Business Development MBA 7212 Autumn 2012 Tuesday, 6:00 9:15 p.m.

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1 Business Development MBA 7212 Autumn 2012 Tuesday, 6:00 9:15 p.m. Professor Leslie M. Fine, PhD 550 Fisher Hall Office Hours: anytime by appointment ( is the best way to reach me) Objective: The purpose of this course is to understand how to drive top-line growth through new client acquisition and customer retention, by understanding the organization s ability to provide value, and the customer s needs in relation to that value. Course Materials: Packet of articles and cases, available from UniPrint on campus. Academic Standards: Each student should carefully review the Code of Student Conduct, which is available at Pay particular attention to the Academic Misconduct section. Any instances of suspected academic misconduct will be handled in accordance with section : Initiation and investigation of code violations. Ignorance of this code is NOT an excuse for violations. Accommodation for Disabilities: If you are registered with the Office of Disability Services and need any accommodation to make the learning environment more effective, please let me know and I will work with you and ODS to structure the course for your needs. Attendance and Participation: Please notify the instructor via if you will miss class. If you have competing interests that require you to be out of class, you should be prepared to accept any consequences of your absence. Emergencies or extreme circumstances should be discussed with the instructor and with your team with as much advance notice as possible. Participation is an important part of the learning process, as it is through discussion and debate that knowledge is disseminated and that new knowledge is created. Evaluation: On-line forum discussion participation 20% Each week there is a set of questions that should help you to apply the concepts you are learning to your own experiences. Your participation in the on-line discussions can include direct and specific responses to the posted questions, discussion of the comments of the instructor or other students, and links to information you find that is relevant to the discussion.

2 Team case write-ups each) 40% Each team will be responsible for providing a write-up of ONE of the cases from modules 5 10, and ONE of the cases from modules Specific cases will be assigned in class depending on the number of groups that are formed during the first class meeting. In-class participation 20% Everyone is expected to be fully prepared and to create knowledge by participating in a robust and meaningful class discussion. Grading Scale: A C A C B D B D B D C+ 60 and below E General Course Guidelines: Class is far more interesting and enlightening when everyone is prepared, and when everyone participates. Team work is an important part of the learning model and is an important part of most work environments. If you must be late to class, or to leave early, please enter as unobtrusively as possible. You may use ipads or laptops for note-taking, but if I see that you are doing anything other than class work I will require you to shut it down. is the most effective way to reach me. In your subject line, please use the words "MBA Student" so I know the message is from a student. Have fun! What you can expect of the instructor: Timely feedback on graded assignments. Timely response to . Changes to the syllabus or to normal routine will occur only for very compelling reasons. Differences of opinion will be treated with respect independent thinking based on solid evidence is encouraged. All attempts will be made to create a class that is challenging and interesting.

3 Course Schedule The required readings are listed in italics All readings and cases should be prepared prior to class Module 1: 6:00 7:30 Module 2: 7:45 9:15 Date Tuesday, October 16 Module 1 Module 2 Tuesday, October 23 Module 3 Module 4 Tuesday, October 30 Module 5 Module 6 Tuesday, November 6 Module 7 Tasks Course Introduction The challenge of integrating sales and marketing Reading: The View from the Field Ending the War Between Sales and Marketing Discussion Questions: Is sales and marketing integrated in your organization? If so, what value does that provide to the entire organization? If not, what are the key sources of tension? Case Discussion for application Executive Health Group Driving Customer Value Reading: Business Marketing Understanding What Customers Value In a Downturn, Provoke your Customers Selling Strategic Issues: Crafting the content of the sales pitch. Discussion Questions: What does your organization do that is especially valuable for customers? How do you know this is true? What do you do that is NOT valuable? How do you know that this is true? Workshop: The market attractiveness/competitive Position Matrix Fundamentals of selling and sales management Reading: Sales force Management and Measurement Personal Selling and Sales Management Discussion Questions: Is the compensation structure of your organization s salesforce consistent with strategic goals? How are salespeople viewed by different functional areas of your organization? Is the sales role in your organization generally considered a strategic advantage? Case Discussion for application Olympia Machine Company, Inc. Segmenting for retention and growth Reading: Selling Into Micro Markets Smarter Segmentation for Your Sales Force Discussion Questions: How does your organization segment its customer base? Is this segmentation effective for the achievement of strategic goals?

4 Module 8 Tuesday, November 13 Module 9 Module 10 Tuesday November 27 Module 11 Module 12 Tuesday, December 4 Module 13 Module 14 Corona Beer (A) Key Account Management Reading: Managing Major Accounts Making the Major Sale Discussion Questions: How does your organization identify key accounts? How are those accounts assigned to a salesperson or sales team? Has this process been effective? Becton-Dickinson and Company: Multidivisional Marketing Programs Life cycle 1: New product introduction decisions XM Satellite Radio (A) Life cycle 2: Growth stage decisions Natureview Farms Life cycle 3: Mature stage decisions Callaway Golf Company Life cycle 4: Blue ocean strategies Reading: Blue Ocean Strategy: From Theory to Practice

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