Master in Strategic Marketing

Program Presentation

The Master in Strategic Marketing specializes in integrating the basic concepts related to the system of thought, action and Marketing Management in the XXI century, within the context of a combined strategic management approach in entrepreneurial and public, profit and non-profit organizations, and the different processes, techniques and tools that can be useful for the efficient conduct thereof.

Through this training program, the Master in Strategic Marketing specializing in Marketing achieves the pedagogical articulation of the theoretical fundaments and case studies within the application space of a marketing management. At the end of the Master's program in Strategic Management specializing in Marketing, the student will be able to:

  • Integrally apply the marketing thinking, action and management in the organization, based on the methodology, capacities and management abilities.
  • Plan, organize, implement and control functions and procedures, both at the strategic marketing and the operational level.
  • Plan, organize, implement and control functions and procedures, both at the strategic operational marketing level.
  • Understand and master the most appropriate techniques in this area to enhance management and decision making skills.

Who is the programme for?

The Master in Strategic Marketing Management is aimed at professionals with previous notions of the material, either from the academic or professional field, that wish to broaden or strengthen their knowledge in Marketing.

Diploma

Once the program has been successfully finalized, the student will receive their Master in Strategic Marketing Management.

The diplomas will be issued by the university in which the student enrolled in with sponsorship of the Ibero-American University Foundation (FUNIBER).

Program Structure

The estimated duration for the completion of the Master in Strategic Marketing Management is 850 hours (85 credits)a.

Regarding the distribution of time it is established that:

  • As it is an online Program, and is not subject to classroom attendance, a specific start date is not established, which means the student can sign up for the class at any moment, as long as there are available spaces.
  • For academic and learning purposes it has a minimum duration of six months, in exceptional cases.
  • The maximum duration to complete the program is 24 months. During this period, the student must have handed in all of the corresponding evaluations of the subjects and the Final Project or Thesis.

The credit structure for the Master in Strategic Marketing Management is summarized in the following table:

  CREDITSa LENGTHb HOURS
1ª Part: Introduction to the Strategic Business Management Environment 29 8 290
2ª Part: Strategic Marketing Management 24 7 240
3ª Part: Marketing Mix and Services Management 22 5 220
4ª Part: Scientific Research Methods and Master’s Degree Final Project or Degree Thesis 15 4 150
TOTAL 90 24 900

a. The equivalent of credits may vary according to the university granting the degree.
b. Length in months.

Objectives

General objective:

  • Train professionals that have a strategic and executive way of thinking on Marketing management within the framework of the integrated management and systematic approach of the organization, so they can develop themselves with the acquired skills at any level of command and any sector of public and private business activity.

Specific objectives:

  • Understand and learn the adequate techniques in the area of Marketing Management to boost management and decision making skills.
  • Understand and manage modern Marketing Management techniques, based on the use of the new information processing technologies within the business framework.
  • Endow with management skills, as well as with the methodology to be able to carry out the effective and efficient management of strategic marketing in the organization.
  • Develop the functions and procedures for the planning, organizing, execution and control of marketing management in organizations.
  • Determine and analyze the activities and responsibilities of the marketing director in each field of expertise, and so propose tools to be able to fulfill each one of the phases of marketing management processes.

Career Opportunities

Some of the career opportunities of the Master in Strategic Marketing Management:

  • Product Manager.
  • Consultant.
  • Business advisor.

Study Plan

The Master in Strategic Marketing Management program has a curricular structure based on 4 parts:

  • 1ST PART: INTRODUCTION TO THE STRATEGIC BUSINESS MANAGEMENT ENVIRONMENT

The first part seeks to give a general idea of aspects associated with the strategic business management environment, from an administrative, organizational, human resources, social and marketing point of view.

The corresponding subjects and hours that make up the first part are shown in the following table:

INTRODUCTION TO THE STRATEGIC BUSINESS MANAGEMENT ENVIRONMENT
SUBJECTS HOURS
Business Management and Administration 40
Strategic Planning and Management 40
Strategic Management of Human Resources 30
Management Techniques and Organizational Leadership 30
Conflict Resolution and Negotiation Techniques 30
Management Techniques for Work team 30
Business Ethics and Corporate Social Responsibilities 40
e-Business and its Integration with Corporate Management Systems 50
TOTAL 290
  • 2ND PART: STRATEGIC MARKETING MANAGEMENT

The second part is one of the main parts of the Master’s degree. It essentially consists of Strategic Marketing; the student will go more in depth in the field of strategic marketing as an analysis tool, needed for the management and fulfillment of business objectives.

The corresponding subjects and hours that make up the second part are shown in the following table:

STRATEGIC MARKETING MANAGEMENT
SUBJECTS HOURS
Introduction to the New Marketing 30
Marketing Research 30
Consumer-Buyer Behavior 30
Development of the Marketing Strategy 40
International Marketing and Commerce 30
Relational Marketing 30
Electronic Marketing and Commerce 30
Marketing Audit 20
TOTAL 240
  • 3RD PART: MARKETING MIX AND SERVICES MANAGEMENT

The third part involves everything related to strategic planning and action on the marketing mix variables.

The corresponding subjects and hours that make up the third part are shown in the following table:

MARKETING MIX AND SERVICES MANAGEMENT
SUBJECTS HOURS
Product management and brand policies 40
Price Management Policy 40
Distribution Management Policy 40
Communication Management Policy 40
Service Marketing 30
The Marketing Plan 30
TOTAL 220

These subjects, in spite of being independent, are self-contained and are structured in accordance with a coherent pedagogical order. Each one is divided in basic thematic units or chapters, whose content includes written material that should be studied in order to successfully respond to the evaluation activities.

  • 4TH PART: SCIENTIFIC RESEARCH METHODS AND MASTER’S DEGREE FINAL PROJECT OR DEGREE THESIS

The Scientific Research Methods subject and the Master’s Degree Final Project or Degree Thesis, whose workload is 150 hours (15 credits), have as their main objective to train students in scientific and methodological foundations to carry out the planning of the research and present a complete document showing the total development of the project, considering its practical implementation.

MASTER'S DEGREE FINAL PROJECT OR DEGREE THESIS
SUBJECT HOURS
Scientific Research Methods 50
Master's Degree Final Project or Degree Thesis 100

Description of the Subjects

1st PART: INTRODUCTION TO BUSINESS STRATEGIC MANAGEMENT ENVIRONMENTIAL

  1.  BUSINESS ADMINISTRATION AND MANAGEMENT

    This subject introduces the concepts and techniques of business management and administration. Its aim is that students understand the meaning, nature and reach of the administering function of a company and that they learn how to manage one of its subsystems.

    BUSINESS
    Introduction. The company in context. Business classification. Sectors, activities and business activity. The company as a system. Company and manager.
    BUSINESS ORGANIZATION
    Introduction. Company structure. New tendencies in the company structure. Functional areas/Functionalities of the company.
    BUSINESS POLICY, ADMINISTRATION AND MANAGEMENT
    Introduction. Strategic Management. Tactical management. Operational management.
    BUSINESS INTEGRATION: INFORMATION, COMMUNICATION AND KNOWLEDGE (ICK)
    Introduction. Information (and data) in the company. Communication in the company. Knowledge in the company. Business ICK systems: IS/ICT.
    SOCIOLOGY, ECONOMICS AND LAW IN THE BUSINESS ENVIRONMENT
    Introduction. Socio-economic analysis of the company. Business economy. Business law.
    NEW ECONOMY AND INTERNATIONAL MANAGEMENT
    Globalization: market internationalization and integration. World economy and development. E-business. M-business.
    ECONOMIC, INDUSTRIAL AND TECHNOLOGICAL POLICY
    IIntroduction. Economic policy. Industrial and technological policy. Innovation and technology management.
    BUSINESS DEVELOPMENT, STRENGTHENING, GROWTH AND ENTREPRENEURSHIP
    Introduction. Development of new businesses. Strengthening and growth of businesses. Entrepreneurship, creation and formation of companies. Business project -business plan- (strategy business plan).
  2. STRATEGIC MANAGEMENT AND PLANNING

    This subject focuses on the strategic thinking applied to the administration and provides a training in tools and mechanisms that facilitate the contemporary management, by accepting the change management as something inherent to the unstable and variables environments, in which the organizations are developed.

    Some of the topics covered in this subject are the following:

    CHANGE MANAGEMENT AS A SUBSTRATE FOR STRATEGIC ADMINISTRATION
    Personal and organizational change. Some models to implement organizational change. Resistance to change. Participation in the process of strategic change.
    STRATEGIC MANAGEMENT AS A CHANGE MODEL
    Strategic thinking and management. Presentation of a model of strategic planning validated internationally. The SWOT matrix as a valuable instrument of strategic planning.
    STRATEGIC MANAGEMENT IMPLEMENTATION BUSINESS STRATEGIES
    Strategic scenarios. The vision. Analysis of the values system supporting the strategy. Elaboration of business strategies. Objectives and measurement criteria. New businesses. Growth. Consolidation. Revitalization.
  3. STRATEGIC MANAGEMENT OF HUMAN RESOURCES

    This subject is oriented to design the conceptual and methodological framework to recognize the strategic and systemic approach of the current Human Resources Management (HRM).

    STRATEGY AND MANAGEMENT OF HUMAN RESOURCES
    Characterize the current strategic management of human resources. Differentiate human resources management models that enable its systemic and strategic manifestation.
    MHR: TECHNOLOGY FOR ITS DIAGNOSIS, SCREENING AND CONTROL
    Building a technology for the HRM diagnosis, projection and control. Using techniques and tools for the implementation of the HRM technology.
    STRATEGIC HR PLANNING AND TEMPLATES OPTIMIZATION
    Interpreting the inclusive and systemic process in which it is comprised the human resources strategic planning. Determining and optimizing templates and considering its main tangible and intangible indicators.
  4. MANAGEMENT TECHNIQUES AND ORGANIZATIONAL LEADERSHIP

    The aim of this subject is to be familiar with and deepen in the styles of leadership and administration, their relationship, differences, importance and theoretical approaches, as well as the skills and abilities necessary for their exercise.

    INTRODUCTION TO THE IMPORTANCE OF LEADERSHIP AND BUSINESS ADMINISTRATION
    Introduction. The main human resource: people. Administration and social psychology. What is leadership? Definition, differences and functions of the leader and the executive. Corporate culture, values and processes of change. Importance of organizational leadership.
    THEORETICAL APPROACHES IN THE STUDY OF ADMINISTRATION AND LEADERSHIP, ITS EVOLUTION
    Introduction. Leadership prehistory. Industrial revolution, the classical school of the scientific organization- authoritarian leader. School of Human Relations - democratic leader. Bureaucratic model - charismatic leader. The behaviorist theory -theory features- psychological qualities leader. The organizational development - group leader. Participative administration. Administration’s systemic school - contingency theories. Task- or relationship-oriented leader. Strategic Management - change by values - competencies.
    LEADERSHIP STYLES
    Introduction. Definitions. Leadership style. Types of classic leadership styles. Other types of leadership. Models of contemporary leadership styles. Essential principles of the leaders in managing men. Effective leadership.
    SKILLS AND ABILITIES OF THE LEADER AND THE EXECUTIVE: TECHNIQUES AND TOOLS
    Introduction. Skills and abilities of the leader and the executive. Analysis of the results of a comparative research of leader tourist executives with no leaders in terms of the level of performance. Assessment of personal characteristics. Techniques and tools for the leader's job.
  5. NEGOTIATION AND CONFLICT RESOLUTION TECHNIQUES

    This subject contains information to help you understand the theoretical and practical aspects related to the conflict and the most common resolution strategies: Negotiation, Mediation and Arbitration, among others.

    INTRODUCTION TO CONFLICT ANALYSIS
    Theories on the origin and causes of conflicts. Types of conflicts. Forms of expression of conflicts. Sources or stages of conflicts. Phases or stages of conflicts. Consequences of conflicts. Conclusions.
    STRATEGIES OR METHODS TO RESOLVE CONFLICTS
    Conflict management (phases and resolution curve). Introduction to conflict resolution strategies. Negotiation strategies. Mediation strategy (facilitation and consultation). Arbitrage strategy.
    COMPETENCIES, SKILLS AND ABILITIES TO RESOLVE CONFLICTS
    Emotional competencies to resolve conflicts. Personal competencies, social competencies. Social skills. Competencies related to what is commercial. Skills of the specialists in conflict resolution. Conclusions.
  6.  WORK TEAMS MANAGEMENT TECHNIQUES

    This subject provides the theoretical and practical elements on groups and work teams, their characteristics, techniques and tools for their effective management.

    WORK TEAMS
    Introduction. General considerations. Team formation. The diversity of the types of groups. Differences between groups and work teams. High performance systems and participatory management. Team rules. The management skills for teamworking. The legitimization of perceptions. Rules of teamworking. The consensus. Three key elements to teamwork. Characteristics of the effective teams. Most frequent errors in the conduct of work teams. Conflicts management.
    MAIN TOOLS TO IMPROVE TEAMS
    Introduction. Interaction between individual and collective interests. The personal self-realization in the team's work. LEADERSHIP AND SELF-DIRECTED TEAMS. Practical exercise The 7 habits of leadership. The eighth habit of leadership. The emotional intelligence in the team. Are you an assertive person? Sociometric networks, the sociogram. The group assessment test. Psychodrama. Meetings and team work sessions. Interaction method. Delegation, autonomy and independence. Management by objectives and results.
    TEAM DECISION MAKING. WORK TEAM TECHNIQUES
    Introduction. Empowerment. Considerations in line with the decision-making. Factors on which the decision-making process depends. Techniques of generating ideas. Techniques focused on reaching consensus. Techniques focused on organizing ideas. Creativity. Mental locks of creativity.
  7.  BUSINESS ETHICS AND CORPORATE SOCIAL RESPONSIBILITY

    This subject provides the main concepts for the students to master the importance and validity of the Business Ethics and Corporate Social Responsibility, and to recognize them as an effective tool to achieve competitiveness. After studying the three chapters, the student will understand the concept of ethics and social responsibility, its validity and universal character, as well as the ethical standards and their relationship with business efficiency. They will also master the relationship between business ethics, values, competitiveness, efficiency and effectiveness, and will be able to establish the ways and actions necessary for the company (and/or the company’s leadership) to have an ethical and responsible behavior.

    FOUNDATIONS OF BUSINESS ETHICS AND SOCIAL RESPONSIBILITY
    Ethics historical evolution. Its universal character. The most important authors of the study of ethics. Definition of ethics. Study Methodology. Reasons for acting with intelligence. Need to take into account the others’ interests. Ethical performance, the company's perspective. Ethical standards and business efficiency. Fundamental principles of Business Ethics. Action Plan needs. Ethics, legality and values. Shared values. Why is there a growing interest in business ethics?
    NEED OF BUSINESS ETHICS AND SOCIAL RESPONSIBILITY
    Concept of business and society. SMES’ problems. The company as a system and an integral part of the society. The company as a productive system. Ethics and society. The organizational character of ethics in society. Business Ethics. Ethics and competitiveness. Corporate Social Responsibility, priorities and purposes of an ethical company. Company’s sustainable management. Responsibility for customers, employees and other stakeholders. Ethical training as a need to obtain a more secure business climate. Advantages of achieving a fully established code of ethics. Negative aspects of a bad use of ethics in organizations.
    THE HUMAN FACTOR AS THE CENTER OF BUSINESS ETHICS AND SOCIAL RESPONSIBILITY
    People as a source of income, not of costs. Human resources (HR) evaluations. Human and intellectual capital evolution. Business culture, motivation, sense of belonging, and leadership. Ethics performance variables of a business community. Conjugation of organizational climate, communication and authority to determine ethical values. Relationship between Business Ethics and the current trends of management. Innovation, science and technology. Ethics and e-commerce.
  8.  E-BUSINESS AND ITS INTEGRATION IN CORPORATE MANAGEMENT SYSTEMS

    This subject gives a broad and extensive vision of the concept and notion of business integration through information by reviewing the integration from the organizational and technological aspect, and the essential concepts of the integration based on ICTs such as ERP, SCM and CRM.

    ORGANIZATIONAL VISION OF INTEGRATION: SUPPLIES, CUSTOMERS AND SYSTEMS
    Introduction. Foundations. Value chain. Example of Supply Chain Integration. Reflections.
    TECHNOLOGY VISION OF INTEGRATION: CONCEPTUAL ASPECTS OF E-BUSINESS INTEGRATION
    Importance of e-business. Organizational change. Business strategy. E-Business: implementation.
    SYSTEMS FOR ENTERPRISE PLANNING (ERP)
    Conceptual aspects. Integration in the information management. Integration of the ERPs. Selection of the supplier. Strategic impact in the return of the investment.
    HUMAN RESOURCES MANAGEMENT IN THE DIGITAL ERA
    Introduction. The change in the companies. Human resources management. Technology in the human resources management.
    SUPPLIERS RELATIONSHIP MANAGEMENT (SRM)
    Introduction. Supplies chain. Definition. Supplies chain management. SRM implementation in the e-business. Reflections.
    CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
    Introduction. Conceptual aspects. Strategy. Implementation. Selection of the supplier. Integration.

2nd PART: STRATEGIC MANAGEMENT OF MARKETING

  1.  INTRODUCTION TO THE NEW MARKETING

    This subject provides the marketing theoretical and ideological foundations, as well as the difference between what is strategic and operational, taking into account the new tasks developed by marketing in a market economy.

    PHILOSOPHY AND CONCEPTS OF THE NEW MARKETING
    What is marketing? Marketing nature and scope. Importance of studying marketing. Core concepts of marketing. The marketing mix. Marketing application areas. Marketing effectiveness in the business system. Current use of marketing. Marketing opportunities and challenges in the new economy. Marketing application fields. Marketing factors. Market. Two marketing management approaches. Companies and marketing evolution. Characteristics of the environment dynamics and current markets. Sector evolution. Marketing future. Marketing and society environment. Marketing strategic planning. Trends in marketing practices. Company orientations towards the market. Social marketing. Ethics and social responsibility in marketing. Marketing effects on society.
    MARKETING IN COMPANIES.
    Marketing management in companies. Basic areas in the business development. Relationship between tasks and responsibilities of marketing management. Building profitable relationships with the customers. The organization of the marketing department. New functions in the marketing department. Marketing management in the practice. Changes in marketing management. Marketing management functions. Internal marketing. Commercial organization in the company.
    NEW TECHNOLOGIES APPLIED TO MARKETING
    The switchover from physical to digital. Characteristics of the new markets. Internet impact on the marketing mix. E-commerce. T-commerce. M-commerce. 3.7. Marketing in the Internet era. E-business and e-marketing in the Internet era. Marketing 2.0. Marketing in the e-commerce. Benefits of the e-commerce and Internet for buyers and sellers. Globalization, hyper-competition and Internet: changing the marketing way.
    WEB 2.0 IN THE COMPANY
    The Web 2.0 concept. The company and the Web 2.0. The Web 2.0. effects. Social media. Professional management in social media: Community manager.
    TRENDING CONCEPTS
    Viral marketing. Rumor marketing. Behavior marketing. 5.4. Street marketing. Fusion marketing. Emotional marketing. Creative marketing. Permission marketing. Ecological marketing. Multicultural marketing.
  2. MARKET RESEARCH

    It provides a scientific and pragmatic perspective regarding market research and audience studies. This subject enables the students to have a practical view on the need to get to know the customer, the company environment and the audiences in modern systems with the aim of planning a research and implement it, so they are informed enough for the decision-making in the Marketing field.

    MARKET RESEARCH AND AUDIENCE STUDIES: THEORETICAL CONSIDERATIONS
    Marketing conceptualization as a scientific discipline. System of marketing information. Market research conceptualization. Market research history and evolution. Importance of the market research. Market research field. Audience studies conceptualization.
    CURRENT MARKET CHANGES AND BEHAVIOR
    Business macroenvironment analysis. Market analysis. Latest market changes. Consumer trends.
    DISTRIBUTION OF THE RESEARCH PURPOSE
    Market research process. Definition of the research problem. Determination of the research objectives and the information needs. Hypothesis development. Information value estimate.
    RESEARCH DESIGN.
    Research approach. Information source. Personal interview. Group meetings. Project techniques. Observation methods. Research methods by survey. Panel surveys. Experimental research methods. Sampling plan.
    CONSTRUCTION OF THE DATA COLLECTION TOOL
    Assessment. Scale types. Attitude measurement. Questionnaire design. Survey’s reliability and validity.
    INFORMATION PROCESSING AND ANALYSIS. RESULTS PRESENTATION.
    Fieldwork. Information processing. Univariate information analysis. Bivariate information analysis. Multivariate information analysis. Results presentation.
    AUDIENCE STUDY METHODS AND TECHNIQUES
    Objectives of audience measurement. Indicators of audience measurement. Television audience measurement. Radio audience measurement. Press audience measurement. Foreign media audience measurement. Cinema audience measurement. Example of audience measurement: the Spanish case.
    DIGITAL MEDIA AND INTERNET AUDIENCE MEASUREMENT.
    Conceptualization of the digital media and Internet audience measurement. Digital media and Internet audience measurement indicators. Digital media and Internet audience measurement methods. Mobile audience measurement. Example of digital media and Internet audience measurement: the Spanish case.
  3. CONSUMER-BUYER BEHAVIOR

    It is focused on the nature understanding of the customer’s needs (consumption and industrial), as well as the motivation factors that play an important role in the consumer’s mind when “responding” to an stimulus caused by marketing.

    MARKETING AND CONSUMER BEHAVIOR
    Consumers, their place in marketing. Marketing conceptualization. Industrial markets. Consumer market. Competence and market study.
    CONSUMER BEHAVIOR AND MARKETING ACTION
    Consumer-oriented marketing strategy. Factors and trends in the consumer behavior. Approaches for the consumer behavior study. Information to study the consumer behavior. Examples of the consumer behavior and new technologies. Consumer rights. Consumer behavior in a global perspective. An example. History of the movement in the interest of the consumer in the United States. Consumer additional rights. Social responsibility
    MOTIVATION IN THE CONSUMER BEHAVIOR
    Motivation. Motivation theories. Consumer motivation. The consumer as an individual. Applications of the hierarchy of needs. Consumer personality and behavior.
    CONSUMERS AND THEIR AREA OF INFLUENCE
    Influence of the family in the consumer behavior. Interest aspects in the family consumption. Life cycle of the families. Influence of the culture in the consumer behavior. Characteristics of the culture in the consumers’ context. Techniques for the culture measurement. Essential national values and their relationship with the consumption.
    TOOLS FOR THE MOTIVATION AND COMMUNICATION IN THE PURCHASES.
    Tools for the consumer motivation in the purchases. Tools for the consumer communication. Phases for the definition and development of an effective communication in the purchase.
  4.  DEVELOPMENT OF MARKETING STRATEGIES

    It provides a comprehensive view of different marketing aspects from the company strategy view, focused on the guidelines necessary to concentrate the organizational resources in the best opportunities and so, achieving a sustainable competitive advantage.

    PRODUCT STRATEGIES
    Conceptual elements of the product. Strategies based on the product classification. Strategies in the life cycle of a product. Strategies for the positioning and differentiation. The brand and the strategies of the production line. Strategies of comprehensive and special solutions. Strategies of brand positioning. Brand management
    PRICE STRATEGIES.
    Conceptual elements of the price. Strategic objectives of the price. Basic strategies in the price determination. Strategies of discriminatory price fixing. Price fixing of product mix. Strategies of product launch prices. Strategies of price fixing based on the market knowledge. Other price fixing strategies. Price fixing during tough economic times.
    DISTRIBUTION STRATEGIES
    Conceptual elements of distribution. Alternatives for the strategic design of the distribution channels. Marketing vertical systems. Market coverage strategies. Trade marketing strategy. Interactive or direct marketing. Strategies of entry into the foreign markets. Measurement units of the marketing channels functions. Distribution systems and competitive advantage.
    PROMOTION STRATEGIES
    Conceptual elements of communication. Marketing communication nature and function. New trends in distribution. The functions of advertising - media. Preambles of image advertising. Objectives of advertising communication. Creative approaches of image advertising. Efficiency levels of advertising communication. Planning of the advertising supports. Media selection criteria. Characteristics of the response functions. Budgets.
    MARKETING STRATEGIES FOR NEW ENTRANTS
    Conceptual elements. Introduction phase. Product life cycle as strategy. New product development strategy. Objectives of the new product and market development. Strategies for markets in the introduction phase. Strategies for the market entry. Common strategies in successful companies, depending on the time of the incorporation into the industry. Market entry strategies. Strategic marketing programs for precursors.
    DEFENSIVE STRATEGIES
    Conceptual elements. Strategic defensive market plans. Basic defensive strategy I: Protecting the position. Basic defensive strategy II: Optimizing the position. Basic defensive strategy III: Monetizing. Harvesting. Divesting. The election of the defensive strategy.
    OFFENSIVE STRATEGIES
    Conceptual elements. Market strategic plans. Market strategic plans and offensive strategies. Basic offensive strategy I: Investing to increase the sales in the market. Basic offensive strategy II: Improving the competitive position. Basic offensive strategy III: New markets entry. Recommendations
  5. INTERNATIONAL MARKETING

    It establishes the main tools and necessary knowledge that help to face the international projection following concepts and strategies characteristic of external markets, and so they can actively take part in the business world at the international level.

    INTERNATIONAL MARKETING ORIGIN AND EVOLUTION
    Introduction to the international marketing. International business background.
    BASIC CONCEPTS AND CONTENTS OF THE INTERNATIONAL MARKETING
    Basic concepts and contents of the international marketing. International marketing plan. Other interesting topics within international marketing.
    THE BUSINESS INTEGRATION PROCESS AND THE CULTURAL ENVIRONMENT IN INTERNATIONAL MARKETING
    The management accounting systems within the cultural differences in the international marketing context.
    COMPARATIVE ANALYSIS BETWEEN NATIONAL AND INTERNATIONAL MARKETING
    REASONS TO INTERNATIONALIZE MARKETING
    USE OF INFORMATION TECHNOLOGIES AND COMMUNICATIONS (ITC) IN INTERNATIONAL MARKETING
    PRACTICAL CASES OF INTERNATIONAL MARKETING
    STRATEGIC PLANNING AND MARKETING IN INTERNATIONAL BUSINESS
  6. RELATIONAL MARKETING

    This subject content includes the set of practices aimed at establishing long-lasting relations, which are also value drivers with the customer and other stakeholders at the long term.

    RELATIONAL MARKETING THEORETICAL FOUNDATIONS AND EVOLUTION
    Introduction. Consumption democratization. Changes in the environment. Evolution of the relational model. Fundamental elements. Benefits of the relational model.
    THE RELATIONAL MARKETING PLAN
    Strategic lines. Internal segmentation. Selection of the applicants. Definition of the objectives. Collaborative relationships management. Design of the relational strategy.
    CUSTOMER’S EXPERIENCE
    Introduction. New paradigms. Customer's loyalty. Evolution of the relation, path towards loyalty. Customer satisfaction (C.S.). Enterprise Feedback Management (E.F.M.).
    CUSTOMER RELATIONSHIP MANAGEMENT THE RELATIONAL MODEL
    Structure of the CRM. Master lines. First pyramid: information system creation and management. Second pyramid: communication actions with customers. Third pyramid: programs to detect and regain dissatisfied customers. Fourth pyramid: events and special programs organization. Fifth pyramid: loyalty programs. Most frequent errors in the CRM implementation.
  7. TRADE AND ELECTRONIC MARKETING

    It provides, through a directive and strategic approach, a complete and applied vision on e-commerce and digital marketing, by showing the tactics in order to take profit from the opportunities offered by the Internet to add value regarding the consumer and achieving business objectives.

    MARKETING, HISTORY AND EVOLUTION UNTIL TODAY
    Historical definition of marketing. Origin and evolution of marketing. Revealing data of marketing history. Marketing and communication, from 1.0 to 3.0.
    MARKETING ONLINE AND OFFLINE FORMULAE
    Internet and web page. From off to online in Marketing.
    HOW TO TRANSFORM A BUSINESS IDEA INTO WEB
    Objectives of a web page. Decisions before web development. Basic concepts.
    SELLING ON THE INTERNET, THE E-COMMERCE AGE
    E-commerce history. Advantages and disadvantages of the e-commerce. Business models according to customers. Commercial activities on the Internet. Phases of a web page implementation. Security in the e-commerce.
    HOW TO SELL ON THE INTERNET
    How to create an online store. Elements of an online store. Approach of an online store. Payment procedures. Web traffic analysis. E-commerce trends.
    ONLINE SALE AND PERSUADABILITY
    Clear positioning. Credibility and trust. Architecture in persuasion. Contents and functionalities that are transformed. Seducer copywriting. Appeals for action leading to click. Sense of urgency.
    BRANDING: THE POWER OF THE BRAND
    The insight of a brand. Brand positioning. Inbound marketing vs. Outbound marketing. Web page of the Philadelphia brand.
    POSITIONING ON SEARCH ENGINES.
    The most relevant search engines of the world. How do the positioning results work in Google. Fundamental techniques and tools of positioning in Google.
    CUSTOMER LOYALTY THROUGH EMAIL MARKETING
    Advantages of the email marketing. Types of email marketing. Keys to create an efficient e-mail. Tools of sending email marketing. Performance indicators in an email marketing campaign.
    SOCIAL MEDIA MARKETING
    The importance of being in social network. Which social networks are the most adequate for a company? Guidelines for the community moderation. Action protocol before reputation crisis. Results measuring.
    DIGITAL MARKETING PLAN
    Analysis of the situation. Competition analysis. Analysis of the market and potential or target audience. Defining a competitive advantage. Developing a SWOT matrix. Objectives of a marketing strategy. Action plan, marketing strategies. Action planning and election of online marketing tools. Monitoring and controlling of the marketing plan.
  8. MARKETING AUDIT

    It provides the student with tools and techniques for the conduct of audits, emphasizing the role of the auditor and the basic aspects in the audit processes.

    AUDIT. BACKGROUND AND EVOLUTION. IMPORTANCE, CLASSIFICATION AND CONTENT
    Audit background and evolution. Audit phases. Concepts of auditing. Objectives, scope and importance of the audit. Audit classification. Audit regulation. Audit phases or stages. Monitoring, its importance in auditing.
    MARKETING AUDIT
    Concept of marketing audit. Marketing audit planning. Fundamental phases or stages of a marketing audit general process. Need for monitoring a marketing audit planning. Skills of an auditor.
    MARKETING AUDIT CONTENT
    Marketing audit characteristics. Marketing audit content and components. Main content proposals of marketing audit. Two specific examples related to the marketing audit results. Marketing audit results.
    MARKETING AUDIT AND STRATEGIC PLANNING.
    Relationship between marketing audit and marketing planning. Strategic planning: Its levels. Marketing planning. Marketing plan and its content.

3rd PART: MARKETING MIX AND SERVICES MANAGEMENT

  1. PRODUCT AND BRAND MANAGEMENT POLICY

    It introduces the strategic decision-taking on factors included in the product as a key element of the market offer.

    PRODUCT CONCEPTS, DIMENSIONS AND CLASSIFICATION
    Main tools of the company marketing management. Product direction in the company: objectives and functions. Product as the basic marketing concept. Product dimensions. Service management to support the product. Product quality. Product differentiation
    DECISIONS ON THE PRODUCT
    Product positioning in the market. Product portfolio or product mix of a company. Product line: Concept. Brand. Concept and importance. Product packing, package and label. Functions and importance from the marketing perspective. Product development and release into the market. Product life cycle. Strategies according to the life cycle phase.
  2.  PRICE MANAGEMENT POLICY

    This subject is specifically focused on the design of strategies and programs on the price as a variable and income earner.

    BASIC CONCEPTS ON THE PRICE MANAGEMENT
    Conceptualization. Price types. Importance of the price management. Interrelation of the price with the rest of the marketing mix variables.
    PRICE DETERMINATION
    Procedure for price fixing. Selection of the budget objectives. Demand estimate. Cost estimate. Analysis of the costs, prices and offers of the competitors. Selection of the price fixing technique. Selection of the final price. Prices on the Internet
    PRICE STRATEGIES
    Basic aspects of the price strategy. Price strategy of new products introduction. Prestigious price strategies. Price strategies oriented towards the competency. Price strategies for product portfolio. Price strategies by geographical area. Discount strategies in prices. Promotional price strategies. Price discrimination strategies.
    REACTION OF THE COMPANIES BEFORE CHANGES IN PRICING
    Changes in pricing. Response to the changes in competitors’ pricing.
    PRICE FIXING OF INDUSTRIAL PRODUCTS AND SERVICES
    Price fixing of industrial products. Price fixing of services.
    PRICE FIXING IN INTERNATIONAL MARKETS
    Essential aspects in the international price policy. Forms of entry in international markets. Multidomestic or global strategy. Variables determining the price at the international level. International means of payment. Incoterms. The most common documents in the international business operations. Transfer prices.
  3. DISTRIBUTION MANAGEMENT POLICY

    It studies the different strategic decisions that can be taken depending on the logistic channels, with the aim of having the best distribution method.

    DISTRIBUTION STRATEGIC DECISIONS MANUFACTURER DECISIONS
    Distribution as the marketing tool. Distribution channels. Distribution channels and service networks. Market coverage. Main strategies of the manufacturer. Evolution and new trends of the distribution channels. Cooperation, conflict and competence in the channel. Trade marketing.
    DISTRIBUTION STRATEGIC DECISIONS
    Commercial distribution. Current trends in the distribution sector. Wholesale trade. Main characteristics and functions. Main wholesaler's decisions. Retail trade: Main characteristics and typology of the retail trade. Main trends of the retail trade. Main retailer's decisions.
    PHYSICAL DISTRIBUTION
    Concept, functions and importance of the physical distribution. Decisions on physical distribution.
  4. COMMUNICATION MANAGEMENT POLICY

    It makes the student understand the recipient as the basis to plan communication strategic actions for the message diffusion through the direction of advertising programs, sales promotion and public relations as tools of this variable of the marketing mix.

    CONCEPTUALIZATION AND IMPORTANCE OF COMMUNICATION IN ORGANIZATIONS
    Definition of communication. Elements of the communication process. Definition of organizational communication. Direct and mediated communication. Communication fields. Internal communication. External communication. Communication plan.
    STARTING POINT ANALYSIS
    Corporate identity. Corporate image. Corporate image management. Corporate identity and image, visual dimension. Brand and brand image.
    IDENTIFICATION OF THE COMMUNICATION OBJECTIVES AND THE OBJECTIVE PUBLIC
    Design of the communication objectives. Definition of the organization audiences. Recipient's behavior analysis. Message determination. Design of communication strategies.
    ADVERTISING MANAGEMENT
    Advertising history. Conceptualization of advertising. Classification of advertising. Advertising models. Advertising programs. Establishment of advertising objectives. Determination of the advertising budget. Message decision.
    SALE PROMOTION MANAGEMENT
    Conceptualization. Establishment of the objectives. Tools selection. Development of a sales promotion program.
    PERSONAL SALE MANAGEMENT
    Conceptualization. Efficiency of the sales force. Organizations of the sales force. Size of the sales force. Retribution of the sales force. Direction of the sales force. Sales phases. Negotiation key aspects.
    PUBLIC RELATIONS MANAGEMENT
    Public relations history. Definition of public relations. Qualities of the public relations specialist. Main decisions on public relations. Protocol and ceremony.
    DIRECT MARKETING MANAGEMENT
    Conceptual elements on direct marketing. Database. Offer. Creativity.
    COMMUNICATION MEDIA AND SUPPORTS
    Distinction between media and supports. Television. Cinema. Radio. Press. External media. Point of sale. Digital media. The Internet. Social Media. Use of media in the direct marketing. Internal communication supports. Media planning.
    FOLLOW-UP AND EVALUATION OF THE COMMUNICATION PLAN
    Development of the communication action plan. Communication plan follow-up. Communication plan evaluation.
  5. SERVICE MARKETING

    It offers a global perspective on service marketing, in such a way that the students are updated on the topic and are able to consider the different approaches, tools and instruments that can be useful in marketing.

    ESSENCE AND CHARACTERISTICS OF THE SERVICES AND THEIR IMPLICATIONS FOR MARKETING. SERVICE MARKETING
    Background and service evolution. Essence of the services. Nature and classification of the services. Characteristics of the services and their implications for marketing.
    SERVUCTION PROCESS
    Servuction process. An example of application of the value chain of Michael Porter to the services. Marketing strategies for service companies. Results of a research on service marketing. Product support service management.
    STRATEGIC PLANNING OF SERVICE MARKETING. THE BUSINESS PLAN
    The process of service marketing strategic planning. The service marketing plan and its content.
    CURRENT TRENDS OF THE MARKETING IN THE AREA OF SERVICES. THE HISPANIC SCHOOL.
    Trends in service marketing. On the current strategies of service marketing. Relational marketing.
    ON PROFESSIONAL SERVICE MARKETING
    Professional services and marketing. The 12 keys to achieve an efficient marketing in the professional services. A point of view on some of the realities that have to face freelance professionals and how to face them from the marketing perspective. A case of professional service commercialization. Veterinary services.
  6. THE MARKETING AND CONTROL PLAN

    It highlights the strategic importance of a marketing plan with a methodological proposal of its structure.

    MARKETING PLAN AND GLOBAL PLANNING PROCESS
    Strategic management concept. Historical evolution. Types of planning. Importance of planning in marketing. Marketing management and its components.
    THE MARKETING PLAN DEVELOPMENT PROCESS
    The marketing plan. Concept, importance and advantages for the company. Structure and content of a marketing plan.

4th PART: SCIENTIFIC RESEARCH METHODS AND MASTER’S DEGREE FINAL PROJECT OR DEGREE THESIS

  1. SCIENTIFIC RESEARCH METHODS

    The aim of this subject is to study techniques and stages of scientific research, analysis between variables, guidelines for the organization of data and the processing of logical reasoning in order to compare populations.

    THE SCIENTIFIC METHOD
    RESEARCH TECNIQUES
    THE RESEARCH PROCESS
    RESEARCH FINAL REPORT
  2. MASTER'S DEGREE FINAL PROJECT OR DEGREE THESIS

    The last part of the master’s degree is aimed at the Final Project or Marketing Plan. This can be started after completing the first part.

    Methodology used make it possible for the students to develop, from the beginning, papers that can be used at the end in the development of the Thesis or Marketing Plan.

    The thesis will be a research paper in which the author reflects on some topics related to the Strategic Management of Marketing.

    The business plan will be the application of the acquired knowledge during the course in a real company or the creation of a new company.

    The development of the Master’s Degree Final Project or Degree Thesis can be started in parallel to the study of the Program subjects, according to the student’s convenience and availability. However, it is advisable to devote approximately the last semester of the Master's Degree for its development and final drafting.

    A teacher-tutor, whose assignment will depend on the chosen topic, will supervise the work.


Management

  • Dr. Silvia Aparicio. Doctora en Ciencias Económicas por la Universidad Autónoma de Madrid y Licenciada en Administración y Dirección de Empresas por la Universidad de Cantabria. Directora Académica Internacional del Área de Desarrollo Directivo, Organización Empresarial y Recursos Humanos de la Fundación Universitaria Iberoamericana, FUNIBER.
  • Dr. Cristina Hidalgo González. Doctor in Business QC from the University of León. Associate professor in the Department of Applied Economics at the University of León.
  • Dr. Rubén Calderón Iglesias. Doctor in Economics from the University Antonio de Nebrija, Spain. Professor at the International Iberoamerican University.
  • Dr. (c) Carmen Lilí Rodríguez Velasco. Doctorate candidate in Education from the International Ibero-American University. Master’s in Occupational and Organizational Psychology from the University of Havana, Cuba. International Academic Coordinator of the Management Development, Business Organization and Human Resources Area, at FUNIBER.
  • Dr. (c) Daniela Torrico Villarroel. Doctorate in Projects, Marketing Research, International Iberoamerican University (in process). Master’s in Business Administration (La Salle Business Administration). Master’s in Business Marketing and Distribution (Polytechnic University of Catalonia). Academic Program Coordinator of the Master’s program in Strategic Marketing and its Specializations.

Teaching staff and Authors

  • Dr. Manuel Maeda Takeuchi. Profesor de Programas de Ingeniería y Administración de Empresas, Universidad de Piura, Perú. Experiencia Gerencial en Administración, Proyectos de Corporación, Administración de Operaciones y Administración y Finanzas.
  • Dr. Salvador Rus Rufino. Doctor in Philosophy from the University of Navarra. Doctor in History from the University of León. Professor at the University of León. Director of the Department of History of Family Business, University of León.
  • Dr. Cristina Hidalgo González. Doctor of Business Administration QC. from the University of León. Professor of the Department of Applied Economics at the University of León.
  • Dr. Francisco J. Hidalgo Trujillo. Doctor in Engineering Projects: Environment, Safety, Quality and Communications from the Polytechnic University of Catalonia. Advisory and consulting organizations. Strategic processes and business development analyst.
  • Dr. Rubén Calderón Iglesias. Doctor in Economics from the University Antonio de Nebrija, Spain. Professor at International Iberoamerican University.
  • Dr. (c) Julién Brito Ballester. Doctorate in Projects from the International Iberoamerican University (in process). Master's in Occupational and Organizational Psychology from the University of Havana Cuba. Master's in Human Resources Management from the Autonomous University of Barcelona. Master's in Systemic Coaching from the Autonomous University of Barcelona. International Consultant and Human Resources Management, Training, Professional Development and Skills Expert.
  • Dr. (c) Andrea Gutiérrez Jiménez. Doctorate in Projects from the International Iberoamerican University (in process). Master's in Human Resources and Knowledge Management at the University of León, Spain. Program Coordinator and Professor at FUNIBER.
  • Dr. (c) Carmen Mary González Fernández. Doctorate in Projects from the International Iberoamerican University (in process). Master's in Strategic Management of Family Businesses from the University of León, Spain. Processes consultant. Family businesswoman. Professor at FUNIBER.
  • Dr. (c) Diego J. Kurtz. Doctorate in Engineering and Knowledge Management by PPGEGC - UFSC (in process). Master's in International Business - Wiesbaden Business School, Germany. Core Research for Sustainability Management (www.ngs.ufsc.br) and Junior SME Dynamic Project Researcher (www.dynamic-sme.org). Program Coordinator and Professor at FUNIBER.
  • Dr. (c) Diana Patricia Cortés Díaz. Doctorate in Projects, from the International Ibero-American University (in process). Master's in Human Resources and Knowledge Management at the University of León, Spain. Specialized consultant in Labor Law and Social Security. Program Coordinator and Professor at FUNIBER.
  • Dr. (c) Carmen Lilí Rodríguez Velasco. Doctorate in Education from the International Iberoamerican University (in process). Master's in Occupational and Organizational Psychology from the University of Havana, Cuba. International Academic Coordinator of the Management Development Area, Business Organization and Human Resources at FUNIBER.
  • Ms. María Eugenia Luna Borgaro. Master's in Human Resources and Knowledge Management from the University of León, Spain. Expert on Human Resources Management and Management Skills. Professor at FUNIBER.

FUNIBER Training Scholarships

The Iberoamerican University Foundation (FUNIBER) allocates periodically an extraordinary economic item for FUNIBER Training Scholarships.

To apply, please fill out the information request form that appears in the web of FUNIBER or contact directly the Foundation’s headquarters in your country that will inform you if you need to provide some additional information.

Once the documentation is received, the Evaluation Committee will determine your application's eligibility for the FUNIBER Training Scholarship.