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| MARK0790-1 | Strategy and Marketing Management in Social Enterprises
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| Duration : | 30h Th |
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| Number of credits : |
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| Lecturer : | Cécile Delcourt |
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Language(s) of instruction :
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| English language |
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Organisation and examination :
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| Teaching in the second semester |
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Course contents :
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| Context
Like any company, the social enterprise has to implement a successful marketing strategy. However, unlike traditional companies which pursue an economic objective, social enterprises have specificities which require an adaptation of the marketing strategy. In particular, the social enterprise aims to not only to pursue an economic (and profitable) objective but also - and foremost - a social objective. Accordingly, the marketing strategy has to respect the order of these two objectives.
Most of social enterprises are active in (a) the production of services or in (b) the promotion of a social cause (i.e., social marketing).
Content
- Introduction : Challenges and specificites of social enterprises
- Marketing strategy in social enterprises
- Social marketing
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Learning outcomes of the course :
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| At the end of the course, the student will be able to:
- Identify the challenges and specificities of the social enterprises
- Develop a relevant marketing strategy for a social enterprise taking into account its specificities and constraints in terms of pricing, communication, and channel
- Develop a campaign to promote a social cause
This course contributes to the following Intended Learning Outcomes :
ILO-2 : Gaining the knowledge and understanding of one of the proposed fields of concentration or to gain deep knowledge in the field of the management being already specialized thru a first University Master Degree.
ILO-4 : To acquire the capacity to research autonomously and methodically the information needed to solve a complex, transversal management problem.
ILO-5 : Integrate autonomously researched information, tools, knowledge and context to build and propose, either individually or as part of a team, original, creative and viable solutions to concrete complex management problems, whether real or simulated, taking into account, when necessary, the human, social and legal context.
ILO-6 : Ability to speak 2 foreign languages: C1 in English and B2 in one other language.
ILO-7 : Being capable of professional team work.
ILO-9 : Developing a critical sense (arguing).
ILO-10 : Developing a transversal, global vision.
ILO-11 : Creative conception of solutions.
ILO-12 : Professional capacity for oral communication.
ILO-13 : Professional capacity for written communication.
ILO-14 : Faced with a management problem, suggesting solutions that are ethical and socially responsible and that respect the principles of good governance. |
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Prerequisites and co-requisites/ Recommended optional programme components :
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| - Principles of Marketing
- Strategic Marketing |
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Planned learning activities and teaching methods :
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| - Theoretical sessions
- Individual assignment
- Personal readings
- Business cases
- Conferences by a practitioner |
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Mode of delivery (face-to-face ; distance-learning) :
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| 10 face-to-face sessions of 3 hours each |
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Recommended or required readings :
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| Andreasen, Alan R. (2003), Strategic Marketing for Nonprofit Organizations, New Jersey: Pearson Education International.
Eagle, Lynne, Stephan Dahl, Susis Hill, Sara Bird, Fiona Spotswood, and Alan Tapp (2012), Social Marketing, Pearson.
Kotler, P., Roberto, E, Lee, N . (2011), Social Marketing : Improving the quality of life, Sage Publications.
Oster, S. (1995), Strategic Management for Nonprofit Organisations, Theory and Cases, Oxford University Press. |
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Assessment methods and criteria :
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- Business Case resolution
- Work group + oral presentation
- Final and oral exam
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Work placement(s) :
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Organizational remarks :
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| All ad hoc documents will be available on Lola |
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Contacts :
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| Cécile Delcourt: Cecile.Delcourt@ulg.ac.be |
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