FEA441, Marknadsföring, avancerad nivå, 15,0 högskolepoäng Marketing, Second Cycle, 15.0 higher education credits

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1 HANDELSHÖGSKOLANS FAKULTETSNÄMND FEA441, Marknadsföring, avancerad nivå, 15,0 högskolepoäng Marketing, Second Cycle, 15.0 higher education credits Avancerad nivå/second Cycle 1. Fastställande Kursplanen är fastställd av Handelshögskolans fakultetsnämnd och senast reviderad av Företagsekonomiska institutionen. Den reviderade kursplanen gäller från och med Utbildningsområde: Samhällsvetenskapligt 100 % Ansvarig institution: Företagsekonomiska institutionen 2. Inplacering Kursen ges som fristående kurs i företagsekonomi på avancerad nivå och läses efter genomgången utbildning på grundnivå om 180 hp varav minst 90 hp inom huvudområdet företagsekonomi, inkl. kandidatuppsats 15 hp. Kursen kan även ingå i Handelshögskolans civilekonomprogram/ekonomprogram. Huvudområde Företagsekonomi Fördjupning A1N, Avancerad nivå, har endast kurs/er på grundnivå som förkunskapskrav 3. Förkunskapskrav För tillträde till kursen krävs minst 150 hp varav minst 75 hp i företagsekonomi inklusive kandidatuppsats om 15 hp eller motsvarande. För studerande inom Handelshögskolans civilekonomprogram/ekonomprogrammet gäller de krav som där har ställts upp för antagning till kursen. 4. Innehåll Kursen består av två teoridelkurser à 7,5 hp vardera vilka studenten väljer utifrån det utbud som erbjuds den termin studenten antas till kursen. Utbudet kan variera mellan höst- och vårtermin. Höstterminen 2012 erbjuds följande delkurser: Building Innovative Brands

2 Consumption and Markets 2/ 7 Har du läst motsvarande delkurs inom Marknadsföring, kandidatkurs ska du inte läsa samma delkurs igen. 4.1 Building Innovative Brands, 7,5 hp The most valuable assets for most companies are the brands they own. But a strong brand today will most likely not be a strong brand tomorrow unless the brand is developed and protected. Most markets today can be described by VUCA, i.e., as being Volatile, Uncertain, Complex and Ambiguous. That makes success a moving target. On such markets brand differentiation is often marginal and temporary as competing companies are quick to offer equivalent benefits. Companies typically use the brand preference model to win on the market, i.e., by making a brand preferred over other brands in an established category or subcategory. The brand preference model is still valid, but the strategy is based on continuous improvements faster, cheaper, better which is very costly. The brand preference model is therefore usually a recipe for unsatisfactory profitability as winning is short-term. In this course unit a second way to win on the market is introduced: the brand relevance model. The brand relevance model suggests that instead of competing on the market as a whole where it is almost impossible to create sustainable competitive differences, companies should aim to create sub/categories for which competitors are less relevant or not relevant at all, to manage the perceptions of the sub/categories, and to create barriers to protect them. In other words, the brand relevance model suggests that you think differently. Here you change what people buy by creating new sub/categories that alter the way that existing customers look at the purchase decision and use experience. Winning under the brand relevance model is based on being selected because competitors are not relevant rather than not preferred. Some or all competitor brands are not visible and credible with respect to the new sub/category. The result can be a market in which there is no competition at all for an extended time or one in which the competition is reduced or weakened, the ticket to ongoing financial success. One type of protection against competitors is to offer innovative brands, and innovation is nowadays the center of the strategy of leading companies such as Procter & Gamble. The logic is that innovation will lead to growth and profitability. To build innovative brands it is necessary to have consumer insights, i.e., an intuitive knowledge of what really is valuable to consumers. Otherwise it is not possible to make a difference in their lives. Strong brands make a difference for consumers and they do it in a relevant and unique way. As most markets drift toward commodity status with offerings becoming similar, innovation is seen as the way to create differentiation, thereby shielding firms from price erosion. Growth will come from innovation-driven new products and businesses and profit will follow from innovation-inspired margin increases and cost decreases. In the course we discuss methods to analyze both markets and direct as well as indirect competitors to get relevant innovative ideas to develop our brands. Branding allows companies to differentiate their products in a crowded marketplace, and a lack of effective branding can doom an innovation to failure. Branding provides shortcuts for consumers who can t keep track of competing claims about products. Professor emeritus David Aaker, University of California at Berkeley, concludes: brand it or lose it. However, not all innovations require the creation of a new brand. Procter & Gamble argues for example that The days of achieving automatic growth by entering new markets are over. We can grow in these countries only with new products, processes, and forms of community presence. This is the reason why P & G has developed a strong innovation culture. Innovation is at the core of P&G s

3 business strategy. While it is normal to protect other types of assets, there are still too many companies that either ignore the problem or do not have sufficient legal protection. When brands have bad or insufficient legal protection the value of the company s brand portfolio is reduced. 3/ 7 All trademark laws in the EU must comply with the European Trademark Directive. In 1989, the European Union required its member states to amend their national trademark systems in order to make them compliant with the European Trademark Directive enacted that year. This directive did not create a unitary Europewide trademark system. Rather, it harmonized national trademark systems across countries. Today, if there is some disagreement about how a particular provision of national trademark law should be interpreted and whether this provision is affected by the European Trademark Directive, it is the European Court of Justice that has the last word. Thus, the trademark law in Sweden must be similar to the trademark law in Germany and in other EU countries. Trademark lawyers and marketers do not think about brands in the same way. Marketers focus on how to satisfy customers and how to create brand loyalty. Many times it is however possible to create the same level of brand loyalty while simultaneously thinking in terms of how to legally protect the brand. Lawyers think in terms of the brand elements, e.g., the name of the brand, its package, its design and other parts of it that could be protected. While it is also theoretically possible to protect sensory aspects of the brand, in reality it has turned out to be difficult to get trademark protection for the sound, smell, or color of the brand. The point to be made here is that the earlier the trademark perspective is brought into the development of brands, the easier it is. The course has two parts: Theoretical part: In the theoretical part you will be familiar with concepts, models, methods and the role of models to build and develop brands. The theoretical part should be seen in light of a sustainable, innovative and international thinking as well as with some perspective on the legal consequences. Applied part: Students will work with a brand and will be given the opportunity to show that they can apply their knowledge. The applied part consists of: a) a brand project (brand audit) b) a discussion and analysis of the results, and c) suggestions and ideas about how to develop that brand in a sustainable and innovative way in the future on the Swedish market in particular, but with some ideas on how attractive it could be in the rest of Europe. Learning outcomes The overall goal of the course unit is to give students the skills and knowledge required to develop and execute a successful brand strategy and how to build, measure and manage brand equity. What brands are, how they are created and managed, and how they add value to consumers and the firm are important aspects of understanding brand management and building brand equity. Another goal is to make students aware of the trademark law in order to create an understanding between marketers and trademark lawyers. The goal is not to educate marketers to become trademark lawyers. A valuable brand that can t be legally protected may lose most or all of its value overnight if competitors imitate it. Therefore, even the marketer must think in terms of

4 4/ 7 the trademark law when decisions about brand elements are made. After the course unit students should be able to: 1. describe, explain and evaluate what a brand is in a legal perspective (trademark law) as well as in a marketing perspective, and to explain and summarize differences in these two perspectives. 2. describe how to build and develop a brand (choice of brand elements and brand portfolio strategies) on national and international markets, and explain and evaluate positive and negative consequences with different alternatives. 3. apply the knowledge in a brand project (incl. brand audit) which is creatively used to develop brands that are innovative and sustainable, that as far as possible can be legally protected and have a capacity to be competitive on other markets in the EU. The qualitative targets for a degree of Master of Science (60 credits) in Business Administration are linked to the learning outcomes of the course. Qualitative targets Learning outcomes Knowledge and understanding 1+2 Skills and abilities Judgement and approach 2+3 Assessment The examination includes the following: one written exam (individual), one written brand project (group project) as well as one written evaluation of another group s brand project (group). Students are expected to be active in the classroom. Learning outcome 1: written exam. Learning outcome 2: written exam as well as in the brand project. Learning outcome 3: brand project. Due to limited resources, the brand project can only be assessed at a fixed examination period during the course period. Grading Scale In order to pass the course unit, all learning outcomes must be passed. When all learning outcomes have been passed, the number of points on the exam as well as the number of points on the group project are summarized. If this total sum is 75 points or higher (maximum is 100), the student will pass the course unit with distinction. The course grade is based on the total results of the written exam and the brand project, where: - the written exam is 50 % of the course grade (max. 50 of 100 points) - the brand project is 50 % of the course grade (max. 50 of 100 points), and where the written evaluation of another group s brand project must receive a pass grade.

5 5/ Consumption and Markets, 7,5 hp This course unit is concerned with how markets are constructed and the role of consumption in society. The course unit takes as a starting point the view that markets, as well as consumption, are socially constructed and analyses the impact of branding, advertising and marketing practices in relation to consumer lifestyles, culture, attitudes and consumption patterns. The purpose of the course unit is to provide a broad theoretical and methodological basis for corporate strategies and marketing policies. After completing the course unit students will be able to understand how markets and consumption patterns are constructed and be able to collect relevant data for the development of sustainable marketing policies. Learning outcomes Upon completion of the course unit the student will be able to 1. Account for theories about the role of consumption in society, theories within the areas of consumer culture, practice theory and actor network theory, and produce a written report. 2. Describe the relation between the social construction of markets and the marketing discipline, and produce a written report. 3. Apply relevant theories to a case study, produce a written report, an oral presentation and an opposition. The qualitative targets for a degree of Master of Science (60 credits) in Business Administration relate to the course s learning outcomes. Qualitative targets Learning outcomes Knowledge and understanding Skills and abilities Judgement and approach Assessment The intended learning outcomes are examined by means of one group research project and one individual take home exam. Take home exam (individual) maximum 60 points Research project (group project) maximum 40 points Take home exam The take home exam consists of two essays. The task is to use a scientific approach to questions and problems by deriving conclusions that can be defended by local reasoning and reference to existing theory. The first essay serves as the examination of learning outcome 1 and the second essay serves as the examination of learning outcome 2.

6 6/ 7 Research project The task is to analyse the marketing activities of a company/organization by using relevant theories from the fields of consumer culture, practice theory or actor network theory. Examination of learning outcome 3. Due to limited resources, the research project can only be assessed at a fixed examination session during the course period. Grading scale Both the take home exam and the research project will be graded. The following grades are applied: Pass with Distinction (Väl godkänd), Pass (Godkänd) or Fail (Underkänd). A total of 50 points is required for a passing grade. For a pass, the student has to pass the examination of all three learning outcomes. For a pass with distinction, the student has to have a pass with distinction on the examination of learning outcomes 1 and 2 and pass on the examination of learning outcome 3. Also, it is obligatory to participate in the presentation of the research project. The criteria for the grading of the take home exam and the research project is based on logic and quality. An analytic answer/report will achieve a higher grades than a mere descriptive one. 5. Mål Efter avslutad kurs ska studenten Ha fått ökad förståelse och fördjupade kunskaper och insikt i företags marknadsföringsstrategiska arbete och därmed förstå sambandet mellan marknadsstrategiska insatser och de faktorer som bidrar till företagens utveckling, tillväxt och överlevnad. Detta skall ses i ett nationellt, internationellt och globalt perspektiv. Kunna diskutera och föreslå affärsstrategiska hållbara utvecklingsalternativ och därmed ha förmåga att koppla samman resurser och affärsstrategier i syfte att följa och anpassa sig till omvärldsförändringars påverkan på efterfrågemönster, trender och marknadsförändringar. Kursens övergripande lärandemål operationaliseras och länkningen till examinationsformer görs på delkursnivå. 6. Litteratur Se bilaga. 7. Former för bedömning Se respektive delkurs under punkt 4. Student som underkänts två gånger på samma examination har rätt att hos Företagsekonomiska institutionen begära byte av examinator.

7 8. Betyg Betygsskalan omfattar betygsgraderna Underkänd (U), Godkänd (G), Väl godkänd (VG). För betyget G på hel kurs Marknadsföring, magisterkurs 15 hp krävs betyget G på båda delkurserna à 7,5 hp vardera. För betyget VG på hel kurs 15 hp krävs dessutom betyget VG på minst en av de två delkurserna. 7/ 7 9. Kursvärdering Varje delkurs utvärderas skriftligt. 10. Övrigt Undervisningsspråk: engelska. Överlappning med andra kurser kan förekomma. Sådana kurser kan inte tillgodoräknas i samma examen. Se Regelsamling för studier vid Göteborgs universitet.

8 GÖTEBORGS UNIVERSITET Litteraturlista Handelshögskolan Kurskoder FEA401,FEA441 Företagsekonomiska institutionen Fastställd Senast reviderad , att gälla fr o m ht11 Litteraturlista FEA401 Marknadsföring, magisterkurs, 15 hp FEA441 Marknadsföring, avancerad nivå, 15 hp Avancerad nivå Buildning Innovative Brands, 7,5 hp Aaker, David A Brand Relevance, John Wiley, 2011 (381 pages) (paperback) Compendium (available at Handelsboden) Consumption and Markets, 7,5 hp Main books: Gabriel & Lang (2006), The Unmanageable Consumer, av Sage Publications, paperback. (197 pages) Araujo et al (eds) (2010), Reconnecting Marketing to Markets, Oxford University Press, paperback. (245 pages) 1 (1)