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Hieronder staan het programma en de vakomschrijvingen van MSc Marketing Klik op de naam van een vak in een schema om naar de omschrijving te gaan.
| » Jaar 1 (basisprogramma Marketing Analytics and Data Science (MADS)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
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| hele jaar | verplicht | keuzevak MADS | Engels | 5 | |||
| semester I a | verplicht | EBM215A05 | Companies, Brands, and Consumers | Engels | 5 | ||
| verplicht | EBM213A05 | Data Engineering for MADS | Engels | 5 | |||
| verplicht | EBM214A05 | Statistical Learning in Marketing | Engels | 5 | |||
| semester I b | verplicht | EBM216A05 | Data Science Methods for MADS | Engels | 5 | ||
| keuzegroep A | EBM880B05 | Retail & Omnichannel Marketing | Engels | 5 | 4 | ||
| keuzegroep B | EBM077A05 | Market Models | Engels | 5 | 4 | ||
| semester II | verplicht | EBM218A20 | Master's Thesis Marketing MADS | Engels | 20 | ||
| semester II a | keuzegroep A | EBM075A05 | Customer Management | Engels | 5 | 4 | |
| keuzegroep B | EBM079B05 | Digital Marketing Intelligence | Engels | 5 | 5 | ||
| semester II b | keuzegroep A | EBM808B05 | B2B Marketing | Engels | 5 | 5 | |
| keuzegroep B | EBM076A05 | Customer Models | Engels | 5 | 5 | ||
| Opmerkingen | Studenten kiezen 5 EC uit de volgende vakken: Retail & Omnichannel Marketing, Customer Management, B2B Marketing | ||||||
| » Jaar 1 (basisprogramma Marketing Management) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| hele jaar | verplicht | keuzevakken A MSc Marketing Management | Engels | 15 | |||
| verplicht | keuzevakken B MSc Marketing Management | Engels | 10 | ||||
| semester I a | verplicht | EBM080A05 | Marketing Research Methods | Engels | 5 | 4 | |
| verplicht | EBM081C05 | Strategic Marketing | Engels | 5 | 4 | ||
| semester I b | verplicht | EBM074A05 | Consumer Psychology | Engels | 5 | 3 | |
| semester II | verplicht | EBM217A20 | Master's Thesis Marketing Management | Engels | 20 | ||
| Opmerkingen | Studenten kiezen 15 EC uit ‘keuzevakken A MSc Marketing Management’ (zie lijst). | ||||||
| » Jaar 1 (keuzevakken A Marketing Management) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM073A05 | Brand & Product Management | Engels | 5 | 3 | |
| semester I b | keuze | EBM192A05 | Marketing and Consumer Well-being | Engels | 5 | 5 | |
| keuze | EBM880B05 | Retail & Omnichannel Marketing | Engels | 5 | 4 | ||
| semester II a | keuze | EBM075A05 | Customer Management | Engels | 5 | 4 | |
| keuze | EBM078A05 | Marketing Communication | Engels | 5 | 3 | ||
| semester II b | keuze | EBM808B05 | B2B Marketing | Engels | 5 | 5 | |
| » Jaar 1 (keuzevakken B Marketing Management) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM043A05 | Business Ethics | Engels | 5 | 4 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM085A05 | Emerging Markets (MSc) | Engels | 5 | 4 | ||
| keuze | EBM049A05 | Organization Design (MSc) | Engels | 5 | 2 | ||
| semester I b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM090A05 | International Strategic Alliances | Engels | 5 | |||
| semester II a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM079B05 | Digital Marketing Intelligence | Engels | 5 | 5 | ||
| keuze | EBM037A05 | Purchasing | Engels | 5 | 4 | ||
| semester II b | keuze | EBM806B05 | Behavioural Finance & Personal Investing | Engels | 5 | 3 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM046A05 | Franchising | Engels | 5 | 3 | ||
| keuze | EBM621A05 | Innovation & Entrepreneurship | Engels | 5 | 1 | ||
| keuze | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| » Jaar 1 (keuzevakken Marketing Analytics and Data Science (MADS)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM043A05 | Business Ethics | Engels | 5 | 4 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM835B05 | Econometric Theory and Methods | Engels | 5 | 4 | ||
| semester I b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM212A05 | Digital Transformation Strategy | Engels | 5 | 2 | ||
| semester II a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM147A05 | Supply Chain Dynamics | Engels | 5 | 6 | ||
| keuze | EBM117A05 | Supply Chain Optimization | Engels | 5 | 3 | ||
| semester II b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| Opmerkingen | Het vak Econometric Theory and Methods vereist ruime voorkennis van het vakgebied. Studenten kunnen contact opnemen met de programmacoördinator of de vakcoördinator als ze hier vragen over hebben. | ||||||
| 1 | Behavioural Finance & Personal Investing | EBM806B05 | |||||||||||||||||||||||||||
| Behavioral Finance (BF) is a new development in the field of finance, which has been going on for more than two decades now. This development has not only affected academic finance, but has also gained profound interest from practitioners, in particular in the field of investments. In BF, empirical phenomena are being analyzed in terms of behavioral characteristics. In doing so, it explicitly deviates from the rational decision-making approach of financial economics. In this course we will focus mainly on individual investor psychology and behavior and contrast it with the neo-classical approach. | |||||||||||||||||||||||||||||
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| 2 | Brand & Product Management | EBM073A05 | |||||||||||||||||||||||||||
| Brands are the most valuable asset that firms possess. A Coca-Cola executive once stated: “The reason Coca-Cola is so valuable is that of the ideas, perceptions, and expectations about the brand that consumers all over the world carry around in their heads. So much so that if the company were to lose all its production-related assets in a disaster, it would survive; but if all consumers were to have a sudden lapse of memory and forget everything related to Coca-Cola, the company would go out of business.” In a nutshell, the above sentences capture what this course is about. Specifically, in this course, we aim to understand what brands actually are, why they matter, and how they influence and are influenced by consumers. This course is unique in its approach to brand management. While we cover critical aspects concerning the strategic management of brands, particular emphasis is placed on understanding how consumers make sense of brands and relate to them. In doing so, we draw on various interesting psychological theories and findings published in top scholarly journals in marketing and social psychology. It is our belief that managers cannot develop their brand equity successfully if they are not familiar with nuances of how consumers relate to and decide about brands. Overall the course is a fun journey to discover how consumers come to connect to, love, and even hate brands and what managers can do about all these. | |||||||||||||||||||||||||||||
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| 3 | Business Ethics | EBM043A05 | |||||||||||||||||||||||||||
| Bonuses, board diversity, consumer rights, corporate social responsibility, suggestive or deceptive marketing techniques, bribes to get international contracts—ethics is everywhere in business. But research in moral psychology shows that we often fail to see what is morally important about a situation. And if we do see it, we often don’t know how to deal with it. And even if we know how to deal with it, we often don’t act accordingly. For all sorts of reasons. This course takes a practical approach to business ethics. Its main objectives are to foster sensitivity to moral aspects of decisions; to teach analytic skills that help you take a position in moral debates and to give a reasonable justification for your position; and to develop ways to successfully cope with moral dilemmas and issues. We examine the main normative theories in business ethics, moral psychology, corporate social responsibility, customer relations, and the environment; we consider specific moral issues in accounting, finance, international business management, and marketing; and we approach these theories, arguments, and concepts in highly interactively ways, devoting significant part of the time to a number of important and well known cases from business ethics by means of collaborative in-class assignments. | |||||||||||||||||||||||||||||
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| 4 | Business Research and Consulting | EBM151A05 | |||||||||||||||||||||||||||
| Mixed teams of maximum four students (both from bachelor and master programmes in Economics and Business or Industrial Engineering & Management) will examine a real managerial issue. They translate the issue into a problem statement that can be addressed within the time frame of this course. Inherent parts of this course are that mixed teams of students 1) visit the company, 2) carry out desk research and literature search, 3) develop a research design (qualitative and/or quantitative), 4) analyze the results 5) draw conclusions and 6) propose a feasible solution including implementation steps to address the problem of a company. Master students have to reflect on the research process from methodological and theoretical perspectives and their role as master-level consultant and researcher. | |||||||||||||||||||||||||||||
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| 5 | B2B Marketing | EBM808B05 | |||||||||||||||||||||||||||
| Firms operating in a Business-to-Business environment acquire goods and services either for their own use, to incorporate into the products or services that they produce, or for resale along with other products and services to other firms, institutions, or the government. Although the majority of the transaction volume in the Netherlands takes place in a Business-to-Business context, literature traditionally focuses on the marketing of fast-moving consumer goods. B2B marketing can be defined as the process of understanding, creating and delivering value to targeted business markets and customers. Understanding and quantifying the value of a market offering is therewith the cornerstone of B2B marketing. This course will cover the following topics: - Understanding business markets and business customers (collecting information about the market, organizational buying behavior, understanding and quantifying value creation in business markets) - Managing existing market offerings and realizing new offers - Price Management in B2B markets - Managing Sales Channels - Customer relationships (gaining, sustaining, and reacquiring customers). The topics will be discussed in lectures, case studies and guest lectures of business market practitioners. Also, students will experience negotiations in business markets in a practice case. | |||||||||||||||||||||||||||||
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| 6 | Companies, Brands, and Consumers | EBM215A05 | |||||||||||||||||||||||||||
| This course focuses on strategic marketing issues a company is facing, and the role brands and consumers play in these issues. We start with the analysis of what the role is of marketing in the company, and of what its marketing capabilities and strategic market orientation entail. Next, we study the process of segmenting the market, targeting the consumers and positioning the company and its brands. We thereby explicitly look into the elements that shape brands, the relationship of consumers with brands and the resulting brand equity, but also analyze the impact of brand scandals. Designing the marketing mix, in turn, asks for a thorough understanding of how consumers make decisions, providing hints at how they will react to the marketing mix decisions of the company, also in the face of an ever stronger digitalization of the world which provides additional opportunities for companies to interact with their customers. Last, we will cover several ways in which we can evaluate the effectiveness of all the marketing-related decisions made by the company. | |||||||||||||||||||||||||||||
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| 7 | Consumer Psychology | EBM074A05 | |||||||||||||||||||||||||||
| Whether it concerns the design of advertisements, store design or loyalty programs, all marketing strategies are built on assumptions about consumer psychology. This course aims to provide students with a better understanding of the motives and cognitive capacities that determine consumers’ behavior. An array of (social) psychological theories and findings will be discussed, as well as their relevance in understanding and predicting consumer behavior. Course topics include, amongst others, (un-)consious processes, self-regulation, emotions and well-being, and social influence. The course consists of lectures (given by the course coordinator and other experts in consumer psychology), as well as group assignments in which students apply findings and theories from consumer psychology to specific marketing issues. | |||||||||||||||||||||||||||||
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| 8 | Customer Management | EBM075A05 | |||||||||||||||||||||||||||
| During the last decades companies have been investing huge amounts of time and money in customer relationship strategies. Academic research more and more addresses topics that relate to the role of customers in the organization, their impact on the organization, the development and evaluation of metrics, and the strategies for improving customer management. Therefore, this course focuses on the strategic aspects of customer management as a key determinant of future firm profitability. It provides the student with state-of-the art knowledge on recent developments in this field. Subjects that will be discussed in this course are the customer centric organization, the empowered customer, customer value creation, privacy and ethics issues, strategies and metrics for customer acquisition, customer retention, customer expansion and relationship termination, the customers journey, and the interface between the customer and the company. Relevant scientific articles from top marketing journals will be studied, discussed and applied in working on assignments in which customer strategies are developed and customer data are analyzed. | |||||||||||||||||||||||||||||
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| 9 | Customer Models | EBM076A05 | |||||||||||||||||||||||||||
| In this course the choice behavior of individual customers is modeled. We focus on the specification, estimation, implementation and interpretation of individual customer-level models for when, what and how much to buy. The students learn from existing research, and are actively challenged to criticize and formulate customer-level models themselves. A significant part of the course is related to the actual implementation of a model to real-life data in group assignments for which students will obtain assistance from the teachers during interactive tutorials. | |||||||||||||||||||||||||||||
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| 10 | Data Engineering for MADS | EBM213A05 | |||||||||||||||||||||||||||
| This course deals with acquiring, managing and preparing data for solving a marketing challenge in an impactful and conscientious way. The students learn from existing research, and are actively challenged to criticize existing data-driven approaches for generating customer insights. A significant part of the course is related to developing an approach and preparing an appropriate data set for solving a real-life marketing issue in group assignments for which students will obtain assistance from the teachers during interactive tutorials. | |||||||||||||||||||||||||||||
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| 11 | Data Science Methods for MADS | EBM216A05 | |||||||||||||||||||||||||||
| This course deals with data science methods for managing, preparing, and analyzing marketing data. The students learn from existing research, and are actively challenged to critique existing applications of data science methods. A significant part of the course is related to the actual implementation of these methods to a real-life marketing data in group assignments for which students will obtain assistance from the teacher during interactive tutorials. | |||||||||||||||||||||||||||||
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| 12 | Digital Marketing Intelligence | EBM079B05 | |||||||||||||||||||||||||||
| The following methods will be covered in this course: A/B testing, website morphing, attribution modeling, social network analysis, Conjoint Analysis, the Bass Diffusion model and text analysis. | |||||||||||||||||||||||||||||
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| 13 | Digital Transformation Strategy | EBM212A05 | |||||||||||||||||||||||||||
| Digital technologies are increasingly playing a major role as enablers or inhibitors for organizations to achieve sustainable competitive advantages in the market. For established organizations, a digital transformation strategy is of vital importance for business model innovation and ultimately for commercial success. New startups also need to devise strategies to compete in digital environments and challenge incumbents. Course participants will learn how businesses can leverage digital technologies and data to create innovations, transform business models, and manage platforms and ecosystems. There are no easy answers to strategic questions in the digital age, and the course is designed to sharpen participants' analytical and reflective skills. Students are trained to develop strategic solutions in a creative, digitally enabled approach. | |||||||||||||||||||||||||||||
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| 14 | Econometric Theory and Methods | EBM835B05 | |||||||||||||||||||||||||||
| The course gives an advanced treatment of econometric theory and methods. The first part covers least squares estimation. Both finite and large sample properties and inference are discussed. The second part covers generalized method of moments estimation. The discussion encompasses different estimators, large sample properties and testing. The last part covers extremum estimators. The main focus is on large sample properties and testing. Additionally, computational aspects will be addressed. Mathematical and computational skills play an important role. The course provides feedback on written reports about assignments. | |||||||||||||||||||||||||||||
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| 15 | Emerging Markets (MSc) | EBM085A05 | |||||||||||||||||||||||||||
| The course is practitioner oriented and provides a nuanced perspective on doing business in low income, high growth countries (emerging markets) such as Brazil, Russia, India and China. Primary emphasis is on, 1) Recognizing the uniqueness and challenges of the context characterizing the business environment in these economies such as rapidly evolving business environment, underdeveloped infrastructure, bottom of the pyramid consumers, and 2) How the context then shapes the nature and behavior of firms. From an academic perspective, the course emphasis is on recognizing and evaluating the assumptions and limitations of popular theories and frameworks, originally developed and applied in the context of developed economies. The course employs real business case studies to assess the relevance of theory in the context of emerging markets and to gain second-hand experience of the thought processes of top managers and CEOs grappling with business related challenges. | |||||||||||||||||||||||||||||
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| 16 | Franchising | EBM046A05 | |||||||||||||||||||||||||||
| The objective of this course is to provide students with an understanding of the major issues in strategy and management of franchise systems as a special entrepreneurial business context. Students will acquire and apply academic knowledge needed for effective strategy and management from both the franchisor's and the franchisee's perspective. Business format franchising is an increasingly popular business strategy in various countries and industries, such as retailing, hospitality, fast food, services, and healthcare. It is therefore likely that students have to deal with it in their future careers, for example as a franchisor, an employee at a franchise organization, a franchisee/entrepreneur, a (small business) consultant, or an employee at a bank. Franchising has several advantages for both franchisors and franchisees, but it also has its pitfalls. This course builds on several theoretical perspectives to discuss a wide range of strategic and managerial issues that are relevant to franchisors, franchisees and their stakeholders, such as system and unit performance, innovation, entrepreneurship, strategic renewal, internationalization, standardization versus local adaptation, and trust between franchise partners. The course also contains several practical components in the form of guest lecturers and case examples. | |||||||||||||||||||||||||||||
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| 17 | Innovation & Entrepreneurship | EBM621A05 | |||||||||||||||||||||||||||
| The general objective of this course is to provide students with a full understanding of the process of successfully engaging in innovation/entrepreneurial activities. Upon completion of the course the student is able to: 1. Define the concepts of innovation and entrepreneurship and explain their interrelationships. 2. List a number of criteria to determine the success of innovation and entrepreneurial activities and to determine which ones are most relevant in a specific context. 3. Describe the different stages in innovation management processes and entrepreneurial processes and how different factors during these stages may influence the success of innovations and entrepreneurial activities. 4. Develop a theoretical framework distinguishing factors that influence the success of an innovation/entrepreneurial activity. 5. Assess the validity of the theoretical framework in a real business setting by analyzing secondary data on a specific case (i.e. a specific innovation/entrepreneurial activity). 6. Logically, clearly, carefully express his/her own activities, opinions and research findings to the lecturer and fellow students. The course consists of two parts that run parallel. The first is the theoretical part in which existing theories on innovation and entrepreneurship are discussed. In the second part, the students will apply these theories to concrete organizational settings by studying particular practical cases. Guest lectures provide the students with first hand insights on how processes of innovation and entrepreneurship take place in practice. | |||||||||||||||||||||||||||||
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| 18 | International Strategic Alliances | EBM090A05 | |||||||||||||||||||||||||||
| The course deals with managing strategic alliances-- a key factor for successful internationalization. The course specifically deals with the challenges and pitfalls of managing international alliances. The various managerial challenges will be analyzed by using interorganizational theories such as transaction cost economy, resource-based-view, and the relational view. Furthermore, contemporary research findings will be discussed and applied in case studies. | |||||||||||||||||||||||||||||
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| 19 | Market Models | EBM077A05 | |||||||||||||||||||||||||||
| This course deals with the specification, estimation, implementation and interpretation of models for aggregate marketing data. The students learn from existing research, and are actively challenged to criticize and formulate marketing models themselves. A significant part of the course is related to the actual implementation of a model to real-life data in group assignments for which students will obtain assistance from the teachers during interactive tutorials. | |||||||||||||||||||||||||||||
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| 20 | Marketing and Consumer Well-being | EBM192A05 | |||||||||||||||||||||||||||
| ´Without consumption - at least at the basic level of air, water, food, and shelter - life ceases´ (Mick et al. 2012, p3). Consumption is a critical determinant of consumer well-being. Marketing plays an essential and central role in fulfilling the needs and wants that drive their consumption behavior. Yet, in many western societies consumption levels have increased to an extent that they actually are deteriorating societal and consumer well-being. The growing demand for and consumption of goods and services has serious societal and personal implications; for example, the overconsumption of energy contributes to environmental pollution and global warming, while the overconsumption of food and the resulting obesity epidemic contributes to a dramatic increase in the cost of health care, while reducing economic productivity world-wide. In response to the negative implications of the (over)consumption of goods and services, a growing number of firms experience an increasing pressure to improve their business practices to help address these negative implications. This course will focus on the most recent insights pertaining the challenges and opportunities associated with transforming business to contribute to societal and consumer well-being. To accomplish this, this course uniquely merges marketing theory and consumer psychology. The course takes a business-to-consumer perspective. Specific attention will be paid to sustainability (incl. energy, animal well-being, labor conditions) and personal health and healthy lifestyles. The group assignment of this course consists of designing a project or intervention to increase consumer well-being, pitching it to the target audience, and preparing a report about it. The project should be related to topics covered in this course, i.e. either the field of health or sustainability/energy transition, and can be a website around a certain topic, a mobile application or another type of intervention targeted at consumers to make them change their behaviour. This course is part of the focus area 'Energy'. When you focus your MSc on energy subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the energy sector. Students of this focus area will be admitted to this course, please contact the course coordinator. Prerequisites are mentioned in the Teaching and Examination Regulations: 'Focus areas in the master programmes'. | |||||||||||||||||||||||||||||
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| 21 | Marketing Communication | EBM078A05 | |||||||||||||||||||||||||||
| This course aims to provide students with an overview of the psychology of marketing communications. Grounded in recent academic findings, the effects of marketing communications on consumers’ cognition, attitude, and behavior will be discussed during the lectures. Students are expected to comprehend the psychological theories and findings of communications, apply them to marketing issues, and provide suggestions to managerial decision-making. The course consists of lectures, tutorials, and group assignments. In the lectures, students will obtain up-to-date knowledge about the psychology of marketing communications. In the first group assignment, students need to formulate scentifically and practically relevant research questions about marketing communications and translated them to hypotheses. In the second group assignment, students are expected to collect data, apply appropriate empirical tests, and discuss the findings of their research. In the tutorials, students will present their research proposal and findings in groups. | |||||||||||||||||||||||||||||
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| 22 | Marketing Research Methods | EBM080A05 | |||||||||||||||||||||||||||
| Building on methodological knowledge which is standard in business-related bachelor degrees, this course takes the extra mile, and focuses on advanced marketing research techniques such as factor analysis, cluster analysis, An(c)ova, advanced regression techniques and conjoint analysis. These techniques are a.o. used in marketing for segmentation, targeting, positioning and new product research. In this course the statistical computer program SPSS is used, so a basic knowledge of this software is assumed. Lectures, and teacher-assisted computer classes will support the students in solving the assignments. | |||||||||||||||||||||||||||||
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| 23 | Master's Thesis Marketing MADS | EBM218A20 | |||||||||||||||||||||||||||
| The master thesis is an individual, scientific piece of work with which you finalize the study Marketing. The thesis combines theory and empirical research to address theoretically and managerially relevant problems. The topic of the thesis depends on the chosen specialization of the student (within the MADS profile). | |||||||||||||||||||||||||||||
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| 24 | Master's Thesis Marketing Management | EBM217A20 | |||||||||||||||||||||||||||
| The master thesis is an individual, scientific piece of work with which you finalize the study Marketing. The thesis combines theory and empirical research to address theoretically and managerially relevant problems. The topic of the thesis depends on the chosen specialization of the student (within the Marketing Management profile). | |||||||||||||||||||||||||||||
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| 25 | Organization Design (MSc) | EBM049A05 | |||||||||||||||||||||||||||
| This course conveys how to analyze organizations from a design perspective. Design implies a practical orientation – finding solutions for problems. This orientation is somewhat at odds with organization and management studies focusing on theory development. A managerial take portrays organization design as mere ‘technical’ task, in which the organization is seen as an instrument to reach specific outcomes – the designer as engineer. Much of the mainstream literature on organizational structure adopts this approach. Yet, a deeper understanding also acknowledges social, cultural, and processual aspects of organizational worlds. | |||||||||||||||||||||||||||||
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| 26 | Purchasing | EBM037A05 | |||||||||||||||||||||||||||
| This course will bring the importance of modern strategic Purchasing to the forefront of doing business in the 21st century. Strategic Purchasing is key in almost any organization and is responsible for acquisitions ranging from technical equipment to production input, marketing material or personnel. Still often seen as a support function, purchasing can contribute beyond cost savings to the value creation of a company by managing internal and external relationship, ensuring sustainability and quality or by ensuring that new product development is feasible in terms of supply. | |||||||||||||||||||||||||||||
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| 27 | Retail & Omnichannel Marketing | EBM880B05 | |||||||||||||||||||||||||||
| The Retail & Onnichannel Marketing elective focuses on several strategic and operational topics relevant to the highly competitive and volatile retail markets. In the first part of the course we will focus on the topic of omni-channel marketing. This concerns the strategic decisions that retailers make with regard to the channels used to sell their products (stores, online, catalogues) as well as the customer journey that consumers go through in their path-to-purchase (and beyond). The theory of the first part of the course can be used in assignment 1. In the second part of the course, we will focus on how retailers make (more operational) decisions with regard to the retail-mix like price setting, promotions, and assortment. We will discuss state-of-the art theory related to the selected topics. The theory of the second part of the course can be used in assignment 2. | |||||||||||||||||||||||||||||
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| 28 | Statistical Learning in Marketing | EBM214A05 | |||||||||||||||||||||||||||
| Building on methodological knowledge which is standard in business-related bachelor degrees, this course takes the extra mile, and focuses on statistical learning techniques applied in marketing research. These include data reduction techniques like principal component analysis and factor analysis; advanced regression techniques like the general linear model; time-series analysis techniques like VAR/VEC; and cluster analysis. These techniques are used in marketing for example for segmentation, targeting, positioning, marketing effectiveness evaluation, and forecasting. This course will use R-based software, and starts with an introduction to R. Lectures, and teacher-assisted hands-on interactive classes will support the students in solving the assignments. | |||||||||||||||||||||||||||||
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| 29 | Strategic Marketing | EBM081C05 | |||||||||||||||||||||||||||
| The course will concentrate on strategic marketing issues. In particular, we will practice the links between marketing strategy, marketing plans, marketing budgets, sustainable profitability, and shareholder value. Additionally, we will develop further knowledge in the field of value-based marketing and, hence, on the linkage between marketing and finance. You will be exposed to managerial situations in which data constitute a critical input by applying your knowledge in a market simulation game. The objective of the simulation is to put into practice the concepts related to the marketing mix and marketing strategy in a risk-free environment. | |||||||||||||||||||||||||||||
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| 30 | Strategic Supply Chain Management | EBM039A05 | |||||||||||||||||||||||||||
| Almost all companies face an increased complexity in their supply chains caused by global competition, more demanding customers, worldwide outsourcing and sustainability requirements. This course introduces students to strategic and global aspects of manufacturing and supply chain management. The course offers an overview of contemporary theoretical findings in the field through a book and lectures, complemented with research papers, which are assessed in a literature examination. Specifically, the course focuses on buyer-supplier relationships, the use of ICT in those relations, the role of outsourcing, and the importance of sustainability and corporate social responsibility in shaping supply chains. Students have to complete several practical oriented cases and are trained in using and evaluating literature through writing reviews of relevant scientific papers. The final part of the course is a group based project that aims at playing a supply chain game and theoretically interpreting and evaluating the results. | |||||||||||||||||||||||||||||
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| 31 | Supply Chain Dynamics | EBM147A05 | |||||||||||||||||||||||||||
| Transportation systems are dynamic in nature and they need to be changed and adapted to new market situations or, for example, new technology advances. Typical strategic, tactical and operational decisions for this framework are introduced. Then, the attention is put on under-performing logistic systems and on the way to improve them by means of strategic and tactical decisions. The student is provided with different tools (graphical modeling, simulation tools) that he/she can use to analyze the current system and to assess new alternatives: tweaking some parameters of the system or evaluate new configurations in order to reach a certain performance target. Finally, mathematical modeling techniques and classical models are used to describe operational decisions. The possible applications of the models are shown by means of an industrial solver. | |||||||||||||||||||||||||||||
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| 32 | Supply Chain Optimization | EBM117A05 | |||||||||||||||||||||||||||
| This course deals with optimal forecasting and inventory control. During the first two weeks, all essential theory will be presented during lectures. For the remainder of the course, students will work in groups on a specific topic (from a list). They present their results during the final week of the block, and hand in their reports by the end of that week. | |||||||||||||||||||||||||||||
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