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2024/2025  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 150
Study board
Study Board for cand.merc. and GMA (CM)
Course coordinator
  • Milena Micevski - Department of Marketing (Marketing)
Main academic disciplines
  • Marketing
  • Strategy
Teaching methods
  • Blended learning
Last updated on 22-02-2024

Relevant links
Learning objectives
  • Identify and discuss the elements of an excellent marketing organization.
  • Analyze, select, and apply marketing capabilities models, concepts, and theories.
  • Understand, reflect upon and contrast different perspectives and theories pertaining to markets and market dynamism.
  • Identify and discuss the significance of the marketing organization to firm performance.
  • Critically asses the value and present argumentation for the relevance of the concepts, models, and theories presented throughout the course for a relevant case.
  • Follow academic conventions in your written presentation.
Examination
Market Dynamism and Marketing Excellence:
Exam ECTS 7,5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Written assignment
Duration 4 hours
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn
Aids Closed book: no aids
However, at all written sit-in exams the student has access to the basic IT application package (Microsoft Office (minus Excel), digital pen and paper, 7-zip file manager, Adobe Acrobat, Texlive, VLC player, Windows Media Player), and the student is allowed to bring simple writing and drawing utensils (non-digital). PLEASE NOTE: Students are not allowed to communicate with others during the exam.
Make-up exam/re-exam
Same examination form as the ordinary exam
The number of registered candidates for the make-up examination/re-take examination may warrant that it most appropriately be held as an oral examination. The programme office will inform the students if the make-up examination/re-take examination instead is held as an oral examination including a second examiner or external examiner.
The number of registered candidates for the re-take exam warrants if the exam, most appropriately, is to be held as an oral examination. The students will be informed if the re-take examination will be held as an oral examination instead.
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, ie 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, with special focus on capabilities needed for achieving such excellence. As organizations function in a higly turbulent, interconnected business environments, this course also aims to provide an in-depth understanding of the role of marketing excellence in dealing with the challenges organizations face in their dynamic business environments. 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 ?; Interconnection between marketing excellence, entrepreneurial orientation and innovation orientation; Organizational ecosystems as a crucial element of marketing excellence; Market dynamism and market change; Performance indicators of a successful marketing organization and significance of the marketing organization to firm performance
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 126 hours
Teaching 30 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

 

Indicative 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, N.N., Herrmann, P., & Walker, D. (2018). Innovation pathway to profitability: The role of entrepreneurial orientation and marketing capabilities. Journal of the Academy of Marketing Science, 46(4), 744-766.
  3. Caccicolatti, L. and Lee, SH (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, CE, & Peteraf, MA (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 Marketing , 84(4), 1-22.
  6. Katsikeas, CS, Morgan, N.A., Leonidou, LC, & Hult, GTM (2016). Assessing performance outcomes in marketing. Journal of Marketing , 80(2), 1-20.
  7. Moorman, C. and Day, GS (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 Science, 47(4), 617-639.
  10. Peteraf, MA, & Bergen, ME (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 - towards a research agenda. Journal of Business Research, http:/​/​dx.doi.org/​10.1016/​j.jbusres.2017.03.011
  13. Warner, KS, & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3), 326-349.
  14. Zhang, JZ, & Watson IV, GF (2020). Marketing ecosystem: An outside-in view for sustainable advantage. Industrial Marketing Management, 88, 287-304.
Last updated on 22-02-2024