MKT 502: Marketing Management
W. P. Carey School of Business
Trimester 2: 2008 – 2009
Telephone (480) 965-6122
Office Hours By appointment and immediately following class
+ email questions any time
"Marketing is so basic that it cannot be considered a separate function ... it is the whole
business seen from the point of view of its final result, from the customer's point of view."
- Peter Drucker
By creating and fulfilling wants and needs, marketing creates value for an organization‘s customers.
The value it creates translates to substantial dividends for the firm and its stakeholders. The goal of this
course, accordingly, is to delineate the means of creating and fulfilling these wants and needs. More
generally, this course is intended to introduce you to the fundamental principles of marketing and to
help you apply them in business contexts. We will focus on thinking about and analyzing all facets of
marketing encountered by organizations, and will also discuss new developments in marketing, such as
the impact of technology, and the emphasis on relationships, service, and quality.
Since MKT 502 is the core course in the marketing area, the material covered is very broad. As
such, the primary objective of this course is to give you a solid foundation for applying the concepts
and tools of marketing. More specifically, this course aims to improve and enhance your ability to:
Understand the role of marketing and how it relates to other functional areas of management.
Assess marketing problems and opportunities by using conceptual frameworks to analyze
customers, competitors, and the company (the 3 C‘s).
Design and implement effective marketing programs in accordance with organizational
objectives by selecting appropriate strategies for pricing, promotion, place, and product (the
This syllabus, all lectures and associated materials are copyrighted. Students are prohibited from selling or
providing course notes and materials to any person or commercial firm without the express written
permission of the professor teaching this course.
The coursework will entail a mix of:
Critical analysis and tools
Much of the learning is expected to occur by participation in two major course activities: in-class
case discussions and a simulation exercise.
Case Discussion Preparation. We will rely heavily on the case method. As you may have learned in
previous courses, cases are synopses of actual business problems and are intended to place you in
the context of a manager facing a difficult situation or predicament. These cases are carefully
selected in order to emphasize a key decision point and to replicate situations that you may well face
in your own career. By reasoning through the case problems in class, you will be better prepared to
attack those problems someday when they ―really matter.‖ Case analyses require critical evaluation
(including interpretation) of both facts and logic. They also require that you be prepared and
actively involved in class discussions. It is very important that the class work from a common frame
of reference. Basing your analysis or recommendations on material that is outside the case destroys
this common frame and can denigrate the case discussion for others. Accordingly, all of our
discussions will be based on the assumption that we are dealing with the problems of the company
at the time of the case. Therefore, it is not necessary to do any library work or bring in outside
information about the company or the industry beyond what is described in the case.
Markstrat Simulation. We will engage in a team-based marketing simulation exercise called
Markstrat. This simulation experience will provide another opportunity for you to critically analyze
marketing situations and exercise your decision-making skills. After making 3 rounds of decisions,
each team will write a Marketing Plan describing the team‘s strategy and specific plans to execute
the strategy in future rounds. Team performance across all rounds in the simulation will be graded.
In addition, at the end of the simulation, each team is required to write a Final Paper describing
their evolved strategy and significant team experiences.
In-Class Contribution. What you get out of this course depends on what you—and your fellow
students—put into it. You cannot expect to develop decision-making and problem solving abilities
by passively attending class and taking careful notes. You should actively listen and think critically
about the concepts and issues. You should also be willing and able to present your analysis and
viewpoint to the class when the opportunity presents itself.
Course Materials and Resources
1. Course Packet (includes cases and additional readings)
2. Markstrat Online Student Handbook
3. Textbook* Marketing Management (13th edition-2009), by Philip Kotler and Kevin Keller.
*This textbook is optional and is intended to be a resource for you – it may serve as a refresher for
those with a marketing background and as a solid introduction for those with no marketing experience.
Grades in this course will be based on the following components:
In-Class Contribution 15%
Homework Exercises & Quizzes 10%
Midterm Examination 25%
Final Examination 25%
Mktg Plan 5%
Final Paper 15%
All assignments must be turned in at the beginning of class (unless otherwise specified), or
delivered prior to class. Late assignments are not accepted, and receive an automatic grade of zero.
Make-up work is only allowed upon presentation of valid documentation (e.g., doctor‘s excuse for
illness or a certifiable death in the immediate family). No exceptions. The university policies
regarding examinations and academic dishonesty will be strictly followed.
Final grades will be calculated as follows:
97%-100% A+ 80%-82.99% B-
93%-96.99% A 77%-79.99% C+
90%-92.99% A- 70%-76.99% C
87%-89.99% B+ 60%-69.99% D
83%-86.99% B Below 60% E
Adjustments can be made at the discretion of the instructor.
For all written and oral work, ―good work‖ earns you a B(+/-). Good work means doing
assignments at the 80-89% level for high potential students such as those in this class. A‘s are
reserved for exceptional work that exhibits outstanding insight, excellent organization, and other
qualities that merit special note. Assignments should be of the same quality that you would
complete at work. Content and clarity are valued in the workplace, as well as grammar, spelling,
style, etc. You may have the best ideas in the world, but if you cannot communicate them
effectively, it is unlikely that they will be implemented. Good communication, whether written or
oral, includes organizing your ideas logically, providing rationale to support your ideas, and
presenting them clearly and neatly. To earn an A, you must have excellent content and excellent
presentation of your ideas.
*Peer Evaluations: Toward the end of the trimester, you will evaluate each member of your team.
Evaluations are due when you turn in your Markstrat Final Paper. These evaluations will be used to
adjust grades for the team activities if necessary. Evaluations are strictly confidential.
Participation and discussion are imperative for a collaborative learning environment in this course.
Without class participation, the learning experience is significantly diminished. In addition,
participation enables you to develop skills to present and defend your ideas effectively, as well as to
appreciate contrasting points of view. You are neither expected to have all the right answers in every
class, nor to dominate every in-class discussion. You‘ll notice that I do not grade your answers to
case preparation questions in separate assignments; however, you are indeed required to be prepared
and contribute regularly. The quality of our class discussions depends on how well prepared you are
and your willingness to share the results of your preparation with the class.
Your class participation should:
1. show evidence of careful preparation of cases and readings
2. provide clear and concise comments and recommendations
3. use convincing analyses to support your viewpoint
In-class contribution will be assessed based on the quality and consistency of participation in case
discussions. This means that the quality of your participation is a lot more important than the
quantity. It is entirely possible that you can talk a lot and receive a low grade for in-class
contribution. In addition, attendance alone does not make a contribution (see grading system below).
Since I may from time to time call on individuals even when their hands are not raised, you should
let me know before the start of class if some emergency has made it impossible for you to be
prepared adequately for that class. Naturally, there are students who do not feel comfortable
contributing verbally in the classroom. We should all try to make the classroom atmosphere as
congenial as possible to assist all of our colleagues in the class contribution process. This does not,
however, mean that you must agree with every comment offered by your classmates (i.e., it‘s ok to
disagree). Students are also encouraged to meet regularly outside of class to discuss cases before
the scheduled class discussion. This will help students in the overall preparation of class material
and give students more confidence in contributing in class.
In-Class Contribution Grading System
Each student will begin the course with an initial endowment of 76 points for in-class contribution.
Students can earn positive points that will be added or negative points that will be subtracted from
the total during each of the 8 case discussions as described below. Points will not be added on
lecture days. You are, however, expected to attend ALL class sessions. As such, if you miss more
than one class session (unless excused absence by university policy), points will be subtracted from
your overall in-class contribution point total for each missed class as follows: -1 pt for the 2nd
missed class, -2pts for the 3rd missed class, -4 pts for the 4th missed class, -8pts for the 5th missed
class, etc. This means if you miss 4 classes during the trimester, you will lose 1+2+4=7 total points.
Scores for each case discussion will be posted on Blackboard every week to keep you informed of
how your previous contributions have been evaluated. Please note that points for comments are not
additive – you only receive one score for each case discussion based on the quality of your overall
contribution that day. In-class contribution for each of the 8 case discussions will be graded based
on the following point system.
3 points – EXCELLENT CONTRIBUTION: comments reflected excellent preparation
and integrated ideas from the readings and/or other class members. Very insightful
comments/responses added great value to the discussion, or raised a relevant and so far
2 points – GOOD CONTRIBUTION: comments reflected good preparation, tied together
various streams of ideas offered by the readings and/or other class members.
Comments/responses contributed significantly to the discussion and learning of the class.
1 point – MINIMAL CONTRIBUTION: statement of facts from the readings without
value-adding comments or rephrasing of comment already made by another student.
0 points – NO CONTRIBUTION: present in class but no participation in discussion.
-1 point – NEGATIVE CONTRIBUTION: absent from class (unless excused absence by
university policy), or lack of respect for other class contributors, or emailing or surfing or
other non-class related use of your computer during class.
I will randomly select two peer graders to evaluate in-class contribution at the start of every class:
you can only be selected once during the trimester. This is a very important role because the graders
have a direct impact on everyone‘s grades for a specific case. Note – if you are selected and are not
thoroughly prepared, I trust that you will decline to serve in this capacity. Because graders do not
participate in case discussions, a separate approach is used to determine their contribution scores. I
will base the graders‘ scores for that day on the quality of their evaluations by comparing the points
they award with those provided by the other grader and myself.
The midterm exam will be on Tuesday, December 16th. It will cover material presented in the first
part of the course (the 3 C‘s). All questions will be short-answer, and some will be based on a mini-
case you will read during the exam. You will have the entire class session to complete the exam.
The exam will be closed book and no notes may be used.
The final exam will be a case analysis on Tuesday, February 17th. The case will not be one that we
have used in class, but the questions pertaining to it will be similar to the case questions covered in
class discussions during the entire trimester. The exam will be open book and open notes. Further
details regarding the final exam will be discussed towards the end of the course.
Markstrat is a computer simulation in which you and the other members of your team will manage
the marketing department for one division of a large corporation. The exercise focuses primarily on
marketing activities and is designed to teach marketing concepts in an active and stimulating
environment. As you are MBAs and more advanced than the introductory levels, you will be
responsible for all marketing decisions (product portfolio, pricing, production, sales force,
advertising, market research, and R&D) from the beginning of the simulation. These decisions will
be incorporated into a computer-simulated market to reveal how both you and your competition (the
other teams in your class) performed. Decisions cover a time-span of 7 simulated years, allowing
you to observe both the short-term and long-term effects of your decisions.
Competing in the Markstrat world will require complex analysis and decision-making. As you work
through the simulation and become familiar with the program, new issues and problems will arise to
challenge you. These will include modifying existing products, introducing new brands, and/or
withdrawing failed brands. You will also cover issues such as targeting advertising and sales force
to particular customer segments, interfacing with the R&D department to design and develop new
products, and interfacing with the Production department to specify production levels. Of course,
the competition will be following their own strategies and reacting to your decisions. Although the
simulation always starts with teams in the same positions for each industry, your experience will
proceed on a unique course depending on the strategy your team and the competition chooses. This
feature allows comparisons and illustrates how markets can evolve differently.
Using Markstrat is an exciting and rewarding experience. From the exercise, you will gain a
practical understanding of marketing components and learn how various factors interact and affect
one another. By analyzing information, making decisions, and observing the results, you will
experience first hand both the challenges and rewards of marketing.
Your grade for Markstrat will consist of three components: 1) Marketing Plan, 2) Performance, and
3) Final Paper. Detailed instructions for the Marketing Plan and the Final Paper are available on
Blackboard. The Performance component will be assessed in terms of your team‘s cumulative net
income, along with its positioning for the future. However, in special circumstances, individual
team member grades may be modified by peer evaluations of each member‘s relative contribution to
a team's overall performance.
While class is in session (e.g. case discussion and lecture), please refrain from using your laptops for
reasons other than taking notes (i.e., no web surfing, e-mail, etc.). In addition, you should display
the name cards provided throughout the trimester. These actions will allow for optimal participation
from each student. Failure to do so will result in a reduced grade for in-class contribution.
Any student in this course who has a disability that may prevent him or her from fully demonstrating
his or her abilities should contact me personally as soon as possible so we can discuss any
accommodations necessary to ensure full participation and facilitate your educational opportunities.
It is the policy of the University to excuse absences of students that result from religious
observances and to provide without penalty for the rescheduling of examinations and additional
required class work that may fall on religious holidays. Any student in this course who plans to
observe a religious holiday that will conflict with course work should contact me personally as soon
as possible so we can make appropriate arrangements
Finally, please remember that we have a strict academic dishonesty program here. For example, you
need to be careful not to plagiarize from other sources (including inappropriate information gathered
from the web, or notes taken from students who took this course in the past). Failure to adhere to
these policies will result in a failing grade.
About your instructor
Andrea Morales is Associate Professor of Marketing at the W. P. Carey School of Business at
Arizona State University. She received her PhD from the Wharton School of Business at the
University of Pennsylvania, where she also taught in the executive education program. Professor
Morales received her MS in marketing from the University of Pennsylvania and a BA in Economics
and Liberal Arts from the University of Texas at Austin. Hook ‗Em Horns!
Before joining ASU, she was Assistant Professor of Marketing at the Marshall School of Business at
the University of Southern California where she received their prestigious "Golden Apple" award
for teaching excellence. Andrea teaches the core marketing management class in the MBA program
in the W. P. Carey School of Business. Her research interests include the role of emotions in a
consumer context, specifically disgust and gratitude, and consumer responses to retail and service
environments. Her work has been published in the Journal of Consumer Research, Journal of
Marketing Research, Journal of Marketing, Journal of Consumer Psychology, and Journal of
Retailing. For her dissertation article she received an honorable mention for the Robert Ferber
award, an award given annually to the best interdisciplinary dissertation article published in the
Journal of Consumer Research. In 2007, she was selected to participate in the Marketing Science
Institute's Young Scholars Program, an honor extended every two years to the top 25 untenured
marketing professors in the world based on their research productivity and impact.
Day / Date Topic Case Assignments for class
Th Nov 13 - Introduction to Course - Marketing Myopia*
- A Note on Case Learning*
- Kotler, Ch.1 and 2**
T Nov 18 - Customer Analysis: Part 1 - Kotler, Ch. 4 and 5**
Th Nov 20 - Customer Analysis: Part 2 - Markstrat Online Student Handbook*
- Introduction to Markstrat - How to Avoid Getting Lost in the Numbers *
- Basic Quantitative Analysis for Marketing*
- Kotler, Ch. 6 and 8**
T Nov 25 - Customer Analysis Optical - Homework Exercise 1 due
Distortion, Inc. - Optical Distortion, Inc.*
T Dec 2 - Company Analysis Southwest - Homework Exercise 2 due
Airlines - Southwest Airlines (D)*
- Note on the Structural Analysis of Industries*
- Kotler, Ch. 3**
Th Dec 4 - Company Analysis Product Team - Homework Exercise 3 due
Cialis - Product Team Cialis*
T Dec 9 - Competitor Analysis - Decision 1 due
- Using Game Theory to Shape Strategy*
- Kotler, Ch. 11**
Th Dec 11 - Competitor Analysis Barco - Barco Projection Systems (A)*
T Dec 16 MIDTERM EXAM – MARKETING ( 3 hrs) – Decision 2 due
Th Dec 18 MIDTERM EXAM – ECONOMICS ( 3 hrs)
T Jan 20 - Product - Turn Customer Input into Innovation*
- Note on Writing Great Mktg Plans*
- Creating a Mktg Plan: An Overview*
- Kotler, Ch. 9-10, 12, 20**
Th Jan 22 - Product Unilever Ice - Decision 3 & Markstrat Mktg Plan due
Cream - Re-Positioning Unilever‘s European Ice
T Jan 27 -Promotion - Kotler, Ch. 17-19**
Th Jan 29 - Promotion Real Madrid - Decision 4 due
- Real Madrid Club de Futbol*
T Feb 3 -Pricing - Decision 5 due
- Note on Pricing*
- Kotler, Ch. 14**
Th Feb 5 - Pricing XM Radio - Decision 6 due
- XM Satellite Radio(A)*
T Feb 10 - Place JCPenney & - JCPenney & Sephora; Apple & ATT*
Sephora - Diamonds in the Data Mine*
Apple & ATT - Kotler, Ch. 15**
Th Feb 12 - Markstrat Discussion - Decision 7 & Markstrat Final Paper due
- Course Summary
T Feb 17 FINAL EXAM
Legend: *required reading **recommended, but not required, reading