nnov.hse.ruœаркет… · Web viewФедеральное государственное автономное образовательное учреждение высшего

Федеральное государственное автономное образовательное учреждение высшего профессионального образования

"Национальный исследовательский университет "Высшая школа экономики"

Факультет менеджментаКафедра маркетинга

Рабочая программа дисциплины Маркетинг инноваций

для образовательной программы Маркетинг направления подготовки 38.04.02 Менеджмент

уровень магистр

Разработчик программыФоменков Д.А., к.э.н., доцент, [email protected]

Одобрена на заседании кафедры маркетинга«___»____________ 2015 г.Зав. Кафедрой М.А.Шушкин ________

Рекомендована Академическим советом образовательной программы «___»____________ 2015 г., № протокола_________________

Утверждена «___»____________ 2015 г.Академический руководитель образовательной программы С.В.Александровский _________________

Нижний Новгород, 2015Настоящая программа не может быть использована другими подразделениями

университета и другими вузами без разрешения подразделения-разработчика программы.

National Research University Higher School of Economics Nizhny Novgorod

Faculty of Management

Course Syllabus

“Marketing of Innovations”

38.04.02 – ManagementMaster Program in Marketing

Course credits - 5

Prepared by:Fomenkov Denis, Candidate of Economic sciences, [email protected]

Confirmed by Marketing Department «___»____________ 2015г.

Head of Marketing Department M.A. Shushkin _____________________

Recommended by Academic Council of the Program «___»_____________ 2015г.

Approved by Academic Director of the Program «___»_____________2015г.

Sergey Alexandrovsky ______________________

Nizhny Novgorod, 2015

Аннотация

Русскоязычная версия

1. Краткое описание курсаКурс предназначен для студентов, проявляющих интерес к вопросам маркетинга высокотехнологичных товаров и коммерциализации инноваций и в контекстах малых инновационных компаний и крупных корпораций. Теоретический материал призван сформировать полноценное понимание инноваций с точки зрения маркетинга. Опираясь в большей степени на интерактивные методы обучения курс формирует компетенции, необходимые для успешной реализации маркетинговой стратегии и тактики на высокотехнологичных рынках. 2. План курса.

Обзор российской инновационной системы Типы инноваций с точки зрения маркетинга. Характеристики бизнес среды на

высокотехнологичных рынках. Модели инновационного процесса, межфункциональное взаимодействие в процессе

разработки нового товара. Модель «Stage-Gate». Технология и управление продуктом. Партнерские отношения и стратегические альянсы в процессе разработки нового

товара. Маркетинговые исследования и инновации. Потребительское поведение, сегментирование и процесс принятия потребителями

инновации. Маркетинговые коммуникации для инновационного товара. Продажи, дистрибуция и управление цепями поставок на высокотехнологичных

рынках. Стратегическое маркетинговое планирование в высокотехнологичных компаниях.

3. Требования к уровню знаний студентов. Рекомендуемые курсы: Основы маркетинга, Основы менеджмента

4. Преподаватель К.э.н., доцент кафедры маркетинга НИУ ВШЭ – Нижний Новгород Фоменков Денис Александрович

5. Тип экзамена Устный экзамен

Англоязычная версия

1. Outline Course “Marketing of Innovations” provides comprehensive understanding of innovations from marketing science perspective. The course is for students that are interested in commercialization of innovations both in small entrepreneurial companies and large corporations. It’s heavily based on cases taken from different high-tech industries and cover such areas as classification of innovations from marketing perspective, NPD models, opportunity development, feasibility study, strategic market planning in high-tech firms, barriers to R&D-marketing collaboration, technology and product management, adoption and diffusion of innovations, factors affecting adoption of innovation, aligning market research with type of innovation and so on. This course will help students avoid serious marketing mistakes in commercialization of innovations and maximize marketing input at every stage of innovation process.

2. Syllabus Review of Russian Innovation System. Types of Innovations from Marketing Science Perspective and Common Characteristics

of High-Tech Environment. Models of Innovation Process, New Product Development and Cross-Functional

Interaction. «Stage-Gate» approach to NPD Technology and Product Management. Partnerships and Strategic Alliances in New Product Development. Marketing Research and Innovations. Consumer Behavior, Segmentation and Adoption Process. Marketing Communications For Innovations. Sales, Distribution Channels and Supply Chain Management in High-Tech Markets. Strategic Market Planning in High-Tech Firms

3. Prerequisite Recommended prerequisite: Marketing Fundamentals, General Management Fundamentals

4. Author Fomenkov Denis, Candidate of Economic Sciences, docent of marketing department at Higher School of Economics

5. Examination type Oral examination

The course is developed in accordance with Educational standard of National Research University Higher School of Economics

38.04.02 «Management»; Master program in marketing (38.04.02 «Management»); Curriculum of master program in marketing (38.04.02 «Management») approved in 2015.

Course Description

Innovations are becoming the main source of sustainable competitive advantage for companies around the world. As marketing science deals with competitive advantage it should provide solid framework for innovations. Course “Marketing of High-Technology Products and Innovations” provides comprehensive understanding of innovations from marketing science perspective. The course is for students that are interested in commercialization of innovations both in small entrepreneurial companies and large corporations. It’s heavily based on cases taken from different high-tech industries and cover such areas as classification of innovations from marketing perspective, NPD models, opportunity development, feasibility study, strategic market planning in high-tech firms, barriers to R&D-marketing collaboration, technology and product management, adoption and diffusion of innovations, factors affecting adoption of innovation, aligning market research with type of innovation and so on. This course will help students avoid serious marketing mistakes in commercialization of innovations and maximize marketing input at every stage of innovation process.

Course outcomes

The main objective of the course is to provide students with contemporary marketing knowledge that allows them to make reasonable and appropriate marketing-related decisions in context of new product development and commercialization of innovations. Upon completion, students should be able to apply marketing tools and concepts to develop and deliver successful marketing strategies required for innovative new products and services.

Student Outcomes and Competencies

At the completion of the course requirements, the student will be able to:

Discuss the role and contributions of marketing within innovation process in organizations;

Define the basic vocabulary appropriate to the field of high-tech marketing and marketing of innovations;

Describe the relationship between marketing and other major business activities in new product development;

Develop and deliver marketing strategies for innovations; Develop feasibility study for new products and technologies; Apply appropriate marketing research methods for analyzing new markets; Develop integrated marketing communication campaign for new products; Develop marketing plan for innovation; Distinguish among different types of innovations; Set appropriate price on new products; Understand factors that influence consumer adoption process; Identify the model of innovation process within organization.

At the completion of the course requirements, the student will have the following competences

Competence Type of competence

Descriptors

Forms and methods of studying assisting

in acquiring and developing

competences

Способен находить и оценивать новые рыночные возможности, формировать и оценивать бизнес-идеи, разрабатывать бизнес-планы создания нового бизнеса

ПК-25 Be able to recognize entrepreneurial opportunities and apply marketing body of knowledge and skills to exploit them for opening new businesses.

Conventional lectures and expository lessons. Workshops. Case-studies on marketing innovations issues. Seminars. Group exercises and projects. Games and simulations. Role-play. Self-help groups. Class discussions. Guest lectures.

Способен организовать многостороннюю (в том числе, межкультурную) коммуникацию и управлять ею

СК-7 Be able to work in multi cultural project team, show knowledge of cultural peculiarities; have capable oral communication skills to prove his/her point of view, estimate and interpret feedback.


Способен выявлять и формулировать актуальные научные проблемы в области менеджмента, обобщать и критически оценивать результаты, полученные отечественными и зарубежными исследователями по избранной теме

ПК-10 Be able to demonstrate the knowledge of contemporary problems and trends in marketing innovations and most recent results of researches.

Conventional lectures and expository lessons. Workshops. Case-studies on marketing innovations issues. Seminars. Group exercises and projects. Games and simulations. Role-play. Self-help groups. Class discussions. Guest

Competence Type of competence

Descriptors

Forms and methods of studying assisting

in acquiring and developing

competences

lectures.

Способен разрабатывать корпоративную стратегию, стратегию бизнеса и функциональные стратегии организации

ПК-21 Be able to apply marketing tools to analyze and develop corporate strategy which cover such fields as product portfolio management, new product development and launch of new products. Be able to demonstrate the knowledge of marketing interaction with other functions in organization in new product development process.


Способен выявлять данные, необходимые для решения поставленных управленческих и предпринимательских задач; осуществлять сбор данных и их обработку

ПК-26 Be able to recognize type of innovation and prove implementation of different methods for marketing analysis. Be able to forecast sales of new product and deeply analyze demand on innovation. Be able to conduct analysis of competitors.


Syllabus

Course credits - 5

№ Topic Sum

Contact hours Unassisted preparation for

classesLecturesPractical

training and workshops

1 Review of Russian Innovation System.Assignment №7. 14 2 2 10

2 Types of Innovations From Marketing Science Perspective and Common Characteristics of High-Tech Environment.Assignments №1, 8.

23 2 5 16

3 Models of Innovation Process, New Product Development and Cross-Functional Interaction. «Stage-Gate» approach to NPDAssignments №2,3,9.

25 4 4 17

4 Technology and Product Management.Assignments №13,14. 22 2 4 16

5 Partnerships and Strategic Alliances in New Product Development.Assignments №4.

22 2 4 16

6 Marketing Research and Innovations.Assignment №5. 26 4 6 16

7 Consumer Behavior, Segmentation and Adoption Process.Assignment №12.

26 4 6 16

8 Marketing Communications For Innovations.Assignment №15.

22 2 4 16

9 Sales, Distribution Channels and Supply Chain Management in High-Tech Markets.Assignment №16.

20 2 4 14

10

Strategic Market Planning in High-Tech Firms Assignments №10,11.

28 4 6 18

Всего 228 28 45 155

Types of control

Type of control

Форма контроля 1 год Параметры 1 2 3 4

Ongoing (week number)

Homework 5 Paper 3-5 pages, 12 Times New

RomanFinal Exam 5 open questions from the list

HOMEWORK

Students are to analyze contemporary new product development strategic alliances. In analysis they should identify type of alliance, present motivation for all parties, describe recourses (marketing, technological, financial, and etc.) brought into alliance, strategies and so forth (based on theory of the course).

The estimation and grading policy of ongoing control is presented in APPENDIX C.

FINAL EXAMOn final exam students answer on five questions from the list presented in APPENDIX C. Along with knowledge instructor estimates competences (from table with competences).

The estimation and grading policy of final exam is presented in APPENDIX C.

Teaching Strategy

Conventional lectures and expository lessons are only small part of the course. Other classes include workshops, case-studies addressing marketing innovations issues, firm strategies and market problems in commercialization of innovations, seminars, group exercises and projects, games and simulations, role-play, self-help groups, class discussions and guest lectures.In order to stimulate active learning, classes will be discussion-oriented. Quality participation is based on the quality of the insights exhibited, the student's ability to maintain continuity of discussion (i.e., pays attention to existing discussion/prior comments) and answer follow-up questions (which requires some degree of thought about the material - above and beyond mere reading - prior to class).

Grades and Components of Assessment

Qcumulative=0,3∗Qongoing control+0,4∗Qgroup assigments ,class participation,∧evidence of preparation+0,3∗Qindividual assigments

Qfinal=0,6∗Qcumulative+0,4∗Q final examination

Outline of Lectures and Readings

1. REVIEW OF RUSSIAN INNOVATION SYSTEM.

Key Issues

Innovation, Theoretical Conception, Technical Invention, Commercial Exploitation.

Science and Technology Base in Russia. Technological Developments. Needs of Market.

IMAQ at Kyushu University. Global Trends (Russia, China, Brazil, India, Vietnam, Cambodia, Bangladesh,

Indonesia). Russia’s Current Innovation Policy Space and Advanced Country’s Archetypical

Innovation Policy Space. Size Structure of Firms in Russia. R&D Personnel by Occupation in Russia and Selected Countries.

Scientific Publications and Co-Authored Articles in Russia and Selected Countries.

Levels of Innovativeness in the Regions of Russia. World Development Indicators (Russia And Selected Countries).

Readings

1. Shahid Yusuf, Kaoru Nabeshima (2012) Some Small CountriesDo It BetterRapid Growth and Its Causes inSingapore, Finland, and IrelandThe World Bank (Chapter 2. How Sifire Compressed Development, Chapter 3. Elements of a Learning Economy).

2. OECD (2011), OECD Reviews of Innovation Policy: Russian Federation 2011, OECD Publishing.http://dx.doi.org/10.1787/9789264113138-en (Overall assessment and recommendations, Chapter 1. Economic performance and framework conditions for innovation, Chapter 2. Innovation actors).

3. Raj M. Desai, Itzhak Goldberg (2008) Can Russia Compete?Brookings Institution Press4. Arr, Austin (2012) Are Accelerators Losing Speed? Fast Company. Sep2012, Issue 168,

p51-56.

2. TYPES OF INNOVATIONS FROM MARKETING SCIENCE PERSPECTIVE AND COMMON CHARACTERISTICS OF HIGH-TECHNOLOGY ENVIRONMENT.

Key Issues TypesofInnovations: ProductInnovation, ProcessInnovation, OrganizationalInnovation,

ManagementInnovation, Production Innovation, Commercial and Marketing Innovation, Service Innovation.

Market-Pull Innovations and Technology-Push Innovations. IncrementalandRadicalInnovations. ProductVersusProcessInnovations. ArchitecturalVersus Component Innovations.

Sustaining Versus Disruptive Innovations. Difference Between Breakthrough And Disruptive Innovation.

Do Different Types of Innovation Rely on Specific Kinds of Knowledge Interactions? Base of The Pyramid Strategies. The Contingency Model for Hi-Tech Marketing. Examples of Implications of

Contingency Theory. Common Characteristics of High-Tech Environment. MarketUncertainty.

TechnologicalUncertainty. Competitive Volatility. FUD Factor: Consumer Fear, Uncertainty, and Doubt.

Readings1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology

Products and Innovations: Jakki Mohr. (Chapter 1. Introduction to the World of High-Technology Marketing)

2. Franz Todtling,Patrick Lehner, Alexander Kaufmann (2009), Do Different Types of Innovation Rely on Specific Kinds of Knowledge Interactions? Technovation 29, pp. 59–71

3. Gerard J. Tellis, Jaideep C. Prabhu, & Rajesh K. Chandy (2009) Radical Innovation Across Nations:The Preeminence of Corporate Culture, Journal of Marketing Vol. 73 (January 2009), 3–23

4. Song, X.M.,Montoya-Weiss,M.M. (1998) Critical Development Activities for Really New Versus Incremental Products. Journal of Product Innovation Management 15(2), 124–135.

http://dx.doi.org/10.1787/9789264113138-en

3. MODELS OF INNOVATION PROCESS, NEW PRODUCT DEVELOPMENT AND CROSS-FUNCTIONAL INTERACTION. «STAGE-GATE» APPROACH TO NPD

Key Issues The Market-Based View and the Resource-Based View on Innovation. Linear Models (Technology Push, Market Pull). Simultaneous Coupling Model.

Interactive Model. Network Model. Open Innovation Concept. Three Phases of New Product Development Process: Idea Phase (Idea Generation and

Screening), Concept Phase (Concept Development, Concept Testing, Business Analysis), Launching Phase.

Idea Phase: Problem Solution, Lateral Thinking, Mind Mapping, Brainstorming, Morphological Analysis, Synectics.

Dimensions of A Market Orientation. New Product Development Teams. The Effectiveness of Cross-Functional Teams. R&D – Marketing Interaction. Barriers to R&D – Marketing Collaboration. Different

Orientations Between R&D and Marketing Personnel. Achieving R&D – Marketing Integration. Assessing the Degree of R&D – Marketing Integration.

What is Stage-Gate? Seven Goals of a New-Product Idea-to-Launch System Discovery – The Quest for Breakthrough Ideas The Front-End Work – From Discovery to Development Picking the Winners – Investing in the Right Projects Development, Testing, and Launch Implementing Stage-Gate


Products and Innovations: Jakki Mohr. (Chapter 4, Market Orientation and Cross-Functional Interaction)

2. Holger Ernst, Wayne D. Hoyer, & Carsten Rübsaamen (2010),Sales,Marketing, and ResearchandDevelopment Cooperation AcrossNew Product Development Stages:Implications for Success, Journal of Marketing, Vol. 74 (September 2010), 80–92

3. Yu-An Huanga, Hsien-JuiChungb, ChadLin (2009), R&D Sourcing Strategies:Determinantsand Consequences, Technovation29, 155–169

4. Ruth Maria Stock & Nicolas Andy Zacharias (2011), Patterns and Performance Outcomes of Innovation Orientation, Journal of the Academy of Marketing Science

5. Song, X.M.,Montoya-Weiss,M.M.(1998), Critical Development Activities for Really New Versus Incremental Products. Journal of Product Innovation Management 15(2), 124–135.

6. Griffin, A., Hauser, J.R. (1996), Integrating R &D and Marketing: AReview and Analysis of the Literature, Journal of Product Innovation Management, 13 (3), pp. 191-215.

7. Cooper, R.G., Kleinschmidt, E.J. (1995),Benchmarking The Firm's Critical Success Factors in New Product Development, The Journal Of Product Innovation Management 12 (5), pp. 374-391.

4. TECHNOLOGY AND PRODUCT MANAGEMENT.

Key Issues Technology Mapping.

Technology Identification. Patent Data Analysis. Use of a Matrix Map. Technology Classification by Matrix Map.

Make Decisions about Technology Additions. Make Decisions about Commercializing, Licensing. Ongoing Management. Technology Transfer Considerations.

Product Architecture. Modularity. Platforms. Derivatives. Customizing Complex Products.

Modular Designs. IBM’s Experience. Visible Design Rules. Competing in a Modular Environment.

Product Architecture. The Arrangement of Functional Elements. A Function Structure. A Typology of Product Architectures. Types of Mappings From Functional Elements to Physical Components. Interface Coupling. Types of Modular Architectures: Slot, Bus and Sectional.

Developing Services as Part of the Hi-Technology Product Strategy. Product Change. Product Architecture Determines How The ProductCan Be Changed.

Change Within the Life of a Particular Artifact. Change Across Generations of the Product. Product Variety.Variety and Flexibility.

Product Performance. Local Performance Characteristics and Modular Architectures. Global Performance Characteristics and IntegralArchitecture.

Differences in Product Development Management According to Architectural Approach. Component Standardization. What are the Implications of Standardization? Intellectual Property Considerations. Types of Intellectual Property Protection. Rationale

for Protection of Intellectual Property. Managing Intellectual Property.


Products and Innovations: Jakki Mohr. (Chapter8 Technology and Product Management).2. Sunghae Jun, Sang Sung Park, Dong Sik Jang, (2012),Technology Forecasting Using

Matrix Map and PatentClustering, Industrial Management & Data Systems, Vol. 112 Iss: 5 pp. 786 – 807

3. Qu, T.; Bin, S.; Huang, George Q.; Yang, H. D. Two-Stage Product Platform Development for Mass Customization, International Journal of Production Research. Apr2011, Vol. 49 Issue 8, p2197-2219. 23p.

4. Liu, Zhuo; Wong, Yoke San; Lee, Kim Seng, Modularity Analysis and Commonality Design: a Framework for the Top-Down Platform and Product Family Design, International Journal of Production Research. Jun2010, Vol. 48 Issue 12, pp. 3657-3680. 24p.

5. Carliss Y. Baldwin and Kim B. Clark (1997) Management In an Age of Modularity, Harvard Business Review, October.

6. Karl Ulrich (1993), The Role of Product Architecture in the Manufacturing Firm, Research Policy 24 (1995) 419-441

7. Gertner, Jon; Kratochwill, Lindsey. The Risk of a New Machine, Fast Company, Apr2012, Issue 164, p104-133. 8p

5. PARTNERSHIPS AND STRATEGIC ALLIANCES IN NEW PRODUCT DEVELOPMENT

Key Issues Partnerships at Apple. Some Characteristics of a Knowledge-Based Economy. Types of Partnerships.

Vertical Partnerships. Relationships With Suppliers. Supplier-OEM Vertical Relationship. Early Supplier Involvement (ESI). Relationships With Channel Members. Relationships With Customers.

Horizontal Partnerships. Complementary Alliances. Competitive Alliances. Industry Consortium.

Reasons for Partnering Across the Stages of the Product Life Cycle. Setting Industry Standards Strategies. Licensing and OEM Agreements. Strategic

Alliances. Diversification in to Complementary Products. Aggressive Product Positioning. Drawbacks of a Licensing Strategy. Three Factors Helps a Firm Decide Which Strategy to Pursue. Barriers to Imitation. A

Firm's Skills and Resources. The Existence of Capable Competitors. Partnership and Entry Strategies in Foreign Markets. Joint Ventures in China.

Reading1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology

Products and Innovations: Jakki Mohr. (Chapter 5 Partnership, Alliances, and Customer Relationships Partnerships and Strategic Alliances)

2. Kumar, S.,Snavely,T. (2004) OutsourcingandStrategicAlliances for Product Development: a Case ofBantaDigitalGroup.Technovation24 (12), 1001–1010.

3. Orly Yeheskel Oded Shenkar. Avi Fiegenbaum, and Ezra Cohen (2001), Cooperative Wealth Creation: Strategic Alliances in Israeli Medical-Technology Ventures, Academy OfManagement Executive,Vol. 15.

4. Zhao, Y.,Calantone,R.J., (2003), The Trend Toward Outsourcing in New Product Development: Case Studies in Six Firms. International Journal of Innovation Management, Vol.7(1), pp.51–66.

6. MARKETING RESEARCH AND INNOVATIONS

Key Issues Market Research Expenditures & Market Research Staffing. Aligning Market Research with Type of Innovation. Marketing Research Constrained by User Experience. The Effect of Prior Experience on

Users’ Ability to Generate Or Evaluate Novel Products. Similarity-Dissimilarity Ranking. Lead Users. Analyzing Lead User Data. Projecting Lead User Data onto the General

Market of Interest. Customer Visits. Elements of Effective Customer Visit Programs. Insights From Empathic Design. Process to Conduct Empathic Design. Steps in the Lead User Process. Conjoint Analysis. Quality Function Deployment. Implementation of Quality Function Deployment. Biomimicry.


Products and Innovations: Jakki Mohr. (Chapter6 Marketing Research in High-Tech Markets).

2. Roberto Verganti (2011) How Companies Can Systematically Create Innovations That Customers Don’t Even Know They Want, Harvard Business Review, October, pp. 114-120

3. Eric Von Hippel (1986), Lead Users: A Source of Novel Product Concepts, Management Science, Vol.32, No.7

4. Hoeffler,.S (2003), Measuring Preferences for Really New Products, Journal of Marketing Research,Vol.40, No.4, pp. 406–420

5. Page A. L., Rosenbaum, H.F (1992), Developing an Effective Concept-Testing Program for Consumer Durables, Journal of Product Innovation Management, Vol.9, No.4, pp. 267–277.

6. Peng, L. Finn, A (2008), Concept Testing: the State of Contemporary Practice, Marketing Intelligence and Planning, Vol.26, No.6, Pp. 649–674.

7. CONSUMER BEHAVIOR, SEGMENTATION AND ADOPTION PROCESS.

Key Issues Issues in Understanding High-Tech Customers. Design Thinking Factors. Adoption and Diffusion of Innovations. Factors Affecting Adoption of Innovation. Relative Advantage. Compatibility.

Complexity. Trialability. Ability to Communicate Product Benefits. Observability. Categories of Adopters. Innovators. Early Adopters. Early Majority. Late Majority.

Laggards. Crossing the Chasm. Identify a Beachhead. Inside the Tornado. Innovation-Driven Segments. Market-Driven Segments. Customer Migration Decisions. Consumers’ Paradoxical Relationships with Technology And Unintended Consequences.


Products and Innovations: Jakki Mohr. (Chapter7 Understanding High-Tech Customers).2. Daniel Yankelovich and David Meer (2006) Rediscovering Market Segmentation,

Harvard Business Review, February, pp.122-1313. Segmenting When It Matters, Business Strategy Review Spring 2010, pp. 46-49.4. Jill Avery and Thomas Steenburgh (2012), Target the Right Market. A software company

debates its strategic focus, Harvard Business Review, October, pp.119-123.5. Arun Lakshmanan & H. Shanker Krishnan (2011), The Aha! Experience: Insight

andDiscontinuous Learning inProduct Usage, Journal of Marketing, Vol. 75 (November 2011), 105–123

6. Cameron Philip (2007), Innovation and new product development: Sky+, a mini case study, The Marketing Review, 2007, Vol. 7, No. 4, pp. 313-323.

7. Jacob Goldenberg, Sangman Han, Donald R. Lehmann, & Jae Weon Hong (2009), The Role of Hubs in the Adoption Process, Journal of Marketing, Vol. 73 (March), pp. 1–13.

8. MARKETING COMMUNICATIONS FOR INNOVATIONS.

Key Issues Integrated Marketing Communications. Media Advertising. Public Relations/Publicity.

Direct Marketing. Trade Shows, Seminars, And Training. Catalogs, Literature, And Manuals. Telemarketing. Personal Selling.

Internet Advertising And Promotion. Display Ads. Search Ads. Pricing Models For Online Advertising. Optimizing Site for Search Engine Rankings. Web 2.0 And Web 3.0 Technologies. Viral Marketing. Mobile Marketing. Marketing in Virtual Reality Environment.

Website Development. Website Design. Building Site Traffic. Evaluating Website Effectiveness. Geo-Mapping.


Products and Innovations: Jakki Mohr. (Chapter11 Marketing Communication Tools for High-Tech Markets).

2. Teixeira, Thales (2012), The New Science of Viral Ads, Harvard Business Review. Mar2012, Vol. 90 Issue 3, p25-27

3. Kuang, Cliff (2012), Good Design Is Good Business, Fast Company. Oct2012, Issue 169, p78-89. 10p.

4. Hof, Robert D. Facebook's New Ad Model: You, Forbes; 12/5/2011, Vol. 188 Issue 10, p106-110, 4p

5. Thurston, Baratunde; Bergl, Skylar; Feifer, Jason; Friedell, Dan; Guerra, Erasmo; Karpel, Ari; Kelman, Elizabeth; Lidsky, David; Mccue, Matt; Mullany, Anjali; Rhodes, Margaret; Schomer, Stephanie. The Social Media Road Map. (Cover Story). Fast Company. Sep2012, Issue 168, P68-89. 22p.

9. SALES, DISTRIBUTION CHANNELS AND SUPPLY CHAIN MANAGEMENT IN HIGH-TECH MARKETS.

Key Issues Issues in Distribution Channel Design And Management. Channel Structure. Direct Channels. Direct Sales. Sales Over The Company Website.

Company-Owned Retail Outlets. Indirect Channels. How Big A Sales Force Types Of Intermediaries. Distributors. Resellers. Value-Added Resellers. Systems

Integrators. Number Of Intermediaries To Use. Retail Distribution Into Brick And Mortar Stores, Partnerships With Marketing

Companies That Have Established Marketing And Distribution Channels, E-Commerce Websites, Licensing To Another Company In Exchange For A Royalty On Sales.

Evolution In Channels Structure Over The Technology Life Cycle. Channel Management. Governance Mechanisms. Legal Issues. Channel Performance.

Managing Hybrid Channels: Effective Multi-Channel Marketing. Distribution For “Digital” Goods. Understanding Gray Markets. Supply Chain Management Technologies.

Readings

1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter9 Distribution Channels and Supply Chain Management in High-Tech Markets).

2. Leslie, Mark; Holloway, Charles A. The Sales Learning Curve. (cover story). Harvard Business Review. Jul/Aug2006, Vol. 84 Issue 7/8, p115-123. 9p.

3. Gilliland, Michael; Guseman, Sam. Forecasting New Products by Structured Analogy Journal of Business Forecasting. Winter2009, Vol. 28 Issue 4

10. MARKETING STRATEGY AND CORPORATE CULTURE IN HIGH-TECH FIRMS

Key Issues

Frameworks to Set Marketing Priorities and to Allocate Resources. “Rule-Of-Thumb” Approaches. Matrix-Based Strategic Approaches. Statistical Analyses. Decision Modelling Approaches.

Customer-Led and Market-Oriented Companies. Framework for Strategic Market Planning in Hi-Tech Firms. Competitive Advantage. Resources and Competencies. Core Competencies. Test of Competitive Advantage. Evaluating Competitive Advantage. Key Strategy Decisions. The “All Benefits” Value Proposition. The “Favorable Points of

Difference” Value Proposition. The “Resonating Focus” Value Proposition. Strategy Types. Product Leader (Prospector). Fast Follower (Analyzer). Customer

Intimate (Differentiated Defender). Operationally Excellent (Low-Cost Defender). Strategy Creation: Approaches and Structures. Emergent Versus Formal Planning. Marketing Performance Measurement.


Products and Innovations: Jakki Mohr. (Chapter 2, Strategic Market Planning in High-Tech Firms)

2. Ranjay Gulati, Jason Garino (2000), “Get the Right Mix of Bricks and Clics,” Harvard Business Review, May-June

3. Martin S. Schilling (2009), Beyond Matrices and Black-Box Algorithms: Setting Marketing Priorities with Marketing Strategy Conferences, Journal of Marketing Management, Vol. 25, No. 5-6, pp. 571-590

4. Amazon, Apple, Facebook, and Google. Fast Company. Mar2012, Issue 163, p72-81. 6p5. Safian, Robert (2012), Generation Flux. (Cover Story),Fast Company, Feb2012, Issue

162, p60-97, 13p

Overview – assignments

No. Assignments – Individuals (in LMS)1. Identifying type of innovation from marketing perspective. 2. Morphological analysis (development of multi-dimensional matrix for new products) 3. Sales-Marketing-R&D cooperation in NPD (test of hypotheses)4. Analysis of strategic alliances in NPD5. Marketing research for international startup6. Competitive analysis of a new product

No. Assignments - Group7. Comparative analysis of national innovation systems (Singapore, Israel, Germany,

Finland, China, Brazil, India)8. Analysis of market and technology risks (case-study “Stem cells storage company”) 9. "We want to go from idea to end-market in six weeks" (case-study Intuit )10. “Your Strategy Needs a Strategy” (Choose approach to marketing strategy development

for high-tech companies)11. Analysis of Tesla Motors marketing strategy12. Analysis of adoption process

13. Analysis of applications for grants 14. Hype Cycle as a tool to develop technology map15. Launch strategy development (guest instructor)16. New product sales forecasting

Appendix A



Practical trainings and workshops on the course




PRACTICAL TRAINING 1.IDENTIFYING TYPE OF INNOVATION FROM MARKETING PERSPECTIVE.

Students are to identify type of innovations for following projects. Then they are supposed to describe main elements of innovation (problem, concept, incoming recourses) and risks (technological and market).

1. Switch Commuter Bike Folds Up to Wheel Size

Australian student designer Robert Dumaresq recently took Gold at the Australian International Design Awards, Dyson Student Category. The bike which folds up to the size of a wheel in “one smooth motion,” was designed in response to the Victorian government’s move to ban bikes on public transport. Claiming to be one of the fastest folding bikes around, the Switch Commuter is both durable and light-weight, manufactured using carbon fibre and aluminum. No word yet on whether Dumaresq is planning a commercial release of his design.

2.Wired Looking Glass

The Cybertecture mirror has an inforgraphic display, measures 800 x 500 x 50mm, has stereo speakers, a WiFi connection and even fog-resistant glass. The mirror will connect with a cloud based digital profile so it can relate contextual information such as the local weather before you leave in the morning – or readings presented from a scale will help you monitor how your weight watching program is doing (via a display on the mirror or a web-based portal).

But is this yet another student concept? Engadget says that this isn’t just more vapor-rich ware (nice phrase!) – but the Hong Kong based inventor, James Law, plans to ship 2 million of these in the next three years at a price tag of around $8,000.

3. Eye-Tracking

Researchers at the Fraunhofer Institute for Digital Media Technology in Germany are creating a vehicle-based system called Eyetracker that monitors a drivers face for signs of drowsiness. When certain patterns in eye and facial movements that indicate a lack of awareness are detected, the system triggers warnings to keep the driver alert. Debuting at the VISON trade fair in Stuttgart next month, the system is driven by two separate, small cameras mounted in the car, linked to a small matchbook-sized processor.

Professor Husar of the IDMT explains below:“What we have developed is a small modular system with its own hardware and

programs on board, so that the line of vision is computed directly within the camera itself. Since the Eyetracker is fitted with at least two cameras that record images stereoscopically – meaning in three dimensions – the system can easily identify the spatial position of the pupil and the line of vision.”

4. The Fitting Room Experience

Using a unique blend of augmented reality, app technology, and social media, Macy’s and LBi have re-invented the dressing room experience for New Yorkers visiting Macy’s Herald Square store through November of this year.

Customers enter a dressing booth outfitted with with a 72-inch multi-touch mirror and an iPad. The customer then selects clothing from the iPad application and transfers the items on their body’s image on the mirror with a flick of the wrist. Naturally, photos of customers in various outfits can be shared on their social network using emails or SMS (with the purpose of getting live feedback from their friends).

This innovation demonstrates how retail can be a primary driver in furthering the integration between digital and physical space.

5 Versatile Scissors

The Fiskars Cuts+More Scissors bills itself as „quite possibly the world’s most versatile scissors, and rightly so. This Swiss Army Knife-inspired tool does so much more than just basic cutting. Detach its one half and it becomes a titanium-coated knife. Don’t have a bottle opener to open that chilled beer? No problem, this multi-functional device has a bottle-

opening notch. The Cuts+More Scissors also has cutouts for a variety of materials such as wires, ropes and even packing-tape. It also features on-board sharpening slots to keep its blades like new and comes with a lifetime warranty.

6 A Credit Card For The Visually Impaired

Kwon Ki Nam, a designer based in Denmark, has developed a user friendly concept credit card for the blind. Biometric software uses the card holder’s fingerprint instead of their signature, and a changeable Braille display makes transactions easier and more secure. A built-in speaker verbalizes the products being paid for and guides them through the transaction.

7 FlyRad:A Motorized Unicycle For Skaters

While it does come across as being a little impractical, the FlyRad unicycle presents a novel way for individual transportation. It was invented by Thomas Rank and comes in 3 sizes. To steer, the user must use their in-line skates. Weight is distributed nicely as the user can sit, stand, or squat and be dragged along the road by the machine. The FlyRad recently won a silver medal from the iENA 2010 in Germany and is planned to be available to the public in 2011.

8 Windscreen Monitor Helps Avoid Blind Spots While Driving

Designer Ho-Tzu Cheng has conceptualized a device that can help drivers overcome blind spots while driving and prevent potential accidents. The Full Rear-View Windscreen Monitor consists of micro cameras installed on the car’s exterior and a windscreen display; the cameras capture the car’s surroundings and show real-time images on the upper part of the windscreen, so the driver is more aware of the road to the side and behind the car. The system works in low visibility conditions as well, to ensure a safer drive.

9 Alas

Busy parents, how do you do it? In the process of tearing yourself away from your work emails and desk, picking your child up from school, preparing dinner, and tucking them in at night, you also must find the time to nurture and inform those young, creative minds of yours. Alas, a handy tool has arrived to help when weary parents need a night away.

The In Your Own Words Storyteller is comprised of a book and pen recorder, providing your little one with a customised bedtime reading experience even if there’s no familiar family member around. All Mommy, Daddy, Grandma or older brother or sister have to do is record a segment of the book into the child-friendly pen programmed with specifically coded stickers, which are then attached to a particular page of the book. The child then places the pen over the sticker on the book’s page and the recording will play. Each of the 600 stickers are encoded with a series of dots, like a barcode, which can then be programmed to the pen and stored in the pen’s in-built memory. The set also includes 40 stickers with different pre-programmed sound effects such as a laughing baby or ticking clock.

A great invention for busy, single, and travelling parents, though nothing can fully replace Mommy or Daddy’s theatrical real time bedtime story, the In Your Own Words Storyteller puts your child at ease and encourages early reading skills at the same time.

10 Playbutton

Playbutton is a portable MP3 player contained in a wearable button. This patent pending device holds an entire album and comes complete with play, pause, skip and volume controls. It features a blank exterior that will be printed with each album’s cover art, and a pin on the back that makes it simple to affix to clothing or a bag. These buttons are powered by a re-chargeable lithium battery

11 Nanoparticles Could Turn Trees Into Streetlights

Dr Yen-Hsun Su from the National Cheng Kung University in Taiwan has discovered that the leaves of the Bacopa caroliniana tree can produce a red emission in chlorophyll upon the addition of gold particles. This amazing fusion of nanotechnology with nature can help the environment in many different ways; roads can now be well-lit without having to consume a significant amount of electricity, thus dramatically cutting light pollution and carbon emission.

National Research University Higher School of Economics Nizhny NovgorodCourse Syllabus “Marketing and Innovations

(New Product Development and Consumer Adoption Process”Master Program in Marketing (Marketing of Innovation Specialization)

12 Digital Tylenol: Microchip Embedded Into Spine Stops Chronic Pain

Researchers and designers at the National ICT Australia in Sydney have constructed a smart chip that, when embedded in the spine, intercepts and blocks pain messages to the brain.

The chip is housed in a biocompatible casing that is smaller than the head of a match. In turn, the chip is wired to a larger implanted device containing a battery, which charges wirelessly from an outside source, and a computer processor.

The chip is embedded to the spine, or another area between the brain and source of pain. The chip can measure the properties of signals and pick out the ones that are carrying pain to the nerve center. When the chip detects a pain signal headed towards the brain, it shoots out a 10-volt electric pulse that blocks the pain signal.

The device is designed for those with serious or chronic back or leg pain, however, it technically can be used for all kinds of pains throughout the body.

http://www.hse.ru/text/image/4011945.html

13 WAYRAY (Navion)

First holographic car navigationNo helmet or eyewear necessary. Navion projects the virtual route before the windshield so that it seems to lie in front of your car. You won’t have to turn your head to peek at turn-by-turn directions, thus keeping your eyes safely focused on the road.

PRACTICAL TRAINING 2.HYPE CYCLE AS A TOOL TO DEVELOP TECHNOLOGY MAP

Students have to pick up one technology from Gartner Hype Cycle. Then they develop five product ideas based on chosen technology. Students must prove the existence of opportunity for developed ideas.

To perform the task instructor form small groups of 3-4 members each. After developing ideas students have to discuss following questions:

1. Why do you think there is an opportunity on the market for your idea?2. Please, evaluate technological feasibility of your idea.3. Who is your target audience?4. What benefits do you offer to your target audience?5. What is your value proposition?

Competence evaluation

Appendix B



Self-study on the course




Montreaux Chocolate Case-study

Consumer marketing; Forecasting; International R&D; Market research; Product positioning; Quantitative analysis

Andrea Torres, director of new product development at a high-end chocolate confectionery company, leads her team through a carefully sequenced program of market research to support the development and launch of a new product, healthy dark chocolate with fruit. This is the first time Montreaux USA, an offshoot of a Swiss confectioner, has created a product specifically for U.S. chocolate consumers. The case explains the steps Torres and her NPD team have completed and describes the decisions that lie ahead, a few months in advance of the anticipated launch. A challenging situation is intensified by a competitor also having tested a dark-chocolate-with-fruit product that was likely to be introduced into the U.S. marketplace in the near future. Students must perform a quantitative analysis as part of their work.

Facebook Case-study

Advertising media; Different ways of monetizing social relationships. Competitive strategy; Network effects; Networking; Social networks

As Facebook topped one billion monthly users in October 2012, the online social network continued to face questions about how best to monetize its surging traffic. The company could invest further in new advertising products, which represented the majority of the revenue thus far, or concentrate on the Facebook Platform and help third-party developers create and distribute their own applications. After a highly anticipated yet largely disappointing initial public offering (IPO), Facebook's stock price steadily declined. It became critical for the Facebook team to identify sustainable growth opportunities, particularly as more of its user base accessed the site via mobile devices.

Bluefin Labs: The Acquisition by Twitter Case-study

social media metrics social media monitoring Social TV

Just weeks after Twitter's decision to acquire Bluefin Labs, this case explores how Twitter can use its social media monitoring data. Bluefin Labs has built a system that gathered millions of online comments in an effort to build new metrics for TV programs and brand advertising. With data from Twitter and other social sites, expressions, not just impressions, can now be aggregated and measured, and used to calibrate brand performance and to sell media time. A second theme of the case is what is called Social TV, the audience engagement that results when people watch television with a smartphone or tablet in hand, participating in a virtual community of real time TV watchers.

TaKaDu Case-study

The challenges of a company trying to scale and move beyond early adopters for its innovation Economic case for customers that care about ROI Segment potential business customers and determine who to target.

In December 2012, Amir Peleg, founder and CEO of TaKaDu, reflected on how to position his young firm for the next fiscal year and beyond. The small Israeli startup had developed an innovative software system that used patented algorithms and statistical analysis to detect problems such as leaks, bursts, and faulty equipment within a water utility's infrastructure. Such problems caused significant water and energy loss at many utilities, led to service interruptions for consumers, and were only getting worse as the existing infrastructure aged. Since its founding in 2009, TaKaDu had attracted nine customers from around the world. However, as Peleg and his executive team debated how to allocate funding for the upcoming year, he needed to decide whether to focus on R&D to improve and add to TaKaDu's existing software and become the clear technology leader, or move ahead with its current offering and focus on getting new customers to penetrate the market as quickly as possible before competition intensified. Some in the company called for devoting the bulk of TaKaDu's resources to making the system more easily deployable, as deploying the TaKaDu service with a new customer could take up to two months. Peleg also wondered if the company should continue to pursue sales leads from anywhere in the world, or focus on one geographic market (and if so, what region should he choose)? An Australian water utility had made a public announcement it was accepting bids to implement a smart water network monitoring system and Peleg wanted to discuss if and how aggressively TaKaDu should bid on the contract with his management team. TaKaDu already had one Australian customer, was this the region to focus on?

Bitmaker Labs: Innovation on Hold Case-study

Rapid prototyping Revenue models

Inspired by software development boot camps in New York and San Francisco, Bitmaker Labs has just launched a similar offering but without considering the operational constraints unique to doing business in Canada. The result is governmental scrutiny just as the business is taking off with 42 students enrolled, each having paid $7,000 for a nine-week web development boot camp. Government investigators raid Bitmaker Labs, confiscating financial documents and threatening penalties and possible jail time for running an unregistered career college.

Proteus Biomedical: Making Pigs Fly Case-Study

Licensing Business development issues in healthcare ventures.

Proteus is a healthcare start-up that has developed technology to embed electronics for computing and sensing in existing medical devices and drugs. The technology could potentially change the basis of competition in the pharmaceutical industry. The company is currently considering a number of licensing and business development deals and must choose which one(s) to pursue.

Приложение

Федеральное государственное автономное образовательное учреждение высшего профессионального образования "Национальный исследовательский университет

"Высшая школа экономики"

Факультет менеджмента

Фонды оценочных средств

«Маркетинг инноваций» (преподается на английском языке)

для направления 38.04.02 «Менеджмент» подготовки магистрадля магистерской программы «Маркетинг»

Автор программы: Фоменков Денис Александрович, к.э.н., доцент кафедры маркетинга, dfomenkov @ hse . ru

Нижний Новгород, 2014

mailto:[email protected]

Appendix C



Estimation methods and control



Prepared by:Fomenkov Denis, Candidate in Economics, [email protected]



Estimation methods and control



Prepared by:Fomenkov Denis, Candidate in Economics, [email protected]

The main educational objective of the course is to form following competencies upon completion:

CompetenceType of

competence

Descriptors

Forms and methods of studying assisting in

acquiring and developing competences

Способен находить и оценивать новые рыночные возможности, формировать и оценивать бизнес-идеи, разрабатывать бизнес-планы создания нового бизнеса

ПК-25 Be able to recognize entrepreneurial opportunities and apply marketing body of knowledge and skills to exploit them for opening new businesses.


Способен организовать многостороннюю (в том числе, межкультурную) коммуникацию и управлять ею

СК-7 Be able to work in multi cultural project team, show knowledge of cultural peculiarities; have capable oral communication skills to prove his/her point of view, estimate and interpret feedback.


Способен выявлять и формулировать актуальные научные проблемы в области менеджмента, обобщать и критически оценивать результаты, полученные отечественными и зарубежными исследователями по избранной теме

ПК-10 Be able to demonstrate the knowledge of contemporary problems and trends in marketing innovations and most recent results of researches.


Способен разрабатывать корпоративную стратегию, стратегию бизнеса и функциональные стратегии организации

ПК-21 Be able to apply marketing tools to analyze and develop corporate strategy which cover such fields as product portfolio management, new product development and launch of new products. Be able to demonstrate the knowledge of marketing interaction with other functions in organization in new product development process.


Способен выявлять ПК-26 Be able to recognize type of Conventional lectures and

CompetenceType of

competence

Descriptors

Forms and methods of studying assisting in

acquiring and developing competences

данные, необходимые для решения поставленных управленческих и предпринимательских задач; осуществлять сбор данных и их обработку

innovation and prove implementation of different methods for marketing analysis. Be able to forecast sales of new product and deeply analyze demand on innovation. Be able to conduct analysis of competitors.

expository lessons. Workshops. Case-studies on marketing innovations issues. Seminars. Group exercises and projects. Games and simulations. Role-play. Self-help groups. Class discussions. Guest lectures.

Throughout the course students’ ability to show the possession of particular competence is estimated in group and individual assignments, ongoing control, and final examination.

GRADING POLICY FOR ASSIGNMETNS

Grade based on 10 scale Grade based on 5 scale (from unsatisfactory to

excellent)

Level of competence

1-3 unsatisfactory Student doesn’t meet the minimum level of required competences.

4 satisfactory Student shows the possession of competences on following levels

ПК 25, ПК 26, ПК-21, СК-7 – at least two competences meet low level requirements


ПК 25, ПК 26, ПК-21, СК-7 – all competences meet low level requirements

6 good Student shows the possession of competences on following levels

ПК 25, ПК 26, ПК-21, СК-7 – two competences are on average level, others meet low level


ПК 25, ПК 26, ПК-21, СК-7 – all competences are on average level

8 excellent Student shows the possession of competences on following levels

ПК 25, ПК 26, ПК-21, СК-7 – two competences are on high level, others meet average level


ПК 25, ПК 26, ПК-21, СК-7 – three competences are on high level, others meet average level


ПК 25, ПК 26, ПК-21, СК-7 – all competences are on high level

GRADING POLICY FOR ONGOING CONTROL


excellent)

Level of competence



ПК 10, ПК 25, ПК-26 – at least two competences meet low level requirements


ПК 10, ПК 25, ПК-26 – all competences meet low level requirements


ПК 10, ПК 25, ПК-26 – two competences are on average level, others meet low level


ПК 10, ПК 25, ПК-26 – all competences are on average level8 excellent Student shows the possession of competences on following

levels

ПК 10, ПК 25, ПК-26 – one competence is on high level, others meet average level


ПК 10, ПК 25, ПК-26 – two competences are on high level, others meet average level


ПК 10, ПК 25, ПК-26 – all competences are on high level

GRADING POLICY FOR FINAL CONTROL


excellent)

Level of competence



ПК 10, ПК 25, ПК 26, ПК-21 – at least two competences meet low level requirements


ПК 10, ПК 25, ПК 26, ПК-21– all competences meet low level requirements


ПК 10, ПК 25, ПК 26, ПК-21 – two competences are on average level, others meet low level


ПК 10, ПК 25, ПК 26, ПК-21, СК-7 – all competences are on average level


ПК 10, ПК 25, ПК 26, ПК-21 – two competences are on high level, others meet average level


ПК 10, ПК 25, ПК 26, ПК-21 – three competences are on high level, others meet average level


ПК 10, ПК 25, ПК 26, ПК-21 – all competences are on high level

Course Marketing of InnovationsMaster program in MarketingType of control:ongoing – homeworkindividual/group

Competence Structure of competence

RB – recourse base, AE –activities and experience, MV – motivation and

values

Level of competence

1 – low2 – average

3- high

ПК- 25Способен находить и оценивать новые рыночные возможности, формировать и оценивать бизнес-идеи, разрабатывать бизнес-планы создания нового бизнеса

Be able to recognize entrepreneurial opportunities and apply marketing body of knowledge and skills to exploit them for opening new businesses.

RB 1 – Use only basic vocabulary and notions to answer the question. Couldn’t show the situation from several theoretical perspectives.

2 – Use average vocabulary and notions to answer the question. Show the situation

from several theoretical perspectives.

3 - Use advanced vocabulary and notions to answer the question. Show the situation from all relevant theoretical perspectives.

AE 1 – Conduct marketing analysis of innovation on basic level. Use only basic elements provided by lecturer

2 - Conduct marketing analysis of innovation. Use some additional elements which are supplementary to those provided by lecturer

3 - Conduct marketing analysis of innovation. Use a lot of additional elements which are supplementary to those provided by lecturer

MV 1 – Student demonstrates interest only in grade

2 – Student understands how he/she can use knowledge to solve real life issues but more oriented on getting good grade.

3- Student shows balanced focus on grade and real experience he/she gets while performing the task.

ПК-26 Способен выявлять данные, необходимые для решения поставленных управленческих и предпринимательских задач; осуществлять сбор данных и их обработку

Be able to recognize type of innovation and prove implementation of different methods for marketing analysis. Be able to forecast sales of new product and deeply analyze demand on innovation. Be able to conduct analysis of competitors.

RB 1- Student knows only basic sources of information which are necessary to conduct analysis.

2 - Student knows some additional sources of information which are necessary to conduct analysis.

3 - Student knows a lot of sources to get necessary information.

AE 1 – Student uses only basic sources given by lecturer.

2 - Student uses some additional sources which are supplementary to those given

by lecturer.

3 - Student uses a lot of additional sources which are supplementary to those given by lecturer.

MV 1 – Student implement task only to get minimal grade

2 – Student understands how he/she can use k to solve real life issues but more oriented on getting good grade.


ПК-10 Способен выявлять и формулировать актуальные научные проблемы в области менеджмента, обобщать и критически оценивать результаты, полученные отечественными и зарубежными исследователями по избранной теме

Be able to demonstrate the knowledge of contemporary problems and trends in marketing innovations and most recent results of researches.

RB 1 – Student’s knowledge about contemporary research problems in management are constrained by lectures.

2 - Student’s knowledge about contemporary research problems in management goes a bit beyond lectures.

3 - Student’s knowledge about contemporary research problems in management goes far beyond lectures.

AE 1 – In analysis student depicts the connection of problem in question with some basic research priorities.

2 – In analysis student depicts the connection of problem in question with some additional research priorities.

3 - In analysis student depicts the connection of problem in question with a lot of other research priorities.

MV 1 – Student implement homework only to get minimal grade

2 – Student understands how he/she can use analysis to solve real life issues but more oriented on getting good grade.

3- Student shows balanced

focus on grade and real experience he/she gets while performing the task.

Course Marketing InnovationsMaster program in MarketingType of control:final – examindividual/group

Competence Structure of competence

RB – recourse base, AE –

activities and experience, MV – motivation and

values

Level of competence

1 – low2 – average

3- high

ПК- 25Способен находить и оценивать новые рыночные возможности, формировать и оценивать бизнес-идеи, разрабатывать бизнес-планы создания нового бизнеса

Be able to recognize entrepreneurial opportunities and apply marketing body of knowledge and skills to exploit them for opening new businesses.

RB 1 – Use only basic vocabulary and notions to describe strategic alliance for new product development purposes. Couldn’t show the situation from several theoretical perspectives.

2 – Use average vocabulary and notions to describe strategic alliance for new product development purposes. Show the situation from several theoretical perspectives.

3 - Use advanced vocabulary and notions to describe strategic alliance for new product development purposes. Show the situation from all relevant theoretical perspectives.

AE 1 – Conduct analysis of strategic partnership on basic level. Use only basic elements provided by lecturer

2 - Conduct analysis of strategic partnership on average level. Use some additional elements which are supplementary to those provided by lecturer

3 - Conduct analysis of strategic partnership on high level. Use a lot of additional elements which are supplementary to those provided by lecturer




ПК-26 Способен выявлять данные, необходимые для решения поставленных управленческих и предпринимательских задач; осуществлять сбор данных и их обработку

Be able to recognize type of innovation and prove implementation of different methods for marketing analysis. Be able to forecast sales of new product and deeply analyze demand on innovation. Be able to conduct analysis of competitors.

RB 1- Student knows only basic sources of information which are necessary to conduct analysis.

2 - Student knows some additional sources of information which are necessary to conduct analysis.

3 - Student knows a lot of sources to get necessary information.

AE 1 – Student uses only basic sources given by lecturer.

2 - Student uses some additional sources which are supplementary to those given by lecturer.

3 - Student uses a lot of additional sources which are supplementary to those given by lecturer.




ПК-10 Способен выявлять и формулировать актуальные научные проблемы в области менеджмента, обобщать и критически оценивать результаты, полученные отечественными и зарубежными исследователями по избранной теме

Be able to demonstrate the knowledge of contemporary problems and trends in marketing innovations and most recent results of researches.

RB 1 – Student’s knowledge about contemporary research problems in management are constrained by lectures.

2 - Student’s knowledge about contemporary research problems in management goes a bit beyond lectures.

3 - Student’s knowledge about contemporary research problems in management goes far beyond lectures.

AE 1 – In analysis student depicts the connection of problem in question with some basic research priorities.

2 – In analysis student depicts the connection of problem in question with some additional research priorities.

3 - In analysis student depicts the connection of problem in question with a lot of other research priorities.




ПК 21 Способен разрабатывать корпоративную стратегию, стратегию бизнеса и функциональные стратегии организации

Be able to apply marketing tools to analyze and develop corporate strategy which cover such fields as product portfolio management, new product development and launch of new products. Be able to demonstrate the knowledge of marketing interaction with other functions in organization in new product development process.

RB 1 – Use only basic vocabulary and notions to describe strategy for innovations.

2 – Use average vocabulary and notions to describe strategy for innovations.

3 – Use advanced vocabulary and notions to describe strategy for innovations.

AE 1 – Conduct strategic analysis of innovation on basic level. Use only basic elements provided by lecturer

2 - Conduct strategic analysis

of innovation on average level. Use some additional elements which are supplementary to those provided by lecturer

3 - Conduct strategic analysis of innovation on high level. Use a lot of additional elements which are supplementary to those provided by lecturer




QUESTIONS FOR EXAM

1. What is marketing concept?2. Why has customer orientation been criticized?3. What is the market orientation concept?4. What is the customer-led business?5. What marketing tools does customer-led business use?6. What customer-led businesses could you name?7. What is the problem with customer-led?8. Why is the value of traditional market research tools limited when it comes to developing

innovative products or services?9. What is the market-oriented business?10. What marketing tools do market-oriented business use?11. What is ‘probe and learn process?12. What are the contributions of sales in NPD?13. What is contribution of sales to NPD performance on each stage?14. What is product development stage15. What is implementation stage16. What is launch stage?17. What is the value proposition? What are the three basic types of value proposition?18. What are the advantages of being a Product Leader (Prospector)? What are the risks?19. What are core competencies? Give an example of a firm’s core competencies?20. What is competitive advantage? 21. Develop a marketing dashboard composed of 10 to 15 key metrics for a Product Leader.22. What is the culture of innovativeness? What factors make it hard for firms to remain innovative

over time?23. What is unlearning and why is it important?24. What are core rigidities? How do they inhibit innovativeness?25. What is innovator’s dilemma? How does it inhibit innovativeness?26. What is the purpose of cross-functional product development teams? 27. What are the characteristics of cross-functional teams that produce highly successful products?

28. What is R&D – marketing interaction? Why is it important in high-tech companies?29. What are the barriers to effective R&D – marketing interaction?30. What are the ways to facilitate effective interaction between R&D and marketing personnel?

What is knowledge-based economy? What are some of its characteristics?31. What is meant by phrase “The World Is Flat”?32. What are the various types of partnerships a firm might form? Provide an example of each?33. What are the various reasons for a firm to form partnership?34. What are the three factors a company should consider in choosing its strategy to set industry

standards?35. What are the four strategies a firm has to set industry standards? What are the pros and cons of

each?36. What is open innovation?37. Why are new product alliances more difficult to manage than other types of alliances? How

should companies manage these alliances to generate successful new product innovations?38. How marketing research techniques must be matched to the type of innovation to ensure

greater success and insight?39. What is concept testing and how is it used by high-tech marketers?40. What is conjoint analysis, and how can high-tech marketers use it to refine the product

development process?41. What is customer visit program?42. What is empathic design? 43. Who are lead users?44. What factors influence a customer’s potential adoption of an innovation? 45. What are categories of adopters and their characteristics? What are the appropriate marketing

strategies for each of the categories?46. What is the chasm? 47. What are the key decisions a company must make to cross the chasm?48. How does segmentation depend on degree of innovativeness?49. What are the steps in segmentation?50. What is the digital convergence?51. What is a technology map? 52. What is the “make-versus-buy” decision?53. Describe what-to-sell continuum.54. What factors affect a firm’s decision about what to sell?55. What is modularity? What are pros and cons of following a modular approach to product

design?56. What is a product platform?57. What is bricks-and-clicks distribution model?58. The simultaneous presence of market uncertainty, technological uncertainty, and competitive

volatility characterizes most high-tech environments. Explain. 59. What is the FUD factor? 60. What is a dominant design? Why is it important in high-tech markets?61. What are the factors giving rise to technological uncertainty?62. What is convergence? How does it contribute to competitive volatility?63. What is a technology life cycle? 64. What are network externalities?65. Explain the following types of innovations: incremental versus breakthrough, product versus

process, sustaining versus disruptive, organizational innovations. 66. What is the contingency theory of high-technology marketing? What marketing tools are

appropriately used for incremental innovations? What marketing tools are appropriately used for breakthrough (radical) innovations?

67. Does high-tech marketing need to be different from marketing of traditional products? Why?68. What is a knowledge-based economy? What are some of its characteristics?

Documents

nnov.hse.ruœаркет… · Web viewФедеральное государственное автономное образовательное учреждение высшего