Business Economics and Marketing
A.Y. 2024/2025
Learning objectives
The course aims to transfer managerial and economic thinking to students through the theoretical and practical use of corporate analysis tools, management models, and marketing frameworks. The goal is to provide a broad view of the strategic analysis and corporate management of organizations (for-profit and non-profit) competing in modern markets by proposing observation criteria of related business decision-making processes. A special focus will be on marketing dynamics impacting contemporary organizations' success and sustainability.
Attending students will be challenged to implement such business management and marketing principles in actual companies to propose economically feasible solutions to existing problems.
Attending students will be challenged to implement such business management and marketing principles in actual companies to propose economically feasible solutions to existing problems.
Expected learning outcomes
At the end of the course, students will be able to understand the most important aspects characterizing management and marketing theory, thus being able to interpret and read critically the modern challenges companies face in contemporary markets. Moreover, the course will allow students to gain practical knowledge related to strategic marketing from both the company and the consumer perspective. Thus, a basic knowledge of the modern B2B (business-to-business) and B2C (business-to-consumer) dynamics will be learnt in class.
Lesson period: Third trimester
Assessment methods: Esame
Assessment result: voto verbalizzato in trentesimi
Single course
This course can be attended as a single course.
Course syllabus and organization
Single session
Responsible
Lesson period
Third trimester
Course syllabus
In April, the course covers the fundamentals of Business Economics, starting with an introduction and an overview of entrepreneurial varieties, with a focus on the Italian socio-economic context. It then explores organizational structures and basics of human resource management, alongside the launch of project work. The basics of strategy and leadership follow, culminating in a case on Adriano Olivetti. Other sessions focus on business models and innovation; social economy; public sector. From May onwards it starts the part of the course related to Marketing.
Teaching methods
Interactive lectures, case studies, videos, ted-talks, project work
Teaching Resources
Reading materials:
Attending Students
Kotler, P., Armstrong, G. M. (2018). Principles of marketing. Global Edition. Pearson Education
Non-attending students
Kotler, P., Armstrong, G. M. (2018). Principles of marketing. Global Edition. Pearson Education.
Moorman, C., & Day, G. S. (2016). Organizing for marketing excellence. Journal of marketing, 80(6), 6-35.
Kalaignanam, K., Tuli, K. R., Kushwaha, T., Lee, L., & Gal, D. (2021). Marketing agility: The concept, antecedents, and a research agenda. Journal of Marketing, 85(1), 35-58.
Levitt, T. (1980). Marketing success through differentiation-of anything (pp. 83-91). Boston: Graduate School of Business Administration, Harvard University.
Gupta, S. (2020). Are you really innovating around your customers' needs? Harvard Business Review, 1-5.
Porter, M. E., & Kramer, M. R. (2006). The link between competitive advantage and corporate social responsibility. Harvard business review, 84(12), 78-92.
Attending Students
Kotler, P., Armstrong, G. M. (2018). Principles of marketing. Global Edition. Pearson Education
Non-attending students
Kotler, P., Armstrong, G. M. (2018). Principles of marketing. Global Edition. Pearson Education.
Moorman, C., & Day, G. S. (2016). Organizing for marketing excellence. Journal of marketing, 80(6), 6-35.
Kalaignanam, K., Tuli, K. R., Kushwaha, T., Lee, L., & Gal, D. (2021). Marketing agility: The concept, antecedents, and a research agenda. Journal of Marketing, 85(1), 35-58.
Levitt, T. (1980). Marketing success through differentiation-of anything (pp. 83-91). Boston: Graduate School of Business Administration, Harvard University.
Gupta, S. (2020). Are you really innovating around your customers' needs? Harvard Business Review, 1-5.
Porter, M. E., & Kramer, M. R. (2006). The link between competitive advantage and corporate social responsibility. Harvard business review, 84(12), 78-92.
Assessment methods and Criteria
Attending students: Written exam (60%) and project works (40%). The written exam will consist of 10 multiple-choice questions and 4 short-answer open questions selected from a pool of 5. Duration: 40 minutes.
Non-attending students: Written exam (100%). The written exam will consist of 10 multiple-choice questions and 3 short essays on course topics and materials specifically assigned to non-attending students. Duration: 90 minutes.
Non-attending students: Written exam (100%). The written exam will consist of 10 multiple-choice questions and 3 short essays on course topics and materials specifically assigned to non-attending students. Duration: 90 minutes.
SECS-P/07 - BUSINESS ADMINISTRATION AND ACCOUNTING STUDIES - University credits: 3
SECS-P/08 - MANAGEMENT - University credits: 6
SECS-P/08 - MANAGEMENT - University credits: 6
Lessons: 60 hours
Professor:
Sancino Alessandro Angelo
Educational website(s)
Professor(s)