FACULTY OF MANAGEMENT DEPARTMENT OF MARKETING BSc (Hons) Marketing
Developing Strategy for Global Markets UNIT HANDBOOK 2017-18
Unit Leader: Name: Office: Tel: Email:
Dr Elvira Bolat C113, Christchurch House, Talbot Campus 01202 968755 ebolat@bournemouth.ac.uk
Other Tutors involved with the Unit: Name: Office: Tel: Email:
Samreen Ashraf EB501, Executive Business Centre, Lansdowne Campus 01202 968327 sashraf@bournemouth.ac.uk
Disclaimer Information contained within this programme handbook is correct at the time of going to press (Sept 2017). However, some information may change and Bournemouth University reserves the right to make changes to procedures, regulations and processes subject to maintaining equivalent standards.
Unit Handbook: Developing Strategy for Global Markets
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CONTENTS
PAGE
1.0
Welcome from the Unit Leader / Leader Biography
3
2.0
Unit Aim
5
3.0
Learning Outcomes
5
4.0
Learning Environment
5
5.0
Indicative Unit Delivery Plan
9
6.0
Unit Assessment Strategy
12
7.0
Brief for Assignment
14
8.0
Unit Resources
19
Unit Handbook: Developing Strategy for Global Markets
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1.0
WELCOME FROM THE TEACHING TEAM
“In great companies, strategy becomes a cause. That’s because a strategy is about being different.” (Michael Porter, In Hammonds, K.H., 2001. Michael Porter’s big ideas. Fast Company, 44 (March), p.156.) Dear Student, We offer a warm welcome to the Developing Strategy for Global Markets (DSGM) unit of the BSc (Hons) Marketing degree programme. In this unit we will be looking at the theory and practice of developing strategic approaches to the opportunities and challenges offered by global marketing situations. The unit is designed to stimulate your thinking, allowing you to draw on real life practical examples to understand the context of strategic marketing. Developing strategies is an activity that underpins the success (and failure) of any organisation. Strategy is associated with changes and strong leadership that set a direction for a business. As a result, the notion of strategy has generated a rich variety of academic writing. Some academics argue that notion of strategy could be replaced with the notion of ‘being competitive’ but is this the case? – This is one of issues we can debate on! Drawing on academic thought, current industry examples, and all of our own experiences will allow us to have some interesting discussions over the course of the unit. This focus on theoretical development, application and implementation will make for an exciting and dynamic learning environment, as we evaluate case studies and consider examples from today’s marketing environment, nationally and internationally. The teaching and learning will be conducted through a mix of lectures, guest lectures, webinars and seminars, where there will be student presentations, studentled seminars, debates, group work and class discussion. The aim is to provide a rich and stimulating learning experience, which is relevant to today’s practice and grounded in academic theory and research. We will also aim to bring together the many of the learnings from the first three years of the degree programme and to integrate with other final year subjects. So, we encourage you to bring into class your thoughts from your earlier studies, your experiences from the placement year and your observations on the world of marketing around you. Hard work is involved, as always. Lectures, preparation for seminars (flipped classroom approach), reading, assignments and active participation through discussion and presentation will make demands on your time and concentration. Support is there with tutorials and learning resources to guide you and to help you use this final year to best advantage. Our primary goal is to help you achieve success in your studies - and to create a positive learning environment which we hope you will enjoy. We look forward to working together with you. Elvira and Samreen
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TUTORS’ BIOGRAPHIES Dr Elvira Bolat is Senior Lecturer in Marketing at the Faculty of Management, Bournemouth University. In addition she is a Global Engagement Leader for the Department of Marketing. Elvira’s teaching covers both postgraduate and undergraduate levels and she has led first interfaculty degree at BU, BSc (Hons) Marketing, for 4.5 years. She has gained PhD in Strategic Marketing with the thesis titled 'Mobile Technology Capabilities and their role in service innovation practices in creative SMEs' and now is supervising other doctoral students in the fields of marketing and management with the focus on digital/interactive marketing. Elvira is Deputy Chair for the Academy of Marketing B2B SIG and has interest and expertise in researching and consulting SMEs within the creative B2B sector. Dr Bolat is external examiner for the MA in Luxury Brand Management at WSA University of Southampton. Elvira’s area of expertise includes Digital Marketing, Service Innovation Practices, Internet of Things, Marketing Communications and Luxury Branding. Elvira is Fellow of the Higher Education Academy and Member of the Institute of Direct and Digital Marketing. She has extensive consultancy experience sharing her knowledge around digital and social media marketing with companies across industries and sizes. Elvira has been invited to give talks at a number of universities both nationally and internationally. She has published in a number of academic journals, including Journal of Marketing Management and Journal of Business and Industrial Marketing. Dr Bolat is involved and leads various research projects within both business and consumer contexts. Samreen Ashraf is a lecturer in Marketing at Bournemouth University and Programme Leader for BSc (Hons) Marketing. She is an MBA with a specialisation in marketing and financial services and a PhD candidate focusing on ‘consumer multiple identities and their bank choice’. Samreen has supervised a number of research projects at masters and undergraduate levels. Her main areas of research are consumer behaviour, consumer multiple identities, culture, the agenda of corporate social responsibility in developing countries, social media, religion, trust and confidence in financial services. She has presented her research at renowned national and international conferences and has published her work in peer reviewed journals. Samreen has also been invited as a guest speaker at Economic and Social Research Council (ESRC) seminar series and at various universities to present her research. Recently she was on the guest editorial panel for Journal of Financial Services Marketing and a guest speaker at ‘Institute of Directors’. Samreen is a fellow of Higher Education Academy and have received various ‘you’re Brilliant’ awards from students for her teaching efforts.
Unit Handbook: Developing Strategy for Global Markets
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2.0
UNIT AIM
This unit aims to enable students to develop, assess and implement marketing strategies at corporate and operational marketing levels in a global organisational context.
3.0
LEARNING OUTCOMES
Having completed this Unit, the student is expected to: 1. Engage critically with the principles, frameworks and theories of relevance to strategic marketing management 2. Apply techniques of critical analysis to global strategic marketing situations; 3. Formulate a range of different strategic options, appropriate to the organisation and marketing environment 4. Evaluate alternative options and actions, applying a range of intellectual strategic and operational marketing perspectives 5. Develop approaches to implementing marketing programmes across global markets at both strategic and operational levels
4.0
LEARNING ENVIRONMENT
Indicative Content The unit studies perspectives, models and theoretical frameworks to audit organisations and international marketing situations at a strategic level, develop options for strategic direction, evaluate the appropriateness of these options and recommend approaches to implementation through operational marketing programmes. Topics will include: • • • • • •
Strategic perspectives on the development of corporate and marketing strategy Tools and techniques of strategic marketing audit in a global context Development of corporate direction through a range of strategic marketing options Approaches to the evaluation of the appropriateness and impact of marketing strategies Implementation of strategy at the strategic and operational level through marketing programmes and the marketing mix Evaluation of strategic and operational performance.
Hours: Student Study Hours: Class contact hours: session
6 hours per week 3 hours per week - 2 hr lecture + 1hr seminar/workshop
Credit points: 20 Unit delivery: Unit Handbook: Developing Strategy for Global Markets
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A range of learning and teaching methods will be applied to develop the students’ intellectual and cognitive skills, to assist them to meet the intended learning outcomes for the unit. Lectures will cover core concepts and theories, complemented by contemporary illustrations from real world practice. Lectures will develop the main themes of the unit, through focus on perspectives, frameworks and models, with the integration of guest lecturers and/or webinars where possible to enhance student learning. Seminars and workshop sessions will be used to apply theoretical knowledge to practice, learn to work individually and collectively. Hence, these sessions will take form of various formats, e.g. debates, presentations and directed reading. Seminars are and workshop sessions will be underpinned by the concept of flipped classroom learning where it is expected to engage with pre-reading and creative solution tasks before attending the seminar/workshop session. All lecture slides and supporting materials will be uploaded on to myBU. BYOD (Bring your own device) is an underpinning to the unit delivery; hence, the use of laptops and tablets (except mobile phones with small screen) is welcomed. Detailed overview on communication practices used for this unit is provided in the section 4.2. However, the main communication channel for this unit is the discussion board on myBU. You MUST SUBSCRIBE to the forum to allow for all posts to be automatically sent to your student e-mail box. This will ensure that you don’t miss out on any important information. Help and Support: •
• •
4.1
Ongoing help, support and guidance will be provided by the tutors in class and via myBU. Students may also see tutors during ‘Surgery Hours’ or by appointment. Dr Elvira Bolat’s surgery sessions take place every Thursday, 11am-12pm. Students with Additional Learning Needs may contact Learning Support on www.bournemouth.ac.uk/disability_support. There are some excellent resources available via the ‘Academic Skills’ tab on myBU.
Professional, Statutory and Regulatory Bodies
4.1.1 The AACSB Assurance of Learning (AOL) AACSB basis accreditation judgment through 15 standards and a critical area of learning and teaching addresses Curricular Management and Assurance of Learning (AOL). We assess Assurance of Learning through a set of generic Learning Goals (listed below) that are mapped against your programme learning goals. Our graduates possess an array of knowledge, skills, attributes, behaviours and values, which enable them to succeed and we believe they stand out in 4 key areas in particular. We express these through our AACSB Assurance of Learning Goals and Objectives. Unit Handbook: Developing Strategy for Global Markets
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For our undergraduate students: The AOL Goals are listed below, with those assessed in this unit’s assessments as indicated ()
Goal 1 - Our graduates will be professional communicators Goal 2 - Our graduates will have effective researcher competencies Goal 3 - Our graduates will be prepared for employment in the global context Goal 4 - Our graduates will have subject knowledge and understanding in their chosen field
During your time with us in the Faculty of Management you will find that a number of your assignments and exams will be assessed using both BU marking criteria and the AOL assessment criteria. The marking scale that we use for AOL is as follows: BU mark (at Undergraduate Level)
0-59%
60-69%
70-100%
AOL assessment rating
Does Not Yet Meet Expectations
Meets Expectations
Exceeds Expectations
It is important for you to be aware of the distinction between passing under BU assessment regulation and still ‘not yet met’ the AOL assessment threshold. If this is the case, you will still be able to progress, as you meet BU assessment requirements. However, you will be able to receive feedback to enable you to benchmark your performance against the AOL goals. If you have any questions about how AOL has been incorporated into the marking of one of your assignments, please contact the Unit Leader. Follow this link for a short video to what gaining AACSB Accreditation will mean to you: Bournemouth University’s journey to AACSB accreditation https://www.youtube.com/watch?v=3pVF1rcRdfc If you would like to learn more about The AACSB, you can visit their website at http://www.aacsb.edu/. Alternatively you can contact our Director of Accreditation, Dr Gelareh Roushan at groushan@bournemouth.ac.uk
4.2
Communications Practices
MyBU is a principal communication platform for the unit through which you can access unit materials, reading list, assessment-related content, submit the final assessment (via Turnitin) and see the latest announcements regarding changes and news on the DSGM unit. Unit Handbook: Developing Strategy for Global Markets
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Moreover, to communicate questions regarding the unit use the discussion board on myBU. You MUST SUBSCRIBE to the forum(s) to allow for all posts to be automatically sent to your student e-mail box. This will ensure that you don’t miss out on any important information. You are encouraged to use alternative communication channel to facilitate your group discussions and debates (i.e. you could set up a Facebook group), and based on your individual preferences invite the unit leader (https://www.facebook.com/elvira.bolat.7) to participate and provide the feedback. One of the key factors for successful completion of the unit is effective communication with your tutor(s)/lecturers, programme support officers and peers. Here are some practical guidelines on how to manage this: •
•
•
•
•
• •
Consider which is the MOST APPROPRIATE communication channel (i.e. face-to-face, telephone, e-mail, post to a discussion forum, social media channels) to use in the specific case, keeping in mind the urgency of your task and your recipient’s availability and preferences (if known). When scheduling a meeting via e-mail or telephone message, allow SUFFICIENT TIME for your recipient to deal with the request and confirm the meeting with you. Some indication of your availability (non-availability) outside the suggested time and the cause/agenda for the meeting will be useful. In communication with your tutors, USE YOUR STUDENT EMAIL ADDRESS and provide your FULL CONTACT DETAILS, i.e. name, course, seminar group/cohort, e-mail and, if preferred, a telephone number for contact. You can save some time if you include these details in the signature file automatically attached to your e-mail or forum messages. If you haven’t heard from the tutor within a couple of days of your last email, either RESEND your e-mail request, or try to contact him/her via telephone. If you can’t speak to the person, leave a message on their voice mail or in their office, providing your full contact details and the nature of the request, as specified earlier. If your query concerns myBU or other TECHNOLOGY-RELATED ISSUES, log a job with IT Services. You can do this via telephone (+44) 01202 965515 or via the ‘Contact us’ page on the IT Support part of the Student portal (http://studentportal.bournemouth.ac.uk). You will receive an email confirming your request. You are expected to inform relevant members of staff of your issue and, if required, provide evidence of your communication with IT Services. KEEP A COPY of your unit-related e-mails for your records. Most tutors provide weekly SURGERY HOURS, which are announced on MyBU (under Staff Contact Details tab) and/or posted outside each tutor’s office. These are times when students can ‘drop in’ (or call the tutor’s office) to see the tutor without an appointment. There are only a few such times available per week as tutors teach more than one unit, so generally if you need to speak to your tutor you should request an appointment. When doing this, consider the following:
Unit Handbook: Developing Strategy for Global Markets
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To ensure your e-mail is dealt with quickly, send it to ALL your unit tutors. You will notice that the tutor who replies has included the others. Remember that your tutors are happy to hear from you and despite a busy workload will endeavour to address any queries you have, hear your views and discuss any matters of concern.
Remember, it is YOUR responsibility to take the initiative throughout your studies: This means you must manage the process of raising problems or difficulties with the unit leader. Vital Contact Information: Unit Leader: Dr Elvira Bolat ebolat@bournemouth.ac.uk Office phone: 01202 968755 Other Tutors: Samreen Ashraf sasharf@bournemouth.ac.uk Office Phone: 01202 968327 Other relevant contacts: Academic Services, Bournemouth University: Bournemouth House Library 19 Christchurch Road, Bournemouth BH1 3LH UK Library renewals, information and subject advice: Tel: +44 (0) 1202 965959. The Sir Michael Cobham Library Talbot Campus, Fern Barrow, Poole, BH12 5BB. Additional Learning Needs Service: Tel: +44 (0) 1202 965663 Learning Support Reception Desk: Tel: +44 (0) 1202 965663 Language Centre Advice: Tel: +44 (0) 1202 965300 IT Service Desk: Tel: +44 (0) 1202 965515
5.0
INDICATIVE UNIT DELIVERY PLAN
The following two schedules list the sessions organised by week of delivery and the tutors who have developed these. Guidance on further reading can be founder under section 8.1. Further guidance and list of tasks to be completed before or after seminars will be published via myBU. This timetable is provisional. The topics of the sessions may change. For up-to-date information, check MyBU. PROVISIONAL LECTURE PROGRAMME
Unit Handbook: Developing Strategy for Global Markets
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WEEK 12
13
14
15
16
17
18
19
Lecture Topic Thursday 28 Sept. 10:00-11:00 hrs 1.1. Introducing Strategy. Strategic analysis 1: Development & concepts Friday 29 Sept. 11:00-12:00 hrs 1.2. Briefing session for the assignment Thursday 5 Oct. 10:00-11:00 hrs 2.1. Strategic analysis 2: Environment - macro level Friday 6 Oct. 11:00-12:00 hrs 2.1. Strategic analysis 2 (cont): Environment - micro level Thursday 12 Oct. 10:00-11:00 hrs 3.1. Strategic analysis 3: Resources and capabilities Friday 13 Oct. 11:00-12:00 hrs 3.2. Strategic analysis 3 (cont): History and culture. Thursday 19 Oct. 10:00-11:00 hrs 4.1. Strategic purpose
Lecturers Elvira Bolat Elvira Bolat Elvira Bolat Elvira Bolat Elvira Bolat Elvira Bolat Elvira Bolat
Friday 20 Oct. 11:00-12:00 hrs 4.2. Strategic choices 1: Business level Thursday 26 Oct. 10:00-11:00 hrs 5.1. Strategic choices 2: Corporate level – strategic directions
Elvira Bolat
Friday 27 Oct. 11:00-12:00 hrs 5.2. Strategic choices 2 (cont): Corporate level – strategic directions Thursday 2 Nov. 10:00-11:00 hrs 6.1. Strategic choices 3: Global level
Elvira Bolat
Friday 3 Nov. 11:00-12:00 hrs 6.2. Interim review: overview of topics, assignment discussion and introduction to exam Thursday 9 Nov. 10:00-11:00 hrs 7.1. Strategic methods: Organic development, M&A
Elvira Bolat
Friday 10 Nov. 11:00-12:00 hrs 7.2. Strategic methods (cont): Strategic alliances and networks Thursday 16 Nov. 10:00-11:00 hrs 8.1. Competing through innovation
Samreen Ashraf
Unit Handbook: Developing Strategy for Global Markets
Elvira Bolat
Elvira Bolat
Samreen Ashraf
Guest Speaker: Ross Taylor, Founder & MD at Top Cat Media Group & Talking To Heads page
WEEK
20
21 22
23
24-26 27
Lecture Topic Friday 17 Nov. 11:00-12:00 hrs 8.2. Entrepreneurship and entrepreneurial marketing orientation Thursday 23 Nov. 10:00-11:00 hrs 9.1. Implementation 1: Executing strategy Friday 24 Nov. 11:00-12:00 hrs 9.2. Implementation 2: Monitoring & control No Teaching
Lecturers Samreen Ashraf Samreen Ashraf Samreen Ashraf
ASSESSMENT – Assignment Submission Week Thursday 7 Dec. 10:00-11:00 hrs Samreen Ashraf 10.1. Managing strategic change Friday 8 Dec. 11:00-12:00 hrs 10.2. Managing strategic change (cont) Thursday 14 Dec. 10:00-11:00 hrs 11.1. The practice of strategy 1: Strategising
Samreen Ashraf
Friday 15 Dec. 11:00-12:00 hrs 11.2. The practice of strategy 2: Methodologies
Guest Speaker: Katie King, CEO & Director of Transformation, Founder at Zoodikers & AIinFM, TEDx Talks speaker, BBC TV & radio commentator, Chair in the South East and East Anglia for our industry body - Public Relations Communication s Association (PRCA)
Samreen Ashraf
Xmas Break Friday 12 Jan. 11:00-12:00 hrs 12. Exam revision lecture
Elvira Bolat
PROVISIONAL SEMINAR/WORKSHOP PROGRAMME Unit Handbook: Developing Strategy for Global Markets
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WEEK 12 13 14 15 16 17 18 19
20
Seminar Topic Intro to Strategy Case Study: Jo Malone Strategic analysis 1: Development & concepts Case Study: Juicero
Lecturers Elvira Bolat
Strategic analysis 2: Environmental analysis Case Study: Lingerie sector Strategic analysis 3: Internal environment Case Study: Toys R Us
Elvira Bolat
Strategic purpose & strategic choices 1 Case study: Singapore Airlines Assignment/Coursework: Individual tutorials
Elvira Bolat
Strategic choices 2: Corporate level Case Study: Financial services Strategic methods: Strategic alliances, M&A, networks Case study: Amazon/Whole Foods merger
Samreen Ashraf
Competing through innovation Case Study: WalMart
Samreen Ashraf
21 22 23
6.0
Elvira Bolat
Elvira Bolat
Samreen Ashraf
No Teaching ASSESSMENT – Assignment/Coursework Submission Week Implementation: Executing strategy, monitoring and Samreen Ashraf control Case Study: IBM Managing strategic change Samreen Ashraf Case Study: Toyota
24-26 27
Elvira Bolat
Xmas Break Exam: Individual tutorials
Elvira Bolat
UNIT ASSESSMENT STRATEGY
Formative Seminar and workshop discussions and presentations will contribute formatively to all learning outcomes. Students may also receive feedback on non-assessed inclass activities and exercises. Summative The unit will be assessed through a combination of coursework and a final examination as follows: Examination:
Unit Handbook: Developing Strategy for Global Markets
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The exam part of the DSGM unit assessment contributes a total of 60% towards the unit mark. Format: Exam will take place in January 2018 (examination period: 15 - 26 January 2018). It will last 3 hours. It is a closed-book examination. You will be required to answer THREE questions out of SIX provided. All questions carry equal marks. Link to past exam papers: https://mybu.bournemouth.ac.uk/webapps/cmsmain/webui/library/Past%20Exam %20Papers/Faculty%20of%20Management/Level%206/Developing%20Strategy %20for%20Global%20Markets? action=frameset&subaction=view&uniq=di6p7h&mask=%2Flibrary Assessable Coursework: Title: “National Beverage Corp - on Pathway to Global Competitive Advantage?” Type: Individual report Length: 2000 words Weighting: 40% of the overall mark for the Unit Deadline: 12 noon 1st December 2017 (via myBU) The details of how the assessment strategy relates to the Intended Learning Outcomes for the unit are as follows: ILO’s 1. Engage critically with the principles, frameworks and theories of relevance to strategic marketing management
Assessment Examination and coursework
2. Apply techniques of critical analysis to global strategic marketing situations;
Examination and coursework
3. Formulate a range of different strategic options, appropriate to the organisation and marketing environment
Examination and coursework
4. Evaluate alternative options and actions, applying a range of intellectual strategic and operational marketing perspectives
Examination and coursework
5. Develop approaches to implementing marketing programmes across global markets at both strategic and operational levels
Examination and coursework
7.0
BRIEF FOR ASSIGNMENT
Unit Handbook: Developing Strategy for Global Markets
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Faculty of Management Assignment Brief Programme: BSc (Hons) Marketing
Level: 6
Unit Name: Developing Strategy for Global Markets
Unit Tutors: Dr Elvira Bolat and Samreen Ashraf
Assignment Markers: Dr Elvira Bolat and Samreen Ashraf Assignment Title: “National Beverage Corp - on Pathway to Global Competitive Advantage?” Feedback method: Electronic (via myBU, Turnitin) You will normally receive your mark and feedback within the period specified in the University Regulations. Detailed comments on each individual element of the assessment may not be provided, but everything submitted will be taken into consideration. A sample of work, normally including all Firsts and Fails, as well as a selection of other work, is second-marked. Submission date: at 12.00 noon* 1st December 2017 Issue date: 28th September
*In accordance with University regulations any coursework submitted after the due deadline will be regarded as late and awarded a mark of 0%.
Weighting of this assignment: (as % of total coursework assessment for the unit)
40%
It is your responsibility to be aware of University Regulations relating to academic offences and to avoid committing them. The BU definitions and the penalties are listed in: Academic Offences: Policy & Procedure for Taught Awards If you are unable to submit your assignment on time due to medical or other mitigating circumstances you must complete a Mitigating Circumstances form PRIOR to the deadline and submit it for approval.
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Details of what you are expected to do: 1. Rationale Building a successful national brand is a challenging and lengthy process, especially when it comes to mature markets, i.e. USA and Canada. However, today growing your brands and business internationally could be seen as unavoidable task for brands and businesses with ambitions, unique product/service, innovative ideas and goals of expanding presence and influence. How should successful national brands engage in international expansion? For Coursework, you will be working on evaluating a successful national brand (project case study) and, using knowledge developed in class and through reading, identifying and recommending appropriate strategic options for the brand to expand internationally and to gain global competitive advantage. 2. The learning outcomes being assessed: 1. Engage critically with the principles, frameworks and theories of relevance to strategic marketing management 2. Apply techniques of critical analysis to global strategic marketing situations; 3. Formulate a range of different strategic options, appropriate to the organisation and marketing environment 4. Evaluate alternative options and actions, applying a range of intellectual strategic and operational marketing perspectives 5. Develop approaches to implementing marketing programmes across global markets at both strategic and operational levels 3. Overview of assignment Project case study: National Beverage Corp. Website: http://www.nationalbeverage.com You are hired by National Beverage Corp as an external consultant and tasked to produce a 2000 words Consulting Report. Your consultancy task is to: 'Evaluate National Beverage Corp’s current marketing position and identify appropriate strategic options to expand internationally to gain global competitive advantage’ Guidelines 1. Read and collect data and information regarding National Beverage Corp’s past and current marketing activities/strategies. Your task is to suggest new strategies you learnt in the class for future global expansion. Suggest a course of action(s) and strategies. 2. You are expected to reference academic literature, and fully explain and assess the strategic options identified. 3. Choose one market that the company is not serving yet, and suggest a mode of entry into that market. Where should they expand (which market should they target and why? Please provide short description of the target market/consumer. Provide specific strategies they should apply to expand their market base. 4. Remember to provide short background of the company. Provide a short description of the product(s)/service(s) of the company. 5. Please read the assessment criteria below (next page), which clearly state the marks and weightings for the coursework. 6. All information should be properly cited and referenced.
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4. Submission details / parameters The following is required to produce a Consulting Report: -
Essay format of up to 2000 words (+10%), excluding executive summary, references, tables, figures, infographics and diagrams, appendices
-
Each report should have a cover page, contents page, one A4 page executive summary
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Appendices: a maximum of 7 A4 one-sided pages of appendices are allowed. Please ensure that any key points from the materials in the appendices are included in the main body of the essay.
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BU Harvard Referencing is required
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1.5 spaced in Times New Roman 12 font size
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Submit an electronic copy of an individual report via Turnitin, myBU.
Please note there is 10% flexibility on the word count. Assignments will only be marked up to the word count (+10%); exceeded words will not be marked. Please state the word count at the end of the assignment. 5. Assessment criteria (weightings) and feedback w/c 30th October you will be given an opportunity to discuss your ideas with the teaching team. Use this opportunity to develop your ideas further and benefit from feed-forward comments. Please note, no teaching classes take place w/c 27 th November 2017. Feedback and marks for the coursework will be announced and provided via Turnitin, myBU. Further feedback can be obtained from the teaching team. In your interest, a sample of work is second-marked; the sample normally includes all Firsts and Fails, as well as a selection of other work. Assessment criteria/weightings are listed below and a detailed rubric is on the following page. 1. Critically analyse (45%) Here you will be expected to assess the strategic position of the company by analysing the relevant strategies, using appropriate academic models and frameworks to identify key issues and areas of opportunity. This will go further than merely stating what already exist, but will use models, frameworks and academic insight to examine all key points to manipulate and interpret data relevant to the project, enabling new points to be made and implications drawn. You will be expected to further substantiate your suggestions by providing wider academic evidence derived through your readings of academic books and journals, in particular to support assumptions made that are not backed up from data. Academic evaluation and comment on relevant models/frameworks are required to provide depth and rigour to your answer. 2. Identify and assess appropriate mode of entry and strategic options (45%) This will entail identifying the strategic options and the modes of entry available, assessing their suitability using a range of academic literature. An in-depth discussion of the options and the entry modes available is required. An assessment of the strengths and weaknesses of the various entry modes and options for action will need to be done, linking in appropriately to the analysis so that it is clear why a certain entry mode and strategic options have been selected and others rejected. Reference to appropriate academic thinking should be made to justify your identification of chosen entry mode, strategies or options. Your answer will be required to draw on your wider reading of academic books and journals Integration of academic theory is required, in particular to support assumptions made that are not backed up from available and current. Academic evaluation and comment on relevant and appropriate models and frameworks are required to provide more depth and rigour to your answer. 3. Structure, clarity and presentation (10%) This criterion covers the extent to which the consulting report has an appropriate structure and flow of argument; your work should be accurately referenced, using the Harvard Referencing System, and contains correct spelling, grammar and punctuation. Disclaimer: The information provided in this assignment brief (version number: 1) is correct at time of publication. In the unlikely event that any changes are deemed necessary, they will be communicated clearly via e-mail and/or myBU and a new version of this assignment brief will be circulated. Unit Handbook: Developing Strategy for Global Markets
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Criterion
First: 70% & over
2:1 – 60 – 69%
2:2 – 50 – 59%
3rd: 40 – 49%
In-depth critical analysis of current strategic position and relevant data in the project using appropriate academic models and frameworks to identify key issues, assessing their suitability with reference to a range of academic literature. An in-depth analysis uses appropriate academic models and frameworks and examines all relevant points to manipulate and interpret data and information in the project, which enables new points to be made and implications to be drawn from the analysis, which go beyond merely restating what is there already.
The analysis of the project is detailed and insightful using a full range of relevant analytical tools, models and frameworks. It uses all relevant information in the project to identify new points and produces clear insight into the marketing situation. The tools are used appropriately with any assumptions clearly identified and justified. Answers show a high level of confidence in the manipulation of quantitative data and draw meaningful conclusions.
This level of work contains good analysis, using most of the relevant analytical tools, models and frameworks. The analysis is insightful and identifies new points. It uses most of the information in the project and shows good handling of the quantitative data to obtain meaningful conclusions in most areas.
This level of work contains an analysis of the project using a more limited range of analytical tools, models and frameworks, which identifies some of the key points in the project. There are gaps in the use of information and a tendency to restate points in the project rather than analyse. Conclusions are drawn but are tentative in nature in some aspects. There is some reluctance to engage with quantitative data in the project.
This level of work contains limited analysis which uses few of the relevant analytical tools, models and frameworks and has a clear tendency to restate points in the project rather than make new ones. There is evident lack of confidence in handling quantitative data and not all of the information is used. As a result, conclusions drawn from the analysis are tentative and lack a solid foundation, possibly arising more from assertions or speculation. The assessment of options lacks depth and makes only limited reference to theory and practice with superficial assessment of the pros and cons of each option. The assessment has limited reference to the analysis conducted, resulting in a lack of coherence.
Identification of The assessment of The assessment The assessment strategic international options shows an of options is of options makes market entry, excellent based on a good limited reference assessing suitability of understanding of understanding of to theory and best strategy in terms of theory and best theory and practice and the various market needs practice, with practice with assessment of and cultural reference to a wide reference to the pros and cons requirements. Exploring range of academic most academic of different range of foreign market sources and market sources. There options lacks real requirements. data. The is a good depth and has A critical assessment assessment of the assessment of reasonable identifies the various advantages and the advantages reference to marketing elements disadvantages of and academic including market size various options is disadvantages sources. The relying on facts and fully coherent with the of various assessment is data, culture, and analysis conducted. options with reasonably opportunities to take Showing coherent coherent with the advantage of, possible understanding of reference to the analysis course of action(s), cultural requirements analysis conducted. strengths and and limitations. conducted. weaknesses of the various options for action, drawn from the analysis, so that it is clear why some options have been selected and others rejected. Reference to relevant theory in the academic literature should be made in the justification of approach to be taken. Structure, clarity and The work will have There is a clear Flow and clarity presentation. exemplary clarity of structure, clarity, are adequate but This criterion covers the structure, flow, a a good flow with there is some extent to which the critical writing style, some difficulty in assignment hasUnit Handbook: Developing Strategy for Global Markets an referencing, grammar improvements understanding for appropriate structure, is and punctuation possible in the reader in a accurately referenced, without errors. places. number of places. using the Harvard Referencing, On the whole,
Fail: less than 40% This level of work applies none or few of the relevant analytical tools. It relies on restating point from the project. There is no or little use of data in the project. As a result few conclusions are drawn and many assertions are made.
%
The assessment of options no or little reference to relevant theory and there is little in the way of meaningful assessment. The assessment makes no reference to the analysis conducted and lacks coherence.
45
Clarity is The work adequate in lacks clarity places but and flow of problematical in argument, others, leading to page through the a challenge for different the reader to sections. follow arguments, There are
45
10
8.0
UNIT RESOURCES
The reading list is dynamic (please see it on myBU). This means that each week the key articles or chapters that should be read will be outlined on the reading list and electronic links will take you through to the actual recommended reading. Core texts: These texts appear regularly as references for your lecture programme and will be useful at different points throughout the unit. Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P., 2017. Exploring Strategy. 11th ed. London: Pearson Education. (11th, 10th, 9th & 8th editions available as eBooks) Hooley, G., Piercy, N.F. & Nicoulaud, B. 2017. Marketing Strategy & Competitive Positioning, 6th ed. Harlow: FT Prentice Hall. (All editions available as eBooks) West, D., Ford, J. & Ibrahim, E. 2015. Strategic Marketing: Creating Competitive Advantage, 3rd ed. Oxford: Oxford University Press Other reference texts The following are also useful reference texts: Aaker, D.A. & McLoughlin, D. 2010. Strategic Market Management: Global perspectives, Chichester; Wiley. Baker, M.J. & Hart, S. Eds. 2008. The Marketing Book. 6th ed. London: Elsevier: Butterworth Heinemann. (6th edition available as an eBook) Doyle, P. & Stern, P. 2006. Marketing Management and Strategy, 4th ed. Harlow: FT Prentice Hall. (4th edition available as an eBook) Drummond, G., Ensor, J. & Ashford, R.2008. Strategic marketing planning and control, 3rd ed. Abingdon: Routledge Gilligan, C & Wilson, R.M.S. 2009. Strategic marketing planning, 2nd ed. London: Elsevier Butterworth-Heinemann (1 st & 2nd editions available as an eBook) Wilson, R.M.S. & Gilligan, C. 2005. Strategic marketing management: planning, implementation and control, 3rd ed. London: Elsevier ButterworthHeinemann (3rd edition available as an eBook)
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Recommended and wider reading This section includes key texts and journal articles for each of the main topic areas. This reading makes up the recommended and wider reading for the unit. Those journal articles which are highly cited are shown in bold. STRATEGIC MARKETING: Key concepts and definitions The following are seminal (cited several thousand times) articles on the topics of marketing orientation and the resource-based view: Grant, R.M. 1991. ‘The resource-based theory of competitive advantage: implications for strategy formulation’, California Management Review, 3 (spring), 114-35. Kohli, A.K. & Jaworski, B.J. 1990. ‘Market Orientation: The Construct, Research propositions and Managerial Implications’, Journal of Marketing, 54 (April 1990), pp.1-18 Narver, J.C. & Slater, S.F. 1990. ‘The effect of market orientation on business profitability’, Journal of Marketing, 54, (Oct 1990), pp.20-3 Vargo, S.L. & Lusch, R.F. 2004. ‘Evolving to a new dominant logic for marketing’ Journal of Marketing, 68 (January) pp.1-17 Wernerfelt, A. 1984. ‘A resource-based view of the firm’, Strategic Management Journal, 5(2), 171-180. STRATEGIC ANALYSIS: Environmental analysis, assessment of strategic capabilities BOOKS McDonald, M. & Dunbar, I. 2004. Market Segmentation. Oxford: Elsevier, Butterworth Heinemann. Mintzberg, H. 2002. The Strategy Process. 4th ed. New Jersey. Prentice Hall. Tzu, S. 1971. The Art of War. Oxford: Oxford University Press. JOURNAL ARTICLES Barney, J.B. 1986. ‘Organisational culture: Can it be a source of sustained competitive advantage?’ Academy of Management Review, 11, 656-65. Barney, J.B. 1991. ‘Firm resources and sustained competitive advantage’, Journal of Management, 17, 99-120. Eisenhardt, K.M. & Martin, J.A.2000. ‘Dynamic capabilities: What are they?’ Strategic Management Journal, 21(10-11), 1105-1121
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Fahy, J. 2000. ‘The resource-based view of the firm; some stumbling blocks on the road to understanding sustainable competitive advantage’, Journal of European Industrial Training, 24 (3/4), 94-104. Levitt, T. 1960. ‘Marketing Myopia’ In: Enis, Cox and Mokwa (eds.) 1995 Marketing Classics, 8th ed., London: FT Prentice Hall. Mahoney, J. & Pandian, J.R. 1992. ‘The resource-based view within the conversation of Strategic Management’, Strategic Management Journal, 13, 363-80. Makadok, R. 2001. ‘Toward a synthesis of the resource-based and dynamic capability views of rent creation’, Strategic Management Journal, 22, 387-401. McDaniel, S.W. & Kolari, J.W. 1987. ‘Marketing Strategy Implications of the Miles and Snow strategic typology’, Journal of Marketing, 51 (October), 1930. McGee, J. & Thomas, H. 1986. ‘Strategic group theory, research and taxonomy’, Strategic Management Journal, 7(2), 141-60. Porter, M.E. 1979. ‘How Competitive Forces Shape Strategy’, Harvard Business Review March/April, 137-45. Porter, M.E. 2001. ‘Strategy and the Internet’, Harvard Business Review, March, 63-78. Porter, 2008 ‘The Five competitive forces that shape strategy’ Harvard Business Review, 87 January, pp.79-83 Porter, M.E. & McGahan, A.M. 1997. ‘How much does industry matter really?’ Strategic Management Journal, 18 (summer), 15-30. Prahalad, C.K & Hamel, G. 1992. ‘The core competence of the corporation’, Harvard Business Review, May-June, 79-91. Rumelt, R.P. 1991. ‘How much does industry matter?’ Strategic Management Journal, 12 (2), 167-185. Teece, D.J. 2007. ‘Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance’, Strategic Management Journal, 28 (13), 1319-1350. Teece, D.J., Pisano, G. & Shuen, A.1976.’ Dynamic capabilities and strategic management’, Strategic Management Journal, 18, 509-33. Vorhies D.W. & Morgan, N.A. 2005 ‘Benchmarking marketing capabilities for sustainable competitive advantage’, Journal of Marketing, 69(1), 80-95 Wiggins, R.W. & Ruefii, T.W. 2005. ‘Schumpeter’s Ghost: Is hypercompetition making the best of times shorter?’ Strategic Management Journal, 26, p887911. STAKEHOLDER THEORY Unit Handbook: Developing Strategy for Global Markets
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JOURNAL ARTICLES Cummings, J. & Doh, J. 2000. ‘Identifying who matters: Mapping key players in multiple environments’, California Management Review, 42(2), 83-104. Fry, M-L, and Polonsky, M.J. 2004. ‘Examining the unintended consequences of marketing’, Journal of Business Research, 5, 1303-06. Greenley, G.E. & Foxall, G.R. 1996. ‘Consumer and non-consumer stakeholder orientation in U.K. companies’, Journal of Business Research, 35, 105-116. Mitchell, R. K., Agle, B.R. & Wood, D.J.1997. ‘Toward a theory of stakeholder identification and salience: Defining the principle of whom and what really counts’, Academy of Management Review, 22(4), 853-886 Polonsky, M.J. et al. 2002. ‘A stakeholder perspective for analysing marketing relationships’, Journal of Market-Focused Management, 5,109-126. COMPETITIVE STRATEGY/ MARKETING STRATEGY/STRATEGIC OPTIONS BOOKS Ansoff, I. assisted by McDonnel, E.J. 1987 – revised edition. Corporate Strategy. London: Penguin. Hamel, G. & Prahalad, C.K. 1994. Competing for the Future. Boston: Mass, Harvard Business School Press. Kay, J. 1993. Foundations of Corporate Success. Oxford: Oxford University Press. Kumar, N. 2004. Marketing as Strategy. Boston, Mass. Harvard Business School Press. Porter, M. E. 1985. Competitive Advantage. New York: Free Press. Prahalad, C.K. 2006. Fortune at the Bottom of the Pyramid. London: Wharton School Pearson. Prahalad, C.K. & Ramaswamy, V. 2004. Future of competition: Co-creating unique value with customers. Boston, Mass: Harvard Business School Press. Treacy, M. & Wiersema, F. 1995. The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market, London: Perseus JOURNAL ARTICLES Bowman, C. 2008. ‘Generic strategies: a substitute for thinking?’ The Ashridge Journal, Spring 2008 pp.1-6 Unit Handbook: Developing Strategy for Global Markets
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Coyne, K.P. 1986. ‘Sustainable competitive advantage: What it is, what it isn’t’, Business Horizons, January/February, 54-61. Day, G.S. 1992. ‘Marketing’s contribution to the strategy dialogue’, Journal of the Academy of Marketing Science, 20 (4), 323-29. Hamel, G. & Prahalad, C.K. 1993. ‘Strategy as stretch and leverage’, Harvard Business Review, March-April, 75-84. Kim, W. & Mauborgne, R. 2004. ‘Blue Ocean Strategy’, Harvard Business Review, 82(10), 76Kumar, N. 2006 ‘Strategies to fight low-cost rivals’, Harvard Business Review, December pp.104-112 Levitt, T. 1980. ‘Marketing success through differentiation of anything’, Harvard Business Review, Jan-Feb, 2-9. Luehrman, T.A. 1998. ‘Strategy as a portfolio of real options’, Harvard Business Review. September-October, 89-99. Porter, M. E. 1991.’ Towards a dynamic theory of strategy’, Strategic Management Journal, 12, 95-117. Porter, M.E. 1996. ‘What is strategy?’ Harvard Business Review, November/December, 61-78. Reed, R. & DeFillippi, R.J. 1990. ‘Causal ambiguity, barriers to imitation and sustainable competitive advantage’, Academy of Management Review, 15 (1) 88-102. Suarez, F. & Lanzolla, G. 2005. ‘The half-truth of first mover advantage’, Best Practice, April pp.121-127 Szulanski, G. 1996. ‘Exploring internal stickiness: impediments to the transfer of best practices within the firm’, Strategic Management Journal, 17, Winter, 27-44. Varadarajan, P.R. & Jayachandran, S. 1999. ‘Marketing strategy: An assessment of the state of the field and outlook’, Journal of the Academy of Marketing Science, 27/2, 120-43. Weihrich, H. 1982. ‘The TOWS matrix: A tool for situational analysis’, Long Range Planning, 15(2), 54-66. Zott, C. & Amit, R. 2008. ‘The fit between product market strategy and business model: implications for financial performance’, Strategic Management Journal, 29(1), 1-26. METHODS OF STRATEGIC GROWTH BOOKS Unit Handbook: Developing Strategy for Global Markets
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Blackett, T. & Boad, B. 1999. The Science of Alliance. Basingstoke: Macmillan. Child, J. & Faulkner, D. 1998. Strategies of Cooperation. Oxford: Oxford University Press. Lorange, P. and Roos, J. 1992. Strategic Alliances, Formation, Implementation and Evolution. Oxford: Blackwell Business JOURNAL ARTICLES Brouthers, K.D., Brouthers, L.E. & Wilkinson, T.J. 1995. ‘Strategic alliances: Choose your partners’, Long Range Planning, 28, 3, 18-25. Bruner, R. & Spekman, R. 1998. ‘The dark side of alliances: Lessons from Volvo-Renault’, European Management Journal, 16, 2,136-150. Cohen, W.M., & Levinthal, D.A. 1990. ‘Absorptive Capacity: A New perspective on learning and innovation’, Administrative Science Quarterly, 35, 128-52. Douma, M.U., Bildebeek, J., Ideburg, .PJ. & Looise, J.K. 2000. ‘Strategic alliances – managing the dynamics of fit’, Long Range Planning, 33, 579-98. Ohmae, K. 1989. ‘The global logic of strategic alliances’, Harvard Business Review, March- April, 143-54. Spekman, R.E., Isabella, L.A., MacAvoy, T.C. & Forbes, III. T. 1996. ‘Creating strategic alliances which endure’, Long Range Planning, 29 (June), 346-56. STRATEGIC EVALUATION AND IMPLEMENTATION OF STRATEGY BOOKS Ambler, T. 2000. The Silk Road to International Marketing: Profit and Passion in Global Business. London: FT Prentice Hall. Buzzell, R. D. & Gale, B. T. 1987. The PIMS Principles. New York: Free Press. Doyle, P. 2000. Value-Based Marketing. Chichester: Wiley. JOURNAL ARTICLES Bonoma, T.V. 1984. ‘Making your marketing strategy work’, Harvard Business Review, March-April, 69-77 Foreman, S.K. & Money, A. H. 1995. ‘Internal marketing’, Journal of Marketing Management, 11, 755-68. Kaplan, R. S. & Norton, D. P.1992. ‘The Balanced Scorecard – measures that drive performance’, Harvard Business Review, 71(5), Jan/Feb, 71-79
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Kaplan, R.S. & Norton, D.P. 2007. ‘Using the Balanced Scorecard as a Strategic Management System’, Harvard Business Review, July/August, 150161 Noble, C.H. & Mokwa, M.P. 1999. ‘Implementing marketing strategies: Developing and testing a managerial theory’, Journal of Marketing, 63(4) 5773 Piercy, N. F. 1998. ‘Marketing implementation: The implications of marketing paradigm weakness for the strategy execution process’, Journal of Academy of Marketing Science, 26/3, 222-36. Raps, A. 2004. ‘Implementing strategy’, Strategic Finance, 85 (12), pp.48-53 Thorpe, E.R. & Morgan, R.E. 2007. ‘In pursuit of the ‘ideal approach’ to successful marketing strategy implementation’, European Journal of Marketing, 41(5/6), 659-677. Wieseke, J., Ahearne, M., Lam, S.K. & Dick, R.V. 2009. ‘The role of leaders in Internal Marketing’, Journal of Marketing, 73(2), 123-145.
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8.1. Weekly reading guide
Lecture s 1
Topic Introducing Strategy. Strategic analysis 1.
Key Texts Johnson Hooley et et al al Chap. 1 Chap. 1
West et al Chaps. 1&2
2.1 and 2.2.
Strategic Analysis 2
Chaps. 2 &3
Chaps. 3 5
Chap. 3
3.1. and 3.2
Strategic Analysis 3
Chaps. 4 &6
Chap. 6
Chap. 1
BAMC level 6/H Developing Strategy for Global Markets
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Key journal articles HBR's 10 Must Reads on Strategy (including featured article "What Is Strategy?" by Michael E. Porter). Collis, D.J. and Rukstad, M.G., 2008. Can you say what your strategy is?. harvard business review, 86(4), pp.82-90. Bakos, J.Y., 1991. A strategic analysis of electronic marketplaces. MIS quarterly, pp.295-310. Pickton, D.W. and Wright, S., 1998. What's swot in strategic analysis?. Strategic change, 7(2), pp.101-109. Norreklit, H., 2000. The balance on the balanced scorecard a critical analysis of some of its assumptions. Management accounting research, 11(1), pp.65-88. Grant, R.M., 2016. Contemporary strategy analysis: Text and projects edition. John Wiley & Sons. Mintzberg, H., 1994. The fall and rise of strategic planning. Harvard business review, 72(1), pp.107-114. Cheah, C.Y., Kang, J. and Chew, D.A., 2007. Strategic analysis of large local construction firms in China. Construction Management and Economics, 25(1), pp.25-38. Van Raaij, E.M., 2005. The strategic value of customer profitability analysis. Marketing Intelligence & Planning, 23(4), pp.372-381. Weihrich, H. 1982. ‘The TOWS matrix: A tool for situational analysis’, Long Range Planning, 15(2), pp.54-66. Grant, R.M. 1991. ‘The resource-based theory of competitive advantage: implications for strategy formulation’, California Management Review, 3 (Spring), pp.114-35. Morgan, N.A 2012, ‘Marketing and Business performance’, Journal of the Academy of Marketing Science, (40) pp.1012-119 Prahalad, C.K and Hamel, G. 1992. ‘The core competence of the February 2016 BU Academic Year 2015 - 2016
corporation’, Harvard Business Review, May-June, pp.79-91 Teece, D.J., Pisano, G. and Shuen, A.1976. ‘Dynamic capabilities and strategic management’, Strategic Management Journal, 18, pp.509-33. 4.1 and 4.2.
Strategic Purpose & Strategic Choices 1
Chap. 7
Chaps. 2, 8, 10 & 11
Chaps. 4-5
Busenitz, L.W. and Barney, J.B., 1997. Differences between entrepreneurs and managers in large organizations: Biases and heuristics in strategic decision-making. Journal of business venturing, 12(1), pp.9-30. Sarkis, J., 2003. A strategic decision framework for green supply chain management. Journal of cleaner production, 11(4), pp.397-409.
5.1. and 5.2.
Strategic Choices 2
Chap. 8
Chaps. 12, 14-16
Chaps. 6-11, 13
6.1.
Strategic Choices 3
Chap. 9
Bowman, C. 2008. ‘Generic strategies: a substitute for thinking?’ The Ashridge Journal, Spring 2008 pp.1-6 Kim, W. and Mauborgne, R. 1999. ‘Charting your company’s future’, Harvard Business Review, 80(6) pp.76-82. Kumar, N. 2006 ‘Strategies to fight low-cost rivals’, Harvard Business Review, December pp.104-112 Suarez, F. & Lanzolla, G. 2005. ‘The half-truth of first mover advantage’, Best Practice, April pp.121-127 Treacy, M. & Wiersema, F. 1995. The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market, London: Perseus Jain, S.C., 1989. Standardization of international marketing strategy: some research hypotheses. The Journal of Marketing, pp.70-79. Szymanski, D.M., Bharadwaj, S.G. and Varadarajan, P.R., 1993. Standardization versus adaptation of international marketing strategy: an empirical investigation. The Journal of Marketing, pp.1-17. Naidoo, V., Donovan, J., Milner, T. and Topple, C., 2016. Entry Modes as a Component of International Marketing Strategy: A Mixed-Method Analysis of Higher Education Services. In International Marketing of Higher Education (pp. 47-82). Palgrave Macmillan US. Grönroos, C. and Grönroos, C., 2016. Internationalization strategies for services: a retrospective. Journal of Services Marketing, 30(2), pp.129-
BAMC level 6/H Developing Strategy for Global Markets
Chap. 12
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February 2016 BU Academic Year 2015 - 2016
7.1. and 7.2.
Strategic methods
Chap. 11
Chap. 16
8.1. and 8.2.
Innovation & entrepreneurship
Chap. 10
Chap. 13
Chap. 8
9.1. and 9.2.
Implementation
Chaps. 12, 13 & 14
Chaps. 15, 17-18
Chap. 14
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132. Douma, M.U., Bildebeek, J., Ideburg, .PJ. & Looise, J.K. 2000. ‘Strategic alliances – managing the dynamics of fit’, Long Range Planning, 33, pp.579-98. Gulati, R., 1998. Alliances and networks. Strategic management journal, 19(4), pp.293-317. Gulati, R., 1999. Network location and learning: The influence of network resources and firm capabilities on alliance formation. Strategic management journal, 20(5), pp.397-420. Homburg, C. and Bucerius, M., 2005. A marketing perspective on mergers and acquisitions: How marketing integration affects postmerger performance. Journal of Marketing, 69(1), pp.95-113. Cohen, W.M., and Levinthal, D.A. 1990. ‘Absorptive capacity: A new perspective on learning and innovation’, Administrative Science Quarterly, 35, pp.128-52. What I Didn’t Learn in Business School How Strategy Works in the Real World” By Jay B Barney and Trish Gorman Clifford Harvard Business Review Press, 2010 ISBN 978-1-4221-5763-3 Cespedes, J.V. and Piercy, N. F. 1996. ‘Implementing marketing strategy’, Journal of Marketing Management, 12, pp.135-60. Millar Thorpe, E.R. and Morgan, R.E. 2007. ‘In pursuit of the ‘ideal approach’ to successful marketing strategy implementation’, European Journal of Marketing, 41(5/6), 659-677.Kaplan, R. S. & Norton, D. P.1992. The Balanced Scorecard – measures that drive performance, Harvard Business Review, 71(5), Jan/Feb, 71-79 Raps, A. 2004. ‘Implementing strategy’, Strategic Finance, 85 (12), pp.48-53 Kaplan, R.S. and Norton, D.P., 2006. How to implement a new strategy without disrupting your organization. Harvard business review, 84(3), p.100. February 2016 BU Academic Year 2015 - 2016
Assignment Due 10.1 and 10.2
Strategic change
Chap. 15
11. 1 and 11.2
Practice of strategy
Chap. 16
Johnson, G., 1992. Managing strategic change—strategy, culture and action. Long range planning, 25(1), pp.28-36. Herrmann, P. and Nadkarni, S., 2014. Managing strategic change: The duality of CEO personality. Strategic Management Journal, 35(9), pp.1318-1342. Grandy, G. and Mills, A.J., 2004. Strategy as simulacra? A radical reflexive look at the discipline and practice of strategy. Journal of management studies, 41(7), pp.1153-1170. Exam revision
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February 2016 BU Academic Year 2015 - 2016
GENERAL ADVICE ON READING AND STUDY METHODS FOR THIS UNIT 1
You should follow the week-by-week references that relate to the lecture programme and read the key references each week, preferably before the relevant seminar
2
It is important that you supplement your key reading with other sources that are shown in the reading references on myBU and additional reading that you yourself will identify
3
You should be spending a minimum of 4 hours personal study time on this unit each week. This will include seminar preparation of course, but you should attempt to read further material from the reading list and other library sources you have found.
4
In principle, academic journal articles are preferable once you have completed your key reading as they will take you into more depth on specific topics. As a rule, try to cover at least 2 academic journal articles on each topic area, either from the reading list or from your own searches each week. You should be selective about which parts of academic articles you need to concentrate on – often not all of it, unless it is particularly critical or relevant for your topic or research.
5
We would strongly recommend you collect a range of relevant articles and examples that you come across in industry and business press. This bank of information will aid in your understanding of the topic areas and will be useful in exam preparation.
Relevant Journals Business Horizons European Journal of Marketing European Management Journal Harvard Business Review Industrial Marketing Management Journal of Marketing
Journal of Marketing Management Journal of Strategic Marketing Long Range Planning McKinsey Quarterly Strategic Management Journal
Web-based resources www.cim.co.uk (website of the UK Chartered Institute of Marketing) www.eiu.com (economic intelligence unit – useful brief reports, the rest subscription) www.mrs.org.uk (website of the UK Marketing Research Society) www.marketingpower.com (website of the American Marketing Association or AMA) www.warc.com (website of the World Advertising Research Center) https://hbr.org/1996/11/what-is-strategy http://drfirendblogs.blogspot.co.uk