FACULTAD DE CIENCIAS ADMINISTRATIVAS Y ECONÓMICAS DEPARTAMENTO DE MERCADEO Y NEGOCIOS INTERNACIONALES

Código-Materia: Requisito:

Programa – Semestre: Período académico: Intensidad semanal: Créditos:

03170 Estrategia de mercadeo internacional y publicidad MIP, 03123 Mercadeo internacional MIP, 03165 Estrategia de marca y precio MIP, 03169 Gerencia de ventas y merchandising MIP, 07008 Inglés VIII Mercadeo Internacional y Publicidad, Semestre 9 2016 2 3 horas 3

Course Objectives General Objective: This course is concerned with the development, evaluation, and implementation of marketing management in complex environments. The course deals primarily with an in-depth analysis of a variety of concepts, theories, facts, analytical procedures, techniques, and models. The course addresses strategic issues such as:  What business should we be in?  What are our long-term objectives?  What is our sustainable marketing competitive advantage?  Should we diversify?  How marketing resources should be allocated?  What marketing opportunities and threats do we face?  What are our marketing organizational strengths and weaknesses?  What are our marketing strategic alternatives? To ensure that students have a solid foundation of the fundamental marketing decision-making tools and management of all of the elements of the marketing plan. StratSimMarketing is a marketing strategy simulation game based on the automobile industry. Needless to say, much of the complexity of the industry has been simplified to allow participants to focus their time and energy on strategic issues. However, much of the realism has been retained to make it easier to quickly understand the overall environment. StratSimMarketing addresses the following issues:  Learning what it means to have a market-oriented perspective  Developing and implementing a profitable long-term marketing strategy  Identifying customer needs and creating products to satisfy them  Analyzing competitors and understanding their strategic intent  Using marketing research tools and techniques as a source of competitive advantage  Allocating scarce resources among products, functions, and other investment alternatives  Understanding the differences between consumer and B2B buying processes (optional)  Negotiating mutually beneficial relationships with other firms though licensing (optional)

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Through the in-depth semester-long simulation, students will be provided the opportunity to apply those marketing planning and decision-making skills. We will be building upon these principles throughout the course, especially those principles that you have learned during your career.

Ending course objectives: At the end of the semester students will be capable of:  To become familiar with the range of decisions implicit in strategic marketing management and planning.  To develop skill in using a variety of analytical frameworks for making such decisions.  To develop an understanding of how markets contrast in terms of their enduring characteristics, and their stage of development and how the nature of competition in such markets is impacted.  To develop skills in planning a variety of marketing management tools, ranging from new product entry strategy to international market product life cycle management and strategy.  To develop skill in organizing for effective strategic marketing and in implementing the market planning process.

Specific objectives Academic orientation objectives: Unit 1: Strategy At the end of unit 1, the student will be capable of:  To understand the concept of strategy in business.  To evaluate the competitors’ strengths and weaknesses,  To formulate a business strategy,  To define the market positioning,  To formulate the marketing strategy and tactics. Unit 2: Readings for the simulation At the end of unit 2, the student will be capable of:  To understand what it takes to become a leader  To review the process and responsibilities’ of team building and dynamics.  To evaluate market opportunities.  To develop the marketing strategy and the marketing tactics. Unit 3: The marketing strategy and the marketing mix At the end of unit 3, the student will be capable of:  To develop a marketing plan. Unit 4: Simulation At the end of unit 4, the student will be capable of:  To implement the marketing strategy in a business setting.  To analyze business performance.  To present business strategy and results to corporate headquarters.

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Objectives of orientation on values, principles and capabilities: At the end of the course, each student should’ve had the opportunity to think about the following values, principles and capabilities:      

Perseverance and autonomy through problem and case solving assignments which are not required to turn in for grading. Tolerance shown by the respect for others’ participation and opinions even though not always they agree with one’s one. Analysis and conceptualization capabilities, through the identification of key elements to solve any given problem. Synthesis capability in order to construct a final solution integrating different elements previously developed. Information using capability through the research for key elements to help to solve any given problem. Under pressure working capability due to lack of time for some activities.

Methodology The course will be held in units according to what it’s written in this syllabus. Students are required to be properly prepared in the material to be presented in the class. This involves more than just reading the specifically assigned material. In the class itself the students will discuss and apply these theories and concepts through cases, simulation and exercises proposed by either the professor or the students. Working in groups will be the norm in which the students will have an opportunity to apply the knowledge they have learned. In order to achieve the learning objective of the course, each student must actively prepare for and participate in the undertakings listed below. Students required activities In preparation for the class: Each class theme will be studied in advance by the student starting with the breakdown of the topics in each unit. To reinforce the objective the student will apply the conceptual ideas to a simulation. Decision taking for the simulation must be done prior to class unless told in this syllabus. The objective of the exercise/simulation is that the student explores, understands and learns the importance of the key unit concepts. The whole decision making during the simulation process will be presented to the class on the final session. During the class: Each topic will be reviewed in class through discussions and the Socratic model (questions prepared by the teacher or student). Usually the Professor will present relevant questions to the students to guide them into discussions that are designed to ensure that the student properly understands the conceptual material. The concepts will then be applied and tested in a simulation unit in order to reinforce the learning objectives and the students’ capabilities to implement them. After class: The student must review the understanding level of the studied topics and must work on the decision making for each period due on the simulation.

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Assessment EVALUATION

PERCENTAGE

TYPE

UNITS COVERED

Summaries Assignments Marketing plan Simulation TOTAL

40 10 20 30 100

Individual Individual/Group Group Group

1, 2, 3, and 4 1, 2, 3, and 4 1, 2, 3, and 4 1, 2, 3, and 4

WEEK FOR THE ACTIVITY 1 – 16 1 – 16 8 - 10 3 – 16

For the previous scorecard, you should consider:  To ensure you have achieved the objectives of each unit, being this the best way to prepare for each assessment.  If the calculation of individual notes is less than 3.0, then the final grade will be the individual note.  If the calculation of individual notes is equal to or greater than 3.0, then the final grade will be the result of applying all the percentages listed in the table above.  The team grades for the simulation are based on the cumulative balance scorecard in year eleven. The grade is calculated from the final balance scorecard in the simulation as follows: for a team with a balance scorecard of 70 points in year eleven gets a grade of 2.0 (((70-50)/10. The grade is the same for all the participants in the team. The minimum grade is 1.0.  Summaries and assignments will be graded if received before de date and time specified. If received after, the grade will be zero, no comments will be given.  Summaries and assignments will be graded 2.0 if received on time but without the guidelines specified in this syllabus or given in class, no comments will be given.  Summaries and assignments will be graded over 4.0 if received on time, within the guidelines specified, but poorly written.  A student with more than a 20% absence (all excuses are ignored) will have a final grade of 0.5.

OBSERVACIÓN IMPORTANTE (Nota Definitiva): Si un estudiante en el promedio ponderado de notas individuales obtiene una nota menor a 3.0, la nota definitiva será igual a la nota individual. Teniendo en cuenta que el peso de las notas individuales debe ser recalculado de tal manera que éste sea el 100% de la nota. Si un estudiante en el promedio ponderado de notas individuales obtiene una nota mayor o igual a 3.0, la nota definitiva correspondería al promedio ponderado de las notas individuales y grupales de acuerdo a los porcentajes indicados en el cuadro anterior.

Supletorios: Si no puede presentar un examen parcial o final en la fecha indicada por una razón justificada, debe presentar un examen supletorio. La solicitud para el examen supletorio debe entregarla únicamente al director de su programa (NO AL PROFESOR) en los dos días hábiles siguientes a la presentación del examen; si la razón es médica, debe anexar la excusa. Si el director del programa aprueba su solicitud, se le entregará una autorización para cancelar en la caja de la Universidad (Contabilidad 1er piso). Tan pronto tenga el recibo, deberá presentarlo a la Secretaria del Dpto. de Mercadeo y N.I. , quien le indicará la fecha y condiciones del examen supletorio. Supletorio Examen Parcial 1.

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Fecha: Sábado, 22 de octubre de 2016 Hora: 9:00 – 12:00 pm Lugar: Pendiente

Supletorio Examen Parcial2. Fecha: Sábado,12 de Noviembre de 2016 Hora: 9:00 – 12:00 pm Lugar: Pendiente

Bibliography Articles’ summaries:       

Marketer´s Toolkit (2006) Market Customization, Market Segmentation, Targeting, and Positioning. HBS 2580BC Marketer´s Toolkit (2006) Marketing strategy, how it fits with business strategy. HBS 2556BC Marketer´s Toolkit (2006) Competitor analysis; understand your opponents. HBS 2572BC Porter, M. (1997) Qué es estrategia. Clase Empresarial Marzo 1997 Porter, M. (2008) Las cinco fuerzas competitivas que le dan fuerza a la estrategia. HBR Enero 2008 Strategy SWOT Analysis I, Looking outside for threats and opportunities. HBS 2006 Strategy SWOT Analysis II, Looking inside for strengths and weaknesses. HBS 2006

Simulation: 

Marketing strategy simulation, StratSim Marketing Simulation, www.interpretive.com

Simulation’s assignments:          

On-line case quiz Excel practice rounds Practice round Market attractiveness/Business position SWOT Strategy On-line peer evaluation Competitors Final report group Final report individual

Outline for the Marketing Plan Your marketing plan is to be submitted with all exhibits and spreadsheet reports, double-spaced, with 1-inch margins on all sides of the paper, using 12 point Times New Roman font. Page # 1: Executive Cover Memo Pages # 2–4: Situation Assessment and Analysis Pages # 3–6: Market Summary Pages # 7–9: Marketing Strategy Pages # 10–13: Financials Page # 14: Controls

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There is no limit as to the number of pages to be submitted; completeness of your marketing plan is what is important for your overall grade. Some “hints” to use in writing an Executive Cover Memo:    



Do not use terms such as “increase,” “decrease,” implement as soon as possible,” and other nonspecific and non-analytical language; use very specific language when preparing your case analyses. Do not use transitory phrases in your report. Cite numbers ($ or % increase; market share growth) and attach all pertinent documents to your report. Do not just state, “Exhibit A shows our growth rate” without first stating the growth rate in your paragraph. Before submitting your document, ask yourself the question, “Does this memo contain all of the information my boss needs to make a decision in my favor?” If not, revise your memo.

Outline for written assignments Your written summaries and assignments are to be submitted with all exhibits and spreadsheet reports, two pages, double-spaced, 1-inch margin on all sides of the paper, 12 point Times New Roman font, left aligned, Microsoft word.

Course outline

Unit

Topic & Assignments

StratSim Activities

Session

1

Introduction & Overview What is business strategy? Read “Qué es estrategia”.

Student registration Read the StratSim case and the student manual

1 Aug. 1

1

What is business strategy? Read “Las cinco fuerzas competitivas que le dan fuerza a la estrategia” and write a two page summary. Discuss StratSim case.

On-line case quiz Practice rounds Excel file

2 Aug. 8

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1

Practice rounds results and excel file.

Practice rounds Excel file

1, 2

What is business strategy? Read “Strategy SWOT Analysis I, Looking outside for threats and opportunities” and “Strategy SWOT Analysis II, Looking inside for strengths and weaknesses” and write a two page summary

Game reset for real rounds Market attractiveness/Business position assignment Decision 1

3 Aug. 22/Aug. 27

1, 2

What is marketing strategy? Read “Marketing strategy: How it fits with business strategy” and write a two page summary

SWOT assignment Review results Decision 2

4 Aug. 29/Sep. 3

1, 2

What is marketing strategy? Read “Market customization: segmentation, targeting and positioning” and write a two page summary.

Strategy assignment Review results Decision 3

5 Sep. 5/Sep. 10

1, 2

What is marketing strategy? Read “Competitor analysis; understand your opponents” and write a two page summary

Competitor assignment Review results Decision 4

6 Sep. 12/Sep. 17

2, 3

Marketing plan Team discussion

Unit

Topic & Assignments

Aug. 15

7 Sep. 19

StratSim Activities

Session

2, 3

Marketing plan Team discussion

3, 4

Submit the marketing plan

Peer evaluation Decision 5

Team discussion

Decision 6

10 Oct. 10/Oct. 15

Decision 7

Oct. 22

Decision 8

11 Oct. 24/Oct. 29

4

4

4

Team discussion

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8 Sep. 26

9 Oct. 3/Oct. 8

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4

Team discussion Final presentation preparation

4 1–4

Group final presentation

Grades

Decision 9

12 Oct. 31/Nov. 5

Decision 10

Nov. 12

Final report assignments

Nov. 21

Nov. 25

FACULTAD DE CIENCIAS ADMINISTRATIVAS Y ECONÓMICAS DEPARTAMENTO DE MERCADEO Y NEGOCIOS INTERNACIONALES

ANEXO 1 – RÚBRICA DE VALORACIÓN DE COMPETENCIAS

Código-Materia: Requisito:

Programa - Semestre: Período académico: Intensidad semanal:

03170– Estrategias de Mercadeo Internacional y Publicidad 03123 Mercadeo internacional 03165 Estrategia de marca y precio 03169 Gerencia de ventas y merchandising 07008 Inglés VIII Mercadeo Internacional y Publicidad – IX Semestre 2016 2 3 horas/semana

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Créditos:

3

Como parte del proceso de mejoramiento continuo y calidad académica, la Universidad Icesi busca que sus egresados se destaquen por poseer competencias profesionales que les permitan obtener los mejores desempeños laborales. Razón por la cual se está implementando un proceso de valoración de competencias que permitirá medir el nivel de progreso de las mismas en los estudiantes y por consiguiente permitirá mejorar el proceso enseñanza-aprendizaje que se desarrolla en la universidad. Durante el desarrollo del curso del Estrategias de Mercadeo Internacional y Publicidad, el estudiante debe demostrar que posee la competencia de “Análisis de Mercadeo” cuyo enunciado establece que “Los egresados utilizarán el mercadeo y la publicidad para analizar, aprovechar las oportunidades del Mercado y resolver problemas de negocios”. Esta valoración del grado de desempeño de cada estudiante se hace después de haber tomado otros cursos, en semestres anteriores, durante los cuales dicha competencia se introdujo y se reforzó. Los objetivos de aprendizaje que permiten determinar el logro de esta competencia durante el curso son los siguientes: Objetivo No. 1: “Diseñar y proponer un plan de mercadeo” Objetivo No. 2: “Diseñar e implementar una estrategia de comunicación” Para valorar los logros alcanzados por los estudiantes en cada uno de los objetivos definidos, se utilizará como mecanismo de evaluación el simulador que se trabaja en el curso y como mecanismo de valoración una rúbrica para medir el trabajo realizado cuando se aplica el mecanismo definido en el curso. Con su aplicación es posible supervisar, autoevaluar y perfeccionar lo aprendido, desarrollando la autorregulación del aprendizaje en el estudiante. A través de la retroalimentación que ofrece este instrumento, el estudiante puede reflexionar sobre sus fortalezas y deficiencias en la competencia, y fijar metas y áreas que requieran apoyo. A continuación se presenta la rúbrica de este curso con los criterios de valoración y las escalas cualitativas con las que se valorará cada uno. Los resultados de esta rúbrica permiten conocer el nivel de desarrollo de la competencia en cada criterio (el hacer), el cual difiere de la evaluación del conocimiento (el saber) adquirido durante el curso.

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Performance Review (a look at the numbers)

CUMPLE COMPLETAMENTE Good review of firm’s performance supported by the numbers. The team was candid in presenting both good and bad news.

PARCIAL CON IMPRECISIONES Good review of firm’s performance supported by the numbers. However, the team focused more on good news, downplaying the bad. The team properly assessed how well its strategy and tactics were conceived, using data to support its arguments.

Assessment of strategy

Excellent review and assessment of strategy and performance. Strategy and tactics were well integrated across functions, it was clear how the team purposely attacked opportunities and dealt with problems.

Execution of strategy

Excellent review and assessment of strategy and performance. The team clearly understood how its decisions affected performance. The team was forthright in reviewing data that reflected both good and bad decisions and the degree to which goals and promises were achieved.

The team properly assessed how well its strategy and tactics were executed, using data to support its arguments. It was also candid in reporting how well it met its goals and promises.

Lessons learned

The team highlighted and illustrated the business and personal lessons learned. It could envision how the knowledge and interpersonal skills gained could be

The team highlighted several important business and personal lessons that were logically linked to its experiences in the marketplace.

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CONFUSO O POCO CLARO Basic information was presented but the team glossed over the details. Limited use of quantitative data. There was some thoughtful analysis, there was not a clear understanding as to how the team’s strategy and tactics were formulated and could affect its achievement of goals and objectives. Data that might have shown weak decisions was absent. The team did not dig very deeply into why things went well or poorly. While there was some thoughtful analysis, there was not a clear understanding as to how the team’s strategy and tactics affected its performance. The team was not entirely candid in reviewing events or taking responsibility for its performance. The team cited vague lessons, but missed several opportunities to learn from its experiences.

NO EVIDENCIA Limited information provided regarding the firm’s performance.

Candid formulation of strategy and tactics was lacking. Very little insight as to why things worked. The team did not take responsibility for weak work in any area.

Candid assessment of strategy and tactics was lacking. Very little insight as to why things went well or poorly. The team did not take responsibility for weak performance in any area.

The team appeared to learn very little about business or its management.

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transferred to other situations.

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