Bus 152a, Marketing Management

Monday/Wednesday 3:30-4:50Lemberg 054

Paula RyanEmail: pryan@brandeis.edu

Office: Sachar 1GOffice Hours: Mon. & Wed. 5:00-5:30 and by appt.

Brandeis UniversityInternational Business School

Course Description

Marketing is the sum of the activities undertaken by a company to stimulate sales of its product or services with its customers. The marketing objective is to create, promote and distribute products or services, at a price and quality deemed valuable by the company’s customers, in order to create value and profit for the company. Maintaining a strong and compelling value proposition and long-term relationship with the company’s customers are vital for the company’s continued success and require constant monitoring of market, environmental, technological and competitive forces. Marketing is therefore integral to establishing a company’s strategic direction. This in turn makes marketing skills and perspective essential to the success of all business managers in any business.

This course provides an in-depth exploration and practical application of basic marketing tools. These include product policy, pricing, promotion, distribution, sales management, and customer segmentation and retention. In most classes, we will analyze case studies that require us to identify marketing opportunities, refine value propositions, select customer segments and develop marketing programs for a variety of management situations. The course also includes a number of creative and analytic assignments, including a semester-long, group assignment.

Learning Goals and Outcomes

Students who apply themselves to this course will learn how marketers: Use core marketing concepts to evaluate marketing scenarios Analyze and assess complex marketing challenges Value quantitative and qualitative analysis Develop an integrated marketing plan

Through case study discussions, written case write-ups and formal presentations, students who take advantage of the course opportunities will learn to:

Develop a comprehensive marketing analysis Build a persuasive argument and express it orally and in writing Listen critically and respectfully to the ideas of classmates. Make marketing decisions backed by solid reasoning

Course Approach

In each session of this course we will analyze and solve marketing problems from an assigned case study. We will use our time together in the classroom to sharpen our skills in diagnosing problems and to build a framework to understand and leverage marketing’s complexities. To benefit from this approach, each student must come to class prepared with an analysis and solution for the marketing opportunity or challenge at hand, not just a regurgitation of case facts. Class time together will follow a discussion format, with a constant challenging of viewpoints from the instructor and student alike. Each class will focus on an individual case. One student will be randomly selected at the beginning of each class to “open” the discussion, and to provide a 3-5 minute overview of the basic facts. We will also discuss current marketing news as it relates to the topics of the day’s case. As part of a team, each student will participate in a marketing simulation. In the simulation, each team is a company competing against four other companies in its industry. Teams will make decisions about target markets, products, pricing, promotion and vie to achieve corporate financial objectives and market acceptance.As a four-credit course, students are expected to spend a minimum of 9 hours of study time per week in preparation for class (readings, case preparation, case-write-ups, homework assignments, group meetings for simulation, etc.).

Prerequisite: BUS 1b

Course Materials

Textbook: The required textbook for the course is A Framework for Marketing Management, Fifth Edition, written by Philip Kotler and Kevin Lane Keller, and published by Pearson, Prentice Hall. Textbooks are available at the Brandeis bookstore. Additionally, as this is a standard text used copies are readily available online. The text is also available on reserve in the library. Since chapters are brief, students may want to share texts.

Marketing Simulation: Each student will purchase a license ($40) for access to the simulation. License should be purchased after groups are formed but before October 19th Sign-up instructions are provided on Latte under Course News and Announcements.

CoursePack: This course will also require Harvard Business School case studies and selected articles and chapters. Readings and cases for each class are listed in this syllabus that you should use to guide your reading and preparation. I have created a course area on the Harvard Business Online website where you can order the required materials for this course. Click on the link below to order the course materials: https://cb.hbsp.harvard.edu/cbmp/access/39713795Please note that the Consumer Behavior Exercises A-F are listed as optional. Each student will only purchase one of the 6 exercises. The exercises are assigned as follows:

Your last name begins with A-C, purchase the A case Your last name begins with D-F, purchase the B case Your last name begins with G-L, purchase the C case Your last name begins with M-R, purchase the D case Your last name begins with S, purchase the E case Your last name begins with T-Z, purchase the F case

If you have not registered with Harvard Business Online, you will be required to do so. The URL above will provide you with a list of required materials for use in this course. You will have immediate access to the materials upon placing your order, for subsequent access, you must login to http://harvardbusinessonline.org Note that product formats may differ; some may require that a hard copy be shipped to you via air mail. Electronic course materials are in PDF (Portable Document Format) and should be viewed with Adobe Reader, available free at www.adobe.com. Students can access PDF files of course materials via a link on Harvard Business Online for six months from the date of purchase.

For technical assistance, please view the Quick Tips section or contact Harvard Business School Publishing at 1-800-810-8858 or 617-783-7700. They are open 8am-6pm Eastern Standard Time. They can also be reached at techhelp@hbsp.harvard.edu

Syllabus Changes and Updates

The intention is to follow the syllabus as presented. However, changes to both order and content will occur to make the best use of available or new resources, or to explore in greater detail topics that arise during class discussions. Changes and specific assignments will be announced during class, and students that are absent are responsible for obtaining relevant changes from their classmates.

Grading

For the purpose of grading, assignments will be weighted as follows:

Class Participation 25%Simulation 25%Homework Assignments 10%Case Write Up #1 20%Case Write Up #2 20%TOTAL 100%

Disabilities: If you are a student with a documented disability on record at Brandeis University and wish to have a reasonable accommodation made for you in this class, please see me immediately.

Academic Integrity: You are expected to be familiar with and to follow the University’s policies on academic integrity (see http://www.brandeis.edu/studentaffairs/srcs/ai/index.htmlInstances of alleged dishonesty will be forwarded to the Office of Campus Life for possible referral to the Student Judicial System. Potential sanctions include failure in the course and suspension from the University. Please note that I am very aware of sources of case write-ups online. Plagiarism from these, or any other, sources is unacceptable. Written case analyses will be submitted through TurnItIn. Please do not discuss cases with other students in other classes until after both classes have covered the cases in class.

Class Participation. Students are expected to attend every class and participate on a regular basis. Less value will be placed on the quantity of your contributions than on their quality. Typically, each class will focus on an individual case. One student will be randomly selected at the beginning of each class to “open” the discussion, and to provide a statement of the key business problem. Attendance without regular participation is not sufficient and will result in a grade of C for the participation component of the course grade.

Absence from three or more classes can result in a failing participation grade for this course. If you have to miss class for any reason, please notify me in advance.

Laptop use is only allowable to access the case we are discussing or your notes on the case. Using your laptop or other electronic devise to access the Internet is distracting to others and is not acceptable. You will be marked as though you were absent if you are online during class.

Also, please select your seat for the semester by the start of the second class, and use a name card, at least for the first several sessions.

Simulation. Students will work in groups of 4. Each group will form a company and compete against four other companies in the computer industry. There will be two industries in the class; teams will be assigned to an industry. Students will compete for 6 quarters, making marketing decisions each quarter. The goal for each company is to achieve in excess of $20 million in cumulative net profit and to dominate the industry in terms of market share. At the conclusion of the 6 quarters, each company will present an overview of their past performance and plans for the future as if presenting to venture capitalists. Students from the other industry will act as the venture capitalists and allocate investment capital among the companies.

Quarter 1: Setup your company, evaluate market opportunities and prepare for test market.

Quarter 2: Go to market to test your strategy and market assumptions. Quarter 3: Evaluate test market performance and revise your strategy, become a

learning organization. Quarter 4: Evaluate your position in the market and adjust your strategy. Quarter 5: Monitor, improve, and execute. Quarter 6: Monitor, improve, and execute (continue). Presentation to venture capitalists (AKA “Shark Tank”)

Each quarter’s decisions must be submitted by class time on the date due. Teams that do not submit decisions will be declared bankrupt and eliminated from the simulation. Your group grade for this project will be based on the team’s performance in the simulation against the balanced scorecard benchmarks, the quality of the presentation, and the judgment of classmates as evidenced by the investment in your company. Your individual final project grade will reflect the confidential input of your teammates as well as the group grade.

Case Write-Up #1 and #2. Students will submit written case analyses for two cases. For the first case write-up students will choose between the cases for Class #7 and Class #14 For the second case write-up, students will choose between Class #18 and Class #21. These are individual assignments, you must do each of these entirely on your own. Cases should be handed in at the start of class in hardcopy format and also submitted on Latte. Submissions after the start of class will not be accepted. Cases write-up grades will be based on completeness and quality of analysis and recommendations, and the logic, strength and clarity of your arguments. Please note that I am very experienced in uncovering plagiarism.

Case write-ups should be 4 pages (double-spaced), not including any exhibits you may include.  This case analysis is no different than any of the cases we will do in class.  The case write-ups will use the Problem-Analysis-Recommendation format.  Label the sections.  In the Problem section, clearly state the problem facing the organization.  In the Analysis section, present your analysis relevant to the problem you have identified.   The case questions will give you some ideas for important points to consider.  You might find analytical tools from the text and class helpful (for example, 5 C’s, 4 P’s, models of consumer behavior, etc.).  You can assume that I have read the case so it is not necessary to merely repeat facts that aren’t relevant to your analysis.  In the Recommendation section, make detailed recommendation for the organization.  Your recommendation should follow logically from your analysis.  Your recommendation will be judged on how well it is supported by your analysis.  What the organization actually did is irrelevant.

Homework Assignments. There are four assignments indicated on the syllabus; two of the assignments are quantitative and two are qualitative. Details will be given in class.

Office Hours. On class days I will have office hours until 5:30. Otherwise, office hours are by appointment. Preferred appointment times are between 2:00-3:30 on class days but I need to know in advance. I am adjunct faculty at Brandeis and will generally only be on campus on teaching days. I am, however, easily accessible by email and my non-Brandeis phone is 617-367-1068.

Class #1: Marketing Management

Discussion: 1. Course Introduction2. Course Requirement3. Marketing Management4. The Case Study Method – How to prepare for class5. The Simulation

Class #2: Getting Started – Appling Marketing ConceptsModule: Creating ValueCase: Cow Wow (mini case on Latte)Readings: Textbook chapters 1, 2 and 7

Class #3: Integrated Marketing Strategy: An IntroductionModule: Creating Value

Case: The Black & Decker Corporation (A): Power Tools DivisionReadings: Textbook Chapter 9

Questions: 1. Why is Makita outselling Black & Decker 8 to 1 in an account which gives them equal shelf space? (opening paragraph)2. Why are Black & Decker’s shares of the two professional segments –

Industrial and Tradesmen – so different? Wouldn’t you expect them to be similar?

3. What if anything, do you learn from B&D’s consumer research?4. Joe Galli’s objective is “to develop and gain corporate support for a viable

program to challenge Makita for leadership” in the Tradesmen segment. To gain support, the minimal share objective would have to be “nearly 20% within three years, with major share ‘take-away’ from Makita.” How realistic is this?

5. If you think Galli should pursue a “build share” strategy, what actions do you recommend? Does the DeWalt idea have any merit? How about the sub-branding option?

6. Be specific about what you would do and remember you have at least three audiences to please:

The end consumer, i.e. the Tradesmen The retailer Nolan Archibald and Gary DiCamillo

Class #4: Brand ValueModule: Creating Value: Rise and Fall of a BrandCase: SnappleReadings: Textbook Chapter 8

Questions: 1. In the period of 1972 to 1993, why do you think that Snapple flourished when so many small startup premium fruit drinks stayed small or disappeared? Explore each of the Four Ps.

2. Now look at the period from 1994 to 1997. Did Quaker make an error in buying Snapple or did they manage it badly?

3. Roll forward to 1998. What can Triarc’s managers learn from Quaker’s experience? Is the Snapple target market “anyone with lips?” Is it ok that Snapple “ends up meaning lots of different things to lots of different people?” What are the risks and rewards of leaving “what the brand stands for” open to consumers’ interpretations rather than a strong positioning on it? And what does it mean to say that Snapple is a fashion brand?

4. Identify the three highest priority initiatives you would start tomorrow if you were in Mike Weinstein’s shoes. Justify them.

Class #5: Using Market ResearchModule: Creating Value

Case: Montreaux Choclates USAReadings: Textbook chapters 3 and 5Due: Using the forecast model for the healthy dark chocolate product with fruit tested

in Bases II test in August 2012, what is your forecast of the demand for thechocolate product? Hints: necessary data is in Exhibit 5. Conduct a sensitivityanalysis by using the facts provided regarding consumer awareness, ACV and repeat rates for mediocre, average, and excellent products. Use the excel spreadsheet provided.

Questions: 1. Discuss the key challenges and marketing issues facing Andrea Tores?2. Evaluate the achievability of the company objectives for Montreaux USA.3. How viable are the recommended new product concepts? Should others be explored? 4. Evaluate the new product development process including the marketing research used.

Class #6: Buyer BehaviorModule: Choosing Your Customers

Case: Consumer Behavior Exercise Readings: Textbook Chapter 5

Assignment: Details of the assignment will be discussed in class.

Class #7: Positioning Module: Creating Value: Choosing Your Customers

Case: The Clean Edge RazorReadings: Textbook Chapter 7Due: Your hardcopy case write up is due BEFORE the start of class if you

choose this case. Please remember, this is an individual assignment; you must work entirely on your own. Your case write-up is to be analyzed and written without consultation with anyone.

Questions: 1. What changes are occurring in the non-disposable razor market?2. Discuss Paramount’s competitive position? What are the strategic life cycle

challenges for Paramount’s product? 3. How is the market segmented?4. What are the arguments for launching Clean Edge as a niche product or as a

mainstream product? What do you recommend?5. What do you advise for brand name and marketing budget allocation?

Class #8: Segmentation & Targeting: Service IndustryModule: Creating Value: Choosing Your Customers

Case: CyworldReadings: Textbook Chapter 11

Questions: 1. Why do people use social networks? 2. How can you segment Cyworlds users? Which segments should Cyworld

target? How can Cyworld create value for users in these segments?3. Who is more valuabe to Cyworld: an active users, a user who spends a lot of

money with Cyworld or a user with a lot of connections?4. How is Cyworld different from Facebook and MySpace? From other large,

heavily visited website?5. What should Cyworld’s business model be: paid items, mobile networking, or

advertising? Any other areas to explore?

Class #9 New Product Launch: Non-Traditional Marketing Module: Communicating the Value Proposition

Case: Launching the BMW Z3 RoadsterReadings: Textbook Chapter 15

Questions: 1. What factors underlie BMW’s desire to shift to a “non-traditional” marketing venue for the Z3 launch?

2. Do you agree with McDowell that the Z3 launch qualifies as a “paradigm shift” in marketing for BMW? For marketers in general?

3. McDowell claims that he will never go back to traditional marketing after getting a taste of the non-traditional venue. Do you agree?

4. Was the Z3 launch successful? How do you know?5. Helmut Panke has engaged you as a consultant on design of the Phase II plan.

What specific objective(s) would you set? What budget and media plan would you propose?

Class #10: Integrated Marketing Communications and the Evolution of a BrandModule: Communicating the Value Proposition

Case: DoveReadings: Textbook chapter 17 (review 15 and 16)Due: Each student will come to class prepared to discuss an example of an effective

integrated marketing communications campaign. The campaign must include at least two different promotional tools. The student must have evidence that the

campaign has been effective. Students will submit a brief (less than one page) description of the campaign and its results.

Questions: 1. What was Dove’s positioning in the 1950’s?2. What is it today?3. Discuss issues of control and credibility with Dove’s promotional strategy.

Class #11: PR and PromotionsModule: Communicating the Value Proposition

Case: Nike Inc.: Developing an Effective Public Relations StrategyReadings: Textbook Chapter 16Due: Simulation teams must be formedQuestions: 1. Why was Nike in particular targeted?

2. What are some of the key lessons Nike could learn from their actions prior to May, 1998?

3. Come to class prepared to contribute what you perceive as a public relations coup or missed opportunity and why you see it as such.

Hint: The writer bounces back in forth in time a lot.  Sketch out a timeline, nothing too elaborate, just something to keep things in chronologic order.

Class #12: Distributors vs. Direct distribution, Sizing the Market Module: Going to MarketDue: Q1 Decisions DueCase: BiopureReadings: Textbook Chapter 13

Questions: 1. How do you assess BioPure’s potential in the human market? Theanimal market?

2. What are the biggest obstacles to Biopure’s success in the human market? The animal market?

3. How might Oxyglobin be a threat to Hemopure? How might it be an asset to Hemopure?

4. What should Biopure do regarding the commercial release of Oxyglobin? If they release, what price should they set? How should it be distributed?

Class #13: Channels of Distribution, Adding Channels Module: Going to Market

Case: Stihl Inc.: Go-To-Market Strategy for Next Generation ConsumersReadings: Textbook Chapter 14

Questions: 1. Was Stihl’s decision to avoid the home-center channel a good one? What are the benefits of sticking with it? What are your concerns?2. What should Stihl change, if anything, in how the company goes to market as

Generation X and (later) Generation Y mature into home-owning, tool purchasing consumers?

3. Looking forward three to five years, does the company’s total reliance on its dealers continue to make sense?

4. If a multi-channel system appears more suitable to market needs and Stihl corporate objectives, how can the company get there from here?

Class #14: Product strategies Module: Going to Market Case: Aqualisa Due: Q2. Decisions Due

Your hardcopy case write up is due BEFORE the start of class if youchoose this case. Please remember, this is an individual assignment; you

must work entirely on your own. Your case write-up is to be analyzed and written without consultation with anyone.

Readings: Questions: 1. What is the Quartz value proposition to plumbers? To consumers?

2. Why is the Quartz shower not selling?3. Aqualisa spent three years an £5.8 million developing the Quartz. Was the product worth the investment? Is Quartz a niche product or a mainstream product?4. Aqualisa currently has three brands: Aqualisa, Gainsborough, and showerMax. What is the rationale behind this multiple brand strategy? Does it make sense?5. What should Rawlinson do to generate sales momentum for the Quartz product?Should he change his marketing strategy to target consumers directly, target the DIY market, or target developers? Should he lower the price of the Quartz? Or should he do something different altogether?

Class #15Module: Pricing to Capture ValueCase: Mini Case: Health Cruises (on Latte)Readings: Textbook Chapter 12Questions:

1.    What is the minimum number of passengers Health Cruises must sign up by November 20th to break even?  2.  Should Health Cruises go ahead with the cruise since 200 people have signed up by November 14th?  Why or why not?3.    The advertising agency has proposed two alternative

campaigns to help fill the boat.  One will cost $6000 and the other would cost $15,000.  Which would you suggest?

Class #16:Module: Pricing to Capture ValueDue: Q3. Decisions Due

Case: Virgin Mobile

Questions: 1. Given Virgin Mobile’s target market (14 – 24-year-olds), how should it structure its pricing? The case lays out three options. Which option would you choose and why? In designing your pricing plan, be as specific as possible with respect to the various elements under consideration (e.g., contracts, the size of the subsidies, hidden fees, average per-minute charges, etc.).2. How confident are you that the plan you have designed will be profitable?

Provide evidence of the financial viability of your pricing strategy.?3. The cellular industry is notorious for high customer dissatisfaction. Despite the existence of service contracts, the big carriers churn roughly 24% of their customers each year. Clearly, there is very little loyalty in this market. What is the source of all of this dissatisfaction? How have the various pricing variables (contracts, pricing buckets, hidden fees, off-peak hours, etc.) affected the consumer experience? Why haven’t the big carriers responded more aggressively to customer dissatisfaction?

4. How do the major carriers make money in this industry? Is there a financial logic underlying their pricing approach?

5. What do you think of Virgin Mobile’s value proposition (the Virgin Xtras, etc.)? What do you think of its channel and merchandising strategy?6. Do you agree with Virgin Mobile’s target market selection? What are the risks associated with targeting this segment? Why have the major carriers been slow to target this segment?

Class #17 Pricing to Capture Value and Sports MarketingModule: Pricing to Capture Value

Due: Design a ticketing plan for the Nor’easters first season. Be very specific, and explain assumptions underlying your plan. Does your plan have the team reaching breakeven in the first year?

Readings: Textbook Chapter 11 and 12 (may want to review Low Tech Math)

Questions: 1. What are the key findings of the survey research? Think about customer

profile, pricing, and single-ticket vs. season ticket packages.2. What considerations should the Nor’easters take into account in establishing a

pricing strategy?3. For the first season pricing plan, should there be more than one season

package? If so, how should pricing vary by package type? How can Buckingham take advantage of consumer interest in grandstand seating?

4. Will the team reach breakeven? What options does Buckingham to reach his target?

Class #18: Going Global Module: Does Your Value Proposition Travel

Due: Q4. Decisions DueCase: Disney: Losing Magic in the Middle KingdomReadings: Textbook Chapter 18

Due: Your hardcopy case write up is due BEFORE the start of class.Please remember, this is an individual assignment; you must work entirely on your own. Your case write-up is to be analyzed and written without consultation with anyone. Build a logical and persuasive argument.

Questions:1. What management errors committed by the park have been instrumental in

leading to this poor performance? 2. 2 What are the important local culture and customs that need to be observed? 3. 3 Why have the remedial actions taken by management been unsuccessful in

reviving the park? What more should be done by the park to achieve a successful turnaround?

4. 4 Which approach would be more successful strategy for Hong Kong Disneyland: Standardization with the same attractions as other Disney theme parks, or differentiation with unique attractions available only in Hong Kong?

5. 5 What are some possible arguments for and against more capital injection into Hong Kong Disneyland?

Class #19: Declining Markets & Sales Management Module: Managing Customers for Profits

Case: Hunter Business Group: Team TBAReadings: Textbook Chapter 17Questions: 1. What do you think of HBG’s approach? Do you agree with the approach of

managing costs given a revenue target? Is there something wrong with this approach? If so, what?2. How much validity do you give the customer contact matrix? For which

industries do you see it effective, and where are its limitations?3. How important are direct marketing mechanisms in the B2B context?4. Given the data presented in the case and the assumptions that a) revenues

declined 20% from 1993 and that b) there are 1,500 active accounts, analyze each of the three options with which Kowalski is faced at the end of 1993. Model your assumptions for 1994 based on the template used for 1993.

5. How important is the Gold Account program as an incentive to dealers? Can dealers be persuaded to purchase a wider variety of products, and will this result in the sustainability of the TBA program (i.e., to what extent will dealers move up from an A to a AA account, etc.)?

6. What is the tradeoff, if any, between eliminating salesforce (thereby reducing the “sales and marketing expense” component of operating expense) and the likely corresponding drop off in contacts made as a result of decreased workforce? Who would you eliminate – field reps, telesales operators, or mail

personnel? Would you increase the number of contacts by the same number of employees?

7. What do you think will happen to Team TBA in the next 3 to 5 years?

Class #20: Customer Relationship Management (CRM) Module: Managing Customers for Profit

Due: Q. 5 Decisions DueCase: Harrah’s Entertainment, Inc.Readings: Textbook Chapter 4

Questions: 1. What are the objectives of the various database marketing programs and are they working?2. Why is it important to use the “customer worth” in the DBM efforts rather

than the observed level of play?3. How does Harrah’s integrate the various elements of its marketing strategy to

deliver more than the results of DBM?4. What is the sustainability of Harrah’s actions and strategy?5. What are the privacy and ethical issues that Harrah’s should be concerned

about?

Class #21: Marketing Wars Module: Sustaining Value

Case: Coca-Cola’s Marketing Challenges in Brazil: The Tubainas WarReadings: None

Due: Your hardcopy case write up is due BEFORE the start of class if youchoose this case. Please remember, this is an individual assignment; you

must work entirely on your own. Your case write-up is to be analyzed and written without consultation with anyone.

Questions: 1. Analyze the situation in which the Coca-Cola and Tubainas war took place. 2. What are the pros and cons of the several strategies the Coca-Cola Company

implemented in Brazil? 3. What should Coke do to be more successful in Brazil? 4. What recommendations would you make to global brands to help them

Class #22: Integrated Marketing Strategies Module: Sustaining Value

Due: Q. 6 Decisions DueCase: Marvel Enterprises, Inc.Readings: 2

Questions:1. In your view, what strategic direction should Marvel Enterprise pursue? Why?

How? 2. Why was Marvel’s turnaround so successful? Would you characterize that success as a fluke? Or do you view it as sustainable? Why? 3. How important are each of Marvel’s three divisions – comic books, toys, and licensing – to its past and future performance? 4. To what extent is Marvel’s success due to only on character, Spider-Man? How can Marvel develop its lesser-known characters?

Class #23: Marketing ManagementModule: Semester Review

Case: There is no case assignment due for this class. We will review all the cases we’ve analyzed this semester. In preparation, take the time to review the cases we’ve discussed this semester. What are the 2 or 3 important points of learning for each case?

Class #24: Industry A PresentationsDue: Presentation Slides for all Teams (both Industry A and Industry B) are due

Class #25: Industry B Presentations

Class #26: Simulation ResultsCourse Wrap-Up

Due: Simulation Team Evaluations Due

CLASS # Topic Case Reading Due

1 Aug. 31 Mon.Introduction to MarketingCourse Requirements

2 Sept. 2 Wed. Marketing FundamentalsMini Case: Cow Wow (on Latte) 1,2, 7

3 Sept. 9 Wed. Creating Value: Integrated Marketing Strategy Black & Decker8 ,Low Tech

Math4 Sept. 10 Thurs. Creating Value: Rise and Fall of a Brand Snapple 9, 10

5 Sept. 16 Wed. Creating Value: Using Market ResearchMontreaux Chocolates 3, 5

Quantitative Assignment

6 Sept. 21 Mon. Creating Value: Choosing Your CustomersConsumer Behavior Exercise

A-FInterview Assignment

7 Sept. 29 Tues.Creating Value: Positioning and Product Strategies Clean Edge Razors 7

Case Write-Up (or Oct. 26)

8 Sept. 30 Wed. Creating Value: Segmentation and Targeting Cyworld 11

9 Oct. 7 Wed.Communicating the Value Proposition: New vs. Old Media BMW Roadster 15, 16

10 Oct. 12 Mon. Communicating Value: Evolution of a Brand Dove 17 IMC Campaigns

11 Oct. 14 Wed. Communicating Value: Public Relations NikeTeams must be formed

12 Oct. 19 Mon. Going to Market: Distribution and Market Sizing Biopure 13 Q. 1 Decisions13 Oct. 21 Wed. Going to Market: Distribution Channels Stihl

14 Oct. 26 Mon. Going to Market: Integrated Marketing Aqualisa

Q. 2 Decisions Case Write-Up (or Sept. 29)

15 Oct. 28 Wed. Pricing to Capture ValueMini Case: Health Cruises (on Latte) 12

16 Nov. 2 Mon. Pricing to Capture Value Virgin Mobile Q. 3 Decisions

17 Nov. 4 Wed. Pricing to Capture Value: ServicesSpringfield Nor’easters 11

Quantitative Assignment

18 Nov. 9 Mon.Going Global: Does Your Value Proposition Travel? Disney 18

Q. 4 Decisions Case Write-Up (or Nov. 18)

19 Nov. 11 Wed.Managing Customers for Profit: Declining Markets Hunter 10

20 Nov. 16 Mon. Managing Customers for Profit: CRM Harrah's 4 Q. 5 Decisions

21 Nov. 18 Wed. Sustaining Value: Competition Coca-Cola Brazil 18Case Write-Up (or Nov. 9)

22 Nov. 23 Mon.Sustaining Value: Integrated Marketing Strategies Marvel Q. 6 Decisions

23 Nov. 30 Mon. Review

24 Dec. 2 Wed. PRESENTATIONS – Industry APresentation Slides due for all groups

25 Dec. 7 Mon. PRESENTATIONS – Industry B

26 Dec. 9 Wed. Simulation Results and Course Wrap-UpTeam Evaluations Due