Course: Master in Business Administration Part Time GGSB - MOSCOW Module Title: Marketing Management

Student Guide

Semester 2, 2010-11

Module Tutor: Paul Gaffney

Email: pmgaffney@brookes.ac.uk

Module title: Marketing Management

Contents Module introduction ......................................................................................................... 3 Module syllabus .............................................................................................................. 4 Recommended reading list.............................................................................................. 6 Workshop 1 Introductions, the Marketing Concept, Marketing Strategy and the Marketing Planning Framework ....................................................................................................... 8 Workshop 1 Marketing Information and Analysis ......................................................... 10 Workshop 2 Consumer and organisational buying behaviour Ethics and socially Responsible Marketing.................................................................................................. 11 Workshop 2 Target marketing and competitive positioning.......................................... 12 Workshops 3 & 4 The marketing mix, managing the product building relationships with your brand, Characteristics of services marketing ......................................................... 14 Workshop 5 Pricing Concepts and Decisions & Managing Marketing Distribution Channels ..................................................................................................................................... 17 Workshop 6 Managing the marketing communications mix, digital and interactive marketing ...................................................................................................................... 18 COURSE ASSIGNMENT .............................................................................................. 23 Plagiarism ..................................................................................................................... 26

Module introduction
Introduction
Because the purpose of business is to create and keep customers, it has only two central functions marketing and innovation. The basic function of marketing is to attract and retain customers at a profit. (Peter Drucker, cited in Jobber D. (2010) Principles & Practice of Marketing 6th Edn. McGraw Hill, P3) Welcome to the marketing module on your Grenoble MBA. Marketing is a key component of strategic management and many aspects of this important part of your MBA will help integrate with your other MBA modules. One of the key objectives of your MBA is to provide you with knowledge and current management thinking across a range of disciplines important to successful business management. Some of these disciplines you may already be familiar with and we will help to extend and deepen your knowledge. On the other hand you may be coming to others for the first time. Marketing may be one of these for you and a relatively unknown quantity. For many people marketing means advertising or selling. For professionals however, marketing has come to be much more about understanding, communication and relationships. The strategic importance of a discipline that places customers at the heart of the organisation cannot be ignored. Can you remember the way you felt when you bought or were given your first pair of Nike trainers or your first pair of Levi's or Diesel jeans? How did you feel when you tasted your first MacDonalds, first slapped on that Hugo after-shave or when you ordered a Bacardi Breezer at the nightclub? Is Coke the Real Thing for you? Why do you insist on flying Singapore Air or Cathay Pacific when you travel to the Far East? Does having Intel Inside fill you with confidence in your choice of PC? Do you feel more secure and safe in your internet transactions if you use PayPal? The emotional relationships created with publics, consumers and businesses by powerful brands are only too apparent and only one of a number of important elements of this fascinating subject that we will cover on the course. For senior managers in Business successful management is often reliant upon being able to ask the right questions. You may never become a Marketing Manager or director but as a managing director you will need to have a sound knowledge of current management and academic thinking, informed by research in order to frame those questions. To be an effective member of the board or to further your career to that end you will also need this knowledge not just of marketing but also of the other important areas of business such as financial management, human resources management and operations management, for example. This course will provide you with this knowledge, the key questions that must be answered and with some important tools, techniques and approaches that can be used to ensure effective marketing management. The course will also help you to develop your academic and commercial enquiry and research skills. However, what I will do is only one part of a learning contract that I will strike with you. Your part will involve reading and preparing for seminars and undertaking the extensive research and revision required for your coursework. For my part I will attempt to provide you with an interesting, informative and current course. I will answer queries and offer advice and will provide detailed feedback on your coursework.

Tutor contact details

Name: eMail: Paul Gaffney pmgaffney@brookes.ac.uk

TIMETABLE AND ASSIGNMENT October 2009

WORKSHOP DATE/TIME
Day 1 Thurs 26/05

TOPIC
Introductions ,the marketing concept Introduction to marketing strategy and the marketing planning framework Marketing information and analysis Caf Direct (b); Fair Success - CASE ANALYSIS Consumer and Organisational buying behaviour Ethics and socially Responsible Marketing Target marketing and competitive positioning Caf Direct (b); Fair Success - CASE ANALYSIS The Marketing Mix. Managing the product building relationships with your brand Characteristics of services marketing Managing the product building relationships with your brand Characteristics of services marketing HARLEY DAVIDSON - evolution of marketing strategy - CASE ANALYSIS

Workshop 1

Day 1 Workshop 2 Thurs 26/05

Day 1/2 Workshop 3 Thurs Fri 26-27/05 Day 2 Workshop 4 Fri 27/05

Day 2 Workshop 5 Fri Sat 27-28/05

Pricing concepts and decisions Managing Marketing Distribution Channels Managing the marketing communications mix, digital and interactive marketing. Harnessing the Power of Online Social Communities for Branding & Development, CASE ANALYSIS

Workshop 6

Day 3 Sat 28/05

Module syllabus
Module title: MARKETING MANAGEMENT
This sub-module must be taken in conjunction with International Marketing and forms part of the Marketing module. The Marketing Management module forms part of the Marketing module.

1) Rationale
Marketing lies at the heart of organisational competitiveness. Indeed, the purpose of marketing can be defined as: the management process responsible for identifying, anticipating and satisfying customer requirements profitably. (Chartered Institute of Marketing in Dibb Simkin et al, Marketing, 3rd European Edn 1997) Marketing is a key component of the MBA curriculum and this module will provide the basic marketing knowledge and skills required of an MBA graduate.

2) Module aims
In this module students will learn and apply the basic concepts, practices and principles of marketing and understand the role of marketing in the company and its relation with the other functions; Students will learn how effective marketing based on an understanding of the customer and the customers needs, creates value for customers and therefore profits for the company.

3) Learning outcomes
On satisfactory completion of this course, students will be able to 1. Understand the major challenges of marketing today 2. Understand the elements of the marketing mix 3. Design a Marketing Plan and apply the elements of the marketing mix which correspond to the company strategy

4) Indicative Content
What is marketing? Marketing Strategy Marketing Planning - An Overview The 7 Ps Consumer Behaviour and Market Comparisons Market intelligence and analysis Target Marketing Segmentation Targeting Positioning Customer Satisfaction and Quality Product, services, B to C and B to B Marketing Product Development and Product Life Cycles Marketing and Society. Digital Marketing

5) Teaching and Learning Experience

Each session will typically begin with a lecture introducing the topic. The seminar or workshop activities will provide the opportunity to apply concepts and to develop analytical, management skills. Active student participation is expected and will be encouraged. Learning is facilitated through individual and group activities. Students will be expected to

read widely on marketing issues. Theory and case studies will put students in situations where they have to analyse and propose solutions to marketing problems. There will also be some interactive discussion of text extracts and articles. Preparation, written reports and discussion of cases (case studies and short exercises) will also be used to explore understanding and application of core concepts.

6) Assessment
100% coursework

Recommended reading list

Core text Students who have not previously studied marketing are encouraged to read one of the widely used intermediate or introductory marketing textbooks such as, Jobber D and Fahy J (2006), Foundations of Marketing, 2nd Edn. McGraw Hill, for example.

Kotler P., Armstrong G. (2011), Principles of Marketing, 14 Edn., Pearson Education, ISBN 0 273 64662 1, ISBN-10: 027375243X, ISBN-13: 978-0273752431 Kotler P., Armstrong A., Saunders J & Wong V., Principles of Marketing; 5th European Edition, (2008) Financial Times/ Prentice Hall; 5 edition 658.8 PRI. ISBN 0 273 64662 1, ISBN-10: 0136132375, ISBN-13: 978-0273711568

The above are the main recommended textbooks for the course, from a vast array of basic marketing texts and for the following reasons: they are fairly comprehensive and written in straightforward language, there are many case examples, they are well structured and accessible at a number of different levels, there are lots of colourful illustrations and they are up to date. The following recommendations are for supplementary texts, which you may find useful if you wish to extend your reading in a particular area.

Marketing strategy
AAKER, D (2010), Strategic Market Management, Global Perspectives, John Wiley & Sons, 658.8 AAK DIBB, S. & SIMKIN, L., (2008), Marketing Planning a workbook for marketing managers, Cengage learning, ISBN-10: 1844807827, ISBN-13: 978-1844807826 GUMMESSON E. (2008), Total Relationship Marketing: Marketing Management, Relationship Strategy and CRM Approaches for the Network Economy, 3rd edition, Butterworth-Heinemann CHRISTOPHER, M, PAYNE, D & BALLANTYNE, A (1993) Relationship Marketing: Creating Stakeholder Value, Butterworth Heinemann 658.812 REL (a rare classic) MacDONALD M., Marketing Plans How to Prepare them: how to use them (2007), 6th Edn. Butterworth Heinemann, 658.8 MAC PAYNE A. (2005) A Handbook of CRM, Butterworth Heinemann ISBN 07506 64371 Smith B. (2005) Making Marketing Happen, Butterworth Heinemann

International and global marketing

CATEORA P.R. & GRAHAM J.G., (2009), International Marketing, 14th Edition, New York; McGraw-Hill Irwin

ISBN-10: 0071288384 ISBN-13: 978-0071288385

Cultural issues in marketing

USUNIER, J-C & LEE, J.A. (2009), Marketing Across Cultures, 5th edition, Harlow: Financial Times Prentice Hall.

Marketing research
WILSON, A (2006), Marketing Research an Integrated Approach, 2nd edition, FT Prentice Hall 658.83 WIL CHISNALL P M, (2004), Marketing Research, 7th Edn. McGraw Hill, 658.83 CHI SAUNDERS M, THORNHILL A, LEWIS P, (2009),,RESEARCH METHODS FOR BUSINESS STUDENTS,5th Edn., FINANCIAL TIMES/PRENTICE HALL, 658.0072/SAU

Consumer behaviour
SOLOMON M et al, Consumer Behaviour: International edition, (2008) 8th Edn., Prentice Hall, 658.834/ SOL

Brand management
De CHERNATONY L & MACDONALD, M and WALLACE E. (2010) Creating Powerful Brands, 4th edn., Butterworth Heinemann, 658.827/CHE ISBN 0750659807 De CHERNATONY L (2010), From Brand Vision to Brand Evaluation, 3rd Edn.,Butterworth Heinemann, 658.827 DEC MORGAN, A., Eating the Big Fish how challenger brands can compete against brand leaders, (1999), John Wiley & Sons 658.827 MOR

Product management
CRAWFORD, C.M. & Di BENEDETTO, A (2008), New Products Management, 9th Edn., McGraw Hill, ISBN-10: 0071263365 ISBN-13: 978-0071263368 HAINES S., (2008) The Product Managers Desk Reference, McGraw-Hill Professional

Marketing communications
BELCH, G E & BELCH M A (2008), Advertising and Promotion, an Integrated Marketing Communications Perspective, 6th Edn., McGraw Hill International Edition, 659.1 BEL, ISBN10: 0071284400 ISBN-13: 978-0071284400 SHIMP T A, (2009), Integrated Marketing Communications in Advertising and Promotion, International Edition, South-Western, Div of Thomson Learning; International Ed edition 658.82 SHI ISBN-10: 0324665318 ISBN-13: 978-0324665314

Distribution channel management

CHRISTOPHER M. & PECK H. (2003), Marketing Logistics and Customer Service, Butterworth Heinemann, 658.78 CHR ISBN 0750652241 Dent J. (2008), Distribution Channels: Understanding and Managing Channels to Market, Kogan Page Ltd.

Services marketing
PALMER A. (2008), Principles of Services Marketing, 5th Edition, McGraw-Hill Higher education NB this list is not meant to be prescriptive there are a great many interesting, current and

informative texts from which you can select readings to extend your knowledge. The library has at least one copy of each of the above texts on short loan. The only text we expect you to purchase is the David Jobber at the top of the list. Please contact Neil Vaughan our head librarian if you experience any difficulty in obtaining or reserving copies of any of these or other texts.

Useful journals
A large number of journals are available electronically via Searchbank, EBSCO and Emerald please ask the librarians for assistance European Journal of Marketing Journal of Marketing Communications Qualitative Marketing Research Journal of marketing Management. Dont forget to use the McKinsey Quarterly. It is very useful, with well-written and researched articles across a wide range of business sectors.

You can access it on: http://www.mckinseyquarterly.com/home.aspx The academy of Marketing Science also publishes a free on-line review with many interesting full text articles covering key topics on this course. You can access it at the following URL: http://www.amsreview.org/articles.htm

Workshop 1 Introductions, the Marketing Concept, Marketing Strategy and the Marketing Planning Framework
Learning outcomes
The generalised learning outcomes are addressed collectively in each weeks session. This week will focus specifically upon Learning Outcomes 1 and 3.

Lecture notes
Electronic copies are available in printable PDF files on the MBA MOODLE site. You are, however, strongly advised to make your own additional notes.

Seminar tasks
Will be provided and introduced at the beginning of each session or in the previous session where additional preparation / reading is required. Health warning Please note that substantive cases will be used for seminar analysis and discussion. Where this is the situation you will be expected to read the cases thoroughly and annotate prior to the session. In such circumstances there will not be time to read through and annotate cases during the seminar and those who do not complete the necessary preparatory work will be wondering what on earth is going on as they sit in a corner reading the case whilst their colleagues are actively engaged in presentation and discussion.

Reading/activity
Please read the chapters dealing with the topic areas above from one of the recommended texts. These will then provide the level of understanding upon which to build the more advanced knowledge of marketing required on this course.

EMERALD Sorenson H.E. (2009), Why competitors matter for market orientation, European Journal of Marketing, Vol. 43, No. 5-6, pp.735-761 Abstract: Empirical evidence reveals that, while competitor orientation is positively related to a firm's market share, a customer orientation is detrimental to a firm's return on assets for firms in less competitive environments. Pelham, A.M. (1997), Market orientation and performance: the moderating effects of product and customer differentiation, Journal of Business & Industrial Marketing; 12: 5 1997; pp.276-296 Abstract: Poses the question is the influence of market orientation stronger in specialty markets with high levels of differences in product features and customer needs/applications, compared to commodity markets? Reports that regression results indicate that the only significant interaction is between customer differentiation and market orientation as an influence on new product success, relative product quality and customer retention. However, examination of partial correlations in the quadrants formed by customer and product differentiation indicates that market orientation seems to be a more important determinant of all aspects of performance in markets characterized by low levels of customer differentiation but high levels of product differentiation. Examination of these quadrants suggests that market orientation may be a more important determinant of performance in the high product differentiation/low customer differentiation quadrant, because of high levels of change in technology and customer needs. States that, in addition in this quadrant, there is an indication that since large firms have the advantage in R&D emphasis, small firms need more market orientation to compete. Although market orientation had no influence on performance in the commodity segment, there is an indication that smaller firms may need a higher level of market orientation to compete with large firms emphasizing low-cost advantages. Krepapa, A., Berthon, P, Webb, D. & Pitt, L. (2003), Mind the gap: An analysis of service provider versus customer perceptions of market orientation and the impact on satisfaction, European Journal of Marketing, Volume: 37 Number: 1; pp.197-218 Abstract: An emerging perspective on market orientation suggests that strategic insights may be gained when firms take into account their customers' view on the organization's level of market orientation. Recent research offers evidence on the applicability of a customerdefined market orientation construct, and the existence of a gap between suppliers' and customers' evaluations of the supplier's extent of market orientation. Extends this line of research by exploring the market orientation gap and its outcomes in a relationshipmarketing context. Specifically, explores the importance of such a gap for the relationship. Reviews a number of theoretical viewpoints as to why multiple perspectives should be sought when assessing organizational phenomena such as market orientation. Then tests the impact that a perceptual market orientation gap between business service providers and their customers has on customer satisfaction. The findings suggest that the greater the divergence in perceptions of market orientation between customers and service providers, the lower the level of customer satisfaction. Explores the research and managerial implications of these findings and offers strategies as to how to "mind the gap". Simkin, L. (1996), Addressing organizational prerequisites in marketing planning programmes, Marketing Intelligence & Planning; 14: 5 1996; pp.39-46 Abstract: Numerous experts believe that in practice the much-vaunted benefits of formalized marketing planning as extolled by Jain or McDonald often fail to materialize. Experience with many business-to-business organizations has shown that this does not

have to be so: if managed and planned, marketing planning can indeed bring forth its wellpublicized virtues. In addition, if the process is well conceived as well as carefully executed, there are significant benefits to be had in terms of relationships and communications, as described in this paper. Understanding the prerequisites of the marketing planning programme prior to initiation is essential. If you thought that article was good then try; Dibb, Simkin & Bradley, The Marketing Planning Workbook, (1996), Routledge, for a really practical approach with lots of proformas you can use when you return to a commercial environment EBSCO Harris, Lloyd C., (Jan 2002), Market Orientation and Performance: Objective and Subjective Empirical Evidence from UK Companies, Journal of Management Studies; Jan2001, Vol. 38 Issue 1, p17 Abstract: Examines the links between market orientation and objectively measured financial performance. Brief examination of the definition and components of market orientation; Association of market orientation with company performance in certain environmental conditions. Harris, Lloyd C., (Sep 2002), Developing Market Orientation: An Exploration of Differences in Management Approaches, Journal of Marketing Management; Sep2002, Vol. 18 Issue 7/8, p603 Abstract: Following the seminal conceptualization and operationalization studies of the early 1990s, research into market orientation has blossomed. Studies abound of the plethora of antecedents and the myriad of potential consequences. However, although a greater understanding of the barriers and performance implications of market orientation has been developed, inexplicably empirical research into management approaches to developing market orientation is neglected. With the exception of a limited number of management prescriptions and an even smaller number of conceptual contributions, little is known of the different approaches, strategies or tactics management employ to improve market orientation. The current study is designed to explore these issues and to provide empirical insights into the nature of differences in management approaches. After reviewing relevant literature and describing the methods employed, the results of twelve case studies involving over 260 field interviews are presented. The results indicate that management approaches to developing market orientation differ along five main dimensions, with each firm tending to stress one of these emphases. After defining and describing the main characteristics of these differences in emphasis, the paper concludes with implications for theory and practice.

Workshop 1 Marketing Information and Analysis

Seminar tasks
Will be provided by the tutor but is likely to include an exercise based upon the Caf Direct case provided to you before the start of the course.

Reading/activity
Please read the chapters dealing with the topic areas above from the recommended text. This will then provide the level of understanding upon which to build the more advanced knowledge of marketing required on this course. EMERALD Gabbott, M. & Hogg, G. (2000), an empirical investigation of the impact of non-verbal communication on service evaluation, Journal: European Journal of Marketing Volume: 34 Number: 3; pp.384-398

Abstract: Considers the role of non-verbal communication in consumers' evaluation of service encounters. Non-verbal communication has been extensively studied in the psychology and psychotherapy disciplines and has been shown to have a central effect on participants' perceptions of an event. As services are essentially interpersonal interactions it follows that non-verbal communication will play a major part in service evaluation. Uses an experimental methodology based on video scenarios to demonstrate the effect of this type of communication on consumers. The results indicate significant differences in respondents' reactions to the scenario according to the non-verbal behaviour of the service provider.

Workshop 2 Consumer and organisational buying behaviour Ethics and socially Responsible Marketing
Seminar tasks
Seminar tasks will be based upon the case: Caf Direct (b); fair success. You will need to have read and annotated this case prior to the seminar. There will not be any time to read the case in class. 1. Use an analytical framework or model covered on this course to analyse the market positioning strategy of Caf Direct. 2. Discuss the impact on Caf Direct of the decision by Kraft and Nestle to begin marketing ethically sourced coffee and suggest ways in which Caf Direct might respond. 3. Advise Caf Direct on policies and approaches they should consider in building a strong relationship with both consumers and distributors of their brand. 4. Evaluate Caf Directs distribution strategy and suggest approaches that may result in wider market coverage for the brand.

Reading/activity
Please read the chapters dealing with the topic areas above from the recommended text. This will then provide the level of understanding upon which to build the more advanced knowledge of marketing required on this course. EMERALD Marylyn Carrigan, Ahmad Attalla (2001), The myth of the ethical consumer do ethics matter in purchase behaviour?, Journal of Consumer Marketing, Volume: 18 Issue: 7 Page: 560 - 578 Abstract: Marketing ethics and social responsibility are inherently controversial, and years of research continue to present conflicts and challenges for marketers on the value of a socially responsible approach to marketing activities. This article examines whether or not consumers care about ethical behaviour, and investigates the effect of good and bad ethical conduct on consumer purchase behaviour. Through focus group discussions it becomes clear that although we are more sophisticated as consumers today, this does not necessarily translate into behaviour which favours ethical companies and punishes unethical firms. The article concludes by some thoughts on how marketers might encourage consumers to engage in positive purchase behaviour in favour of ethical marketing. Pettigrew, S. (2002), A grounded theory of beer consumption in Australia, Qualitative Market Research: an International Journal, 5, 2, and 112-122.

Abstract: This study applied the grounded theory method of data collection and analysis to the social phenomenon of beer consumption in Australia. The aim was to explore a popular Australian consumption activity to provide an insight into the consumption process in general, and the consumption of beer in particular. The output is a substantive theory of beer consumption that describes the specific cognitive and emotional processes involved in the selection and consumption of particular brands of beer amongst members of the Australian culture. Image management was found to be the core category pertaining to Australian beer consumption, with the associated properties being monitoring, analysing, and communicating. The implications of the category and properties for current consumer behaviour theories are outlined. Wilson, D.F. (2000), Why divide consumer and organizational buyer behaviour? European Journal of Marketing; 34: 7 2000; pp.780-796 Abstract: The implicit distinction in the buyer behaviour literature between the contexts of consumer markets and organizational markets has lead to a bifurcated approach to the development of buyer behaviour theory. While useful, even necessary, for teaching and planning purposes, this distinction is inhibiting the development of a generic theory of buyer behaviour and should be questioned. Once the weaknesses of distinguishing so fundamentally between organizations and individuals in terms of their buying behaviour are clarified, a number of key concepts in organizational buyer behaviour clearly require rethinking. More comprehensive empirical research is needed to develop a rigorous theory of buyer behaviour capable of generic application, with appropriate contextual adjustment. The paper explores these issues and suggests some possible conceptual starting points for an integrated classification of buyer behaviour.

Workshop 2 Target marketing and competitive positioning

Seminar tasks
Case Analysis Caf Direct (b); fair success

Reading/activity
Please read the chapters dealing with the topic areas above from the recommended text. This will then provide the level of understanding upon which to build the more advanced knowledge of marketing required on this course.

Internet sources for researching customer profiles (Smith & Chaffey, 2005)
International Telecommunications Union (ITU) www.itu.int/ti/industryoverview/index.htm choose internet indicators Nielsen Netratings www.nielsennetratings.com National statistics omnibus survey www.statistics.gov.uk Demographics and access type www.mori.com/emori Consumer purchase behaviour EIAA www.eiaa.net Business in the information age International benchmark Study 2003 UK www2.bah.com/dti2003 ClickZ Stats www.clickz.com/stats

EBSCO Kennedy, Rachel, Ehrenberg, Andrew (Spring 2001), There Is No Brand Segmentation, Marketing Research; Vol. 13 Issue 1, p4, 4p Abstract: Presents a study which discussed the implications of market segmentation on target marketing and advertising of competing brands. Percentage user profile of different brands; Technicalities of the results; Role of competition on the lack of brand segmentation. Lindridge, Andrew, Dibb (Mar2003), Sally, Is 'culture' a justifiable variable for market segmentation? A cross-cultural example. Journal of Consumer Behaviour; Vol. 2 Issue 3, p269 Abstract: This paper investigates whether culture can be used to segment a market. Using Indians, resident in Britain (British Indians) as an example, previous research suggests that culture's manifestation within buyer behaviour provides sufficient evidence to justify its use as a market segment variable. Using brown goods (television sets, video equipment, music systems etc) a comparative quantitative study examined the impact of a range of cultural values upon the buying behaviour of British Indians and British Caucasians, to identify significant differences between the two. Although a significant difference was found, the amount of similarity between the two sample groups suggests culture should not be used as a segmentation variable. This research has implications for organisations seeking to develop ethnic minority orientated marketing strategies. [Copyright 2003 Elsevier] EMERALD Al-Khatib, J.S., D'Auria Santon, Rawwas, M.Y.A. (2005) Ethical Segmentation of consumers in developing countries: a comoparative analysis, International Marketing Regview, Vol. 22, No. 2, pp. 225-246 Abstract: Purpose The purpose of this study is to segment the consumer Gulf market based on actionable and strategy yielding marketing variables (i.e. ethical orientations, trust, opportunisms and Machiavellianism). Originality/value Despite the socio-economic similarities among Gulf countries (levels of income, market size, religion, language, etc.), important micro level differences exist and are often overlooked. Ignoring such differences may steer multinational firms towards the adoption of a simple and less expensive standardized marketing strategy across the region. Vardis, H. & Vasa-Sideris, S. (2000), The PISCESSM Process: guiding clients to creative positioning strategies, The Journal of Business and Industrial Marketing, 2000 Volume: 15 Number: 2; pp.163-169 Abstract: Creativity is essential to the development of positioning strategies. However, for these creative solutions to be implemented, the client must be willing to accept them. Built on a foundation of extensive research and practice in the field of creativity, the PISCESSM Process (plan, imagine, select, create, evaluate, start) is a guided creative process that leads to successful positioning action plans. By design, the process is structured to engage the client from the beginning, thereby increasing buy-in of the creative solutions that are developed. This makes the process immediately more attractive to clients because it "puts the client in the driver's seat." The five-step PISCESSM Process has been used successfully to develop new advertising as well as to create new products, extend a product line, and to reposition an existing product. This paper provides an overview of the steps in the PISCESSM Process including some of the creativity tools used and presents an example of successful application of the process. Kalafatis, S.P., Tsogas, M.H. & Blankson, C. (2000), Positioning strategies in business

markets, The Journal of Business and Industrial Marketing, Volume: 15 Number: 6; pp.416-437 Abstract: Tests the relevance of positioning within the domain of business marketing through the application of a new typology of positioning strategies. The proposed typology is tested in a well-established market sector that is characterised by commodity products and consequently the research deals with positioning as applied to actual companies rather than specific brands. Our results offer strong support as to the stability of the proposed typology and the relevance of the concept of positioning in business markets. The authors suggest that although business positioning is predominantly determined by hard criteria (e.g. product quality) and relationship building factors (e.g. personal contact), other considerations such as company structures (i.e. geographical coverage), breadth of offerings and degree of integration (i.e. location in the distribution chain), also play an important part. Finally, we offer support to the claim that; level of familiarity with a specific company is a contributing factor to perceptions of the pursued positioning strategies.

Workshops 3 & 4 The marketing mix, managing the product building relationships with your brand, Characteristics of services marketing
Seminar tasks
Product Life Cycle and relationship to marketing mix exercise 1 HARLEY DAVIDSON - evolution of marketing strategy - CASE ANALYSIS Questions for analysis

1. Evaluate Harley Davidsons approach to distribution clearly explaining the benefits and any potential risks or problems. 2. Critically appraise Harley Davidsons decision to form a co-brand partnership with Ford. 3. Discuss the use of community and lifestyle in building the Harley Davidson brand.
4. Use the Ansoff Matrix to explain the growth strategies adopted by Harley

Davidson.
It is worth remembering that what you get from these workshops is directly proportional to the effort put into your preparation. You will be allocated into groups and required to analyse the case and present your findings to the rest of the class.

Reading/activity
Please read the chapters dealing with the topic areas above from the recommended text. This will then provide the level of understanding upon which to build the more advanced knowledge of marketing required on this course. EBSCO Lukas, B.A. & Ferrell, O.C. (2000), The effect of market orientation on product innovation, Academy of Marketing Science. Journal; Greenvale; spring 2000; Volume: 28, Issue: 2. However you can obtain a good digest of this article from the on-line

Contemporary Marketing Digest at: http://college-of-business.massey.ac.nz/commerce/research_outputs/Mk_D_200011.pdf Abstract: Numerous scholars have debated whether marketing fosters or stifles innovation. This study investigates the relationship between 2 focal constructs in the debate: market orientation and product innovation. On the basis of a sample of US manufacturing companies, the analysis shows that product innovation varies with market orientation. Specifically: 1. Customer orientation increases the introduction of new-to-the-world products and reduces the launching of me-too products. 2. Competitor orientation increases the introduction of me-too products and reduces the launching of line extensions and new-tothe-world products. 3. Interfunctional co-ordination increases the launching of line extensions and reduces the introduction of me-too products. Doyle, Peter, Building value-based branding strategies (Dec2001), Journal of Strategic Marketing; Vol. 9 Issue 4, p255, 14p Abstract: Marketing professionals oversimplify the problem of building successful brands. As companies such as Xerox and Procter & Gamble have learned, brands can have strong consumer franchises yet still not generate value for investors. Brands that create shareholder value have to meet four requirements: (1) a strong consumer proposition, (2) be effectively integrated with the firm's other value-creating assets, (3) be positioned in a sufficiently attractive market and (4) be managed in order to maximize the value of the brand's long-term cash flow. This paper shows that, when managers attend to all four determinants, they can enhance brand values and develop more effective marketing strategies. EMERALD Rebecca J. Morris, Charles L. Martin (2000), Beanie Babies: a case study in the engineering of a high-involvement/relationship-prone brand Journal of Product and Brand Management; 09: 2; pp.78-98 Abstract: Provides an example of a firm's use of distinguishing product attributes to engineer and nurture strong consumer-brand relationships. Ty Inc., manufacturer of the popular Beanie Babies brand, has effectively engineered the brand to incorporate attributes of nostalgic value, personification, uniqueness, facilitation, engagement, aesthetic appeal, quality/excellence, association, social visibility and image congruence, and price risk. By incorporating these attributes and actively nurturing consumer-brand relationships, Ty has benefited from greater customer satisfaction, which has led to higher purchase volumes, brand loyalty, and positive word-of-mouth communications. The straightforward methodology used to examine customer perceptions of Beanie Babies involved asking respondents to rate Beanie Babies on the ten characteristics associated with high-involvement, relationshipprone products. The same measurement approach could be easily replicated by managers of other firms to evaluate the relational potency of their own brands. De Chernatony, L., Harris, F., Dall'Olmo Riley, F. (2000), Added value: its nature, roles and sustainability, European Journal of Marketing; 34: 1/2 2000; pp.39-56 Abstract: Much has been written about the strategic importance of added value as a means for achieving competitive advantage, but little attention has been paid to the meaning of the term "added value". For the concept to realise its purported advantages, a better understanding of added value is crucial. To gain greater insight into the concept we undertook depth interviews with 20 leading-edge brand experts to explore their views about the nature, roles and sustainability of added value. We conclude that added value is a multidimensional construct, playing diverse roles, and interpreted in different ways by different people. The more sustainable added values are the emotional values. Lummus, R.R., Vokurka, R.J. (1999), Defining supply chain management: a historical perspective and practical guidelines, Industrial Management & Data Systems; 99: 1;

pp.11-17 Abstract: Interest in supply chain management has steadily increased since the 1980s when firms saw the benefits of collaborative relationships within and beyond their own organization. Firms are finding that they can no longer compete effectively in isolation of their suppliers or other entities in the supply chain. A number of definitions of supply chain management have been proposed in the literature and in practice. This paper defines the concept of supply chain management and discusses its historical evolution. The term does not replace supplier partnerships, nor is it a description of the logistics function. The competitive importance of linking a firm's supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supply chain management. Gassenheimer, J.B., Calantone, R.J., Scully, J.L. (1995) Supplier involvement and dealer satisfaction: implications for enhancing channel relationships, Journal of Business & Industrial Marketing; 10: 2; pp.7-19 Abstract: Suppliers use a variety of strategies to gain a preferred position within their dealers' supply network. Dealers allocate purchases among several suppliers in order to maximize benefits from their suppliers' competitive manoeuvres and to avoid being dominated. Uses an extension of transaction cost analysis and contract law to provide empirical insight into supplier-dealer relationships within dealers' supply networks. Also suggests simple but powerful mechanisms for suppliers to enhance relationship strength.

Workshop 5 Pricing Concepts and Decisions & Managing Marketing Distribution Channels
Seminar tasks
HARLEY DAVIDSON - evolution of marketing strategy - CASE ANALYSIS . - continued

Reading/activity
Please read the chapters dealing with the topic areas above from the recommended text. This will then provide the level of understanding upon which to build the more advanced knowledge of marketing required on this course.

Brassington, Chapters 10, 11, 12 and 13

EBSCO
Chris Easingwood, Filipe Coelho (2003), Single versus multiple channel strategies: typologies and drivers, Services Industries Journal, Vol. 23, No. 2 (March 2003)
Abstract: Companies across every industry are increasingly relying on multiple channels to make their services available to consumers. Despite the popularity of multiple channel strategies, little is known about these distribution structures. In fact, the determinants of multiple channel strategies have remained virtually unexplored. The purpose of this article is to look at various approaches to classifying single versus multiple channel strategies, to look at some of the drivers of multichannel usage and to propose a new classification of single/multiple channels. Using data from the retail financial services sector, the article demonstrates that research into the drivers of multi-channels is sensitive to the classification used.

EMERALD Lere, J.C. (2000), Activity-based costing: a powerful tool for pricing Journal of Business & Industrial Marketing; 15: 1; pp.23-33 Abstract: Explains the differences between traditional cost behaviour, which divides costs into variable and fixed categories, and activity-based costing (ABC), which divides these same costs into those that vary with unit-level activities, batch-level activities, and productlevel activities and facility-level costs. Describes how recognition that cost may vary with something other than volume can make ABC a powerful tool for industrial marketers in three ways: yielding cost estimates to use in pricing that reflect significant differences among product specifications; providing the industrial marketer with guidance as to which product specifications may be adjusted in negotiations to yield significant cost reductions; and indicating areas in which to change company operations to yield cost reductions that will allow the company to satisfy customer wishes better. Marsh, G. (2000), International pricing - a market perspective Marketing Intelligence & Planning; 18: 4; pp.200-205 Abstract: Examines the factors that must be taken into account when determining the international pricing of a product, utilising specific examples from industry. Argues that specific country preferences require organisations to adapt pricing. Promotes a framework for analysing the microenvironment and identifies ways in which organisations can use international pricing to gain a competitive advantage. Proposes the need for a predetermined management mentality and points out that until pricing is given the attention it deserves, and is respected as an essential element of international success, organisations will underperform. Presents limitations and offers direction for further research.

Lummus, R.R., Vokurka, R.J. (1999), Defining supply chain management: a historical perspective and practical guidelines, Industrial Management & Data Systems; 99: 1; pp.11-17 Abstract: Interest in supply chain management has steadily increased since the 1980s when firms saw the benefits of collaborative relationships within and beyond their own organization. Firms are finding that they can no longer compete effectively in isolation of their suppliers or other entities in the supply chain. A number of definitions of supply chain management have been proposed in the literature and in practice. This paper defines the concept of supply chain management and discusses its historical evolution. The term does not replace supplier partnerships, nor is it a description of the logistics function. The competitive importance of linking a firm's supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supply chain management. Gassenheimer, J.B., Calantone, R.J., Scully, J.L. (1995) Supplier involvement and dealer satisfaction: implications for enhancing channel relationships, Journal of Business & Industrial Marketing; 10: 2; pp.7-19 Abstract: Suppliers use a variety of strategies to gain a preferred position within their dealers' supply network. Dealers allocate purchases among several suppliers in order to maximize benefits from their suppliers' competitive manoeuvres and to avoid being dominated. Uses an extension of transaction cost analysis and contract law to provide empirical insight into supplier-dealer relationships within dealers' supply networks. Also suggests simple but powerful mechanisms for suppliers to enhance relationship strength.

Workshop 6 Managing the marketing communications mix, digital and interactive marketing
Seminar tasks
Case analysis:Harnessing the Power of Online Social Communities for Branding & Development . Each group will discuss and present answers to one of the questions below. 1. Discuss how the Joga Bonito campaign enabled Nike to generate a buzz around its brand and create deeper bonds with its target audience. 2. Critically evaluate the extent to which the Vocalpoint and Tremor campaigns for P & G and its external clients conformed to the marketing concept. 3. Appraise the extent to which ABCs integrated marketing campaign for Lost contributed to brand and product development. 4. Evaluate the extent to which social networking can be used by marketers to help develop an effective target marketing strategy.

Reading/activity
Please read the chapters dealing with the topic areas above from the recommended text. This will then provide the level of understanding upon which to build the more advanced knowledge of marketing required on this course.

EBSCO
The appeal of integration: managing communications in modern organisations The Authors Joep P. Cornelissen, Centre for Corporate and Public Affairs, Manchester Metropolitan University, Manchester, UK Andrew R. Lock, Faculty of Management and Business, Manchester Metropolitan University, Manchester, UK Abstract Subjects the assumptions and prescriptions of the integration literature to critical scrutiny. Teases out the distinctive basis of its appeal compared with earlier communication management literature. Finds that, although perhaps not entirely new, issues of integration have because of social, market and technological developments become more salient and significant than before. Also illuminates the dark side of this project by drawing attention to uncritical acceptance of integration as a panacea for communication management in the twenty-first century. Journal: Marketing Intelligence & Planning, Volume: 19, Number: 6, Year: 2001 pp: 425-431 Copyright MCB UP Ltd ISSN: 0263-4503 Title: Integrated online marketing communication: implementation and management Author(s): Calin Gurau Journal: Journal of Communication Management Year: 2008 Volume: 12 , Issue: 2, Page: 169 184, ISSN: 1363-254X, Publisher: Emerald Group Publishing Limited Abstract: Purpose The purpose of this paper is to investigate the particularities of integrated marketing communication (IMC) in the online environment. Title: The importance of marketing strategy: Gaining the competitive edge with Integrated Marketing Communications (IMC) Author(s): Journal: Strategic Direction ISSN: 0258-0543 Year: 2006 Volume: 22 Issue: 8 Page: 23 - 25 Abstract: Purpose Presents an overview of how traditional marketing communications have changed, and discusses the importance of Integrated Marketing Communications (IMC). Design/methodology/approach The author discusses how changing market environments and the emergence of new IT have led to the emergence of new marketing tools. The author stresses the importance Integrated Marketing Communications and features case studies on four Swedish companies which fail to embrace new marketing concepts. Fournier, S., Dobscha, S; et al (1998), Preventing the premature death of relationship marketing. Harvard Business Review, Jan/Feb98, Vol. 76 Issue 1, p.42

Abstract: Discusses relationship marketing as of January 1, 1998. What relationship marketing is; the troubled relationship between companies and consumers; seeing through the eyes of the customer; regaining the trust of consumers; attaining intimacy with consumers. Pressey, A.D., Mathews, B.P. (2000), Barriers to relationship marketing in consumer retailing Journal of Services Marketing; 14: 3; pp.272-285 Abstract: This study focuses on the potential difficulties in implementing a relationship marketing strategy within a retail context. We suggest that a number of attributes characterise the nature of the service and market structure are influential in an organisation's ability to implement relationship marketing. Specifically, these are balance of power; level of involvement with the purchase; professionalism of the service provider; and level of personal contact. Seven dimensions central to relationship marketing in a retail context are derived from the literature. Via survey research, these are evaluated in four service contexts, namely: hairdresser/barber; optician; recreation centre; and supermarket. Findings indicate that because of the influence of the four factors identified above, hairdressers, opticians, and recreation centres are more likely to operate in conditions that give greater support to the development of relationship marketing. Dearstyne, B,W (2005), Blogs the new information revolution? Information Management journal, Vol. 39, no 5, pp38-44 Ipsos MORI (2006), The business impact of blogs available at http://www.ipsosMORI.com/polls/2006/blogging.shtml Lee, S., Hwang, T. and Lee, H-L. (2006) Corporate blogging strategies of the Fortune 500 companies, Management Decision, Vol. 44, No. 3 2006 pp-315-334 Marsden, Paul Samson, Alain Upton, Neville, Advocacy Drives Growth, Brand Strategy; Dec2005/Jan2006 Issue 198, p45-47, 3p Abstract: The article highlights the results of the LSE Advocacy Growth Study 2005. It assesses the financial value of word-of-mouth recommendations for leading consumer brands. The brand recommendation levels among consumers were compared with sales performance in Great Britain. The study focused on retail banking, mobile phones, cars and supermarkets. INSET: Methodology: Keeping it simple. ISSN: 0965-9390 Pitta, D. and Fowler, D. (2005) Online consumer communities and their value to new product developers, Journal of product and brand management, Vol 14, no 5, pp 283-291 Porter, C. (2004) , A typology of virtual communities: a multi-disciplinary foundation for future research, Journal of computer mediated communication, Vol10, no 1, available at http://jcmc.indiana.edu/vol10/issue1/porter.html Sarah Quinton, Sally Harridge-March . Trust and online wine purchasing: insights into UK consumer behaviour. International Journal of Wine Business Research, Volume 20, Number 1 (March 2008), pp. 68-85,

http://ejournals.ebsco.com/direct.asp?ArticleID=47E986AA46950A6AF68C Purpose - Buyer trust is needed to begin any purchasing relationship whether the exchange is to take place online or offline. In the online environment, instilling trust is critical to the formation of a purchasing relationship owing to the perception of increased risk on the part of the would-be consumer. The purpose of this paper is to investigate whether the elements of trust that influence potential consumers differ between on and offline wine purchasing. Findings - The findings demonstrate that there is a difference in the elements of trust that consumers use to determine whether or not to purchase wine online and offline. Practical implications - The authors suggest that the services marketing mix holds relevance for those online retailers who wish to attract consumers of wine for the first time. The paper concludes with recommendations for marketers on how to influence the initial wine purchase. Sarah Quinton, Sally Harridge-March . The interaction of technology in entrepreneurial marketing: an illustrative case from a wine merchant. Strategic Change (Formerly Journal of Strategic Change), Volume 15, Number 2 (March 2006), pp. 85-102, <http://ejournals.ebsco.com/direct.asp?ArticleID=4AFE914828F7679E32A6> Abstract: Entrepreneurial organizations frequently have difficulty in standing back from the customer interface in order to plan strategically. Managers in such organizations are rarely strategists in the conventional sense but people performing many tasks and preoccupied with the short term and guided by principles of their founders. There are suggestions that management in small entrepreneurial companies is characterized by limited resources and lack of specialist expertise. The use of technology in marketing for small firms is often fraught with difficulties but the successful marriage of marketing and technology can lead to the development of a more successful business. The development and evolution of technology has provided small firm retailers with opportunities to widen and enhance their distribution and communication methods by developing interactive channels. Many small firms limit themselves by the way in which they collect data, which requires forward thinking as to the real purpose and value of it and often there is a tendency to under-utilize the data in order to get meaningful marketing information from it. Understanding and using technology, whether it be data mining or for some other marketing purpose, presents an entrepreneurial organization with an opportunity for differentiation. This paper focuses on one small business engaged in using technology in the marketing of wine. A principal theme here is to highlight those activities found lacking in a specific case study. A framework is developed which demonstrates the interaction of technology in marketing and incorporates both operational and conceptual elements. The findings illustrate the challenges faced by small organizations with limited resources which are trying to compete in a crowded retail market place. Copyright 2006 John Wiley & Sons, Ltd.

Can the building of trust overcome consumer perceived risk online? Purpose - To explore the role of trust and risk in consumers' apparent reluctance to convert from internet browsers to potential online purchasers. To consider how marketing planners in that environment can devise strategies that balance perceptions of risk against perceptions of trustworthiness. Findings - The conclusion is that marketing planners can overcome the barrier of perceived risk if they find the means to generate sufficient trust among their

potential customers. Practical implications - Planners of marketing campaigns for online suppliers of products and services can use the framework presented in this paper as a basis for the formulation of effective strategies to convert current web-browsers into future internet shoppers, and thereby benefit to the full from the advantages of online distribution channels. Five Tools and Technologies To Measure Engagement by Brian Haven, Suresh Vittal with Christine Spivey Overby, Evadne Cokeh Downloaded free from Forrester research on 06.03.09 from: http://www.forrester.com/Research/Print/Document/0,7211,45730,00.html Length: 4 pages EXECUTIVE SUMMARY Measuring engagement is no simple task: It requires a cross-channel, data-intensive approach that strains today's measurement processes and the underlying technology that supports them. Furthermore, marketers attempting to measure engagement without the proper tools often find themselves lacking the infrastructure to make engagement an ongoing effort. Forrester has defined five key tools and technologies that marketers need to put in place an engagement-driven measurement methodology across their enterprise.

COURSE ASSIGNMENT
The assignment is in two parts. 1. The first part will require you to choose a topical area of marketing from the list below and provide a critical review of the most current thinking in the form of articles in trade and academic journals. The purpose of this review is to obtain sufficient knowledge of this concept in order to analyse the extent to which a company of your choice uses it as part of its marketing. 2. The second part of the assignment is to choose a company and analyse how the company applies the concept of your choice in the way they market their products and services to identify weaknesses and areas of strength and to make recommendations to the company. The topics are: 1. Mobile Marketing 2. Ethical or socially responsible marketing 3. Lifestyle Brand strategy 4. Target Marketing Strategy 5. Brand Storytelling 6. New Product development Process The organisation you choose can be any type of organisation in any sector as long as it is involved in marketing activity -- this can include charities, hospitals, political parties, football clubs, television stations, manufacturers and retailers for example. Specify the topic and the name of the organisation you are analysing on the title page.

The primary marketing activity can be B2B, B2C or C2C or any combination.

Output required; a written assignment addressing the above brief.

Page limit 10 sides of A4 IN TOTAL excluding executive summary, charts, tables and illustrations. Appendices are not allowed. All assignments must be word processed, double spaced,

size 12 font 3cm margins left and right have a bibliography provided as a Word document and not pdf.

This is because I am applying a page limit rather than a word limit. A full and accurate bibliography of references must be supplied. In assessing these projects I will be looking for detailed research, analysis using models and theory from the course, practicality and usefulness of recommendations and the extent to which the whole effort was focussed on the task. Good marks can be gained for the literature review by using a variety of sources, both academic and non-academic, such as trade journals, academic journals, e-journals, quality newspapers and periodicals but be sure to make reference to all sources of information. A bibliography citing references to all sources used is mandatory. Use of www.wikepedia and www.marketingtutor.com and other similar websites is not allowed. Presentation & Communication Literature Review of marketing Topic Organisational Analysis 10% 45% 45%

Assignments to be uploaded to a moodle/Turnitin drop box and will be graded online. Good luck DEADLINE FOR SUBMISSION:30/06/2011.

Marking Criteria Presentation & Communication

Max Mark % 10

Literature Review

Total

45

Width, Depth and quality of research using a variety of academic and non-academic sources Consistency and accuracy of referencing Balance and rigour in discussion and analysis of literature.

Organisational Analysis

Total

45

Rigour and depth of analysis based upon information and concepts identified in the literature review. The extent to which conclusions are supported by argument and research. The practicality and feasibility of recommendations.

Overall Total Mark

100%

Plagiarism
Plagiarism is copying anothers work or ideas. This includes sections of books or articles, another students work or text from the internet etc. Adding your name to group work in which you have not participated or letting a student who has not participated add his/her name to work is also considered as an offence and will lead to disciplinary action for all involved. Plagiarism in any assessed work (continuous assessment, examinations and projects) is considered as a serious offence and will lead to disciplinary action. Assignments: The student will receive a grade of 0/20 which may result in the student failing the program. Student work may be screened for plagiarism at any time by a software application.