Engineering Tripos Part IIA, 3E2: Marketing, 2021-22
Module Leader
Lecturer
Lab Leader
Timing and Structure
Michaelmas Term. 8 online lectures + 3 Supervisions mixing lectures, case analysis and class discussion.
Aims
The aims of the course are to:
- Understand fundamental marketing terms, concepts, principles, and theories.
- Understand the role of marketing and its contribution to customer and financial value.
- Develop critical thinking and communication skills relating to marketing.
- Appreciate how to develop and deploy an effective marketing plan.
Objectives
As specific objectives, by the end of the course students should be able to:
- Display a fundamental understanding of the marketing management process in different environments, contexts and situations enabling students to use marketing approaches to facilitate goal achievement.
- Have a solid ‘first principles’ foundation, if wishing to pursue a career in business,
- If pursuing other career paths, have a sufficient understanding of marketing to be able to interact effectively with marketing personnel in cross-functional activities.
Content
Among business disciplines, marketing is the primary contact point between a business and its customers. Business majors and non-business majors will benefit by taking this course because nearly everybody wears a marketing hat during their career. Understanding marketing will help you whether you want to be an accountant, a movie producer, an engineer, a programmer, a doctor, an entrepreneur, or a museum curator. Understanding customer needs and how to marshal the resources of an organisation to meet those needs will enhance your chances of career success.
This course develops a general management viewpoint in planning and evaluating marketing decisions. This course will also help you understand how marketing decisions are affected by organisational and environmental influences and will also enable you to develop your ability to contribute to general management. Accordingly, the course sessions are structured around the following topics:
- Introduction to Marketing.
- The strategic marketing planning process
- Segmentation, targeting and positioning
- The marketign mix: managing product, price, promotion and distribution
- Brand management
- Marketing communications
- Loyalty and customer relationship management
Marketing
This course examines the key analytical frameworks and tools that are essential to building an effective marketing strategy. We cover concepts including marketing theory and customer centrism; strategic marketing planning; segmentation, targeting and positioning; the marketing mix; brand management; marketing communications and digital marketing; loyalty and customer relationship management.
The goal is that at the end of the course, you’ll be able to apply these concepts as part of a comprehensive and sophisticated marketing strategy. You should be able to employ these elements across a variety of industries and functions, in ways that create customer value and financial value. That’s the aim of marketing.
Readings
The course readings consist primarily of case studies and a textbook.
Case Studies
The course employs a number of case studies, which should be read prior to coming to lectures and are the basis of discussion. You must read the allocated case for each class.
Books
There is a prescribed textbook in this course:
- Merlo (2020) Strategic Marketing, Amazon.
Assessment
The final course grade is based on an exam. Students can also write a non-compulsory paper which can count as a lab paper.
Teaching format
In the 2021-2022 academic year the course is taught online primarily via live streamed lectures.
Further notes
Examples papers
Coursework
A paper outlining the marketing strategy for a new product or service.
Booklists
Omar Merlo (2020) Strategic Marketing, Amazon.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
D5
Ensure fitness for purpose for all aspects of the problem including production, operation, maintenance and disposal.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
US1
A comprehensive understanding of the scientific principles of own specialisation and related disciplines.
Last modified: 23/09/2021 15:26
Engineering Tripos Part IB, 2P8: The Engineer in Business (Compulsory), 2022-23
Lecturer
Lecturer
Course Leader
Timing and Structure
Weeks 1-8, Lent Term. 8 x 1-hour sessions including: 3 x 1-hour sessions on economics, 2 x 1-hour sessions on strategy, 3 x 1-hour sessions on marketing. The first three lectures will be delivered live on Zoom.
Aims
The aims of the course are to:
- provide students with a basic understanding of how businesses work, and to give them the language to work effectively with those who work in non-technical roles within a business.
Objectives
As specific objectives, by the end of the course students should be able to:
- gain a preliminary, concise and multi-faceted understanding of issues in running businesses.
Content
The module is structured around three major fields of studies that complement each other, namely economics, marketing, and strategy.
- The sessions on economics aim to introduce the economic nature of the firm, why and how firms grow or contract, and the nature of economic regulation facing firms.
- The sessions on strategy aim to examine how firms develop and maintain competitive advantage; and to help students to develop skills that will allow them to make robust strategic business decisions in the face of uncertainty and complexity.
- The sessions on marketing aim to help students understand core questions in marketing and how marketing contributes to business strategy and firm performance; and to help students to develop strategic and analytical skills in planning and evaluating marketing decisions in the business world.
The Engineer in Business
Sessions on economics (3 x 1-hour sessions):
The economic nature of the firm (1 session)
The theory of the firm (1 session)
The regulation of the firm (1 session)
Sessions on strategy (2 x 1-hour sessions):
What is strategy and how to analyse industries? (1 session)
Types of competitive advantage: Cost leadership and differentiation strategies (1 session)
Sessions on marketing (3 x 1-hour sessions):
Demystifying marketing (1 session)
Strategic brand management (1 session)
Marketing communication in the digital age (1 session)
Further notes
Assessment
A set of multiple-choice questions to be completed over 30 minutes of examination time. The 2019 paper is in proposed format.
Examples papers
Booklists
Please refer to the Booklist for Part IB Courses for complete references to this module, this can be found on the associated Moodle course.
Some helpful references on Economics Sessions:
|
Sloman, J., Garrett, D., Guest, J. and Jones, E. (2019) |
Economics for Business, 8th Edition, Pearson. Chapters 3 (Business Organisations), 13 (Alternative Theories of the Firm), 15 (Growth Strategy), 20 (Reasons for Government Intervention in the Market) and 21 (Government and the Firm). |
E-book via
|
Some helpful references on Strategy Sessions:
|
Magretta, J. (2002) |
“Why Business Models Matter.” Harvard Business Review, 80(5): pp. 86-92 |
E-article via |
|
Porter, M. (1996) |
“What is Strategy?” Harvard Business Review, 74(6): pp. 61-78 |
E-article via |
|
Porter, M. (2008) |
“The Five Competitive Forces that Shape Strategy.” Harvard Business Review, 86(1): pp. 78-93 |
E-article via |
|
MacMillan, I. C. McGrath, G. (1997) |
“Discovering New Points of Differentiation.” Harvard Business Review, 75(4): pp. 133-145 |
E-article via |
Some helpful references on Marketing Sessions:
|
Kotler, P. et al. (2016) |
Marketing Management. 3rd European ed. Harlow: Prentice Hall/Pearson Education ‘Introduction to Marketing.’ ‘The Changing Marketing.’ ‘Managing digital technology in marketing.’ ‘Digital and global brand management strategies.’ |
E-book via Printed books at: HF5415.13.K67 M3 2016 |
|
Day, G. S. (1994) |
"The Capabilities of Market-Driven Organizations." Journal of Marketing, 58(4): pp. 37-52 |
E-article via |
|
Rust, R., Zeithaml, V.A. and Lemon, K. N. (2004) |
“Customer-Centered Brand Management.” Harvard Business Review, 82(9), 110-118 |
E-article via |
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 23/11/2022 15:13
Engineering Tripos Part IB, 2P8: The Engineer in Business (Compulsory), 2023-24
Lecturer
Course Leader
Lecturer
Timing and Structure
Weeks 1-8, Lent Term. 8 x 1-hour sessions including: 3 x 1-hour sessions on economics, 2 x 1-hour sessions on strategy, 3 x 1-hour sessions on marketing. The first three lectures will be delivered live on Zoom.
Aims
The aims of the course are to:
- provide students with a basic understanding of how businesses work, and to give them the language to work effectively with those who work in non-technical roles within a business.
Objectives
As specific objectives, by the end of the course students should be able to:
- gain a preliminary, concise and multi-faceted understanding of issues in running businesses.
Content
The module is structured around three major fields of studies that complement each other, namely economics, marketing, and strategy.
- The sessions on economics aim to introduce the economic nature of the firm, why and how firms grow or contract, and the nature of economic regulation facing firms.
- The sessions on strategy aim to examine how firms develop and maintain competitive advantage; and to help students to develop skills that will allow them to make robust strategic business decisions in the face of uncertainty and complexity.
- The sessions on marketing aim to help students understand core questions in marketing and how marketing contributes to business strategy and firm performance; and to help students to develop strategic and analytical skills in planning and evaluating marketing decisions in the business world.
The Engineer in Business
Sessions on economics (3 x 1-hour sessions):
The economic nature of the firm (1 session)
The theory of the firm (1 session)
The regulation of the firm (1 session)
Sessions on strategy (2 x 1-hour sessions):
What is strategy and how to analyse industries? (1 session)
Types of competitive advantage: Cost leadership and differentiation strategies (1 session)
Sessions on marketing (3 x 1-hour sessions):
Demystifying marketing (1 session)
Strategic brand management (1 session)
Marketing communication in the digital age (1 session)
Further notes
Assessment
A set of multiple-choice questions to be completed over 30 minutes of examination time.
Examples papers
See VLE.
Booklists
Please refer to the Booklist for Part IB Courses for complete references to this module, this can be found on the associated Moodle course.
Helpful reference for Economics Sessions:
|
Sloman, J., Garrett, D., Guest, J. and Jones, E. (2023) |
Economics for Business, 8th, 9th Editions, Pearson. Chapters 3 (Business Organisations), 13 (Alternative Theories of the Firm), 15 (Growth Strategy), 20 (Reasons for Government Intervention in the Market) and 21 (Government and the Firm). |
E-book via: |
Helpful reference for Strategy Sessions:
|
Clegg, S.R. Pitelis, C. Schweltzer, J. Whittle, A. (2022) |
Strategy: Theory and Practice 2nd, 3rd, 4th Editions, SAGE. |
Available: UL: 425:1.b.201.51
|
Helpful reference for Marketing Sessions:
|
Kotler, P. et al. (2019) |
Marketing Management. 3rd / 4th European ed. Harlow: Prentice Hall/Pearson Education ‘Defining marketing for new realities/Introduction to Marketing.’ ‘The changing marketing environment and information management.’ ‘Managing digital technology in marketing.’ ‘Digital and global brand management strategies.’ |
E-book via |
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 19/12/2023 19:28
Engineering Tripos Part IB, 2P8: The Engineer in Business (Compulsory), 2025-26
Lecturer
Lecturer
Lecturer
Timing and Structure
Weeks 1-8, Lent Term. 8 x 1-hour sessions including: 3 x 1-hour sessions on economics, 2 x 1-hour sessions on strategy, 3 x 1-hour sessions on marketing. The first three lectures will be delivered live on Zoom.
Aims
The aims of the course are to:
- provide students with a basic understanding of how businesses work, and to give them the language to work effectively with those who work in non-technical roles within a business.
Objectives
As specific objectives, by the end of the course students should be able to:
- gain a preliminary, concise and multi-faceted understanding of issues in running businesses.
Content
The module is structured around three major fields of studies that complement each other, namely economics, marketing, and strategy.
- The sessions on economics aim to introduce the economic nature of the firm, why and how firms grow or contract, and the nature of economic regulation facing firms.
- The sessions on strategy aim to examine how firms develop and maintain competitive advantage; and to help students to develop skills that will allow them to make robust strategic business decisions in the face of uncertainty and complexity.
- The sessions on marketing aim to help students understand core questions in marketing and how marketing contributes to business strategy and firm performance; and to help students to develop strategic and analytical skills in planning and evaluating marketing decisions in the business world.
The Engineer in Business
Sessions on economics (3 x 1-hour sessions):
The economic nature of the firm (1 session)
The theory of the firm (1 session)
The regulation of the firm (1 session)
Sessions on strategy (2 x 1-hour sessions):
What is strategy and how to analyse industries? (1 session)
Types of competitive advantage: Cost leadership and differentiation strategies (1 session)
Sessions on marketing (3 x 1-hour sessions):
Demystifying marketing (1 session)
Strategic brand management (1 session)
Marketing communication in the digital age (1 session)
Further notes
Assessment
A set of multiple-choice questions to be completed over 30 minutes of examination time.
Examples papers
See VLE.
Booklists
Please refer to the Booklist for Part IB Courses for complete references to this module, this can be found on the associated Moodle course.
Helpful reference for Economics Sessions:
|
Sloman, J., Garrett, D., Guest, J. and Jones, E. (2023) |
Economics for Business, 8th, 9th Editions, Pearson. Chapters 3 (Business Organisations), 13 (Alternative Theories of the Firm), 15 (Growth Strategy), 20 (Reasons for Government Intervention in the Market) and 21 (Government and the Firm). |
E-book via: |
Helpful reference for Strategy Sessions:
|
Clegg, S.R. Pitelis, C. Schweltzer, J. Whittle, A. (2022) |
Strategy: Theory and Practice 2nd, 3rd, 4th Editions, SAGE. |
Available: UL: 425:1.b.201.51
|
Helpful reference for Marketing Sessions:
|
Kotler, P. et al. (2019) |
Marketing Management. 3rd / 4th European ed. Harlow: Prentice Hall/Pearson Education ‘Defining marketing for new realities/Introduction to Marketing.’ ‘The changing marketing environment and information management.’ ‘Managing digital technology in marketing.’ ‘Digital and global brand management strategies.’ |
E-book via |
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 05/06/2025 11:18
Engineering Tripos Part IB, 2P8: The Engineer in Business (Compulsory), 2021-22
Lecturer
Lecturer
Course Leader
Timing and Structure
Weeks 1-8, Lent Term. 8 x 1-hour sessions including: 3 x 1-hour sessions on economics, 2 x 1-hour sessions on strategy, 3 x 1-hour sessions on marketing. The first three lectures will be delivered live on Zoom.
Aims
The aims of the course are to:
- provide students with a basic understanding of how businesses work, and to give them the language to work effectively with those who work in non-technical roles within a business.
Objectives
As specific objectives, by the end of the course students should be able to:
- gain a preliminary, concise and multi-faceted understanding of issues in running businesses.
Content
The module is structured around three major fields of studies that complement each other, namely economics, marketing, and strategy.
- The sessions on economics aim to introduce the economic nature of the firm, why and how firms grow or contract, and the nature of economic regulation facing firms.
- The sessions on strategy aim to examine how firms develop and maintain competitive advantage; and to help students to develop skills that will allow them to make robust strategic business decisions in the face of uncertainty and complexity.
- The sessions on marketing aim to help students understand core questions in marketing and how marketing contributes to business strategy and firm performance; and to help students to develop strategic and analytical skills in planning and evaluating marketing decisions in the business world.
The Engineer in Business
Sessions on economics (3 x 1-hour sessions):
The economic nature of the firm (1 session)
The theory of the firm (1 session)
The regulation of the firm (1 session)
Sessions on strategy (2 x 1-hour sessions):
What is strategy and how to analyse industries? (1 session)
Types of competitive advantage: Cost leadership and differentiation strategies (1 session)
Sessions on marketing (3 x 1-hour sessions):
Demystifying marketing (1 session)
Strategic brand management (1 session)
Marketing communication in the digital age (1 session)
Further notes
Assessment
A set of multiple-choice questions to be completed over 30 minutes of examination time. The 2019 paper is in proposed format.
Examples papers
Booklists
Please refer to the Booklist for Part IB Courses for complete references to this module, this can be found on the associated Moodle course.
Some helpful references on Economics Sessions:
|
Sloman, J., Garrett, D., Guest, J. and Jones, E. (2019) |
Economics for Business, 8th Edition, Pearson. Chapters 3 (Business Organisations), 13 (Alternative Theories of the Firm), 15 (Growth Strategy), 20 (Reasons for Government Intervention in the Market) and 21 (Government and the Firm). |
E-book via
|
Some helpful references on Strategy Sessions:
|
Magretta, J. (2002) |
“Why Business Models Matter.” Harvard Business Review, 80(5): pp. 86-92 |
E-article via |
|
Porter, M. (1996) |
“What is Strategy?” Harvard Business Review, 74(6): pp. 61-78 |
E-article via |
|
Porter, M. (2008) |
“The Five Competitive Forces that Shape Strategy.” Harvard Business Review, 86(1): pp. 78-93 |
E-article via |
|
MacMillan, I. C. McGrath, G. (1997) |
“Discovering New Points of Differentiation.” Harvard Business Review, 75(4): pp. 133-145 |
E-article via |
Some helpful references on Marketing Sessions:
|
Kotler, P. et al. (2016) |
Marketing Management. 3rd European ed. Harlow: Prentice Hall/Pearson Education ‘Introduction to Marketing.’ ‘The Changing Marketing.’ ‘Managing digital technology in marketing.’ ‘Digital and global brand management strategies.’ |
E-book via Printed books at: HF5415.13.K67 M3 2016 |
|
Day, G. S. (1994) |
"The Capabilities of Market-Driven Organizations." Journal of Marketing, 58(4): pp. 37-52 |
E-article via |
|
Rust, R., Zeithaml, V.A. and Lemon, K. N. (2004) |
“Customer-Centered Brand Management.” Harvard Business Review, 82(9), 110-118 |
E-article via |
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 04/10/2021 09:22
Engineering Tripos Part IB, 2P8: The Engineer in Business (Compulsory), 2019-20
Lecturer
Lecturer
Lecturer
Timing and Structure
Weeks 1-8, Lent Term. 8 x 1-hour sessions including: 3 x 1-hour sessions on economics, 3 x 1-hour sessions on marketing, 2 x 1-hour sessions on strategy
Aims
The aims of the course are to:
- provide students with a basic understanding of how businesses work, and to give them the language to work effectively with those who work in non-technical roles within a business.
Objectives
As specific objectives, by the end of the course students should be able to:
- gain a preliminary, concise and multi-faceted understanding of issues in running businesses.
Content
The module is structured around three major fields of studies that complement each other, namely economics, marketing, and strategy.
- The sessions on economics aim to introduce the economic nature of the firm, why and how firms grow or contract, and the nature of economic regulation facing firms.
- The sessions on marketing aim to help students understand core questions in marketing and how marketing contributes to business strategy and firm performance; and to help students to develop strategic and analytical skills in planning and evaluating marketing decisions in the business world.
- The sessions on strategy aim to examine how firms develop and maintain competitive advantage; and to help students to develop skills that will allow them to make robust strategic business decisions in the face of uncertainty and complexity.
The Engineer in Business
Sessions on economics (3 x 1-hour sessions):
The economic nature of the firm (1 session)
The theory of the firm (1 session)
The regulation of the firm (1 session)
Sessions on marketing (3 x 1-hour sessions):
Demystifying marketing (1 session)
Strategic brand management (1 session)
Marketing communication in the digital age (1 session)
Sessions on strategy (2 x 1-hour sessions):
What is strategy and how to analyse industries? (1 session)
Types of competitive advantage: Cost leadership and differentiation strategies (1 session)
Further notes
Assessment
A set of multiple-choice questions to be completed over 30 minutes of examination time. A sample paper has been uploaded on the Moodle site.
Examples papers
Booklists
Please see the Booklist for Part IB Courses for complete references for this module.
Some helpful references on Economics Sessions:
|
Sloman, J., Garrett, D., Guest, J. and Jones, E. (2016) |
Economics for Business, 7th Edition, Pearson. Chapters 3 (Business Organisations), 14 (Alternative Theories of the Firm), 15 (Growth Strategy), 20 (Reasons for Government Intervention in the Market) and 21 (Government and the Firm). |
E-book via
|
Some helpful references on Marketing Sessions:
|
Kotler, P. et al. (2016) |
Marketing Management. 3rd European ed. Harlow: Prentice Hall/Pearson Education ‘Introduction to Marketing.’ ‘The Changing Marketing.’ ‘Managing digital technology in marketing.’ ‘Digital and global brand management strategies.’ |
E-book via Printed books at: HF5415.13.K67 M3 2016 |
|
Day, G. S. (1994) |
"The Capabilities of Market-Driven Organizations." Journal of Marketing, 58(4): pp. 37-52 |
E-article via |
|
Rust, R., Zeithaml, V.A. and Lemon, K. N. (2004) |
“Customer-Centered Brand Management.” Harvard Business Review, 82(9), 110-118 |
E-article via |
Some helpful references on Strategy Sessions:
|
Magretta, J. (2002) |
“Why Business Models Matter.” Harvard Business Review, 80(5): pp. 86-92 |
E-article via |
|
Porter, M. (1996) |
“What is Strategy?” Harvard Business Review, 74(6): pp. 61-78 |
E-article via |
|
Porter, M. (2008) |
“The Five Competitive Forces that Shape Strategy.” Harvard Business Review, 86(1): pp. 78-93 |
E-article via |
|
MacMillan, I. C. McGrath, G. (1997) |
“Discovering New Points of Differentiation.” Harvard Business Review, 75(4): pp. 133-145 |
E-article via |
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 16/05/2019 12:27
Engineering Tripos Part IB, 2P8: The Engineer in Business (Compulsory), 2018-19
Lecturer
Lecturer
Lecturer
Timing and Structure
Weeks 1-8, Lent Term. 8 x 1-hour sessions including: 3 x 1-hour sessions on economics, 3 x 1-hour sessions on marketing, 2 x 1-hour sessions on strategy
Aims
The aims of the course are to:
- provide students with a basic understanding of how businesses work, and to give them the language to work effectively with those who work in non-technical roles within a business.
Objectives
As specific objectives, by the end of the course students should be able to:
- gain a preliminary, concise and multi-faceted understanding of issues in running businesses.
Content
The module is structured around three major fields of studies that complement each other, namely economics, marketing, and strategy.
- The sessions on economics aim to introduce the economic nature of the firm, why and how firms grow or contract, and the nature of economic regulation facing firms.
- The sessions on marketing aim to help students understand core questions in marketing and how marketing contributes to business strategy and firm performance; and to help students to develop strategic and analytical skills in planning and evaluating marketing decisions in the business world.
- The sessions on strategy aim to examine how firms develop and maintain competitive advantage; and to help students to develop skills that will allow them to make robust strategic business decisions in the face of uncertainty and complexity.
The Engineer in Business
Sessions on economics (3 x 1-hour sessions):
The economic nature of the firm (1 session)
The theory of the firm (1 session)
The regulation of the firm (1 session)
Sessions on marketing (3 x 1-hour sessions):
Demystifying marketing (1 session)
Strategic brand management (1 session)
Marketing communication in the digital age (1 session)
Sessions on strategy (2 x 1-hour sessions):
What is strategy and how to analyse industries? (1 session)
Types of competitive advantage: Cost leadership and differentiation strategies (1 session)
Further notes
Assessment
A set of multiple-choice questions to be completed over 30 minutes of examination time. A sample paper has been uploaded on the Moodle site.
Examples papers
Booklists
Please see the Booklist for Part IB Courses for complete references for this module.
Some helpful references on Economics Sessions:
|
Sloman, J., Garrett, D., Guest, J. and Jones, E. (2016) |
Economics for Business, 7th Edition, Pearson. Chapters 3 (Business Organisations), 14 (Alternative Theories of the Firm), 15 (Growth Strategy), 20 (Reasons for Government Intervention in the Market) and 21 (Government and the Firm). |
E-book via
|
Some helpful references on Marketing Sessions:
|
Kotler, P. et al. (2016) |
Marketing Management. 3rd European ed. Harlow: Prentice Hall/Pearson Education ‘Introduction to Marketing.’ ‘The Changing Marketing.’ ‘Managing digital technology in marketing.’ ‘Digital and global brand management strategies.’ |
E-book via Printed books at: HF5415.13.K67 M3 2016 |
|
Day, G. S. (1994) |
"The Capabilities of Market-Driven Organizations." Journal of Marketing, 58(4): pp. 37-52 |
E-article via |
|
Rust, R., Zeithaml, V.A. and Lemon, K. N. (2004) |
“Customer-Centered Brand Management.” Harvard Business Review, 82(9), 110-118 |
E-article via |
Some helpful references on Strategy Sessions:
|
Magretta, J. (2002) |
“Why Business Models Matter.” Harvard Business Review, 80(5): pp. 86-92 |
E-article via |
|
Porter, M. (1996) |
“What is Strategy?” Harvard Business Review, 74(6): pp. 61-78 |
E-article via |
|
Porter, M. (2008) |
“The Five Competitive Forces that Shape Strategy.” Harvard Business Review, 86(1): pp. 78-93 |
E-article via |
|
MacMillan, I. C. McGrath, G. (1997) |
“Discovering New Points of Differentiation.” Harvard Business Review, 75(4): pp. 133-145 |
E-article via |
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 04/04/2019 09:22
Engineering Tripos Part IB, 2P8: The Engineer in Business (Compulsory), 2020-21
Lecturer and Course Leader
Lecturer
Lecturer
Timing and Structure
Weeks 1-8, Lent Term. 8 x 1-hour sessions including: 3 x 1-hour sessions on economics, 2 x 1-hour sessions on strategy, 3 x 1-hour sessions on marketing. The first three lectures will be delivered live on Zoom.
Aims
The aims of the course are to:
- provide students with a basic understanding of how businesses work, and to give them the language to work effectively with those who work in non-technical roles within a business.
Objectives
As specific objectives, by the end of the course students should be able to:
- gain a preliminary, concise and multi-faceted understanding of issues in running businesses.
Content
The module is structured around three major fields of studies that complement each other, namely economics, marketing, and strategy.
- The sessions on economics aim to introduce the economic nature of the firm, why and how firms grow or contract, and the nature of economic regulation facing firms.
- The sessions on strategy aim to examine how firms develop and maintain competitive advantage; and to help students to develop skills that will allow them to make robust strategic business decisions in the face of uncertainty and complexity.
- The sessions on marketing aim to help students understand core questions in marketing and how marketing contributes to business strategy and firm performance; and to help students to develop strategic and analytical skills in planning and evaluating marketing decisions in the business world.
The Engineer in Business
Sessions on economics (3 x 1-hour sessions):
The economic nature of the firm (1 session)
The theory of the firm (1 session)
The regulation of the firm (1 session)
Sessions on strategy (2 x 1-hour sessions):
What is strategy and how to analyse industries? (1 session)
Types of competitive advantage: Cost leadership and differentiation strategies (1 session)
Sessions on marketing (3 x 1-hour sessions):
Demystifying marketing (1 session)
Strategic brand management (1 session)
Marketing communication in the digital age (1 session)
Further notes
Assessment
A set of multiple-choice questions to be completed over 30 minutes of examination time. The 2019 paper is in proposed format.
Examples papers
Booklists
Please refer to the Booklist for Part IB Courses for complete references to this module, this can be found on the associated Moodle course.
Some helpful references on Economics Sessions:
|
Sloman, J., Garrett, D., Guest, J. and Jones, E. (2019) |
Economics for Business, 8th Edition, Pearson. Chapters 3 (Business Organisations), 13 (Alternative Theories of the Firm), 15 (Growth Strategy), 20 (Reasons for Government Intervention in the Market) and 21 (Government and the Firm). |
E-book via
|
Some helpful references on Strategy Sessions:
|
Magretta, J. (2002) |
“Why Business Models Matter.” Harvard Business Review, 80(5): pp. 86-92 |
E-article via |
|
Porter, M. (1996) |
“What is Strategy?” Harvard Business Review, 74(6): pp. 61-78 |
E-article via |
|
Porter, M. (2008) |
“The Five Competitive Forces that Shape Strategy.” Harvard Business Review, 86(1): pp. 78-93 |
E-article via |
|
MacMillan, I. C. McGrath, G. (1997) |
“Discovering New Points of Differentiation.” Harvard Business Review, 75(4): pp. 133-145 |
E-article via |
Some helpful references on Marketing Sessions:
|
Kotler, P. et al. (2016) |
Marketing Management. 3rd European ed. Harlow: Prentice Hall/Pearson Education ‘Introduction to Marketing.’ ‘The Changing Marketing.’ ‘Managing digital technology in marketing.’ ‘Digital and global brand management strategies.’ |
E-book via Printed books at: HF5415.13.K67 M3 2016 |
|
Day, G. S. (1994) |
"The Capabilities of Market-Driven Organizations." Journal of Marketing, 58(4): pp. 37-52 |
E-article via |
|
Rust, R., Zeithaml, V.A. and Lemon, K. N. (2004) |
“Customer-Centered Brand Management.” Harvard Business Review, 82(9), 110-118 |
E-article via |
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 15/01/2021 20:54
Engineering Tripos Part IB, 2P8: The Engineer in Business (Compulsory), 2024-25
Lecturer
Lecturer
Lecturer
Timing and Structure
Weeks 1-8, Lent Term. 8 x 1-hour sessions including: 3 x 1-hour sessions on economics, 2 x 1-hour sessions on strategy, 3 x 1-hour sessions on marketing. The first three lectures will be delivered live on Zoom.
Aims
The aims of the course are to:
- provide students with a basic understanding of how businesses work, and to give them the language to work effectively with those who work in non-technical roles within a business.
Objectives
As specific objectives, by the end of the course students should be able to:
- gain a preliminary, concise and multi-faceted understanding of issues in running businesses.
Content
The module is structured around three major fields of studies that complement each other, namely economics, marketing, and strategy.
- The sessions on economics aim to introduce the economic nature of the firm, why and how firms grow or contract, and the nature of economic regulation facing firms.
- The sessions on strategy aim to examine how firms develop and maintain competitive advantage; and to help students to develop skills that will allow them to make robust strategic business decisions in the face of uncertainty and complexity.
- The sessions on marketing aim to help students understand core questions in marketing and how marketing contributes to business strategy and firm performance; and to help students to develop strategic and analytical skills in planning and evaluating marketing decisions in the business world.
The Engineer in Business
Sessions on economics (3 x 1-hour sessions):
The economic nature of the firm (1 session)
The theory of the firm (1 session)
The regulation of the firm (1 session)
Sessions on strategy (2 x 1-hour sessions):
What is strategy and how to analyse industries? (1 session)
Types of competitive advantage: Cost leadership and differentiation strategies (1 session)
Sessions on marketing (3 x 1-hour sessions):
Demystifying marketing (1 session)
Strategic brand management (1 session)
Marketing communication in the digital age (1 session)
Further notes
Assessment
A set of multiple-choice questions to be completed over 30 minutes of examination time.
Examples papers
See VLE.
Booklists
Please refer to the Booklist for Part IB Courses for complete references to this module, this can be found on the associated Moodle course.
Helpful reference for Economics Sessions:
|
Sloman, J., Garrett, D., Guest, J. and Jones, E. (2023) |
Economics for Business, 8th, 9th Editions, Pearson. Chapters 3 (Business Organisations), 13 (Alternative Theories of the Firm), 15 (Growth Strategy), 20 (Reasons for Government Intervention in the Market) and 21 (Government and the Firm). |
E-book via: |
Helpful reference for Strategy Sessions:
|
Clegg, S.R. Pitelis, C. Schweltzer, J. Whittle, A. (2022) |
Strategy: Theory and Practice 2nd, 3rd, 4th Editions, SAGE. |
Available: UL: 425:1.b.201.51
|
Helpful reference for Marketing Sessions:
|
Kotler, P. et al. (2019) |
Marketing Management. 3rd / 4th European ed. Harlow: Prentice Hall/Pearson Education ‘Defining marketing for new realities/Introduction to Marketing.’ ‘The changing marketing environment and information management.’ ‘Managing digital technology in marketing.’ ‘Digital and global brand management strategies.’ |
E-book via |
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 30/07/2024 08:52
Engineering Tripos Part IB, 2P8: Introductory Business Economics, 2017-18
Lecturer
Timing and Structure
Weeks 1-8, Lent Term. 8 lectures. Compulsory Section for Paper 8.
Aims
The aims of the course are to:
- Introduce students to some basic concepts, categories and tools of economics, both as general background and in preparation for other economics courses in the Engineering Tripos.
Content
The course consists of eight lectures
- Introduction to Economics
- Microeconomics: Demand, Supply and Market Equilibrium
- Microeconomics: Costs and the Firm
- Microeconomics: Market Structure
- Macroeconomics: Introduction
- Macroeconomics: the Components of Aggregate Demand
- Macroeconomic: Policy
- Review
Booklists
Please see the Booklist for Part IB Courses for references for this module.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
KU3
Appreciate the social, environmental, ethical, economic and commercial considerations affecting the exercise of their engineering judgement.
D2
Understand customer and user needs and the importance of considerations such as aesthetics.
D3
Identify and manage cost drivers.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 28/11/2017 06:59
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