Course Manual IBA Bachelor 2

Course Manual

INTERNATIONAL BUSINESS ADMINISTRATION

2nd Year Bachelor 2014/2015

Third trimester: week 14 week 25 TABLE OF CONTENTS: Summary of important rules and regulations for BScIBA and MSc students 2 General Information 2 Summary of Workshop/Team/Mid-term Registration dates 3 Student Advisers 3 Master Event 3 Third Year Elective Choices 3 Article 3.4 Fraud 4 Corporate Finance (BAB24) 5 Cross Cultural Management (BAB23) 12 International Marketing Research (BAB011) 28 Marketing Management (BAB25) 33 Technology Management (BAB20) 46 IBA curriculum 2014-2015 57 Course Manuals give more detailed information about courses within a trimester. They contain the following information per course: - course title, course code, number of credits; - name of coordinator; - teaching staff; - contact person, secretariat, room numbers, phone numbers, visiting hours; - educational form; - examination form; - examination regulation; - examples for examinations; - aims and objectives of the course; - extended description of the course content; - subjects per lecture/workshop; - required literature: books, syllabus, reader, sheets; - literature and course content to be examined; - recommended further reading. Course Manuals will be available at the beginning of each trimester, for each year of the programme.

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Summary of important rules and regulations for BScIBA and MSc students The following rules and regulations, depending on your situation, may have an effect on your studies. For more information and a detailed explanation of all of these rules please consult the BSc IBA Examination Regulations.

RSM rules The Bachelor-before-Master rule Admission to all RSM Master programmes is only possible if students have completed the en-tire Bachelor programme, without a single course left open. Period of validity of grades Final course grades (published in Osiris) for the bachelor programme are valid for six years. The final course grades (published in Osiris) for the master programmes are valid for 3 years. (Consult Examination Regulations for detailed information) Compensation rule for 1st year courses The compensation rule means you can compensate one insufficient grade (between 4.5 and 5.4) with at least one rounded 7 or higher, provided that you have passed all your other courses of Bachelor 1 in your first year of enrolment. The grade for the compensated course will remain on your grade list and counts in the grade point average for the total bachelor programme. (Consult Examination Regulations for detailed information) Compensation rule for 2nd and 3rd year courses Students (excluding Pre-Master students) may graduate from the BSc IBA programme with a 4.5 or higher for one examination part of the course year B2 or B3 (with the exception of the minor, internship, and the Research Training & Bachelor Thesis), provided that the calculated grade point average for the total bachelor programme (including the course to be compensated) mentioned in Article 6.2 paragraph 2 of the Rules and Guidelines is at least 7.0. This compen-sation rule will only be applied by the Examination Board upon request. The grade for the com-pensated course will remain on your grade list and counts in the grade point average for the total bachelor programme. (Consult Examination Regulations for detailed information) Last-Result Rule Students have a free choice in the number of times that they wish to take a written examination. The result is the last grade obtained. If the material to be studied for an examination has changed, the new material must be studied.

General Information You can download the Bachelor 2 Trimester 3 course manual, schedule, and book list via the RSM IBA Current Students page (www.rsm.nl/current-students/iba). Also be sure to subscribe to all of your trimester 3 courses via SIN. If any changes to the schedule, registration dates, etc. should occur, these updates can be found in the respective SIN course channels. Tip: Take the time to peruse the message archive of your courses once a week to make sure you are aware of all relevant registration dates, schedule changes, etc.

Registration for the final exams takes place via OSIRIS-Online. The registration dates are always 35 to 7 days before the date of the exam. Mark your calendar! More info: http://www.eur.nl/english/essc/student_administration/written/osiris/ and

http://www.rsm.nl/information-for/current-students/bachelor-iba/examinations-grades/examination-registration/

An online course evaluation will be mailed to you at the end of each trimester 3 course. This evaluation will remain open until the courses exam date. The day of the final examination you will receive a separate evaluation about the exam. Please take the time to fill in both of these

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evaluations; your comments and feedback are greatly appreciated by members of the IBA teaching staff and programme management. We also recommend that you subscribe to the following SIN channels: RSM Bachelor 2 International Business Administration - IBA B2 general information channel with messages from programme management RSM Examination Board - The RSM Examination Boards own channel Tentamenlocaties (Dutch for Examination Locations) seating assignments for exams in the M-hall are announced via this channel IBA Notice Board - where all non-programme related messages for IBA students are posted

Summary of workshop/team registration dates (per course) Register via SIN! Corporate Finance (BAB24)

You do not need to register for the BAB24 plenary workshops. Cross Cultural Management (BAB23)

You have been assigned to one of the 6 workshop groups and notified via Black-board. You can match your group number to the room assignments in your schedule (also available via the CCM course channel under timetable Workshops). You can find the CCM country/workshop group assignment file on Blackboard.

International Marketing Research (BAB011)

Assignment group registration (4-6 students) - 2 March - 12 April 2015

Marketing Management (BAB25) Case group registration (4-5 students) - 2 March - 6 April 2015 Technology Management (BAB20)

Company & team registration already closed 8 February (course began in 2nd tri-mester).

Student Advisers The student advisers key task is to support students with their IBA studies. Students may con-tact one of the student advisers for information, advice and/or guidance. The student advisers are familiar with all aspects of the course programmes and can assist students in making deci-sions in the fields of study planning, study choices, internships, exchange, a second study, mediation with regard to examination board issues, etc. Students who are not able to continue their studies or experience delays, for instance because of personal circumstances such as illness, handicap, family circumstances etc., may also turn to the student advisers for personal advice and guidance. For more information and contact details please consult the following site: http://www.rsm.nl/study-advice/bachelor-iba/

3rd year Elective choices (Exchange or Internship/Minor + 5 ECTS elective) For a complete overview see: http://www.rsm.nl/bachelor/current-students/bachelor-iba/bache-lor-3/elective-options/ Exchange: The application process for the fall 2015 exchange already took place. Minor: You have the option to take a minor at the EUR or at another university. Minors on offer at the EUR: www.eur.nl/minor Registration period: 1 May 31 May 2015

Please note: You may only do a minor if you have obtained at least 60 ECTS from the IBA curriculum.

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Internship: Another option to consider is to conduct an internship which involves the research of a practical problem that is carried out for an international organization abroad or in the Neth-erlands (for non-Dutch students). To be used for credit, the internship must last at least 10 weeks full-time (the equivalent of 420 working hours). For information about finding an intern-ship, meeting the specific requirements for receiving credit, and much more, please consult the Bachelor Internship Manual and the Bachelor Internship Steps to Follow found on the IBA Current Students page (http://www.rsm.nl/information-for/current-students/bachelor-iba/bache-lor-3/internships/ ). There is no specific deadline for arranging your internship, however it is recommended that you request approval from an academic coach for your internship proposal before the summer months. Please note: You may not do an internship for credits if you have not successfully passed all of your B1 courses. 5 ECTS Options: There are a number of different options available to students who choose to do a minor or an internship and who still need 5 ECTS in order to graduate. For detailed expla-nations about these options, please consult the following Current Students page: http://www.rsm.nl/information-for/current-students/bachelor-iba/bachelor-3/elective-options/

Interim Project - held in weeks 46-50 (after the Minor exams) Elective course from another faculty / university Upon approval of the faculty offering the course and the RSM Examination Board. See IBA Current Students Elective from another faculty or university for more information. Language Elective - after successful completion of 2 modules of the same language. See IBA Current Students Language Electives for more information.

Article 3.4 fraud 1. If in the matter of taking an examination, fraud within the meaning of Article 1.2, para-graph 2 is detected or suspected, this is set down in writing as soon as possible by the invig-ilator or the examiner whom he/she must call in. The invigilator or the examiner may ask the student to make available any items of evidence. A refusal to do this is recorded in the written report. The student is given the opportunity to add written comments to the written report of the invigilator or examiner. The written report and any written comments are handed over to the Examination Board as soon as possible. 2. The Examination Board or the examiner may exclude a student who has cheated from fur-ther participation in the examination during which the irregularity was detected, and/or take other appropriate measures. The exclusion has the consequence that no result will be estab-lished for the examination concerned. Before the Examination Board decides to make the ex-clusion, it gives the student the opportunity to give his/her account. 3. The other appropriate measures as referred to in paragraph 2 may consist of, among oth-ers, the following sanctions: a. reprimand; b. invalidation of the examination concerned; c. ex-clusion from the examination concerned for at most one year; d. exclusion from one or more rounds of examinations; e. a combination of the above measures with a maximum of one year. f. in a serious case of fraud the Examination Board may advise the Executive Board to end the enrolment for the programme of the person concerned once and for all.

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Corporate Finance (BAB24) Course name: Corporate Finance

Course code: BAB24

Course load: 5 ECTS

Trimester: 6

Teaching staff: Dr. Anjana Rajamani (co-ordinator)

Ms. Eveline Fidder (workshop); Ms. Yudan Ying (workshop)

Course structure: Plenary lectures, workshops

Course schedule: PL Monday afternoons (with the exception of weeks 15, 18 and

22), WS Wednesday mornings (except weeks 15, 18 and 22)

Examination: closed-book MC exam (100%) + maximum of 1.0 bonus point

(see below)

Office Hours

Instructor: Tuesdays, 14:00-15:20 hrs (office T08.34) between 30 March 2015 and 2 June 2015.

TA: Yet to be determined at time of publication. Course Overview

This course is an extensive introduction to the basic tools, techniques and theories that are necessary to understand the financial decision-making in the modern corpo-ration. The themes we deal with in this course are particularly relevant for business decision-making in areas as whether or not to invest in a project, how to finance an investment, and how to deal with uncertainty. Corporate finance can be seen as supportive to other fields such as strategy or mar-keting; often in these fields the business decisions are formulated (e.g., in what mar-kets or products should we invest), whereas in corporate finance we evaluate these choices and analyse how to fund them best. This course is offered to you by the Finance Department (www.rsm.nl/finance) Learning Goals

Following this course, you should be able to:

Valuate assets by means of both the net present value and real options.

Relate capital budgeting decisions to capital structure decisions.

Design a capital structure of a corporation that maximises the value of that com-pany.

Hedge financial risks using derivatives.

In order to achieve these goals, we deal with the following main topics:

Capital Asset Pricing Model (CAPM) and the static trade-off theory of capital structure.

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Modigliani-Miller propositions.

Financial derivatives (forwards, futures, financial options).

Real options.

Financial risk management using derivatives.

International finance.

In addition to these main topics we deal with some specific topics. Literature

Hillier, D., Ross, S.A., R.W. Westerfield, J. Jaffe, and B.D. Jordan (2013) Corporate Finance: 2nd European Edition, Boston, MA: McGraw-Hill. ISBN-13: 978007713914-8. We will provide solutions to a select set of end-of-chapter exercises in the weekly workshops. For those of you who want more practice, you can do so through the Connect page which will be set up for this course. The link to the course Connect page will be made available on Blackboard. You will need access to the ConnectTM system from Mc-Graw Hill to access the Connect page for this course. Many of you may already have purchased this text book last year for Foundations of Finance and Accounting (BAB69). If you purchased the text book from the StudyStore last year, then the ConnectTM login code is valid for 4 years and can be used again for this course. If you do not own this book currently and hence do not have access the ConnectTM, then you will be able to get access to the Connect page for this course for 0 by clicking on the link provided on Blackboard. Access to the E-book in addition to access to the Connect page can be purchased for 45. Note: Access to ConnectTM is not required for participation in the weekly bonus sys-tem. Course Information You are strongly advised to finish the introductory course BAP069 (Foundations of Finance and Accounting) prior to starting with this course. The course load of this BAB24 course has been set at 5 ECTS, representing a time budget of 140 hrs. For this course, you will spend most of the time reading and pre-paring exercises. The teaching adds up to 20 hrs of plenary lectures, plus 20 hrs of workshops. This leaves you with some 100 hrs of studying, implying ten weeks of 10 hrs of studying. Beware you will need these 10 hrs per week of studying in or-

der to pass with a satisfactory grade. Bear in mind that postponing effort is a poor recipe for success, so please start studying in the first week. You are strongly ad-

vised to participate in all lectures and workshops. Examination Dates

Final Examination: Thursday, 11 June 2015, 9:30-12:30 hrs. Re-sit Examination: Monday, 13 July 2014, 18:30-21:30 hrs. Registration via Osiris required. You can register from 35 to 7 days before the exam-

ination.

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Assessment and Examinations

There will be a 100% MC closed book exam consisting of 40 MC questions and covering chapters 12 till 30 of the textbook, EXCEPT FOR chapters 13, 21, 26, 27, and 28. No graphical or programmable calculators are allowed at the exam. Bonus System

For the current academic year, I offer a bonus system through which a maximum of 1.0 bonus point can be obtained. You will be able to access the weekly bonus tests via a link on the Blackboard page for this course. The following restrictions apply in regard to the bonus system:

Participation in the bonus system requires your online availability on Thursdays from 18:30 to 20:30 hrs during the entire course.

By participating in the weekly assignments you earn the right to answer two bo-nus questions on the final exam (and/or resit exam). With these two bonus ques-tions (Questions 41 and 42 on the exam or resit exam) you can earn a maximum of 1.0 bonus point. Your final grade for the course, however, is capped at 10.

If you earn the right to answer the two extra bonus questions during the course, they will be applied to the regular examination and also to the July resit in the current academic year (2014-2015).

Your score from answering the bonus questions on the exam (and/or resit exam) will be added to your final grade only if: (i) you score 4.5 or more (ex-cluding the bonus questions) on the exam or re-sit (based on question 1 through 40 of the respective exam), and (ii) you have scored a minimum of 60% in at least 6 out of the 10 weekly bonus assignments (see details below).

Details: Every week I offer a bonus assignment, which allows you to achieve a maximum of 5 points. If you score 60% or more on a bonus assignment (so at least 3.00 out of 5 points), you will get a score of 1 for that week on the Blackboard Grade Centre (not participating or scoring lower than 60% on the bonus assignment results in a score of 0 for that week). I offer 10 such weekly bonus assignments. If you score 60% or more in at least six of the ten weekly bonus assignments (so at least six times a "1" on BlackBoard GradeCentre), you earn the right to answer two additional bonus questions (questions 41 and 42 on the exam and /or re-sit). These two bonus questions will almost literally be drawn from the set of weekly recom-mended exercises which will be discussed in the workshop. With these two bonus questions you can earn a maximum of 1.0 bonus point (so 0.5 points per question). Note: Access to ConnectTM is not required for participation in the weekly bonus sys-tem. Students Retaking the Course

Students retaking the course must complete the assignments and exams as they are required for the current academic year. The examination for re-takers is thus based on the content and conditions that apply to the current academic year (2014-2015). Bonus credits obtained in previous years will not be valid this academic year. Any

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bonus credits obtained during the current academic year expire after the resit exam of the current academic year. Examination Perusal

The date, time and place of the perusal will be announced when the grades are published. I will only organise a plenary perusal for the June exam. RSM Student Representation

If you as a student have any comment about the quality of your courses, be it posi-tive or negative, please send an e-mail to the corresponding representative or ap-proach him or her personally after the lecture. For the Corporate Finance course, e-mail: [email protected] Recording/Taping of Lectures

Any recording or taping of lectures, workshops and other events at RSM (by stu-dents or others) requires the consent of the lecturer/organiser in advance, otherwise it represents illegal action. More information

Course updates and documents are posted on BlackBoard: www.myeur.nl Preliminary exam grades and programme management messages may be posted on SIN-online: https://rsm.sin-online.nl/channel/pub/channel.html?chid=37574 Official exam grades are posted on Osiris: http://osirisstudent.eur.nl/ Lecture Schedule

The plenary lectures take place on Mondays (with a few exceptions). In essence all lectures will be on Mondays in the weeks between 30 March and 1 June from 13:00-14:45 hrs in CB-1, with a couple of exceptions:

On Mondays 6 April, 27 April and 25 May the university is closed (public holi-days). These lectures are delivered on the subsequent Wednesdays (8 April, 29 April and 27 May) from 11:00-12:45 hrs in room CB-5 or CB-1 (see below

scheme). Since that timeslot is reserved for the workshops, the workshops for these three weeks will be shifted to Thursday (see workshop schedule). The lecture scheduled for 1 June will take place from 13:00-14:45 hrs in M2-03.

Please note that changes may occur and the most up to date timetable can be found via the BAB24 SIN channel.

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Week Date Room Lecture topic Chapters covered

14 30 Mar CB-1 Cost of capital and long-term financing 12, 14

15 8 Apr CB-5 Capital structure 15

16 13 Apr CB-1 Limits to the use of debt 16

17 20 Apr CB-1 Dividend policy 18

18 29 Apr CB-1 Long-term financing: Issuing securities & long-term debt

19, 20

Valuation for levered firms 17

19 4 May CB-1 Introduction to options and other derivatives 22

20 11 May CB-1 Options: Pricing of financial options 22

21 18 May CB-1 Options: Applications to real options 23, 24

22 27 May CB-5 Financial risk management using derivatives 25

23 1 Jun M2-03 International finance 30

Note: Chapter 14, 19 and 24 provide descriptive information on topics. There is little to add to the information in the textbook chapters, hence these chapters will not be discussed in class. Nevertheless, the exam is on the entire range of topics indicated under section Assessment and Examinations. Workshops

In addition to the plenary lectures, you may attend the workshops. The workshops are not mandatory, but I strongly recommend you to participate in them. Enrolment is NOT necessary. The date, time and place for the weekly workshops are indicated in the schedule below. We discuss a selection of the end-of-chapter exercises that

are suggested for that particular week. Note that for the current year, the workshops take place before the bonus test of that week, which may help you to improve your odds at that weeks bonus test. Workshop schedule

The workshops are scheduled for Wednesday morning (11:00-12:45 hrs) except in weeks 14, 15, 18, 19 and 22.

Week Date Time Room Exercises to prepare

14 1 Apr 09:00- 10:45

M2-03 Ch 12: questions 12.32, 12.35 and 12.36 Ch 14: questions 14.9 and 14.17 Ch 15: questions 15.12, 15.13, 15.22 and 15.30

15 9 Apr (Thur)

09:00- 10:45

CB-1 Ch 15: questions 15.23, 15.31, 15.32, 15.33 and 15.34

16 15 Apr 11:00- 12:45


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17 22 Apr 11:00- 12:45


18 30 Apr (Thur)

09:00- 10:45


19 6 May 09:00- 10:45

M2-03 Ch 17: questions 17.8, 17.11, 17.13, 17.14 and 17.25

20 13 May 11:00- 12:45

LB-107 Ch 22: questions 22.13, 22.15, 22.17, 22.19 and 22.23

21 20 May 11:00- 12:45


22 28 May (Thur)

09:00- 10:45


23 3 Jun

11:00- 12:45


Notes: 1. Per workshop we will discuss approx. 3-4 exercises in detail. 2. For some end-of-chapter exercises, the book suggests you might use a spread-

sheet to find the solution. Most of the time, however, a spreadsheet is not nec-essary so please calculate using a simple pocket calculator.

Webcast

Dr. Arjen Mulder, the previous instructor of this course, has set up a series of short Webcast videos in which he zooms in on some themes that you may find difficult. All themes are also dealt with in class, but for some of you the explanation may be too brief or fast. If you want to re-visit any of the themes dealt with in class, you can watch the webcast videos. These videos typically last between 10-30 minutes, and are meant to help you preparing even better for the exam. All the webcast videos are available in stream, WMV, and Podcast formats. With kind permission from Dr. Mulder these videos will be made available under the webcast page for this course: http://webcast.rsm.nl/RSM/BAB0024 If you have any comments, suggestions for improvements, or suggestions for other themes to be explained in a new video, please drop your notes on the BlackBoard discussion board. Communication

In the event you have a question with respect to the course materials, please use the following methods of communication for my BAB24 course:

In class, feel free to raise an issue during the lecture (if of interest to the whole group);

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In class, approach me during the break (if not of interest to the whole group);

Ask me after class;

Visit my weekly office hours or the office hours of the TA;

Make use of one of the BlackBoard discussion boards that I use for this course;

E-mail (not preferred). I strongly favour the use of the BlackBoard discussion boards since a well-formulated question is not only likely to get high-quality feedback (which is good for the original poster), but also because once an issue has been resolved others have the option to read the discussion and get informed. Though I cannot guarantee to be involved in each and every discussion, I will do my best during the first nine weeks of the course to participate in the discussions about twice per week. In the last week of my teaching, however, I am probably too busy preparing the exam and I cannot guarantee my BlackBoard participation anymore. After my last lecture I stop participating in the BlackBoard discussions, but I give you the opportunity to continue discussing amongst yourselves. For those of you who wish to send an e-mail, please use the following email address: [email protected]. Please beware that e-mails sent from domains other than

@student.eur.nl will probably not pass my junk e-mail filter. Use Erasmus student e-mail when e-mailing me. Though I will do my best to read the non-filtered student e-mails, I cannot guarantee that I will answer every individual e-mail. Impolite or in-appropriate e-mails will not be answered but forwarded to programme management instead.

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Cross Cultural Management (BAB23)

Course name: Cross Cultural Management Course code: BAB23 Course load: 5 ECTS Term: Trimester 2 & Trimester 3 Coordinator: drs. G. Touburg Teaching staff: Prof. dr. S.J. Magala, dr. J. Essers, dr. S. Mor, drs. G. Touburg,

guest lecturers. Course structure: In the first part of the course (trimester 2) you will attend plenary

lectures by staff and guest lecturers. The second part of the course (trimester 3) consists of interactive seminars as well as case workshops. In addition you will be engaging in a work-inten-sive project called Living Diversity and an individual assignment Cross-Cultural Competence

Course schedule: Plenary lectures (Trimester 2): January 7th - March 4th Living Diversity Workshops (Trimester 3): March 31st - June 2nd Case Discussion Workshops (Trimester 3): immediately follow-ing the living diversity workshops

Examination: Mid-term exam, team assignment, and individual assignment Course email: [email protected] Office hours: By appointment

1. General Information

1. Introduction

The overall purpose of the course is to provide students with means to cope with diversity and complex realities of multicultural collectives, associations, compa-nies, institutions and societies, in which cultural identities can rarely be taken for

granted. More specifically, this course aims to answer two distinct, but closely related sets of questions. The first set of questions reads: How can I leverage the power of a diverse workforce? How do I create mutual understanding among culturally distant groups, all part of my value chain? How can I make sure people coming from different backgrounds can effectively exchange their context-sensitive knowledge? This course aims to answer this first set of questions by providing a comprehensive understanding of the issues involved in cross-cultural and diversity management. While culture became one of the buzz words for explaining differences in complex business practices across na-tional divides, less attention has been devoted to an in-depth understanding of cul-tural diversity inside organizations, institutions and associations and its im-pact on organizations their structure, their climate, their performance and their sustainability. This course goes beyond the superficial application of cultural

dimensions to the analysis of intra- and inter-organizational processes. You will learn how to balance emic and etic approaches to organizational and managerial studies and how to be able to collaborate more effectively. The second set of questions is less directly focused on business, but aimed at under-standing the broader transformations that make management an increasingly uphill battle: Is the world flat or spiky? Are we encountering a convergence towards a

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global culture in which we are all cosmopolitans or is there an ongoing clash of civi-lisations? Are revolutions in information technology democratizing access to knowledge or do these play into the hands of political and corporate elites, who now have the means to monitor their constituency? If traditional bureaucratic measures fail to align workforce interests with those of managers, what are the alternatives? Using a handbook on cross-cultural management and supplementary material, we will help you navigate these muddy waters and provide you with robust means to cope with diversity and basic knowledge about the complex realities of multicultural workforces, customers and constituencies. We will also familiarize you with the schol-arly discipline of cross-cultural management, its varying methodological approaches, internal debates, and promises for the future. You will also get feedback on two sur-veys we ask you to fill in. With this feedback, you should be able to have a rough idea of what your strengths and weaknesses are in terms of cross-cultural competence. Using insights and literature from the broader social sciences and the humanities, we will help you unpack oft-used, but rarely problematized concepts like culture, iden-tity, globalization, or knowledge and show you how these influence managerial decision-making. Besides attending lectures, reading the prescribed literature, and subsequently taking an exam, you and your fellow IBA students will be placed in a multicultural team of consultants. Your job is to familiarize employees of a firm that is branching out inter-nationally with their new cultural surroundings through a presentation. This assign-ment also allows you to show intercultural leadership skills in making this team effort a success. Through case-cracking sessions, we will challenge you to come up with solutions for various cross-cultural dilemmas. Finally, through individual assignments, you will reflect both on the academic debates we immersed you in and on your own cultural assumptions and how these assumptions impacted your cross-cultural inter-actions. Having completed the course, you should be able to identify cross-cultural differences and successfully conduct research and managerial/consulting activities across cul-tural boundaries. However, this is not a course that will provide you with ready-made, just-add-water, solutions. Rather, it will provide you with a repertoire from which to choose when you will be managing a company in an increasingly interconnected world. 1.2 Learning objectives

Understanding the impact of diversity (national, ethnic, gender, etc.) on management practices and interpersonal collaboration in modern organizations Getting to know the major theoretical perspectives and frameworks in the field of cross-cultural management and intercultural communication and critically assess their utility in analysing organisational behaviour; Being able to apply these models and frameworks to a range of different organisa-tional settings in a variety of socio-political contexts; Understanding ones own cultural identity and its impact on values, beliefs and be-haviours and becoming aware of ones own biases;

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Understanding ones own cultural identity and its impact on values, beliefs and behaviours and becoming aware of ones own biases; Improving intercultural communication and cross-cultural management skills; Decoding the (hidden) stereotypes in multimedia messages in order to identify bi-ases and prejudices we are exposed to. 2. Course Overview

In the first part of the course (trimester 2) you will study the basics in plenary lectures by professor Magala and other members of the CCM team. There will also be guest lectures by esteemed professional and academic experts. All lectures have pre-scribed readings. In addition, you will be engaging in a work-intensive project called Living Diversity. In the second part of the course (trimester 3), you and your team will present the results of your Living Diversity project. This part consists of interactive seminars as well as case workshops. 2.1 Trimester 2

Academics and practitioners will share their ideas and provide insights for your teams presentation in the second trimester. Therefore attendance is strongly recommended for the first trimester of the course. 2.1.1 Mid-term exam (50% of the final grade)

The mid-term exam will consist of 30 multiple-choice questions and 20 fill-in the blank questions. It is a closed-book exam. Dictionaries are not allowed. The exam is based on the lectures, the book by Steers et al. (not just the chapters men-tioned as prescribed readings for the lectures) and other prescribed readings.

2.2 Trimester 3

During the second trimester of the course you will participate in workshops every second week of the trimester (5 sessions in total). These sessions are held in smaller groups of approximately 60 people each (you will be assigned to groups during the 2nd trimester). Your presence at the first part of these 5 sessions in which the teams will present their Living Diversity assignment is mandatory. For the Living Diver-sity assignment you will be working in teams of five; we will announce which team you are assigned to before January 14th, 12:00.

2.2.1 Team Formation

Once you are assigned to a team, you can submit your teams desired country via an online form before 12:00 on January 21st. The link to the form will be provided via

Blackboard. But before you do, please see the Guide to Choosing a Country (and City) for additional information. You will know your teams assigned country before 12:00 on January 28th.

2.2.2 Living Diversity Team Assignment (25% of the final grade; team task)

For the Living Diversity Team Assignment, you and your team will gain insight into the cultural aspects that might be encountered when working in a certain country. The findings are presented in a 20-minute training session for your colleagues dur-

ing the first part of the workshops in trimester 3. Please note that you will have a

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meeting with your workgroup tutor in week 8 or 9 in which the progress of the assign-ment will be discussed; the deadline for scheduling an appointment with your workgroup tutor is February 4th, 12:00. The deadline for handing in the presentation is March 23rd , 12:00. See the Guide for the Living Diversity Team Assignment for

additional information. 2.2.3 Cross-Cultural Competence Assignment (25%; individual task)

In order to enhance your awareness of the role that culture plays in organizations, you will write a short essay on the application of cultural models and frameworks in organizational settings and apply these to the group dynamics you witnessed while working on the Living Diversity-assignment. The deadline for the CCC-assignment is June 9th, 12:00. Please see the Guide for the Cultural-Competence Assignment for

additional information. 2.2.4 Case Discussion (max. 0.5 Bonus Points)

After each Living Diversity session in trimester 3, a case discussion is held. A week before the class you will receive a small case or exercise, which we are going to analyse together in the second part of each workshop. In order to be eligible for bonus points and to make sure everybody comes prepared, you have to hand in a sheet on which short answers to the questions posed in the case are provided before

the start of the case discussion session.

Case analysis process is not about finding the right answer. Rather an analysis of multiple solutions and context-sensitive approaches is what we are searching for. Consequently, the quality of the analysis and how much you will learn in the classes will greatly depend on your preparation.

Your participation assessment will be based on the quality rather than quantity of your input. Consequently, make sure you do not monopolize the discussion. A thorough preparation will allow you to add depth to our understanding of the case. Appropriate reference to theories and models should be included in your response. Moreover, you will be judged on the way you structure your response and ability to include your comments at relevant points in time. Take into consideration the flow of the discus-sion and bring in your points logically, building upon proceeding comments. At all times remain respectful towards the opinions presented by your colleagues.

In order to help us to identify you (and note your inputs), it is necessary that you bring a name card to each of the 5 sessions and place it in front of you on the desk.

It needs to be acknowledged that grading of in-class participation is a subjective pro-cess. However, the guidelines above will help you to structure your responses in line of what we are searching for. Please bear in mind, however, that the actual grading of the in-class participation also depends on the dynamics of the discussion as it unfolds.

In total (i.e. for bonus points awarded to individuals and groups), a maximum of 0.5 bonus points can be attained across sessions per individual. The bonus point will be added to your final grade and will only be awarded if the final grade for the

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entire course is 5.5 or higher. See section 3.1 for an overview of the assessment

and an example. 3. Cultural Sensitivity Assessments

One of the learning objectives of the course is improving intercultural communication and cross-cultural management skills. To check to what extent this has been the case and to give you feedback on your skills and learning experience, we ask you to fill in two surveys.

For the first survey, besides some demographic data, you will be asked about your confidence in intercultural interactions and your past intercultural exposure. At the start of the course, we will send you an email with instructions for the first survey. The deadline for answering the first survey is January 9th. After answering the first survey, you will receive a report with personal feedback.

This confidential feedback report will provide you with information on how you com-pare to others in the BAB23 Cross Cultural Management class in terms of dimensions of international experience and related psychological dimensions that have been found to promote leadership ability in international or multicultural settings. In her lecture on February 25th, dr. Mor will present the results of the social network part of

the survey. The second survey is about your experiences with the Living Diversity Team Assign-ment and needs to be filled in after you uploaded the Living Diversity Team As-signment (deadline March 23rd, 12:00). The deadline of the second survey is March 25th. In the last part of the final workshop (May 26th/June 2nd), we will present the results

of the second survey. The links to both surveys and a sample report can be found on Blackboard. Of course, all data will be treated confidentially; we will not share the raw data with other parties. Individual responses cannot be traced back to individual respondents or teams. If you have any issues with the survey or the report, feel free to contact Shira Mor at [email protected].

Trimester 2

See SIN-Online for the latest information on the time and place of the lecture.

Session/time Time/place Content Mandatory readings

INTRODUCTION

Session 1 January 7, 2015

CB-1 14.00-14.45

1A: COURSE OUTLINE & WELCOME Introduction to the teach-ing team and the course Giorgio Touburg

Course man-ual

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15:00-15:45

1B: SETTING THE STAGE theoretical grid of emic/etic, qualitative- quantitative, academic vs. applied approaches/para-digms Sawomir Magala

See folder Lectures on Blackboard

PART I: GLOBAL FORCES SHAPING INTERNATIONAL BUSINESS


CB-1 14.00-15.45

THE POWER OF IDEAS Jiska Engelbert



CB-1 14:00-15:45

GLOBALIZATION Giorgio Touburg

See folder Lectures on Blackboard; Steers et al.: Chapter 1


CB-1 14.00-15.45

IDENTITIES Personal, organizational and imagined communities Sawomir Magala


PART II: THE THEORETICAL FRAMEWORK OF CCM

Session 5 February 4, 2015

CB-1 14.00-15.45

AN ENGINEERS ODYS-SEY Hofstede, GLOBE, and al-ternative models of CCM Sawomir Magala

See folder Lectures on Blackboard; Steers et al.: Chapters 2-3 and the Ap-pendix


CB-1 14:00-15:45

THE UNKNOWN KNOWN What is knowledge man-agement and what can CCM learn from it Juup Essers

See folder Lectures on Blackboard; Steers et al.: Chapters 4-5

(February 16-27, 2015)

(announced via SIN-online)

(Workgroup instructors meet with teams to discuss progress)

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PART III: PUTTING THEORY INTO PRACTICE


CB-1 14:00-15:45

THE CULTURAL BEHAV-IOUR OF ACCOUNTANTS Olof Bik

See folder Lectures on Blackboard Steers et al.: Chapters 8-9


M2-03 14:00-15:45

CROSS-CULTURAL NE-GOTIATION Shira Mor (Note: the results of the first survey will be dis-cussed)

See folder Lectures on Blackboard Steers et al.: Chapters 6-7

CONCLUSION

Session 9 March 4, 2015

CB-1 14:00-15:45

CELLULOID CROSS-ROADS Applying what we have learned so far through the use of famous movie scenes Sawomir Magala

Exam March 19, 2015

9:30-12:30 Steers et al. (all of it), other manda-tory readings, and lectures

Trimester 3 See SIN-Online for the latest information on the time and place of the lecture.

Session/ Time Place Content Preparation Guide

Session 10: Africa & the Middle East

March 31, 2015 09:00-11:45

T3-39

Work group 1 (BAB23-14/1) Juup Essers

See folder cases on Blackboard; be sure to answer the questions and hand them in on a piece of paper if you want to be eligible for bonus points!

T3-25 Work group 3 (BAB23-14/3) Giorgio Touburg

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April 1, 2015 11:00-13:45

T3-39 Work group 2 (BAB23-14/2) Shira Mor

April 2, 2015 -09:00-11:45


April 7, 2015 T3-25 Work group 4 (BAB23-14/4) Juup Essers


Session 11: South America

April 14, 2015 09:00-11:45

T3-17 Work group 1 (BAB23-14/1) Juup Essers




April 21, 2015 09:00-11:45




Session 12: Asia & Oceania

April 28, 2015 09:00-11:45




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May 4, 2015 09:00-11:45




Session 13: North & Central America

Session 13 May 12, 2015 09:00-11:45

T3-31

Work group 1 (BAB23-14/1) Juup Essers




May 19, 2015 09:00-11:45




Session 14: Europe (Note: the results of the second survey will be discussed)

Session 14 May 26, 2015 09:00-11:45


See folder cases on Blackboard; be sure to answer the questions and

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hand them in on a piece of paper if you want to be eligible for bonus points!


June 2, 2015 T3-25 Work group 4 (BAB23-14/4) Juup Essers



July 3, 2015 18:30-21:30

Re-sit Steers et al. (all of it), other mandatory read-ings, and lectures

4. Examination and Assessment

4.1 Grading

Your final grade for this course will be composed of the following:

Subcomponent Weight

Mid-term exam 50%

Teamwork assignment Living Diversity 25%

Individual assignment Cross-Cultural Competence 25%

Points will be subtracted from any work that has been handed in too late (one minute or more past the deadline). No final grade will be calculated in the event that your exam score (including the re-sit) is lower than 4.5. A bonus of up to 0.5 point (to be added to your final grade) can be earned through in-class participation in the case discussions during the second trimester of the course. The bonus point will only be awarded if the final grade for the entire course is 5.5 or higher. Example: If a student were to attain an 8 on the exam (+4.0), an 8 for the Living Diversity assignment (+2.0), and a 6 for the Cross-Cultural Competence assignment (+1.5)

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the student would have a final grade of 7.5 (4.0+2.0+1.5). If that student would also have been awarded .4 bonus points, then he or she would attain a final grade of 7.9 (7.5 +.4). 4.2 Examination

The exam will consist of 30 multiple-choice questions and 20 fill-in the blank questions. It is a closed-book exam. Dictionaries are not allowed. The exam is based on the plenary lectures and the following readings:

Readings (mandatory):

Steers, RM, Nardon, L., Sanchez-Runde, C.J., 2013. Management Across Cultures: Developing Global Competencies, second ed. Cambridge Uni-versity Press, Cambridge. ISBN: 9781107645912 (the whole book, not just the chapters used for the lectures; you may also use the first edi-tion of this book, but please note that the numbering of the chapters is slightly different)

The readings labelled as mandatory on Blackboard; Handouts for the lectures will be posted on Blackboard throughout the

course or distributed in hard copies during the plenary lectures. 4.2.1 Examination dates:

Examination: March 19th, 2015, 9:30-12:30

Re-sit: July 3rd, 2015, 18:30 21:30 Registration via Osiris required. You can register from 35 to 7 days before the examination. The date, time and place of the perusal will be announced when the grades are published. 4.2 Attendance and tardiness

Attendance is strongly recommended for the first trimester of the course. Managers, consultants and researchers will share their ideas and provide insights for your team work in the second trimester. During the second trimester, attendance during the presentations of the Living Diversity assignment is compulsory. If for some reason you will be absent, please send an e-mail to [email protected] (please include the phrase Ab-sent_date_your_name in the title of your message (e.g. Absent_jan10_John_Doe)). In the mail, state the reason of your absence. There is a possibility you will have to make an assignment to compensate for your absence. People who have missed more than two workshops have to re-take the Living Diversity part of the course next year.

It is also very important that you are on time for the lectures and workshops. Barg-

ing in while your fellow students are already presenting is both rude and distractive. Therefore, once presentations have started, you will not be allowed to enter the classroom and you will be marked as absent, which means there is a possi-

bility you will have to make an assignment to compensate for your absence.

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4.3 Transferring old grades If you received a grade of 4.5 or higher for last years (2013-14) exam, you

may transfer the grade. You may also transfer last years (2013-14) grade for the Living Diversity

assignment. Because the Cross-Cultural Competence assignment has been

changed significantly, it is not possible to transfer your grade for this

part of the course. You need to inform us about your desire to transfer one or more grades before the 13th of January 2015, 12:00. Only requests sent to [email protected] before

that date will be taken into consideration (please include the phrase Trans-fer_your_name in the title of your message (e.g. Transfer_Jane_Doe)). Please specify whether the grade you want to transfer is from a regular exam or a re-sit exam.

4.4 RSM Student Representation

If you as a student have any comment about the quality of your courses, be it posi-tive or negative, please send an email to the corresponding representative or ap-proach her personally after the lecture. RSM SR email: [email protected] 5. Overview of Deadlines

January 9th Deadline for students to fill in the first survey January 13th, 12:00 Deadline for students to request grade transfer January 14th, 12:00 Deadline for staff to announce LD-teams January 21st, 12:00 Deadline for students to request country to present on January 28th, 12:00 Deadline for staff to announce countries assigned to teams and their workgroups February 11th, 12:00 Deadline for students to make appointment With workgroup instructors March 23rd, 12:00 Deadline for students to upload LD-assignment March 25th Deadline for students to fill in the second survey April 2nd Deadline for staff to announce preliminary exam grades April 28th Deadline for students to send the progress of their CCC-assignment to their workgroup instructors June 9th, 12:00 Deadline for students to hand in CCC-assignment June 23rd Deadline for staff to announce LD-grades June 30th Deadline for staff to publish grades CCC-assignment and preliminary final grades July 17th Deadline for staff to announce preliminary re-sit grades and updated final grades

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Guide to Choosing a Country (and City)

Throughout the course you are going to work on the Living Diversity Assignment. We will assign you to a diverse team of five. This team will remain unchanged through-

out the course. You can register your team name and your preferences for certain countries via an online questionnaire (see URL below). You can only submit your preferences once, so take care to have the following at hand when you browse to the form:

Your teams ID-number (announced via Blackboard); The desired name of your team; A list of 5 preferred countries to present on (1 per part of the world: Africa &

the Middle East, North & Central America, South America, Asia & Oceania, and Europe).

Based on this list the instructors, in order to ensure an even distribution, will make the final choice and decide which of the proposed countries will be yours for the re-mainder of the course. Once you finalize your team composition, please submit one entry per team through the online questionnaire. DEADLINE for submitting your country choices via the online questionnaire: January 21st, 2015, 12:00

Within a week, we will let you know on which country your team has to present. To avoid broad generalizations, you will also have to pick a specific city or region in the

country of choice. This is where either the firm will open a new subsidiary, where a lot of employees from another subsidiary will be re-located to. In a feedback session with your workgroup teacher in week 8-9, progress will be dis-cussed.

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Guide for the Living Diversity Team Assignment

Imagine you are a team of consultants asked to prepare a training session for a mul-tinational company X, which is about to open a new subsidiary in city or region Y, located in country Z. Your audience is about 50 employees who are going to be relo-

cated to this city or will work in virtual teams with the nationals of the given country. You know that much of the information can be found online, but the client specifically asks for unique and emic insights for their staff and that is the added value they want

you to provide (the concept of emic insights will be discussed in class). Your job is thus to describe at least 3 most insightful emic, culture-specific insights, firmly rooted in the first-hand intercultural experiences of your interviewees. Your analysis should go beyond the narrowly defined cultural dimensions. Try to explore the paradoxes of the culture you are investigating, look at possible points of conflict and include exam-ples to illustrate your points. Your presentation should be structured in the following way:

Intro and overview of the country and city or region (including a brief sum-mary of the cross-cultural dimension research on the country)

Overview of the methodology and data collection At least 3 selected, most relevant emic insights (include business exam-

ples that illustrate your arguments) Learning points (please, avoid the dos and donts, which can be listed in a

simple hand-out and focus on more sophisticated and careful considera-tions). Think about insights that that will help your viewers in their day-to-day interactions (what should I do when confronted with)

Mention 2 key readings that you would recommend to your colleagues (with the explanation why these, rather than other readings, best reflect the culture of the country). At least one of the readings should be an aca-demic article

You are required to interview at least 3 representatives of the country or city: these could be fellow students (max. 1 person from your own team), expatriates or people living in the given country and city. Be creative in selecting and finding your respond-ents. Please make sure you approach and treat your potential respondents respect-fully. Include a full name and an e-mail address or telephone number of your inter-viewees. We will randomly contact some of them to check if they have participated in your research (this is to prevent students from creating some of the respondents). For your endeavours, be sure to take notice of the code of integrity: http://www.eur.nl/fileadmin/ASSETS/abd/Integriteitscode/Erasmus_University_Rot-terdam_Code.pdf Consider multiple media: short podcasts or videos. Include interactive elements, to make sure your training participants are also involved throughout your presentation, but do not go overboard: only use interactive media when this helps you to communi-cate the emic insights. While the presentation of the results of your teamwork takes place in the 3rd trimester, we advise you to start working on your assignments straight away. Our experience

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shows that teams, which do not put sufficient efforts throughout the trimester, have great difficulties with delivering high quality work. The presentation will be graded on:

Meeting the objectives of the assignment Depth of the analysis Quality of the research Sophistication of your analysis and presentation Structure Relevance of included material Quality of the presentation (are you able to keep your audiences atten-

tion?) Creativity and uniqueness (what innovative tools, methods, resources and

approaches did you include?) Make sure that your presentation is interesting, lively and attention grabbing but above all: informative for the audience. Checklist Deliverables:

Last slide of your presentation should include names and contact details of your respondents (this slide you do not need to show during the presenta-tion it is only visible to the CCM team)

Maximum presentation time is 20 minutes Presentation should consist of Power Point Slides (and if applicable addi-

tional files that can be run with Windows Media Player) Include your team name and student numbers on the cover page of the

Power Point slides. Use the following file name for the presentation Living Diversity-[insert

your team name here] (e.g. Living Diversity-Culture Consultancy) If you have embedded other media directly in your presentation, make

sure these will run on another computer. Additional media files should be compatible with Windows Media Player.

If you have multiple files, put these files in a zip folder along with your presentation.

Use wetransfer.com to transfer your files to [email protected]. Use a registered email address from one of the team members (preferably an Erasmus student mail address) to send the file. In the message section in-clude the name of your team, your country, names and student numbers of all the team members.

DEADLINE for submitting the presentation via wetransfer.com: March 23rd, 2015, 12:001

1 Make sure you submit a final version of your presentation on the 23rd. No additional corrections or additions will be allowed afterwards!

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Guide for the Cultural-Competence Assignment

In addition to the Living Diversity Team Assignment, we ask you to write an individual reflection paper. In your reflection focus on:

Your assumptions about culture in general before taking this course; Your knowledge about/stereotypes of the supposed national culture of

your fellow team members before taking this course; To what extent the interaction between the team members updated or con-

firmed this knowledge or these stereotypes; Misunderstandings in the team, your take on their supposed causes and

how these were resolved; In what way your interpretations differed from those of your colleagues

(give concrete examples). How did you resolve differences? In what way do you think your own cultural background might have influ-

enced or biased your analysis (give concrete examples)? In what way did analysing cultures Y/Z influence your perception of your

own cultural background and cultural assumptions? In what way did interacting with your fellow team members influence your

perception of your own cultural background and cultural assumptions? In what way did the takeaways from the readings and lectures influence

your perception of your own cultural background and cultural assump-tions?

What were the surprising, exciting and/or counterintuitive findings? Did your findings chime or clash with the theories offered in the course?

We strongly encourage use of both mandatory and optional readings to strengthen your analysis. You have to engage with at least 2 concepts, models or theories from the course. Guidelines

The assignment should be between 1500-2000 words long (title page, ab-stract and references excluded).

Use Harvard Style referencing. For further information, review your notes from the Academic Writing course, consult websites (e.g. http://www.eur.nl/ub_informatievaardigheden/ul_instruction/ver-wijzen_en_citeren/, http://owl.english.purdue.edu/) or use this online guide with examples: http://guides.is.uwa.edu.au/con-tent.php?pid=43218&sid=318559.

Submit the essay in Microsoft Word format (.doc or .docx) using the Safe-Assignment in the folder Cross-Cultural Competence Assignment on Blackboard

DEADLINE for submitting the assignment via Blackboard: June 9th, 2015, 12:00.

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International Marketing Research (BAB011) Course name: International Marketing Research

Course code: BAB011

Course load: 3 ECTS

Term: Trimester 3

Coordinator: G. Paolacci

Contact: [email protected]

Office hours: by email appointment, market-

[email protected]

Course structure: Combination of Plenary Lectures and assignments

Course schedule: Plenary Lectures on Thursday

Examination: Examination (55%), assignments (45%)

Student Representation: [email protected]

Course Overview

Organisations base their strategies on information about consumers, industrial buy-ers, distributors, employees, competitors, and suppliers. The International Marketing Research course deals with how to collect and analyze this information. The course applies the knowledge acquired during previous methodology courses to the market-ing domain, and integrates it with the most advanced developments in marketing re-search, such as crowdsourcing. Learning Goals

This course aims to enable you to approach managerial problems scientifically: un-derstand the kind of research that problems require, conduct such research, and use research findings to make informed decisions. To do this, classes integrate marketing applications of previously studied research methods with insights into the opportuni-ties offered by the most advanced techniques in marketing and other managerial fields. Altogether, the course aims at developing the following abilities:

Choosing the best research method to inform a marketing problem; Collecting and analyzing qualitative and quantitative data; Deriving recommendations for your marketing problem.

Recommended prior knowledge

The course builds on knowledge acquired in the first-year courses Skills 1, 2, and 3 (BAP065, BAP066, BAP067), Quantitative Methods & Techniques: Statistics (BAP058), and Methodology (BAP73), along with the second-year course Applied Business Methods (BAB08). It is assumed that you are familiar with the content of these courses. How the workload is divided

The course has three credits (ECTS) and has been designed with the aim of a total workload of 84 hours. Of course, the actual workload varies across individuals, but

29

the following estimates are informative of the effort that you should expect to put into the course: Attend seven lectures (14 hours); Complete assignments (28 hours); Studying the course materials (39 hours); Take the final exam (3 hours). Required Study Material

Customized version (selected chapters) of "Marketing Research" by McDaniel and Gates (ninth edition). ISBN: 9781119927150.

Readings posted on Blackboard

Lecture slides posted on Blackboard shortly after each class

Course Schedule

Notes: The schedule is subject to changes. Students are solely responsible to stay up to date by checking SIN-Online and Blackboard. Chapter numbers correspond to those of the customized edition of the book (not of the original version). 1. April 9 (Thursday) 13.00-14.45, Room CB-1 The Marketing Research process Readings: Book Chapters 1-2 2. April 16 (Thursday) 13.00-14.45, Room CB-1 Techniques in Qualitative Research Readings: Book Chapter 3 3. April 23 (Thursday) 13.00-14.45, Room CB-1 Survey Research: Issues in Design and Measurement Readings: Book Chapters 4-6-7-8-9 4. April 30 (Thursday) 13.00-14.45, Room CB-1 Experimental Research Readings: Book Chapter 5, articles on Blackboard 5. May 7 (Thursday) 13.00-14.45, Room CB-1 Data Analysis in Marketing Research You are expected to be familiar with basic statistical tests in hypothesis testing 6. May 21 (Thursday) 13.00-14.45, Room CB-1 The Internet in Marketing Research Readings: articles on Blackboard 7. June 4 (Thursday) 13.00-14.45, Room CB-1 Wrapping up, Q&A

Examination Dates (Make sure you register on time on Osiris!)

Final Examination: Friday June 19, 2015 9:30-12:30 Re-sit Examination: Wednesday July 15, 2015 9:30-12:30

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Final Exam

55% of your final grade depends on the final exam. The exam will be composed of multiple-choice questions. You need to score at least 4.5 on the final exam in order to obtain a grade for the course. Assignments

45% of your final grade on the course depends on three group assignments. As-signments are meant to develop your abilities in fundamental marketing research activities, such as qualitative and survey research. The output of each assignment will be a completed Report Form to be handed in hard copy and posted on Black-board Safe Assignment. There will be three deadlines for these assignments: 1) Focus Group (due April 28, h. 12.00) 2) Survey Design (due May 12, h. 12.00) 3) Data Collection and Analysis (due June 4, h. 18.00) A companion document called Assignments General Information will be posted on Blackboard before the beginning of the course including more details. Enrolment in Study Groups

You are responsible for forming your own group. Groups can have 4, 5, or 6 stu-dents. If you are having troubles forming the group, you can use the forum Group Formation on the Blackboard Discussion Board. Once the group is formed, one team member needs to enroll the team via SIN-Online. You can enroll at any time between Monday, March 2 and Sunday, April 12 at 23:59. SIN-Online sends an

email-confirmation to your student email address. If you have not received a confir-mation within 24 hours after the moment of enrolment, please notify Raechel Torner ([email protected]) in order to check your enrolment. The final group composition, to-gether with group numbers, will be announced on Blackboard. Students retaking the course

Students who are retaking the course are allowed to keep partial grades from the previous year (2013-2014), upon request. In particular, two cases apply: 1) Students who received a grade of 5.5 or above on the final exam in 2013-2014 may request to have their exam grade carried over to this year. This request should be made to [email protected] before April 17. If you are planning to

carry over your exam grade, please note that you still must register for this years final exam via Osiris in order to receive a final grade for the course. 2) Students who received a passing grade (5.5) for the assignment in 2013-2014 may request to have their original assignment grade combined with this years final exam grade. This request should be made to [email protected] be-fore April 17. The examination for re-takers is based on the content and conditions

of the current academic year (2014-2015). Bonus points for research participation

RSM Erasmus University is a worldwide leader in management research, through the work of the members of the Erasmus Research Institute of Management (ERIM). ERIM is the joint research institute of RSM and the Erasmus School of Economics.

31

Practically all the teachers that you meet in class are members of the institute and they are active in research two days per week on average. During this term, you will be offered the opportunity to participate in research studies in return for bonus points towards the final grade of this course. Participation is en-tirely voluntary. Participation in these studies will provide you with additional learning opportunities, as a complement to the content of the lectures. Through participation in research studies, you will become aware of the nature and insights of management research and learn about a variety of research areas and methods in an engaging manner. During the lectures of this course, reference will be made to the critical role of empir-ical research and research methods in producing the business knowledge that is taught in this course. You will be able to earn a maximum of 0.4 points contributing towards your final

grade for this course. This means that during this term you can participate for course credits in a maximum of two sessions of approximately 30 minutes. Note that bo-nus points will only be awarded if the final grade for the course (without bonus) is at least 5.5.

You will be able to participate in research studies to earn bonus points for this course between the following dates: 07/04/2015 and 05/06/2015. Additional information

about registration procedures will be announced in class and on Blackboard at the beginning of the course. Reminders and deadlines will be communicated during the term via email. Check your student email regularly. All studies will take place at the Erasmus Behavioral Lab (EBL), which is located on the 12th floor of the T building. To access the lab, you will need to use the elevators located towards the back of the T building. The bonus points are only valid for the current academic year (in other words, the bonus points expire after the re-sit exam). You are responsible for checking that your credits have been attributed to the correct course after each experiment. If a mistake occurred or if you want to reassign your credits to a different subject, please contact the system administrator be-fore the deadline: 05/06/2015 Note that credits earned in past terms cannot be re-

assigned to this course. You can sign up for a research session via the Erasmus Research Participation Sys-tem (ERPS). To register, log in at www.rsm.nl/lab. On the platform you will also find FAQs that should answer most of your practical concerns. If you have problems log-

ging in, or if you have any remaining questions regarding the course credits or your profile information, please contact the ERPS administrator, not the teacher(s) of this course. The name of the administrator is Anika Stuppy; you can contact her at the following email address: [email protected]. Examination Perusal

The date, time and place of the perusal will be announced when the grades are published.

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RSM Student Representation

If you have any comment about the course, be it positive or negative, please email the corresponding representative ([email protected]) or approach him or her personally after the lecture.

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Marketing Management (BAB25) Course name: Marketing Management Course number: BAB25 Course load: 5 ECTS Term: 3rd Teaching staff: Dr. Nicole Mead Course structure: Combination of plenary lectures and case discussions Course schedule: Plenary lectures and cases Wednesday and Thursdays (3-5pm) Examination: Examination (60%) and assignments (40%). See below. Student Rep: [email protected] BlackBoard: www.myeur.nl

Coordinates

Name: Dr. Nicole Mead Office: T10-23 Phone: 010-408-9583 E-mail: [email protected] Office hours: Wednesdays after class (5-6 pm) Guest lecturers: Hein Everts Sales Director Retail Mondelez Nederland B.V.

Christophe Lambregts Assistant Professor of Marketing Management (starting 2015) TAs: Daniel Todorov Anne-Fleur Vaartjes Course Description

Marketing strategy is a complex business function that requires a balance of analyti-cal and synthetic skills. This course introduces a series of frameworks and tools that can be used to a) solve general business problems and b) develop specific marketing strategies and programs. The analytic part of the course moves from the general to the specific. The course is oriented around understanding the three Cs (customers, company and competitors), developing a strategy for the chosen product/market(s), and translating this strategy into more specific plans through the elements of the marketing mix, the four Ps (prod-uct offering, pricing, promotion and physical distribution). The synthesis of all these elements is achieved through case analysis. In addition to bringing together the different theoretical elements in the context of concrete busi-ness problems, active participation in case analyses will (1) allow students to en-hance their problem-solving and decision-making abilities in various areas of market-ing and (2) provide an opportunity (both written and oral) to develop, present, and defend their own recommendations, and to examine and discuss the recommenda-tions of others critically.

34

Class Meetings

Day and time: Wednesdays and Thursdays 3-5pm Room: See SIN for the most accurate location Course Materials: Mandatory

Business articles that can be obtained through the library; see reading list below for links to access those articles

Readings and handouts provided via BlackBoard

Coursepack C-387-73173-STU available from the Case Centre

Recommended Textbook

There is no required textbook for this course, but I recommend the fol-lowing text for optional background reading: Kotler, Philip and Kevin Lane Keller, Marketing Management, 14th Edition, Pearson Prentice Hall. Many students find this book to be a useful resource to consult both throughout the course and in the future.

Course Format

Lectures and Class Discussion About three-fourths of the time will be spent on the presentation and discussion of theories, concepts, tools, and empirical findings through lecture and class discussion. Lectures/class discussions are often accompanied by assigned articles and notes. The lecture/discussion will be used to consolidate and extend the concepts devel-oped in the assigned materials. Thus, it is important that you read and study materials prior to class.

It is important to note, however, that what I discuss in class is not just a summary of whats in the readings. (You can read, so why would I tell you what you should already know from the readings.) The lectures provide a structure for the readings and cover a lot of information that is not in the readings and vice versa. Both are important so you need to know both whats in the readings and whats in the lectures. All the read-ings can be found on BlackBoard, through the library, or in the course packet. Consult the course schedule for complete information. Case Discussion

The remaining fourth of the time will be devoted to analysis and discussion of as-signed case studies. Cases put you in the seat of a marketing manager and force you to put the skills and tools you learn in class into practice. Thus, cases are an integral part of your learning in this course. For each case, I will post preparation questions on BlackBoard. These are designed to get you thinking about the important issues in the case but discussion and analysis should never be limited to the posted questions. At the beginning of a case discus-sion, I will typically start by asking one or more students to answer a specific question or series of questions. Anyone who has thoroughly prepared the case should be able to do a good job on this lead-off assignment. After this initial analysis, the discussion will be open to the rest of the class.

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In these sessions, I will act to facilitate discussion: first to obtain all views and then help pull together the prevailing views of the discussion. Note that the direction and quality of the discussion is the collective responsibility of the group, not the sole re-sponsibility of the instructor. Make a commitment to be fully engaged in the case learning process. This means devoting time and energy to prepare before class, listen to others, and engage verbally and thoughtfully in class discussions. You may find it uncomfortable to make decisions even after you have a thorough analysis. This is normal. Often you may feel as though key pieces of information will be missing. Despite this, you will have to 1) make reasonable assumptions to arrive at a decision 2) defend these assumptions and 3) clearly define the logic of your analysis and subsequent marketing strategy. All of this will increase your comfort with making decisions under uncertainty and with limited information, a reality all manag-ers face. A typical request at the end of a case discussion is for me to provide "the answer". In general, the case method of learning does not provide the answer. In most (but not all) case discussions, several viable answers will be developed and supported by various students within the total group. What is important is that you know what you would have done in that specific marketing situation, and that you begin to construct your own framework for approaching marketing problems in general. Evaluation

Evaluation of performance will be based on: Final exam 60% Group case write-ups 40% Note: You need to score at least 4.5 on the final exam in order to obtain a grade for this course. If you score below a 4.5 on the exam your overall grade will be listed as insufficient in Osiris, regardless of how well you did on your cases. Bonus possibilities

A bonus of up to 4% can be earned through class participation. If you don't want to talk, an alternative would be to participate in two qualifying experiments at the Eras-mus Behavioral Lab (if experiments are available during the term--availability of ex-periments is not guaranteed). Participation in class or in the experiments is entirely voluntary. The experiments are managed through the Erasmus Research Participa-tion System (ERPS) and administered by Ms. Anika Stuppy ([email protected]). More detailed information will be provided via BlackBoard. Note that bonus points will only be awarded if the final grade for the course based on cases and final exam is at least 5.5. Groups

This course relies on group work for case preparation and groups are also useful to discuss lecture topics before or after class. A well-functioning discussion group can be a very valuable resource to develop your understanding of the issues and topics raised in the course. The discussion group is a useful and informal forum to generate and test ideas. Group work should also help you develop the critical social skills you need to function in almost any organization. You are responsible for selecting your own group and for managing the division of labor within your group.

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Group Size Experience indicates that optimum group size is 4-6 persons. Groups of fewer than 4 or more than 6 will not be allowed. Group Composition Diverse groups can be effective learning environments because it can increase the amount of novel information that is shared by the group and can stimulate students to seem problems from new, undiscovered angles. However, try to minimize diversity in terms of ambition and willingness to work. Find group members who share your level of effort and ambition. Also make sure your group members schedules are compatible, so you can actually find a time to meet with the whole group. Enrollment in Study Groups You should put together your own case group of between 4 and 6 persons and enroll using SIN Online (http://rsm.sin-online.nl/channel/). If there are less than 4 people in your group and you can't find one or more additional group members, you can use the temporary discussion board in BlackBoard for students still looking for group members. I will not monitor this discussion board. Please note that SIN Online can only process enrollments that are filled in completely and correctly. Enrolment starts March 2. You should register no later than April 6. SIN Online sends an email confir-mation to your student email address. If you havent received a confirmation by SIN Online within 24 hours after the moment of enrolment, please notify Ms. Raechel Torner ([email protected]) in order to check your enrolment. The system can overload if everybody signs up during the last few days, so try to enrol well before April 6. Note that you need to sign up separately for Marketing Management and International Mar-keting Research. Peer Evaluations (to be submitted only in case of free-riding problems) At the end of the course, each group member can submit a peer evaluation form. This evaluation is used to avoid free-riding on your peers efforts. Each group mem-ber submits an evaluation of each other members contribution, with 100% implying that a group member did a fair share of the work. 90%, for example, would indicate that a group member did only 90% of what a fair share of the work would have been. The average rating across all members will be taken as the final peer evaluation rat-ing for a group member. A 90% rating implies that the group member will get 90% of the group grade. If no rating is turned in, a default rating of 100% will be used. Talk to me before things get out of hand Working in groups is often not easy, and every year some groups fail miserably at maximizing the potential benefits from working in a group. Group problems are part of the learning experience that you have to try to sort out yourselves. If your group experiences group trouble and has tried but failed to work things out, come talk to me. Although I cannot solve your group's problems for you, I may in some cases be able to facilitate the process. It is important that you talk to me before the damage is irreparable.

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Class Participation

How much you learn from this course will depend on your and others' class participa-tion. Each student is expected to be present and prepared to participate (i.e., talk) in each session. Of course, the benefits from class participation depend mostly on its quality, not just its quantity. Grading class participation is necessarily subjective, es-pecially when there are over 300 students, but let me give some idea of what I am looking for when grading class participation bonus points: 1. Analysis: Are you prepared? Do your comments show an in-depth analysis of

case or other materials that adds to our understanding of the situation? Do your comments show an understanding of the issue or material at hand? Do you go beyond a mere restatement of data or information in the materials?

2. Continuity: Are your comments relevant to the discussion? Do they build on pre-vious speakers' contributions and do they evoke follow-up contributions by oth-ers? Are you willing to listen and maintain the continuity of the discussion? Are you willing to wait until the discussion reaches the issue you want to comment on?

3. Clarity: Are your comments clear and concise and communicated in a convincing way?

4. Civility: Do you make sure not to monopolize a discussion? How do you deal with

people who disagree with you in a heated discussion? Is your criticism construc-tive or destructive?

5. Identification: I need to be able to identify (and remember) who you are. The remembering part will eventually work out if you participate regularly, but for iden-tification, I need you to put a name card on the desk in front of you.

6. Quality over quantity. Speaking often merely to be heard is not an optimal strategy for making your comments and contribution memorable. Please prepare and bear in mind that there are many students in the class. Do participate, but be consci-entious about your contribution.

Preparing for Case Discussion

When preparing a case, I recommend that you read the case three times. The first time, you quickly read through the text of the case to get a feel for what the case is about and the type of data it contains. The second time, you should carefully work through the exhibits. They're usually there for a reason and will help you in analyzing the situation. You'll often find that you need to do some calculations or reasoning and combining with other data to benefit from the information in the raw data. After the second pass, you should have a good idea of the fundamentals of the case. The third time you search to understand the specific situation and try to get at the root causes of problems. You gather data from the case that will allow you to make specific action recommendations and answers to the assignment questions. You probably want to take a good look at the assignment questions between the second and third reading. Cases often don't have all the data you would like. Nevertheless, you have to come up with recommendations and answers based on the data you have. Cases are dif-ferent from reality. To highlight specific issues, facts may be distorted and important

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situational factors might be omitted. Therefore, you should not try to rely on infor-mation about the case from outside sources (unless I or the preparation questions suggest you do so). You should also not try to find out what really happened to the company or business as a basis for making your decision. You should not use papers or notes from previous or concurrent marketing courses. For more information, consult the Working with Cases document posted on Black-Board. Written Case Analyses

Four cases will be assigned for detailed analysis and write-up. The four write-ups are: 1. Crescent Pure (due Thursday April 16 at 15h)

2. elBulli: The Taste of Innovation (due Thursday April 30 at 15h)

3. Altius Golf and the Fighter Brand (due Thursday May 7 at 15h)

4. Cialis Lifecycle Management (due Thursday May 28 at 15h)

All case write-ups are based on a group effort and only one write-up is expected per group. However, you must submit TWO copies of EACH case write-up. Both are due at the beginning of the class (15h) on the day that the case is due (of course they can be handed in ahead of time if no one is able to bring it into class; these can be deliv-ered to the Marketing Management Secretary Office on T10). Late submissions (of the hardcopy and/or electronic copy) will NOT be accepted. No late write-ups can be accepted because we discuss the case in class and it would be unfair to the other students if you could hand in an assignment after we have started analyzing it in class. Note that this means that you give your whole group a zero for a case write-up if you, for example, miss a train or have printer problems and hand in the case late. Plan for such unforeseen circumstances by building some slack into your time schedule when coming to class on case days. To summarize:

1. At the beginning of class (15h) on the day that the case is due, you must submit a hardcopy of your write-up. This is to be submitted IN THE

CLASSROOM. 2. Before the beginning of class (15h) on the day that the case is due, one

group member must submit an electronic version of the case to SafeAssign (via BlackBoard); please clearly designate the team number.

Formatting of the Case Write-Up Please identify all written work with the TEAM NUMBER

Documents

Course Manual IBA Bachelor 2