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Marketing Strategic Plan

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MARKETING DEPARTMENT

STRATEGIC PLAN FOR 2011-2012

Draft Revision, March 2011

According to AACSB accreditation standards, strategic management helps a business school focus resources and efforts toward a defined mission. The mission statement expresses the school’s goals and intentions so that decision makers can decide if proposals are central to the mission, prioritize activities, align resources with the most important goals, and bring coherence to activities. In whatever format practiced, strategic management should guide decisions and practice.

The College of Business Administration (CBA) subscribes to the importance of strategic management.  The current strategic plan was approved by faculty vote in December 2010. To extend strategic management across the college, each department is engaging in its own strategic planning. This document contains the strategic plan for the Marketing Department for 2011-2012. The departmental strategic plans build from the CBA plan, and the CBA vision, mission, and envisioned future are presented next for reference purposes.

VISION

The CBA is a community where creative minds meet, collaborative spirits flourish, and educational and scholarly contributions thrive.

MISSION

Our mission is to graduate highly valued, ethical business professionals prepared to excel in a dynamic global business environment.

ENVISIONED FUTURE

The CBA aspires to become the best business school in the CSU system and ultimately one of the nation's leading business schools among public universities.

MARKETING DEPARTMENT CONTINUOUS IMPROVEMENT OBJECTIVES (CIOs)

Mission Statement:

The Department of Marketing is committed to excellence in student learning, faculty development, and service to the intellectual and area communities.

Envisioned Future:

The Marketing Department aspires to become the best marketing department in the CSU system and one of the best marketing departments in Southern California. 

Department Goals:

With regard to student learning, our mission is to develop highly-valued marketing professionals in our undergraduate and graduate programs. Specifically, we aim to graduate students who are:

  • Critical and analytical thinkers;
  • Able to integrate knowledge from multiple business disciplines;
  • Leaders in their organizations and task groups;
  • Committed to business ethics and corporate social responsibility; and
  • Technologically savvy.

Regarding faculty development, in support of student learning goals our faculty will:

  • Make high quality intellectual contributions to the academic community through their research activities;
  • Participate in the intellectual life of the department, college, university, and the field;
  • Provide collegial support (e.g., co-authorships, workshops, presentations, brownbags); and
  • Support junior faculty development through the retention, tenure, and promotion processes.

Regarding service to our communities, our faculty will:

  • Be actively engaged in and supportive of student learning;
  • Be actively involved in student activities and organizations;
  • Be actively involved in committees and task forces at the department, college, and university level.

Continuous Improvement Objectives (CIOs):

The CIOs link our mission and goals to strategic initiatives and allow the department to move toward its envisioned future. See Table 2 for the department CIOs and strategic initiatives.  Because the departmental CIOs should link to CBA’s mission and initiatives, we present CBA strategic initiatives in the first column of Table 2. The tactical actions in Table 3 connect the CIOs to specific action items. While progress has been made on some items in the table, more effort is needed to successfully complete all of the actions.


     Table 2. Departmental Continuous Improvement Objectives and Strategic Initiatives.

CBA Strategic Initiative

CIO

Department Continuous Improvement Objectives

Department Strategic Initiatives

1

1

Maintain AACSB accreditation

1. Support student learning assessment

2. Keep senior faculty AQ

3. Retain faculty

4. Recruit faculty

2,5

2

Maintain a relevant and current undergraduate business program

5. Review undergraduate curriculum

6. Revise undergraduate curriculum

7. Develop new undergraduate courses

8. Introduce alternative pedagogical methodologies

9. Continuously improve pedagogical skills

10. Inter- and intra-departmental & cross-college collaboration

11. Improve student quantitative skills

2

3

Maintain a relevant and current MBA program. 

12. Develop new MBA courses

10. Inter- and intra-departmental & cross-college collaboration

8. Introduce alternative pedagogical methodologies

9. Continuously improve pedagogical skills

11. Improve student quantitative skills

5,8

4

Assure student learning outcomes

6. Revise undergraduate curriculum

11. Improve student quantitative skills

13. Improve student technology capabilities

3,4,7

5

Improve faculty research activities and productivity

14. Research support

15. Reduce teaching loads

10. Inter- and intra-departmental & cross-college collaboration

4,7

6

Support junior faculty development through RTP process

14. Research support

8. Introduce alternative pedagogical methodologies

9. Continuously improve pedagogical skills

15. Reduce teaching loads

16. Mentorship program

17. Foster research leadership


Table 3. Technical Actions

Department

Strategic Initiative

Key Performance Target/Metric

No.

Action

Champion

Outcomes (to be filled in later)

Target Date

Source of Funding

1. Support student learning assessment

Assessment scores

1

Continue the inclusion of critical thinking and ethics assignments in MKTG300 classes;

Revise assessment rubrics

Course Coordinator & Dept. UPC Chair

Every semester

2. Keep tenured faculty AQ

2

Professional development plan.

Chair

Ongoing - When AQ status is one year from expiration.

3. Retain faculty

AQ/PQ ratio

3

Faculty mentorship/One senior faculty per junior faculty

Chair & Asst. Chair

Ongoing

CBA

4. Recruit faculty

AQ/PQ ratio

4

Hire six faculty

Chair & hiring committee

Fall 2013 – 3

Fall 2015 - 3

CBA

5. Review undergraduate curriculum

Marketing curriculum matrix

5

Develop marketing curriculum matrix

Develop SCOs for all Marketing Courses

Asst. Chair & Dept. UPC

Report & recommendations

Spring 2013

6. Revise undergraduate curriculum

Revised undergraduate curriculum

6

Revise/update marketing curriculum

Asst. Chair & Dept. UPC

Report & recommendations

Fall 2011

7. Develop new undergraduate courses

New undergraduate marketing courses

7

Add new courses along with SCOs

Asst. Chair, Dept. UPC, & faculty

Report & recommendations

Spring 2012

8. Introduce alternative pedagogical methodologies

Number and quality of guest speakers, class projects, assignments

8

Invite industry and community speakers; Assign class projects and assignments involving businesses and organizations.

Chair

&

faculty

Ongoing

9. Continuously improve pedagogical skills

Teaching workshops attended

9

Harvard Business school teaching workshop and other workshops

Chair

Summer 2012

CBA

10. Inter- and intra-departmental & cross-college collaboration

Number and quality of courses and joint research projects

10

Participate in co-teaching, number of courses and joint research projects

MBA Director, Chair, & Dept. UPC & GPC Chair

10. Inter- and intra-departmental & cross-college collaboration

Number and quality of joint research

& level of contribution (lead author)

11

Joint research

Chair & Asst. Chair

11. Improve student quantitative skills

New lower division marketing research course

12

Add a new 300-level course

Dept. UPC, Mary Celsi, Asst. Chair

12. Develop new MBA courses

New graduate marketing courses

13

Add new courses.

Chair, & Dept. GPC

Fall 2011

13. Improve student technology capabilities

15

Students will be able to construct, launch, monitor, analyze, and interpret data from an on-line survey using Qualtrics (or comparable web-based survey design software).

Students will be proficient with SPSS or SAS statistical software. They will be able to download, analyze, and interpret an existing database.

Asst. Chair & Dept. UPC & course coordinator for MKTG 470

Fall 2011

14. Research support

2 conferences/ workshops per year

16

Submit manuscripts to the conferences and workshops

Chair

Ongoing

14. Research support

10 hrs per faculty

17

Secure GA hours

Chair

Ongoing

14. Research support

Number and quality of research output from the lab

18

Design the lab; buy the lab equipment

Risto Moisio

Summer 2012

CBA

14. Research support

Number and quality of research output from database

19

Database setup

Sam Min

Summer 2012

CBA

14. Research support

Number of research supports received

20

Hire or outsource copy-editing services

Risto Moisio

Summer 2012

CBA

15. Reduce teaching loads

1 large + 1 small section and 1 large 2nd semester or 2 small sections

21

Minimize new preparations

Chair & Asst Chair

Ongoing

16. Mentorship program

Each TT faculty is assigned a T faculty as mentor. 

22

Provide guidance, feedback, & support to junior faculty until tenured.

Chair & Asst. Chair

Ongoing

17. Foster research leadership role

The sole or lead authorship in quality journal publications

23

Ongoing efforts at initiating new projects

All faculty

Ongoing


STRATEGIC DIRECTION OF THE MARKETING DEPARTMENT

 

Strategic Directions for the Undergraduate Program

Our vision of the strategic directions for the marketing department’s undergraduate program is in line with our mission statement. We are reviewing and restructuring undergraduate marketing courses so that our curricula are updated with relevant and useful courses that enhance students’ analytical and critical thinking skills and prepare them well for current market needs.

Our efforts are focused on the following areas:

  • Streamline undergraduate marketing courses to avoid redundancy in topics.
  • Provide students with a structured course map so that they can take the undergraduate marketing courses in a systematic way and develop insights into the relationships among various marketing topics.
  • Develop and finalize the SCOs for all undergraduate marketing courses over a three-year period. During the first stage, efforts will be focused on the SCOs for the three core marketing courses (MKTG 470, MKTG 490 and MKTG 494).  Then we will extend our efforts to all elective marketing courses.
  • Develop new courses to enhance students’ analytical and critical thinking skills. For example, we plan to add a 300-level introductory marketing research course to enrich students’ understanding of research topics and enable them to pursue marketing research courses at a higher level.
  • Restructure existing courses or develop new courses to better meet current market needs for our undergraduate marketing students. Specifically, the following initiatives are under discussion:
    1. Restructuring MKTG 437 “Internet Marketing” so that it integrates marketing theories from consumer behavior, promotion strategy and internet marketing. A new course title, such as “Digital Marketing and Media,” will be adopted for the course. The course will highlight taking advantage of the current social media trend as a critical marketing communication strategy.
    2. Restructuring MKTG 492 “New Products New Services.” The restructured course will reflect cross-disciplinary efforts within and outside the College of Business Administration.
    3. A sustainability class module that can be applied to marketing undergraduate courses.
    4. New courses, such as courses on branding and fashion management, that can be collaboratively developed with other departments (both within and outside the College of Business Administration).

Strategic Directions for the Graduate Program

Our vision of the strategic directions for the marketing department’s graduate program is in line with our mission statement. We will continue to work on the MBA curriculum matrix for the department as well as the set of discipline-based, integrative core, and integrative elective courses.  The restructuring of the graduate marketing courses must be coordinated with the changes being implemented in the MBA revitalization effort.  We need to address certain issues concerning our marketing curriculum, updating the topics and concepts so that they are relevant and useful for our students’ analytical and critical thinking skills and prepare students well for current market needs.

Strategic Directions for Faculty Development

Our vision of the strategic directions for faculty development, which helps the Marketing Department become the best marketing department in the CSU system and one of the best marketing departments in Southern California, is in line with our mission statement and the envisioned future of the Marketing Department.  Most of all, our objective is to recruit and retain highly talented marketing faculty.  We will also provide a structure and support for senior faculty to be actively engaged in research (maintain and/or achieve AQ status) as well as research mentorship of junior faculty.  We continue to support faculty development by improving faculty research activities and productivity and by supporting junior faculty development through the RTP process. 

Regarding research, current resources (and incoming ones) provide excellent support for research productivity.  The department is supportive of manuscript submissions to conferences and workshops, secures GA hours for faculty, hires or outsources copy-editing services, minimizes new preparations, and is pursuing ongoing efforts at initiating new projects.  The lab is being designed, lab equipment acquired, and the database set up.  We provide such collegial support as co-authorships, workshops, and presentations, and brownbag sessions are under consideration.  Junior faculty are given guidance, feedback and support until tenured, and advised on the level of service that is necessary and satisfactory to help them avoid committing to service activities that are excessively time-consuming and challenging for faculty at that level.

 Being effective teachers is an important part of our vision of excellence. Tactical actions to improve teaching effectiveness and integrate pedagogical innovation in the curriculum include going to teaching workshops, webinars, and discussions/dialogues among faculty. Tenured faculty are encouraged to take a more active role in helping and working with junior faculty, especially in finding resources that can help develop/improve teaching skills.

 

CBA and Departmental Strategic Plans