GSBA-528: Marketing Management

Spring 2018

Instructor: Rex Kovacevich

Office: HOH 622

Office Hours: by appointment

Phone: (213) 740-5045

Email: rex.kovacevich@marshall.usc.edu

COURSE DESCRIPTION Though marketing specialists may assist with particular marketing tasks, critical marketing decisions are a general

management responsibility and not something to be delegated. Marketing is about creating value for customers and

then capturing part of that value for the organization. Doing marketing well is important since marketing decisions

impact an organization’s financial performance on many different levels. The marketing process is relatively

straightforward…assessing the market, developing a course of action, implementing a plan, and evaluating the

results…but loaded with complexities. This course integrates a common language, and a set of concepts and

frameworks to help you analyze marketing situations and develop recommendations.

COURSE OBJECTIVES The primary learning outcomes for this course are the following:

1. Demonstrate an understanding of foundational marketing terms, concepts, and frameworks.

2. Develop decision-making skills in marketing by applying a process that incorporates marketing concepts and

frameworks within a variety of business environments, including global marketplaces.

3. Develop decision-making skills in marketing by improving critical thinking skills through use of data and logic.

4. Apply quantitative and spreadsheet skills to evaluate marketing problems and develop solutions.

The secondary learning outcomes for this course are the following:

5. Refine people and leadership skills by working with others to develop a marketing plan.

6. Demonstrate ethical reasoning skills relating to marketing, and understand social, civic, and professional

responsibilities, and aspire to add value to society.

COURSE MATERIALS

“A Preface to Marketing Management,” 14th edition, by Peter, J. Paul and Donnelly, Jr., James (2015).

Published by McGraw Hill Education.

Electronic Course Reader containing cases and articles.

Enrollment in HBS “Marketing Simulation: Managing Segments and Customers.”

2

GRADING

Graded Items Points %

Weighting

Due Dates

Participation 30 10% ongoing

Individual Case Write-ups 15 5% March 5, 19…April 2, 16, 23 (only 3 needed)

Mid-Term 50 17% April 2

Marketing Simulation 15 5% March 19 – April 9

Team Marketing Plans – 1 30 10% March 19

Team Marketing Plans – 2 60 20% April 25

Final Exam 100 33% April 30

TOTAL 300 100%

CLASS PARTICIPATION

To develop critical thinking and problem-solving skills relating to marketing problems, we will use several

instructional methods in this class, including case discussions. Class participation is an extremely important part of

the learning experience in this course as the richness of the learning experience will be largely dependent upon the

degree of preparation by all students prior to each class session.

A course that incorporates the frequent use of case analyses to illustrate the practical application of concepts and

practices requires the student to diligently and thoroughly prepare cases and actively offer the results of the

analyses and conclusions derived as well as recommendations during each class session. My expectation and that

of your classmates are that you are prepared for all classes and will actively participate in and meaningfully

contribute to class discussions.

In-class participation is a critical part of this course’s learning experience. Cold calling may take place to

encourage active participation and to gain multiple perspectives and points of view, thus lending itself to the

richness of the learning experience. In-class participation grading will be based on students’ demonstrated

willingness to participate and the quality of the comments expressed, rather than quantity. While some students are

far more comfortable than others with class participation, all students should make an effort to contribute

meaningfully.

Students will offer their opinions in group settings many times in their careers; thus, class participation serves to

prepare students for this business experience. The evaluating of in-class participation is based on the following:

Relevance – Does the comment or question meaningfully bear on the subject at hand? Irrelevant or

inappropriate comments can detract from the learning experience.

Responsiveness – Does the comment or question connect to what someone else has said?

Analysis – Is the reasoning employed consistent and logical? Has data from course materials, personal

experience, or general knowledge been employed to support the assertions/findings?

Value – Does the contribution further the understanding of the issues at hand?

Clarity – Is the comment concise and understandable?

During class sessions, I frequently assume the role of a facilitator to encourage a discussion that includes

perspectives from a variety of viewpoints and, secondly, to help pull together prevailing analyses and

recommendations. The direction and quality of a discussion is the collective responsibility of the class.

During discussions, I will evaluate student comments using criteria similar to what is listed below. These points

aren’t meant to add up to your final score, but will be used to compare your overall performance to the performance

of other students, and converted to a 0 to 30 point scale.

3

3 points: Excellent Performance

Initiates information relative to topics discussed

Accurately exhibits knowledge of assignment content

Clarifies points that others may not understand

Raises level of discussion and/or class knowledge with insights

Demonstrates ability to apply, analyze, evaluate & synthesize course material.

Demonstrates willingness to attempt to answer unpopular questions

Builds on other students’ contributions

2 points: Good Performance

Participates in group discussions when asked

Demonstrates knowledge of course material

Offers clear, concise, “good” information during discussions

Offers input, but tends to reiterate the intuitive

Attends class regularly

0 – 1 points: Unacceptable Performance

Fails to participate even when directly asked

Gives no input to discussions

Does not demonstrate knowledge of the readings

Shows up to class: does nothing

Distracts group / class

Irrelevant discussion

Regarding attendance, you need to be here. An eight session term means every class is critical. I will regularly

make note of attendance during the semester. Poor attendance usually correlates with poor participation.

INDIVIDUAL CASE WRITE-UPS

To help prepare for case discussions, each student will submit a write-up for three out of the five

eligible cases by answering the assigned “write-up” question. This hard copy will be due at the

beginning of each case discussion class. The format will be a one page typed write-up (second page is

OK to show any calculations or illustrations).

The three case write-ups will each be worth up to 5 points. These will be graded quickly based on the

following scale:

5 points – Identification of relevant issues, accuracy of facts, writing clarity, relevant use of class

concepts/frameworks (where applicable) and quantitative support (where applicable).

4 points – Missing or weak within 1 of the above criteria.

3 points – Missing or weak within 2 or 3 of the above criteria.

…etc.

MARKETING SIMULATION

One of our case discussions will be based on an interactive case through a marketing simulation that

will incorporate several topics we will cover during the term, but will emphasize the link between

segmentation and marketing-strategy formulation.

We will begin with a couple of practice runs (12 periods each) to help you become acquainted with

the company you’ll be managing. You will then complete a run that will count toward your ranking,

followed by as many runs as you would like to complete where the best run will also be used to

determine your final ranking. Schedule will be the following:

4

March 19 Simulation introduction

March 20 - 27 Practice runs

March 28 - 30 Single “real” run of 13 quarters

April 1 – April 8 Additional runs for “best” score

April 9 Simulation debriefing in class

To encourage a little emotional investment in the simulation, there will be a grade assigned to the play

of the simulation (discussion of the results will count toward participation). This grade will be based

on a ranking of an average of your first round “score” and best subsequent round “score.” The

maximum simulation score that you may earn for each run is 100 points, and calculated as follows:

Result Max. Score Result/Max.

Score

Weighting Contribution to

final score

Market Share 10% 15% 67% 25% 17

Cum. Profit $6 million $10 million 60% 35% 21

Cum. Revenue $40 million $100 million 40% 15% 6

Average Customer

Satisfaction

60%

100%

60%

25%

15

Player Score 100% 59

Grades will then be assigned based on each student’s class rank as follows:

Top 1 15 points

2 - 15 14 points

16 - 30 13 points

31 - 45 12 points

46 - 60 11 points

61 and below

late completion

10 points

8 points

EXAMS

The first exam will be worth 50 points and include 20 multiple-choice questions (2 points each) and 2 essay

questions (5 points each). The final exam will be worth 100 points and include 35 multiple-choice questions (2

points each) and 4 or 5 essay questions totaling 30 points.

TEAM STRATEGIC MARKETING PLAN – Parts 1 (30 points) & 2 (60 points)

Each team will evaluate the performance of an existing product or service of their choice, and develop

recommendations in the form of a marketing plan. Team members’ companies are eligible. Assume

that your team is a marketing consulting firm hired to evaluate and make recommendations to help the

company improve its bottom line. Recommendations will likely center on adjusting the marketing mix

to accomplish one or more of the following: improving marketing-related profit margins, increasing

share of wallet, increasing share of market, and/or pursuing new markets with existing or brand new

products. There will be numerous strategic and tactical routes to reach your objectives, and your

recommendations should correlate with your situation analysis.

Develop teamwork skills and marketing concept knowledge by putting together a comprehensive

strategic marketing plan for an existing product or service.

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Part 1

Analyze company’s marketing activities to

identify opportunities or threats that need to be

addressed.

Due March 19. 6 – 8 page analysis, plus

additional pages for appendices that might include

exhibits, tables, illustrations, etc. Single-spaced.

References identified based on footnotes in the

American Psychological Association (APA)

format. Suggested outline contained in Appx. B.

30 points, and will be scored based on the grading

summary sheet in Appx. A

Part 2

Develop recommendations to address marketing

priorities identified in part 1 that will improve or

sustain bottom line.

Due April 25. 8 – 10 page (excluding exhibits,

tables, illustrations) recommendations and

feasibility analysis. Single-spaced. References

identified based on APA format footnotes.

Suggested outline contained in Appx. C.

60 points, and will be scored based on the grading

summary sheet in Appx. B

CLASS POLICIES

Class Communications:

Seating Chart: A seating chart will be established by our second class. Please use that seat throughout

the semester so I can get to know you and more accurately evaluate your classroom contributions.

E-mail Responses: For weekdays, my responses will be within 24 hours…and within the same day

most of the time.

Electronic Devices: Laptops are generally not allowed during class, but still bring them as they will be

used intermittently for case discussions and classroom exercises. Cell phones and other electronic

devices should not be used during class.

Obtaining Content for Missed Classes

Office hours aren’t practical for repeating lectures due to missed classes. If you’re absent, start by piecing together missed information from the posted material, the book and the notes of other students. Then see me with any questions you still have. Assignment Submission Policy A hard copy is due at the beginning of class on the assigned due date. Assignments may also be sent via e-mail if you think you are running late or will miss class. There will is a 10% deduction for each 24 hour period late, except the brief written case assignments, which will not be accepted once the case discussion has started.

STATEMENT OF ACADEMIC CONDUCT AND SUPPORT SYSTEMS

Academic integrity:

USC seeks to maintain an optimal learning environment. Students are expected to submit original work.

They have an obligation both to protect their own work from misuse and to avoid using another’s work as

their own. All students are expected to understand and abide by the principles of academic honesty

outlined in the University Student Conduct Code (see University Governance, Section 11.00) of SCampus

(www.usc.edu/scampus or http://scampus.usc.edu). The recommended sanctions for academic integrity

violations can be found in Appendix A of the Student Conduct Code.

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Students with Disabilities:

USC is committed to making reasonable accommodations to assist individuals with disabilities in

reaching their academic potential. If you have a disability which may impact your performance,

attendance, or grades in this course and require accommodations, you must first register with the Office of

Disability Services and Programs (www.usc.edu/disability). DSP provides certification for students with

disabilities and helps arrange the relevant accommodations. Any student requesting academic

accommodations based on a disability is required to register with Disability Services and Programs (DSP)

each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be

sure the letter is delivered to me (or to your TA) as early in the semester as possible. DSP is located in

GFS (Grace Ford Salvatori Hall) 120 and is open 8:30 a.m.–5:00 p.m., Monday through Friday. The

phone number for DSP is (213) 740-0776. Email: ability@usc.edu.

Support Systems: Student Counseling Services (SCS) - (213) 740-7711 – 24/7 on call

Free and confidential mental health treatment for students, including short-term psychotherapy, group

counseling, stress fitness workshops, and crisis intervention. https://engemannshc.usc.edu/counseling/

National Suicide Prevention Lifeline - 1-800-273-8255

Provides free and confidential emotional support to people in suicidal crisis or emotional distress 24 hours

a day, 7 days a week. http://www.suicidepreventionlifeline.org

Relationship & Sexual Violence Prevention Services (RSVP) - (213) 740-4900 - 24/7 on call

Free and confidential therapy services, workshops, and training for situations related to gender-based

harm. https://engemannshc.usc.edu/rsvp/

Sexual Assault Resource Center

For more information about how to get help or help a survivor, rights, reporting options, and additional

resources, visit the website: http://sarc.usc.edu/

Office of Equity and Diversity (OED)/Title IX compliance – (213) 740-5086

Works with faculty, staff, visitors, applicants, and students around issues of protected class.

https://equity.usc.edu/

Bias Assessment Response and Support

Incidents of bias, hate crimes and microaggressions need to be reported allowing for appropriate

investigation and response. https://studentaffairs.usc.edu/bias-assessment-response-support/

Student Support & Advocacy – (213) 821-4710

Assists students and families in resolving complex issues adversely affecting their success as a student

EX: personal, financial, and academic. https://studentaffairs.usc.edu/ssa/

Diversity at USC – https://diversity.usc.edu/

Tabs for Events, Programs and Training, Task Force (including representatives for each school),

Chronology, Participate, Resources for Students

7

Appendix A Strategic Marketing Plan Outline

Part 1 - Analysis 1. Company Introduction (one page)

Not part of the formal analysis, but simply to summarize important background information uncovered.

Include company name, location(s), business area on which you are focusing, size, and brief history.

2. SWOT Summary

3. Situation Assessment

Company

o How has the company (or this unit of a large company) recently performed? What are the firm’s

critical assets and capabilities?

o Marketing mix review. What marketing tactics have been used recently, and what market position

has the company wanted to create/support with these tactics? How does the product line perform

compared to the competition?

Collaborators

o What is the value-adding role of current or future value chain collaborators?

o Which strategic alliances are critical for future success?

Competitors

o Who are the important competitors? How have competitors recently performed?

o What are competitors’ strengths and weaknesses?

o What are competitors’ notable points-of-parity, points-of-difference?

o How is competition evolving?

o How can your company gain/hold/improve a competitive advantage in this market?

Customers

o Broad market characteristics. Beyond the company’s own customers, what is the size, growth rate,

and customer demand characteristics within this market?

o What causes a customer to purchase and use this particular product or service? What job(s) is a

customer hiring this product/service to do?

o What are the identifying characteristics of the firms’ targeted customers? Consider characteristics

beyond demographics.

Context

o What are the business impacts, if any, that may come from legal/political, demographic,

social/cultural, technological, economic, and/or resource forces? Are these factors part of any

long-term trends impacting the market?

4. Future Marketing Priorities

What are the future marketing-related priorities for the company?

8

Appendix B Strategic Marketing Plan Outline

Part 2 - Recommendations 1. Executive Summary (one page)

Use an opening sentence similar to “Due to state the successes, opportunities or problems, our team

recommends XYZ Company briefly describe recommended action.”

Include the opening (above), a situation overview (highlights from part 1), proposed objectives, significant

next steps and implications/risks.

2. Recommendations

o Objectives. What are realistic goals given 5C conditions (tie goals to market share growth, wallet share

growth, profit margin improvement, and/or new market opportunities)?

o Strategic considerations

o Target market(s)

Is firm pursuing right target market?

Are there ways the firm needs to understand the target market better?

o Value proposition

Does the value proposition align with the job customers want done?

Are there ways POP and POD should be made more compelling?

o Positioning

Should positioning be kept the same or altered?

o Tactical considerations - Marketing mix recommendations

o Implementation

o Timeline for major tactical steps

o Proposal feasibility

o Competitor reaction. Customer reaction.

o What are the potential impacts (if any) from “context” forces?

o Which value chain alliances are critical for future success?

3. Follow-up

Critical marketing metrics – What data/information should the company monitor to best assess performance

of your recommendations?

Contingency plans – Are there contingency plans company should consider if any of the risk factors

materialize?

4. Exhibits

Including, but not limited to, a “recommendation summary” table (below):

Identified Priority Objective Strategy Tactics

Other possibilities include financial impacts (even if at a basic level), market data, and data

relating to marketing mix elements

9

Appendix C

Instructor Evaluation Sheet for Strategic Marketing Plan Assignments

Part 1 - Analysis

Grading Criteria Points Earned

Possible Points

1. Company Introduction / Analysis Summary 5 2. SWOT Summary 5 3. Situation Assessment 10 4. Clarity/Logic of Marketing Priorities 5 5. Degree of Difficulty / Effort Level 5

Total Score

30

Part 2 - Recommendations

Grading Criteria Points Earned

Possible Points

1. Executive Summary 5 2. Objectives 5 3. Assessment of strategic elements 10 4. Marketing mix recommendation logic/support 10 5. Implementation 5 6. Metrics / Contingency Plans 5 7. Financial Data 5 8. Summary Table 10 9. Degree of Difficulty / Effort Level 5

Total Score

60

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Appendix D

GSBA 528 - Marketing Management

Strategic Marketing Plan Peer Evaluation

Name of group member:

A (you)____________________________ B_________________________________

C_________________________________ D_________________________________

E_________________________________ F__________________________________

Assess each teammate's contributions on a

1-5 scale (5 is excellent) A B C D E

F

Attended and was engaged in team meetings

from beginning to end

Listened to and acknowledged suggestions

from others

Made valuable suggestions

Took initiative to lead discussions, organize

and complete tasks

Contributed to organizing the assignment

Contributed to writing the assignment

Reliably completed tasks on time in a

quality manner

Contributed to team cohesion

I would want to work with this team

member again.

Based on above, provide an overall group

member rating

Please elaborate on ratings:

Your name:

Date:

11

Appendix E

MARSHALL GRADUATE PROGRAMS LEARNING GOALS

How GSBA 528 Contributes to Marshall Graduate Program Learning Goals

Marshall Graduate Program Learning Goals GSBA 528

Objectives that

support goal

Assessment

Method*

Learning Goal #1: Develop Personal Strengths. Our graduates will develop a global and entrepreneurial mindset, lead with

integrity, purpose and ethical perspective, and draw value from diversity

and inclusion.

1.1 Possess personal integrity and a commitment to an organization’s

purpose and core values.

---

---

1.2 Expand awareness with a global and entrepreneurial mindset, drawing

value from diversity and inclusion.

2, 6

case studies

1.3 Exhibit awareness of ethical dimensions and professional standards in

decision making.

6

case studies

Learning Goal #2: Gain Knowledge and Skills. Our graduates will develop a deep understanding of the key functions of

business enterprises and will be able to identify and take advantage of

opportunities in a complex, uncertain and dynamic business environment

using critical and analytical thinking skills.

2.1 Gain knowledge of the key functions of business enterprises.

1

exam

questions

2.2 Acquire advanced skills to understand and analyze significant business

opportunities, which can be complex, uncertain and dynamic.

2, 3, 4

simulation,

case studies

2.3 Use critical and analytical thinking to identify viable options that can

create short-term and long-term value for organizations and their

stakeholders.

2, 3, 4

simulation,

case studies

Learning Goal #3: Motivate and Build High Performing Teams. Our graduates will achieve results by fostering collaboration,

communication and adaptability on individual, team, and organization

levels.

3.1 Motivate and work with colleagues, partners, and other stakeholders to

achieve organizational purposes.

5

marketing

project

3.2 Help build and sustain high-performing teams by infusing teams with a

variety of perspectives, talents, and skills and aligning individual success

with team success and with overall organizational success.

5

marketing

project

3.3 Foster collaboration, communication and adaptability in helping

organizations excel in a changing business landscape.

5

marketing

project

12

COURSE OUTLINE AND ASSIGNMENTS

Understanding Market Dynamics

Class 1 (Feb. 26)

Topics Welcome / class orientation

“The value-adding role of marketing”

Tools: Market data sorting exercise

Pre-Work Text: Ch. 1 – Strategic Planning & the Marketing Management Process

Ch. 13 – Global Marketing

Articles:

Building a Marketing Organization that Drives Growth Today…online at https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/building-a-marketing-

organization-that-drives-growth-today

Global Brand Management: Best Practices and Learnings from Efforts to Build

the Best Business “Over There"

Case: none

Class 2

(March 5)

Topics

“Understanding customers”

Tools: Customer lifetime value

Pre-Work Text: Ch. 2 – Marketing Research: Process & Systems for Decision Making

Ch. 3 – Consumer Behavior

Ch. 4 – Business, Government & Institutional Buying

Articles:

Know Your Customers’ “Jobs to Be Done”

Customer Centricity

Case:

Case:

“Should you listen to the customer?” (write-up not required)

As you read the case, consider these questions:

Should Delacroix launch a customer research initiative?

Does your current organization conduct customer research? Why or

why not?

“Aqualisa Quartz: Simply a Better Shower”

As you prepare for the discussion, consider the following questions:

What is the problem? Why is the Quartz shower not selling?

(write-up) What is the Quartz value-proposition to plumbers? To

consumers?

Aqualisa currently has three brands - Aqualisa, Gainsborough and

ShowerMax. What is the rationale? Does it make sense?

What should Rawlinson do to build sales momentum for the Quartz

product?

13

Class 3 (March 19)

Topics

Due Date

“Identifying and targeting customers”

“Marketing metrics”

Tools: Modeling marketing profitability

Introduction to Marketing Simulation

Strategic Marketing Plan – Part 1 is due

Pre-Work Text: Ch. 5 – Market Segmentation

Articles:

The Customer Pyramid: Creating & Serving Profitable Customers

Case: “Metabical”

As you prepare for the discussion, consider the following questions (in this case,

write-ups should address both questions):

(write-up) Who should be the target market for Metabical?

(write-up) How should the product be positioned?

Given the positioning strategy you propose, what would be your

recommended communications strategy? Would you change the marketing

communication budget or the IMC mix? If so, how?

Class 4 (April 2)

Topics “Shaping the value proposition: positioning”

“Products, services and the power of branding - part 1”

Mid-Term

Pre-Work Text: Ch. 6 – Product and Brand Strategy

Ch. 12 – The Marketing of Services

Articles:

Case:

Design Thinking

Chateau Margaux: Launching the Third Wine

As you prepare for the discussion, consider the following questions:

What is your assessment of the Chateau Margaux brand identity and brand

value?

Who should be the target market for the new wine and how should it be

positioned in light of the other two wines produced by the chateau?

(write-up) If you were put in charge of the third wine, what would be your

marketing plan? Would you use the traditional Bordeaux distribution

system? How much profit do you expect to make on the sale of the third

wine?

14

Using the Marketing Mix to Deliver the Value Proposition

Class 5 (April 9)

Topics

“Products, services and the power of branding - part 2”

Mid-Term Results

Pre-Work Text: Ch. 7 – New Product Planning & Development

Articles:

none

Case: Marketing Simulation Debriefing (write-up not required)

As you prepare for the discussion, consider the following questions:

Who are MM’s target customers? Are all segments equally attractive to

MM?

How does customer satisfaction change over time? How do you balance

hard performance metrics such as revenues and profits with softer metrics

such as customer satisfaction?

How do you expect MM’s competition to respond to changes you make in

MM’s marketing and sales efforts?

How do you balance short term and long term investments?

Class 6 (April 16)

Topics “Communicating the value proposition: Integrated Marketing

Communications”

Marketing Math: IMC return on investment

Pre-Work Text: Ch. 8 – Integrated Marketing Communications

Ch. 9 – Personal Selling

Articles:

Augmented Reality: Designing Immersive Experiences that Maximize Consumer

Engagement

Case: Strengthening a Service Branding B-to-B Marketing (write-up not required)

Sephora Direct: Investing in Social Media, Video, and Mobile

As you prepare for the discussion, consider the following questions:

Assuming she receives the additional funding, how should Bornstein

allocate her budget across various digital categories? Given that the

additional funding requested must be shifted from Sephora’s other

marketing spending, where would you propose to cut? Why?

(write-up) What do you make of Sephora’s digital and social media efforts

as of the fall of 2010? What do you make of Sephora’s digital and social

media efforts today? What role do traditional media play in their promotion

efforts today?

What metrics do you propose Sephora Direct use to measure the success of

its digital efforts going forward?

15

Class 7 (April 23)

Topics “Reaching objectives through the value proposition: pricing”

Tools: Calculating price change impacts & break-even analysis

Pre-Work Text: Ch. 11 – Pricing Strategy

Articles:

Global Companies Need to Adapt Agile Pricing in Emerging Markets

Case: The London 2012 Olympic Games

As you prepare for the discussion, consider the following questions:

What are the trade-offs that Williamson faces?

How might his pricing strategies vary by sport?

What are the characteristics of a good pricing strategy?

(write-up) If you could, what would you recommend to Williamson

and the LOCOG?

Class 8 (April 25)

Topics

Due Date

“Critical skills needed for a successful marketing career”

Guest speaker Richard Manoogian

“Delivering the value proposition: distribution”

Class Wrap-up

Strategic Marketing Plan – Part 2 is due

Pre-Work Text: Ch. 9 – Personal Selling: Relationship Building & Sales Management

Ch. 10 – Distribution Strategy

Articles:

none

Other: Strategic Marketing Plan – Part 2 is due

Case: Rideau Artisanal Chandley: Online, Offline or Bust? (write-up not required)

As you prepare for class, consider the following questions:

What are the advantages and disadvantages of brick-and-mortar

(offline) stores versus online stores from the perspective of manu-

facturers? offline retailers? shoppers/consumers?

Is it time to focus on the online channel? Alternatively, can the two

channels be successful independently? or is an omni-channel strategy

the answer?

Class 9 Final Exam (April 30)