Guía

de asignatura Formato institucional – Rev. Julio 2016

GENERAL INFORMATION

Course Strategic Marketing Decisions

Code 15210100

Kind of Knowledge: Compulsory (X) Elective

Kind of Knowledge: Basic Complementary Integral

Credits 2
Type of credit

Hours of work with Hours of Total of

direct accompaniment independent Hours
32 64 96
of the teacher by work by the
academic period student

Requirements Market Research Techniques

Monday 7:00 AM – 9:00 AM M2
Schedule
Monday 9:00 AM – 11:00 AM
Classroom

Name Juan Salazar

Email juand.salazar@urosario.edu.co
Professor
Student service: place and Fridays 9:00 – 11:00 am previous appointment by
opening hours mail.
Web page

Name

Email
Auxiliary
Professor Student service: place and
opening hours
Web page


COURSE SUMMARY AND PURPOSES

The course is an integration of all marketing elements in a strategic planning framework. It
emphasizes in the areas of strategic importance, especially those that have significant
implications and relevance for marketing policy decisions in competitive situations.

The course is concerned with strategic market management/strategic planning. The focus is on
strategic decisions that have long-term impact on the organization and are difficult and costly to
reverse. The strategic decision making process is supported by an analysis of the organization’s
external environment and an internal self-analysis of the organization.

This course will require the development of critical thinking skills, creativity, and new ways of
addressing the challenges faced by businesses nowadays.

The course aims to deepen the more advanced concepts of strategic marketing in a managerial
context through reading and discussion of cases in different business environments. The main
objective is to strengthen the student´s ability in making strategic marketing decisions.

Throughout the course, the students, working with a team, must develop a Marketing Plan
focused in a topic that has been of their interest during the course.

PURPOSE OF THE COURSE

Upon completion of the course the student should be able to:

• Conduct the external and self-analyses that support the development of strategies.
• Identify and address strategic questions such as:
- What environmental opportunities and threats do we face?
- What are our organizational strengths, weaknesses and problems?
- What are our strategic alternatives?
- What business should we be in?
- What are our long-term objectives?
- What is our sustainable competitive advantage?
- Should we diversify? If so, how?
- What growth directions are most attractive?
- How should the organization’s resources be allocated?
- What product markets are attractive to us?





CONTENT

• Strategic Marketing Planning
• Market Oriented Perspectives
• Strategic Market Management
• Marketing Strategies for New Market Entries
• Strategies for Mature and Declining Markets
• Managing Market Complexity
• Marketing Strategies for the New Economy
• Product Strategy

INTENDED LEARNING OUTCOMES (ILOS)

After completing the course the students will be able to:

• Understand the main concepts and processes of strategic development and marketing
planning and the associated theories and models

• Determine the major marketing activities and decisions assessing their impact on the
organization

• Identify and evaluate business environments and marketing decision scenarios

• Formulate a Marketing Plan according to strategic decisions that have long-term impact
on the organization

• Learn to work cooperatively in teams, think more critically, communicate more
effectively, and become enthusiastic about the concept of life-long learning

• Define marketing strategies according to business environment analysis and marketing
objectives






LEARNING ACTIVITIES


In order to fulfill the course objectives students must participate actively in the learning process
by attending class and committing to engage in the designated learning activities:

• Assigned Material: Each session has an assigned material: reading (e.g., book chapter,
journal article, blog entry), presentation or video that should be covered in advance.
This material will provide and overview of the topics allowing active participation during
lectures.
• Interactive Lectures: Content topics will be delivered through lectures based on the
assigned material. These lectures are designed to be a dialog between students and
teacher, active participation is key.
• Active Research: Students are expected to actively research about the topics, related
current events and actual examples in order to broaden their understanding about
covered topics.
• Case Study: Individually and in groups students must analyze and propose a solution to a
business case related to a course topic. Case study allows practicing managerial skills,
analyzing realistic business scenarios to solve problems from actual companies.
• Class discussion: Students must participate in class discussions about class topics,
related current events and marketing and management examples.
• Workshops: Some sessions are designed as workshops in order to practice the
knowledge acquired through lectures and covered material while reviewing and
discussing marketing related issues.

















ASSESSMENTS



Evaluation Activity ILOs Percentage

Case Reports, Workshops, - Understand the main concepts 15%
Quizzes, Assignments and processes of strategic
development and marketing
planning and the associated
theories and models

- Learn to work cooperatively in

teams, think more critically,
communicate more effectively,
and become enthusiastic about
the concept of life-long learning
First Marketing Plan Delivery - Understand the main concepts 15%
and processes of strategic
development and marketing
planning and the associated
theories and models

- Determine the major marketing

activities and decisions assessing
their impact on the organization
Workshops, Quizzes, Assignments, - Understand the main concepts 15%
Case Report and processes of strategic
development and marketing
planning and the associated
theories and models

- Learn to work cooperatively in

teams, think more critically,
communicate more effectively,
and become enthusiastic about
the concept of life-long learning
- Identify and evaluate business
environments and marketing
decision scenarios

- Define marketing strategies
according to business
environment analysis and

marketing objectives
Second Marketing Plan Delivery - Determine the major marketing 20%
activities and decisions assessing
their impact on the organization
- Define marketing strategies
according to business
environment analysis and
marketing objectives
Workshops, Quizzes, Assignments - Understand the main concepts 10%
and processes of strategic
development and marketing
planning and the associated
theories and models -Identify
and evaluate business
environments and marketing
decision scenarios

Marketing Plan Final Presentation - Formulate a Marketing Plan 15%

according to strategic decisions
that have long-term impact on
the organization
- Learn to work cooperatively in
teams, think more critically,
communicate more effectively,
and become enthusiastic about
the concept of life-long learning

- Formulate a Marketing Plan 10%
Marketing Plan Written Delivery according to strategic decisions
that have long-term impact on
the organization
- Learn to work cooperatively in
teams, think more critically,
communicate more effectively,
and become enthusiastic about
the concept of life-long learning
- Define marketing strategies
according to business
environment analysis and
marketing objectives





SCHEDULE OF ACTIVITIES PER SESSION

Resources
Activity
Date Topic Independent work (Bibliography and other

resources)
Jan 20 - Course
Overview
-Introduction to Lecture Course Guide
Strategic
Marketing
Jan 27 - Strategic Levitt, T. (1960).
Marketing Interactive Reading assigned MARKETING
Planning Lecture material MYOPIA. Harvard
Business Review, 38(4),
- Marketing 45-56.
myopia
Chapter 2. Marketing
Management
Strategies. Ferrell &
Hartline

Feb 3 Marketing Ethics Interactive Reading assigned Chapter 3. Marketing
and Social Lecture material Management
Responsibility Strategies. Ferrell &
Hartline

Feb 10 - Analyzing IDEA LAB Steenburg, T and Avery
Marketing IDEA LAB Market Research as J. (2010). MARKETING
Environments the basis for ANALYSIS TOOLKIT:
- Collecting Marketing SITUATION ANALYSIS.
Marketing Innovation Harvard Business
Information School. #510079-PDF-
ENG

Chapter 4. Marketing
Management
Strategies. Ferrell &
Hartline

Feb 17 - SWOT Analysis Reading assigned Chapter 5. Marketing
- Developing a Lecture material Management
Competitive Workshop Strategies. Ferrell &

Advantage Workshop Hartline
- Strategic Focus Design Thinking for
Business Bashir, M & Verma, R.
Innovation (2017). WHY BUSINESS
MODEL INNOVATION IS
THE NEW COMPETITIVE
ADVANTAGE. Journal of
Business Strategy. Vol 5.
Issue 3. P.27-38
Feb 17 First MKT PLAN Delivery
Feb 24 Customers, Evaluation Reading assigned Chapter 6. Marketing
Segmentation Feedback material Management
and Target Workshop Strategies. Ferrell &
Marketing Lecture Case Analysis Hartline
Report
Mar 2 - Product Reading assigned Chapter 7. Marketing
Decisions Lecture material Management
- Product Strategy Strategies. Ferrell &
- BCG Matrix Research Hartline
- Ansoff Matrix Assignment
- Branding


Mar 9 - Price Decisions Reading assigned Chapter 8. Marketing
- Price Strategy Lecture material Management
Workshop Workshop Strategies. Ferrell &
Hartline

Mar 16 - Distribution and Reading assigned Chapter 9. Marketing
Supply Chain Lecture material Management
Management Strategies. Ferrell &
Case Analysis Hartline
Report
Mar 30 Second MKT PLAN Delivery
Apr 6 - Integrated Reading assigned Chapter 10. Marketing
Marketing Evaluation material Management
Communications Feedback Workshop Strategies. Ferrell &
- Implementing Hartline
Marketing Lecture
Strategies Workshop Chapter 11. Marketing
Management
Strategies. Ferrell &
Hartline

Apr 13 - Marketing Lecture Reading assigned
Strategies for material
New, Mature and IKEA Case
Declining Markets
Apr 20 - Technology B+LAB Demo Reading assigned Schiessl, M., Duda, S.,
tools for material Thölke, A., & Fischer, R.
Marketing (2003). Eye tracking and
Research its application in
Assignment usability and media
research. MMI-
interaktiv Journal, 6, 41-
50.

Apr 27 Marketing Research Achrol, Ravi S., & Kotler,
Strategies for the Lecture Assignment Philip. (1999).
New Economy Marketing in the
network economy.
Journal of
Marketing, 63(4), 146-
163.
May 4
May 11 Final Presentation / Final Delivery

BIBLIOGRAPHY

• Ferrell, O. C., & Hartline, M. D. (2011). Marketing management strategies. South-
Western Cengage Learning.

• Levitt, T. (1960). MARKETING MYOPIA. Harvard Business Review, 38(4), 45-56.

• Steenburg, T and Avery J. (2010). MARKETING ANALYSIS TOOLKIT: SITUATION
ANALYSIS. Harvard Business School. #510079-PDF-ENG

• Bashir, M & Verma, R. (2017). WHY BUSINESS MODEL INNOVATION IS THE NEW
COMPETITIVE ADVANTAGE. Journal of Business Strategy. Vol 5. Issue 3. P.27-38

• Schiessl, M., Duda, S., Thölke, A., & Fischer, R. (2003). Eye tracking and its application
in usability and media research. MMI-interaktiv Journal, 6, 41-50.

• Achrol, Ravi S., & Kotler, Philip. (1999). Marketing in the network economy. Journal of
Marketing, 63(4), 146-163

• Kotler, P., Keller, K. L., Ancarani, F., & Costabile, M. (2014). Marketing management 14
ed. Pearson.

COMPLEMENTARY BIBLIOGRAPHY


• Aaker, D. A., & McLoughlin, D. (2009). Strategic market management: global
perspectives. John Wiley & Sons.

• Bach, David, & Allen, David. (2010). What every CEO needs to know about nonmarket
strategy. MIT Sloan Management Review, 51(3), 41-48.

• Heiens, Richard, Pleshko, Larry, & Leach, Robert. (2004). Examining the effects of
strategic marketing initiative and first-mover efforts on market share performance.
MarketingManagement Journal, 14(1), 63-70.

• Kumar, Nirmalya. (2004). Chapter 2: From market segments to strategic segments In

Nirmalya Kumar (Ed.), Marketing as strategy: understanding the CEO's agenda for
driving growth and innovation (Vol. HBSP 2661BC): Harvard Business Press.

• Mintzberg, Henry. (1990). The design school - reconsidering the basic premises of
strategic management. Strategic Management Journal, 11(3), 171-195.

• Pine, II. B. Joseph, & Gilmore, James H. (1998). Welcome to the experience economy.
Harvard Business Review, 76(4), 97-105.

ASSESSMENT RULES

Class starts on time, Professor reserves the right to deny entrance to the classroom ten minutes
after class starts. Don´t be late.

Cell phone use and consumption of food: The use of cell phones for non-class subjects is
forbidden, as is the consumption of food (unless permission is granted). The use of
smartphones/tablets will be allowed for course related activities.

Use of the computer: Computers can be used to support class learning but not as a tool to
receive or answer emails or for any other use different from the issues of class.

Assignment delivery: Assignments must be delivered on time. No work is received outside the
deadlines.

Quizzes are not recoverable, except in the case of justified excuse supported by the Academic
Secretary.

Claims: Grade disputes must be made within eight (8) working days of receiving the grade.

Plagiarism: All materials submitted in this course must be your own original work. Any material
not completely original must be credited to the proper source. All written assignments must
follow American Psychologist Association (APA) citation standards.