• describe and classify any of the theories, frameworks and models taught during the course or describe in the syllabus
• identify and explain differences between the strategic, tactical and operational level when theories, frameworks and models are applied
• compare and combine these theories
• use them for analysis of concrete marketing challenges, including designing, collecting and reporting of empirical data
• relate the analysis to the overall strategy of the organization, i.e. be able to argue why a set of marketing decision are relevant to the specific situation

Marketing is one of the most talked about, loved, hated, respected, and misunderstood courses on any MBA program. Many participants come to an MBA program with the misconception that Marketing is more of a gut-feeling, seat-of-the-pants discipline than are, say Finance, Production and Operations Management, or Accounting. As you will see from this course, strong marketing requires rigorous analysis as well as sound judgement. Don’t be caught off-guard by the amount of detailed work required to make informed marketing decisions.

In the short space of seven classes we will work through a number of cases and exercises. These cases are infamous for their length and complexity, and your instructors are loathed for their insistence on thorough analysis! The preparation materials for most classes include a case study and readings that provide tools to address decisions in the case.

In this course we consider the functions and responsibilities of general managers in formulating, co-operating with, and implementing, corporate marketing strategies in a global environment. You will find yourself in a managerial role, often that of CEO or Marketing Director, having to determine the overall direction the organisation will take with regard to its relationships with its national and international markets. We also examine the role of other functions directly and indirectly related to marketing.