Note from June 29, 2020
Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
5 credits
30.0 h
Q2
Teacher(s)
Ducarroz Caroline;
Language
English
Prerequisites
/
Content
This course is organized around a strategic business game, in which groups of students (4 students on average - each group managing a virtual company), compete on one or two competitive markets, in order to maximize the value of their products for their customers and the company value. The course underlines strategic marketing aspects of company management. The business game is far from being an end in itself: it helps as an exploration field, in order to go deeper in theoretical concepts studied by students in previous classes of Strategic Marketing and Market Studies, and put them in perspective with the situation of their virtual company.
After a session devoted to an introduction to the business game Markstrat, each group acts as a company active in a specific industry, in order to maximize the value of products for customers and the value of the company for shareholders. During each session, students present the evolution of the strategy of their company, argue for their choice (depending on the changing competitive environment), and state their strategy on an operational level. Feedback is given during each session on the decisions made during previous sessions, and on the theoretical concepts used by students. Theoretical points are underlined by the teacher at the beginning of sessions, and also after sessions, through a system of inverted classes (videos, tutorials, etc).
Learning outcomes
At the end of the class, students will be able to:
- analyze the potential strategic options for a company/organization, especially linked on its positioning on a market and the customer market segmentation;
- build the most adequate strategy for a company/organization, by referring to theoretical concepts;
- understand the steps of a (external and internal) thorough strategic marketing analysis;
- master frequent and advanced marketing studies, and connect the results provided by these studies;
- point out and focus on pieces of information that enrich their thoughts and allow them to reach their goal, while they get overwhelmed by information;
- reconcile the different points of view expressed by the members of the team;
- anticipate and organize their work, under pressure of time;
- summarize their thoughts in a clear way, provide arguments for each choice, and communicate them in an efficient way, verbally as well as in written reports.
- Evaluate and appreciate the relevance of their choices, a posteriori.
After a session devoted to an introduction to the business game Markstrat, each group acts as a company active in a specific industry, in order to maximize the value of products for customers and the value of the company for shareholders. During each session, students present the evolution of the strategy of their company, argue for their choice (depending on the changing competitive environment), and state their strategy on an operational level. Feedback is given during each session on the decisions made during previous sessions, and on the theoretical concepts used by students. Theoretical points are underlined by the teacher at the beginning of sessions, and also after sessions, through a system of inverted classes (videos, tutorials, etc).
Learning outcomes
At the end of the class, students will be able to:
- analyze the potential strategic options for a company/organization, especially linked on its positioning on a market and the customer market segmentation;
- build the most adequate strategy for a company/organization, by referring to theoretical concepts;
- understand the steps of a (external and internal) thorough strategic marketing analysis;
- master frequent and advanced marketing studies, and connect the results provided by these studies;
- point out and focus on pieces of information that enrich their thoughts and allow them to reach their goal, while they get overwhelmed by information;
- reconcile the different points of view expressed by the members of the team;
- anticipate and organize their work, under pressure of time;
- summarize their thoughts in a clear way, provide arguments for each choice, and communicate them in an efficient way, verbally as well as in written reports.
- Evaluate and appreciate the relevance of their choices, a posteriori.
Teaching methods
This course alternates verbal interactions between the professor and each group of students (discussions), carrying out written reports (with “challenges” to fulfil), a system of inverted class (short tutorials/videos on some theoretical concepts, to be viewed between sessions), feedback provided to groups and global theoretical deepening. So, students have to make preparation work, individually, before some of the sessions, and have systematically to carry out group work after each session (intermediate reports and final report).
Evaluation methods
Student evaluation will be determined by:
(1) a group on-going evaluation (60% of the global grade), based on:
- progression in terms of results (company performance)
- evolution in strategic reasoning (consistence in decisions, relevance in the positioning of brands in the different markets, attitude towards risk, learning from mistakes);
- thorough understanding and application of the theoretical concepts
- group dynamics
- challenges and intermediate reports. Specific instructions will be provided during the first session.
Regarding August session : the group on-going evaluation (60% of the grade) cannot be improved in a second exam session. However, the grades obtained for individual on-going evaluation (20%) and the group final report (20%) can be improved by a individual written report that the student will have to hand in (strategic analysis of the whole set of companies of the industry - 40% of the final grade (more accurate information will be provided by the professor).
(1) a group on-going evaluation (60% of the global grade), based on:
- progression in terms of results (company performance)
- evolution in strategic reasoning (consistence in decisions, relevance in the positioning of brands in the different markets, attitude towards risk, learning from mistakes);
- thorough understanding and application of the theoretical concepts
- group dynamics
- challenges and intermediate reports. Specific instructions will be provided during the first session.
- An individual on-going evaluation (20% of the global grade), based on oral interactions.
Regarding August session : the group on-going evaluation (60% of the grade) cannot be improved in a second exam session. However, the grades obtained for individual on-going evaluation (20%) and the group final report (20%) can be improved by a individual written report that the student will have to hand in (strategic analysis of the whole set of companies of the industry - 40% of the final grade (more accurate information will be provided by the professor).
Online resources
Pedagogical material, put on Moodle (Student Corner), is made of:
- Slides (Power Point)
- Syllabus (Markstrat)
- Short videos prepared by the Professor
- Slides (Power Point)
- Syllabus (Markstrat)
- Short videos prepared by the Professor
Bibliography
[1] D. A. AAKER (1998), Strategic Market Management, Sixth Edition, John Wiley & Sons.
[2] G.G. DESS, G.T. LUMPKIN, M.L. TAYLOR (2005), Strategic Management: Creating Competitive Advantages, Second Edition, The McGraw-Hill Companies, Inc.
[3] J.-P. HELFER, M. KALIKA, J. ORSONI (2002), Management : Stratégie et Organisation, 4ème Edition, Librairie Vuibert - Gestion.
[4] G. HOOLEY, J. SAUNDERS, N. PIERCY (2004), Marketing Strategy and Competitive Positioning, 3rd Edition, Pearson Education Limited.
[5] G. JOHNSON, H. SCHOLES, F. FRERY (2002), Stratégique, 2ème Edition, Pearson Educ. France.
[6] R.S. KAPLAN & D.P. NORTON (1996), The Balanced Scorecard, Translating Strategy into Action, Harvard Business School Press, Boston, Massachusetts.
[7] J.J. LAMBIN, R. CHUMPITAZ, C. de MOERLOOSE (2005), Marketing Stratégique et Opérationnel: du Marketing à l'Orientation Marché, 6ème Edition, Dunod, Paris.
[8] E. METAIS (2004), Stratégie et Ressources de l'Entreprise: Théorie et Pratique, Ed. Economica.
[9] M. E. PORTER (1998), Competitive Strategy, Second Edition, The Free Press.
Quelques sites et publications intéressants:
McKinsey Quarterly - www.mckinseyquarterly.com
Mastering Strategy : supplément du lundi du Financial Times
[2] G.G. DESS, G.T. LUMPKIN, M.L. TAYLOR (2005), Strategic Management: Creating Competitive Advantages, Second Edition, The McGraw-Hill Companies, Inc.
[3] J.-P. HELFER, M. KALIKA, J. ORSONI (2002), Management : Stratégie et Organisation, 4ème Edition, Librairie Vuibert - Gestion.
[4] G. HOOLEY, J. SAUNDERS, N. PIERCY (2004), Marketing Strategy and Competitive Positioning, 3rd Edition, Pearson Education Limited.
[5] G. JOHNSON, H. SCHOLES, F. FRERY (2002), Stratégique, 2ème Edition, Pearson Educ. France.
[6] R.S. KAPLAN & D.P. NORTON (1996), The Balanced Scorecard, Translating Strategy into Action, Harvard Business School Press, Boston, Massachusetts.
[7] J.J. LAMBIN, R. CHUMPITAZ, C. de MOERLOOSE (2005), Marketing Stratégique et Opérationnel: du Marketing à l'Orientation Marché, 6ème Edition, Dunod, Paris.
[8] E. METAIS (2004), Stratégie et Ressources de l'Entreprise: Théorie et Pratique, Ed. Economica.
[9] M. E. PORTER (1998), Competitive Strategy, Second Edition, The Free Press.
Quelques sites et publications intéressants:
McKinsey Quarterly - www.mckinseyquarterly.com
Mastering Strategy : supplément du lundi du Financial Times
Faculty or entity
CLSM
