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2021/2022  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 First 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
  • Milena Micevski - Department of Marketing (Marketing)
Main academic disciplines
  • Marketing
  • Strategy
Teaching methods
  • Blended learning
Last updated on 10-09-2021

Relevant links

Learning objectives
  • Understand, reflect upon and contrast different perspectives and theories pertaining to markets and market dynamism.
  • Identify and discuss the elements of an excellent marketing organization.
  • Identify and discuss the significance of the marketing organization to firm performance
  • Identify and discuss the essential marketing capabilities for marketing excellence and how such capabilities can be developed.
  • Understand and discuss the impact of culture and leadership on driving and delivering marketing excellence.
  • Follow academic conventions in the written assignment.
Market Dynamism and Marketing Excellence:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Project
Duration 2 weeks to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
If a student fails the ordinary exam, they will have to hand in a new project based on new questions.
Course content, structure and pedagogical approach

Marketing is a core business process and a strategic value orientation that companies have at their disposal to drive profit and sustainable performance. There are two key sides to marketing: (1) an expression of strategic decisions and tasks being enacted, and (2) foundational premises that support and enable excellence. This course focuses on the latter dimension, i.e. marketing excellence. Marketing excellence is gaining prevalence in today’s rapidly changing environments and is seen as an elementary part of the marketing discipline that is gaining increasing attention among practitioners. Despite its growing interest, the meaning of and ways to effectively exercise and evaluate marketing excellence still represent a strong challenge for practice. This course explores the meaning and constituents of an excellent marketing organization, outlines the capabilities and organizational requirements for achieving such excellence, and discusses ways in which companies can develop excellence in their marketing programs. Set up in a dynamic business context - where change has become the new constant - this course aims to provide an in-depth understanding of environmental challenges and the subsequent role of marketing excellence in shaping the environment. To address these topical business issues, the course builds on recent publications that explore these novel ideas about and frameworks of marketing excellence, its drivers and enablers, and the meaning and role of market dynamism in marketing excellence programs. The course covers, but is not limited to, the following topics:  


  • Marketing excellence, its meaning and constituents
  • Marketing capabilities for excellence: What are they? How are they developed?
  • Influence of leadership on marketing excellence
  • Organization and coordination of marketing processes for marketing excellence
  • Identification of important activities that an excellent marketing organization should conduct
  • Theoretical perspectives on markets and actors in markets
  • Relationships between markets and marketing excellence
Description of the teaching methods
Blended learning means that part of the course is moved from the typical on-campus lectures to the online classroom where students are provided with online materials, readings, quizzes, and exercises. In on-campus sessions, we will focus on active learning. Active learning leverages discussions, small group activities, games, and assignments to achieve the learning objectives.

The teaching methods include industry guest lecturers, real cases, lectures with in-class discussions and small workshops. It is expected that students participate actively in all activities and tasks.
Feedback during the teaching period
During the entire course, students will receive feedback on their performance and progress when working on the course assignments and when participating in dialogues and discussions in class.
Student workload
Preparation 123 hours
Teaching 33 hours
Examination 50 hours
Further Information

This course is part of the Minor in Marketing and Innovation, but can also be taken independently. 

Expected literature


  1. 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.
  2. Arunachalam, S., Ramaswami, S. N., Herrmann, P., & Walker, D. (2018). Innovation pathway to profitability: The role of entrepreneurial orientation and marketing capabilities. Journal of the Academy of Marketing Science46(4), 744-766.
  3. 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.
  4. Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic management journal, 36(6), 831-850.
  5. Homburg, C., Theel, M., & Hohenberg, S. (2020). Marketing excellence: nature, measurement, and investor valuations. Journal of Marketing84(4), 1-22.
  6. Katsikeas, CS, Morgan, NA, Leonidou, LC, & Hult, GTM (2016). Assessing performance outcomes in marketing. Journal of Marketing , 80 (2), 1-20.
  7. Moorman, C. and Day, G. S. (2016). Organizing for marketing excellence. Journal of Marketing, 80, 6-35.
  8. Nenonen, S., Storbacka, K., & Frethey-Bentham, C. (2019). Is your industrial marketing work working? Developing a composite index of market change. Industrial Marketing Management , 80 , 251-265.
  9. Nenonen, S., Storbacka, K., & Windahl, C. (2019). Capabilities for market-shaping: Triggering and facilitating increased value creation. Journal of the Academy of Marketing Science47(4), 617-639.
  10. Peteraf, M. A., & Bergen, M. E. (2003). Scanning dynamic competitive landscapes: a market‐based and resource‐based framework. Strategic management journal, 24(10), 1027-1041.
  11. 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.
  12. 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
  13. Warner, K. S., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning52(3), 326-349.
  14. Zhang, J. Z., & Watson IV, G. F. (2020). Marketing ecosystem: An outside-in view for sustainable advantage. Industrial Marketing Management, 88, 287-304.
Last updated on 10-09-2021