EXECUTIVE MBA PROGRAM

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					Jim Wills                        Syllabus MARKETING MANAGEMENT                     Spring 2009




                             Shidler College of Business
                                 MBA PROGRAM
                        MARKETING MANAGEMENT (BUS 623)
                                   Fall Term 2012
                                Subject to revisions
Instructor: Jim Wills

E-mail: jwills@hawaii.edu
Phone: Office - 808-956-7607; Cell 227-1392 (Preferred) Leave a message.
Office location: CBA C-401g
Office hours: Tuesdays 6:00 – 7:00; Thursdays 4:00 – 5:00pm and by appointment (other times
and locations are possible with advance appointments).

Course Credits: Three (3)

Class Meets: Section 1: Tuesdays, 0300-0545p BUSAD G103 08/20 thru12/14/2012
             Section 3: Thursdays, 1800-2045, BUSAD G102, 08/20 thru 12/14/2012

                                  REQUIRED MATERIALS
1. Philip Kotler and Kevin Keller, Marketing Management, 14th edition (Prentice-Hall 2012)
2. HBS Case Studies purchases from the Harvard Business Publishing website (SEE CASE
    ORDER PROCESSING IN LAULIMA).


                                   COURSE PERSPECTIVE
The course focuses on formulating and implementing marketing management strategies, policies
and plans. This is a task undertaken in most companies at the strategic business unit (SBU) level.
The marketing management process is important at all levels of the organization, regardless of
the title applied to the activity. Typically, it is called corporate marketing, strategic marketing, or
just marketing management. For our purposes, they all involve essentially the same process, even
though the actors and activities may differ. The course will provide you a systematic framework
for understanding marketing management and marketing strategy. Accordingly, the course
emphasizes the following:

           Primary and changing perspectives on marketing management in market driven-
            economies.
           The use and impact of interactive media on marketing management.
           Application marketing management models, concepts and principles.
           A global perspective with an Asia-Pacific focus in developing marketing management –
            strategy and practice.




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Jim Wills                         Syllabus MARKETING MANAGEMENT                    Spring 2009




                                         COURSE GOALS

To further disseminate and develop the knowledge and skills in the essential aspects of
marketing management, marketing strategy, and marketing applications, with a focus on the
development and execution of programs, audits, and plans.

                                          COURSE SCOPE
This course is concerned with the development, evaluation, and implementation of marketing
management in complex business environments. The course deals primarily with an in-depth
analysis of a variety of concepts, theories, facts, analytical procedures, techniques, and models.
The course prepares students to address strategic issues effectively such as follows:

           What business are we in and is it the most productive use of our resources?
           What are our long-term marketing objectives?
           What elements of national culture influence the execution of marketing strategy?
           What are the critical dimensions of Globalization that affect marketing decisions?
           What is our sustainable marketing competitive advantage?
           Should and if so how should the firm diversify?
           How are marketing resources to be allocated?
           What marketing opportunities and threats do we face?
           What are our marketing organizational strengths and weaknesses?
           What are our strategic marketing alternatives?
           How and in what market should the firm compete?

The course provides students with a solid foundation of the fundamental marketing decision-
making tools and management of all of the elements of the marketing plan. As well the course
goal is to develops a clear understanding of the marketing function in relationship to other
business processes and functions (e.g. operations, finance, accounting, information technology).

                                   LEARNING OBJECTIVES
To become familiar with the range of decisions implicit in strategic marketing management and
planning. In addition, to develop skill in using a variety of analytical frameworks for making
such decisions. To develop an understanding of how markets contrast in terms of the following:

           Their “enduring characteristics.”
           Their stage of development and how the nature of competition in such markets is
            impacted.

Students will develop skills to effectively plan and implement marketing strategies, ranging from
new product entry strategy to international product life cycle management, to market exits.



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Jim Wills                       Syllabus MARKETING MANAGEMENT                      Spring 2009




COURSE STRUCTURE

1. Lecture/Discussions/reading assignments
   Chapter material, additional readings, video presentation, small group work/exercises,
   discussions and mini-cases studies will provide the knowledge-building platform for class.
   Students are expected to contribute and actively participate in the classroom exchange and
   activities. The ultimate goal is to prepare the student to employ the rich variety of marketing
   decision-making tools effectively in complex business situations.

2. Harvard Case Studies (Team projects)

     The case studies bring theories, concepts, and facts to a stage of application and
     implementation. Each Harvard Case Study is different because each organization in each
     situation is different, but you will learn to appreciate and analyze the opportunities and
     challenges faced by many different companies and to understand how managers have tried to
     deal with them. The Kotler Text provides a rich variety of perspectives about the marketing
     process, practice and application which are to be employed in the case analysis.

     Two things are inherent in the use of cases in education. One is that you have to think!
     Doing case studies is not an exercise in memorization. There is no place to look up answers
     and there is no one right answer. Instead, you have to read between the lines, assimilate, and
     synthesize various pieces of information, apply concepts and theories, and project all this into
     a realistic situation. This takes a lot of thinking!

     It also takes time! You cannot read a case a few hours before class and expect to offer good
     analysis and solutions. Top executives cannot do it and you cannot as well. Although good
     intuition is a great skill, if you have it, it still has to be based upon a thorough analysis and
     synthesis of concepts and applied facts. It also requires that you fully understand the hard
     data of the case. In case analysis, “number crunching” is “the key" to a successful case
     analysis. Students should be comfortable in using financial, mathematical techniques and
     ratios analysis in preparing a case solution.

     The second inherent factor in using case studies is the interaction with others. Although
     much can be learned from the information that is in a case and from the cognitive process in
     analyzing the case, the ultimate test will come in being able to articulate and explicate this
     process.

     The other part of interaction, which many of us too often forget, is called listening. You
     should listen and reply to others rather than ignore their points of view for yours. In addition,
     you should ask questions of others and of the instructor. Voltaire said, “Judge of man not by
     his answers, but by his questions.” Good executives listen and ask questions before making
     important decisions.

     An effective way to learn about marketing management is the reading and analysis of actual
     marketing cases. Case studies provide students with an opportunity for an in-depth



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 Jim Wills                        Syllabus MARKETING MANAGEMENT                       Spring 2009



      examination of problems and the chance to test their decision-making skills to resolve the
      challenges of the market place. Case preparations will include company situation analysis,
      problem/opportunity identification, data and appropriate quantitative analysis, options and
      alternatives, action plans for the desired solution. All of the above are to demonstrate
      appropriate application of marketing principles and concepts.

      All teams will identify the critical problems and issues in the case and provide a solution and
      plan to resolve these challenge(s). The team document must be an integrated solution to the
      relevant issues in the case (see case guidelines below). Study questions are provided to direct
      your inquire, analysis and solution.

      One team is assigned to present their case solution (max 25 - 30 minutes max) followed by
      open floor discussion 10 – 15 minutes.

 3. Context reports (Individual project)

      Each student will present current marketing context reports. The purpose of this assignment
      is to employ an important marketing concept or principle to explain a current event in the
      world of commerce. The presentation is limited to 10 minutes. First, the presentation will
      begin with an analysis of the marketing concept or principle. The analysis will go beyond the
      text description and provide depth of research for marketing concept or principle. Second
      illustrate the concept or principle through an application with case example(s) and
      illustration(s). Finally, a critic of the concept and its usefulness is to be presented i.e. explain
      how it helps managers make better decision; what are its limitations.

      Hard copies of the research article(s), power point slides and other illustrative material used
      will be provided to the professor at the start of the presentation. Effectiveness of the
      presentation and communication skills will be apart of this evaluation. There is no formal
      written report beyond the power point presentation. (Note: sources of your research should be
      properly attributed in a power point references page). As a guideline 6 power point slides 2-3
      for the illumination of the concept, 2-3 for the case example or illustration. Short YouTube
      clips may also be employed

4. Exercises and reading: End of Chapter “Applications” maybe assigned from time to time during
   the term and as well as current articles for Harvard Business Review and Businessweek.

 5. Exams

     There will be a midterm and final exam both exams will have objective question and short
     answer essays/mini cases. The exams will test your basic knowledge of text readings, class
     lectures/discussion, and application of concepts and principles to real case situation.

 METHOD OF INSTRUCTION

      The course is designed to be highly interactive and in-class participation is required.
      Through Kotler/Keller text, Harvard case studies/presentations, Chapter exercises, and class
      lecture and discussion, students will have the opportunity to use the concepts, ideas, and


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Jim Wills                        Syllabus MARKETING MANAGEMENT                  Spring 2009



     strategies of marketing management. Problem-solving sessions occur in both individual and
     team settings. Discussion of text material will be highly interactive with a focus on
     application.

     This graduate course will incorporate lecture/discussions, context report and a case analysis
     based approach to marketing management. The textbook, case studies and end-of-chapter
     material are used in this course as a reference point for the discussion, debate, learning and
     application. Students are required to read and inculcate the principles found in these
     materials.

STUDENT ROLES AND RESPONSIBILITIES

     1. Attend class and prepare for the class by reading studying and completing all assignments
        before the scheduled class period. In my classes, I do not have an attendance policy. My
        lectures feature numerous practical and real life examples of the course principles in
        action that show how marketers use these concepts in everyday marketing. Missing a
        lecture may impede your ability to understand fully the concepts and principles covered. I
        suggest that you use a “buddy” system to ensure that if you miss a class that you get the
        appropriate notes from colleagues.

     2. Understand that all of the material assigned for the class may be incorporated into exams,
        or other forms of evaluating student performance. You are responsible to ensure that you
        take appropriate notes of the class lectures. My policy is that I do not give extra credit
        assignments. You should make every effort to achieve your desired grade by performance
        on the course grading criteria.

     3. Understand that all written assignments are due at the time of the class in which they
        pertain and at no other time. I do not accept e-mailed assignments unless you have
        advanced approval from me.

     4. All written work is to be printed with double-spaced type using Times New Roman 12-
        point font with 1-inch margins on all four sides. Each pages it to be numbered in a footer.
        Use a header to provide the student(s) name(s) assignment and due date in 8-point font.
        Staple in upper left hand corner. Please no expensive bulky folders or covers. All sources
        must be properly cited (MLA, APA or ASA). I prefer APA style guide. Consult style
        guide at the following website for detailed guidelines (scroll down to “citations” click on
        “MLA, APA or ASA Formatting and Style Guide”) study carefully.

            http://owl.english.purdue.edu/owl/resource/679/01/

            Hint: Review the “Grammar and Mechanics” page at the above web site.

     5. Your role and responsibility includes a desire to learn and contribute to the learning
        experience for the group by actively participating in class discussions, homework
        exercises and team projects. I exercise the right to call on any student at any time for
        class participation and to judge your preparedness for the class.



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Jim Wills                      Syllabus MARKETING MANAGEMENT                     Spring 2009




     6. You should arrive at class meetings on time to avoid disrupting the class. Cell phones,
        pagers, or PDAs should be turned off before entering the classroom. Working on
        assignments from other courses or studying for other exams, reading outside materials
        web surfing is not permitted during the class.

     7. I will consider make-up work - only under extraordinary circumstances (e.g., validated
        personal or family illness, emergencies, required travel for work etc.). I must be notified
        promptly (asap) if a personal emergency arises. Initial notification may be by phone
        (including voice mail messages), but must be followed-up with written notification
        (including faxes and e-mail messages). Any makeup request must be made in writing.
        The makeup date will be as soon as possible after the original due date.

               Please note that personal trips, vacations, etc. (regardless of how long they have
                been planned) do not qualify as extraordinary circumstances. This especially
                applies to your holiday travel plans. Plan ahead for work related travel whenever
                possible. Notify me in advance of your work related travel plans if they will affect
                your work in this class in any way. Also, keep your team members informed of
                travel and other work related obligations. I prefer assignments for missing class
                be handed to me in advance of your departure.

     8. On the subject of grading, please note that grades are non-negotiable and course grade
        can only be changed do to incorrect calculation or input errors. If you have any questions
        as to the validity of a grade this must be brought to my attention within two (2) weeks of
        the day/date the grade is posted.

     9. The University is committed to a policy of honesty in academics. Conduct, which
        compromises a breach of this policy, may result in academic and/or disciplinary action.
        Compliance with the University of Hawaii academic policy is required of all students at
        all times.

     10. Note that occasionally, changes in the schedule of the course, or in the assignments, are
         announced during class. It is your responsibility to ensure that you have received all
         schedule changes.

   11. I will make all the necessary accommodations for class members with disabilities. Those
       students who require or who wish to request special accommodations are encouraged to
       contact the instructor after the first class of the semester and Student Disability Services
       immediately.

             ROLE AND RESPONSIBILITIES OF THE INSTRUCTOR
     1. The instructor will present the material in a professional and organized manner using
        class time effectively in a way that will facilitate learning.
     2. The instructor will conduct all evaluations of students in a fair and non-partial manner.



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Jim Wills                      Syllabus MARKETING MANAGEMENT                   Spring 2009



     3. The instructor will fully explain the expectations of performance, clearly describe the
        course objectives, and clearly communicate all criteria for assignments.
     4. The instructor will facilitate and maximize each students learning of the course material
        and will stimulate students’ interest in learning the material—it is my job to ensure that
        you learn the material to the best of your ability.
     5. The instructor will be available to answer students’ concerns, issues, questions, or
        commentary in person by appointment during office hours or at a mutually agreed upon
        time and place.
     6. The instructor will always demonstrate respect and concern for the students.

                                       EVALUATION
The weightings for the grade components are as follows:

            1) Class participation & Team peer evaluation HBR,
               BW readings, End of Chapter Application material
               as assigned                                              15 points
            2) Context reports (Individual project)                     15 points
            3) Midterm exam                                             20 points
            4) Final exam                                               25 points
            5) Team Case Studies reports and presentations              25 points

               Total:                                                   100 points

Letter Grade Scale minimums
A+ = 97.5 B+ = 87.5 C+ = 77.5 D+ = 67.5 F < 60
A = 95         B = 85        C = 75         D = 65
A- = 90        B- = 80       C- = 70        D- = 60
I reserve the right to use a positive class curve on the final grade distribution(s) for total
points or for individual grade components.


               GUIDE TO ANSWERING TEAM HBS CASE STUDY QUESTIONS


Situation Assessment:

Begin with a short concise synopsis of the industry and an evaluation of the organizations current
situation. Be diagnostic; do not merely restate material in case. Assess relevant environmental
information, market, and competitors. What are the firm’s objectives? Are they financially
sound? Provide quantitative assessments, if applicable. What are firm’s strengths and
weaknesses? Distinctive competencies? Are assumptions and opinions held by management
realistic?

Defining Problem/Decision Area:



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Jim Wills                      Syllabus MARKETING MANAGEMENT                       Spring 2009



Don’t confuse symptoms with problems: think of problems as causes and symptoms as effects.
Sales decline may be the result of low sales force morale, and thus high turnover rates. These
may be due to an inadequate compensation plan, caused by low profit margins, in turn the result
of incorrect pricing, and an outmoded distribution system. The decision area must address the
cause of the root problem not the symptom.

Identification and Evaluation of Alternatives:

Prepare a list of feasible alternatives. Thing out side the circle. Refine the list. Is the alternative
feasible, given financial, productive, marketing, and managerial constraints? Use information
from the situation assessment. Will the alternative address the identified problem?

Recommended Course of Action:

Recommend steps to take to solve the problem. State the main reason(s) for your choice. Be
specific in your recommendation and address the issue of who should do what and when.

Data analysis:

Use appropriate data analysis. Simple ratio analysis can be very useful in case analysis. Also
tables and graphs are often powerful support data for you to consider. Do not overlook the date
provided to you in the case. You are encouraged to use data beyond the case that is relevant to
you solution.

Quality and Effectiveness of Presentation:

Effective communication to the class, professionalism of written work, and correct use of
trademark symbols, punctuation, spelling, and grammar usage is critical to effective learning.
There is no “minimum” or “maximum” length of your to the case. It should be sufficient for an
exhaustive analysis of the case.




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