Syllabus

Title
1836 Global Marketing Strategy A
Instructors
em.o.Univ.Prof. Bodo B. Schlegelmilch, Ph.D., D.Litt., Ph.D. (hon)
Contact details
Type
PI
Weekly hours
2
Language of instruction
Englisch
Registration
09/13/13 to 10/09/13
Registration
Notes to the course
This class is only offered in winter semesters.
Dates
Day Date Time Room
Tuesday 10/15/13 09:00 AM - 12:30 PM EA.5.030
Tuesday 10/22/13 09:00 AM - 12:30 PM EA.5.044
Tuesday 10/29/13 09:00 AM - 12:30 PM EA.5.044
Tuesday 11/05/13 09:00 AM - 12:30 PM EA.5.044
Tuesday 11/19/13 09:00 AM - 12:30 PM EA.5.044
Tuesday 11/26/13 09:00 AM - 12:30 PM EA.5.044
Tuesday 12/03/13 09:00 AM - 12:30 PM EA.5.044
Contents

The course provides an overview of the most important strategic marketing decisions to be taken in a globalized economy. The approach is managerial, interdisciplinary and strategic. Managerial in that it looks at global marketing tasks through the lens of marketing managers. Interdisciplinary in that global marketing decisions require a clear understanding of the interface between marketing and other functional areas. And strategic, in that marketing strategy cannot be developed without an appreciation of business strategy and competitive advantage.

In terms of contents, the program will open by outlining key opportunities, challenges and risks of globalization. Next, it will scrutinise how global marketing strategies are developed, emphasising the need to balance local responsiveness and global synergies. The focus then shifts to market assessment, market selection and market entry strategies. Subsequently, attention is placed on global branding and positioning issues. The course finishes with a debate on future developments in global strategy.

The course relies heavily on cases and case analyses. Some of the cases are "classic", others are new and are used for the first time. If I have chosen them well, the cases may frustrate, annoy, or even exhaust you, but they will also challenge and stimulate you. But while the aim is to challenge you, I do not subscribe to the view that hard work and fun are mutually exclusive.

Learning outcomes

The course aims to develop strategic thinking in a global marketing context and will provide an opportunity to sharpen your verbal and written communication skills.You will learn key concepts and tools used in developing global marketing strategies and in solving global marketing problems.

Knowledge and understanding
By the end of the course you will have understood:

  • The idiosyncrasies involved in developing marketing strategies for global markets.
  • The need for a holistic approach to analysing global marketing strategies.
  • Key analytical tools and frameworks helpful to managers developing global marketing strategies.

More specifically you will have knowledge and understanding of:

  • Marketing techniques and tools for strategic market analysis, including decision templates.
  • Global market entry and expansion strategies, including segmentation, targeting and positioning.
  • Global branding and competitive advantage.
  • Some ethical issues facing global marketing managers.
  • Organizational issues impinging on global marketing decisions. 

Cognitive and subject specific skills
After completing this course, you will have:

  • The ability to appreciate the complexities involved in taking strategic decisions in global marketing management.
  • The ability to contextualize these decisions in light of internal and external opportunities and threats.
  • The ability to develop marketing strategies suitable for competing in the global arena.
  • The ability to analyze cases that approximate global business situations.

Key skills
At the end of this course, you will have:

  • Advanced your written and oral communication skills
  • Reinforced the principles that are essentail for a creative, self-disciplined team to lead a corporation in a fast changing global environment.
Teaching/learning method(s)

The course utilizes a combination of interactive lectures, case analyses, class discussions, a computer simulation and student presentations. Reading assignments introduce you to issues facing global marketing managers. The majority of meetings are held in a seminar format. Consequently, attendance and participation in class discussions is critical to the success of the course and will determine your grade.

Computer Simulation
Part of the course consists of a market entry simulation. In your assigned study team, you will prepare a marketing strategy for a given company, and execute this strategy during a series of simulated business periods.

Case Assignments
Together with your study team, you are expected to analyse two assigned cases before these are discussed in class and to prepare a written report (1000 words + appendices) summarizing your findings. Your case reports are to be submitted at "Learn@WU".
For details on how to approach case analyses and prepare case reports, please refer to the "Note on Case Analysis" in the Course Reader.

Assessment
  • Case Assignments (two group case reports: Li Ning Co and P&G PuR): 40%
  • Market Entry Simulation: Power-Point presentation and report: 20%
  • Class participation: 30%
  • Peer Rating: 10%

At the end of the course, you will be asked to rate the contribution of the team members in your study group. Please download the "Peer Review Form" from "Learn@WU", fill in, sign, and return the form in an envelope to the course instructor at the end of the last course session. 

Prerequisites for participation and waiting lists
Only for students registered for the MSc in Marketing.  
Readings
1 Author: Prof. Bodo B. Schlegelmilch, Ph.D., D.Litt., Ph.D. (hon.)
Title: Course Reader: Global Marketing Strategy
Available at the Institute for International Marketing Management (IMM) http://www.wu.ac.at/imm

Publisher: IMM
Edition: 1st
Remarks: includes: lecture notes, note on case analysis, cases studies, background information on simulation and supporting papers
Year: 2013
Recommendation: Essential reading for all students
Type: Script
2 Author: Rudolph / Schlegelmilch / Franch / Bauer / Meise
Title: Diversity in European Marketing

Publisher: Springer Gabler
Edition: 1st
Remarks: The book offers a non-traditional perspective to European Marketing by looking at the demographic and structural diversity of the European marketing environment.
Year: 2012
Recommendation: Reference literature
Type: Book
Availability of lecturer(s)

before/after class and by appointment (IMM secretariat)
For administrative matters please contact:

Mag. Agnieszka Zablocki
E-Mail: agnieszka.zablocki@wu.ac.at

Other

Most assignments during the program will be done in small teams. Teams will be formed during the first session in class.


Case Reports

You need to submit your case studies prior to the discussion of these cases in class. In addition to 1000 words of text, students can use additional pages of appendices for: calculations, graphical illustrations, etc. The preferred way of structuring the case reports is as follows:

(1) Introduction
(2) Problem Statement
(3) Alternative Strategies
(4) Issues
(5) Conclusion

Please refer to the Note on Case Analysis in the Course Reader for further details!

Instructor's Bio

Prof. Bodo B. Schlegelmilch,
Ph.D., D.Litt., Ph.D. (hon.)

Dean WU Executive Academy
Chair of Institute for International Marketing Management

Areas of Expertise

  • Global Marketing Strategy
  • Market Entry & Expansion Strategy
  • Business Ethics & Corporate Social Responsibility

Education

  • Ph.D. (hon.) (2011), Thammasat University, Thailand
  • D.Litt. (2007), Manchester Business School, UK
  • Ph.D. (1983), Manchester Business School, UK
  • M.Sc. (1981), Manchester Business School, UK
  • B.Sc. (1979), Cologne University of Applied Sciences, D

PROFESSIONAL BACKGROUND

  • Founding Dean, WU Executive Academy (since 2004)
  • Founder & Chair of the Institute of International Marketing Management (since 1997)
  • Held tenured Full Professorships in the UK and the US
  • Taught executive education programs on six continents
  • Worked for Deutsche Bank and Procter & Gamble
  • Served as Editor-in-Chief of the Journal of International Marketing
  • Received Distinguished Fellowships of the Academy of Marketing Science and the Chartered Institute of Marketing

Publications (Excerpt)

Books:

  • The New Role of Regional Management: (Palgrave-Macmillan)
  • Global Marketing Management - A European Perspective: (Financial Times / Prentice Hall)
  • Diversity in European Marketing : (Springer Gabler)

Journals:

  • Strategic Management Journal: ”Innovation and Control in the Multinational Firm”
  • Journal of International Business Studies: "The Influence of Country and Industry on Ethical Perceptions of Senior Executives in the U.S. and Europe"
  • Journal of International Marketing: “Resource Deployment Stability and Performance in International Research-and-Development Alliances”
  • Journal of World Business: “The MNC as an Externally Embedded Organization”
  • Journal of Business Ethics:"Why Don't Consumers Care about CSR?"
  • Long Range Planning: “Evolution of Organizational Structure and Capabilities in the Internationalization of Banks“

More Detail: http://www.wu.ac.at/imm/team/faculty/bbs_lowercased

Unit details
Unit Date Contents
1 15. October 2013

Marketing as a Global Discipline: Balancing Local Responsiveness and Global Synergies 

The course reflects strong convictions. First, that we should not think in functional silos, second that the best companies combine marketing and strategy, and last that corporations cannot sensibly discuss their marketing and strategies without talking a global perspective.

This introductory session provides arguments to support these views and subsequently discusses the need to strike a balance between local responsiveness and global synergies, both in the marketing of products and services and the way a company organizes its international presence.

Literature

Schlegelmilch, B.B. (2013). Lecture Note: Balancing Global Synergies and Local Responsiveness. WU Vienna. 

Khanna, T., Song, J. & Lee, K. (2011).The paradox of Samsung’s rise. Harvard Business Review, 89, 142-147.

2 22. October 2013

Assessing Global Market Oportunities

The first part of this session focuses on the assessment of global marketing opportunities. The term is interpreted widely; it may concern the selection of a first export market for an international novice or the transfer of global marketing information within the knowledge managment network of an established MNC.

The second part contextualises global market assessment by discussing the Li Ning Co case. This Chinese sport apparel, footwear and equipment company is in the process of developing an internationalization strategy in light of an increasingly competitive domestic market. 

Literature

Schlegelmilch, B.B. (2013). Lecture Note: Assessing Global Market Oportunities. WU Vienna.

Jones, G. (2012). The growth opportunity that lies next door. Harvard Business Review, 90, 141-145.

3 29. October 2013

Segmentation, Targeting and Positioning in Global Markets

Market segmentation, targeting and positioning (STP) are core concepts in marketing research and practice. But while the general concepts have been well known for decades, translating STP into practice and aligning the instruments with global strategies remains one of the key challenges of every international marketing manager.

Literature

Schlegelmilch, B.B. (2013). Lecture Note: Segmentation Targeting and Positioning in Global Markets. WU Vienna.

Yankelovich, D. & Meer, D. (2006). Rediscovering market segmentation. Harvard Business Review, 84, 122-131.

4 5. November 2013

Market Entry: Country Manager Simulation I

Your team will be tasked with developing a regional market strategy for Asia. Subsequently, you will simulate seven trading years.

To this end you will be divided into different teams that play against each other. The initial task is to develop a scoring model (Schlegelmilch, see Lecture Notes) to evaluate the different Asian countries considered for market entry. Next, you will have to develop a market entry and expansion strategy for the Asian market.

Assignment: Prepare a group presentation analyzing the markets and presenting your market entry strategy, including break-even, analysis and revenue and profit forecasts for the first three years.

Please note: Each group needs one laptop (with OS Windows) for the simulation-workshop! The groups will familiarize themselves with the simulation and will have an opportunity to play a test round.

An additional four rounds of the simulation are played outside the regular class time and need to be completed  prior to the next session.

Literature

Schlegelmilch, B.B. (2013) Lecture Note: Entering Global markets. WU Vienna.

5 19. November 2013

Market Expansion: Country Manager II

Your team will receive new market data and will be tasked with developing a regional market strategy for Asia i.e. your company needs to be active in all Asian markets. You will simulate an additional three trading years.

The winning group, the losing group, and one team representing the middle of the field will be asked to explain the strategies they pursued during the simulation in form of a brief PPoint presentation.

6 26. November 2013

CSR and the Bottom-of-the-Pyramid

This session focuses on corporate social responsibility (CSR) and product development efforts targeted to bottom -of-the-pyramid (BOP) markets. We initially debate what CSR should and should not entail and how CSR is shaped by globalization.

Next we put this debate into context and discuss the Procter & Gamble PuR Purifier of Water case study.

Literature

Porter, M.E. & Kramer, M.R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84, 78-92.

7 3. December 2013

The Future of Global Marketing Strategy 

This final session attempts to provide a glance into the future development of global marketing strategy. It starts by looking at some contravening trends in the global business environment and subsequently discusses the implications such trends may have for global marketing. The objective is to challenge your perception of future developments and provide you with a recognition that trends of the post-modern 21st century are paradoxical. They are neither universally positive nor negative, nor are they bad for everyone or good for everyone.

Literature

Oefk, E. &Wathieu, L. (2010). Are you ignoring trends that could shake up your business? Harvard Business Review, 88, 124-131.

Pitt, L.F. & Schlegelmilch, B. (2008). Juggling Janus - strategy for general managers in an age of paradoxical trends. Journal of General Management, 33, 67-82.

Last edited: 2013-10-23



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