Spring 2005 MBA Course Descriptions
Here is a partial list of the IB 395 and MKT 382 courses that are expected to be offered in the Spring of 2005. This list is intended to make your elective course selections easier by giving a description of the content of MBA elective courses offered by the Marketing Department.
BA 381T
Core: Marketing Management
IB 395
Business in Emerging Markets
Business in Latin America
International Business Fellows Sem.
MKT 382
Advanced Mkt. Mgmt/Contemp.
Chall.
Brand Management
Consumer Behavior
Corporate Governance
Customer Insights
Innovation in Business
Marketing
Marketing Channel Decisions
Marketing Research
Marketing & Customer Insights Practicum
Mkt Analysis/Decision Making
in Info Age
Service Management
MKT 382.4 Strategic Marketing
MKT 382 10-Marketing Communications
MKT 382 15-Marketing High Tech
Product
B A 381T
Marketing Management
Unique No.: 01780 Instructor: Jain Class Times: MW 4:00-6:00 GSB 3.138
Unique No.: 01785 Instructor: Jain Class Times: MW 2:00-4:00 GSB 3.138
Marketing Management is the introductory course for the marketing curriculum. It is a survey course that examines the nature of product, price, place, and promotion decisions, and investigates how organizations blend these inter-related components to create, capture, and sustain value. The course is designed to provide an overview of the relevant concepts and principles regarding the development of marketing strategy, and illustrate how marketing can assist the firm in arriving at a competitive advantage.
The desired objective is to provide the student with not only an introduction to marketing, but also an opportunity to apply that understanding. To that end, a framework for examining modern day marketing practices is presented. The framework can be used as a tool for systematically evaluating the factors that can influence an organization’s marketing strategy as well as generating well-grounded recommendations that can assist the firm in its value creation and management activity. see course website.
IB 395
Business
in
Emerging
Markets
Unique
No.:
04230
Instructor:
Gillespie Class
Times: TTH
2:00-4:00
UTC 1.116
This
course is
designed
to give
students
an
understanding
of the
traditional
challenges
to
business
in the
emerging
markets
of the
developing
world as
well as
the new
challenges
of market
liberalization.
It will
stress
commonalties
of
different
countries
and
regions
while
highlighting
certain
differences.
Cases and
readings
are drawn
from
Asia,
Latin
America,
the
Middle
East, and
the
former
East
Bloc.
Students
do
country-specific
research
for a
paper and
class
presentation.
Business
in Latin
America
Unique
No: 04235
Instructor:
Kelm
Class
Times: MW
8:00 -
10:00 UTC
1.116
This
course,
(taught
in
Spanish,
but
designed
for both
native
and
non-native
speakers
of
Spanish),
consists
of the
analysis
of
interviews
from
Latin
American
professionals
who deal
with a
variety
of
cultural
issues
that
Americans
will
encounter
when
working
in Latin
America
and
Spain.
The
course is
designed
for those
students
who have
an
interest
in
Business
Culture
and who
would
like to
study
these
aspects
in
Spanish.
The
cultural
items are
reviewed
within
the
context
of
Language,
Environment,
Social
Organization,
Contexting,
Authority,
Non-verbal
Communication,
and Time.
The
interviews
are saved
as video
clips and
are
accessible
over the
Internet.
The 200+
interviews
are
subdivided
into four
major
categories
including
the
following:
•
Negotiation
Style (15
questions)
•
Language
Issues (5
questions)
•
Courtesy
and
Social
Situations
(10
questions)
• Time
and
Scheduling
(6
questions)
•
U.S./Spain
Negotiations
(13
questions)
The
course
also
includes
several
lectures
from
guest
visitors
who are
either
from
Latin
America
or who
have
professional
experience
in Latin
America.
INTERNATIONAL
BUSINESS
FELLOWS
SEMINAR
Unique
No.:
04240
Instructor:
Dodd
Class
Times: T
4:00 –
8:00 UTC
1.116
The
purpose
of the
Seminar
is (i) to
help
further
students’
understanding
of the
major
cultures,
political
systems
and
economic
structures
that
exist
throughout
the world
and of
the
social
forces
bringing
change to
those
structures
and
systems,
and (ii)
to assess
how the
interaction
of such
cultures
and
systems
and
forces
will
shape the
world in
which our
individual,
corporate
and
national
aspirations
must be
pursued.
In
exploring
those
issues,
the
seminar
will
pursue
such
questions
as:
1. Will
the
events of
September
11th be
the
flashpoint
for a
clash of
civilizations
which
brings an
end to
the
recent
expansion
of global
activity
between
and among
countries,
or will
they be a
catalyst
for a new
era of
international
cooperation?
2. In the
new world
that is
emerging,
can we
expect
the
political,
economic
and
social
structures
that
exist in
the
United
States to
continue
to spread
around
the
globe, or
will
other
nations
and
cultures
necessarily
evolve in
ways
distinctly
different
from the
U.S.?
3. In so
far as
other
countries
do
proceed
differently
from the
U.S., are
there
ways
countries
and
cultures
can learn
to
associate
with one
another
productively,
fueling
an era of
cooperation,
or must
we remain
in
separate
universes
and in
perpetual
tension,
perhaps
reinforcing
a clash
of
civilizations?
4. What
impact
will this
new era
have on
corporations,
corporate
executives,
financial
markets,
business
managers,
and other
people
who rely
on jobs
and
financial
support
from
these
enterprises?
5. What
about
other
trends,
other
issues,
other
crises?
What will
become of
Africa?
What
about the
AIDS
pandemic?
What of
the
homeless?
The
starving?
Is the
climate
truly
warming?
Will
water
become a
new
source of
conflict?
What
other
forces of
change
are in
the
offing?
Michael
Howard,
in his
book The
Lessons
of
History,
wrote
that the
real
lessons
of
history
are not
so much
about
“pride
and
folly,”
as about
“people,
often of
masterful
intelligence,
trained
usually
in law or
economics
or
perhaps
political
science,
who have
led their
governments
into
disastrous
miscalculations
because
they have
no
awareness
whatever
of the
historical
background,
the
cultural
universe
of the
foreign
societies
with
which
they have
to deal.
It is an
awareness
for which
no amount
of
strategic
or
economic
analysis,
no
techniques
of crisis
management
or
conflict
resolution...can
provide a
substitute.”
The
seminar
will
endeavor
to bring
such
historical
and
cultural
factors
into our
discussions.
MKT 382
ADVANCED
MARKETING
MANAGEMENT/CONTEMPORARY
CHALLENGES
Unique
No.:
04440
Instructor:
Mahajan
Class
Times: MW
12:00 -
2:00 UTC
1.102
This
course
will
focus on
the
unique
characteristics
of the
developing
markets
and the
relevant
market
strategies.
Developing
markets,
which are
home to
86
percent
of the
world’s
population,
not only
represent
the
future of
global
commerce
but
present
rich
opportunities
today.
These
opportunities
can be
seen in
growing
markets
for
luxury
goods
among a
newly
minted
luxury
class,
entry-level
automobiles
and
appliances
for a
burgeoning
middle
class and
low-cost
products
for poor
and rural
customers.
Today
about
half of
the
estimated
1.7
billion
members
of the
“consumer
class”
live in
the
developing
world and
this
percentage
is
increasing
year by
year.
But
companies
won’t
realize
these
opportunities
through
the
market
strategies
that work
in the
markets
of the
developed
world. In
developing
markets,
there are
no smooth
superhighways,
no
distribution
networks,
and, in
many
cases, no
electricity.
These
markets
are
younger,
behind in
technology
(but
rapidly
catching
up) and
inexperienced
as
consumers.
These
characteristics,
which can
present
obstacles,
also
create
opportunities
for
companies
with the
right
strategies.
Among
these
strategies
are:
designing
products
to meet
demanding
local
environments,
utilizing
immigrant
social
networks,
leveraging
the power
of global
brands,
appealing
to the
youthfulness
of these
markets,
offering
small
packages
and
payments,
supplying
missing
infrastructure,
looking
for
leapfrogs
in
technology,
creating
distribution
networks
and
continuing
to
develop
with the
market.
With
these and
other
creative
strategies
companies
can
recognize
and
realize
this “86
percent
opportunity.”
Brand
Management
Unique
No.:
04445
Instructor:
Broniarczyk
Class
Times:
TTh 10:00
- 12:00
UTC 1.116
Branding
is a
fundamental
element
of
competitive
strategy.
This
course
will
address
the
strategic
importance
of
branding,
provide
theories
and
strategies
for
building,
leveraging,
and
defending
strong
brands,
and
discuss
current
opportunities
and
challenges
facing
brand
managers.
Particular
emphasis
is placed
on
understanding
psychological
principles
at the
consumer
level
that will
improve
managerial
decision-making
with
respect
to
brands.
The
textbook
for the
course
will be
Strategic
Brand
Management
by Kevin
Lane
Keller.
The
course
will also
incorporate
cases,
supplementary
readings,
and guest
speakers.
The
principles
learned
in the
course
will be
applied
in a
brand
audit
group
project.
Consumer
Behavior
Unique
No.:
04450
Instructor:
Irwin
Class
Times: MW
12:00 –
2:00 GSB
3.130
This
course
centers
on the
role of
the
consumer
in the
marketing
process.
Studying
consumer
behavior
enhances
understanding
of what
marketing
strategies
are
likely to
be
effective,
how
humans
operate
in the
marketplace,
and what
sorts of
social
and
cognitive
mechanisms
you, as a
consumer,
bring to
your
purchasing
decisions.
This
course
emphasizes
consumer
research;
students
will
learn
about
classic
research
findings
and will
perform
research
of their
own using
the top
consumer
behavior
research
techniques.
Corporate
Governance
Unique
No.:
04455
Instructor:
Cunningham
Class
Times: TH
4:00 –
8:00 GSB
3.130
Senior
executives
- CEO's
and their
business
unit,
functional
and
regional
direct
reports -
must
consistently
balance
their
time
between
achieving
quarterly
performance
targets
and
building
strong
companies
that can
sustain
above
market
financial
performance
in the
future.
As the
business
environment
grows
more
complex,
senior
executives
have to
simultaneously
manage
business
and
political
relationships,
initiate
and
integrate
acquisitions,
create/change
corporate
culture,
continually
align the
organization
structure
to the
business
strategy,
deal with
issues of
corporate
governance
and
succession
planning,
and learn
to
navigate
through
potential
PR
disasters.
In
addition,
regardless
of the
size of a
company,
the
senior
management
team must
continually
grapple
with the
question
of how to
allocate
resources
to
competing
programs
and
disciplines
in
support
of the
corporate
strategy.
This
course
will
examine
the roles
and
responsibilities
of
corporate
leadership
in a wide
variety
of
settings
- large
and small
companies,
startups
and
established
century
old
companies,
global
and
single
country/region
companies
- as all
companies
face
slightly
different
versions
of the
issues
discussed
above.
The
normal
format of
the class
will be
to invite
one or
more
guest
speakers
to
address
the
students
for the
first
half of
the class
period.
The
guests
will be
encouraged
to
provide
ample
opportunity
for
questions
during
their
presentations.
The
second
half of
the class
will
focus on
in-class
discussion
of
assigned
reading
material.
The
individuals
that will
be
invited
to class
will
include
senior
executives
from
major
corporations
and
entrepreneurs,
elected
officials,
corporate
lawyers
and
venture
capitalists.
Students'
performance
will be
evaluated
based on
a
combination
of
in-class
participation
and a
term
paper.
Customer
Insights
Unique
No.:
04460
Instructor:
Raghunathan
Class
Times:
TTH 8:00
- 10:00
GSB 3.106
Customer
Insights
is the
foundation
course in
the
Center
for
Customer
Insight (CCI)
specialization.
The focus
of course
will be
on honing
the
ability
to
discover
novel
aspects
of
consumer
decision-making
and to
develop
these
insights
into
profitable
marketing
propositions.
Tools and
techniques
for
developing
Customer
Insights
and for
becoming
more
customer-focused
will be
provided
in the
context
of recent
advances
in
technology,
especially
with
regard to
the
internet.
A
combination
of
lectures,
guest
speakers
and
assignments
will be
used to
achieve
the
course
objectives.
Innovation
in
Business
Marketing
Unique
No.:
04462
Instructor:
Williams Class
Times: MW
12:00 –
2:00 UTC
1.130
Many of
an
enterprise’s
strategically
important
decisions
involve
marketing
issues:
understanding
how to
properly
segment
the
market
and
target
the right
customer(s),
differentiating
the
product/service
offerings,
formulating
pricing
and
distribution
channels,
forming
the
alliances
and
network
relationships
necessary
for
dynamic,
global
marketplaces.
This
course
focuses
on these
issues
for
companies
selling
technology-based
products
and
integrates
the
impact of
strategic
marketing
decisions
on the
financial
performance
of the
enterprise.
We will
also
touch on
management
ethics
and
leadership
issues.
Specific
objectives:
•
Understand
entrepreneurial
marketing,
i.e. the
difference
between
breakthrough
technology
(brave
new
world)
vs.
incremental
improvement
(better,
faster,
cheaper)
and the
impact on
marketing
decisions.
• Provide
decision
making
frameworks
for
managing
the
marketing
process,
e.g.
o
Strategic
Focus
o
Technology
diffusion
models,
o
Economic
value
pricing,
o
Lifetime
value of
a
customer.
•
Integrate
marketing
frameworks
with
financial
results
and
business
models.
• Focus
on the
balance
of
growth,
risk and
profitability
when
evaluating
strategic
marketing
alternatives.
• Relate
the
creation
of
customer
value to
shareholder
value.
• Look at
the
importance
of
intangible
assets
(intellectual
property)
to
sustainable
competitive
advantage.
• Examine
the
interplay
of
internal
efficiency
(supply
chain
management)
and
external
relationships
(customer,
distributor,
partner
relationship
management).
•
Highlight
ethical
considerations
in
management
decision
making.
Marketing
Channel
Decisions
Unique
No: 04465
Instructor:
Bharadwaj
Class
Times: T
10:00 -
2:00 UTC
1.102
Are you
in need
of taking
an
interesting
marketing
elective
this
upcoming
Spring?
If so,
you may
want to
consider
enrolling
in
Marketing
Channels,
a newly
developed
elective
course
which
examines
the
design
and
management
of the
inter-organizational
system
involved
in the
task of
making
goods and
services
available
for
consumption.
It builds
upon the
concepts,
tools,
and
frameworks
covered
during
the core
Marketing
course
(381T) in
order to
further
investigate
how
“place”
can be
blended
with the
other
elements
of the
marketing
mix to
assist
the firm
in
creating,
capturing,
and
sustaining
value.
A close
examination
of the
marketplace
reveals
that the
logic
underlying
making
goods and
services
available
to
customers
is often
more of
an
afterthought
rather
than
being a
germane
consideration
in the
development
of
marketing
strategy.
While
numerous
examples
abound of
firms
that have
devoted
inadequate
attention
to their
channel
strategy,
one
venture
can be
offered
for
illustrative
purposes.
In 1998,
Furniture.com
was
launched
with “the
goal of
bringing
greater
convenience
and
personalization
to the
furniture
shopping
experience”
(company
website).
While
their
overarching
business
model
appeared
to be
sound,
they
failed to
factor in
that
freight
companies
such as
UPS did
not ship
bulky
items
like
sofas and
tables.
Thus,
Furniture.com
was
forced to
use more
expensive
shipping
alternatives,
often
resulting
in
shipping
charges
being
higher
than the
actual
price of
the item!
In an
attempt
to bring
channel
issues to
the
forefront,
this
course
aims to
impart
critical
concepts,
tools,
and
frameworks
that
students
can apply
in
helping
their own
firms
develop
comprehensive
marketing
strategy.
To this
end, an
array of
interesting
cases and
readings
will be
utilized
to
explore
how
channels
must be
designed
and
managed
to meet
the
ever-changing
needs of
the
customer.
These
cases
will
provide a
pedagogical
way of
bringing
“real
world”
channel
situations
into the
classroom,
and allow
students
the
opportunity
to be
launched
into a
situation
in which
they must
carry out
in-depth
analyses
and
formulate
effective
strategies
to assist
the
protagonist(s)
resolve
the
channel
issue(s)
at hand.
The
emphasis
will be
on how
these
recommendations
can
assist in
creating,
capturing,
and
sustaining
value.
Marketing
Research
Unique
No.:
04470
Instructor:
Alpert Class
Times: W
2:00 –
6:00 CBA
4.304
Working
with
corporate
sponsors
including
General
Mills,
Dell, and
other key
UT
employers,
we have
designed
a
project-based
“real-world”
look at
the use
of market
research
to guide
marketing
management
decisions.
We will
cover the
key
topics of
decision
analysis,
problem
identification,
and all
areas of
marketing
research
methods
from the
viewpoint
of
managerial
decision
support.
Recent
graduates
of this
course
have
found
great
positions
with
Nestle,
General
Mills,
Dell, and
other
sponsors.
We shall
work with
companies
and
non-profit
organizations
to
identify
strategic
marketing
challenges
which
they
face, and
will
recommend
actions
based on
our
analyses
of their
competitive
environments.
The
experience
gained in
working
with
management,
as well
as the
research
and
analysis
that
these
consulting
projects
will
entail,
will help
to gain
valuable
work
experience
and
position
students
for
rewarding
careers
upon
graduation.
Students
groups
will
select a
client
and
problem
area from
a list of
those
topics
submitted
by
organizations
seeking
our help
as
consultants.
As an
option,
student
groups
may work
on a
business
research
project
of their
own
choosing.
The
course
structure
will
involve
formal
class
sessions
covering
topics
such as
problem
definition,
information
needs
assessment,
secondary
(including
Internet)
and
primary
data
analyses,
questionnaire
and
experimental
design,
and
quantitative
analysis
of
marketing
data. We
will work
together
as
consulting
teams on
a series
of target
dates, as
the
projects
progress
throughout
the
semester.
Students
will be
evaluated
primarily
on the
basis of
the
written
report
and oral
presentation
to be
completed
near the
end of
the
semester,
their
ability
to meet
deadlines,
and their
contributions
made in
discussion
in the
classroom
and
group-instructor
meetings.
In that
sense,
the work
and its
evaluation
will
parallel
that
which
will be
encountered
in the
full-time
jobs for
which
students
are
preparing
to take
upon
graduation.
This
course is
recommended
for
students
interested
in
careers
in
customer
insights,
marketing
research,
packaged
goods
marketing,
marketing
management,
industrial
and
technology
marketing,
financial
management,
and other
fields
where the
ability
to
interact
with
research
specialists
and apply
their
recommendations
may be
enhanced
by
knowledge
of the
capabilities
and
limitations
of market
research.
Marketing
and
Customer
Insights
Practicum
Unique
No.:
04475
Instructor:
Walls Class
Times: MW
4:00 -
6:00 GSB
3.106
Marketing
and
Customer
Insight
Practicum
is a
projects-based
course.
Students
are
assigned
to teams
and work
on
projects
sponsored
by
businesses.
The
projects
can be
focused
on a
wide-range
of
marketing
topics.
Each
semester
the
projects
available
will be
advertised
via
e-mail to
all MBA
students
in the
week
before
the
semester
begins.
Students
who wish
to
participate
in a
practicum
must
apply for
one or
more of
the
projects
offered
for the
relevant
semester.
Applications
require
submission
of a
resume
and a
statement
about
reasons
for
interest
in and
suitability
for the
project.
Students
may apply
for more
than one
project,
but may
only
participate
in one
for each
semester,
although
it is
possible
to
participate
in
different
projects
in
different
semesters.
Student
selections
are made
during
the first
week of
the
semester
and
"accepted"
students
are
permitted
to enroll
in the
Practicum
course.
Every
attempt
will be
made to
accommodate
all
students
who wish
to
participate
in a
practicum.
Although
there may
be
substantial
variation
in the
nature of
projects
from
semester
to
semester,
most
practicum
projects
require
an
initial
research
phase -
often
requiring
a report
of
research
findings,
followed
by an
implementation
phase in
which
specific
business
problems
and
solutions
are
addressed.
All
projects
will
require a
final
group
report
and/or
the
presentation
of
results
to the
corporate
sponsor.
Evaluations
are based
on the
quality
of the
teamwork
and
assessment
of
individual
contributions
to the
project.
Recent
projects
have
included
new
product
introductions,
post-merger
marketing
systems
integration,
brand
positioning
studies,
product
feasibility
studies,
competitive
positioning,
and
benchmarking
studies.
Project
sponsors
have
ranged
from
small
technology
start-ups,
to major
corporations
such as
3M, Frito
Lay,
Dell,
Accenture,
Verizon,
and
Nortel
Networks.
Practicum
assignments
will be
announced
via email
in
January.
Marketing
Analysis/Decision
Making in
an
Information
Age
Unique
No.:
04480
Instructor:
Mahajan
Class
Times: MW
10:00 –
12:00 UTC
1.102
This
course
deals
with
concepts,
methods,
and
applications
of
decision
modeling
to
address
such
marketing
issues as
segmentation,
targeting
and
positioning,
new
product
design
and
development,
advertising,
and sales
force and
promotion
planning.
The
course is
designed
for MBA
students
who have
some
background
in or
understanding
of
marketing
principles
and
exposure
to
spreadsheet
programs
such as
EXCEL.
Unlike
conventional
capstone
marketing
courses
that
focus on
conceptual
material,
this
course
will
attempt
to
provide
skills to
translate
conceptual
understanding
into
specific
operational
plans – a
skill in
increasing
demand in
organizations
today.
Using
market
simulations
and
related
exercises
tied to
PC-based
computer
software,
students
will
develop
marketing
plans in
various
decision
contexts.
Service
Management
Unique
No.:
04485
Instructor:
Fitzsimmons Class
Times: MW
12:00 –
2:00 UTC
1.144
This case
course
explores
the
dimensions
of
successful
service
firms. It
prepares
students
for
enlightened
management
and
suggests
creative
entrepreneurial
opportunities.
Outstanding
service
organizations
are
managed
differently
than
their
"merely
good"
competitors.
Actions
are based
on
totally
different
assumptions
about the
way
success
is
achieved.
The
results
show not
only in
terms of
conventional
measures
of
performance
but also
in the
enthusiasm
of the
employees
and
quality
of
customer
satisfaction.
Beginning
with the
service
encounter,
service
managers
must
blend
marketing,
technology,
people,
and
information
to
achieve a
distinctive
competitive
advantage.
Strategic
Marketing
Unique
No.:
04490
Instructor:
Mackie Class
Times: TTH 12:00
– 2:00
UTC 1.116
Unique
No.:
04495
Instructor:
Mackie Class
Times: TTH 4:00
– 6:00
UTC 1.104
The
primary
objective
of this
course is
in
helping
you
develop
skills
and gain
experience
in
formulating
and
implementing
marketing
strategy.
This is
an
integrative
course in
that we
will
frequently
cover
topics
that you
have
previously
been
exposed
to in
other
marketing
classes.
However,
in this
class, we
will
integrate
these
topics
into a
comprehensive
marketing
strategy.
As part
of the
learning
experience,
we will
be using
a
simulation
program
where
each
student
team will
take
charge of
a company
and
compete
against
other
student
run
companies.
Throughout
the
simulation,
you will
be
responsible
for
developing
and
executing
a
marketing
strategy.
This
process
will
require
you to
make
several
strategic
and
tactical
decisions
throughout
the
duration
of the
game,
such as
setting
price,
forecasting
demand
and
production
levels,
managing
channels,
etc. We
will also
devote
significant
time to
current
events as
they
pertain
to
marketing
strategies
pursued
by
companies
in the
news as
well as a
few
topical
issues
such as
multi-channel
marketing,
marketing
ethics,
etc. The
format of
the class
is half
lecture
and half
cases.
Marketing
Communications
Unique
No.:
04500
Instructor:
Hoyer Class
Times: MW
2:00 –
4:00 GSB
3.104
The
objective
of
Integrated
Marketing
Communications
is to
provide
an
overview
of the
components
and
considerations
involved
in
marketing
communications
strategy
decisions.
In order
to
accomplish
this
goal, one
must
first
understand
the
consumer
(or the
recipient
of the
communication
efforts).
Thus, the
first
part of
the
course
will
consider
the basic
principles
underlying
consumer
information
processing
and how
marketing
efforts
can
influence
this
process.
The
second
part of
the
course
will
focus on
the
individual
elements
of the
marketing
communications
mix
(advertising,
direct
marketing,
sales
promotion,
and
public
relations)
and how
these
elements
are
combined
into an
integrated
promotional
campaign.
The class
will
revolve
around
lectures,
discussions,
and
projects.
The grade
will be
determined
by a
midterm
exam, a
major
project,
several
small
projects,
and class
participation.
Marketing
Hi-Tech
Products
Unique
No: 04505
Instructor:
Srinivasan
Class
Times: MW
10:00 -
12:00 GSB
3.138
High-technology
industries
have a
central
role in
the
economy.
These
markets
are
characterized
by a high
degree of
innovation,
abrupt
technological
shifts
and
increasingly
shortening
product/technology
life
cycles.
To
maintain
sustainable
competitive
advantage,
firms in
these
markets
have to
constantly
readjust
their
marketing
strategies
to
ever-changing
demand
patterns
and
shifting
technological
landscape.
In the
face of
such
demand
and
technological
uncertainties,
managers
in
high-technology
markets
need to
understand
unarticulated
customer
needs and
forecast
the
development
of
nascent
markets.
An
understanding
of some
unique
features
of these
markets –
network
externalities,
consumer
lock-ins,
technological
compatibility
and
standards
– is
critical
in
developing
successful
marketing
strategies.
This
course
offers a
framework
–
integrating
concepts
from
business
policy
and
R&D/technology
strategy
– to
systematically
analyze
the
different
dimensions
of
marketing
and
technology
strategies
in these
industries.
