Learn the methods and theories that provide insight into consumers’ purchase and consumption behavior as well as their pain points.

Marketing is the function that connects consumers’ needs with the firm’s capabilities to create value for the market. This concentration will equip you with hands-on experience, analytic skills, and strategic perspective required to manage a brands’ meaning, product design, communications mix, pricing, and distribution.

In addition, the Marketing concentration can be combined with the Health Sector MBA, Public & Nonprofit MBA or MBA+ MS in Digital innovation programs, or with one of our other concentrations such as finance, strategy & innovation or entrepreneurship.  The choice is yours – you’ll receive a personalized degree because we give you the freedom to tailor it to fit your goals.

Required Courses (1)

  • Marketing Management (QSTMK723)

    This course provides a practical understanding of how business strategies and tactics are driven by marketing's dual focus on customers and competition. Students will learn how to leverage marketing tools and emerging technologies in the creation (e.g., customer insight, product and service design, branding), delivery (e.g., communication and distribution), and capture (e.g., pricing, customer life time value) of marketplace value. Across business contexts including B2C, B2B, products versus services, global versus domestic markets, small/medium/large organizations, for-profit versus social enterprises, the course builds the fundamental skills involved in analyzing market challenges and opportunities and making decisions for the formulation and implementation of successful and sustainable marketing programs.

  • Marketing Management (QSTMK724)

    This course provides a practical understanding of how business strategies and tactics are driven by marketing's dual focus on customers and competition. Students will learn how to leverage marketing tools and emerging technologies in the creation (e.g., customer insight, product and service design, branding), delivery (e.g., communication and distribution), and capture (e.g., pricing, customer life time value) of marketplace value. Across business contexts including B2C, B2B, products versus services, global versus domestic markets, small/medium/large organizations, for-profit versus social enterprises, the course builds the fundamental skills involved in analyzing market challenges and opportunities and making decisions for the formulation and implementation of successful and sustainable marketing programs.

Elective Courses (4)

Students must take three Marketing electives from the following: (any course with an MK designation)*

  • Digital Marketing Analytics (QSTMK842)

    The internet has become a ubiquitous channel for firms to reach consumers and gather business intelligence. This course will focus on developing students' quantitative skills in the context of digital marketing analytics. We will cover topics including how to design, deploy, and measure the performance digital marketing campaigns, how firms can leverage online word of mouth and the crowd, and touch upon issues of ethics and fraud as they relate to digital marketing. Students will get hands on experience with cutting edge analytics and machine learning tools through group and individual projects.

  • Social Media Marketing (QSTMK845)

    Social media technologies are continuously transforming the ways consumers interact with each other and firms. These changes constitute a fundamental shift in the marketplace--consumers have greater opportunities to voice their opinions and connect with other consumers as well as increased influence over marketers and brands. In this course, we examine how organizations capitalize on social media and these consumer-to-consumer interactions to support their marketing efforts. Specifically, we'll examine (a) how social media can be used to listen to consumers and monitor their behavior; (b) developing and delivering content that engages consumers; and (c) how to track the effectiveness of these efforts. Finally, we'll explore how to manage both the internal and external dimensions of social media engagement. We view these issues from a strategic and a practical perspective, rather than a technical or platform perspective. We examine these topics using a hands-on approach, including live cases, personal engagement in social media, and a team project.

  • Debiasing Decision Making (QSTMK849)

    The objective of this course is to inform future managers, consultants, and advisors of the psychological processes and biases underlying the decisions made by customers, competitors, colleagues, and themselves, with emphasis on how to incorporate such insights into marketing and business strategies. Applications of these processes and biases will be examined within the domains of the sustainability and health sectors. The course will provide students with a broad overview of important results from various behavioral sciences (e.g., behavioral decision research, cognitive and social psychology, behavioral economics, consumer research) that demonstrate the several biases that can affect the quality of our strategic decisions. It is intended to provide students with knowledge about applying these findings to topics in marketing, strategic management, and organizational behavior. Classroom time will be devoted to a combination of lectures, discussions, cases, and exercises illustrating the main concepts.

  • Data Driven Marketing Decisions (QSTMK852)

    This course will focus on developing marketing strategies driven by marketing analytics. Topics covered include market segmentation, targeting, and positioning, and new product development. The course will draw on and extend students' understanding of issues related to quantitative analysis and principles of marketing. The course will use a combination of cases, lectures, and a hands-on project to develop these skills.

  • Global Strategic Marketing (QSTMK853)

    This course focuses on the key strategic marketing decisions managers must make: deciding whether to market globally; selecting countries in which to market; choosing marketing strategies and tactics for entry and growth; and organizing for and managing the implementation of global marketing strategies. The course uses a combination of cases, recent articles, current events and frameworks to provide evergreen lessons for application in ever changing real world situations. Global CEO, CMOs and GMs will provide real world experience as guest speakers in the class. Every business person has to have a global perspective and this class provides that for all business and/or marketing students.

  • Branding (QSTMK854)

    This is a course about branding, and the ways that brands acquire and sustain value in the marketplace. Cases, readings, in-class discussions, and team/individual assignments are designed to provide: An appreciation of the strategic discipline of branding and its role in creating shareholder value; an understanding of brands as co-creations of consumers, marketers, and cultures, and brand management as a collaborative process of meaning management; a sound foundation in consumer-brand behavior to inform brand decisions; and a capacity to think creatively and precisely about the strategies and tactics involved in building, leveraging, defending, and sustaining strong brands. Select topics may include brand equity, brand (re)positioning, brand relationships, brand loyalty, brand community, open source branding, branded entertainment and other cultural branding strategies, internal branding, brand architecture design and portfolio strategy, brand leverage and extensions, brand metrics, crisis management, and brand stewardship. Guest speakers from branding services, consulting, and practice provide insights throughout the course. While this course has obvious relevance for those contemplating brand management careers in product or service markets, it is appropriate for a range of future professionals within for-profit and not-for-profit C2C and B2B worlds, and others who share a simple passion for branding.

  • Consumer Behavior (QSTMK856)

    Marketing, in particular, begins and ends with the consumer -- from determining consumer needs to ensuring customer satisfaction. In this course, we will explore the most recent scientific research in marketing, psychology, and behavioral economics related to consumer behavior. We will develop your ability to understand and influence what people want, how people decide what and when to buy, and whether people will be satisfied or dissatisfied with their decisions. These psychological insights are particularly useful for marketing strategy, brand positioning, and marketing communication decisions, but also yield insight into common biases in judgment and decision making, beyond marketing, to which you would otherwise fall prey. Why people are willing to drive across town to save $5 on a tank of gasoline, for example, when they would not drive a minute to save $5 on a refrigerator. We will discuss some of these applications in class. In addition, we will examine the methodology of market research (specific to consumer behavior) to build the tools you will need to interpret and base decisions on it. Readings will include primary empirical research articles (e.g., Journal of Consumer Research articles), business journal articles, and research reviews (e.g., Harvard Business Review articles). The course includes lecture, discussion, an exam, and a team term project.

  • Services Marketing and Management (QSTMK857)

    This course concentrates on the role of marketing in managing services. Services have the fastest job growth of any sector in the U.S. with similar growth rates in other developed countries. The strategic application of marketing requires cross-functional integration; this is particularly true when one speaks about the marketing of services. You should expect to be addressing human resource, information management, operational, and financial overlaps with marketing throughout the course. The strategic focus includes leadership and culture, management of supplementary vs. core services, service communities, positioning and contrary positioning (breaking industry traditions), service failures (customer defection, employee cycle of failure, and customer apartheid. The primary course assignment is an end-of-semester service analysis and recommendation paper; students are encouraged to analyze a company or SBU where they would like to work in the future. This paper has served as an entryway to a desired job for students in the past.

  • Customer Relationship Management (QSTMK858)

    The course is designed to give students a working knowledge of the concepts and practices of Customer Relationship Management (CRM). The course will emphasize management of the customer experience and how to modify customer behavior using CRM. Key CRM components will be explored, including: database marketing, campaign management, marketing channels - including social media, marketing technology, marketing planning and measurement, and pricing. Instruction will be a combination of lectures, class discussion, cases, group activities, and guest lecturers

  • Business Marketing (QSTMK859)

    This course provides an in-depth understanding of the unique aspects of marketing in a business-to-business environment. Students apply current marketing theory and techniques to industrial market settings. In addition, they develop managerial skills in the marketing planning and execution process, as well as critical analysis and problem-solving abilities with respect to marketing working relationships. The course allows participants to experiment with and apply strategic marketing concepts in a complex industrial marketing environment. Topics covered include the dynamics of relationships between suppliers and customers, the increasing reliance on the marketing-/R&D interface, the structuring of alliances between so-called competitors, and the process of negotiations - to better understand how organizations endeavor to become and stay market-oriented. The course has some guest speakers and an interactive marketing simulation.

  • Marketing High-Tech Products (QSTMK862)

    This course provides you with a good understanding of how marketing works in a high-tech context. When it comes to marketing, there are five important characteristics that make high-tech offerings (products and services) special: technological uncertainty, customer uncertainty, competitor volatility, high- tech offerings are often used not singly but in larger overall systems, and high-tech offerings often exhibit network externalities. These five characteristics have a big impact on the type of challenges, analysis, and marketing decisions made in high-tech industries. The overall purpose of this course is to impart concepts, tools, and frameworks that you can apply as you pursue careers as marketers of high-tech offerings, consultants, investment bankers, and service professionals. The key objectives of the course are to: Understand the special challenges involved in marketing high-tech products Learn how to analyze high-tech marketing problems which involve significant customer, market, and technological uncertainties; Examine approaches to improve the market orientation of, and the marketing-R&D interface in, high-tech companies; Understand the impact of diffusion of technology and adoption of innovation on targeting and segmentation decisions; Explore the effect of complementary products, databases, and systems on product and pricing decisions; Identify the challenges and drivers of success at different stages in a technology's life- cycle; and, Understand the concept of value networks and the role of complementors, partners, and competitors in high-tech industries.

  • Pricing Strategy and Tactics (QSTMK864)

    This course focuses on the practical needs of the marketing manager making pricing decisions. Students learn the techniques of strategic analysis necessary to price more profitably by evaluating the price sensitivity of buyers, determining relevant costs, anticipating and influencing competitors' pricing and formulating an appropriate pricing strategy.

  • Marketing Social Change (QSTMK867)

    Globalization, increasing transparency in business operations and the prevalence of social media have forever changed the way stakeholders view and interact with organizations. Societal and business imperatives are not only often considered compatible; they can be increasingly viewed as one and the same. People today often communicate, organize and engage based on mutual interests, and, generally, place greater trust in organizations and individuals that work for a better world. Marketing has often been referred to as the "science of sales." Whether you are selling a product, an intervention or an idea, it can be a powerful tool for advancing social change in today's dynamic environment. The strategic integration of a relevant social purpose into a product, business or nonprofit organization through brand-building citizenship activities can drive consumer and donor recall, consideration, acquisition, retention and propensity to recommend. However, these efforts do not usually constitute a "silver bullet" and may not be the best solution to a business problem or societal need at all. In the worst cases, ill-conceived citizenship marketing strategies can result in damaging consequences. Practitioners must be pragmatic when engaging in marketing social change. Understanding how to apply best practice, identify opportunities, address challenges, engage stakeholders and innovate strategically are essential skills in this rapidly evolving sector. The purpose of this course is to provide students with an in-depth understanding of how marketing principles can be applied to create both short-term and lasting social change. Students will explore dimensions of the modern landscapes of brand, corporate and nonprofit "citizenship" and how they relate to marketing. Areas of study include: cause-related marketing and cause branding; nonprofit branding and social movements, as well as corporate social responsibility and shared value creation.

  • Retailing and Omni-Channel Marketing (QSTMK875)

    This course provides the student with a comprehensive view of the activities involved in retailing and omni?]channel marketing from a consumer?]facing perspective. We will study key retailing decisions, including selection of retail site locations, merchandising, pricing, store management, layout, and design, and customer service and experience management both within the bricks and mortar setting as well as online and by phone. We will also explore the global nature of supply chain management in retail strategy and operations. We will examine how technology impacts these decisions--including mobile capabilities and effect on retailer pricing strategies, fast fashion, and the need to manage and coordinate service across multiple channels.

  • Managing Marketing Spend (QSTMK878)

    The course will focus on managing marketing spend from the perspective of a marketing manager. The first module of the course is on customer analytics and will cover the fundamental frameworks needed for customer-centric marketing with topics such as customer lifetime value, customer acquisition and retention, and customer equity. The second module of the course focuses on assessing marketing performance and will cover decision support tools that can help brand and product managers make decisions with regard to marketing spending including advertising, pricing, and promotions. The course will require quantitative skills and will use a combination of cases, lectures, and a hands-on project.

Students must take a fourth Marketing elective from the following or any other elective with an MK designation*

  • Product Design and Development (QSTOM880)

    This course explores central managerial challenges in the effective design, development, and introduction of new products. Topics covered include reducing the time to market while meeting cost and quality targets; managing cross-functional projects and inherent technological risks while keeping a focus on customer requirements; and integrated problem-solving by industrial designers, engineers, manufactures, and marketing specialists. [Case studies, readings, guest lecturers, field project]

  • Health Sector Marketing (QSTHM833)

    This course provides an in-depth understanding of health sector marketing in the for-profit and not-for-profit sectors for both products and services (hospital, ACOs, payers, life sciences, pharma and biotech, medical devices, medical software, and so on). The course explores how the tools of marketing (e.g., consumer behavior, pricing, promotion, channels, branding, communication, segmentation, etc.) can be employed in the rapidly changing health sector with particular attention to changing organizational structures, financing, technologies, market demands, laws, channels of distribution, on-line and mobile applications, and regulations which require new approaches to marketing. Topics to be addressed include marketing to physicians, DTC (Direct-to-Consumer) Marketing, new product development particularly for pharmaceuticals and medical devices, adoption of medical and service innovations, typical decision making units in the health sector, traditional as well as social media, and social marketing. The course will have you keep in mind always while making marketing decisions that medicine, in the purest sense, is a profession with an intellectual discipline, a tradition of service, and an ethical code of conduct, and that service to the patient, as individuals and in the aggregate, is foremost in marketing decision making.

  • Advanced Business Analytics: Data Mining (QSTIS841)

    The widespread proliferation of IT-influenced economic activity leaves behind a rich trail of micro-level data about consumer, supplier and competitor preferences. This has led to the emergence of a new form of competition based on the extensive use of analytics, experimentation, and fact-based decision making. In virtually every industry the competitive strategies organizations are employing today rely extensively on data analysis to predict the consequences of alternative courses of action, and to guide executive decision making. This course provides a hands-on introduction to the concepts, methods and processes of business analytics. We will learn how to obtain and draw business inferences from data by asking the right questions and using the appropriate tools. Topics to be covered include data preparation, data visualization, data mining, text mining, recommender systems as well as the overall process of using analytics to solve business problems, its organizational implications and pitfalls. Students will work with real world business data and analytics software. Where possible cases will used to motivate the topic being covered. Prior courses in data management and statistics will be helpful but not required.

  • European Field Seminar (QSTIM851)

    The European Field Seminar gives students an appreciation of "competing in Europe." The European competitive landscape is changing rapidly. Three Boston- based class sessions introduce students to topics such as the history of the European Union, European Community Law, Member States, European Monetary Union, and Competition Policy. During a two week period, the class visits a variety of organizations in Europe to learn about relevant competition issues; students experience first-hand how firms are dealing with them (or should be dealing with them). The wide variety of Sectors covered appeals to a broad segment of the MBA population.

  • Entrepreneurial Sales Strategy (QSTSI874)

    Focusing on sales strategy and execution as one of the most critical success factors in building entrepreneurial ventures, the course will enable students to develop the practical knowledge and specific skills necessary to maximize top-line revenue growth for emerging companies. Topics to be covered include direct, indirect and channel sales strategies; implementing pipeline management principles and forecasting techniques; the use of technology in selling; building a sales organization; and the development of strategic partners and alliances. Also covered are the use of sales tools and skills (presentation, negotiation, territory management, and pipeline development), building successful channel partners, and the keys to successful selling including solution selling vs. product selling.

  • Design Thinking and Innovation (QSTSI839)

    This class will examine how managers and leaders can create the conditions for innovation at the individual, team and organizational levels - and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of ideas into new product concepts; and the commercialization of ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver innovations of value. Thus, the course will focus on the practices and processes that mangers need to put in place to enable organizations to execute on an innovation strategy. In doing so, students will evaluate how to balance the challenges of organizing, managing and leading innovation with the need to produce concrete, routine and expected outcomes within the organization. To be innovative, any new idea must resolve the innovation paradox - introducing enough novelty to appeal to new markets while retaining enough familiarity to tap into existing behaviors. Because design and innovation are frequently inseparable in managing this paradox, the class will assess how design contributes to innovation in product, process and business models across industry sectors. The course will also consider the role that all sources of innovation play - including communities, networks, brokers and other forms of open innovation. Students will be asked to reflect upon innovations that have been critical to their lives, and how these innovations were produced and gained market traction. Final group projects will explore how to "rescue" innovations in trouble with turnaround teams.

Students may select another non-marketing elective specific to the career goals, with the approval of the department.