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                          WIDENER UNIVERSITY
                              MBA PROGRAM
                     Marketing 600 Marketing Strategy
                                 Fall 2003

Mary E. Shoemaker, Ph.D.                                    Office Hours:
Phone: 610-499-4331                                         Sat: 8:00-9:00
Office: Quick Center 120                                    Mon: 1:30-2:30
Fax: 610-499-4614                                           Tues -Thurs: 1:00-2:00
E-mail: Mary.E.Shoemaker@Widener.edu                        Thurs: 5:30-6:30
Dates: 9/6, 9/20, 10/11,10/25,11/8, alt: 11/22

Philip Kotler, (2003) A Framework for Marketing Management, Second Edition           Prentice
Hall, Saddle River N.J.

Jean-Claude Larreche and Hubert Gatignon, (1998) MARKSTRAT 3: The Strategic Marketing
Simulation Southwestern Publishing


This course concentrates on the development and implementation of strategic as opposed to
tactical aspects of marketing decisions. While other marketing courses examine tactical
decisions faced by a brand, advertising, sales, product or research manager, this course is
concerned with the strategic decisions regarding the direction of the overall marketing effort.
Special emphasis is placed on strategic marketing analysis and on strategy implementation via
marketing mix variables. This course has the following objectives:
           Familiarize students with the problems implicit in marketing decisions facing multi-
             product, multi- market organizations.
           Develop skills in analyzing markets and competitive advantages.
           Provide a context in which students can attempt to implement strategic marketing


This course will be conducted on a discussion and lecture basis. Discussions will be based on
the assigned text chapters and selected current readings. The instructor will generally introduce
material not discussed in the text from recent articles appearing in the recent marketing academic
literature. The computer simulation is a vehicle for learning by doing. Since much of the work
will be done in groups, there will be ample opportunity to learn from each other. Students are
expected to take an active part in class and in their group!



Computer Simulation:
Students will be organized into groups and assigned a specific industry for the purposes of the
MARKSTRAT simulation. Each group will be assigned a MARKSTRAT firm within an
industry. Your task will be to (1) set marketing and financial objectives, (2) develop strategies to
achieve those objectives, and (3) implement those strategies with appropriate tactical decisions.
You will be required to report periodically on your assessment of your firm’s progress, its
competitors, and your strategies for the future. One management report and one final report
will be required.

There will be a take-home exam distributed at the end of the class on October 25. The exam
consists of short essay questions. You are not to collaborate in formulating answers. Your
answers must be typed and total no more than 10 double-spaced pages.


Individual Work

       Class participation                                   10%
       Exam                                                  30%

Group Work

       MARKSTRAT Performance and Final Report                35%
       MARKSTRAT Management Report                           25%

NOTE: At the end of the term, each member of a group will be asked to indicate the level of
effort expended by other group members. These responses will be a factor in allocating the
grade to individual team members in each group. Any problems of unequal contributions by
individual group members must either be resolved by the group themselves, or reflected in the
confidential peer evaluation. In extreme cases, a group may split up because of the failure of one
group member to participate. If this occurs, each individual must (a) manage their own
MARKSTRAT firm, or (b) drop the course, or (3) receive a score of zero for all MARKSTRAT

The material discussed in class should be thoroughly integrated into your MARKSTRAT
decision making process. Therefore, attendance at all classes is critical. If you cannot attend
class, please notify your instructor in advance. Substantial group decision making in the
MARKSTRAT simulation will occur on the third and fourth class meetings.



MEETING: September 6
Introduction and Class organization for MARKSTRAT
Read Kotler -- Chapter 1 – Defining Marketing for the Twenty-First Century
Read Kotler -- Chapter 2 – Adapting Marketing to the New Economy
Competitive Rationality Model
Read Kotler -- Chapter 3 – Building Customer Satisfaction, Value, and Retention
       **Read Chapters 1-8 in MARKSTRAT manual**.
Introduction to MARKSTRAT -- First MARKSTRAT Decision

MEETING: September 20
Positioning Discussion
Read Kotler -- Chapter 4 – Winning Markets Through Strategic Planning, Implementation and
Read Kotler -- Chapter 5 – Understanding Markets, Market Demand, and the Marketing
Read Kotler -- Chapter 6 – Analyzing Consumer Markets and Buyer Behavior
Read Kotler -- Chapter 7 – Analyzing Business Markets and Buyer Behavior

MEETING: October 11
Read Kotler -- Chapter 8 – Dealing with the Competition
Read Kotler -- Chapter 9 – Identifying Market Segments and Selecting Target Markets
Read Kotler -- Chapter 10 – Developing, Positioning, and Differentiating Products through the
Life Cycle
Read Kotler -- Chapter 11 – Setting Product and Brand Strategy

MEETING: October 25
Read Kotler -- Chapter 12 – Designing and Managing Services
Read Kotler -- Chapter 13 – Designing Pricing Strategies and Programs
Read Kotler -- Chapter 14 – Designing and Managing Value Networks and Marketing Channels
Read Kotler -- Chapter 15 -- Managing Retailing, Wholesaling and Market Logistics

       Take-home Exam distributed. ( returned by November 8)

MEETING: November 8
Read Kotler -- Chapter 16 – Designing and Managing Integrated Marketing Communications
Read Kotler -- Chapter 17 – Managing the Sales Force
Strategy Discussion

The Final MARKSTRAT REPORT must be RETURNED by December 8, postmarked no
later than December 6.


Guidelines for all written assignments:

All assignments must have a table of contents, an introduction, and a conclusion. You should
employ headings and subheading to divide sections. Write in prose rather than in outline or
memo form. Number the pages. Check for spelling and typographical errors.
Make sure your paper is in on time!

Guidelines for Management Report 1:
(10 double-spaced typewritten pages maximum) -- 25 points

1. Table of Contents

2. Company Assessment. (6 points)
      (a) Discuss your initial market position – strengths and weaknesses,
      (b) Discuss your current market position (as of period 6),
      (c) Assess your products and product mix.
      (d) What is your firm’s competitive advantage?

3. Competitor Analysis (6 points)
       Complete a similar analysis for each competitor, initial market position, current position,
      products and product mix, and competitive advantage.

4. Customer Assessment (4 points)
       How do buyer preferences vary throughout the market?
       What are the customer trends? Growth markets?

5. Initial strategy statement. (4 points)
        Write a strategy statement.
        Provide a clear statement of your objectives for your product, your pricing, your
        advertising, your sales force, and your distribution. Present strong evidence that your
        strategies and objectives are consistent with your business definition.

6. Strategic alternatives (4 points)
        You should use portfolio analysis to figure out your best strategic alternatives and to try
        to anticipate your competitor’s actions. Present strong evidence that your objectives,
        strategies, and tactics are consistent and are the best alternatives. Support your analysis
        to the extent possible with hard data as opposed to qualitative statements.

       Include the perceptual maps. (1 point)


Guidelines for Performance and Final Report
(15 double – spaced pages maximum) -- 35 points total

1. Table of contents (2 points)

2. Evaluation of the current market situation, including:
      (a) a profile of buyer preferences and trends, in both markets if necessary
      (b) an analysis of industry trends
      (c) a description of competitor strengths and weaknesses and anticipated competitor
      (d) an assessment of your firm’s strengths and weaknesses. (12 points)

3. A strategic, market oriented plan for the next five periods, including
      (a) a statement of your planned business definition, particularly as related to your
           competition, use the innovation and imitation concept.
      (b) marketing and financial objectives – market share, retail sales, and contribution—for
           each product
      (c) Overall strategy statement for each product
      (d) Tactics for implementing your strategy, including product decisions, pricing
           decisions, advertising and advertising research decisions, sales force decisions and
           distribution decisions. (12 points)

4. Describe how the competitive rationality model operated in your industry.
      (no more than 2 pages) (5 points)

5. Include the perceptual maps. (4 points)


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