İSTANBUL TECHNICAL UNIVERSITY
MASTER’S –STRATEGIC MARKETING MANAGEMENT
Spring 2009
Assist. Prof. Dr. Ayşe Banu Elmadağ Baş
Email: elmadaga@itu.edu.tr
Home Page: http://www2.itu.edu.tr/~elmadaga
Office Hours: Thursday 12:00-13:00
Text Book: David W.Cravens &Nigel F.Piercy, Strategic Marketing; Mc Graw-Hill ,2003,7th
Edition.
Introduction
This course views marketing as both a general management responsibility and an orientation
of an organization. Relatively less attention will be given to the specific activities of the
marketing department, sales group, or advertising function in implementing strategic
decisions.
We will take the viewpoint of the general manager and the senior marketing executive to
address the issues of:
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Formulating segmentation and focus strategies
Understanding, attracting and keeping valuable customers
Positioning the business to achieve an advantage over competitors
Identifying and exploiting growth opportunities
Allocating resources across businesses and segments
Managing the channels for gaining access to the served markets, and
Aligning the organization to changing market requirements.
The course will use a mix of cases, lecture/discussion, and group projects. This material
will be integrated throughout the course with four over-riding themes. First, that successful
market strategies deliver superior customer value; second, that successful implementation of
these strategies requires a high level of market orientation – a market-driven firm has
superior skills in understanding, attracting, and keeping customers; third, that the internet
will transform most markets by introducing new business models and enabling
personalization of offerings; and fourth, that the market arena in which the strategies are
implemented is increasingly global.
Objectives
Your basic objective is to develop your own understanding and management skills. My
primary objective is to stimulate this process. Specifically, the course will attempt to help
you develop your knowledge and skills in the application of advanced frameworks, concepts,
and methods for making strategic choices at the business unit level. At the end of the
course, you should have a working knowledge of the approaches that organizations use to
resolve market strategy issues.
Course Format:
The instructional approach consists of a blend of interactive lectures, case studies, student
presentations. The course emphasizes learning by going as opposed to passive listening with
the idea that we internalize rather than memorize marketing related issues. Hence, rather than
rehashing concepts developed in the readings, class sessions will be devoted to probing,
extending and applying the course material. Preparation and participation by students are an
essential part of the course. The course also involves substantial team work where students are
expected to develop effective interactive skills and learn to present persuasive oral and written
reports.
Course components:
Weekly syntheses: Each student will participate in the discussion of the articles assigned for
the week. A 1,5-spaced typewritten report of no more than 5 pages (excluding appendices,
tables, exhibits, etc.) should be submitted by each student at the beginning of class on the day
the articles are discussed. Late assignments will not be accepted. Having submitted at
least 5 syntheses is a requirement to be able to get a final grade.
Case Presentations: Students will be assigned to present an independent analysis of each
case. Presentations should be targeted at 20-30 minutes (to allow questions). The class will act
as the “Board of Directors” evaluating the “problem solving teams”.
The case assignments will require active participation of each student in the analysis of each
and every case, in the development of an action plan, and the preparation of materials
(overheads, slides, handouts) to assist the student in making an effective presentation to the
entire class.
Development of a Research Proposal: You will be required to develop a research proposal
along the lines of a thesis proposal. The proposal should address a specific problem in the area
of strategic marketing planning. The structure of the proposal should be as follows:
1. Introduction – An overview of the proposed research
2. Literature Review – Review and discuss the related concepts, principles, theory and
empirical studies.
3. Description of the proposed research – includes:
a. Study rationale
b. Research objectives
c. Theory development
d. Generalizations and propositions
e. Statement of hypotheses
f. Research design
g. Model Specification
h. Intended statistical tests
4. References
Class Attendance and Participation: Each class meeting is treated as professional
commitments. Each is expected to come prepared to contribute to class discussions for all
cases and readings/articles. An unexcused absence is considered as unprepared. Please let me
know before class if you are unable to attend or not prepared to participate fully.
Students are expected to participate in class discussions, as called upon by the instructor, and
on a voluntary basis. The participation grade is based on the quality of participation
components in every single class.
Plagiarism & Copied Papers:
Unethical and dishonest practices will not be tolerated. Plagiarism, copied papers and
cheating are such offences. Papers condemned on these grounds will receive a zero mark
without an opportunity to submit them. Students who copy each other’s papers are engaged in
a form of cheating and the original, as well as all copies, of a paper will be awarded a mark of
zero.
Evaluation:
Syntheses:
40%
Case Presentations: 10%
Research Proposal: 50%
Course Outline
Week Dates
Feb 2
1
2
3
Feb 23
Mar 2
Lecture
Scope of
Strategic
Marketing
Management
Introduction to
Market Driven
Strategy ,
Ch 1 Business
and Marketing
Strategies
Ch 2
Market
Orientation
Articles & Cases
Market Vision,
Structure and
Analysis Ch 3
Segmenting
Markets Ch 4
Case2 - Fashion Channel
Case 1 Apple
1. Hamel, Gary; Prahalad, C. K. “Strategic Intent” Harvard Business Review, Jul/Aug
2005, Vol. 83 Issue 7/8, p148-161
2. Day, George S. 1994. "The Capabilities of Market-Driven Organizations". Journal of
Marketing 58 (October): 37-52
3. Grönroos, C. (1989), "Defining marketing: a market-oriented approach", European
Journal of Marketing, Vol. 23 No.1, pp.52-60.
4. Hagel, John II; Brown, John Seely; Davison, Lang. (2008). Shaping strategy in a world
of constant disruption. Harvard Business Review, 85(10), 81-90.
5. Mankins, Michael C. and Richard Steele, Turning Great Strategy into Great
Performance, Harvard Business Review, July-August 2005, 65-72
6. Lockett, A.; Thompson, S.; Morgenstern, U.(2009)., "The development of the ResourceBased View of the firm: A critical review", International Journal of Management
Reviews,11 (1), 9-28
7. Kohli, Ajay K.ve Bernard J. Jaworski, (1990),``Market Orientation: The Construct,
Research Propositions, And Managerial İmplications’’, Journal of Marketing, Vol. 54, April,
1-18.
8. Narver, John C. ve Stanley F. Slater (1990), ``The Effect Of A Market Orientation On
Business Profitability’’, Journal of Marketing, Vol. 5, October, ss. 20-35.
1. Anderson, Paul F., (1982) 'Marketing, strategic planning and the theory of the firm,'
Journal of Marketing, 46, 15-26.
2. Day, G.S. and Wensley, R., (1988). Assessing advantage: A framework for diagnosing
competitive superiority, Journal of Marketing, 52, 2, 1-20
3. James C. Collins and Jerry I. Porras (1996) “Building Your Company’s Vision”,
Harvard Business Review, Sept-Oct, 65-77.
4. David J. Collis and Cynthia A. Montgomery (2008) “Competing on Resources” ”,
Harvard Business Review, July-August, 140-150
5. Michael E. Porter and Mark R. Kramer (2006), “TheLink Between Competitive
Advantage and. CorporateSocial Responsibility” Harvard Business Review December, 7892.
6. Donald Sull (2009) “to Thrive in Turbulent Markets” Harvard Business Review
February, 78-88.
7. Michael E. Porter (2008) “The Five Competitive Forces That Shape Strategy” Harvard
Business Review January, 79-93.
8. Hunt, Shelby D. and Robert M. Morgan (1995), "The Comparative Advantage Theory of
Competition," Journal of Marketing, Vol. 59 (April), pp. 1-15
9. Jayachandran, S., Gimeno, J., Varadarajan, P.R. (1999) The theory of multimarket
competition: A synthesis and implications to marketing strategy. Journal of Marketing, July,
vol. 63 No 3, pp 49-66
Week Dates
Mar 9
4
5
6
Lecture
Continuous
Learning about
Markets
Chapter 5
Mar
16
Designing
Market Driven
Strategies
Market
Targeting and
Strategic
Positioning
Chapter 6
Mar
30
Relationship
Strategies
Chapter 7
Articles & Cases
1. Bell, S.J., Whitwell, G.J. and Lukas, B.A. (2002) "Schools of thought in organizational
learning." Journal of the Academy of Marketing Science, 30(1): 70-86
2. Day, George S. (1994), “Continuous Learning About Markets”, California Management.
Review, 36 (Summer), 9-31.
3. Dickson, P.R., Farris, P.W., Verbeke, W.J.M.I. (2001), "Dynamic strategic thinking",
Journal of the Academy of Marketing Science, Vol. 29 No.3, pp.216-37
4. Fiol, C. Marlene; Marjorie A. Lyles. (1985)“Organizational Learning” The Academy of
Management Review, Vol. 10, No. 4, pp. 803-813
5. Kotler, Philip, Neil Rackham, and Suj Krishnaswamy (2006) Ending the war between
sales and marketing Harvard Business Review, July-August, 68-78.
6. Garvin, D., Edmondson, A., and Gino, F. (2008). Is Your Organization a Learning
Organization? Harvard Business Review, March, 109-116
7. Edmondson, Amy C. (2008) "The Competitive Imperative of Learning." HBS Centennial
Issue. Harvard Business Review 86, 7/8 (July – August): 60-67.
8. Kishore Sengupta, Tarek K. Abdel-Hamid, and Luk N. Van Wassenhove (2008) “The
Experience Trap” Harvard Business Review, February, 94-101.
9. Leslie, Mark and Charles A. Holloway (2006) "The Sales Learning Curve,", Harvard
Business Review, July–August, 115-123
10. Sinkula, J.M. (1994), ``Market information processing and organizational learning'',
Journal of. Marketing, Vol. 58, January, pp. 35-45
Case 3- Harley Davidson
1. Bolton R.N. and M.B. Myers, Price-based global market segmentation for services.
Journal of Marketing 67 (2003), pp. 108–129 (July) .
2. Dickson, P.R., Ginter, J.L. (1987), "Market Segmentation, Product Differentiation,
and Marketing Strategy", Journal of Marketing, Vol. 51 No.April, pp.1-10.
3. Anderson, James C., James A. Narus, and Wouter van Rossum, (2006) "Customer
Value Propositions in Business Markets," Harvard Business Review, March, 90 – 99.
4. Selden, Larry and Ian C. MacMillan (2006) "Manage Customer Centric Innovation"
Harvard Business Review, April, 108-116.
5. D'Aveni Richard A. (2007) "Mapping Your Competitive Position," Harvard Business
Review, November, 110-120
6. Yankelovich, Daniel, David Meer (2006) "Rediscovering Market Segmentation" Harvard
Business Review, February, 122-131.
7. Zaltman, Gerald and Lindsay Zaltman (2008) "The Sure thing that flopped" Harvard
Business Review, July-August, 29-37.
Case 4- Rosewood Hotels
1. Bolton, R., Lemon, K.N. & Verhoef, P.C. (2008). Expanding business-to-business
customer relationships: modeling the customer's upgrade decision. Journal of Marketing,
72(1), 46-64.
2. Boulding, William, Richard Staelin, Michael Ehret, and Wesley J. Johnston (2005), "A
CRM Roadmap: What We Know, Potential Pitfalls, and Were to Go," Journal of Marketing,
69 (4), 155-66.
3. Palmatier, Robert W., Rajiv P. Dant, Dhruv Grewal, and Kenneth R. Evans (2006),
“Factors
4. Influencing the Effectiveness of Relationship Marketing: A Meta-Analysis,” Journal of
Marketing, 70 (October), 136-153
5. Payne, Adria, and Penni Frow (2005), “A strategic framework for customer relationship
management”, Journal of Marketing, 69 (4), 167-176
6. Jayachandran, Satish, Subhash, Sharma, Peter Kaufman, and Pushkala Raman (2005).
“The Role of Relational Information and Technology Use in Customer Relationship
Management.” Journal of Marketing,Volume 69,177-192
7. Narayandas, Das. "Building Loyalty in Business Markets." Tool Kit. Harvard Business
Review 83, no. 9 (September 2005): 131-139
8. Davenport, Thomas H and Jeanne G. Harris (2007) The Dark Side of Customer Analytics,
Harvard Business Review, May, 37-48
9. Gulati, Ranjay, and James Oldroyd. "The Quest for Customer Focus." Harvard Business
Review 83, no. 4, 92-101
10. Xavier Drèze, Joseph C. Nunes, (2006), "Your Loyalty Program Is Betraying You",
Harvard Business Review, April, 124-31.
11. Hanssens, D. M., D. Thorpe and C. Finkbeiner. (2008). “Marketing When Customer
Equity Matters,” Harvard Business Review, May, 117-123
12. Mittal, Vikas, Matthew Sarkees, and Feisal Murshed (2008) “The Right Way to Manage
Unprofitable Customers” Harvard Business Review April, 94-102
Week Dates
Apr 6
7
8
Apr 13
9
Apr 20
Lecture
Planning For
New Products
Chapter 8
Strategic Brand
Management
Chapter 9
Services
Marketing
Articles & Cases
Case 5- Google
CASE 6— Adidas