| International Marketing and Strategy |
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MKT B469
International Marketing and Strategy
| Introduction |  |
Welcome to MKT B469 International Marketing and Strategy. We hope that you will find this course both interesting and challenging.
In all business decisions, marketing plays a pivotal role. If marketing is defined as 'giving the people what they want', then companies, to be profitable either domestically or internationally, must be attuned to the desires and demands of consumers. Marketing strategy is a vital component of overall corporate strategy, and must reflect marketplace realities and consumer demands, as well as providing competitive advantage where possible.
Business is now played out on a global stage in an increasingly competitive arena. With the continuous lowering of trade barriers, the emergence of trading blocs and partnerships, rapidly evolving technology and shifting demographics, businesses are increasingly considering not just operating in a domestic marketplace but are evaluating the option of going international. However, 'going international' is not as simple as translating what you do domestically into a foreign language, as many companies have found, to their dismay. The tools, techniques, theories and frameworks used in domestic marketing have been adapted for use in international and multinational situations. Whether businesses choose to 'go international' or not in their operations, they still have to contend with increasing international competition within their domestic markets, requiring an appreciation for and an understanding of international marketing.
MKT B469 International Marketing and Strategy will equip you with the basic tools, techniques, theories and frameworks of marketing strategy formulation, implementation and control in both domestic and international marketplaces. Specific attention is given to the broad range of product, place, price and promotion strategies that may be adopted by companies in specific marketplace situations. This course is intended to be integrative so, rather than addressing marketing strategy domestically first and then applying it internationally, both domestic and international situations are considered within each subject area.
This course is a full year, 10 credit, higher level course; you are advised to have previously taken MKT B250 Introduction to Marketing or its equivalent.
The study units, textbooks, additional readings, self-tests and exercises will help you master the subject matter over a period of approximately 30 weeks. In the study units, you are provided with many generic, local, regional and international examples. These enable you to apply the concepts and principles to the Hong Kong business environment.
Course pre-requisites
You are strongly advised to have taken MKT B250 Introduction to Marketing [or its equivalent] prior to taking this course.
| Purpose of this Course Guide | |
By now you will have completed other OUHK courses. You are, therefore, well aware of the study skills required for distance learning, have developed your own study schedules and methods and are familiar with the organization of OUHK courses. Even so, you should read this Course Guide thoroughly before proceeding to look at the study units or your textbooks. Some of the contents will be familiar to you but much of the information is specific to MKT B469 International Marketing and Strategy. Please take time to read it.
The Course Guide tells you briefly about the course content and suggests ways for you to work your way through the material. It also provides some guidelines as to the amount of time you are likely to spend on each unit in order to complete the course successfully.
The Course Guide provides information on assignments, tutorials and the examination. Please see the Presentation Schedule for information about the due dates for the submission of assignments.
You will probably wish to refer to this Course Guide throughout the course to help clarify important points about studying with the OUHK so keep it in a convenient place.
At this point you may also want to look at your notes for MKT B250 Introduction to Marketing. MKT B469 International Marketing and Strategy builds on the groundwork laid down in MKT B250 so you may want to refresh your memory about its contents by reviewing the Course Guide and study units.
| Course aims | |
MKT B469 International Marketing and Strategy aims to:
introduce you to the current theories, principles, frameworks and strategic options used in the formulation, implementation and control of marketing strategy.
introduce you to the specific theories, principles, frameworks and strategic options that are used in the formulation, implementation and control of international marketing strategy.
provide you with an analytic framework for developing marketing strategies for use in domestic and international markets, and the opportunity to apply this framework to the Hong Kong marketplace.
| Course learning outcomes | |
Upon completion of this course, you should be able to:
Assess the role that marketing strategy plays within both domestic and international business operations and discuss both the importance of marketing strategy, formulation, implementation and control and its application.
Analyse the international marketing environment, in particular how it differs from the domestic marketing environment.
Illustrate the importance of international marketing efforts to the economy of Hong Kong.
Evaluate domestic markets using the tools of environmental analysis.
Evaluate offshore markets within a conceptual framework of political, legal and cultural environmental analysis.
Develop a marketing strategy for domestic application through the creation of specific product, place, price and promotion strategies.
Develop a marketing strategy for international application by creating specific product, place, price and promotion strategies.
| Course overview | |
The following chart gives a general overview of the course structure.
Unit Title weeks Assignment activity 1
Introduction to International Marketing and 3 Strategy 3 2 Strategic Marketing Analysis 2 3 The International Environment and Marketing 2 4 Strategic Marketing Capabilities 2 Assignment 1 5 Strategic Marketing Formulation and Strategic Tools 2 6 Market and Market Entry Strategies 3 Assignment 2 7 Product Strategies 4 8 Place Strategies 2 Assignment 3 9 Price Strategies 2 10 Promotion Strategies 4 11 Strategy Implementation and Control 2 Assignment 4 Revision 2 Total 30
| Course materials | |
There are 11 study units in MKT B469 International Marketing and Strategy. The study units consist of two to four weeks work each. Each unit includes specific objectives and directions for study, highlighting the key points upon which tutorials, exercises, assessment and the examination will be based. Activities within each unit allow you to check your progress at each stage and reinforce your understanding of the material. You are encouraged to work on these activities they are good preparation for both the TMAs and the examination.
The course is structured so that each unit in each section builds on previous knowledge. Each unit includes a variety of different ways to help you study. These are:
Reading the study unit;
Reading the appropriate pages or chapters from the textbooks, and any supplementary readings as indicated;
Testing your comprehension and analytical skills by working through the self-test questions and exercises that appear throughout the unit; and
Completing the assignments. These will require you to think, observe or undertake some activity that is designed to help you apply the knowledge you have gained.
Study units
The study units are:
Unit 1 Introduction to International Marketing and Strategy
Unit 2 Strategic Marketing Analysis
Unit 3 The International Environment and Marketing Research
Unit 4 Strategic Marketing Capabilities
Unit 5 Strategic Marketing Formulation and Strategic Tools
Unit 6 Market and Market Entry Strategies
Unit 7 Product Strategies
Unit 8 Place Strategies
Unit 9 Price Strategies
Unit 10 Promotion Strategies
Unit 11 Strategy Implementation and Control
Unit 1 begins with an overview of the key course concepts of strategic marketing, planning, formulation and implementation. It also introduces you to the arena of international marketing, reviewing and critically evaluating selected trade theories. You also review the five main levels of economic cooperation and the impact of various types of marketing barriers on international marketing efforts.
Unit 2 discusses the concept of competition, competitive intelligence and how industry and comparative analysis can identify potential competitive advantage. You then look at the consumer, reviewing how markets can be identified and segmented using various criteria. The tool of environmental analysis will also be discussed.
Unit 3 introduces you to the political, legal, cultural and consumer behaviour environments that, taken together, form the international environment that marketers must operate within. It reviews different political and economic systems, the concept of political risk and the strategies companies can adopt to manage and hopefully minimize political risk. It reviews some of the more pertinent international legal issues and then discusses the all-important aspect of culture, looking at various aspects of communication. Consumer behaviour will be reviewed specifically within an international context. You will also look at marketing research, with a particular emphasis on how the tools and techniques of research can be applied in the international marketplace and the challenge presented by cross and multinational research.
Unit 4 discusses how a company can assess its strategic marketing capabilities through an analysis of strengths and weaknesses, and by matching identified strengths with available opportunities to achieve specified marketplace objectives. You look at how companies formulate corporate strategic direction, develop a business mission and set either strategic business unit or product/market objectives.
Unit 5 deals with the development of product/market strategies. The focus will, in particular, be on the use of frameworks such as the Product Life Cycle, the BCG Portfolio Matrix, the GE Matrix and Porter's Generic Strategies to assist in marketing strategy formulation and the evaluation of strategic options. A broad range of tools such as Game theory, Delphi techniques, Trend-impact analysis, Cross-impact analysis and Scenario building, that can assist marketers in developing marketing strategies and evaluating different strategic options, will also be discussed.
Unit 6 introduces you to the major market strategies that companies can adopt. You will review each in some detail, with a particular emphasis on the strengths and weaknesses of each and the conditions under which each would be most appropriately selected. You then turn to the international arena and review the major foreign market entry strategies available to a company considering 'going international'. Each strategy is reviewed with a particular focus on when each would be most appropriate.
Unit 7 discusses the major product strategies available to marketers and the conditions under which each would be most appropriate. You will review the International Product Life Cycle and compare it with its domestic counterpart. Following this you will enter into the standardization/adaptation debate and review how branding and packaging decisions must be amended for use in international situations.
Unit 8 reviews the major distribution strategy options available to both domestic and international marketers. You review the channel design model and investigate why vertical marketing systems are so popular. You look at the different decisions and conditions marketers operate under in domestic versus international distribution.
Unit 9 reviews pricing strategy as it applies in both domestic and international markets. You will review some of the major strategic options marketers have for setting price, such as penetration, skimming, flexible pricing and price leadership. You will also review international conditions such as dumping, price distortion and inflation and their impact on pricing strategy.
Unit 10 reviews the components of the promotion mix: advertising, publicity, personal selling and sales promotion. It focuses specifically on how developing a promotion mix and accompanying strategies differs in domestic and international markets. You will finish the unit and the course by looking at an example of how to develop a global marketing strategy.
Unit 11 reviews strategic implementation and control, focusing on traditional versus market responsive organizations, the elements of strategic effectiveness and systems design. You will also review executive reward systems and the roles played by both the CEO and the strategic planner. The unit and the course will end with a discussion of how strategic planning effectiveness can be both achieved and measured.
Set textbooks
You must purchase these two texts:
Jain, S and Haley, G (2009) Strategic Marketing, Asia Edition, Cengage Learning.
Onkvisit, S and Shaw, J J (2009) International Marketing: Strategy and Theory, 5th edn, New York, United States: Routledge.
Readings
A number of essential journal articles and papers (printed as well as online) are used to support the study units. Grey reading boxes in the study units will refer you to these readings. The readings are included at the backs of units if they are available in print.
For online readings, instead of typing in the URL, you can click the link in the online study unit provided in the OLE.
E-Library E-Reserve readings
You may be instructed to read articles in the E-Library E-Reserve. To read these items, go to the OUHK E-Library and click on 'E-Reserve'. Log in, click 'Accept/Agree' on the Copyright Restrictions page, fill in the 'Course Code' box, and click 'Search'.
Assignment File
Details for the compulsory assignments are contained in the Assignment File. You are required to complete your assignments and mail them to your tutor in accordance with the timetable provided in the Presentation Schedule. These assignments will be marked by your tutor and returned to you as quickly as possible to provide feedback before you progress too far in the next units.
Keep a copy of any assignments mailed to your tutor, in case they are lost in the mail or if you want to discuss the assignment with your tutor before it is returned
Presentation schedule
The Presentation Schedule for MKT B469 International Marketing and Strategy is included in your course package. It gives the dates by which your tutor must receive your assignments. You should guard against falling behind in your work. Please refer to your Student Handbook for details concerning extensions.
Online Learning Environment
This course is supported by the Online Learning Environment (OLE). You can find course materials and the latest course information from the OLE. Through the OLE, you can also communicate with your tutors, the Course Coordinator and other students. For details about the OLE and how to access it, please refer to the Online Learning Environment User Guide.
| How to work through the course material | |
Read each study unit carefully as it guides your learning. Each unit tells you what the unit objectives are, what textbook readings you are assigned and details about the assignments. You must read both the study units and the material from the textbooks. They are not alternatives. If additional readings are provided for the unit, you should read them as indicated.
The textbooks are written by American authors and are written from the American perspective. The statistics provided generally refer to the United States and you need not pay too much attention to these as you will not be assessed on them. They do give you an idea though as to the type of information available and how it may be used. The United States has one of, if not the, largest bank of international data generated by government sources. Do not assume, however, that the same depth and breadth of data would be available in other countries.
It is also helpful for you to read as widely as possible. Marketing is a dynamic discipline. The most current materials possible have been used in this course, but with the fast pace of Hong Kong, indeed the global marketplace, the economic, social and political trends and environments discussed in the course materials may have changed.
Your reading should include articles in local and international newspapers, magazines such as Business Week and the Harvard Business Review, specialized marketing journals and relevant books. By reading widely you will increase your understanding of the course content and improve your ability to apply the course content to the Hong Kong business environment.
The following list of marketing journals is not meant to be exhaustive but is rather to show you the broad range of resource materials available:
Asia-Pacific Journal of Marketing and Logistics
Hong Kong Journal of Business Management
Hong Kong Manager
Journal of Advertising
Journal of Global Marketing
Journal of International Consumer Marketing
Journal of Market Focused Management
Journal of Marketing Management
Journal of Marketing Research
Journal of Marketing
Journal of Services Marketing
Journal of Strategic Marketing
The following list of marketing strategy and international marketing textbooks, as above, is not meant to be exhaustive but is rather to show you the broad range of resource materials available:
Anderson, C and Vincze, J (2009) Strategic Marketing Management, Massachusetts: Houghton Mifflin Company.
Baker, M (2009) Marketing Strategy and Management, New Hampshire: Macmillan.
Cateora, P (2007) International Marketing, New York: McGraw-Hill/Irwin.
Chaffey, D (ed.) (2009) Internet Marketing: Strategy, Implementation and Practice, 4th edn, Prentice Hall.
Cravens, D and Piercy, N (2009) Strategic Marketing, New York: McGrawa-Hill/Irwin.
Czinkota, M and Ronkainen, I (2009) International Marketing, Mason, Ohio: South-Western.
Doole, I (2009) International Marketing Strategy: Analysis, Development and Implementation, London: International Thomson Business Press.
Egan, J (2008) Relationship Marketing: Exploring Relational Strategies in Marketing, 3rd edn, Prentice hall.
Hassan, S (ed.) (1994) Globalization of Consumer Markets, New York: International Business Press.
Hooley, G, et al. (2008) Marketing Strategy and Competitive Positioning, 4th edn, Prentice Hall.
Kaynak, E (ed.) (1991) Sociopolitical Aspects of International Marketing, Hawthorn Press.
Kaynak, E (ed.) (1993) The Global Business: 4 Key Marketing Strategies, New York: International Business Press.
Keegan, W and Green, M (2011) Global Marketing, New Jersey: Pearson Education.
Kostecki, M (1994) Marketing Strategy for Services: Globalization, Client Orientation, Deregulation, New York: Pergamon Press.
Kotler, P and Anderson, A (1991) Strategic Marketing for Non-profit Organizations, New Jersey: Prentice Hall.
Kotler, P et al. (2009) Marketing Management: An Asian Perspective, Prentice Hall Asia.
Kotler and Keller (2009) Marketing Management, 13th edn, Prentice Hall.
Lamont, D (2010) Global Marketing, Massachusetts: Blackwell Business.
Lovelock, C and Wirtz, J (2007) Services Marketing: People, Technology, Strategy, 6th edn, Pearson Education.
Moutinho, L and Southern, G (2010) Strategic Marketing Management, South-Western, Cengage Learning.
Morrison, T (1997) Dun and Bradstreet's Guide to Doing Business Around the World, New Jersey: Prentice Hall.
Mueller, B (2009) International Advertising: Communicating Across Cultures, Belmont: Wadsworth Publishing Company.
Mullins, J, Walker Jr., O, Boyd Jr., H and Larreche, J (2009) Marketing Management: A Strategic Decision-Making Approach, New York: McGraw-Hill/Irwin.
Samli, A C (2010) International Consumer Behaviour: Its Impact on Marketing Strategy Development, Connecticut: Quorum Books.
Walker Jr., O, Boyd Jr., H, Mullins, J and Larreche, J (2006) Marketing Strategy: A Decision-Focused Approach, New York: McGraw-Hill/Irwin.
Wilson, R, Gilligan, C and Pearson, D (2010) Strategic Marketing Management, UK: Butterworth Heinemann.
Usunier, J (2010) Marketing Across Cultures, London: Prentice Hall.
Checking understanding
The unit objectives set out what you are expected to accomplish through studying the unit. You should keep these objectives in mind as you do your readings. The objectives help you to determine the core theories, concepts, frameworks and tools contained in the readings. When you finish the unit, return to these objectives and check that you have achieved them.
Keep a note of any difficulties you encounter as you progress through the materials and raise them with your tutor as soon as possible. Try to have specific questions for your tutor to answer and be specific about the material that you do not understand.
| Course assessment | |
Course assessment consists of four assignments and an examination. This course is designed to assist you in moving easily from the required readings in the course materials to the assignments and the examination. In preparation, a variety of non-assessed activities such as exercises and self-test questions are provided as you work your way through the study units.
Tutor-marked assignments
The assignments must be submitted to your tutor for formal assessment in accordance with the deadlines stated in the Presentation Schedule. The non-assessed activities are, by definition, not part of your formal assessment, but it is very important that you complete all these activities as you work through the units, before you attempt the assignments. These activities expose you to the types of issues you may be asked to address in the assignments. The problems reflect the demands of the unit objectives and are designed to help you understand and apply the principles covered in the unit. If you complete the non-assessed activities, you should have fewer problems in completing the marked assessment. You are encouraged to complete the self-tests and then compare your answers with the suggested responses, determine how much of the material you understood and return to the textbooks and/or study unit if necessary.
There will be four tutor-marked assignments (TMAs) which test your understanding of the material and involve applying the concepts you learn about. The TMAs may cover material from previous units or only the material from a particular unit.
TMA extension policy
The assignment policy of the University as stated in the Student Handbook should be observed. Applications for extension of up to seven days should be submitted to the tutor. For extensions of over seven days, students should note the following:
Assignment extensions may be granted in extenuating circumstances, which should be interpreted as circumstances that are unexpected. Work commitments and travelling are not regarded as extenuating circumstances unless they are unexpected.
Supporting documents must be submitted along with the application for extension of over seven days to justify the claim. Applications without supporting documents will not be considered.
Applications for extension should be submitted either before or on the due date.
The decision to grant or refuse an extension is made by:
the Course Coordinator for extensions of up to 21 days;
the Dean for extensions of over 21 days.
If the assignment is posted to the tutor, it is the responsibility of the student to check that the assignment has successfully arrived (see Assignment File). Extension applications without supporting documents on the ground of postal loss will not be accepted. The University cannot accept any responsibility for assignments that are not received by your tutor due to problems with the post. As a precaution, you are advised to keep a copy of each assignment you submit and obtain a certificate of posting from the post office when you post your assignment.
Marking scheme
Below are the total marks allocated to the continuous assessment and to your examination. In order to pass the course MKT B469 International Marketing and Strategy , you must achieve a passing grade on both the TMAs and the examination.
There are four assessment exercises for the course.
Type Marks Assignment 1 10% Assignment 2 10% Assignment 3 10% Assignment 4 20% Assignments Four, total value 50% Examination 50%
Examination
The examination for MKT B469 International Marketing and Strategy will be 'closed book' and of three hours' duration. The examination will count 50% towards your final grade. You must achieve a pass on the examination.
As the course material has integrated both Marketing Strategy and International Marketing rather than addressing them as two separate topics, the examination will also be integrated.
Use the time between finishing the last unit and the examination to review the entire course. You will find it useful to review your self-test questions, tutor-marked assignments and your tutor's comments on them before sitting the examination.
The examination covers information from all parts of the course and is of a form you will have already experienced in self-tests and the TMAs. You will be provided with a specimen examination, similar in format to the actual examination. Note that this is only a specimen or sample examination. The examination you sit will contain different questions, although the mark allocation and style of questions will be similar.
| Use of case studies | |
Case studies are a useful and increasingly popular form of learning and assessment in the OUHK's School of Business and Administration. In this section we will look at why case studies are used and then suggest some learning strategies that you can use to approach case studies. We will also briefly discuss some problems that you may encounter as you learn from case studies.
What is a case study approach to learning?
One main purpose of a case study is to explore an issue or a number of issues in relation to an organization. The intention is to get you to carefully diagnose an organization; to focus on key problems, and to suggest how these might be resolved. Often the case is a real-life account of an organization which you are required to analyse in order to focus on a problem. Usually, the information that is provided is incomplete and you are often expected to observe developments in the organization over a period of time. The case study approach is an excellent opportunity to actively apply material that you have read and conceptual knowledge to the reality of an organization.
At the OUHK, case studies may be used as part of TMAs, exams, study units, or day-school exercises. You normally are given some information about a company (this could be both text and graphical information, such as figures and tables). You are then asked to think about some problems related to the company and to use concepts and apply theories that you have learned in your course to propose possible solutions for the company.
Let's have a look at two kinds of case study questions that you might be asked to work through in your courses. The first example is quite structured, while the second is much more open-ended.
Two examples of case study questions
Read the case study entitled 'ABC Consultants' and consider the following issues:
Using your understanding of the resource-based model, what measures could be taken to improve ABC's returns?
Drawing on your broad understanding of the consultancy industry, assess ABC's relative competitiveness and its profit potential.
To what extent do internal factors account for ABC's financial weaknesses?
Based on your assessment of ABC's financial weaknesses, formulate a new strategic intent and develop a mission statement for ABC.
Read the case study entitled 'XYZ Industries'.
Identify the key problems that are currently faced by XYZ's management.
- Propose viable solutions to these problems.
Why case studies?
As you can see from the above examples, a case study approach to learning requires a great deal of thinking and often will not easily yield a quick 'wrong' or 'right' answer. However, case studies are also good preparation for dealing with real-life business problems. Cases may be short and relatively simple, or longer and complex. The purpose is the same for both types: to give you an opportunity to develop your skills in analysing the strengths and weaknesses of the organization under examination, to consider the processes at work within the organization, and to make decisions about future actions.
Case studies are not meant to replace textbooks, but rather to ask you to draw connections between theories and practice and to apply abstract ideas, concepts, and principles to specific concrete situations. Consequently, case analysis develops a number of skills that are crucial in business. In particular, they help you to:
analyse complex, unstructured, sometimes ambiguous situations;
identify critical issues and problems;
question your own and others' assumptions;
improve your problem-solving skills;
develop your ability to find alternatives and make informed decisions;
make decisions with incomplete information and think strategically;
self-educate yourself and draw on a broad range of resources and knowledge; and
- present and justify recommendations in writing.
You may find that there are many possible 'right' answers to the questions in a case study. This illustrates that there is often no single best way to responsibly manage and solve real-life business problems.
Some guidelines for analysing case studies
The following strategies should help you to successfully analyse case studies:
1 Read the case and become familiar with the facts
First, skim read the case to obtain a general understanding of the main point(s). Highlight or underline the pertinent points as you read.
Read the case again, and this time note down critical facts (such as names, time sequences, and where events occurred). Try to understand how events have influenced decisions. Identify the important individuals or stakeholders, and try to assess the importance of supporting information in the case. How reliable is this supporting information? Are there any gaps in the information that is given?
Make a note of any questions that you have as you read the case.
2 Assess the context of the case
Try to understand the environment of the organization and the wider context of the case.
Ask yourself questions about:
The state of the organization: What is the state of this organization: good, bad or in-between? Usually this involves thinking about interpersonal relationships, and assessing production or financial problems.
Key players and systems: How do systems and people operate in this organization? Why do they operate like this? Are the systems undergoing change? How successful are the changes? Is there someone who could sabotage any future strategy? Is there someone who can ensure the success of a future strategy?
Significant trends: How does this industry operate? What are the main or unique characteristics of the industry? What were they five or ten years ago, and what are they likely to be in the future? What impact are trends likely to have on the organization under investigation? How does this organization's performance compare with that of competitors?
Constraints: Clearly identify all constraints in the case. A constraint may be viewed as anything (usually beyond the control of the organization) that may prevent an otherwise feasible course of action from becoming a success. What is outside the control of individuals in the case study? For example, it is unlikely that any company or individual in Hong Kong could prevent a foreign government from imposing tariff barriers on imports.
A SWOT analysis is a good way to get a better understanding of the organization and the context or environment in which it is operating. A SWOT analysis considers the Strengths and Weaknesses of the organization, and the Opportunities and Threats which the organization faces in the external environment.
3 Recognize the case's symptoms
Read the case again and as you read, try listing all the symptoms of the case. The symptoms of a case are not the problems, but they may help you to identify the problems. Symptoms are all the things that are undesirable or that are not as expected. For example, falling sales could be a symptom of several problems such as poor market segmentation, poor product quality, or problems in a supply chain. At this stage of your analysis, you should just try to observe all the symptoms, and avoid prematurely identifying problems or suggesting solutions. Like a doctor who consults a patient, you first need to observe and note all the symptoms before you can give a definite diagnosis of the problem. Think about how the symptoms may be interrelated. Relationship diagrams, like the one below, may help you to see the relationships between symptoms.
4 Diagnose the case's problems
After you have a good sense of the symptoms, you're ready to determine key issues that need to be analysed more closely. You are now diagnosing the situation, like a doctor diagnosing a patient's symptoms. Ask yourself 'what seems to be the trouble in this organization?' and make a list of what you now perceive to be the key problem(s). You will probably need to go back to the details of the case and as you do this, you may add to or refine your list of potential problems.
If there are several problems, you need to order and prioritize them. You might want to number problems according to how you perceive their importance, or make a matrix, like the one below, which shows relationships between various criteria and each problem.
Criteria Problem #1 Problem #2 Problem #3 Importance: what will happen if the problem is not addressed? Urgency: how quickly must this problem be solved? Centrality: To what extent does this problem cause others? Solvability: Can this problem actually be solved? Also try to establish if there are relationships or themes in common among the various problems. Perhaps different problems in your list are actually variations of a broader central problem.
Ask yourself what assumptions you have made about the case. Are these assumptions reasonable, and are they supported by the facts? Would other people objectively suggest the same problems, based on the facts that you have? Are you suggesting problems that are not supported by the facts of the case?
After you have considered and put into order the possible problems and questioned your assumptions relating to these problems, you should write a statement of the problems as you perceive them. Avoid suggesting solutions at this stage.
Once you have a problem statement, you need to find evidence in the case to support your problem diagnosis. Also, try to identify ideas, concepts and theories from your textbook and course units which help to explain what is happening in the case.
5 Formulate criteria for a 'good' solution and identify possible constraints to solutions
Before you propose a solution, you need to consider the characteristics of a 'good' solution. Obviously, your solution should bring benefits such as improved productivity, reduced costs or greater profits. However, it also needs to be viable and to accommodate the constraints that you have already identified, i.e. Is the solution legal? Is there a budget for this solution? Does it conflict with the organization's culture?
Try to brainstorm alternative solutions. Aim to generate a broad and creative range of options and then try to rate each according to various criteria.
The following matrix demonstrates how this can be done.
Cost Ease of implementation Impact on organization culture Impact on profits Option 1 *** * * ** Option 2 * *** *** ** Option 3 ** * * *** Also refer to ideas, concepts and theories from your course materials as you consider and assess each possible solution.
It's often wise to propose a solution that allows for plausible alternatives if it should fail. Managers use the term satisfice when they are considering acceptable alternative solutions, that is, the solution is able to satisfy the situation while also making some realistic sacrifices to existing constraints. Therefore, it is a satisficing rather than a maximizing solution.
Finally, don't forget to consider the possibility of taking no action. What will actually happen if no action is taken? Are any (or all) of the solutions less viable than taking no action at all?
6 Recommend a viable solution
After you have assessed the merits and pitfalls of each alternative solution, select the best solution for the situation.
Remember that the solution needs to be viable. Can the recommended solution be introduced? Are there the resources and the willingness to implement it? Be realistic about what may work. Explain why it is the best solution within the constraints of the existing context and explain how it can be applied to the organization. Suggest a time-frame for the solution's implementation.
Outline possible strategies for implementing your solution, either partially or completely. As many feasible courses of action as possible should be considered before you choose the one that seems the most likely to succeed. The more ideas you have, the greater your chance will be of finding a solution that will work well. The complexity of most organizational problems means that it is highly unlikely that one idea alone will correct the situation. Usually a combination of actions is required, and these need to be funded differently, timed carefully and staffed as necessary.
7 Present your solution as a written recommendation
Review your final solutions and then prepare a set of written recommendations. These should clearly outline your proposed solution in relation to the problems that you have identified. Your recommendations should also include details of why these solutions are the most appropriate given the circumstances and constraints of the case. Finally, you need to clearly state how and when your proposals will be implemented.
Your tutor and your course Assignment File can provide some guidelines on how to present your recommendations.
Some mistakes to avoid as you analyse cases
When you first tackle case studies, you should be careful to guard against the following mistakes:
One of the most common mistakes made in case analysis is repeating or simply summarizing the facts of the case. Your tutor is already very familiar with the case details, so you do not have to restate them. You are required to use and analyse the facts, not repeat them. Your analysis should contain only enough case material to support your arguments. Therefore, be analytical!
You may often be tempted to just deal with symptoms and ignore the causes of the problem. It is very important to analyse the background of the case (and the climate in which the events of the case unfold).
Avoid discussing problems in isolation and do not overlook their interrelatedness. If you try to think in terms of 'systems' rather than in terms of individual problems, you are more likely to avoid this pitfall.
Students often fail to state the assumptions underlying their analysis. If any important assumptions have been made, have you questioned them and are they reasonable and appropriate? Avoid selectively using and interpreting case material in order to justify a preconceived solution.
Practical limitations and constraints may sometimes be overlooked. For example, a recommendation that a whole team be fired is probably unrealistic.
A very common mistake is poor integration of the facts in the case with the concepts, principles, and theories in the textbook. Such integration is vital. Ask yourself if relevant theories from your course have been fully and constructively applied.
Finally, recommendations are too often not spelled out in detail or are unrealistic. A timetable for implementing them is also often not given.
Analysing cases poses many challenges, and this is one reason the case study method is so rewarding. It is a very active form of learning. It offers you a risk-free opportunity to gain managerial and organizational experience and should greatly increase your confidence to make informed decisions in the real world.
Good luck and we hope you enjoy working through the cases that you encounter!
| Tutors and tutorials | |
Tutors
Tutors are available to provide assistance not just during the formal tutorials. Your tutor is also available by telephone during selected hours. Do not hesitate to contact your tutor by telephone if you need help. The following might be some typical circumstances in which you would find help necessary. Contact your tutor if:
you do not understand any part of the study units or the assigned readings;
you have any difficulty with self-tests or practice exercises; or
you have a question or problem with assignments, with your tutor's comments on or grading of an assignment.
Tutorials/Workshop
You will be notified of the dates, times and location of the formal tutorials/workshop, together with the name, phone number and telephone tutoring hours of your tutor as soon as you are allocated a tutorial group.
Tutorials/workshop are not lectures. They are designed to encourage group discussion and interaction. They provide you with an opportunity to discuss with your tutor any problems you are having. They also provide you with a good opportunity to discuss the course assignments.
While tutorials/workshop are not compulsory, attendance is strongly recommended. Tutorials/workshop are not only a time to discuss the course content and assignments with your tutor but they also give you a chance to meet and interact with your fellow MKT B469 students. Tutors are required to start tutorial/workshop sessions on time. If a tutor fails to turn up 30 minutes after the scheduled starting time, students may assume that the session is cancelled and they should report the case to the Course Coordinator so that a make-up session can be arranged. The tutorial/workshop sessions will cover course material as indicated in the following list.
Tutorial/Workshop topics Related units 1 Introduction to International Marketing and Strategy - overview of course
- discussion of key course concepts of planning, strategy, strategic planning and strategic marketing
- overview of the international business environment
- discussion of module self-tests, activities and cases
1 2 Strategic Marketing Analysis and The International 2 and 3 Environment and Marketing Research - overview of competition, customer analysis and environmental scanning
- discussion of the political, economic, legal and cultural environments faced by international marketers
- overview of marketing research with specific emphasis on international applications
- discussion of module self-tests, activities and cases
2 and 3 3 Strategic Marketing Capabilities and Marketing Strategy 4 and 5 Formulation and Strategic Tools - discussion of strength/weakness analysis and how to develop marketing objectives
- overview of different types of marketing strategy and analysis
- overview and application of strategic tools
- discussion of module self-tests, activities and cases
4 and 5 4 Market and Market Entry Strategies
- overview of major marketing strategies
- overview of foreign market entry strategies
- discussion of module self-tests, activities and cases
6 5 Product Strategy
- overview of major product strategies with specific emphasison the development of international product strategies
- discussion of module self-tests, activities and cases
7 6 Place Strategy
- overview of major place strategies with specific emphasis on the development of international place strategies
- discussion of module self-tests, activities and cases
8 7 Price Strategy
- overview of major price strategies with specific emphasis on the development of international price strategies
- discussion of module self-tests, activities and cases
9 8 Promotion Strategy - overview of promotion strategies with specific emphasis on the development of international promotion strategies
- discussion of module self-tests, activities and cases
10 9 Strategic Implementation and Control
- overview of strategic implementation and control
- discussion of module self-tests, activities and cases
11 10 Revision
- exam preparation
- review of Specimen Examination
All
| Conclusion | |
MKT B469 International Marketing and Strategy is designed to provide you with the theories, concepts and tools needed to develop marketing strategies both in Hong Kong and in international environments. Good luck, and enjoy the course!
Company names
Many company and product names are used in this course to illustrate concepts and provide 'marketplace' examples. Use of a company name or trademark should in no way be regarded as an endorsement of that company or product. Similarly, failure to cite a company name or trademark should in no way be interpreted as a criticism of that company or product. Many of the situations discussed are fictitious, even though actual company or product names are used. These situations are included for illustrative purposes only.
Developer
The course developer is M. Jan Charbonneau, a consultant and Lecturer in the School of Marketing and Tourism, Faculty of Business and Law, Central Queensland University, Rockhampton, Queensland, Australia. She has previous experience as a Senior Lecturer in Marketing in the School of Business and Administration, Open University of Hong Kong (previously The Open Learning Institute of Hong Kong).
| Deferment of studies | |
If you wish to defer your studies of this course until a later date, you should apply for deferment of studies. For the regulations governing deferment of studies, please refer to Section 14, 'Regulations for Admission, Registration and Maintenance of Status', in your Student Handbook. If you have applied for deferment of studies you should continue with your studies of this course and submit the required assignments until formal approval is given by the University. Should you have difficulties in submitting an assignment, you are advised to liaise with your Course Coordinator and apply for a TMA extension. Students who have been granted deferment of studies will not be allowed to submit TMAs due before the date that their application for deferment of studies is received by Registry.
| About the Lee Shau Kee School of Business and Administration | |
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