LEARNING OUTCOMES
Learning outcomes for this course, upon successful completion, include the ability to: 1) understand distinctions between business marketing and consumer marketing, 2) comprehend the theoretical and practical knowledge of understanding business buyers, purchasing practices, and buyer-seller relationships in organizational and cultural contexts, 3) apply general marketing principles and systems to business marketing, and 4) identify and assess solutions to business marketing problems.
Credits: 6
Schedule: 29.07.2024 - 16.08.2024
Teacher in charge (valid for whole curriculum period):
Teacher in charge (applies in this implementation): Sanjit Sengupta
Contact information for the course (applies in this implementation):
Instructor:
Sanjit Sengupta (Ph.D. 1990, University of California, Berkeley) is a Professor of Marketing at San Francisco State University. He teaches courses in Strategic Marketing, High-Tech Marketing, and Business-to-Business Marketing. Before joining San Francisco State in Fall 1996, Dr. Sengupta was an assistant professor at the University of Maryland, College Park, where he received two teaching awards. He has taught in many executive development programs in the USA, Finland, and South Korea. His research interests include new product development and technological innovation, strategic alliances, sales management, and international marketing. His research has won a few awards and has been published in many journals, including the Academy of Management Journal, Journal of Marketing, and Journal of Product Innovation Management. Before his academic career, Dr. Sengupta worked in sales and marketing for Hindustan Computers Limited and CMC Limited in Mumbai, India.
Email: sanjit.sengupta@gmail.com
Office hours: Monday – Thursday 1-2 PM
CEFR level (valid for whole curriculum period):
Language of instruction and studies (applies in this implementation):
Teaching language: English. Languages of study attainment: English
CONTENT, ASSESSMENT AND WORKLOAD
Content
valid for whole curriculum period:
An examination of the formulation and implementation of marketing strategies for non-consumer products and services. Encompasses marketing practices that enable a supplier firm to understand, create, and deliver value to other businesses and to capture some of that value for their own organization.
applies in this implementation
Grading
Course Requirements
Weighting (%) or maximum points
Class Participation
100
3 individual written case memos (150 points each)
450
3 Group case presentations (50 points each)
150
Mid-term Exam
150
Final Exam
150
Total
1000
Conversion scale
Final grade
(official scale)
900 - 1000
5
800 - 899
4
700 - 799
3
600 - 699
2
500 - 599
1
0 - 499
0
Assessment Methods and Criteria
applies in this implementation
Individual Case Memo
For the three cases due on August 5, August 12, and August 15, each student will write and submit a two-page memo using the MyCourses platform. The memo should be written according to BScBA style guide.
The case memos should have 3 sections: problem definition (from the point of view of the protagonist), analyses (strengths and weaknesses of alternative solutions) and recommendations to solve the defined problem. A recommendation could be one of the alternative solutions you have discussed or a combination and address how the solution may be implemented. Think of yourself in the role of a staff member or consultant advising the protagonist when you write the memo. These should be uploaded in MyCourses by 8:45 AM on the scheduled date. Please read the note, Introduction to the Case Method, carefully in the next section.
Introduction to the Case Method[1]
The case method of instruction has been used successfully to train students and managers since the early part of the last century. The goal is to develop an ability to reason effectively when dealing with specific problems. Appropriate use of theory and acquisition of procedural skills are also important goals. You may be familiar with case method of learning from earlier classes but it might be worth our time to emphasize some important aspects. The two main components of the case method of instruction are the case and the students.
The Case
A case is a written account of an actual situation that raises problems that the protagonist (usually a manager) in the situation must solve. The case contains background information on the objective of the activity, its size and location, and the people and institutions involved. Within this context, the case relates a series of events and issues that confront the protagonist. The problem may not be defined clearly. An important part of a general management education is to develop an ability to determine what the problem is as well as the best course of action for its solution.
The aim of a case is to present facts that were known or available to the case protagonist and which formed the basis for his or her analysis and decision. The decision is typically not described in the case; rather the development of decisive courses of action is left to the student. If a decision is indicated in the case, the Mini-Case Discussion often focuses upon an analysis of the validity of the decision.
A case may be only one or two pages in length, or it may run to 20 pages or more. It may contain organization charts, excerpts from surveys, statistical analyses, and other supplementary data. In relating events leading to the administrative difficulties, the case may impart substantive information about techniques, procedures, systems, organization structure, environmental conditions and other facts. Since a case is an account of an actual experience and since all experiences are unique, at least in terms of some of their details, it is important that the case be concerned with major issues that underlie executive action, such as strategic planning, product line management or product development.
The Students
A case is read by students prior to its discussion in class. The facts of the case are appraised in the discussion. Participants in the discussion not only suggest the course of action they would recommend but defend their analysis and course of action. Although the discussion of many cases may lead to a decision accepted by a majority of the class members, the discussion is not necessarily intended to culminate in any one approved solution; there is no one correct answer.
In preparing the case, the student does more than analyze the specific problem involved. Typically, the student will relate the case problem to problems he has encountered in his or her own experience. The student's view of the case may be prejudiced by their experience. Thus, in the discussion, the individual participant may find that the opinions of other members in the class differ sharply from their own. An individual may learn, through the comments of others, that she has overlooked certain salient points. Another may find that he has weighed one factor more heavily than other members have. This interaction of presenting and defending conflicting points of view causes individual members to reconsider the views they had of the case before the discussion commenced. It leads to a clearer perception of the problems, a recognition of the many and often conflicting interpretations of facts and events, and a greater awareness of the complexities within which management decisions are reached.[1] Bernhardt, Kenneth L. and Thomas C. Kinnear (1991), Cases In Marketing Management, 5th edition, Boston, MA: Irwin. Adapted from writings by Schrieber, Hunt, McNair, Newman, Planty, Smithet al.
Workload
applies in this implementation
This course is a 6 ECTS unit course, following the ECTS (European Credit Transfer System) guidelines of Aalto University School of Business. The number of hours the average student is expected to work in the course is 160 (including in-class and out-of-class work).
Types of Hours
Number of Hours
Contact hours (on- and off-campus):
45
Out-of-class hours:
115
Work with course materials, eg required reading
95
Exam preparation
10
Individual research & writing
10
Team projects (meetings, research, preparation, etc.)
Total of all student workload (contact and out-of-class) hours:
160
DETAILS
Study Material
applies in this implementation
Textbook:
Business-to-Business Marketing, SIXTH EDITION, by Ross Brennan, Louise Canning, Raymond McDowell, Sage Publications, 2024.
Cases:
Johnson Controls International PLC: Managing Strategic Accounts
Substitutes for Courses
valid for whole curriculum period:
Prerequisites
valid for whole curriculum period:
SDG: Sustainable Development Goals
9 Industry, Innovation and Infrastructure
FURTHER INFORMATION
Further Information
valid for whole curriculum period:
Teaching Language : English
Teaching Period : 2022-2023 Module 15
2023-2024 Module 15Enrollment :
The course is targeted only for the Mikkeli Campus students.
applies in this implementation
CODES OF CONDUCT
Academic excellence and high achievement levels are only possible in an environment where the highest standards of academic honesty and integrity are maintained. Students are expected to abide by the Aalto University Code of Academic Integrity, other relevant codes and regulations, as well as the canons of ethical conduct within the disciplines of business and management education.
In addition, the BScBA Program has strict exam regulations in force which must be followed in all test-taking situations.
TEXTBOOK POLICY
All required textbooks and other course materials are the responsibility of the student. It is the expectation of faculty that all students will have access to the textbooks and other reading material. If a student is not able to purchase his/her own copy of the textbook or other required reading materials, it is nonetheless the student’s responsibility to find a way to complete the reading for the course.
CLASS ATTENDANCE AND PARTICIPATION
Class attendance and participation are considered integral parts of teaching and learning at the BScBA program in Mikkeli. Therefore, regular class attendance is required of all students and attendance records are kept for each class. Students are also expected to be in class on time.
If the student participates in the final exam/assessment, it will be graded and counted towards the final grade.
The attendance policy of the BScBA program provides that:
A maximum of three absences of any kind is allowed for a 3-week, 6-credit course. Four or more absences will result in being dropped from the course.
Whenever taking an absence, the student bears the risk of missing class, and the consequences, which may include a lower participation grade, missing a graded activity, etc. It is up to the course instructor to decide whether or not a graded activity can be completed later.
An absence on the first day of the course will result in 5 points (on a 100-point scale) being deducted from the student’s final raw score before converting it to the final grade. If a student is absent on the first day due to illness, and provides the Manager of Academic Operations with a medical certificate, the 5-point deduction will be waived. The Manager of Academic Operations will then inform the instructor of the waived deduction.
A student getting to class after the session has started will not be able to enter the classroom until the first break and will get an absence for the day.
It is expected that students marked present for the day are in class the entire time. Students leaving class early may be marked absent.
The instructor may include class participation as a component of the grade; up to 15% of the total points that can be earned toward the final grade.
The instructor may identify up to three days of the course (in addition to the first day) as mandatory, ie taking an absence on those days would have a direct impact on the course grade.
The instructor for the course will take attendance in classes. The decision to drop a student from a course will be made by the instructor, who will inform Mari Syväoja, Manager of Academic Operations: mari.syvaoja@aalto.fi.
Addition to the attendance policy of the BScBA Program, Mikkeli Campus:
- This addition concerns absences in addition to the normal maximum of three that would fall under a category called Medical and Family Emergency cases.
- Students who want to use this option to complete a course must fulfil these criteria:
- The total absences of the student will exceed the normally allowed three absences due to a major medical problem or family emergency.
- The student will be absent no more than 5 days; exceeding that number of days will result in dropping the course.
- Documentation or a detailed explanation concerning the entire period of the emergency (such as a medical certificate) is provided to the Manager of Academic Operations.
- The case-by-case solution will be coordinated by the Manager of Academic Operations, who will deal with the documentation and discuss with the instructor to find a pedagogical solution enabling the student to continue in the course. In case the MAO is on leave, the student should contact the other study office staff.
- The solution must not cause a significant increase in the instructor’s workload. The grading elements for the course may be reviewed, and additional assignments may be arranged if feasible. However, a shifting of grading proportions may occur. The course grade might be affected due to the student missing some in-class activities.
Details on the schedule
applies in this implementation
Course Schedule
Deduction due to an absence on the first day of the course: 5 points (on a 100-point scale) will be deducted from the student’s final raw score before converting it to the final grade. If a student is absent on the first day due to illness, and provides the Manager of Academic Operations with a medical certificate, the 5-point deduction will be waived. The Manager of Academic Operations will then inform the instructor of the waived deduction.
Session # and Date
Topic/s
Assignment/s
Session 1: July 29, 9-12
Introduction to the Course and Participants
Session 2: July 30, 9-12
Business-to-Business Markets and Marketing
Mini-Case Discussion: B2B Snapshot 1.1 Air Products
Marketing
Buyer Behavior
Mini-Case Discussion: B2B Scenario 2.2 Broken Glass
Read textbook Chapter 1 including B2B Snapshot 1.1 Air Products
Read textbook Chapter 2 including B2B Scenario 2.1 Broken Glass
Session 3: July 31, 9-12
Inter-Firm Relationships and Networks
Mini-Case Discussion: B2B Scenario 3.1 Dealing with Power Asymmetry
Responsible Business to Business Strategy
Mini-Case Discussion: B2B Scenario 4.1 A Trip to Varishta
Read textbook Chapter 3 including B2B Scenario 3.1 Dealing with Power Asymmetry
Read textbook Chapter 4 including B2B Scenario 4.1 A Trip to Varishta
Session 4: August 1, 9-12
Researching Business to Business Markets
Mini-Case Discussion: B2B Scenario 5.1 What Should Dan Mcintosh Do Next?
Business market segmentation
Mini-Case Discussion: B2B Snapshot 6.2 The Devil Is In The Detail
Read textbook Chapter 5 including B2B Scenario 5.1 What Should Dan Mcintosh Do Next?
Read textbook Chapter 6 including B2B Snapshot 6.2 The Devil Is In The Detail
Session 5: August 2, 9-12
Prepare memo on Baobab Clean Technologies case
Read case, Baobab Clean Technologies
Session 6: August 5, 9-12
Group Presentations: Baobab Clean Technologies Case
Market communication
Upload Baobab Clean Technologiesmemo to the course webpage before 8:45 AM
Read textbook Chapter 7
Session 7 (Mandatory): August 6, 9-12
Mid-Term Exam, 90 minutes (short essay questions testing knowledge and application of concepts covered in Chapters 1-6)
Relationship communication
Mini-Case Discussion: B2B Snapshot 8.3 Up Close and Personal
Read textbook Chapter 8 including B2B Snapshot 8.3 Up Close and Personal
Session 8: August 7, 9-12
Relationship Portfolios and Key Account Management
Mini-Case Discussion: B2B Scenario 9.1 Barbara Learns About Customer Portfolio Analysis
Read textbook Chapter 9 including B2B Scenario 9.1 Barbara Learns About Customer Portfolio Analysis
Session 9 (Mandatory): August 8, 9-12
Guest Speaker: Petteri Jalonen, Growth Marketing at Katana Cloud Inventory (to be confirmed)
Session 10: August 9, 9-12
Prepare case memo on Johnson’s Controls case
Read case, Johnson’s Controls
Session 11: August 12, 9-12
Group Presentations: Johnson’s Controls
Managing product offerings
Upload Johnson Control’s memo to the course webpage before 8:45 AM
Read textbook Chapter 10
Session 12: August 13, 9-12
Routes to market
Mini-Case Discussion: B2B Scenario 11.1 Hungry Caterpillar
Read textbook Chapter 11 including B2B Scenario 11.1 Hungry Caterpillar
Session 13: August 14, 9-12
Prepare case memo on Hubspot and Motion AI case
Read case, Hubspot and Motion AI
Session 14: August 15, 9-12
Group Presentations: HubSpot and Motion AI Case
Price Setting in Business to Business Markets
Upload Hubspot and Motion AI memo to the course webpage before 8:45 AM
Read textbook Chapter 12
Session 15 (Mandatory): August 16, 9-12
Review
Final Exam, 90 minutes (short essay questions