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Market Creation and Entrepreneurial Marketing

  • Enseignant(s):
  • Titre en français: Création des marchés et marketing entrepreneurial
  • Cours donné en: anglais
  • Crédits ECTS:
  • Horaire: Semestre d'automne 2017-2018, 2.0h. de cours (moyenne hebdomadaire)
      WARNING :   this is an old version of the syllabus, old versions contain   OBSOLETE   data.
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Among business disciplines, marketing is the primary contact point between a business and its customers. Nearly everybody will, at some point in their career, wear a marketing hat. Understanding marketing will help you whether you are an accountant, a consultant, a programmer, a banker, or a museum curator. Appreciating customer needs and how to marshal the resources of an organization to meet those needs are crucial skills in today’s business world. However, good marketing also often involves going beyond serving the expressed needs of a target market. It can also involve driving markets, recognising market opportunities that are non-obvious to others, seeing challenges that others do not get on their radar screen, and changing the rules of the game. The key objectives of this course are to go beyond traditional marketing thinking, to foster students’ ability to think “outside the-box”, develop creative and entrepreneurial approaches to managing the market and use the marketing toolkit in a more strategic and unpredictable fashion.


The course is divided into four main parts, which cover the following topics:

1. Foundation of strategic and entrepreneurial marketing: (re)defining marketing, the marketing organisation, marketing and the other functions, marketing and entrepreneurship, marketing and the search for new markets, defeating marketing myopia, etc.

2. A forward-looking marketing planning process: new ideas in value-based planning, linking marketing to financial outcomes, marketing and cash flow, new trends in market analysis, market research for market creation, evolution of new markets and product diffusion, etc.

3. Key issues in strategy selection and identification: new approaches to market segmentation, positioning strategies for market creation, growth strategies, game-changing strategies, tools and techniques for new market creation, consumer relevancy in strategy development, strategies for declining and hostile markets, etc.

4. Entrepreneurial marketing tactics: digital and online marketing, forward-looking product design, product features and added value, the service-dominant logic, how to build a strong brand from scratch, competing on loyalty, etc.

There will also be relevant guest speakers throghout the course.


1. Case studies

The lectures employ five case studies (covered in lectures 2 through 6). It is essential that students read the case studies set for each lecture. Please come to the first lecture having read the first case. More information will be handed out in class about the order in which the cases should be read.

The case studies employed in the course are:

  • Southwest Airlines
  • Birth of the Swatch
  • Dell-New Horizons
  • Even a Clown Can do it: Cirque du Soleil
  • Inside Intel Inside
  • A Rose by any other name

2. Articles

The following articles may be read any time before or during the course, as they relate to the content of each lecture. They are not compulsory but are highly recommended.

  • Varadarajan, P. Rajan, and Satish Jayachandran (1999) ‘Marketing Strategy: An Assessment of the Stat of the Field and Outlook’, Journal of the Academy of Marketing Science, 27 (2), 120-143.
  • Merlo, O. and Auh, S. (2009) ‘The effects of entrepreneurial orientation, market orientation and marketing subunit influence of firm performance’, Marketing Letters, 20 (3), 295-311.
  • Levitt, T. (2004) ‘Marketing myopia’, Harvard Business Review, 82 (7/8), 138-149.
  • Gourville, J.T. (2006) Note on Innovation Diffusion: Rogers’ Five Factors, Harvard Business School Press, 9-505-075.
  • Merlo, O. and Meyer, I. (2008) ‘Innovation in Market Research: The Ethnographic Method’, Strategic Innovators, 75-81.
  • Kohli, A.J. and Sahay, A. (2000) ‘Market-Driven Versus Driving Markets’, Journal of the Academy of Marketing Science, 28 (1), 45-54.
  • Kim, W.C. and Mauborgne, R. (2002) ‘Charting your Company’s Future’, Harvard Business Review, June, 5-11.
  • Vargo, Stephen L. and Lusch, Robert F. (2004) ‘Evolving to a New Dominant Logic for Marketing’, Journal of Marketing, 68 (January), 1-17.
  • Rust, R.T., Thompson, D.V and Hamilton, R.W. (2006) ‘Defeating Feature Fatigue’, Harvard Business Review, February, 2-11.
  • Doyle, P. (2001) ‘Building Value-Based Branding Strategies’, Journal of Strategic Marketing, 9, 255-268.
  • Merlo, O., Eisingerich, A. and Auh, S. (2014) "Why customer participation matters" MIT Sloan Management Review, 55(2) 81-88.


1ère tentative

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Assessment in the course will be as follows:

1. Case study presentations (30%)

In each lecture, teams will be given plenty of time to prepare an analysis of the given case study and share it with classmates. Those presentations will constitute 30% of the final grade in the course.

2. Final project presentation (30%)

Within a team, identify a product or service that you would like to market and develop a marketing plan for it. Please make sure you use relevant concepts covered in the course. In the last lecture, you will be required to submit a copy of your marketing plan electronically as a PowerPoint file, and present your marketing plan (presentations should last about 15 minutes and be followed by question time and discussion).

3. Closed-book final exam (40%)

The format of the exam will be three short-essay questions, out of which you will required to answer two of your choice. The essay questions will test your knowledge of the concepts covered in class.


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