Linköping University
Inst. of Management and Engineering
Department of Industrial Marketing
MBA-ProMA
MBA ProMA
TXPR16
Industrial Marketing Product Development, 9 ECTS Credits
(Spring 2009)
Course Instructors: Professor Staffan Brege
Professor Hossein Dadfar
Aim:
The aim of this course is to provide theoretical knowledge, understanding, and practical skills to comprehend
the complexity of industrial and business-to-business markets, product development as well as strategies in
industrial organizations. After completing the course you should be able to:

Appreciate the nature of industrial goods and services; differentiate industrial markets from
consumer markets.

Describe, compare and utilize theories, models, and approaches of industrial marketing with focus
on network and strategic marketing theories.

Demonstrate analytical capability in relation to industrial market analysis and competitive
advantages, industrial organization analysis and determining the firm’s strategies and strategic
network.
Describe and apply industrial buying behavior, competition and competitive strategies, cooperative
strategies, and strategic networks.


Describe and analyze product development process and factors that influence success and failure at
each stage.

Comprehend idea generation techniques in new product development (NPD).

Curry out a research project solving marketing problems in an industrial organization.
Course organization:
The course, which is 40h, consists of:
- Lectures
- General seminar/presentation of project idea PM2
- Literature seminar
- Final Project seminar
Total hours in classroom
Estimated students self study and project work
Total hours to be invested by students (minimum)
44h
2h
4h
6h
56 h
168 h
224 hours
Course contents:

The nature of industrial goods and services, how industrial marketing differs from consumer
marketing, strategic marketing approach in industrial marketing: Tools and concepts to develop and
execute successful industrial (B-to-B) marketing strategies, value creation and supply chain
management, segmenting the industrial market, industrial buying behavior, market structure,
transaction cost theory, network approach in industrial marketing and market analysis, industrial
buyer- seller relationship, system selling and project marketing, industrial marketing strategies,
competition and competitive and collaborative strategies, and strategic networks, describe and
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analyze product development process and factors that influence success and failure at each stage.
Comprehend idea generation techniques in new product development (NPD).
Examination
Examination consists of two parts: 1) written exam 3 ECTS and 2) project work 3 ECTS
The assessment includes the following activities:
1. Written exam consists of:
1. Writing a review article on special topic identified by the course instructor 50% of
written exam.
2. Quiz (individual): this is a voluntary moment and passing the test successfully adds
two points as bonus to your written exam.
3. Literature seminar compulsory
2.
Project work (group work): each group should choose a company/branch and carryout
analysis highlighting core competencies, competitive advantages, mapping business
network and suggesting strategies (marketing and product development) for the company.
Note: To pass the course you should pass all compulsory moments.
Course Literature:
Collection of articles
1. Bengtsson, M. and Kock, S. (1999) “Cooperation and competition in relationships between
competitors in business network” Journal of Business & Industrial Marketing 14/3, pp.178193.
2. Blois, K. and R. Ramirez (2006), “Capabilities as marketable assets”, Industrial Marketing
Management, vol 35, pp1027-1031.
3. Booth, R. (1996) “The role of supply-chain re-engineering in the pharmaceutical industry”
logistics information management 9/3, pp. 4-10.
4. Chaharbaghi, K. and Lynch R. (1999) “Sustainable competitive advantage: towards a
dynamic resource-based strategy”, Management Decision 37/1, pp.45-50.
5. Chandra, Ch., and Kumar, S. (2000) “Supply chain management in theory and practice: a
passing fad or a fundamental change?” Industrial Management & Data System, 100/3, 100113.
6. Cample, N.C.G. and Cunnigham, M.T, (1997) “Customer Analysis for Strategic
Development in Industrial Markets” in David Ford ed. Understanding Business Markets,
The Dryden Press.
7. Cova, B. and Hoskins, S. (1997) “A Twin-Truck Network Approach to Project Marketing”
European Management Journal, vol. 15, No. 5, pp. 546-556.
8. Cova B., and Salle, R. (2008) “The industrial/consumer marketing dichotomy revisited: a
case of out dated justification?” Journal of Business & Industrial Marketing 23/1, pp.3-11.
9. Cox, A (1996) “Relational Competence and Strategic Procurement Management”,
European Journal of Purchasing and Supply Management, vol2, no 1, pp 57-70,
10. Day, G. S. (1994) “The Capability of Market-Driven Organizations” Journal of Marketing,
vol. 58, October, pp. 37-52.
11. Flamholts, E. and Hua, W. (2003)“Searching for Competitive Advantage in the Black Box”
European Management Journal, 21/2, pp. 222-235.
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12. Hammel, G. and Prahalad, C.K. (1998)”Competing for Future” in de Wit and MeyerStartegy: Process, Content, Context. Thomson Business Press.
13. Hax, A. and Wilde II, D.L. (1999) “The Delta Model: Adaptive Management for a
Changing World”. Sloan Management Review, 40, 2, 11-28
14. Herbig, P., Milewicz, J. C. and Gulbro, R. (1994) “Marketing Signals in Industrial
Markets”, Industrial Management & Data Systems, 94/9, pp.16-21.
15. Håkansson, H. (1997) “The Swedish Approach to Europe”, in David Ford (ed.)
Understanding Business Markets, The Dryden Press.
16. Lings, I.N.(2000) “Internal marketing and supply chain management”, Journal of Service
Marketing, 14/1, pp. 27-43.
17. Normann, R. and Ramirez, R. (1993) “From Value Chain to Value Constellation:
Designing Interactive Strategy”. Harvard Business Review, 65-77.
18. Palmer, R. (2002) “Managerial understanding of contemporary industrial marketing issues”
Qualitative Market Research: An International Journal 5/2, pp. 135-143.
19. Porter, M (1996) What is Strategy? , Harvard Business Review, Nov/Dec
20. Prahalad, CK and Hamel, G (1990) "The Core Competence of the Corporation", Harvard
Business Review, May/June
21. Quinn, J. B. (2000) Outsourcing Innovation: The New Engine of Growth, Sloan
Management Review; Summer 2000; 41, 4
22. Skaates, M. A., Tikanen, H. and Linblom, J. (2002) “Relationships and Project Marketing
success” Journal of Business & Industrial Marketing 17/5, pp.389-406.
23. Stabell, Ch. B. and Fjeldstad Ö. D. (1998) Configuring Value for Competitive Advantage:
on Chains, Shops and Networks” Stategic Management Journal, vol. 19 pp. 413-437.
24. Stalk, G, Evans, P and Shulman, L(1992) Competing on Capabilities, Harvard Business
Review, March/April,
25. Sudharshan, D. and Winter, F. (1998) “Strategic segmentation of industrial markets”
Journal of Business & Industrial Marketing 13/11, pp.8-21.
26. Turnbull, P. Ford, D. and Cunningham, M.(1994)” Interaction, relationships and networks
in business markets: an evolving perspective” Journal of Business & Industrial Marketing
11, 3/4, pp.44-62.
27. Vargo, S.L. and Lush, R. (2004) “Evolving to a new dominant logic for marketing” vol.
68, pp. 1-17.
28. Wind, Y. (2006) “Blurring the lines: is there a need to rethink industrial marketing?”
Journal of Business & Industrial Marketing 21/7, pp. 474–481.
29. Woodside, A. G. (2006) “Advancing systems thinking and building micro worlds in
business and industrial marketing” Journal of Business & Industrial Marketing21/1, pp.
24–29.
30. Keith Walley, P. C. and Taylor, S. (2007) “The importance of brand in the industrial
purchase decision: a case study of the UK tractor market” Journal of Business & Industrial
Marketing 22/6, pp.383-393.
31. Kuhn, K. S. L., Albert, F and Pope N. K. (2008) “An application of Keller’s brand equity
model in a B2B context” Qualitative Market Research: An International Journal , 11/1, pp.
40-48.
32. Baldwin, C. Y. & Clark, K B. (1997): Managing in an age of modularity, Harvard Business
Review, Vol. 75, No. 5, pp. 84-93.
33. Eisenhart, K M & Tabrizi, B N (1995): Accelerating Adaptive Processes: Product
Innovation in the Global Computer Industry, Administrative Science Quarterly, Vol. 40,
No. 1, pp. 84–110.
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34. Magnusson, T. & Berggren, C. (2001): Environmental innovation in auto development:
managing technological uncertainty within strict time limits, International Journal of
Vehicle Design, Vol. 26, No. 2/3, pp. 101-115.
35. Adler, P. S. (1995): Interdepartmental Interdependence and Coordination: The Case of the
Design/Manufacturing Interface, Organization Science, Vol. 6, No. 2, pp. 147-167.
36. Vandevelde, A. & Van Dierdonck, R. (2003): Managing the design-manufacturing
interface, International Journal of Operations & Production Management, Vol. 23, No. 11,
pp. 1326-1348.
37. Lakemond, N. & Berggren, C. (2006): Co-locating NPD? The need for combining project
focus and organizational integration, Technovation, Vol. 26, No. 7, pp. 807-819.
38. Lakemond, N., Berggren, C. & van Weele, A. (2006): Coordinating Supplier Involvement
in Product Development Projects: A Differentiated Coordination Typology, R&D
Management, Vol. 36, No.
Academic honesty and plagiarism
Plagiarism is the presentation of the thoughts or work of another as one’s own. Examples include:
Direct duplication of the thoughts or work of another, including by copying work, this includes:
- Copying material, ideas or concepts from a book, article, report or other written document
(whether published or unpublished), composition, artwork, design, drawing, web site, Internet,
other electronic resource, or another person’s assignment without appropriate
acknowledgement.
- Paraphrasing another person’s work with very minor changes keeping the meaning, form
and/or progression of ideas of the original.
- Piecing together sections of the work of others into a new whole.
- Presenting an assessment item as independent work when it has been produced in whole or part
in collusion with other people, for example, another student or a tutor.
- Claiming credit for a proportion a work contributed to a group assessment item that is greater
than that actually contributed.
- Submitting an assessment item that has already been submitted for academic credit elsewhere
may also be considered plagiarism.
- Students are reminded of their rights and responsibilities in respect of plagiarism, as set out in
the University regulations, and are encouraged to seek advice from course instructors whenever
necessary to ensure they avoid plagiarism in all its forms.
Confidentiality
This problem solving course is based upon projects of live cases/industry analysis to be
studied and presented by students. The disclosed information is only for academic
discussion and is strictly confidential. Any misuses of information that may cause damage
to the company/ies are subject to disciplinary rules and criminal charges.
The students are strongly advised to check the information they wish to reveal with
their companies before presentation. In the case that you find the information
sensitive you may use hypothetical data.
Keeping deadlines
Keeping deadlines is an important part of a businessperson's life. We will operate as "real world"
businesses do; each assignment will have a specific deadline. Late assignments will be penalized by
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reducing your credit by 10% per day. More than one week delay without prior agreement of your
course instructor may cause you to fail.
Written exam
Witten examination takes place on selected articles First week in June. The exact date and list of
selected articles shall be given during the course.
Project presentation:
Presentation of project takes place In last week in May and beginning of June the exact date shall
be given during the course and plan for the second visit
Feedback on projects: to be announced
MBA- ProMA
Industrial marketing and product development
(Schedule, Spring 2009)
DATE
SESSION
room
TOPIC/EVENT
READINGS
(Additional readings may
be assigned)
LECTURER
Course Syllabus
HD lecture notes
HD
Article 8, 14, 18 +
Handouts
Article 10, 11,20 +
Handouts
HD
Week 13
Monday March 23
15-17
3C:817
Introduction to industrial Marketing (course
contents, structure and evaluation criteria,
grouping, literature allocation, review
Tuesday March 24
13-15
15-17
18-
A37
Industrial Marketing is Different:
Characteristics of Industrial Marketing
A 37
Core Competency, Capabilities and
Competitive Advantages
Reception Dinner
SB
Wednesday March 25
10-12
IKP1
Supply chain management
Article 3, 5, 16 +
Handouts
ES
13-15
A37
Product development
Article 32,33,34 +
Handouts
TM
15-17
A37
Buyer seller relationship, bonds, problem
solving strategies, network approach
Article, 22, 25+ 26 +
Handouts
HD
Friday March 27
13-15
A37
Product Development – Case
To be handed over
TM
15-17
A37
Product development - Case
To be handed over
TM
5
Week 14
Monday March 30
08-12
A37
Industrial Marketing strategies
Article 1, 4, 12,13, 19, 23
+ Handouts
SB
13-15
A37
Product development
Article 37, 38 +
handouts
TM
Lean product development
Handouts
JF
Product development- Managing NDP and
R&D
Article 35, 36 + handouts
DO
Project marketing, system selling and
network perspective
Article 7, 22 + Handouts
HD
Value creating strategies
Article 17, 23 +
Handouts
CK
Tuesday, March 31
08-10
A33
10-12
Wednesday, April 1
13-16
A37
Thursday April 2
17-19
2B:841
Friday, April 3
08-10
A37
Outsourcing
Article 21 + handouts
SB
13-16
A37
Transaction Cost Theory?
Handouts
SB
Week 15
Monday, April 6
08-10
A37
Industrial marketing- project presentation
SB
10-12
A37
Industrial marketing – Literature seminar
SB
13-15
A37
Industrial Marketing- Literature seminar
SB
Tuesday April 7
10-12
A37
Cooperation in Product development
Handouts
AÖ
6
14-17
A37
Customer analysis and Industrial Buying
Behavior
Article 6 + Handout
HD
AÖ = Anna Öhrnwall Rönnbäck
CK = Christian Kowalkowski
ES = Erik Sandberg
HD = Hossein Dadfar
JF = Jörgen Furuhjelm
SB = Staffan Brege
TM = Thomas Magnusson
Course secretary: Anna Ahlbeck, tel. + 46-13 28 1551, e-mail: anna.ahlbeck@liu.se
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