Fall - 2009
Instructor: Vince Howe Office Phone: 962-3882
240J Cameron Hall e-mail: firstname.lastname@example.org
Office Hours: MW 9:30-12:30 & 4:00–5:00 pm, TR 11-12 or by appointment.
Textbook: Strategic Marketing: An Applied Perspective by Karel Jan Alsem
Collection of Harvard Business School Cases on Marketing Strategy – order
details from instructor.
Prerequisite: MGT 350, MKT 340, 341 (or 343 & 443), 349 and Senior Standing
Course Description: This course will focus entirely on the development and implementation of a strategic
marketing decisions for an organization and/or a brand. Prior to the effective decision making, the manager
must conduct a thorough analysis of the brand and the environment, i.e. industry, competitor and customer
environment. Without this “situation analysis”, the success of the strategy is more dependent on chance than
skill. All activities/tactics included in the decision should be carried out with the single objective of creating
value for the customer through a recognizable brand image. Various pathways to creating/growing customer
value will be emphasized in this course. Finally, a great strategy plan can still fail without well thought out
implementation which requires a successful translation of strategic decisions to relevant marketing actions.
Readings, classroom discussion and case analysis will be the predominant course methods utilized.
Course Learning Objectives:
To understand the Strategic Marketing Planning Process (SMPP).
To understand the role of the SMPP in the overall success of the organization; and, how the SMPP
must be consistent and integrated with the other business function strategic plans to achieve
To understand the ways marketing managers via the SMPP can create value for the customer AND
To understand the criticality of doing one’s homework, i.e. situation analysis, in order to develop
an effective SMPP.
To understand the key metrics and/or key performance indicators (KPI’s) necessary to measure the
effectiveness of value-added strategies and tactics. Creating Marketing Dashboards.
Specific attention will be focused in the following areas:
o Building customer equity and managing customer relationships
o Building brand equity the relevant marketing management skills
o Launching new products successfully.
1. Midterm (worth 100 points each) and a final (worth 200 points) will be given. Students must have a
passing exam average to pass the course.
2. One quiz worth 50 points will be given early in the term.
3. Nine (individual) case briefs on cases assigned in class: 30 points each – 300 points (remaining 30
points from a critical incident TBA. Your team will prepare the case brief for your presented case
AND you get to drop your lowest graded case, i.e. can skip one if you choose, and replace it with a
28.5 out of 30.
4. Participation grade will be worth 50 points (including peer evaluation from case project).
5. Team Case Paper (150) and Presentation (150) - details to follow: 300 points total.
Final grades will be based on the following:
POINTS GRADE POINTS GRADE
930-1000 A 730-769 C
900-929 A- 700-729 C-
870-899 B+ 670-699 D+
830-869 B 630-669 D
800-829 B- 600-629 D-
770-799 C+ Below 600 F
6. Feel free to ask questions or make relevant comments. Don't hesitate to stop me if we are covering the
material too rapidly, you can't hear, you don't understand, etc. Cheating/plagiarism will not be tolerated
and will typically result in a failing grade for the course. Check your student handbook for implications of
7. Class attendance is expected. If for any legitimate reason a student will be forced to miss an exam or
turn an assignment after the date due, he/she must notify the instructor prior to the date in question.
Appropriate arrangements may then be made. Each absence after the first two will be assessed a
penalty of 20 points. Five or more absences will result in a grade of F.
Classroom Climate: The Cameron School of Business is a professional school providing education and
training for student careers in the business world. Classroom climate is designed to assist students in
developing the habits of behavior that will contribute to their success in the business world. Therefore,
classroom policies will be established to promote and maintain a business-like atmosphere and to
promote a healthy learning environment. Specific expectations of appropriate behavior and dress will be
discussed during the first class period.
Tentative Topic Outline:
Day/Date: Readings Topic
(Note: If teams are too few to present all cases, cases not presented will be discussed extensively in class).
8/19, W INTRODUCTION/ Review syllabus for Course Objectives
8/24, M Chaps. 1 Strategic Marketing Planning Process (SMPP)
Read – “Marketing When Customer Equity Matters”
8/26, W Chap. 1 SMPP – cont.
8/31, M Chap. 2 Value Propositions and Market Definiton
9/2, W Chap. 3 Internal Analysis & Competitive Advantage
9/7, M LABOR DAY HOLIDAY
9/9, W Chap. 4 Customer Analysis & CRM
(CASES ASSIGNED TO TEAMS)
9/14, M Chap. 5 & 6 Industry & Competitor Analysis
9/16, W Chap. 6 Positioning Strategies
Case 1: Cust Prof RBC CRM Discussion (no brief due)
9/21, M Chap. 11 Review of the Marketing Mix
9/23, W MIDTERM – (chaps 1-6, 11 and readings)
9/28, M Chap. 7 Supply Chain Strategies
9/30, W Chap 8 Analysis to Strategy & SWOT Basics
ALL ASSIGNED CASE BRIEFS DUE - TEAM ASSIGNMENT
10/5, M FALL BREAK, NO CLASS
10/7, W Chap. 8 Analysis to Strategy & SWOT Basics
10/12, M Chap. 9 & 10 Corporate Objectives/Strategies & Marketing Objectives
10/14, W Case 2: Fiji Water Discussion (CASE BRIEF DUE)
10/19, M Case 3: Harrah's Entertain Presentation & Discussion (CASE BRIEF DUE)
10/21, W Chap. 10 Branding, Brand Equity & Brand Management
10/26, M Case 4: Ceres Gardening Co. Presentation & Discussion (CASE BRIEF DUE)
10/28, W Chap. 10 Brand Stuff – continued (good BS)
11/2, M Case 5: Manchester Products Presentation & Discussion (CASE BRIEF DUE)
11/4, W Readings on Sustainability Sustainability Metrics & Strategic Integration
11/19, M Case 6: Hubspot: Web 2.0 Presentation & Discussion (CASE BRIEF DUE)
11/11, W Chap. 12 Org. & Implementation Issues
11/16, M Case 7: Genzyme-LaunchDecision Presentation & Discussion (CASE BRIEF DUE)
11/18, W Case 8: Wang's Fortune Tea Presentation & Discussion
11/23, M Case 9: Giant Consumer Products Presentation & Discussion
11/25, W NO CLASSES, THANKSGIVING HOLIDAYS
11/30, M Case 10: Samsung Elec Presentation & Discussion
12/2, W Review/Wrap-up Future role of the CMO
LAST CLASS DAY IS WEDS., 12/2 …..FINAL EXAM IS MONDAY, 12/7: 11:30 TO 2:30.
(NOTE: Exam date is based on the MWF 1pm slot in the Registrar’s Calendar).
CASES FOR CLASS: Details on Ordering will be provided:
Customer Profitability and Customer Relationship Management at RBC Financial Group
by V.G. Narayanan , Lisa Brem
Harrah's Entertainment, Inc.
by Rajiv Lal , Patricia Martone Carrolo
FIJI Water and Corporate Social Responsibility - Green Makeover or "Greenwashing"?
by James McMaster; Jan Nowak
Ceres Gardening Company: Funding Growth in Organic Products
by John H. McArthur; Sunru Yong
Wang's Fortune Tea from China: Competing for a New Arena of the Beverage Market (A)
by Gerald Yong Gao; Jiangyong Lu; Hung Gay Fung; Linda Suen
Genzyme: The Renvela Launch Decision
by Tim Calkins; Lynn Harris
Manchester Products: A Brand Transition Challenge
by John A. Quelch; Heather Beckham
Giant Consumer Products: The Sales Promotion Resource Allocation Decision
by Neeraj Bharadwaj; Phillip D. Delurgio
HubSpot: Inbound Marketing and Web 2.0
by Thomas Steenburgh; Jill Avery; Naseem Dahod
Samsung Electronics: Global Marketing Operations
by John A. Quelch , Anna Harrington
Case Brief Format:
1. One page single-spaced (10 point font or higher). No handwritten case briefs will be accepted.
2. Case briefs will be turned in at the end of class where cases are discussed/presented.
3. If you are forced to miss a class when a case brief is due, case briefs can be email/attached to the
instructor prior to the end of the class.
4. Case briefs should include the following:
a. Key issues relevant to case question(s)…question(s) will be provided by instructor.
b. Identify key processes/metrics to assess “improvement/solutions”.
c. Specific answers to questions provided by the instructor for each case. These questions will
address recommendations that you believe are critical to the success of the organizations.
Team Case Analysis Paper & Presentation: Specific details to be announced (TBA):
1) Paper approximately 10 pages (double spaced and not counting appendices and other
supporting material. Due to instructor one day (9pm) before presentation.
2) Presentation 25-30 minutes, 15-20 minutes discussion and Q/A from critiquing team and
20-25 minutes of general classroom discussion. All team members must present.