Syllabus_FTMBA6251_Fall2015

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MBA 6251: MARKETING MANAGEMENT - I Autumn 2015

Course Theme: Creating Value for Customers and Capturing Value for the Firm

Professor: Shashi Matta Classroom: 365 Gerlach Hall Office: 554 Fisher Hall Classes: T R 8:30 – 10:00 Email: matta.6@ osu.edu T R 10.15 – 11.45 TA: Mona Balasubramanian Office Hours: T 3:30 – 5:30 TA’s Email: [email protected] or by appointment

I. Course Overview and Objectives

“Marketing is too important to be left to the marketing department alone.” – David Packard In the most general sense, the success of any organization – either for-profit or non-profit – depends largely on how well it can attract and retain customers, in order to achieve its goals. To attract customers, the organization must have something of value to offer to them. The central premise of marketing, therefore, is all about understanding, creating, communicating and delivering value to customers. This core course on marketing management is designed to provide future managers and decision makers an appreciation of the role of marketing in an organization. Like any core course, it emphasizes breadth over depth. My primary goal is to help you develop a keen sense of marketing curiosity and broad-based marketing know-how, so that you can ask the right questions and provide insightful solutions in any marketing related discussion. Our learning objectives in this course include – a) Developing a structured approach to the analysis of marketing problems, b) Sharpening decision-making skills, and c) Designing a strategic marketing plan with an appreciation of how different elements of the plan fit together. II. Required Course Materials • Course Packet

Most required readings for this course are included in a custom course packet and it is available for purchase from Harvard Business Publishing (link available on Carmen). The remaining required readings are available free of charge (no copyright charges), on Carmen, under the Content tab. Both sets of readings are required. Please refer very carefully to the Detailed Course Schedule (pages 6 – 13 in this syllabus) and read the assigned articles and cases for each class.

• Class Slides and Other Materials

Class slides will be posted on Carmen, after each class, prior to midnight. Other course materials will be made available on Carmen, as and when necessary.

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III. Class Format

There are 14 class sessions in this 7-week course. Class sessions will include a combination of lectures, case analyses, discussion of assigned articles and current marketing events, and group exercises. Please refer to the Detailed Course Schedule on pages 6 – 13 of this syllabus document for details on the topic, required readings, recommended readings (if interested in exploring the topic further), and deliverables for each session. There is a considerable amount of required reading in this course. I expect students to be thoroughly prepared for class, so that the class is engaging and the discussions, meaningful. I strongly encourage you to read business newspapers and magazines for current marketing related news and marketplace events. This will help you connect the dots, so to speak, between concepts learned in class and real world marketing problems.

IV. Grade Structure

The following grade structure will be utilized for this course: Graded Component Individual or Team-based % of the Final Grade

1. Class Contribution Individual 10% 2. Ask the Right Question Individual 10% 3. Quiz: Marketing Math Individual 10% 4. Mid-term Exam Individual 25% 5. Case Analysis Team-based 10% 6. Final Exam Individual 35%

___________ Total 100%

V. Grading Scale

The grading scale, and point conversion that will be utilized for the final grade is as follows:

GPE GPE A = 93 – 100% 4.0 C+ = 77 – 79.99% 2.3 A- = 90 – 92.99% 3.7 C = 73 – 76.99% 2.0 B+ = 87 – 89.99% 3.3 C - = 70 – 72.99% 1.7 B = 83 – 86.99% 3.0 D+ = 67 – 69.99% 1.3 B- = 80 – 82.99% 2.7 D = 63 – 66.99% 1.0

A: Exemplary Performance; A-: Strong Performance; B+: Good Performance; B: Adequate Performance; B-: Adequate Performance, with Some Deficiencies; C+: Weak Performance, with Serious Deficiencies; C: Poor Performance, with Pervasive Deficiencies

Performance below the “C” level will be addressed on a case-by-case basis.

Please note that grading will be based on relative rather than absolute standards. The average grade for the class in this course will be a 3.6 or lower.

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VI. Explanation of Graded Components

• Class Contribution: 10% of the Final Grade

Quality contribution to class discussions is a key component of learning in this class. This involves insightful comments, sharp analysis, active listening, and respectful and constructive participation. Needless to say, merely using up airtime does not translate into a higher contribution grade. Your participation in class will be graded by an assigned core team, and me. Core team assignments for grading class participation will be made on the first day of class.

• Ask the Right Question: 10% of the Final Grade

The course will feature a dropbox folder on Carmen, “Ask the Right Question” (ATRQ). You can contribute a question for an upcoming class session by 11:59 PM the night before class (e.g., if you wish to submit an ATRQ for session # 2, you have until 11:59 PM on Wednesday, 8/26). The question should be related to the topic being addressed in that class session, and should not have been answered in any of the readings or cases assigned for that day (therefore, only post a question if you have read all the assigned readings on that topic). Each student is required to submit a total of 5 ATRQs, during the course (i.e., starting from session # 2 and ending with session # 14). An ATRQ submission needs to accomplish three things – 1) be based on concepts in the readings for that class session, 2) apply the concepts to a real world example, and 3) speculate on the question by providing alternatives based on your learning so far. Page limit: 2 pages, single-spaced. Please cite sources, and provide a link to the article / source that your ATRQ is based on. Submissions will be run through Turnitin for originality. If you submit more than 5 ATRQs, I will consider the 5 best submissions. Sample ATRQs are posted on Carmen.

• Quiz on Marketing Math: 10% of the Final Grade

The Quiz will consist of a problem set to be solved in around 20-30 minutes (exact time will be announced in class). This is an individual assignment, and no collaboration is allowed.

• Team Case Analysis: 10% of the Final Grade

Each team will be assigned one case to analyze (either case # 4 or case # 7). Case analysis should follow the broad questions outlined in the ‘Case Analysis Questions’ on page 14 of this syllabus document, and demonstrate strategic thinking, application of concepts learned in class, and original contribution. Page limit and formatting: 7 pages, single-spaced, Times New Roman 12, with 1” margins on all sides; figures, tables and appendices can take up an extra 3 pages. Depending on which case your team has been assigned, your Case Analysis will be due at 11.59 PM the night before class (in which we’re scheduled to discuss the case). Therefore, if your team has been assigned Case 4 (or Case 7) for your assignment, the report will be due at 11.59 PM on Monday, 9/28, (or Wednesday, 10/7). Upload your team’s analysis to the dropbox on Carmen.

• Exams: 25% of the Final Grade (Mid-term); 35% of the Final Grade (Final)

The Mid-term and Final Exams will consist of case analyses. You are allowed to refer to your notes and class slides (not the course packet readings, just your notes and class slides) during these exams. Exams will cover all course materials (readings, class slides, snippets) and learning until the class prior to the exam. The final exam, therefore, is cumulative. A set of sample mid-term exam questions will be posted on Carmen a week prior to the mid-term.

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VII. Classroom Professionalism, Policies and Etiquette To maintain the highest professional standards expected of a quality MBA program, the following classroom policies have been designed for this course -

1. Laptops, tablets and cell phones are turned off and put away. All computers, tablets and smart-phones have to be switched off and put away during class, unless the professor asks you or permits you to use them for a classroom related activity.

2. Students arrive on time. Please come to class on time. If you are going to be over five

minutes late, or need to leave early for a specific reason, please get prior permission. 3. Student absence. If you are unable to attend class on any occasion, please notify me

via email in advance, unless it is an unforeseen emergency. You will be given an option to submit an assignment in lieu of missed class, to make up for missed class contribution points.

4. Absence during quizzes and exams. There will be no make up exams, unless there’s

an emergency. Plan your schedule accordingly.

5. Students minimize unscheduled personal breaks. Please avoid disruptions to the class by taking personal breaks during class sessions, unless it is an emergency.

6. Students display name cards. This will help me remember your contributions in class,

and also help the core team that is grading class participation.

7. Food and drink consumption. Please minimize the consumption of food or drinks (except water) during class.

VIII. Fisher MBA Honor Code As a member of the Fisher College of Business community, I am personally committed to the highest standards of ethical behavior. Becoming a leader comes with great responsibility and I am ever mindful of my actions and the impact they have on my community. I hold myself to the highest standards and will adhere to the following tenets:

Act with Honor – My actions will be guided by what is honorable and moral, and not just what leads to success. I pledge to act with honor and integrity in both my academic and professional career, as well as in my social life.

Respect for All – I understand that we live in a large and diverse community, and as a member, I acknowledge the richness of this community and pledge to be inclusive and respectful of one and all. I will be civil and courteous in my words and actions toward others.

Give Back – I recognize that I would not be successful without the help of so many others. Implicit in this belief is my responsibility to help others reach their own goals and ideals. As a leader in the community and business environment, I pledge to live by these principles and celebrate those who share these ideals.

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IX. Expectations from the Fisher Community

1. Behave with Honesty and Integrity 2. Demonstrate a Strong Work Ethic 3. Show Respect towards Faculty, Staff and Peers, Inside and Outside the Classroom 4. Nurture and Develop the Potential in You 5. Nurture and Develop the Potential in Others 6. Take Responsibility for your Actions and Inactions 7. Represent Yourself and Fisher Well

X. Disability Statement

Any student who feels s/he may need an accommodation based on the impact of a disability should contact the instructor privately to discuss their specific needs. Please contact the Office for Disability Services at 614-292-3307 in room 150 Pomerene Hall; they coordinate reasonable accommodations for students with documented disabilities. XI. Academic Integrity

Academic integrity is essential to maintaining an environment that fosters excellence in teaching, research, and other educational and scholarly activities. Thus, The Ohio State University and the Committee on Academic Misconduct (COAM) expect that all students have read and understand the University’s Code of Student Conduct, and that all students will complete all academic and scholarly assignments with fairness and honesty. Students must recognize that failure to follow the rules and guidelines established in the University’s Code of Student Conduct and this syllabus may constitute “Academic Misconduct.”

The Ohio State University’s Code of Student Conduct (Section 3335-23-04) defines academic misconduct as: “Any activity that tends to compromise the academic integrity of the University, or subvert the educational process.” Examples of academic misconduct include (but are not limited to) plagiarism, collusion (unauthorized collaboration), copying the work of another student, and possession of unauthorized materials during an examination. Ignorance of the University’s Code of Student Conduct is never considered an “excuse” for academic misconduct, so I recommend that you review the Code of Student Conduct and, specifically, the sections dealing with academic misconduct.

If I suspect that a student has committed academic misconduct in this course, I am obligated by University Rules to report my suspicions to the Committee on Academic Misconduct. If COAM determines that you have violated the University’s Code of Student Conduct (i.e., committed academic misconduct), the sanctions for the misconduct could include a failing grade in this course and suspension or dismissal from the University. If you have any questions about the above policy or what constitutes academic misconduct in this course, please contact me.

Other sources of information on academic misconduct (integrity): The Committee on Academic Misconduct web pages (COAM Home) Ten Suggestions for Preserving Academic Integrity (Ten Suggestions)

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XII. Detailed Course Schedule

Session 1: Tuesday, August 25

Introduction to Marketing Key Concepts: Overview of the Course, and Expectations

What is Marketing and where does it fit? Overview of the Marketing Management Framework

Required Readings: 1. Note on Marketing Strategy (2000). Robert J. Dolan. Harvard Business School. Course Pack.

2. When Marketing Is Strategy (2013). Niraj Dawar. Harvard Business Review. Course Pack.

Student Deliverable: Personal Profile Form

Recommended Readings: 1. The Seven Questions of Marketing Strategy (2009). Paul W. (If interested) Farris, Mark E. Parry and Rajkumar Venkatesan. University of

Virginia.

2. Technical Note: Writing Great Marketing Plans (2005). Tim Calkins. Kellogg School of Management.

3. An Introductory Note on Marketing Management (2011). Michael Pearce. Richard Ivey School of Business.

Session 2: Thursday, August 27

Basics of Marketing Strategy Key Concepts: Understanding the Marketing Context

Strategic Analysis Porter’s Five Forces Model

Required Readings: 1. The Five Competitive Forces that Shape Strategy (2008). Michael E. Porter. Harvard Business Review. Course Pack.

2. Measuring Marketing’s Worth (2012). David Court, Jonathon Gordon and Jesko Perrey. McKinsey Quarterly. Carmen.

Recommended Readings: 1. Marketing Strategy – An Overview (2003). E. Raymond (If interested) Corey. Harvard Business School.

2. Marketing Analysis Toolkit: Market Size and Market Share Analysis (2010). Thomas Steenburgh and Jill Avery. Harvard Business School.

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Session 3: Tuesday, September 1

Marketing Strategy: Competing in Existing and New Markets Key Concepts: Strategic Situation Analysis

SWOT Analysis Applying Porter’s Five Forces Model

Marketing Math

Required Case: Case # 1: Swiss Army: Diversifying into the Fragrance Business (2014). Ilan Alon, Marc Fetscherin and Claudia Carvajal. Richard Ivey School Foundation. Course Pack.

Required Reading: A Supplement on Basic Marketing Math. Carmen. Recommended Readings: 1. Marketing Analysis Toolkit: Situation Analysis (2010). (If interested) Thomas Steenburgh and Jill Avery. Harvard Business School.

2. Competitor Analysis: Understand Your Opponents (2005). Harvard Business School.

Session 4: Thursday, September 3

Marketing Strategy: Growth Strategies Key Concepts: Strategic Situation Analysis

SWOT Analysis Ansoff Growth Matrix Required Case: Case # 2: Casting a Wide Net: Choosing the Right Growth

Strategy for Caster Connection (2015). Shashi Matta and Mark Steidler. Fisher College of Business, The Ohio State University. Carmen.

Required Reading: A Note on the Product-Market Growth Matrix (2004). Randall

L. Schultz. University of Iowa. Carmen. Recommended Readings: 1. Tailoring Your Strategy to Fit the Culture (2010). Marieke de (If interested) Mooij. IESE – Insight Magazine.

2. Finding Your Strategy in the New Landscape (2010). Pankaj Ghemawat. Harvard Business Review.

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The Consumer

Key Concepts: Who are our Consumers? What is Consumer Behavior? The Consumer Decision Process Rational and Emotional Consumer Behavior

Required Reading: Consumer Behavior and the Buying Process (2014). John T.

Gourville and Micheal I. Norton. Core Curriculum, Harvard Business Publishing. Course Pack.

Quiz on Marketing Math: 10% of the Final Grade. In-class. Closed Book. Recommended Readings: 1. Undressing the Mind of the Consumer: Introduction to Deep (If interested) Metaphors (2008). Gerald Zaltman and Lindsay Zaltman.

Harvard Business School Press.

2. Get Closer to Your Customers by Understanding How They Make Choices (1993). Itamar Simonson. California Management Review.


Consumer Behavior and Attitudes Key Concepts: The Consumer Decision Process Multi-attribute Attitude Model Required Readings: 1. Major Sales: Who Really Does the Buying? (2006). Thomas V.

Bonoman. Harvard Business Review. Course Pack.

2. The Consumer Decision Journey (2009). David Court, Dave Elzinga, Susan Muder, and Ole Jorgen Vetvik. McKinsey Quarterly. Carmen.

Recommended Readings: 1. Hedonomics in Consumer Behaviour (2010). Claire Tsai and (If interested) Christopher Hsee. Rotman School of Management.

2. Behold the Extreme Consumers…And Learn to Embrace Them (2010). Andreas B. Eisingerich, Gunjan Bhardwaj, Yoshio Miyamoto, and Jackson Dykman. Harvard Business Review.

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Mid-Term Exam: Saturday, September 12, 10:00 AM – 12:00 PM

MID-TERM EXAM 25% of the Final Grade.

2-3 short cases to be answered in 120 minutes. Open Notes only. No course pack articles allowed. Please bring a Calculator. Sample mid-term exam will be made available a week prior. All class material and discussions in Sessions 1-6 included. Focus on strategic analyses, and application of frameworks.


Basics of Marketing Research Key Concepts: The Market Research Process

Exploratory, Descriptive and Causal Research Designs Primary Data Collection Methods

Required Readings: 1. Marketing Research (1991). Fareena Sultan. Harvard

Business School Background Note. Course Pack.

2. Analyzing Consumer Preferences (2001). Robert Dolan. Harvard Business School Background Note. Course Pack.

Recommended Readings: 1. Marketing Research: Cui Bono? (2004). Chiquan Guo. (If interested) Business Horizons.

2. Conducting Marketing Research (2012). Philip Kotler and Kevin Lane Keller. Chapter 4 in Marketing Management, 14e, pp. 96-121. Prentice Hall.


Design of Marketing Research Key Concepts: Qualitative and Quantitative Marketing Research

Research Design Conjoint Analysis

Required Reading: Conducting Marketing Research (2015). Entrepreneur. Carmen.

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Marketing Research: Applied Key Concepts: Survey Research

New Product / New Concept Testing Research Insights from Marketing Research

Required Case: Case # 3: The Springfield Nor’easters: Maximizing revenues in

the Minor League (2009). Frank Cespedes, Laura Winig, and Christopher Lovelock. Harvard Business School. Course Pack.

Recommended Readings: 1. Note on Test Marketing (2009). Michael R. Pearce and Jordan (If interested) Michael. Richard Ivey School Business Foundation.

2. Building a Marketing Plan: Chapter 3: Analyzing the Target Market, Part 1: Marketing Research (2011). Ho Yin Wong, Kylie Radel, and Roshnee Ramsaran-Fawdar. Business Expert Press.


Basics of Segmentation Key Concepts: Why is Segmentation Necessary?

The Bases of Segmentation Evaluating and Selecting Segments New Bases of Segmentation

Required Readings: 1. Market Customization: Market Segmentation, Targeting, and

Positioning (2005). Harvard Business Press Chapters. Course Pack. 2. Rediscovering Market Segmentation (2006). Daniel Yankelovich and David Meer. Harvard Business Review. Course Pack.

Recommended Reading: The Customer Has Escaped (2003). Paul F. Nunes and Frank V. (If interested) Cespedes. Harvard Business Review.

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Segmentation: Applied Key Concepts: The Bases of Segmentation

Segments Attractiveness Analysis Feasibility of the Marketing Program for a Segment Segments for Now and the Future

Required Case: Case # 4: Fashion Channel: Market Segmentation (2007).

Wendy Stahl. Harvard Business Publishing. Course Pack. Recommended Readings: 1. Marketing Analysis Toolkit: Breakeven Analysis (2011). (If interested) Thomas Steenburgh and Jill Avery. Harvard Business School.

2. Finding and Evaluating the Opportunity: Is it Real and Large Enough? (2006). Harvard Business Press Chapters.

Case Analysis Report: 10% of the Final Grade. Due by 11.59 PM on Monday, 9/28.

Session 12: Thursday, October 1

Introduction to Positioning Key Concepts: What does one do after selecting a Target Segment?

What is Positioning? Frame of Reference, Points of Parity, and Points of Difference Positioning Statement

Required Reading: Positioning: The Essence of Marketing Strategy (2009). Moore,

Marian C. Moore and Richard Helstein. Darden Business Publishing, University of Virginia. Course Pack.

Recommended Readings: 1. Perceptual Mapping: A Managers Guide (1990). Robert (If interested) Dolan. Harvard Business School.

2. Mapping Your Competitive Position (2007). Richard A. D’Aveni. Harvard Business Review.

3. Customer Value Propositions in Business Markets (2006). James C. Anderson, James A. Narus and Wouter van Rossum. Harvard Business Review.

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Session 13: Tuesday, October 6

Positioning Products and Services Key Concepts: Positioning Strategies

Examples of Positioning Statements Common Mistakes in Writing Positioning Statements Re-positioning Positioning: Accounting for the Present and the Future

Required Cases: Case # 5: Positioning the Tata Nano (A) (2011). Alice Tybout

and Natalie Fahey. Kellogg School of Management. Course Pack.

Case# 6: ThoughtWorks (A): Targeting and Positioning Basics

for a Service Firm (2004). Alice Tybout and Kyle Ragsdale. Kellogg School of Management. Course Pack.

Recommended Readings: 1. Brand Positioning Statements (2012). Ronald Wilcox and (If interested) Gerry Yemen. Darden Business Publishing, University of

Virginia.

2. Market Segmentation, Target Market Selection, and Positioning (2006). Miklos Savary and Anita Elberse. Harvard Business School.

Session 14: Thursday, October 8

Wrap-up and Review of Concepts Review of Concepts: What is Marketing? Where does it Fit?

Framework for a Marketing Program Situation, Competition and Strategic Analysis Consumer Decision Process and Attitudes Marketing Research, Segmentation, Targeting Positioning Strategy and Positioning Statement

Required Case: Case # 7: Clean Edge Razor: Splitting Hairs in Product Positioning (2011). John A. Quelch and Heather Beckham. Harvard Business Publishing. Course Pack.

Case Analysis Report: 10% of Final Grade. Due by 11.59 PM on Wednesday, 10/7.

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Final Exam: Tuesday, October 13, 10:15 AM – 1:15 PM

FINAL EXAM Key Features: 35% of the Final Grade

A comprehensive case to be answered in 180 minutes Open Notes only. No course pack articles allowed Please bring a Calculator All class material and discussions in Sessions 1-14 included Focus on analysis, and application of tools and frameworks

XIII. Other Recommended Resources for Reference

Easy References and Sources

Print Resources: The Wall Street Journal Bloomberg BusinessWeek The Economist Advertising Age

Online Resources: MarketingPower.com MarketingCharts.Com MarketingVOX.Com MarketingProfs.Com

Podcasts: NPR: Marketplace HBR Idea Cast Marketing-Voices Marketing Over Coffee

Classics in Marketing (Books): Positioning: The Battle for Your Mind Marketing Myopia Marketing Warfare Ogilvy On Advertising

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XIV. Case Analysis Questions

Case 1: Swiss Army: Diversifying into the Fragrance Business

What should Victorinox do with the newly acquired fragrance business unit? a. Should Victorinox really diversify into the fragrance business? Why? How? b. Should Victorinox use its own brand or should it adopt another brand to promote its line of fragrances? How can Victorinox best compete and position its fragrance products in a market where it has no prior experience or brand awareness? Use strategic analysis tools to arrive at your conclusion. What is your prediction for the future of this business? Case 2: Casting a Wide Net: Choosing the Right Growth Strategy for Caster Connection

Perform a strategic analysis of Caster Connection’s current position. Apply Ansoff’s Growth Matrix to propose growth strategies for Caster Connection (you may or may not include the options outlined in the case). Evaluate each of the four growth options outlined in the case. What should Caster Connection’s growth strategy be and why? Outline a recommendation plan for your chosen growth strategy.

Case 3: The Springfield Nor’easters: Maximizing Revenues in the Minor Leagues

Evaluate the research survey undertaken by the League Sports Association and by Larry Buckingham, Nor’easters’ marketing director. Consider each step in the process that led to the findings of the survey. What do you consider to be the key findings of the research survey? Comment on what Buckingham learned about a prospective customer profile, pricing, and single-ticket versus season-ticket packages.

Case 4: Fashion Channel

Perform a strategic analysis of Fashion Channel’s current position. Conduct a segment attractiveness analysis and propose a focal target segment for Fashion Channel. How would you interpret the consumer and market data if you were Dana Wheeler? What is the expected outcome of each of the targeting scenarios? (Complete both the Ad Revenue and Financial Calculators to fully understand the financial impact of the scenarios.) If you were Dana Wheeler, what would you recommend and why? In your response, provide a comprehensive list of risks and benefits, and the strategic implications of your recommendation.

Cases 5 & 6: Tata Nano (A) and ThoughtWorks (A)

The primary assignment in this case is to write positioning statements for Tata Nano (case 5) and ThoughtWorks (case 6). In arriving at the positioning statements, it is essential to follow these steps (please prepare the following first, and then attempt to write the positioning statement) – a) Who is the target consumer? b) What is the frame of reference? c) What are the points of parity? d) What are the points of differentiation? e) What is the value proposition, based on functional and emotional benefits?

Case 7: Clean Edge Razor: Splitting Hairs in Product Positioning

Perform a strategic analysis of Paramount’s position in the non-disposable razor category and list the five most important insights. Propose a focal target segment for Clean Edge (Social/Emotional Shavers, Aesthetic Shavers, and Maintenance Shavers). Develop and articulate the positioning strategy for Clean Edge. Explain / Justify your choices. What are the arguments for launching Clean Edge as a niche brand versus a mainstream brand? Provide a comprehensive list of risks and benefits, and the strategic implications of your recommendation. Based on your positioning strategy, what brand name and marketing budget allocations would you advise?

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XV. Course Timeline at a Glance Session / Day / Date

Topic / Class Activity

Readings / Cases / Deliverables

Session # 1 Tuesday, 8/25/15

Introduction to Marketing

Readings: 1. Note on Marketing Strategy 2. When Marketing Is Strategy Deliverable: Personal Profile Form

Session # 2 Thursday, 8/27/15

Basics of Marketing Strategy

Readings: 3. The Five Competitive Forces 4. Measuring Marketing’s Worth


Marketing Strategy: Competing in Existing & New

Markets

Case: 1. Swiss Army: Diversifying into the Fragrance Business Reading: 5. A Supplement on Basic Marketing Math


Marketing Strategy: Growth Strategies

Case: 2. Casting a Wide Net: Caster Connection Reading: 6. Note on Product-Market Growth Matrix


The Consumer

Quiz 1: Marketing Math

Reading: 7. Consumer Behavior and the Buying Process


Consumer Behavior & Attitudes

Readings: 8. Major Sales: Who Really Buys? 9. The Consumer Decision Journey

Saturday, 9/12/15

Mid-term Exam

(10:00 AM - 12:00 PM)

Open Notes

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Basics of Marketing Research

Readings: 10. Marketing Research 11. Analyzing Consumer Preferences


Design of Marketing Research

Reading: 12. Conducting Marketing Research


Marketing Research: Applied

Case: 3. The Springfield Nor’easters: Maximizing Revenues in the Minor Leagues


Basics of Segmentation

Readings: 13. Market Customization: Market Segmentation, Targeting and Positioning 14. Rediscovering Market Segmentation


Segmentation: Applied

Case: 4. Fashion Channel: Market Segmentation


Introduction to Positioning

Reading: 15. Positioning: The Essence of Marketing Strategy


Positioning Products & Services

Cases: 5. Positioning the Tata Nano (A) 6. ThoughtWorks (A): Targeting and Positioning Basics for a Service Firm


Wrap-up and Review of

Concepts

Case: 7. Clean Edge Razor: Splitting Hairs in Product Positioning

Final Exam (Open Notes) Tuesday, October 13, 10:15 AM – 1:15 PM

Syllabus_FTMBA6251_Fall2015

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