Description du contenu de l'enseignement :
Course description and objectives
For most companies, marketing activities include a significant international component (buying and selling abroad, handling complex transnational organizations or networks…). The international dimension does not fundamentally change marketing, but it drastically complexifies consumer understanding, therefore augments the complexity of the decisions and necessitates some additional tools.
Course structure
Session Topic
1 Introduction - Global marketing, Market entry strategy, Global vs local brands
2 Understanding Driving Forces: International environment, Emerging markets, Market research
3 Understanding Driving Forces: Consumer Behavior, Behavioral economics
4 - Global Marketing Strategy: Segmentation, Targeting, brand positioning - Global impact on marketing levers: dynamic pricing, BMI, fair trade, complex distribution channels
5 Global impact on marketing levers: Communication
6 Global impact on marketing levers: Communication (cont), Product life cycle, innovation
7 Final Exam
Compétence à acquérir :
Learning outcomes
Upon successful completion of the course, the student will be able to:
· Tackle strategic marketing problems in a global environment
· Use marketing tools and techniques in an international context
· Monitor international relationships and understand how cultural differences shape companies’ strategic decisions and organizational structures.
Mode de contrôle des connaissances :
Assignments and grading
Group Marketing Project (40%)
To apply marketing concepts and enhance problem-solving and team-building skills, you will be assigned teams of 3-4 class members. The objective of the group project is to develop a marketing plan for a existing product or service to adapt and launch in a new market. There will be one in-class presentation, and all groups are required to submit a detailed write-up at the end of the course.
Participation & Case studies (20%)
Active class participation – this is what makes classes lively and instructive. Come on time and prepared. Class participation is based on quality of comments, not quantity. In-class workshops will also be organized, where students will work with their usual team, with active support from the professor. One or two groups will be randomly chosen to present their work in front of the class at the end of the session. Each oral presentation will be evaluated by the professor and included in the participation assessment.
Final Exam (40%)
There will be a final exam at the end of the semester. This exam will cover all material that had been discussed and/or assigned since the beginning of the course. It will involve multiple choice questions, case studies and theoretical questions. In the exam, students will not be allowed to bring any document. Unexcused absences from exams or failure to submit cases will result in zero grades in the calculation of numerical averages. Exams are collected at the end of examination periods.
The numerical grade distribution will dictate the final grade. The passing grade for a course is 10/20.
Bibliographie, lectures recommandées :
Bibliography
Ariely, Dan. Predictably irrational. New York: HarperCollins, 2009.
Burt, R. S., Hogarth, R. M., & Michaud, C. 2000. The social capital of French and American managers. Organization Science, 11, 123–47.
Cavusgil, S. T., & Knight, G. 2015. The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalization. Journal of International Business Studies, 46(1), 3-16.
Doz, Y. 2011. Qualitative research for international business. Journal of International Business Studies, 42(5), 582-590.
Harzing, A. W. 2000. Cross-national industrial mail surveys: why do response rates differ between countries? Industrial Marketing Management, 29(3), 243-254.
Hofstede, G. 1983. The cultural relativity of organizational practices and theories. Journal of international business studies, 14(2), 75-89.
Johansen, J. & Vahlne, J-E. 1977. The internationalization process of the firm- a model of knowledge development and increasing market commitment. Journal of International Business Studies, 8(1): 23-32.
Kahneman, Daniel. Thinking, fast and slow. Macmillan, 2011.
Kotler, P. (2012). Principles of marketing: an Asian perspective. Pearson/Prentice-Hall.
Mathews, J. A. 2006. Dragon multinationals: New players in 21st century
globalization. Asia Pacific Journal of Management, 23(1): 5-27.
Prahalad, C. K., & Hammond, A. (2002). Serving the world's poor, profitably. Harvard business review, 80(9), 48-59.