying vision. New York. Cambridge University Press.

 

Dibb, S., Simoes, C., and Wensley, R. (2014). Establishing the scope of marketing practice: insights from practitioners. European Journal of Marketing, 48 (1/2), 380-404.

 

Helfat, C. E. and Martin, J. A., (2015) Dynamic managerial capabilities: Review and assessment of managerial impact on strategic change. Journal of Management, 41 (5), 1281–1312.

Kjellberg, H., Storbacka, K., Akaka, M., et al. (2012), Market futures/future markets: commentary on future research directions in the study of markets. Marketing Theory, 12 (2), 219-223.

 

Krush, M. T., Sohi, R. S., and Saini, A. (2015). Dispersion of marketing capabilities: Impact on marketing’s influence and business unit outcomes. Journal of the Academy of Marketing Science, 43, 32-51.

 

Kumar, V. (2017). Integrating theory and practice in marketing. Journal of Marketing, 81, 1-7.

 

Moorman, C. and Day, G. S. (2016). Organizing for marketing excellence. Journal of Marketing, 80, 6-35.

 

Nenonen, S. et al. (2014). A new perspective on market dynamics: Market plasticity and the stability–fluidity dialectics. Marketing Theory, 14 (3), 269-289.

 

Quinn, L., Dibb, S., Simkin, L., Canhoto, A. and Analogbei, M. (2016). Troubled waters: The transformation of marketing in a digital world. European Journal of Marketing, 50 (12), 2103-2133.

 

Vargo, S. et al. (2017). A system perspective on markets – toward a research agenda. Journal of Business Research, http:/​/​dx.doi.org/​10.1016/​j.jbusres.2017.03.011

 

Vargo, S. L. and Lusch, R. F. (2011). It’s all B2B .. and beyond: Toward a systems perspective of the market. Industrial Marketing Management, 40 (2), 181-187.
Last updated on 04-06-2020