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Program

Updated A.Y. 2021-2022

International Marketing


“The globalization of today’s marketplace makes many new demands on a marketer. Not only are there important decisions to be made about which countries’ markets and segments to participate in and what modes of entry to use, but a marketer must also help formulate the marketing strategies in these countries and coordinate their implementation” Johansson, 2000

TEACHING MEMBER RESPONSIBLE FOR THE COURSE:
Sara Poggesi
Associate Professor of Management
e-mail: sara.poggesi@uniroma2.it
 

LEARNING OUTCOMES:

What does it mean to be a marketing manager in a multinational company?  What does it mean to be a marketing manager in a global company? What’s the trade off between product/price/distribution/place adaptation and standardization?  Stemming from these questions, the course aims at pointing out the peculiar aspects of marketing in international business environment.
Focus will be on a) the opportunities, problems and challenges involved in the international business environment; b) cultural dynamics in international markets; c) international markets selection; e) market entry strategies; e) product (goods and services) planning, promotion, price and channels of distribution.

KNOWLEDGE AND UNDERSTANDING:
At the end of the course the student will have acquired detailed knowledge related to managerial problems of firms operating in foreign environments.
Specifically, at the end of the course, the students will be able to:
1. Identify foreign market opportunities and understand foreign customers’ behavior
2. Develop an international marketing strategy
3. Implement effective product, pricing, distribution and communication strategies in a foreign market

APPLYING KNOWLEDGE AND UNDERSTANDING:
At the end of the course, the students will be able to define an international marketing plan. In particular, they will be able to analyze the impact of cultural, social, political and economic factors on international marketing strategies; moreover, they will be  able to develop both the international marketing strategic and the operational analyses.

MAKING JUDGEMENTS:
Students’ interactive participation to lectures, as well as seminars held by experts, will stimulate students’ critical analysis and independent judgment abilities. Students also be encouraged to collect and interpret relevant data and information dealing with the main problems related to the marketing of the firm.

COMMUNICATION SKILLS:
Through class participation, students will acquire specific communication skills, thanks to which they will be able to clearly and properly interact, both in writing and orally, on the various issues related to the marketing of the firm, with entrepreneurs, managers, as well as with other stakeholders.

LEARNING SKILLS:
The course aims to provide the theoretical and methodological grounding for the development of knowledge related to international marketing issues.

Teaching Methodology

The format of the course is lecture, case studies, guest speakers, individual and group project

Group Project Work
Groups of attending students will be formed during the second lesson. Each group will be made up of no more than 5 students and will work on a project to present at the end of the course.

Individual Project Work: country selection and attractiveness report
Each student will work on an analysis of important environmental data in a selected country.


REFERENCES FOR ATTENDING STUDENTS
Ghauri, Cateora, International Marketing, 4th Edition, McGraw-Hill Education, 2014: 1, 2, 4, 6, 9, 10, 11, 12, 15, 16, 17, 18, 19.

We will discuss four cases from Harvard Business School Publishing.
1. HBC: CUMI India’s global strategy. W13154-PDF-ENG
2. HBC_It_Ration’s Quest for Growth: A market Choice Challenge. HEC085-PDF-ENG
 

REFERENCES FOR NOT ATTENDING STUDENTS
Ghauri, Cateora, International Marketing, Fourth Edition, 2014, McGraw-Hill Education: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 15, 16, 17, 18, 19, 20.
de Mooij, Marieke, and Geert Hofstede (2010), "The Hofstede model: Applications to global branding and advertising strategy and research," International Journal of Advertising, 29(1), 85–110.
Schuiling, Isabelle, and Jean-Noël Kapferer (2004), “Real Differences Between Local and International Brands: Strategic Implications for International Marketers,” Journal of International Marketing, 4(12), 97-11.
Alashban, Aref A., Linda A. Hayes, George M. Zinkahn, and Anne L. Balazs (2002), “International Brand-Name Standardization/ Adaptation: Antecedents and Consequences,” Journal of International Marketing. 3(10), 22-29.
Quer, D., Claver, E., & Rienda, L. (2010). Doing business in China and India: a comparative approach. Asia-Pacific Journal of Business Administration, 2(2), 153-166.
Giacomin, O., Janssen, F., Pruett, M., Shinnar, R. S., Llopis, F., & Toney, B. (2011). Entrepreneurial intentions, motivations and barriers: Differences among American, Asian and European students. International Entrepreneurship and Management Journal, 7(2), 219-238.
We will discuss four cases from Harvard Business School Publishing.
1. HBC: CUMI India’s global strategy. W13154-PDF-ENG
2. HBC_It_Ration’s Quest for Growth: A market Choice Challenge. HEC085-PDF-ENG

 

OFFICE HOURS: during the course, on Wed., 10 am.