MKG 1010 Marketing Management Winter 2014

Transcription

1 MKG 1010 Marketing Management Winter 2014 Instructor: Folder: Management Adam Acar \\iuj-home\im materials\ \mba 1st\2014 Winter\Marketing Course Description and Learning Objectives: When it comes to business, marketing has special importance. For example, success stories you hear about companies, including innovation, managing distribution channels or advertising, usually fall into the area of marketing. That s why, marketing personnel are usually not laid off during economic crises and marketing consultants are always in demand. Although marketing is mostly common sense, one needs hands on practice and familiarity with the basic concepts of marketing in order to make successful and sophisticated business decisions. In this class, you will be introduced to the fundamentals of marketing and learn how to utilize your knowledge to tackle with real life business problems. After completing this course, you will become comfortable and qualified to take more advanced courses in marketing (in case you are planning for a marketing career) engage in informed and productive dialogues with marketers and/or about marketing issues (in case you are planning for a non-marketing career). Career relevance: There is no job that is not directly or indirectly related with marketing since marketing involves a) understanding of changing social trends b) understanding of basic human needs e) promoting ideas for behavioral change. Course Context or Rationalization: This course will be supplementary to the other marketing, market research, marketing communication global management classes you have been/will be taking. Delivery methods: Sessions start with 45 minutes long lecture in which I will go over the topic that is indicated in the course schedule. In each session, we will also talk about the cases that are due and have a short quiz related to topics covered on the same day. Assessment: Individual Performance: Short Quizzes 24 % 6 % each) Final Exam 16 % Class Participation 20 % Group Performance: Case Write-ups 15 % 5% each) Marketing Plan 20 % (5 % presentation, 15 % report) Group Participation 5 % 1

2 There will be a total of 8 quizzes and only the best six results out of eight will count. The final exam will consist of a combination of multiple-choice and short-answer type questions. The exam and the quizzes will be closed notes and closed books (no calculators and laptops allowed). Required Materials: A Framework for Marketing Management (5th Edition) by Philip Kotler and Kevin Lane Keller (Prentice Hall 2012, ISBN: ). Casepack (Harvard Business School cases) -- Brannigan, Nielsen, Kaya, HubSpot, Pearson, J.C. Penney, Canada Goose, Wheaties Class Participation: Students are expected to actively participate in class and case discussions. Class discussions will be based on the lecture topics and the cases. There are several ways you can actively participate and contribute to class including but not limited to Complementing and embellishing a thematic point Providing a real-life example Reporting about a recently published news story Proposing and defending an argument, or extend/challenge someone else s ideas. I will evaluate class participation of each student after every session according to the following scheme: outstanding contribution (2 points), adequate contribution (1 point), no contribution or non-attendance (0 point). There will be a total of 10 sessions to earn a maximum of 20 class participation points. Group marketing plan: There will be a group project that consists of developing and presenting a marketing plan for an actual or fictitious company/product/service of your choice. An outline of how to write a marketing plan will be provided during the first week. I will make team assignment during the first week of classes. Group case write-ups: Cases are descriptions of actual business situations, which provide opportunities to define and solve problems in real settings. Since business problems are typically handled by teams in the real world, you will first (prior to class session) work on the cases with your team (same as mentioned in the previous section). Each team will submit three case write-ups for the possible weeks indicated below. Format and questions to be addressed for each case will be provided during the first week of classes. Group participation: Groups can maximize productivity only to the extent that its members contribute equitably and complementarily. Clearly defined roles and rewards facilitate group processes. Each team will have the freedom to define and assign roles to its members. To motivate performance, however, each member will be evaluated by his/her peers at the end of the semester. 2

3 Brief Schedule: Session Schedule Class Text # 1 Introduction to the Course Defining Marketing and Key 1,4 Objectives 2 Strategic Planning, Competition, and 2, 9 Global Marketing Case: Brannigan Food, Strategic Marketing Planning 3 Environmental Analysis, Marketing 3 Research Case: Nielsen: Market Research for Pantene 4 Consumer and Buyer Behavior 5,6 Case: Kaya: Exploring Category Benefits for Brand Building 5 Segmentation, Targeting, Positioning 7 Case: HubSpot: Inbound Marketing and Web Product & Service Strategy, New 10,11 Product Development Case: Pearson's Successmaker: Putting the Customer First 7 Branding, Pricing 8,12 Case: J.C. Penney's "Fair and Square" Pricing Strategy 8 Channels, Retailing 13,14 Case: Groupon 9 Marketing Communications 15,16,17 Case: Wheaties: Reinvigorating an Iconic Brand 10 Marketing Plan Presentations Marketing Plan Presentations * Just pick any three of the possible cases for write-up submission. Final Exam (March 15) (March 15) CASE QUESTIONS Brannigan 1. How would you analyze the process Clark is using to determine his best investment bets for allocating resources? 2. Which of the four managements proposals should Clark favor? Absent any resource constraints, which of the four departmental directions do you think is the most viable? Which is the second best strategy? Which is the least viable? (In considering Mackey s proposal to acquire a company, do the quantitative analysis on Red Dragon Foods only.) 3

4 3. If Clark chooses a strategy direction that favors only one department, what negative effects could this have on other departments? How can Clark mitigate the damage? 4. What effects is the change in the strength and weaknesses of competition having on the Brannigan s division? How does it impact the investment decision? 5. Given the information in the case, what strategic course do you think the division should pursue. Groupon 1. Does Groupon have a sustainable business model? 2. How do you explain Groupon s unprecedented growth? Why has Groupon been so appealing to consumers? 3. Is Groupon good for merchants? Why some merchants are excited about Groupon promotions but others are highly skeptical? 4. Estimate the profitability of Groupon promotion for American Apparel (case p.6). What assumptions do you need to make for estimating this profitability and how sensitive are your results to these assumptions? 5. Groupon has attracted a lot of competitors. Does it have any competitive advantages? 6. What is your assessment of Groupon s new initiatives dubbed as Groupon 2.0? HubSpot 1. Do you agree with HubSpot that the rules of marketing have changed? If so, how? Is inbound marketing the answer? Why or why not? 2. Is HubSpot finding and serving the right set of customers? Given its position as a start up company, should it widen its focus to serve any customer that comes its way? Or narrow their target, by focusing exclusively on either Owner Ollies or Marketer Marys? Or by focusing exclusively on either B2B or B2C customers? 3. HubSpot has begun to differentiate its products as it has learned more about its customers. Should its pricing strategy change too? Does the software as a service (SaaS) pricing model work for both Marketer Marys and Owner Ollies? Should HubSpot try to immediately capture more value for either of these customers? 4. Are Halligan and Shah being too stubborn by not doing any outbound marketing? Or should they continue to practice what they preach by focusing on inbound marketing alone? 5. Halligan and Shah want HubSpot to be to marketing, what salesforce.com is to sales. What would your plan of action be to make this happen? Why would you take these actions? What keeps you up at night about your plan? 4

5 J.C. Penny 1. Evaluate the overall effectiveness of the Fair and Square repositioning strategy. How well or poorly do all of the elements work together or work at odds with one another to deliver a coherent whole? What elements are missing? 2. What do the first and second quarter results indicate about the Fair and Square strategy? Are the first two quarters of results enough to validate or invalidate the changes? How would you respond to them? 3. Are the results due to a faulty strategy or to a faulty execution of a solid strategy? Would you expect similar or dissimilar results if the changes had been implemented more slowly or in a different timing sequence? 4. What assumptions about J.C.Penny s 5C s (Customers, Competitors, Collaborators, Context, and Company) must hold true for the repositioning to be effective? What does Johnson perceive in these factors that lead him to believe that Fair and Square pricing can be a successful approach for J.C. Penny? How confident are you that these assumptions are correct/ 5. Is J.C. Penny a brand that can be Target ized or Apple ized? Why or why not? In what fundamental ways does J.C.Penny differ from these two brands? Does Johnson s plan address these differences in ways that make the success of J.C. Penny s new strategy more or less likely? 6. Is Johnson s past retail experience helping or hurting him as he tries to achieve his goal of making J.C. Penny America s favorite store? 7. Do you agree with the changes Johnson is making to the pricing scheme that are set to take effect August 1 st? Are they enough to turn things around? 8. What should Johnson do now? Looking out one year, will J.C. Penny be a stronger or weaker brand if he stays on the current course? Kaya 1. What is the difference between a product offering and a service such as Kaya s (both in the beauty care domain), if loyal and first time customers are compared? 2. What is the advantage for a brand such as Kaya in comparing loyal and first time customers of beauty parlors? 3. Analyzing the data obtained about loyal and first time customers of beauty parlors. 4. What are the patterns present in the customer response? What aspects of consumer decision making do you think would be useful for Kaya in differentiating between loyal and first time customers? Can you associate the characteristics of services/service quality with the customer responses with regard to the stages of decision making? 5

6 5. What kind of strategies would you recommend that Kaya should follow to market its brand, based on your analysis? Nielsen 1. What is the cause for decline in market share of Pantene? 2. What is the state of the shampoo category? (Growing, mature, or declining?) 3. What is the consumer behavior for the shampoo category? 4. Analyze consumer behavior for Pantene and Garnier. 5. Analyze brand equity of the two brands. 6. Is Pantene priced appropriately? 7. Is the promotion strategy of Pantene appropriate? 8. How are the two brands performing on advertising and new product introductions? 9. What marketing strategy do you propose for Pantene to reclaim lost market share? Pearson 1. What challenges does Adams Woodford face as he develops his fiveyear product roadmap? 2. How do product and software development methodologies influence a firm s ability to response to market demands? 3. What benefits did Pearson realize in making the shift from a waterfall process to an Agile one? What downsides might be associated with this shift? What firm or market circumstances are more likely to benefit from a Waterfall or Agile methodology? 4. What are some of the things Greg should consider as he evaluates whether to continue to focus on the SuccessMaker product versus becoming involved in a company wide Agile initiative? Which approach should Greg pursue? How might he optimize the approach? 5. Within the SuccessMaker team, should Greg agree to follow the recommendations from his developers to move from Scrum to Kanban? Should he also push to move all the remaining teams (the content/curriculum team) to Scrum or Kanban? What metrics should he use to evaluate his decisions? Wheaties 1. Why has Wheaties been so successful in the past? What key factors changed that success by the mid 2000s? 2. What are the causes of the problems Wheaties is experiencing? 3. What do you think of the consumer insights the Wheaties team uncovered? 4. What is your strategy? What would you change/keep? Why? Note: replacing original Wheaties is not an option. 5. How would you execute? 6

7 6. What are the potential watch outs (a term used throughout General Mills) for the brand team? Sample Quiz Question 1) is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value. A) Marketing management B) Knowledge management C) Operations management D) Strategic management E) Distribution management Answer: A Page Ref: 5 7