Lecture # 1
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This lecture is designed for MBA students studying in Institute of Health Management, Dow University of Health Sciences by Prof Dr. Akhlas Ahmed
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Lecture # 1
- 1. INTRODUCTION PROF DR AKHLAS AHMED IHM - DUHS 13th FEB, 2019
- 2. PROF DR AKHLAS AHMED INTRODUCTION
- 3. Strategic Marketing Course Outlines Learning Materials Marks Distribution Assessment
- 4. Course: Strategic Marketing Course Code MKT712 Class MBA Semester Spring-2019 Instructor Dr. Akhlas Ahmed Class Timing Wednesday 06 pm – 09 pm Instructor Consultation Timing Wednesday 06 pm – 09 pm Instructor E-mail: akhlas786@gmail.com Instructor Mobile: 0345-2873034
- 5. Learning Materials: Text Book Strategic Marketing Management by Philip Kotler Edition 8th , 2017
- 6. Learning Materials: Reference Book Strategic Marketing Management by Alexander Chernev Edition 8th , 2017
- 8. Learning Materials: Learning Material Coursera, edX, Future Learn, Udemy etc. Case Studies Learning Edge, Amplexor etc.
- 9. Assessment Marks Quizzes 10 Assignments 10 Mid-Term Exam Paper 30 Final Presentation 10 Final Exam Paper 40 Total 100 Marks Distribution:
- 10. Assessment Marks Quizzes 10 Assignments 10 Mid-Term Exam Paper 30 Final Presentation 10 Final Exam Paper 40 Total 100 Assessment:
- 11. COURSE OUTLINES 1. Introduction 2. Marketing insights 3. From product to costumer 4. Designing brand identity 5. Sales promotion essentials 6. Promotional merchandising with pricing strategy 7. Sales management process 8. Distribution channel 9. Midterm Exam
- 12. COURSE OUTLINES 10. Strategy & types of strategies 11. Managing strategy process 12. Analyzing external & internal forces 13. Business & corporate strategy 14. Strategic planning process 15. Strategic management process 16. Strategic marketing process 17. Organizational design with corporate governance 18. Finalterm Exam
- 13. Grading Policy: Marks Obtained in Percentage Range (MBA) GPA Grade 91-100 4.0 A+ 87-90 4.0 A 83-86 3.7 A- 79-82 3.3 B+ 75-78 3.0 B 71-74 2.7 B- 67-70 2.3 C+ 63-66 2.0 C 00-62 0.0 F
- 14. Q/A Session
Editor's Notes
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Material pertinent to this illustration is found on pages 595-596.
- Organizational culture is a system of meaning that members share and that distinguishes the organization from others. The dominant culture expresses the core values shared by a majority of the organization’s members. However, subcultures exist in any organization. Developing along departmental or geographical lines to reflect common problems, situations, or experiences faced by members, subcultures include core values of the dominant culture plus additional values unique to members of the department. If organizations had no dominant culture and were composed, instead, of numerous subcultures, the value of organizational culture as an independent variable would be significantly lessened because there would be no uniform interpretation of what represented appropriate and inappropriate behavior. It is the “shared meaning” aspect of culture that makes it such a potent device for guiding and shaping behavior.