Students

MKTG303 – Marketing Strategy

2015 – S2 Day

General Information

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Unit convenor and teaching staff Unit convenor and teaching staff Unit Convenor
David Gray
david.gray@mq.edu.au
Contact via david.gray@mq.edu.au
E4A Room 628
By appointment
Lecturer
Brenton Price
brenton.price@mq.edu.au
Contact via brenton.price@mq.edu.au
N/A
By appointment only – please email
Lecturer
Lawrence Potter
lawrence.potter@mq.edu.au
Contact via lawrence.potter@mq.edu.au
N/A
By appointment
Lecturer
John Edwards
john.edwards@mq.edu.au
Contact via john.edwards@mq.edu.au
TBA
By appointment - contact by email
Lecturer
Wayne Kingston
wayne.kingston@mq.edu.au
Contact via wayne.kingston@mq.edu.au
N/A
By Appointment - by email
Credit points Credit points
3
Prerequisites Prerequisites
(MKTG202 and MKTG203 and 6cp in MKTG units at 300 level) or (admission to BMktgMedia and MKTG202 and MKTG203 and 3cp in MKTG units at 300 level)
Corequisites Corequisites
Co-badged status Co-badged status
Unit description Unit description
The overall objectives of this unit are to introduce methods of strategic thinking and a set of practical tools and concepts that will enable students to develop, evaluate and implement innovative marketing strategies; and to provide theories, frameworks and examples relating to the management of critical aspects of strategic marketing activity. The focus is on a customer-oriented approach to the marketing organisation, market definition, and market segmentation; as well as an entrepreneurial approach to strategic choice. Throughout the unit the emphasis is on the analysis process: identifying information needs, acquiring the necessary information, interpreting it, and using it as the basis for business recommendations. During this unit students will engage in a marketing strategy simulation game and will have the opportunity of making a series of complex, real-world marketing decisions. It places teams in a dynamic competitive environment in which they devise and pursue their own strategies and react to the moves of competitors.

Important Academic Dates

Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates

Learning Outcomes

On successful completion of this unit, you will be able to:

  • Understand the firm’s relation to its business environment of customers, competitors, collaborators, and other external forces
  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Develop an understanding marketing strategy options to maximize a company’s chances of achieving a sustainable competitive advantage;
  • Critically examining problem areas, developing feasible marketing investment decision options, developing key recommendations, and communicating this strategic thinking to others.

Assessment Tasks

Name Weighting Due Groupwork/Individual Short Extension AI assisted?
A1: Class Participation 30% as per class schedule No
A2:Assessed Coursework Game 30% See class schedule No
A3: Essay -Business Models 30% 9 October (See class schedule) No
A4: Reflective Essay 10% 20 October No

A1: Class Participation

Due: as per class schedule
Weighting: 30%
Groupwork/Individual:
Short extension 3: No
AI assisted?:

Class Participation - small case submission

Due: Tutorial 1 and Tutorial 6 (See Class Schedule) Weighting: 30% 

Purpose:

This is an individual student assessment. Class participation is assessed by a student's engagement in discussions facilitated by the tutor, contributions to questions posed by the tutor or general questions asked during tutorials.  Designed to test the student's knowledge, skills or capabilities of the materials covered during lectures and tutorials.

Submission:

Due: Tutorial 1 and Tutorial 6 (See Class Schedule) Weighting: 30% - submission of 4 articles each 1000 words via Turnitin. 

In each tutorial there will be a number of articles uploaded to iLearn. Each student is to pick two of the articles and write a 1000 word analysis of each article to be submitted before class through Turnitin. Presentation of article: Word, 12 point Times Roman, single spacing. Must have Cover page with your details (not in word count). 

Your tutor will randomly select students to discuss their articles in class. The following questions must be addressed in each article:

  1. Question 1: A brief description of the main ideas covered by the article
  2. Question 2: Points of agreement/disagreement with the article- a critique
  3. Question 3: Key learning/take-outs from the reading
  4. Question 4: Implications for marketing strategy and the achievement of competitive advantage -supported by at least 3 academic journal articles

 Marking Criteria

As per the assessment guidelines on iLearn website.  Note: A marking rubric will be used

Penalty

  1. No extensions will be granted for the final reflective journal. Late tasks will be accepted up to 72 hours after the submission deadline. There will be a deduction of 20% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission – 40% penalty). This penalty does not apply for cases in which an application for disruption to studies is made and approved.
  2. Similarity scores from Turnitin will be reviewed and marks deducted for plagiarism.  
On successful completion you will be able to:
  • Understand the firm’s relation to its business environment of customers, competitors, collaborators, and other external forces
  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Critically examining problem areas, developing feasible marketing investment decision options, developing key recommendations, and communicating this strategic thinking to others.

A2:Assessed Coursework Game

Due: See class schedule
Weighting: 30%
Groupwork/Individual:
Short extension 3: No
AI assisted?:

Blue Ocean Simulation Game - Coursework

Submission:

The Blue Ocean Marketing Strategy simulation is an online game which requires teams to make a series of complex, real world marketing decisions over a simulated period of 9 years. It places teams in a dynamic competitive environment in which they must devise and pursue their own strategies and react to the moves of competitors. Submissions made via BOSS web site.

Marking Criteria

The assessment mark will be based on your final team Share Price Index (SPI) at the end of Blue Round 3. Individual marks for each student are based on a ranking of the SPI for all teams in the unit at the end of Blue Round 3.

Student Contribution

Social loafing will be penalised in this assessment item. That is, students who do not contribute to game decisions will lose marks through peer review. Peer review scores of all team members will be averaged across the team and used to adjust raw group marks. Any student with less than 100% contribution will have their raw marks for the simulation game adjusted downwards in proportion. 
On successful completion you will be able to:
  • Understand the firm’s relation to its business environment of customers, competitors, collaborators, and other external forces
  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Develop an understanding marketing strategy options to maximize a company’s chances of achieving a sustainable competitive advantage;

A3: Essay -Business Models

Due: 9 October (See class schedule)
Weighting: 30%
Groupwork/Individual:
Short extension 3: No
AI assisted?:

Business Models/Marketing Strategy Essay

An essay requires the systematic investigation of a topic and the development of a written argument. Essays assess cognitive and research skills. Essays are expected to develop coherent arguments, be founded on thorough research and provide insight into the topic area. You are to prepare a position paper choosing any 2 of emerging marketing strategies identified in the Assessment guide available on iLearn, plus any 2 of marketing models, tools and techniques available to assist marketing practitioners as they both develop and put their marketing strategies into practice.

 “A model can be defined as an instrument that serves as an aid in searching, screening, analysing, selecting, and implementing a course of action”. Jain, S.C. 2004, “Marketing Planning and Strategy”, 7th Edition, Thompson Custom Publishing; p 300.

Submission

Each student to individually complete the assessment essay. The essay is worth a maximum of 30%. Due- Week 8: Friday 9 October by 11.59 pm submitted via Turnitin. 

Criteria - A marking rubric will be applied which is available on iLearn

  1. Your essay can be in report format. The write-up can be a mixture of bullet point form and essay style [Times Roman, 12 point font single spacing, 2.5 cm margins].
  2. Structure your answers using headings and sub-headings if necessary to make it clear that you have used an analytical approach to reach your answers. The grader will be treating (apparently) random lists of issues with caution.
  3. You must use at least 8 academic sources from peer reviewed journal articles to emphasize theoretical aspects of marketing strategy
  4. Harvard referencing is required

Penalty

  1. No extensions will be granted. Late tasks will be accepted up to 72 hours after the submission deadline. There will be a deduction of 20% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission - 40% penalty). This penalty does not apply for cases in which an application for disruption to studies is made and approved.
  2. Similarity scores from Turnitin will be reviewed and marks deducted for plagiarism.  

Case Study Length:

4000 words (+/- 10%)

 
On successful completion you will be able to:
  • Understand the firm’s relation to its business environment of customers, competitors, collaborators, and other external forces
  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Develop an understanding marketing strategy options to maximize a company’s chances of achieving a sustainable competitive advantage;
  • Critically examining problem areas, developing feasible marketing investment decision options, developing key recommendations, and communicating this strategic thinking to others.

A4: Reflective Essay

Due: 20 October
Weighting: 10%
Groupwork/Individual:
Short extension 3: No
AI assisted?:

Submission

Reflective writing enables the documentation of experiences, thoughts, questions, ideas and conclusions that signpost your learning journey. During the Blue Ocean Strategy Simulation all students are required to keep a private reflective journal of their activities and thoughts after each round of the game. Each student is to submit a Reflective (via Turnitin) Journal  after the completion of the game.  

Due: Tuesday 20 October before 11.59 pm

 Marking Criteria

As per the assessment guidelines on iLearn website.  

Length: The maximum word limit is 1500  words (+/- 10%)

Penalty

  1. No extensions will be granted for the final reflective journal. Late tasks will be accepted up to 72 hours after the submission deadline. There will be a deduction of 20% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission – 40% penalty). This penalty does not apply for cases in which an application for disruption to studies is made and approved.
  2. Similarity scores from Turnitin will be reviewed and marks deducted for plagiarism.  
On successful completion you will be able to:
  • Understand the firm’s relation to its business environment of customers, competitors, collaborators, and other external forces
  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Critically examining problem areas, developing feasible marketing investment decision options, developing key recommendations, and communicating this strategic thinking to others.

Delivery and Resources

Classes

This unit in Semester 2 is taught in normal mode over 13 weeks. There is a 2 hour lecture each week plus 6 x 2 hour tutorials held every two (2) weeks. Please note that lectures are not recorded. If you cannot attend the lecture then ask someone to take notes for you. Lecture notes will be available on iLearn a week before the lecture. Please note that they are only a summary of the 2 hour lecture usually in bullet point format.

The timetable for classes can be found on the University web site at: http://www.timetables.mq.edu.au/  Maximum size for each tutorial is 30 students. Once allocated to a class a student will not be able to change unless there are places in another class or someone in the other class is willing to swap. 

Requirements:

Students are required to attend at least 80% of the tutorials (i.e. 5 of the 6 scheduled). Each student will be allocated to a team in their tutorial through which they will participate in the simulation game throughout semester.Once the teams are formed, students cannot change their classes. Attendance will be taken in tutorial class.

  • Medical certificates must be provided if you are not able to attend a class without incurring a penalty.
  • Students are expected to arrive on time, and not to leave until the class ends.
  • If you have a recurring problem that makes you late, or forces you to leave early, have the courtesy to discuss this with your lecturer/tutor.
  • Students must be quiet during classes, unless of course when class participation is required.
  • Mobile phone must be turned OFF and not simply set to ‘silent’.
  • Students who disturb or disrupt in class sessions will be asked to leave.
  • All students have to complete one peer assessment for the Blue Ocean Strategy Simulation (BOSS).
  • The lecturer has the final say in the adjustment of group-work marks taking into account peer assessment ratings and attendance.

Prescribed texts:

  • Kerin, R.A., and Peterson, R.A. (2013).  Strategic Marketing Problems Cases and Comments, International Edition, 2013, Pearson.  ISBN-13  9780273768944.
  • Kim, W. and Mauborgne, R. 2015, Blue Ocean Strategy, Harvard Business Review Press  ISBN  978-1-62527-449-6

.

The Blue Ocean Strategy Simulation game is based on the work of Kim, W. and Mauborgne, R. 2005.  It will be assumed that you will have read the chapters assigned each week prior to attending seminars.

Prescribed unit materials: Online Student Guides for the Blue Ocean Strategy Simulation .

Recommended supplementary texts:

  • Hooley, G., Piercy, N., Nicoulaud, B. 2012, Marketing Strategy and Competitive Positioning, 5th Ed., Prentice Hall.
  • Cravens, D. and Piercy, N. 2012, Strategic Marketing, 10th Ed., McGraw Hill.
  • Mullins J., Walker O., Boyd H., and Larréché J.-C., 2006 Marketing Management: A Strategic Decision-Making

Technology Used and Required

Students are required to learn how to use PowerPoint, word processing, iLearn and the Blue Ocean Strategy Simulation Game. No recording devices are to be used by students to record lecture notes without the permission of the lecturer.

Unit web page

 The web page for this unit can be found at:  iLearn http://ilearn.mq.edu.au

Unit Schedule

Week Beginning

Date

Lecture Topic

Tutorial

 

1

 

27 July

 

Introduction to Marketing Strategy-

Source: Kerin & Peterson Ch. 1

 

No Tutorials

 

 

2

 

 

3 August

Profitability and Financial Management

  • Productivity Measures
  • Balanced Scorecard
  • Financial Management

Source: Kerin & Peterson Ch. 2

Tutorial 1

 

Assessment A1: Class Participation Submission of two (2) small case questions before class via Turnitin. Questions available on iLearn

 

 

3

 

 

10 August
  1. Marketing Decision Making and Case Analysis - Kerin & Peterson Ch. 3 Blue Ocean Strategy
  2. Kim and Mauborgne (2005) Chapter 3

 

 

4

 

 

17 August
  1. Opportunity Analysis, Market Segmentation, and Market Targeting - Kerin & Peterson Ch. 4
  2. Blue Ocean Strategy Kim and Mauborgne (2005) Chapter 4
  3. Overview of BOSS Reflective Journal

 

Tutorial 2

 

A2: Assessment: Simulation Game

  1. Form Groups (5-6 max)
  2. Complete Blue Ocean Game Team Agreement
  3. Blue Ocean Strategy -Introduction Kim and Mauborgne (2005) Ch. 1-2
  4. Blue Ocean Strategy Guide
  5. Introduction/User Guide
  6. Registration Process completed

 

 

5

 

24 August
  1. Product and Service Strategy and Brand Management - Kerin & Peterson Ch. 5
  2. Blue Ocean Strategy - Kim and Mauborgne (2005) Ch5

 

 

6

 

31 August
  1. IMC Strategy and Management - Kerin & Peterson Ch. 6
  2. Blue Ocean Strategy -Kim and Mauborgne (2005) Chapter 6

Tutorial 3

A2: BOSS PRACTICE ROUND-starts 9am 31 August - ends 5pm 13 September

 

7

 

 

7 September

Marketing Channels and Supply Chain Strategy & Management

Kerin & Peterson Ch. 7

 

MID SEMESTER BREAK 14 September – 27 September 2014

 

 

 

8

 

 

28 September

Pricing Strategy and Management

Kerin & Peterson Ch. 8

 

Tutorial 4

 

Assessment A2: BOSS RED ROUND and BLUE ROUND 1 – starts 9am 28 September- ends 5pm Friday 9 October

 

A3 Assessment –

Business Models Essay

Due Friday 9 October by 11.59 pm

 

 

9

 

5 October
  1. Managing Strategic Relationships
  2. Strategic Customer Management – Hooley Ch 15
  3. Strategic Alliances and Networks – Hooley Ch 16

 

 

10

 

 

12 October

Global Marketing Strategy and Management

Source: Kerin & Peterson Ch. 10

Tutorial 5

Assessment A2 continued : BOSS BLUE ROUND 2 and BOSS BLUE ROUND 3 - starts 12 October- ends 5 pm Friday 16 October

 

Submit A4 Assessment- Blue Ocean Reflective Journal Due by 20 October by 11.59pm via Turnitin

 

 

11

 

 

19 October

Marketing Strategy Reformulation: The control Process: Source; Kerin & Peterson Ch. 9

Executing Blue Ocean Strategy: Source: Kim and Mauborgne (2005) Chapters 7,8,9

12

26 October

Corporate Social Responsibility

Source: Hooley Ch 18

Tutorial 6

 

Assessment A1 continued:

Class Participation

Submission of two (2) small case questions before class via Turnitin. Questions available on iLearn

 

13

 

2 November

 

Course Summary and Review

 

Learning and Teaching Activities

Lecture

A weekly lecture of 2 hours cover topics applicable to marketing strategy

Simulation activities

Participation in the decision-making aspects re the development of a Blue Ocean strategy over 9 periods

Tutorials

Students to work through mini cases in weeks 1 and 6 and through the simulation game decisions during tutorials

Personal Reading

Reading through journal articles, textbooks and online resources

Policies and Procedures

Macquarie University policies and procedures are accessible from Policy Central. Students should be aware of the following policies in particular with regard to Learning and Teaching:

Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html

Assessment Policy  http://mq.edu.au/policy/docs/assessment/policy.html

Grading Policy http://mq.edu.au/policy/docs/grading/policy.html

Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html

Grievance Management Policy http://mq.edu.au/policy/docs/grievance_management/policy.html

Disruption to Studies Policy http://www.mq.edu.au/policy/docs/disruption_studies/policy.html The Disruption to Studies Policy is effective from March 3 2014 and replaces the Special Consideration Policy.

In addition, a number of other policies can be found in the Learning and Teaching Category of Policy Central.

Student Code of Conduct

Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/support/student_conduct/

Results

Results shown in iLearn, or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au.

 

 

Student Support

Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/

Learning Skills

Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.

Student Services and Support

Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.

Student Enquiries

For all student enquiries, visit Student Connect at ask.mq.edu.au

IT Help

For help with University computer systems and technology, visit http://informatics.mq.edu.au/help/. 

When using the University's IT, you must adhere to the Acceptable Use Policy. The policy applies to all who connect to the MQ network including students.

Graduate Capabilities

Creative and Innovative

Our graduates will also be capable of creative thinking and of creating knowledge. They will be imaginative and open to experience and capable of innovation at work and in the community. We want them to be engaged in applying their critical, creative thinking.

This graduate capability is supported by:

Learning outcomes

  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Develop an understanding marketing strategy options to maximize a company’s chances of achieving a sustainable competitive advantage;
  • Critically examining problem areas, developing feasible marketing investment decision options, developing key recommendations, and communicating this strategic thinking to others.

Assessment tasks

  • A2:Assessed Coursework Game
  • A3: Essay -Business Models

Discipline Specific Knowledge and Skills

Our graduates will take with them the intellectual development, depth and breadth of knowledge, scholarly understanding, and specific subject content in their chosen fields to make them competent and confident in their subject or profession. They will be able to demonstrate, where relevant, professional technical competence and meet professional standards. They will be able to articulate the structure of knowledge of their discipline, be able to adapt discipline-specific knowledge to novel situations, and be able to contribute from their discipline to inter-disciplinary solutions to problems.

This graduate capability is supported by:

Learning outcomes

  • Understand the firm’s relation to its business environment of customers, competitors, collaborators, and other external forces
  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Develop an understanding marketing strategy options to maximize a company’s chances of achieving a sustainable competitive advantage;
  • Critically examining problem areas, developing feasible marketing investment decision options, developing key recommendations, and communicating this strategic thinking to others.

Assessment tasks

  • A1: Class Participation
  • A2:Assessed Coursework Game
  • A3: Essay -Business Models
  • A4: Reflective Essay

Critical, Analytical and Integrative Thinking

We want our graduates to be capable of reasoning, questioning and analysing, and to integrate and synthesise learning and knowledge from a range of sources and environments; to be able to critique constraints, assumptions and limitations; to be able to think independently and systemically in relation to scholarly activity, in the workplace, and in the world. We want them to have a level of scientific and information technology literacy.

This graduate capability is supported by:

Learning outcomes

  • Understand the firm’s relation to its business environment of customers, competitors, collaborators, and other external forces
  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Develop an understanding marketing strategy options to maximize a company’s chances of achieving a sustainable competitive advantage;
  • Critically examining problem areas, developing feasible marketing investment decision options, developing key recommendations, and communicating this strategic thinking to others.

Assessment tasks

  • A1: Class Participation
  • A2:Assessed Coursework Game
  • A3: Essay -Business Models
  • A4: Reflective Essay

Effective Communication

We want to develop in our students the ability to communicate and convey their views in forms effective with different audiences. We want our graduates to take with them the capability to read, listen, question, gather and evaluate information resources in a variety of formats, assess, write clearly, speak effectively, and to use visual communication and communication technologies as appropriate.

This graduate capability is supported by:

Learning outcomes

  • Understand the firm’s relation to its business environment of customers, competitors, collaborators, and other external forces
  • Assess marketing strategies from the standpoint of growth, market share, and profitability; and within the context of the market environment;
  • Develop an understanding marketing strategy options to maximize a company’s chances of achieving a sustainable competitive advantage;
  • Critically examining problem areas, developing feasible marketing investment decision options, developing key recommendations, and communicating this strategic thinking to others.

Assessment tasks

  • A1: Class Participation
  • A3: Essay -Business Models
  • A4: Reflective Essay

Changes from Previous Offering

Since last semester we have changed the case study into an essay covering marketing models, theories and techniques. The weighting of the reflective journal has been reduced to 10% and we have included a number of mini-cases to be studied during tutorial 1 and 6. Please note that tutorials for this semester are conducted every 2 weeks so that each student will attend 6 x 2 hour tutorials over the semester.

Research and Practice Global and Sustainability

This unit uses research from external sources and Macquarie University researchers as listed in the references lists on iLearn.

  • Additional References Aaker, D., Mills, M. 2005, Strategic Market Management Pacific Rim Edition, Wiley and Sons
  • Davis, J and DeVinney, T (1997), Essence of Corporate Strategy, Sydney: Allen & Unwin.
  • Grant, R. M. (2002) Contemporary Strategy Analysis: Concept, Techniques, Applications. (4th Edition). Blackwell Publishing
  • Guiltinan, J., Paul, G.W., Madden, T.J. 1997, Marketing Management: Strategies and Programs 6th Edition, McGraw–Hall, USA
  • Hamel, G. (2000), Leading the Revolution, Boston: Harvard Business School Press Jain, S.C. 2004, Marketing: Planning and Strategy, 7th Edition,
  • Thomson Kotler, P., Kevin Lane Keller 2006, Marketing Management, 12th Edition, Prentice Hall. Lambin, J (1997), Strategic Marketing Management, London: McGraw-Hill
  • Lehman, D., Winer, R. Analysis for Marketing Planning 5th Edition, McGraw-Hill, USA, 1997.
  • Markides, C. (1999), All the right moves: A guide to crafting breakthrough strategy, Boston: Harvard Business School Press
  • Walker, O.C., Mullins, J.W., Boyd, H.W. Larreche, J.C. 2006, Marketing Strategy-A Decision-Focused Approach, Fourth Edition, Irwin McGraw–Hill Irwin
  • Whitwell, G., Lukas, B., Doyle, P. 2003, Marketing Management: A Strategic, Value based Approach, Milton, QLD: John Wiley & Sons.
  • Achrol, Ravi S. (1991), “Evolution of the Marketing Organization: New forms for Turbulent Environments,” Journal of Marketing, 55, (October), 77-93.
  • Ailawadi, Kusum L., Donald R. Lehmann, and Scott A. Neslin (2001), “Market Response to a Major Change in the Marketing Mix: Learning from Proctor and Gamble’s Value Pricing Strategy,” Journal of Marketing, 65 (January), 44-61.
  • Bayus, Barry, “Are Product Life Cycles Really Getting Shorter?” (1994), Journal of Product Innovation Management, 11, 300-308.
  • Day, George, Allan Shocker, and Rajendra Srivastava (1979), “Customer-Oriented Approaches to Identifying Product Markets,” Journal of Marketing, Fall, 8-19.
  • Day, G.S. 1999, “Creating a Market Driven Organisation”, Sloan Management Review, Fall , 11-21.
  • Day, G.S. 2000, “Managing Market Relationships”, Journal of the Academy of Marketing Science, 28(1), 24-30.
  • Dickson, Peter R. (1992), "Toward a General Theory of Competitive Rationality," Journal of Marketing, 56 (January), 69-83.
  • Glazer, Rashi (1991) “Marketing in an Information-Intensive Environment: Strategic Implications of Knowledge as an Asset,” Journal of Marketing, 55 (October), 1-19.
  • Hamel, Gary and C. K. Prahalad (1991), ‘Corporate Imagination and Expeditionary Marketing,” Harvard Business Review, (July-August), 81-92.
  • Hunt, S.D., Morgan, R.M. 1995, “The comparative advantage theory of competition,” Journal of Marketing, 59(2), 1-15
  • Kohli, A.K., Jaworski, B.J. 1990, “Market Orientation: The construct, research propositions, and managerial implications”, Journal of Marketing; New York, 54,(2), 1-18. Kohli, A.K., Jaworski, B.J. 1993, “Market orientation: Antecedents and consequences”, Journal of Marketing, 57, (3), 53-81.
  • Lambkin, Mary and George Day (1989), “Evolutionary Processes in Competitive Markets: Beyond the Product Life Cycle,” Journal of Marketing, 53, 3 (July), 4-20.
  • Leeflang, Peter S. H. and Dick R. Wittink (2001), “Explaining Competitive Reaction Effects,” International Journal of Research in Marketing,” 18, 119-137.
  • Massy, Frank and Barton Weitz (1977) “A Normative Theory of Market Segmentation,” in Franco Nicosia and Yoram Wind, (eds.), Behavioral Models for Market Analysis: Foundations for Marketing Action, Hinsdale, Illinois:
  • Dryden. McKee Daryl, P. Varadarajan, and W. Pride (1989), “Strategic Adaptability and Firm Performance: A Market-Contingent Perspective,” Journal of Marketing, 53, (July), 21-35.
  • Porter, M. E. (Ed.) 1980 and 1998, Competitive Strategy: Techniques for Analysing Industries and Competitors, Free Press, New York.
  • Webster, F.E. 1992, “The changing role of marketing in the corporation”, Journal of Marketing, 56, (October), 1-17.

It will be assumed that you will have read the chapters assigned each week prior to attending lectures. The text covers some of the basic material and provides numerous examples. There will also be a small number of additional readings from other sources that will be provided to you via iLearn.

Other journals and publications of interest include the following:

  • Journal of Marketing Australian Journal of Management Journal of Marketing Research
  • Harvard Business Review
  • International Journal of Research in Marketing Sloan Management Review
  • Journal of the Academy of Marketing Science
  • Business Horizons  Australasian Marketing Journal
  • Academy of Management Journal Business Strategy Review
  • Journal of Management Studies Marketing Intelligence and Planning Academy of Management Review
  • Long Range Planning Strategic Management
  • Journal Industrial Marketing Management Organisation Studies Journal of Business Research
  • Strategic Change Marketing Management
  • Academy of Management Executive European Journal of Marketing Personnel Management

Other publications Psychological Review The Economist

  • California Management Review Fortune
  • Journal of Change Management Business Review Weekly
  • B&T Weekly
  • Australian Financial Review The Australian
  • Sydney Morning Herald Marketing Magazine