Module 2
Markets and Systems
- Course 6: SUPPLY CHAIN MANAGEMENT
- Course 7: STRATEGIC MARKETING
- Course 8: OPERATIONAL MARKETING
- Course 9: MANAGING VALUE CREATION IN A GLOBALIZED WORLD
- STUDY TRIP TO CHINA (SHANGHAI)
Course 6: SUPPLY CHAIN MANAGEMENT
Learning Objectives
This course is based on three progressions of a simple and powerful approach: all organizations are operated in processes to achieve some objectives, be it in production, distribution, sales, R&D or health care. The way we organize the processes determine the performance and there are tools to help us understand how the cost, time, precision and flexibility of a process depend on their organization, capacity and staffing; operations management.
Next, the single firm is just one link in a network (chain) that competes with other networks. Thus, what matters is not only the performance of my own process/organization/firm, but finally also how I coordinate with suppliers and clients to work together; supply chain coordination.
Finally, since supply chain management may substantially contribute to the success or failure of your market access or competitors' entry costs, the module will provide a real case where supply chain collaboration will be crucial to the success.
The major learning objectives of the of global operations and supply chain management are to :
- provide a process-oriented view on operations and supply chains
- introduce tools to analyse, improve and change processes
- understand supply chain dynamic problems, solutions and challenges
- provide a strategic view on supply chain collaboration
Teaching Methods
Role playing, case studies and seminars alternate to give a comprehensive understanding of the problems posed, with ample of sharing of industrial practice and insights.
Assessment
Exam
Course Texts
- Operations and Process Management : principles and practices for strategic impact ; Slack, Nigel ; Johnston, Robert ; Chambers, Stuart (2009) Prentice Hall
- Logistics and Supply Chain Management : creating value-adding networks, Prentice Hall (2005).
- Articles : Fisher, M. (1997) What is the right supply chain for your product? Harvard, Business Review, March-April. Others distributed in class or on website
Professor
Per Agrell - Ph.D. Linköping University (Sweden), Professor in Operation Management, UCL, permanent and visiting positions in universities in Austria, Denmark, Sweden and the U.S., Consultancy projects with European competition authorities, Saab Automobiles, Ericsson, SCA and other multinational firms. More information
Course 7: STRATEGIC MARKETING
Learning Objectives
Introduce the participants to Market Orientation and explain the main steps to develop a Strategic Marketing approach.
Keys points will be developed through cases to be read in advance by the students:
- Market Orientation. Macro Segmentation
- Attractiveness & Competitiveness Analysis
- Portfolio Analysis. Growth Strategies.
In Strategic Marketing, the emphasis is placed on the market-orientation concept and marketing's strategic role in an open economy. The characteristics of a market-driven orientation and the key concepts of market planning are presented and illustrated: needs analysis and market segmentation, business opportunity and competitiveness analysis and marketing strategy formulation.
Teaching Methods
Learning by doing approach: active participation, exercises and case discussion.
Assessment
Paper
Course Texts
To be defined
Professor
Carlo Maria Gallucci Calabrese - Full professor of Marketing and International Deputy Director General, ESADE (Barcelona, Madrid, Buenos Aires). PhD in Management Sciences by ICADE, Madrid, Spain. MBA by ESADE, Barcelona, Spain. Bachelor in Economics and Commerce by the University of Messina, Italy. Postgraduate programs at University of California at Los Angeles, UCLA, (General Management), and at Harvard Business School, Boston (Strategic Marketing), USA. More information
Course 8: OPERATIONAL MARKETING
Learning Objectives
In this course, key marketing decisions are reviewed and their implementation is illustrated through case discussions.
Marketing decisions include:
- new product marketing,
- distribution,
- pricing,
- marketing communication
- advertising decisions.
The development of a marketing plan is analyzed. Both consumer and business-to-business markets are examined.
The objectives are:
- To understand key concepts behind successful operational marketing
- To review how to develop an effective marketing program including key decisions in the brand, distribution, pricing and communication areas
- to develop on your own an effective marketing program in different business sectors
Teaching Methods
Presentation of key concepts
- Discussion of examples in different business sectors
- Preparation in groups, discussion and presentation of business cases
- Hand outs of key articles
Assessment
Exam
Course Texts
Market Driven Management, Strategic and Operational Marketing, Jean Jacques Lambin, Isabelle Schuiling (2012)
Professor
Isabelle Schuiling - PhD UCL. MBA Chicago. Marketing Professor at Louvain School of Management, UCL. Ex Marketing Director Europe and Belgium of Procter and Gamble and Member of the Executive Committee, Academic Director for the EMBA program of the Louvain School of Management group. As a specialist in Brand Management and International Marketing, she is currently researching the future of local brands in light of the current trends in marketing globalisation. More information
Course 9:
INTERNATIONAL & CROSS CULTURAL MANAGEMENT: FOCUS INDIA
Learning Objectives
Overall it should enable you to learn more about challenges in global value creation and approaches to master these challenges. The course will also focus on strategic thinking and intercultural management.
That globalization has changed our workplaces in recent years tremendously is obvious for every executive. Even though the challenges of a globalized are obvious firms are still desperately looking how to strategically manage value creation in a globalized world. Especially the complexity and dynamism of global value chains makes decision-making complicated. Following the arbitrage, adaptation and aggregation framework we will discuss how firms create value in a globalized world.
Thereby we will focus following the resource-based view the cases of global production/logistics, global sourcing and global R&D including strategic alliances. Furthermore, we will focus one day on cross-cultural management with a focus on emerging markets also reflecting impressions from the field trip. We will also address how to manage these fields jointly in multinational firms.
Finally, we will focus on India as emerging markets and learn from leading CEOs how India will shape the world and how we can understand and leverage India best.
Teaching Methods
Practical examples and relevant theory
Assessment
Group based case work
Course Texts
Case materiaI, essential readings for the course
Professor
Prof. Constantin Blome, UCL/Louvain School of Management/ceSCM and CORE, GSK Biologicals Chair in Strategic Sourcing and Procurement. M.Sc. in Management and PhD at Technische Universitaet Berlin, Germany. More information