MKT 341 - DOC

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					                                                   MKT 445
                                     Marketing Strategy
                                                  Fall - 2009

Instructor:     Vince Howe             Office Phone: 962-3882
                240J Cameron Hall      e-mail:

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
            organizational goals.
           To understand the ways marketing managers via the SMPP can create value for the customer AND
            the organization.
           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.
Course Requirements:
      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
                                              (TEAM FORMATION)

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

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


11/30, 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):

General Guidelines:

       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.