DOK xxxx
Mandatory
Marketing Strategy and Management
7.5 Credits
Course leader: Professor Fred Selnes
English PhD programme in Marketing Management Fall
This course is designed to provide an overview of the forefront of knowledge in the area of
marketing strategy and management. As such, it will identify, review, evaluate and critique a
variety of topics in the field of marketing strategy and management. The major objectives are
to help participants (1) understand the main theoretical rationales within the field, (2)
understand the methods employed in empirical research within the area, and (3) identify areas
for future research activity.
1. LEARNING OUTCOMES
At the completion of this course, the candidate will have acquired the following competence:
Knowledge:
will have in depth knowledge of theories in strategy, innovation and product development,
brand strategy, customer strategy, and organization of marketing
will have the ability to identify critical strategic and managerial issues related to marketing
will have the ability to evaluate the applicability of various methods and process in research
with firms as the unit of analysis
Skills:
can critically evaluate research in marketing strategy and management
can identify, summarize and communicate issues for marketing practice
can identify and rigorously formulate unresolved and relevant research topics within the field
of marketing strategy and management
can develop an appropriate research design for research within the field of marketing strategy
and management
General competence:
Can appreciate the complexity and importance of marketing strategy and management from
both a theoretical and a practical perspective
2. CONTENT
Marketing strategy and management is the study of organizational-level factors in marketing
and their impact on a variety of types of firm performance, including financial, innovation,
speed, and customer attitudes such as satisfaction and loyalty. The unit of analysis in the
marketing strategy and management area is the firm.
The course starts with a review and discussion of the concepts of strategy and marketing
strategy. Strategy in the field of management theory originates and has developed in several
disciplines where two are more distinct. One being the theories of organizations and the other
being theories of industries and economic environment in which the firm operate. This
reflects the major purpose of strategy which is to organize a firm in order to exploit
opportunities and avoid threats in the environment (i.e. markets) and to achieve superior
return on invested resources over a longer period of time. Marketing strategy is closely
connected to overall strategy, but has a unique contribution to the field of strategy first and
foremost through the concept of segmentation (i.e. market heterogeneity) and market
positioning. The first topic in the course is composed of central articles pertaining to theories
of organizations, industrial economics and how this relates to marketing strategy.
The second part of the course is devoted to the role of marketing in innovation and new
product development. Marketing plays an important role in terms of interpreting customers
and competitors in the market place and the transformation of such market insight to the
development of competitive and valuable products and services. As markets and technologies
become global marketing is required to have a global approach to developing and
implementing marketing strategies. The interplay between marketing resources and
technology resources is of vital importance in developing profitability and sustainable
advantages.
The third sequence of the course is related to customer strategy. How firms connect and
interact with their customers through sales and service employees, internet, physical stores,
and other contact channels has also received vast attention in both business and academia. For
example how companies acquire, retain and develop customer relationships have major
effects on profitability and sustainability. Managing and developing the economic value of
customer portfolios is of utmost strategic importance to many companies.
How firms communicate with their customers has received immense attention in both
business and academia. For example, employing existing brands in facilitating marketing of
new products has proven to be very effective. And the economic value of well-known brands
is today substantial more valuable than any other types of resources companies possess.
Related to branding is also the important issue of corporate social responsibility and the
reputation of the company among not only customers, but also the public at large, politicians,
investors and other significant stakeholders. Brand (and communication) strategy constitutes
the fourth part of the course.
The last sequence of the course is devoted to how companies organize marketing. How
companies actually organize their marketing activities is of critical importance and creates a
number of questions that receives academic attention. Becoming and staying market oriented
is a research topic that has been widely addressed in the last couple of decades. Related to this
is how organizations should be designed in terms roles, competencies and responsibilities. In
spite of the critical importance of organizing marketing within the organization, the topic has
received only marginal attention in the fields of marketing and management in general.
Existing theories in the form of published scientific articles is therefore more limited on this
topic than the other topics covered. Exploring possible research ideas with high potential in
terms of theory development is therefore of particular importance in this sequence of the
course.
3. TEACHING AND LEARNING STRATEGIES
The teaching and learning format of the course is weekly seminars and workshops. Workshops
and seminars will aid students in developing their knowledge, skills and competencies identified as
course objectives. In order to acquire knowledge in the forefront of marketing strategy and
management, and to be able to assess the relevance and application of scientific methods within the
field, discussions of course readings will be done in a seminar format. For each seminar meeting a
limited number of required readings will be assigned and in order to achieve course objectives
each participant is expected to read all the required readings prior to the meeting and be able
to comment upon them during the discussion. The assigned readings will be presented by the
participants where the presenter is expected to provide an overview of the articles, their main
contributions, critical comments, methodological issues (for empirical articles), future
research ideas, and to formulate 3 topics for discussion in class and lead the discussion.
In order to be able to contribute with new knowledge to marketing strategy and management
theory, students will work on their own research ideas which they will present for each other and
the course instructor during workshops throughout the semester. All students are expected to develop
their own ideas as well as comment on the other students’ research ideas. The course instructor will
facilitate discussions and help students develop their ability to critical thinking and to develop and
adjust their own research ideas in a learning environment.
4. ATTENDANCE
Participation in seminars and workshops is mandatory.
5. ASSESSMENT
Assessment requirements during the course:
Students must prepare 3-5 short memos (2-4 pages) of one of the assigned readings for each
seminar. The memo should outline the main objectives of the article, theoretical proposition,
methods (if empirical), and implications for marketing managers. Present 3-5 discussion
points that we can address in the seminar.
Students are expected to be prepared and participate in discussions of all the assigned
readings.
Students will write and present for class one short, two-page research idea paper.
Students are required to comment in writing and in discussion on the research idea paper of
other students, thus experiencing engagement in peer-review processes.
Final assessment
After presenting and discussing their ideas for a final research proposal, each student must develop the
idea and write it up as a research manuscript paper in the format of an article ready for submission to a
peer reviewed journal or academic conference. This includes conceptual proposition, identification of
a research problem, hypothesis development, research design, sampling plan, measurement
instruments, and choice and justification of analysis methodology. A major goal of the final research
proposal is to develop a complete research plan such that one is prepared to collect data. The paper
should be written in the format of one of the top journals in the field (Journal of Marketing, Marketing
Science, or Journal of Marketing Research), and be no longer than 3000 words in length. The final
proposal is due at the end of the semester, and the course is concluded with a seminar where all
students present their research proposals for fellow students and faculty. Following the presentation,
students will be informed of whether their proposal is assessed “passed”. If the assessment is “failed”
students will get the opportunity to re-write the proposal based on comments and feedbacks from the
audience at the presentation and given a due date for the revised proposal.
EVALUATION
To pass the course, students must pass all the requirements listed under “assessment during the
course” as well as the final assessment. Students will receive feedback on their performance from the
instructors continuously throughout the semester.
If the participants do not submit the term paper at the completion of the course they will not be
credited for the course.
Learning support
All available support is allowed.
6. REFERENCES (preliminary)
The course has a required reading list of about 1000 pages in total.
Seminars and readings
Term paper: We want you to develop the term paper in the following structure:
The topic (idea)
Argument for relevance and need for new knowledge
Independent variable(s), dependent variable and the mediating mechanism (the causal
explanation). If relevant, also think of a moderator (conditions for the causal effect to
be strong or weak).
The independent variable (at least one of them) should be a managerial decision
variable.
Think about the variation on the variables (high-low values and what it means)
How your proposition is linked to current knowledge (theories and literature on the
subject) and how your work fills a knowledge gap
Think about how you can empirically test your proposed theoretical model
Part 1: The concepts of strategy and marketing strategy
What is a market?
What is strategy?
What is marketing strategy?
Research in marketing strategy?
Levitt, Theodore (1960), Marketing Myopia, Harvard Business Review, July-August, 45-
56.
Michael Porter (1996), “What is Strategy,” Harvard Business Review, November-
December, 59-79.
Day, George and Robin Wensley (1988), “Assessing Advantage: A Framework for
Diagnosing Competitive Superiority,” Journal of Marketing, 52 (April), 1-20.
Margareth A. Peteraf (1993), “The cornerstone of competitive advantage: A resource-
baced view,” Stategic Management Journal, 1993, Vol 14, 171-191.
Dickson, Peter R. (1992), “Toward a General Theory of Competitive Rationality,” Journal
of Marketing, 56 (January), 69-83.
Dickson, Peter R. and J..L.Ginter (1987), “Market segmentation, product differentiation,
and Marketing strategy,” Journal of Marketing, Vol. 51 April, 1-10
Recommended readings:
Coase, R. H. (1937), “The Nature of the Firm,” in Readings in Price Theory, George J.
Stigler and Kenneth E. Boulding (eds.), Chicago, IL: Irwin, 331-351.
Varadarajan, Rajan (2010), “Strategic marketing and marketing strategy: domain,
definition, fundamental issues and foundational premises,” Journal of the Academy of
Marketing Science, Vol 38:119–140.
Rumelt, Richard (1991), “How Much Does Industry Matter?” Strategic Management
Journal, Vol.12, 167-185.
Hoskisson, Robert, Hitt, Michael, Wan, William and Yiu, Daphne (1999), “Theory and
research in strategic management: Swings of a pendulum,” Journal of Management, Vol
25, no 3, 417-456.
Part 2: Brand strategy
What is a brand?
What is brand extension?
Research in brand strategy?
Sujan, Mita and James Bettman (1989), “The Effects of Brand Positioning Strategies on
Consumers’ Brand and Category Perceptions: Some Insight from Schema Research,”
Journal of Marketing Research, Vol XXVI (November), 454-67.
Berthon, Pierre (2003), “Understanding and Managing the Brand Space,” MIT Sloan
Management Review, Volume 44, Issue 2 (Winter), 49-55.
Völckner, Franziska; Sattler, Henrik (2006), “Drivers of Brand Extension Success,“
Journal of Marketing, Vol. 70, Issue 2, p18-34.
Oliver, R. L. (1999). Whence Consumer Loyalty? Journal of Marketing, 63 (Special
Issue), 33-44.
.
Puzakova, Marina; Hyokjin Kwa; Joseph (2013), “When Humanizing Brands Goes
Wrong: The Detrimental Effect of Brand Anthropomorphization,” Journal of Marketing,
77 Issue 3, p81-100
Sood, Sanjay; Keller, Kevin Lane (2012), ”The Effects of Brand Name Structure on Brand
Extension Evaluations and Parent Brand Dilution,” Journal of Marketing Research, 49
Issue 3, p373-382.
Recommended reading:
Roedder John, Deborah, Barbara Loken, and Christopher Joiner (1998), The Negative
Impact of Extensions: Can Flagship Products be Dilluted?” JM, vol 62, 19-32
Keller, Kevin Lane and Sanjay Sood (2003), “Brand Equity Dilution,” MIT Sloan
Management Review, Volume 45, Issue 2 (Fall), 12-15.
Keller, Kevin L.; Brian Sternthal; Alice Tybout (2002), “Three Questions You Need to
ask About Your Brand,” Harvard Business Review, September.
Kumar, Nirmalya (2003), “Kill a Brand,” Harvard Business Review, December, 86-95
Randall, Taylor, Karl Ulrich, David Riebstein (1998), “Brand Equity and Vertical Product
Line Extent,” Marketing Science, Vol 17, No 4, 356-379
Part 3: Innovation
(Lectures will be organized as full day seminars)
The role of marketing in innovation and new product development (or the role of
innovation and NPD in marketing)
This part is taught/supervised by Per Egil Pedersen during two sessions on September 30
and October 7. There are 5 “sub-subjects” touched upon: The relationship between
innovation research and marketing research, Adoption and diffusion research, Research on
market orientation and innovation, Customer involvement and co-creation research and
finally, Service innovation research. The first two of these will be discussed on September
30, the rest on October 7.
Below you find the required and recommended readings for each sub-subject. Please note
that for each session, a student is required to prepare one of the articles and either prepare
to present it and lead the discussions of that article or be a discussant with me in class. The
name of the student is indicated below for the relevant article. The readings are organized
in two categories. Required readings are recent, highly relevant articles representing the
“state of the art” or “current perspective” on a subject. In the recommended readings you
find some of the classic articles on the subject. Often, reading the classics is necessary to
understand how the subject has evolved.
September 30: Innovation research meets marketing strategy research (review
studies)
Required readings:
Fagerberg, J., Fosaas, M., & Sapprasert, K. (2012). Innovation: Exploring the knowledge
base. Research policy, 41(7), 1132-1153.
Rubera, G., & Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A
meta-analytic review and theoretical integration. Journal of Marketing, 76(3), 130-147.
(Prepared by (presenter/discussant) Yi Lin)
Recommended, but not required readings:
Alina B. Sorescu and Jelena Spanjol (2008), “Innovation’s Effect on Firm Value and
Risk: Insights from Consumer Packaged Goods,” Journal of Marketing, Vol. 72 March,
114–132.
September 30: Adoption and diffusion research (theoretical models and empirical
studies)
Required readings:
Peres, R., Muller, E., & Mahajan, V. (2010). Innovation diffusion and new product growth
models: A critical review and research directions. International Journal of Research in
Marketing, 27(2), 91-106. (Prepared by (presenter/discussant) Mohammad Yahya)
Venkatesh, V., Thong, J. Y., & Xu, X. (2012). Consumer acceptance and use of
information technology: extending the unified theory of acceptance and use of technology.
MIS quarterly, 36(1), 157-178.
Recommended, but not required readings:
Moore, G. C., and Benbasat, I. (1991) “Development of an Instrument to Measure the
Perceptions of Adopting an Information Technology Innovation,”Information Systems
Research, Volume (2:3) September, 192-222.
Davis, F. D., Bagozzi, R. P., and Warshaw, P. R. (1992), “Extrinsic and Intrinsic
Motivation to Use Computers in the Workplace,” Journal of Applied Social Psychology
(22:14), pp. 1111- 1132.
October, 7: Market orientation and innovation (review and empirical studies)
Required readings:
Kirca, A. H., Jayachandran, S., & Bearden, W. O. (2005). Market orientation: a meta-
analytic review and assessment of its antecedents and impact on performance. Journal of
marketing, 69(2), 24-41.
Im, Subin and P. Workman Jr (2004), “Market Orientation, Creativity, and New Product
Performance in High-Technology Firms,” Journal of Marketing, Volume 68, (April), 114-
132.
October, 7: Customer involvement in innovation and co-creation (perspective and
empirical studies)
Required readings:
Kristensson, P., Gustafsson, A., & Archer, T. (2004). Harnessing the creative potential
among users*. Journal of product innovation management, 21(1), 4-14.
Oliveira, P., & von Hippel, E. (2011). Users as service innovators: The case of banking
services. Research Policy, 40(6), 806-818.
Prahalad, C. K., & Ramaswamy, V. (2004). Co‐creation experiences: The next practice in
value creation. Journal of interactive marketing, 18(3), 5-14.
Recommended, but not required readings:
Griffin, A, and JR Hauser. (1993). "The voice of the customer". Marketing science 12
(1):1-27.
Ulwick, Anthony (2002), “Turn Customer Input Into Innovation,” Harvard Business
Review, Volume 80, January, 91-97.
October, 7: Service innovation research (review, perspectives and empirical studies)
Required readings:
Carlborg, P., Kindström, D., & Kowalkowski, C. (2014). The evolution of service
innovation research: a critical review and synthesis. The Service Industries Journal, 34(5),
373-398.
Vargo, S. L., Wieland, H., & Akaka, M. A. (2015). Innovation through
institutionalization: A service ecosystems perspective. Industrial Marketing Management,
44, 63-72. (Prepared by (presenter/discussant) Kristin Bentsen)
Gebauer, H., Gustafsson, A., & Witell, L. (2011). Competitive advantage through service
differentiation by manufacturing companies. Journal of Business Research, 64(12), 1270-
1280. (Prepared by (presenter/discussant) Mesay Shanka)
Lovelock, C., & Gummesson, E. (2004). Whither services marketing? In search of a new
paradigm and fresh perspectives. Journal of service research, 7(1), 20-41.
Perks, H., Gruber, T., & Edvardsson, B. (2012). Co‐creation in radical service innovation:
a systematic analysis of microlevel processes. Journal of Product Innovation
Management, 29(6), 935-951.
Recommended, but not required readings:
Lovelock, Christopher H. (1983), Classifying Services to Gain Strategic Marketing
Insights,” Journal of Marketing, 47, Summer 9-20.
Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: an extension and update of
service-dominant logic. Journal of the Academy of Marketing Science, 44(1), 5-23.
Part 4: Customer Strategy
Defining customer portfolio value as the overall goal (CPV)
Measuring customer lifetime value (CLV) and customer portfolio value (CPV)
Changing customer attitudes and behavior to increase CLV and CPV
Customer marketing strategy (acquisition, retention and scope) concepts
Johnson, Michael and Fred Selnes (2004), “Customer Portfolio Management: Toward a
Dynamic Theory of Exchange Relationships,” Journal of Marketing, Volume 68, no. 2,
(number 2), 1-17.
Homburg, Christian, Viviana v. Steiner, and Dirk Totzek, (2009), “Managing Dynamics in
a Customer Portfolio,” Journal of Marketing, Sep, Vol. 73, p70-89.
Fornell, Claes; Sunil Mithas,; Forrest V. Morgeson III, and M.S Krishnan, (2006),
“Customer Satisfaction and Stock Prices: High Returns, Low Risk, Journal of Marketing,
Jan, Vol. 70 Issue 1, p3-14.
Berger, Paul D. and Nadal Nasr (1998), “Customer Lifetime Value – Marketing Models
and Applications”, Journal of Interactive Marketing, vol. 12, number 1.
Reinartz, Werner; Thomas, Jacquelyn S.; Kumar, V. (2005), “Balancing Acquisition and
Retention Resources to Maximize Customer Profitability,” Journal of Marketing, Vol. 69
Issue 1, p63-79.
Liu, Yuping, (2007), “The Long-Term Impact of Loyalty Programs on Consumer
Purchase Behavior and Loyalty,” Journal of Marketing, Vol. 71, October 2007, 19-35.
Stahl, Florian; Mark Heitman, Donald lehman and Scott Neslin (2012), “The Impact of
Brand Equity on Customer Acquisition, Retention and Profit Margin,” Journal of
Marketing, Vol. 76, July, 44-63
You, Ya; Gautham G. Vadakkepatt, & Amit M. Joshi (2015), “A Meta-Analysis of
Electronic Word-of-Mouth Elasticity,” Journal of Marketing, Vol. 79March, 19-39
Harmeling, Colleen M. et al. (2015), «Tranformational Relationship Events,» Journal of
Marketing, Vol. 79, September, 39-62.
Tuli, Kapil R., Ajay Kohli, and Sundar Bharadwaj, (2007), ”Rethinking customer
solutions: From Product bundles to relational processes,” Journal of Marketing, 71, July,
1-17
Recommended readings:
Bolton, R. N., & Lemon, K. N. (1999), “A Dynamic Model of Customers' Usage of
Services: Usage as an Antecedent and Consequence of Satisfaction,” Journal of
Marketing Research, 36 (May), 171-186.
Homburg, Christian; Koschate, Nicole; Hoyer, Wayne D. (2005), “Do Satisfied
Customers Really Pay More? A Study of the Relationship Between Customer Satisfaction
and Willingness to Pay,” Journal of Marketing, Vol. 69 Issue 2, April, 84-96
Dyer, Jeffrey H and Singh, Habrir (1998), “A Relational View: Cooperative Strategy and
sources of interorganizational competitive advantage,” Academy of Management Review,
vol. 23, No 4, 660-679
Håkansson, Håkan and Snehota, Ivan (1989), “No business is and island: The network
concept of business strategy,” Scandinavian Journal of Management, vol 5, no 3, 187-200
Palmatier, Robert W.; Dant, Rajiv P.; Grewal, Dhruv; Evans, Kenneth R. (2006), “Factors
Influencing the Effectiveness of Relationship Marketing: A Meta-Analysis,” Journal of
Marketing, Oct2006, Vol. 70 Issue 4, p136-153
Sivakumar, K; Mei Li, & Beibei Dong (2014), “Service Quality: The Impact of
Frequency, Timing, Proximity, and Sequence of Failures and Deligths,” Journal of
Marketing, Vol. 78, January, 41-58.
Garnefeld, Ina; et al. (2013), “Growing Existing Customers’ Revenue Streams through
Customer Referral Programs,” Journal of Marketing, Vol. 77, July, 17-32.
Kumar, V.; Andrew Petersen, & Robert P. Leone (2013), “Defining, Measuring, and
Managing Business Reference Value,” Journal of Marketing, Vol. 77, January, 68-86.
Part 5: Organizing marketing
What is market orientation?
How is marketing organized within a firm?
What are the major challenges in organizing marketing?
Srivastava, Rajendra, T. Shervani and Liam Fahey (1998), “Market-Based Assets and
Shareholder Value: A Framework for Analysis,” Journal of Marketing, January.
Kohli, Ajay K. and Bernard J. Jaworski (1990), “Market Orientation: The Construct,
Research Propositions, and Managerial Implications," Journal of Marketing, 54 (April), 1-
18.
Kirca, Ahmet H., Satish Jayachandran, and William O. Bearden (2005), “Market-
Orientation: A Meta-Analytic Review and assessment of its Antecedents and Impact on
Performance,” Journal of Marketing, 69 (April), 24-41.
Morgan, Neil A., Douglas W. Vorhies, and Charlotte H. Mason (2009), “Market
Orientation, Marketing Capabilities, and Firm Performance,” Strategic Management
Journal, 30, 909-920.
Day, George (2006), “Aligning the Organization with the Market,” MIT Sloan
Management Review, Vol. 48 No 1, 41-49.
--
Homburg, Christian and Ove Jensen (2007), “The Thought Worlds of Marketing and
Sales: Which Differences make a Difference?” Journal of Marketing, 71, 124-142.
Homburg, Christian; Jensen, Ove; Krohmer, Harley (2008), “Configurations of Marketing
and Sales: A Taxonomy,” Journal of Marketing, Vol. 72 Issue 2, p133-154.
Goetz, Oliver, Ann-Kristin Hoeltrer, and Manfred Krafft (2013), “The Role of Sales and
Marketing in Marketing-Oriented Companies,” Journal of Personal Selling and Sales
Management, 33, 353-371.
--
Kennedy, Karen Norman, Jerry R. Goolsby and Eric J. Arnould (2003), “Implementing a
Customer Orientation: Extension of Theory and Apllication,” Journal of Marketing,
Volume 67, (October), 67-81.
Day, George (2006), “Aligning the Organization with the Market,” MIT Sloan
Management Review, Vol. 48 No 1, 41-49.
Feng, Hui, Neil A. Morgan, and Lopo L. Rego (2015), «Marketing Department Power and
Firm Performance, Journal of Marketing, 79, 1-20.
--
Part 6: Paper workshop
Students present and discuss term paper.
Additional Readings
A list of additional required readings will be provided at the beginning of the course. These
additional required readings will address recent relevant publications illustrating the forefront
of research within the field of marketing strategy and management.
In addition, the following textbooks may be useful for future reference:
Cravens, David M. and Nigel F. Piercy (2005), Strategic Marketing, McGraw-Hill, New York
Cook, Karen S. (1987), Social Exchange Theory. Newbury Park, CA: Sage Publications Inc.
Thompson, James D. (1967), Organizations in Action. New York, NY: McGraw-Hill Book
Co.
Arrow, Kenneth J. (1974), The Limits of Organization. New York, NY: Norton.
Pfeffer, Jeffrey and Gerald R. Salancik (1978), The external Control of Organizations: A
Resource Dependence Perspective. New York, NY: Harper & Row Publishers.
Blau, Peter M. and Richard W. Scott (1962), Formal Organizations: A Comparative
Approach. San Francisco, CA: Chandler Publishing Company.
Galbraith, Jay R. (2009), Designing Matrix Organizations That Actually Work: How IBM,
Procter & Gamble and Others Design for Success, Jossey-Bass, A Wiley Imprint, San
Fransico.
Galbraith, Jay R. and Robert K. Kazanjian (1986), “Organizing to Implement Strategies of
Diversity and Globalization: The Role of Matrix Designs,“ Human Resource Management,
Vol. 25, Number , 37-54.
Time Schedule (9.00-12.00)
Day Subject Professor
Sept 2 Strategy FS
Sept 9 Strategy FS
Sept 16 Brand FS
Sept 23 Brand FS
Sept 30 Innovation PEP There will be full day seminars
October 7 Innovation PEP There will be full day seminars
October 14 No class
October 21 Customer Strategy FS
October 28 Customer Strategy FS
November 4 Customer Strategy FS
November 11 No class
November 18 Organizing Marketing FS
November 25 Organizing Marketing FS
December 2 Paper workshop FS Students present and discuss
December 9 No class
December 16 Paper workshop FS Students present and discuss