Presentation

This course is focused on customer orientation and relationship. It’s based on three main concepts: customer understanding, competitive advantage and placing. These notions are consistent and linked to general marketing actions. They represent the essentials of marketing management within a global operational perspective.

The purpose of this course is to provide you with:

• An introduction to the world of marketing strategy.
• A study of the principles of marketing strategy.
• An understanding of how marketing strategy concepts are useful in everyday life.

Competences

General Competences

• GC1. To control and to integrate the techniques, instruments and methods of management needed in the development of the professional activity.
• GC2. To delve into the business management and into the different administration areas.
• GC4. That the students can communicate their conclusions, present their projects, results, plans, the knowledge and the reasons that support them before a specialized or an ordinary public in a clear and in an ambiguity free manner.
• GC5. That the students are able to integrate their knowledge in the different working areas of the business with information, usually incomplete or limited, in the business environment in order to manage the decision making and troubleshooting processes through complex and multidisciplinary situations.

Specífic Competences

• SC8. To understand the target of the marketing in corporations and the consumers behaviour and being able to formulate Integral Marketing Plans.
• SC12. To understand the functional organization of the business. Areas interrelation. To identify and to understand the factors and dimensions that belongs to the functional part of the business, and the features of its administration system.
• SC15. Knowing to quantify the impact of the decisions taken according to the four marketing-mix variables about different business variables as income, profit and loss account, market share, channel, business positioning and product to value the alternatives in marketing-mix management and strategy.
• SC16. To know some of the tools used in the market / product planning.
• SC17. To be able to make a sectorial market research.
• SC18. To be able to search and structure the information from different sources, to interpret the results obtained and to elaborate commercial reports and marketing plans.
• SC19. To understand and knowing how to use the new digital marketing or e-Marketing techniques and the new access channels to the consumer in the Network society.
• SC24. To learn and to understand the necessary elements to understand an strategy for the business internationalization.
• SC25. To know how to use the e-commerce tools in the international market and to understand the relationship and the impact of the goods and services international distribution.

Transversal Competences

• TC1. Interpret, with the necessary means, relevant information, trustful and structured for the decision making and troubleshooting.
• TC3 . Being able to use TIC’s Technologies in management and decision-making.
• TC5. To know and to understand the necessary elements in the definition of an internationalization strategy of a company.
• TC6. To communicate efficiently, in a structured and organised manner, the most relevant aspects of a project.
• TC7. To provide the student with the necessary knowledge and skills to interact in an international environment.
• TC8. To ease the process of transition to the business professional career.
• TC9. To provide the students with learning skills that will allow them to continue their studies in an autonomous manner.

Program

Unit 1. Creating customers
Introduction
Introduction to types of marketing strategies
Focusing on performance and results
Analyzing performance
Analyzing your mission

Unit 2. Change management
Introduction
Policies for making the future
Seven sources of innovation

Unit 3. Creating sustainable customer value
Introduction
Sustainable customer value
Principles of sustainable customer value

Unit 4. Industry Structure Analysis
Introduction
The five forces
Best strategies
Defining the relevant industry
Steps in industry structure analysis

Unit 5. Shareholder value analysis
Limitations of earnings per share
Comparing cash flows on a risk-adjusted basis
Cash flow
Shareholder value parameters

Unit 6. Decision analysis
Principles of marketing evaluations
Multi-attribute evaluations
Defining attributes
Creating a decision model
Developing attribute measures
Testing for validity

Methodology

The different tasks and activities programmed during the semester have been developed with the goal of adapting the learning process to the different capabilities, necessities and interests of the students.

The activities included in the subject are:

• Practical cases: will provide the student with actual business situations that will need to analyse and, after that, make decisions, evaluate the consequences and alternatives. They will allow acquiring intellectual skills to face sudden situations or to plan action programs adapted to a changing environment where there is no math logic.
• Participation in events. During the course you will be participating in different events. Some of those events are attendance to online classes, forums, self-evaluation tests.

In the weekly program you can find the specific tasks you need to complete in this subject.

These activities are combined with the following aspects:

• Personal Study
• Tutoring. The tutoring class can be implemented through different tools and means. During the course of the subject, the teacher-tutor plans the individual tutoring on specific days for the resolution of academic-oriented doubts through “Consultation sessions”. Supplementing these sessions, students have also available the “Ask your teacher” forum through which they can formulate questions and check the corresponding answers on general aspects of the subject.  Due to the very nature of the media used, there are no fixed schedules for the students.
• Mandatory on-site final exam

The hours dedicated to each activity are detailed as follows:

Bibliography

Basic bibliography

Unit 1:
Druker, P. F. (2005). Managing oneself. Harvard Business Review. Retrieved from https://hbr.org/2005/01/managing-oneself

Unit 2:
Druker, P. F. (2002). The Discipline of Innovation. Harvard Business Review. Retrieved from https://hbr.org/2002/08/the-discipline-of-innovation

Unit 4:
Porter, M. E. (2011). The Five Forces That Shape Strategy. In HBR's 10 Must Reads on Strategy (pp. 23-41). Harvard Business Review Press.
Available at the virtual campus under the art. 32.4 of the Spanish Intellectual Property Law*.

Unit 5:
Rappaport, A. (1981). Selecting Strategies that Create Shareholder Value. Harvard Business Review, 59(3), 139-149. Available at the virtual campus under the art. 32.4 of the Spanish Intellectual Property Law*.

* This work is protected by copyright and its reproduction and public communication, in the available modality, isauthorized under the art. 32.4 of the Spanish Intellectual Property Law. It is forbidden its subsequent reproduction, distribution and public communication in any form or by any means, except one printed reproduction by each authorized user.

Additional bibliography

Christensen, C.M., Raynor, M.E., & MacDonald, R. (2005). What is Disruptive Innovation? Harvard Business Review.Retrieved from https://hbr.org/2015/12/what-is-disruptive-innovation

Edwards, W. & Newman, R. J. (1982). Multiattribute Evaluation. SAGE Publications.

Fülöp, J. (November, 2005). Introduction to Decision Making Methods. Working paper 05-6. Laboratory of Operations Research and Decision Systems, Computer and Automation Institute, Hungarian Academy of Science, Budapest. Retrieved from
http://academic.evergreen.edu/projects/bdei/documents/decisionmakingmethods.pdf

Greenwood, R. G. (n.d.). Peter F. Drucker. The Drucker Institute.

Hanlon, A. (November 18, 2013). How to use Porter’s five Forces. Smart Insights. Retrieved from http://www.smartinsights.com/marketing-planning/marketing-models/porters-five-forces/

Migliore, R. H. (1976). A history of management by objectives. The Drucker Institute.
Reynolds, T.J., Gutman, J. (1988). Laddering Theory, Method, Analysis, And Interpretation. Journal of Advertising Research, 11-31.

Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: The Free Press.

Schumpeter, J. A. (2003). Capitalism, Socialism and Democracy. New York: Routledge.

Wallman, J. P. (2009). An examination of Peter Drucker's work from an institutional perspective: How institutional innovation creates value leadership. Journal of the Academy of Marketing Science, 37, 61-72.

Evaluation and Assessment

The evaluation system is based on the following numerical chart:

The grade is made up of two components:

On-site final exam (60%). At the end of the semester, you need to assist a mandatory on-site final exam. You need to pass the final exam so the grade obtained from the assignments (continuous assessment) is summed up to the final grade of the subject. 

Continuous assessment (40%): this type of assessment will be measured through the different assignments you need to complete during the course:

• Active participation and involvement in forums, online classes.
• Tasks. The completion of the different activities the students need to send through our virtual classroom such as research, critical thinking, practice cases.
• Self-evaluation tests. At the end of each unit, students will find a short quiz which will help the students to check the knowledge acquired during the course.

Remember that you can check the points (value) of each assignment in the weekly program.

Professor

Radosław Zając

Education
Radosław Zając holds a MBA, Business School, Warsaw University of Technology. he has also studied Postgraduate Studies on Quality Audit and Management at Jagiellonian University; as well as Mathematics at Jagiellonian University.

Professional Experience
He is business analyst, PM and manager at PZU (biggest polish insurance corporation). He is a present Lecturer at Jagiellonian University in mathematics, statistics, forecasting, information technology.

Lines of Research
Forecasting, Knowledge Management, Project Management, elements of Marketing.

Tips

Studying online means you can organize your study as you wish, as long as you meet the due dates of the different assignments (activities, tasks and tests). In order to help you, we propose the following steps:

1. From our online platform you will have access to each of the subjects you are enrolled. Apart from this, you can access to the virtual classroom of the master. In this section, you have available all the documents on how to use the different tools included in the virtual classroom, how a subject is organized and you will also have the possibility to organize your study plan with the tutor.
2. Do not forget to check the weekly program. You will see which part of the content of the course you have to work on every week.
3. After knowing your work for the week, go to Units in your virtual classroom. There, you will have access to the study material (theory and practice) from the unit you need to study throughout the week.
4. Start by reading thethe Basic Knowledge of the unit, this section is the basic study material of the unit. Always read the first part of the same, Introduction, as we will show you here all the material you need to study. Visit, as well, the Resources section, you will find here the complementary readings, videos, experiences, etc.
5. Devote some time when doing the Practical Cases and Test. In the subject Program we will detail which are the corresponding activities for each week and the max. grade you can achieve in each one.
6. We strongly recommend to take part in the events of the course (On-site virtual classes, debate forums, etc.). To know the exact date for each one of these events you must visit the communication media on the Virtual Classroom. Your teacher and your tutor will inform of the subjects news.

Remember that in the virtual classroom of the master you can check how the different tools of the virtual classroom work: email, forum, online classes, sending the tasks, etc.