Students

MKTG303 – Marketing Strategy

2015 – S1 Day

General Information

Download as PDF
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
Yang Yang
yang.yang@mq.edu.au
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: Case Study 30% 3 April (See class schedule) No
A2: Simulation Game 30% See class schedule No
A3: Reflective Journal 25% As per class schedule No
A4: Class Test 15% as per class schedule No

A1: Case Study

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

Case Study Report

Objective

The assumption is that you will represent the company's sales and marketing staff. Your lecturer will assume the composite role of the new President and CEO, the Chairman of the Board, and the CFO. Your role will be to prepare this individual case report to persuade your President (etc) to adopt your case analysis and strategy recommendations to improve the performance of the company. The teaching objective for this case are: 

PART A (Maximum 15% of Total Marks)

  1. To introduce students to the economics of the U.S. hotel industry. 
  2. To affirm the fundamental role that segmentation, targeting, and positioning plays in crafting an advertising and sales program.
  3. To alert students to the growing senior management insistence on financial accountability when preparing marketing, advertising, and sales programs. 
  4. To consider the objective-task approach to communication budgeting.
  5. To apply contribution analysis in the evaluation of marketing decisions.

PART B (Maximum 15% of Total Marks)

To study the Australian Hotel industry and then develop and justify an alternative viable blue ocean strategy approach(s) for the US Based company if it were to set up business in Australia. 

Submission

Each student to individually complete one (1) case study report during the semester. The case study is worth a maximum of 30%.

Assessment (A1)- Case Due- 3 April by 11.59pm  via Turnitin. The case is : Astor Lodge & Suites, Inc (30%) – To be found in Kerin & Peterson page 338

Criteria

  1. Your report 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. Part B you must use at least 8 academic sources from peer reviewed journal articles to emphasize theoretical aspects of strategy and Harvard referencing is required

Penalty

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.

Case Study Length:

  1. Part A Maximum length 10 pages excluding appendices, cover page, references and table of contents.
  2. Part B Maximum length 10 pages excluding appendices, cover page, references and table of contents.

 

 
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.

A2: Simulation Game

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

Blue Ocean Simulation Game 

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 from weeks 3 to 6.

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 marks will also be subjected to peer review by group members. Peer review scores will be averaged and used to adjust raw group marks. 
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: Reflective Journal

Due: As per class schedule
Weighting: 25%
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 an interim reflective journal update after the end of the red round

  1. Submit Red Round Interim Journal by Saturday 14 March (via Turnitin) by 11.59 pm
  2. Submit Final Reflective (via Turnitin) by 20 April. All submission times are by 11.59 pm 

 Marking Criteria

As per the assessment guidelines on iLearn website.  Note: The Maximum page length for the final reflective journal is 30 pages

 

Penalty

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.

Non submission of the interim Red Round journal without prior approval in writing will be subject to a penalty of 30% of the final mark.  

 
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.

A4: Class Test

Due: as per class schedule
Weighting: 15%
Groupwork/Individual:
Short extension 3: No
AI assisted?:

Class Test

Due: Seminar 13 (See Class Schedule)
Weighting: 15% 

Purpose: Designed to test the student's knowledge, skills or capabilities of the materials covered during lectures

  • Duration for each Class Test is 1 hour held during tutorials (Session 13)
  •  The Class Test will comprise of 50 multiple choice questions
  •  The Class Test is closed book.
  •  Questions will be based on the lectures indicated in the Class Schedule
  •  Students must attend the seminar in which they are enrolled. Failure to do so will lead to zero marks for that Class Test.
  •  Note: The Class Test will be worth 15% of the raw assessment total mark.
  • There will be no provision for re-sits of the class test. If a student misses the class test they will score zero unless they have applied for and received approval for a  disruption to studies. In the event that a disruption to studies approval is granted the make up assessment will be an oral assessment of the topics covered in the class test. 
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 1 is taught in intensive mode: That is, there are 13 seminars x 3 hours taught over 7 weeks. This means that each student must attend 2 x 3 hour seminars each week for the first six weeks and one 3 hour seminar in week seven immediately after the mid-semester break. The timetable for classes can be found on the University web site at: http://www.timetables.mq.edu.au/ 

Class size will be limited to 50 for each stream.  Allocated classes are as follows:

Class Day Time Start Location Lecturer
MKTG303/S1/Day/Seminar_1/01 Monday 12:00pm C5C 209 Tutorial Rm Lawrence Potter
MKTG303/S1/Day/Seminar_1/02 Monday 3:00pm C5C 209 Tutorial Rm Brenton Prce
MKTG303/S1/Day/Seminar_1/03 Monday 6:00pm C5C 209 Tutorial Rm John Edwards
MKTG303/S1/Day/Seminar_1/04 Tuesday 10:00am C5C 209 Tutorial Rm Wayne Kingston
MKTG303/S1/Day/Seminar_1/05 Tuesday 2:00pm C5C 209 Tutorial Rm David Gray
MKTG303/S1/Day/Seminar_2/01 Wednesday 9:00am C5C 209 Tutorial Rm Lawrence Potter
MKTG303/S1/Day/Seminar_2/02 Thursday 11:00am C5C 209 Tutorial Rm Brenton Prce
MKTG303/S1/Day/Seminar_2/03 Friday 5.00pm C5C 209 Tutorial Rm John Edwards
MKTG303/S1/Day/Seminar_2/04 Wednesday 7:00pm C5C 209 Tutorial Rm Wayne Kingston
MKTG303/S1/Day/Seminar_2/05 Wednesday 2:00pm E3A 244 Seminar Rm David Gray

Once allocated to a class students will not be able to change unless there are places in another class or someone in the other class is willing to swap. 

Requirements:

Due to the intensive mode teaching students are required to attend at least 10 of the 12 seminars – failure to do so will lead to a 20% deduction from your group-work for each seminar missed.  Once the seminar groups are formed, students cannot change their classes. Attendance will be taken in seminar 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. 2005, Blue Ocean Strategy, McGraw Hill

The lecture stream follows the chapters and case studies Kerin and Peterson (2013) text, but materials from other sources will be introduced during the course. It will be assumed that you will have read the chapters assigned each week prior to attending lectures.

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 power point, 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

 

 Weekly Schedule of Classes MKTG303 Semester 1, 2015

 

Seminar

Week

Begin

 

Lecture Topic

 

Seminar/Assessment

 

1

 

23 February

 

Introduction to Marketing Strategy-

 

Kerin & Peterson Ch. 1
  1. Form Groups (4-6 max)
  2. Complete Team Agreement for Simulation Game
  3. Blue Ocean Strategy Introduction - Kim and Mauborgne (2005) Ch 1-2

 

2

 

 23 February

Profitability and Financial Management

  1. Productivity Measures
  2. Balanced Scorecard
  3. Financial Management

Kerin & Peterson Ch. 2

Blue Ocean Strategy Guide

  1. Introduction/User Guide
  2. Registration Process
  3. Explain major operational aspects of the game

 

 

 

 

3

 

2 March

Marketing Decision Making and Case Analysis - Kerin & Peterson Ch. 3 Blue Ocean Strategy

Kim and Mauborgne (2005) Chapter 3

 

Complete Kerin & Peterson Ch. 2 Exercises: 1, 7 and 8

 

4

 

2 March
  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

 

Practice Case 1

Dr Pepper Snapple Group, Inc: Energy Beverages-

Kerin & Peterson page 105

 

 

 

5

 

9 March
  1. Product and Service Strategy and Brand Management - Kerin & Peterson Ch. 5
  2. Blue Ocean Strategy - Kim and Mauborgne (2005) Chapter 5

 

 

BOSS Practice Round

 

 

 

 

6

 

9 March

Integrated Marketing Communications Strategy and Management

Kerin & Peterson Ch. 6

Blue Ocean Strategy: Kim and Mauborgne (2005) Chapter 6 

 Conduct BOSS Red Round

Submit Interim Reflective Journal for the Red Round by Saturday 14 March by 11.59pm via Turnitin

 

 

 

7

 

16 March

Marketing Channels and Supply Chain Strategy & Management

Kerin & Peterson Ch. 7

 Practice Case 2

Mary Kay India: The Hair Care Product Line Opportunity- Kerin & Peterson page 163

 

 

8

 

16 March

Pricing Strategy and Management

 Kerin & Peterson Ch. 8

Practice Case 2  continued

 

Seminar

 Week

Begin

Lecture Topic

Tutorial Tasks / Readings

 

 

9

 

23 March

Managing Strategic Relationships

 

Strategic Customer Management – Hooley Ch 15

 

Strategic Alliances and Networks – Hooley Ch 16

 

 

Conduct BOSS BLUE ROUND 1 - Simulation Game

 

 

 

 

10

 

23 March

Global Marketing Strategy and Management

 

Kerin & Peterson Ch. 10

Conduct BOSS BLUE ROUND 2 - Simulation Game

 

 

 

 

11

 

30 March

Marketing Strategy Reformulation: The control Process

Kerin & Peterson Ch. 9

 Executing Blue Ocean Strategy

Kim and Mauborgne (2005) Chapters 7,8,9

 

 

 

BOSS BLUE ROUND 3

12

30 March
  1. Corporate Social Responsibility - Hooley Ch 18
  2. Course Summary and Review

 

Assessment (A1)- Case 1 (30%) Due Friday 3 April by 11.59pm (Via Turnitin)
                                                                              Mid Semester Break 6-19 April

 13

 20 April

 

Final Seminar

 
  1. Submit A3 Assessment - Blue Ocean Reflective Journal (25% of Assessment Mark) 20th April by 11.59 pm (Via Turnitin)
  2. Conduct A4 Class Test (15% of assessment mark)

Learning and Teaching Activities

Seminar

Lecturers and tutorials combined from staff

Simulation activities

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

Workshop Activities

Students to work through case studies and exercises during seminars

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

  • A1: Case Study
  • A2: Simulation Game

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: Case Study
  • A2: Simulation Game
  • A3: Reflective Journal
  • A4: Class Test

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: Case Study
  • A2: Simulation Game
  • A3: Reflective Journal
  • A4: Class Test

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: Case Study
  • A3: Reflective Journal
  • A4: Class Test

Changes from Previous Offering

We have review the course materials from last semester and have changed the weighting of the assessment items so that we can introduce a class test at the end of the course. This course for this semester is being run in an intensive mode and will be completed over seven week instead of the usual 13 weeks.

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