Columbia Business School. Executive MBA Program (Saturday only)

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1 Columbia Business School Executive MBA Program (Saturday only) Marketing Planning Professor Don Sexton Uris Hall 316 Summer, Syllabus If you don t know where you are going, any road will get you there. Lewis Carroll, author. Plans are nothing, planning is everything. Dwight D. Eisenhower, former president, Columbia University. Plan your work, work your plan. Anonymous. One possible reason why things are not going according to plan is that there never was a plan. Ashleigh Brilliant, aphorist. The marketing plan is the roadmap for the marketing strategy. It makes clear the objectives to be achieved by the strategy, the key strategic choices - target markets and positioning, the programs to implement the strategy (the marketing mix), and predictions of the expected results.. Plans provide the initial structure for approaching markets. However, no plan ever survives intact once it is put in motion. Plans need to be changed. The competitive environment may not be what it seems and forces constantly change the competitive situation. As Eisenhower observed, it is planning understanding the competitive environment thoroughly and understanding the options available at any time that is key to marketing success, not just the plan itself. Nonetheless, it is important to have a comprehensive plan for the market. Without objectives and without clearly defined strategy and programs, there are no guidelines for marketing actions. Yet many managers skip over the marketing plan, especially the strategic choices of target markets and positioning. This course provides the participants with a systematic way to prepare a marketing plan that will be efficient and effective in achieving business objectives.

2 Marketing Planning 2 Learning Objectives During the course, students will: 1. Understand the marketing planning process. 2. Review key components of the marketing strategy. 3. Learn and apply techniques for developing marketing plans. 4. Prepare a comprehensive marketing plan. Texts Ho Yin Wong, Kylie Radel, and Roshnee Ramsaran-Fowdar, Building a Marketing Plan. New York: Business Expert Press, ISBN: Don Sexton, Marketing 101. Hoboken, NJ: Wiley, ISBN: Course readings book, consisting of articles and cases. Grading Class Participation 20% Term Project Document 50% Interim Term Project Presentation 10% Final Term Project Presentation 20% Class Participation The class should function as a workshop where all class members contribute to the success of others. Class participation will be evaluated in terms of questions or issues raised, experience and insights shared, and comments and suggestions offered. Class Attendance If you expect to not be able to attend a class, please advise me by in advance. Thank you.

3 Marketing Planning 3 Term Project Each student will be involved in developing a marketing plan. The project may be done on an individual or team basis. If possible, the marketing plan should focus on a real product or service marketing situation. There are no page limits on the project. However, the text of projects typically consists of pages. Typically the marketing plan will include: Executive Summary Situation Analysis Business Objectives Target Markets and Positioning Branding Marketing Mix Design Pricing Communications Media and Creative Distribution Budget Forecast Each project will be presented to the class twice: once during the course to show progress and receive feedback and then at the end of the course to explain the completed plan. The document for the project will be evaluated solely by the instructor on the basis of persuasiveness of the plan including soundness of the marketing strategy, consistency of the marketing tactics, creativity, and thoroughness. Pedagogical Approach Classes include lecture/discussions, planning exercises, case discussions, and presentations. The lecture/discussions focus on the key stages in the process of developing a marketing plan. Planning exercises provide techniques for resolving marketing decisions such as choice of target market and determination of brand positioning. Case discussions illustrate how the ideas introduced during the course may be applied. Speakers provide perspective on the marketing planning process and opportunities to discuss planning issues. Student presentations allow the class members to receive and give feedback and suggestions concerning their term project. Course Materials Hard copies of the lecture notes will be distributed during class. All lecture notes are also available on Canvas.

4 Marketing Planning 4 Class Outline Note: Sessions subject to change due to scheduling of speakers or workshops. Session Date Topic Readings 1 May 17 Introduction Marketing Strategy Wong, Chapter 5 Sexton, Chapter 2 and 3 2 May 31 3 June 7 4 June 14 5 June 21 6 June 28 Discussion of Projects Marketing Planning Process Case: The Toronto Ultimate Club Situation Analysis: Customers Case: Land Rover North America Situation Analysis: Competitors Case: Nouveau Event Planning: The Wedding Extravaganza Situation Analysis: Trends Case: Brannigan Foods: Strategic Marketing Planning Case: Eli Lilly: Xigris (A) Strategic Choices Case: Shouldice Hospital David J. Collis and Michael G. Rukstad, Can You Say What Your Strategy Is? Don Sexton, Competing with Customer Value Added Wong, Chapter 1 Sexton, Chapter 38 Tim Calkins, Writing Great Marketing Plans Wong, Chapters 2, 3, and 4 Sexton, Chapters 4, 5, and 36 Sexton, Chapters 6 and 7 Sexton, Chapter 8 Paul J. H. Schoemaker, Scenario Planning: A Tool for Strategic Thinking Max H. Bazerman and Dolly Chugh, Decisions Without Blinders Sexton, Chapters 9, 10, and 11 George S. Day, Is It Real? Can We Win? Is It Worth Doing? Daniel Yankelovich and David Meer, Rediscovering Market Segmentation Pankaj Ghemawat, Managing Differences,

5 Marketing Planning 5 7 July 12 8 July 19 9 July August 2 Interim Presentations Branding Case: Rebranding an Indian LCC Marketing Programs Communications Case: Sephora Direct: Investing in Social Media, Video, and Mobile Pricing Marketing Accountability Wong, Chapter 6 Sexton, Chapter 12 James R. Gregory and Donald E. Sexton, Hidden Wealth in B-to-B Brands Roland T. Rust, Valerie A. Zeithaml, and Katherine N. Lemon, Customer-Centered Brand Management Wong, Chapters 7, 8, and 9 Sexton, Chapters (browse) V. Kumar and Rohan Mirchandani, Increasing the ROI of Social Media Marketing, Marco Bertini and John T. Gourville, Pricing to Create Shared Value Don Sexton, Pricing, Perceived Value, and Communications Wong, Chapter 10 Sexton, Chapters 35 and 37 Don Sexton, Value Above Cost Don Sexton, Managing Communications ROI Using Measurement to Boost Your Unit s Perfrormance Svend Hollensen, Budgeting and Control Forecasting Case: TruEarth Healthy Foods: Market Research for a New Product Introduction Strategy Over Time Thomas Steenburgh, Market Size and Market Share Analysis Spyros Makridakis, Robin M. Hogart, and Anil Gaba, Why Forecasts Fail, What to Do Instead, Don Sexton. Managing Brand Equity over Time

6 Marketing Planning 6 11 August 9 Final Presentations 12 August 16 Final Presentations Note on the Implementation of Marketing Plans A. G. Lafley, I Think of My Failures as a Gift Faculty Bio Don Sexton is Professor of Marketing and Decisions, Risk, and Operations and Academic Director, Center for International Business Education and Research, Columbia University, and has been a faculty member at Columbia Business School for more than 40 years. He has taught at several institutions including UC-Berkeley, the University of Hawaii, INSEAD, the China Europe International Business School, the Indian School of Business, Skolkovo, the University of Tehran, and the Australian School of Management. His articles have appeared in numerous journals such as the Harvard Business Review, Journal of Marketing, Journal of Marketing Research, and Management Science. His best-selling books, Marketing 101 and Branding 101, have been translated into several languages including Chinese, Turkish, Russian, Vietnamese, Polish, Romanian, and Indonesian. Don s most recent book, Value Above Cost : Driving Superior Financial Performance with CVA, the Most Important Metric You ve Never Used explains how marketing drives financial performance and is also available in Chinese. He serves as President-Elect on the board of the NY AMA, was President of the Association for International Business Education and Research, and is an advisor to the Marketing Accountability Standards Board. He is a recipient of Columbia Business School s Distinguished Teaching Award and received the 2011 Marketing Trends Award for his work on marketing and branding strategy. Don is the founder of The Arrow Group, Ltd., a company that has provided consulting and training services to such companies as GE, IBM, Unilever, Pepsi, Sony, DuPont, Pfizer, Volkswagen, Citibank, Boeing, and Verizon. His MBA and PhD degrees are from the University of Chicago and his BA degree from Wesleyan University, all in the disciplines of economics and mathematics.