DOCSLIB.ORG

Collaborative Marketing for Small Farms ▪ ▪ ▪ ▪ ▪ SELLING and WORKING TOGETHER for PROFITABILITY

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Collaborative Marketing for Small Farms ▪ ▪ ▪ ▪ ▪ SELLING and WORKING TOGETHER for PROFITABILITY Collaborative Marketing for Small Farms ▪ ▪ ▪ ▪ ▪ SELLING AND WORKING TOGETHER FOR PROFITABILITY INTRODUCTION Collaborative marketing is a realistic Generally, small farms should consider solution for small- to mid-size farms that are temporary, limited-scale collaborative seeking access to larger markets, but are projects before developing substantial unable to individually serve such accounts. business agreements. Such arrangements In collaborative marketing, several like- can be a simple as consignment sales, or as minded producers join together formally to complex as a corporation dedicated to market and distribute farm products, but marketing and distribution. not necessarily under the governance or control of a cooperative. The range of farm products that can be sold through a collaborative group is as diverse SUCCESS FACTORS IN COLLABORATION as the farms themselves: meats, vegetables, Communication: All producers in a forest products, fruits, grains, flowers, collaborative group are known to each other. nursery & greenhouse products, cheeses They discuss issues and opportunities regularly, openly, and honestly. and other dairy products, and livestock. Enhanced market opportunities: The farm Collaborative marketing may influence marketing group should be providing access many areas of your farm. By choosing to to a new buyer or a larger-scale customer. market jointly with other farms, you will Another opportunity would be to access a adjust your planting intentions, harvesting more profitable market channel, maintain a and storage techniques, crop schedule, consistent product supply, reduce risk for a certifications, buyer relationships and many particular buyer, or promote a marketing other farm office decisions. It is not a advantage shared by several farms. decision to be taken lightly. In fact, Improved bottom line: The farm marketing establishing some type of business collaboration demonstrates its strength in collaboration may be one of the more economic terms, with reduced labor and complicated decisions you will make for advertising expenses. your farm. Written terms and agreements: The terms The financial bottom line for family farms is of the collaboration are spelled out in a profitability. Collaborative marketing could written agreement, with limited legalese, reduce your marketing expenses, but it clear terminology, and specific terms. The might not make your farm profitable agreement should be thorough, and easily overall. Fortunately, there are ways for you understood by all the collaborators. to collaborate with other farms for trial Like-mindedness: The essence of periods to assess the economic strengths or collaborative marketing is in having both weaknesses. The opportunities opened up shared goals and shared values, not just through multi-farm marketing need to be being located in the same town or county. tempered with good agreements and Collaborating farms have to agree on the procedures. principles of their marketing strategy as well as how it is executed and how success is to be measured. Creating a Collaborative Marketing Strategy ▪ ▪ ▪ ▪ ▪ DEFINE THE WHO AND WHY DEFINE THE WHEN Farms considering Collaboration requires various individuals to Collaborative business ventures between collaborative work together. The first question to answer farms often have a start date, but less marketing should is exactly who is collaborating. The attention is given to the end date. The end define basic questions of who, worksheet included at the end of this guide of a collaboration can be planned or the why, what, when, gives you a place to write down the names result of changed circumstances or and how the and roles of the participating farm owners. disinterest from one of the parties. collaboration will work. The “why” of collaboration can be trickier. Most collaborations will experience Clearly defined business objectives are the disagreements, and when they do, a dispute key, since it is more than just physical resolution process, or a termination plan can proximity that would draw two or more keep the parties from resorting to litigation. farms to work as one in marketing. The Whether the entity is developed as a joint rationale for collaboration should be clear, venture or a formal corporate structure, part and how it is preferable by the collaborators of forming an effective venture is knowing compared to individual marketing. how to renew, re-affirm, or possibly end it when necessary. Some reasons for collaboration include: .Reduce individual farm marketing DEFINE THE HOW expenses by dividing a single larger-scale This publication introduces several options marketing opportunity across multiple for collaborative marketing. The exact farms arrangements that will make sense for your .Meet expectations of a new buyer and to farm will be borne out of your own specific reduce their risk, while reducing risk to a circumstances. When you are making participating farm preliminary plans to market cooperatively with other farms, discuss your intentions .Maintain product availability by dividing with an independent advisor and production across several farms professionals familiar with your type of farm. .Maximize a marketing advantage shared The discussion and note taking will help by the participating farms answer questions and point you in a DEFINE THE WHAT profitable direction. A collaboration may only involve a select number of products from your farm, or only one product. The products to be marketed from your farm should be explicitly documented, along with quantities, grade, and units. Examples: .Cabbage, three deliveries from mid- August to end of September, U.S. No. 1, 1 lb. minimum per head, 150 heads per delivery, total 450 lbs. .Tomatoes, mixed color, 20-lb boxes, 12 boxes each week July 1 to September 30. .Raspberries, ripe, 50 half-pint cartons delivered on August 16, August 30, September 10, September 18, and September 30, 250 cartons total. 2 Collaborative Marketing Business Structures ▪ ▪ ▪ ▪ ▪ One of the first things many producers assume is that they need to organize a “cooperative” It is for multiple farms to sell together; this is not true. There are several collaboration important to approaches available to farms. Collaborative marketing business structures range from very understand the simple, contract-like agreements to the formation of new corporations. Something as basic collaboration simple as a consignment agreement allows one farm to sell through another’s market business channels. In other cases, it is better to form a full corporation, cooperative, or partnership. structures, along More complicated options take longer to form and involve many legal, business, liability, with their advantages and and taxation considerations. Many small farms will benefit from starting with basic disadvantages, agreements (such as a joint venture or consignment), maintaining independence as an before individual farm, before committing to a more lasting business structure. committing to one over another. The simplest way for two farms to work together in marketing is for one farm to purchase directly from another. If this basic commerce relationship is not adequate for the objectives of each farm, then the farms can consider more formal collaboration options. It is important to understand the basic collaboration business structures, along with their advantages and disadvantages, before committing to one over another. Initiative Collaboration Options to Consider .Joint venture agreement among farms Farms join to supply institutions or .Cooperative formation wholesale buyers .LLC formation .Joint venture agreement among farms Multi-farm CSA .LLC formation .Cooperative formation .Wholesale purchase from partnering Farm market stand sourced farms from multiple farms .Consignment sales .Joint venture agreement among farms .LLC formation Farmer-run processing facility .Corporation structure (profit or not-for profit) .LLC formation .Cooperative formation Food hub .Corporation structure (profit or not-for profit) .Wholesale purchase from partnering Aggregation of product for urban delivery farms .Joint venture agreement among farms New product offering from several .Joint venture agreement among farms small farms .Cooperative formation 3 CONSIGNMENT SALES JOINT VENTURE AGREEMENT Consignment is a common means of selling It is helpful to think of a joint venture as a farm goods on a small scale. Selling by limited-term project, but with more consignment involves a written agreement business and legal rigor than a mere to advertise, display, and sell your product at handshake or verbal agreement. A joint a market you do not own. As the producer, venture is an enterprise created by two or you would still own the product, but the more farms, or between a farm and another other farm would sell it for you. In the business, for a limited purpose and usually consignment agreement, the original with a profit motive. The written producer retains ownership of the product agreement formalizes the expectations of until it sells through the farm stand or store. each farm as well as the duration of the arrangement (anywhere from a few months To make the most of consignment, both the to a few years) after which it terminates or producer and the farm stand owner have to is altered. The farms remain independent maintain good, updated records. Both from each other, except as agreed to in the parties must document all aspects of sales joint venture document. The joint venture and inventory. The producer needs to agreement
Load more

Recommended publications
  • Lake Placid Region Marketing Plan (2021)
    Lake Placid v. 21.01.22 ROOST RST p.4 Destination Marketing DM p. 22 Lake Placid LP p. 72 CONTENTS Foreward 4 About ROOST 6 ROOST Team 8 A Look Back 10 Performance 12 Snapshot 10 NYS Toursim Economics 14 Overview 16 SWOT Analysis 18 Communty Engagement 19 Research 19 Destination Management `20 Diversity, Equity, and Inclusion 21 Destination Marketing 22 Destination Marketing Area Map 24 Traveler Cycle 26 Marketing Methods 28 Regional Programming 36 Marketing Regions 42 Lake Placid 56 Glossary 114 FOREWARD 4 | Executive Summary RST EXECUTIVE SUMMARY Even though 2020 has been a year of unique and historic challenges, the Adirondack region has fared well We have found our successes in working with community residents, businesses, governments, and visitors during this unprecedented time ROOST reorganized staff, reconstructed the program of work, and adjusted budgets to increase efficiencies and productivity in 2020 The ROOST 2020 program of work was appropriately reshaped for this unique year The team created “Pathway Forward,” an initiative with the mission of reopening the tourism economy in a way that kept the safety of our residents the priority, while speaking to the traveler with appropriate messaging As we plan for 2021, we will start to move from a destination marketing organization (DMO) to a Destination Marketing and Management organization (DMMO) We will start the process to create a vision and a road map that will develop an overall positioning and implementation strategy for the future of the visitor economy in all of our regions We will continue to focus on the safety and economic health of our communities using new and creative marketing initiatives to speak to the newly reinvented travel market Our outdoorsy, community-driven, fun, creative, passionate, and dog-friendly team are excited to tackle 2021! Thank you for your support, James B McKenna, CEO Regional Office of Sustainable Tourism Executive Summary | 5 RST ABOUT ROOST The Regional Office of Sustainable Tourism/Lake Placid Convention and Visitors Bureau is a 501c6 not-for- profit corporation.
    [Show full text]
  • Essentials of Marketing Chapter 2 Marketing Strategy Planning
    Essentials of Marketing Chapter 2 Marketing Strategy Planning McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. At the end of this presentation, you should be able to: 1. Understand what a marketing manager does. 2. Know what marketing strategy planning is—and why it is the focus of this book. 3. Understand target marketing. 4. Be familiar with the four Ps in a marketing mix. 5. Know the difference between a marketing strategy, a marketing plan, and a marketing program. 2–2 At the end of this presentation, you should be able to: 6. Be familiar with the text’s framework for marketing strategy planning—and why it involves a process of narrowing down from broad opportunities to the most attractive marketing strategy. 7. Know four broad types of marketing opportunities that help in identifying new strategies. 8. Understand why strategies for opportunities in international markets should be considered. 9. Understand the important new terms. 2–3 The Management Job in Marketing (Exhibit 2-1) Whole-Company Strategic Marketing Management Planning Planning Control Marketing Plan(s) Implement Marketing and Program Plan(s) and Program 2–4 What is a Marketing Strategy? (Exhibit 2-2) The The marketingmarketing mix mix TARGET MARKET 2–5 Selecting a Marketing-Oriented Strategy Is Target Marketing (Exhibit 2-3) The marketing mix Production-oriented manager sees Marketing-oriented manager sees everyone as basically similar and everyone as different and practices “mass marketing” practices “target marketing” 2–6 An Application of Target Marketing 2–7 Developing Marketing Mixes for Target Markets (Exhibit 2-4) The marketing mix TARGET MARKET 2–8 The Product Element of the Marketing Mix Courtesy of Clear Blue Inc.
    [Show full text]
  • Branding Strategies for Social Media Marketing
    Expert Journal of Marketing, Volume 4, Issue 2, pp.77-83, 2016 © 2016 The Author. Published by Sprint Investify. ISSN 2344-6773 Marketing.ExpertJournals.com Branding Strategies for Social Media Marketing Simona VINEREAN* Sprint Investify Research Unit Companies are increasingly recognizing the value of social media marketing for their implication in developing and increasing the value of a brand in online environments. As a result, companies devote time and effort to engage with current and potential consumers on social media platforms and co-create of value with brand advocates. This study focuses on social media marketing as part of digital inbound marketing, its uses for organizations and its potential for branding in online settings. These brand-related social media tactics and strategies involve initiatives such as ongoing business-to-consumer conversations, content that is created and shared on social media, consumer engagement experiences, and a brand persona that invites consumers to co-create the brand in online settings, it promotes interaction, participation, and collaboration with consumers. This study concludes with some recommendations on future research. Keywords: social media, branding strategy, digital inbound marketing, brands, content marketing, social media marketing, value co-creation JEL Classification: M31, O33, M39 1. Introduction Ha (2008) identified the Internet as the fastest growing advertising medium of this decade. Moreover, the internet represents a pull medium because consumers get the opportunity to choose the content and the brands they follow and interact with. In pull marketing, companies are seeking to capture the interest of customers who are already seeking information, advice, a product or a service (Smith and Chaffey, 2013).
    [Show full text]
  • The Keys to the Co-Branding Agreement As a Marketing Strategy
    Intellectual Property Area THE KEYS TO THE CO-BRANDING AGREEMENT AS A MARKETING STRATEGY Eva Gil Rincón, Lawyer. 12th February 2021 What is co-branding? A co-branding or brand alliance agreement is a marketing agreement whereby two or more companies, usually non-competitors, decide to join forces to support each other and gain market strength by boosting the profitability and value of their brands. Co-branding isa not a statutory contract (“contrato típico”). Its origin is not clear, but many believe that it was born in the 50's1, when the well-known Renault car brand and Van Cleef and Arpels Jewellery Shop joined forces to launch a new car model that incorporated a steering wheel covered in jewellery. Based on this successful alliance, collaboration between brands is a regular feature in the market, whether for a specific sales promotion or to mark out a long-term commercial strategy. What are the benefits of co-branding? On a contractual level, co-branding could be assimilated to a trademark cross-licensing agreement. The commercial objectives of this type of collaboration can be multiple, but the common denominator of all of them is to obtain mutual benefit. In other words, it is a matter of achieving a win-win scenario for all parties. Working and advertising with the support of a co-branding agreement can be a brilliant marketing strategy. Partner companies join forces to gain access to a new audience or new markets through the use and exploitation of their respective brands. As we will see, co-branding is a very recurrent option for large consumer brands, but it can also be especially useful for SMEs or start-ups that need support to make their products known to the public.
    [Show full text]
  • The All-England Destination Marketing Strategy: a New Approach
    The All-England Destination Marketing Strategy: A New Approach The All-England Destination Marketing Strategy: A New Approach The All-England Destination Marketing Strategy: A New Approach 2 An integrated marketing strategy will enable 1. Introduction destinations at all levels in England to promote their unique assets to maximum effect. These This strategy is owned and produced by destinations will benefit from a coherent the England Marketing Steering Group for approach that a robust national marketing VisitEngland and English destinations. It is framework will bring: cost efficiencies; reduced directional, not prescriptive and is to be used as duplication of effort; a more powerful a guide to bring together what can otherwise vaggregated voice; and more effective delivery. be a fragmented approach to the marketing of England and its constituent parts. The strategic objective outlined in the English Strategic Framework for Tourism is to increase 2. Strategic England’s share of global visitor markets. The main goals of a new, cohesive, better co-ordinated Objective All-England Destination Marketing Strategy are to: increase the value of English tourism; Increase England’s share of global visitor improve brand penetration; and deliver markets, focusing on priority audiences, long-term growth. destinations and themes. The Strategy suggests several key opportunities: • That we concentrate our effort on the 3. Aims earliest stage of the consumer journey, before the consumer has decided 3.1 Grow the value of tourism for England on their choice of destination by 5%+ per annum. • That we undertake improved dialogue 3.2 Proportionately increase UK residents’ with consumers as opposed to telling them tourism spend in England.
    [Show full text]
  • Marketing-Strategy-Ferrel-Hartline.Pdf
    Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Marketing Strategy Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
    [Show full text]
  • Domain, Definition, Fundamental Issues and Foundational Premises
    See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/225485091 Strategic Marketing and Marketing Strategy: Domain, Definition, Fundamental Issues and Foundational Premises Article in Journal of the Academy of Marketing Science · April 2010 DOI: 10.1007/s11747-009-0176-7 CITATIONS READS 177 46,568 1 author: Rajan Varadarajan Texas A&M University 122 PUBLICATIONS 11,724 CITATIONS SEE PROFILE Some of the authors of this publication are also working on these related projects: The Environmental Sustainability Imperative and Marketing: Chasms, Conundrums and Paradoxes View project All content following this page was uploaded by Rajan Varadarajan on 03 June 2014. The user has requested enhancement of the downloaded file. J. of the Acad. Mark. Sci. (2010) 38:119–140 DOI 10.1007/s11747-009-0176-7 CONCEPTUAL/THEORETICAL PAPER Strategic marketing and marketing strategy: domain, definition, fundamental issues and foundational premises Rajan Varadarajan Received: 20 April 2009 /Accepted: 24 September 2009 /Published online: 28 October 2009 # Academy of Marketing Science 2009 Abstract This paper proposes a domain statement for business is influenced by demand side factors and supply strategic marketing as a field of study and delineates certain side factors. issues fundamental to the field. It also proposes a definition for marketing strategy, the focal organizational strategy Keywords Strategic marketing . Marketing strategy. construct of the field, and enumerates a number of Competitive marketing
    [Show full text]
  • The Marketing Plan
    The Marketing Plan The most important part of a business plan is the Marketing Plan. To keep one’s business on course this plan must be geared toward the business’s mission—its product and service lines, its markets, its financial situation and marketing/sales tactics. ♦ The business must be aware of its strengths and weaknesses through internal and external analysis and look for market opportunities. ♦ The business must analyze its products and services from the viewpoint of the customer—outside-in thinking. What is the customer looking for and what does the customer want (benefits)? The business must gain knowledge of the marketplace from its customers. ♦ The business must analyze its target markets. What other additional markets can the business tap into and are there additional products or services the business can add? ♦ The business must know its competition, current and potential. By identifying the competitor’s strengths and weaknesses the business can improve its position in the marketplace. ♦ The business must make decisions on how to apply its resources to the target market(s). ♦ The business must utilize the information it has gathered about itself, its customers, its markets, and its competition by developing a written Marketing Plan that provides measurable goals. The business must select marketing/sales tactics that will allow it to achieve or surpass its goals. ♦ The business must implement the plan (within an established budget) and then measure its success in terms of whether or not the goals were met (or the extent to which they were). The Marketing Plan is an ongoing tool designed to help the business compete in the market for customers.
    [Show full text]
  • Product, Place, Price & Promotion -! Marketing Strategy
    Marketing – product, place, price & promotion !! Marketing strategy: the way marketing activities are put together to achieve the organisation’s aim for the brand. !! Marketing mix: set of manageable elements in a marketing plan, adjusted to implement the marketing strategy o! Product: ‘total product’ = core, actual & augmented !! What: physical good, services or experiences (others can include; events, person, political, cause- related, not-for-profit or experiences !! 3 competitive strategies = build a better product at the market price, build the same product at lower price & create a monopoly through customer franchise !! Product differentiation = create a monopoly over that segment of the market represented by their loyal customers; adding meaningful and valued differences to distinguish the product from the competition. •! Achieved through: product, services, personnel, channel, brand name/image or gaining speed and first mover advantages. !! Consumer product types: convenience, shopping, unsought goods & specialty !! Product line + product mix !! Brand = intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competitors. •! Through: attributes, benefits, values & personality •! Brand equity: brand awareness, preferences & loyalty (differential effect) •! Types: manufacturer, distributer, generic brand, co-branding & licensing !! New product development (NPD) strategy: obtain new products through acquisition or internal new-product development process (idea generation
    [Show full text]
  • Marketing Strategy Template
    MARKETING STRATEGY TEMPLATE START-UP ORGANISATION, PRODUCT OR SERVICE ACEVO/IG/Marketing Strategy/V3-DN 1 Executive Summary – rundown of what’s in the document (often completed last) Purpose Use this template to capture the key information that you need to develop a thorough marketing strategy. Then use the information that you collect, along with other *development tools, to build your marketing strategy. This template is divided into the following question sections: 1. Background 4 2. Market 5 3. Target Audience 6 4. Competition 7 5. Offering 8 6. Messages 9 7. Sales and Buying Process 10 8. Pricing 11 *Other development tools you may use: SWOT (strength, weakness, opportunities and threats) Pest(le) (external scan of the political, economical, social technological, legal and environment surroundings) Competition Analysis (external scan of what, and how others do business, their strengths & products) Environmental Scan (internal scan often used to considering the factors that will influence the direction and goals of your organization) Scenario Planning (often used to assess what if actions) Psychometric/Personality Assessment (often used internally to gauge behaviour, identify hidden skills and capabilities of employees) Focus Groups (often carried out as part of strategic planning) ACEVO/IG/Marketing Strategy/V3-DN 2 Marketing Strategy Template New / Start – Up Organisation or Service 1. Background A. What business are we in? (What needs does our organisation meet in the marketplace?) (2–3 sentences) B. What services and/or products do we provide? (1 paragraph) C. What are our organisation’s objectives over the next two years? Be as specific as possible, and make sure to address the following goals: • Number of users/customers • Revenue • Profit • Market share ACEVO/IG/Marketing Strategy/V3-DN 3 D.
    [Show full text]
  • 15.834 Marketing Strategy
    15.834 Marketing Strategy • Cases and lectures • Letter of Complaint 15.834 Marketing Strategy Objectives • Identify, evaluate, and develop marketing strategies • Evaluate a firm’s opportunities • Anticipate competitive dynamics • Evaluate the sustainability of competitive advantages 15.834 Marketing Strategy Target Audience • Consultants • Investment Analysts • Entrepreneurs • Product Managers 15.834 Marketing Strategy I What Is Marketing Strategy? What is Marketing Strategy? Finding Profit Opportunities Creating Competitive Advantage Challenging Competitive Advantage Creating Corporate Advantage 15.834 Marketing Strategy Question: How can a firm earn sustained, superior returns? 1. Create value 2. Capture value 3. Continue to do this A Marketing Strategy is an integrated set of choices about how we will create and capture value, over long periods of time. 15.834 Marketing Strategy A good marketing strategy meets three tests 1. External consistency 2. Internal consistency 3. Dynamic consistency 15.834 Marketing Strategy External fit: Finding Profit Opportunities Technology Suppliers Competitors Marketing Complementors Strategy Customers End User Preferences The Environment shapes, and is shaped by, Marketing Strategy. 15.834 Marketing Strategy Value Creation: Some Definitions Value created: Customer willingness to pay - supplier opportunity cost Value created by a firm = Value created by all - Value created by all others A player is your competitor if - customers value your product less when they have hers as well - suppliers value your
    [Show full text]
  • Cass Launches New Msc in Marketing Strategy & Innovation One-Year Degree Leverages Links with Tech City and Global Brands Ba
    Cass launches new MSc in Marketing Strategy & Innovation One-year degree leverages links with Tech City and global brands based in the City of London Cass Business School, part of City University London, has launched a new MSc in Marketing Strategy & Innovation. The one-year programme aims to equip students with state of the art knowledge and skills to successfully tackle complex marketing issues, including cultural and functional innovation, social media marketing, and market research. Students taking the course will gain an advanced understanding of the fundamentals of marketing together with the knowledge needed to develop marketing strategies and tactics. Course director, Professor Vince Mitchell, said one advantage of Cass is its links to the City of London and marketing professionals from some of the world’s biggest brands. “Our business school sits right between Tech City, the London Stock Exchange, and artsy Shoreditch. We teach, learn, research, consult, live, and share ideas with the City‘s leading marketers and a global community of researchers and alumni. “As well as being taught by some of the world‘s most eminent marketing scholars, our students meet and learn from leading marketers at global companies such as Interbrand, Twitter, Google and Visa.” The first term of the course is aimed at laying the theoretical foundations in marketing and innovation while also covering essential management topics, such as financial accounting and supply chain management. In the second term, students will deepen their knowledge of key marketing topics such as brand management, consumer behaviour, digital marketing and social media. The third term covers topics such as innovation and design and encourages students to apply the conceptual tools acquired through the first two terms in a dissertation.
    [Show full text]