Lecturer:

• 
  Prof. Dr. Maik Hammerschmidt
  

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Teaching Assistant:

• 
  Lisa Rüger, M.Sc.
  

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Time and Location:

Lecture: Tuesdays, 14:15 – 15:45

Room: ZHG 101

Start: Tuesday, 03.11.2026



Exercise: tba. (End of January 2027)

Room: tba.

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Examination:

Written Exam: 90 Min. (6 CP)



Written Exam:

Date: Dienstag, 16.02.2027, 14:15 – 15:45

Room: ZHG 008



Examination Requirements:

Students must demonstrate a robust understanding of the concepts and frameworks underlying market-oriented corporate management. Additionally, they must exhibit the ability to apply methods of competitive and customer analysis to case-specific scenarios and to develop strategic marketing profiles based on these insights.

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Prerequisites:

No formal prerequisites.

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Learning outcome, core skills:

After successful attendance, students are able to critically discuss and apply the most important approaches for identifying key success factors for competitive and customer-oriented strategic marketing. They also understand concepts and approaches of customer-oriented corporate culture and organization. They also learn how to critically discuss these approaches and apply them to a concrete, pre-defined business case. In this way, the students get to know methods that empower them to analyze and shape a firm’s strategic profile.

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Content of the Lecture:

The lecture initially establishes a fundamental understanding of market orientation as a critical driver of corporate success before introducing its four core dimensions: strategic orientation, competitive orientation, customer orientation, and implementation orientation. Under the first dimension (strategic orientation), a selection of both foundational and contemporary strategic frameworks is examined. The course then transitions to competitive and customer orientation (the second and third dimensions). The former covers essential tools for competitive analysis and the formulation of competitive strategies. The latter explores methodologies for analyzing customer satisfaction and retention, alongside an in-depth discussion of customer loyalty and complaint management strategies. Quantitative exercises are integrated throughout to provide hands-on application of competitive analysis instruments and metrics for measuring customer satisfaction, retention, and customer lifetime value. Concluding with the fourth dimension (implementation orientation) the course demonstrates how market-oriented management is enacted and disseminated to employees, with a particular focus on typologies of corporate culture and approaches to cultural transformation.


Content of the Exercise:

The accompanying practical exercise is structured around a case study designed to apply core lecture concepts to real-world scenarios. Students will deepen their understanding of the course material through applied, transfer-oriented problem-solving.

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Recommended Literature:

• Aaker, D. A., & Moorman, C. (2024). Strategic Market Management (12. ed.). Chichester: Wiley


• Backhaus, K., & Schneider, H. (2020). Strategisches Marketing (3. ed.). Stuttgart: Schäffer-Poeschel.


• Bea, F. X., & Haas, J. (2024). Strategisches Management (11. ed.). Stuttgart: UTB.


• Becker, J. (2018). Marketing- Konzeption: Grundlagen des zielstrategischen und operativen Marketing-Managements (11. ed.). München: Vahlen.


• Homburg, C. (2016). Kundenzufriedenheit: Konzepte - Methoden – Erfahrungen (9. ed). Wiesbaden: SpringerGabler.


• Wetzel, H., Hammerschmidt, M., & Zablah, A. R. (2014). Gratitude versus entitlement: A dual process model of the profitability implications of customer prioritization. Journal of Marketing, 78(2), 1-19