Cell Phone Marketing Strategy by sgk24546

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									                                   Marketing Strategy Syllabus
                                           Fall 2007
                                        T-TH 11-12:20

Professor: Elliot Maltz
Room: 204
Office: 208
Phone: 370-6832
E-mail: emaltz@willamette.edu

The primary objectives of this course are to explore issues in strategic marketing and key factors
that influence the formulation of marketing strategy.

The course emphasizes learning-by-doing as opposed to passive listening with the objective that
students internalize rather than memorize strategy related issues, concepts, and approaches. The
major pedagogical tools will be cases, interactive lectures and a computer simulation called
Markstrat. Students are expected to learn to present persuasive oral and written reports. The
course involves a substantial amount of work in teams.

Some of the coursework will overlap with Michael Dothan’s Strategic Finance class. While it is
not necessary to take Professor Dothan’s class to do well in this class you may find some of the
concepts discussed in this class in terms of value creation and the product lifecycle useful as tools
for helping to assess and forecast performance from a strategic finance perspective. In particular
we will be analyzing Apple, Inc. from a marketing strategy perspective. In Professor Dothan’s
class you will be discussing Apple Inc. from a strategic finance perspective.

READING MATERIALS

•   Larreche, Jean-Claude and Hubert Gatignon MARKSTRAT Manual for version 1.2. To be
    purchased directly from Markstrat will be discussed the first day of class.

•   Packet of cases and readings available from http://www.universityreaders.com/students
   The “What is strategy” article by Porter is available via EBSCO through our library
    and should be read prior to the first day of class. Please see Mary Stout if you have any
    problem accessing this article.
   Directions for accessing a Packet of materials relating to Apple Inc. will be provided the first
    day of class.
   Marketing Engineering 30 day license for Product Lifecycle Software

TEACHING FORMAT

The course will be taught via a blend of interactive lectures, case discussions, presentations, and a
computer simulated marketing strategy game. Preparation and participation by students is
essential to the course.

COURSE COMPONENTS

•   Lectures and Cases. An interactive discussion format will be followed for both lectures and
    cases. Students are expected to come prepared to meaningfully contribute to the class
    discussions.
•   Team Presentation. The class will be divided into (3 or more) person teams for the case
    presentations. You will be expected to form your own teams (this will be discussed more the
    first day). Each team will analyze one case and make a presentation (30 minutes max.) to the
    class on the scheduled day. One copy of a double-spaced, typewritten report (maximum 5
    pages excluding tables, exhibits, etc.) is due three days before the presentation day. If the due
    date happens to be a holiday, the report is due the class preceding the normal due date. The
    assignment grade will be based equally on the quality of the oral presentation, and the write-
    up quality (content, readability, neatness, clarity, persuasiveness, grammar, spelling, etc.). All
    case analyses should address the questions presented from both a qualitative and
    quantitative standpoint. Analyses that neglect one of these aspects will be severely
    penalized. Late assignments will not be accepted.

•   MARKSTRAT. The class will be divided into (3-4 person teams) for the MARKSTRAT
    simulation. I will assign teams for the simulation. Each team will assume the role of the top
    management of a firm in the computer simulated industrial environment, make strategy
    decisions at 10-12 points in time, and enter them via the interactive website at Markstrat (this
    will be demonstrated later in the semester. You will be able to read the results of the
    simulation from the website. It is absolutely imperative that the decision deadlines be met. If
    I do not receive your decision for a particular period, decisions for the previous period will be
    assumed to be your current decisions, and this is likely to affect your performance (and
    grade) adversely. Your grade on Markstrat will be a combined group and individual grade.
    50% of the grade will be a group grade based on your team’s performance in terms of stock
    price appreciation, profitability appreciation and market share appreciation. 25% of the grade
    will be based on your group’s final presentation detailing your strategy, how it evolved and
    what you learned. 25% of the grade will be an individual grade based on a 3 page description
    of your personal understanding of the strategy and your personal learning which will involve
    explaining what your specific role on the team was..

•   Exams: There will be one take home exam. Students will asked to analyze 2 cases (see
    schedule) and apply the lessons taught (and hopefully learned) in the class. Exams will be
    conducted in virtual space. Thus, exams will be passed out to students and submitted back
    from student via the intraweb. You may use any materials you wish to respond to t he
    questions.

GRADING SCHEME

        Team Presentation:                20
        Markstrat Performance:            35
        Exam:                             25
        Participation:                    20
                                          -----
                                          100
                                          -----
Professionalism:

The Atkinson Graduate School of Management, and I personally, expect that its students will
aspire to the highest ideals of professionalism. In my view, one of the hallmarks of a professional
is to do and learn from their own work and from others. In a classroom setting, I expect you to do
and learn from your own work unless I expressly indicate that I am expecting collaboration to
complete an assignment. Any person found violating this expectation does so at their own risk.
See the intraweb for the Atkinson policies on professional and ethical behavior
http://agsm.willamette.edu/conduct/.

There are two areas where previous experience leads me to believe that joint work is attempted
where it is not expected. One is on homework assignments. The other is during assignments
(including exams) in c lass. If I want you to work together on a homework assignment or on an in-
class assignment I will let you know. Otherwise assume that collaboration via in-person or
electronic means is neither expected nor warranted.

A first violation of this policy will result in a zero on a particular assignment. A second violation
of this policy will result in an F in the course.

A second area of professionalism is maintaining courteous relationships with both colleagues and
presenters. Your laptops are a powerful tool for learning. They also present a significant
temptation for distraction from the material. I expect you to use the laptops for learning and not
succumb to temptation. Thus, I do not expect you to be checking your e-mails or surfing the web
during class. This can be very disturbing to other students who are trying to pay attention. It is
also very disrespectful to presenters. Any person found using laptops in a way that is inconsistent
with their learning or those of their colleagues will be warned once. A second violation of this
policy will result in a 50% reduction in your class participation grade. A third violation will result
in a zero on the class participation part of the grade.

IMPORTANT

Each member of a team will get the same grade on the team presentation, and team portion of the
MARKSTRAT assignments. In order to discourage “free riders,” if one or more members of a
team are dissatisfied with the contribution of a particular member, they may petition for a
reduction in the grade awarded to that member. Before they do so, however, team members
should apprise the delinquent member of his or her poor contribution, and give the member the
opportunity to “shape up.” Approach the instructor only as a last resort. The reduction in the
grade of the delinquent member will be proportional to the number of members expressing
dissatisfaction, and the degree of dissatisfaction with the team member. In the first instance of
inadequate contribution by a delinquent member, the penalty will not exceed 20% on that
assignment. Repeat delinquencies will attract greater penalties, to be determined at the instructor's
discretion, and will also be based on input from the team members. Complaints about members'
non-contribution are due latest by the class following the day a case is presented. In the case of
MARKSTRAT, complaints are due with the final decision. Lack of complaints will be assumed
to mean equal contribution by all team members.

If you wish to cite a team member for spectacular contribution to the team y ou may do so via e-
mail at any time. These citations will be considered when calculating the student’s final grade.
                       661 Tentative* Class Schedule
                                 Fall 2006

08/28   Introduction: What is Strategy, Porter (Harvard Business Review, Nov/Dec
        1996)**EBSCO**; Market Segmentation, Target Market Selection and
        Positioning Harvard 9-506-019: Lecture Notes: STP

           Read What is Strategy, Market Segmentation, Target Market Selection
            and Positioning Harvard 9-506-019 articles prior to class .

8/30    No Class

09/04   Creating Competitive Advantage and Value through Branding
        Brand Valuation Article from Interbrand: CEO Explains Need for Brand
        Valuation; Case Presentation Sign up; Lecture Notes Branding

09/06   Segmentation and the Limits of Brand Equity: Starbucks HBR 504-016;
        Lecture Notes: None: The Limits of Forecasting; Lecture Notes: Forecasting
        This needs to be rescheduled.
        • Formation of case teams today
        • Read notes on Presentation Tips

09/11   Creating Competitive Advantage and value through leveraging lifecycle
        theory. Forecasting the Adoption of a New Product; HBR 9-505-062; Lecture
        Notes: The Bass Model.

09/13   Innovation and Product Platforms as sources of competitive advantage and
        value: iPod vs. Cell Phone: A Mobile Musical Revolution Harvard 9-707-
        419; Value Innovation (Kim and Mauborgne Harvard Business Review
        July/August 2004) Lecture: Product Innovation

09/18   Creating Competitive Advantage Through Market Orientation: The
        Leveraging of Information Assets , (Winning in Smart Markets, Sloan
        Management Review, Reprint 4045 Summer 1999); Harrah’s HBR 502-011;
        Lecture Notes: Market Orientation

09/20   Creating Competitive Advantage and value Through Operational Excellence
        and Pricing: Atlantic Computer Harvard 2078; Lecture Notes: Price

09/25   Brand Equity and value through Integrated Marketing Communications :
        Integrated Marketing Communication, Dolan (9-599-087); Managing Brands,
        Keller (California Management Review, Spring 1999); Lecture: IMC

09/27   Creating Competitive Advantage and value Through Channe ls of
        Distribution: Make Your Dealers Your Partners HBR 96206, Donald Fites; FHP
        Wireless Harvard E-222; Lecture Distribution:

10/02   Customer Lifetime Value ; Identifying valuable segments and customers;
        Customer Profitability and Lifetime Value Harvard 9-503-019; Case-Rosewood
        Hotels and Resorts—Harvard 2087
10/04          Case Presentations Virgin Mobile 9-504-028; L’Oreal 9-598-056;

10/9           Case Presentations Vanguard 9-504-001; Samsung Global 9-504-051

10/11          Case Presentations—Marvel 9-505-001; Case Presentations—Sony Eyetoy 9-
               505-024; Merrill Lynch Integrated Choice 9-500-090; Review for Midterm

10/16          Midterm Due before Class; RBC Case 9-102-072; Brita Case 500024; AMD
               5-507-084; Fashion Channel Harvard 2075; XM Radio A 9-504-009 (You
               will be assigned 2 of these); Use Product Lifecycle Software to Forecast
               Adoption Rate of Apple I-Phone Markstrat Simulation-Introduction: Notes:
               Msintr1 Markstrat (Overview Ch 1-5)

10/18          Decision 1 due before class ; Work Session for Decision 2 More Markstrat
               Read Through Chapter 5; Msintr2Midterm Discussion:

10/23          Decision 2 Due by 10:30 A.M; Markstrat Consultations

10/25          Decision 3 due by 12:00 Noon on 10/24. Review of Product Planning Tools
               Work session for Decision 4

10/30          Decision 4 Due noon 10/29; Review of Marketing Plan module; Work Session
               for Period 5

11/01          Decision 5 due by 10:30 before class; Markstrat Consultation; Work session
               Period 6.

11/06          Decision 6 due by noon 11/05; Introduction of Conjoint Analysis;

11/08          Decision 7 due by 10:30 before class Advertising and Sales Experiments; Work
               Session for period 8

11/13          Decision 8 Due by Noon 11/12. Work Session for Period 9

11/15          Decision 9 Due 10:30 before class.

11/20          No Class--Decision 10 due 5:00 P.M.

Thanksgiving

11/27          Course Review Tentative Decision 11 due 5:00 P.M.

11/29          Tentative Decision 12 due 5:00 P.M.

12/04          Individual Papers due before class Markstrat Presentations and Awards

*This case is provided in the GSM 661 class packet which can be obtained through the
Bookstore.
**EBSCO**This article can be obtained by going to the Hatfield Library web site; choosing
"Web Station Research Directory"; choose databases A-Z; choose Business Source Elite; connect
to EBSCO. Once you are connected type the name of the journal in to the form. Then limit your
results by typing in the dates. Click on the Search button. Then simply find the particular article.
See Mary if you have any questions.

Students requesting accommodations for a disability must be registered and certified through the
Willamette University Disability Services Office (Bishop Wellness Center
http://www.willamette.edu/dept/disability/). Contact the Disabilities Services Office by phone at
503-370-6471.

								
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