UNIVERSITY OF ALBERTA
DEPT OF MARKETING, BUSINESS ECONOMICS AND LAW MARKETING 502/X50: PRINCIPLES OF MARKETING MANAGEMENT
WINTER TERM 2013
Instructor: Webb Dussome Time: W: 18:30-21:30 Location: BUS 3-05, Business Building Office: BUS 1-29
Phone: (780) 492-0675 Fax: (780) 492-3325
E-Mail: [email protected]
Website: https://ulearn.ualberta.ca/webapps/login Office Hours: before/after class, or by appointment
Course Overview
This course is intended to provide an intensive examination of marketing and its role in business practice. Ideally, marketing is pervasive throughout the organization and, among other things, centers on developing a sustainable differential advantage, understanding decision making practices, effectively communicating information and promoting factors associated with a strong presence within marketing channels.
Throughout the course, stress will be placed on the transference of the theoretical concepts covered to applied marketing situations. Note that this course requires steady effort throughout the term.
Course Objectives
The course objectives are as follows:
1./ To introduce students to the foundational areas associated with marketing.
2./ To introduce students to ways of applying these concepts to contemporary marketing practice.
3./ To expose students to the role that marketing plays in helping organizations increase their competitiveness.
4./ To consider different forms of business organizations, and how marketing impacts these organizations.
5./ To introduce students to the concepts of ethics and sustainability that are required for responsible marketing practice.
Required Course Materials
Kotler, Philip, Kevin L. Keller, Peggy H. Cunningham (2008). A Framework for Marketing Management, First Canadian Edition. Pearson Education Canada Inc.
Sabre Simulation Software. This can be downloaded from the manufacturer’s web site at www.iibd.com/downloads/purchase/
Ivey Cases. These can be downloaded at http://www.iveycases.com
Slides and other related material (e.g. additional articles and links) will be posted on the course web site, and will become part of the discussion for that week’s class. If there are additional materials to be read before the next class, the instructor will let students know about them in the class before they will be discussed (i.e. students will be given one week’s notice).
Evaluation/Grading
The instructor will assign your overall course grade based on the following items:
Class participation: 20%
Individual case analysis: 25%
SABRE Report: 20%
Marketing strategy (individual or group) or final exam (individual): 35%
In determining the student’s final grade, the instructor will consider the student’s overall individual course performance in an absolute sense, and also each student’s performance relative to his/her peer’s performance.
Class participation (20%)
Students will be assigned a mark for every class based on the contribution they make to that class. Hence, it is important to have read the applicable material and cases (if applicable) before each class. For example, each case is meant to be an application of the chapter readings that are assigned for that day. Hence, it will be important to analyze the case based on the concepts in the assigned chapter(s), and be able to articulate them in class discussions. Students may want to ensure they have a defensible ‘position’ developed before class, so their participation time can be spent more on communicating (as opposed to formulating) their position.
Participation marks will be assigned on a scale from 1 to 3, as follows:
A mark of three is assigned to students who display outstanding knowledge of the course material, and whose comments provide a leadership role for the discussion (i.e.
their comments drive the discussion). These students are also willing to take some calculated risks to develop innovative solutions. A mark of three will rarely be assigned.
A mark of two is assigned to students whose comments display their knowledge of the subject area/case, often based on external knowledge or insights. They are able to provide evidence for their points (i.e. they are able to substantiate their comments). A mark of two will be assigned in about one third of instances.
A mark of one is the most common assigned mark. It is based on the student’s ability to participate based on clear and sound logic which adds value to the discussion. The student’s points provide depth or support to the discussion, but do not otherwise move the discussion into new areas.
A mark of zero is assigned if the student is absent, or if they are conducting themselves in an unprofessional manner.
There are three other important considerations in the assignment of participation marks. The first consideration is patience, as there may be more hands in the air than are possible to call on in each class. So students can expect to be have to wait for their turn and, in some cases, will not have an opportunity to speak. The second
consideration is that ad hoc comments, although interesting and perhaps even entertaining, are not considered in the assignment of participation marks. The third consideration is respect, in terms of other student’s comments. There is certainly room for rebuttal and disagreement (as well as agreement), but it should always show
respect for other students’ points of view.
In the end, the quality of the discussion will always trump the quantity of the discussion.
Individual case analysis (25%) – due February 13, 2013
Students are required to submit an analysis of a case, which is posted on the course web site. The assignment should not exceed 7 double spaced pages (12 point font, one inch margins). The instructor will not read any text beyond the maximum page length.
It is very important that answers provide evidence of course concepts and the students’
ability to apply them to the case scenario. Hence, students will need to be consistent in their logic, and be able to communicate (and substantiate) why their analysis is worthy.
There may be several viable solutions to the case, so the instructor will not be looking for one answer necessarily, as much as a solution that is clearly and competently analyzed, communicated, and defended.
Your work will be evaluated according to the following criteria: careful and complete research, logical development of conclusions and implications, originality and quality of the written report including coherence, grammar, and spelling.
Please hand in the assignments and reports on the date they are due. If students have not made previous arrangements with the instructor, assignments will be penalized at 25% for each day they are late.
SABRE Report (20%) – due April 10, 2013
In groups of four, students will compete against other groups in a market simulation exercise. The simulation will enhance the application of course concepts, particularly in the areas of market segmentation and positioning. Groups will be expected to submit decisions for eight weeks during the term. More information on the simulation software and its use will be available in the first few weeks of the course. Note: In order to ensure quick feedback on each round of submissions, it is extremely important that decisions are submitted by 9 am on the date they are due. Note that your final decision is meant to leave the company in a favorable position going forward, so groups are asked to not harvest (or ‘milk’) the company with their final decision.
There will be a TA that will assist us with the operation and use of SABRE this term. If you are having difficulty with the use of the software, he should be your first point of contact (not the instructor). His name is Matthew Denis, and his e-mail address is [email protected]
At the end of the term, each group is required to communicate a summary of their SABRE experience through the preparation (and submission) of a slide deck. Each group’s slide deck should reflect a marketing manager’s response to the situation presented in the SABRE competition. In each industry (‘world’), there will be one winner, and these groups will be asked to present their slides to the class (20 minutes maximum) on the final day of classes. If there is time, other groups may also be asked to present their slides. Due to these time constraints, groups should adjust their presentations appropriately (i.e. perhaps only one or two members should present the slides on behalf of their group).
Groups should develop not more than 12 slides. As these slides are expected to form the entire assignment, recognize they will contain more content than is normally
associated with slide presentations (i.e. the slides will have to be self explanatory; there will not be a written explanation required). Groups should provide a hard copy for the instructor on the last day of classes, but also bring an electronic copy if they are
presenting to the class.
Note that developing the slides is not meant to solely be a summary of what happened, as much as to provide an analysis of why it happened. Besides providing a summary of what they learned from participating in the simulation, students should also discuss their strategy, and the outcomes that they achieved from using this strategy, and provide some thoughts as to changes their group could have made to make it perform
more optimally in this simulation exercise. As well, groups should also act as
consultants and make recommendations to a new marketing team as to what actions they could take in the next three periods and the outcomes they could expect to achieve as the result of these actions.
Marketing strategy (individual or group) or final exam (individual): 35% - assignment due by April 17, 2013
Students have the option of completing a marketing strategy for a business (or idea), or writing a final exam. Resources to assist you with the development of your plan will be posted on the course web site.
Note that the marketing strategy would contain an analysis of the marketing function only (i.e. the idea is not prepare a full blown business plan). The absolute maximum size for this assignment is 25 double spaced pages (excluding the title page), with 12 point font, one inch margins. The instructor will not read any text beyond the maximum page length. The due date for the marketing strategy is April 17, 2013 at the latest.
Once again, your work will be evaluated according to the following criteria: careful and complete research, logical development of conclusions and implications, originality and quality of the written report including coherence, grammar, and spelling.
Students choosing to write the final exam will write a two hour exam that will contain short answer questions based on small cases or relevant media articles. The final exam would take place in the regular class time one week after the end of classes (i.e. on April 17, 2013).
Academic Integrity
The University of Alberta is committed to the highest standards of academic integrity and honesty. Students are expected to be familiar with these standards regarding academic honesty and to uphold the policies of the University in this respect. Students are particularly urged to familiarize themselves with the provisions of the Code of Student Behaviour (online at
http://www.governance.ualberta.ca/CodesofConductandResidenceCommunityStandar ds/CodeofStudentBehaviour.aspx) and avoid any behaviour which could potentially result in suspicions of cheating, plagiarism, misrepresentation of facts and/or
participation in an offence. Academic dishonesty is a serious offence and can result in suspension or expulsion from the University.
University Policy on Course Outlines
Policy about course outlines can be found in Section 23.4(2) of the University Calendar.
LECTURE SCHEDULE: MARKETING 502
Lecture Date Topic
1 Jan 9 Course Overview
Defining Marketing (ch. 1) 2 Jan 16 Guest Speakers/Panel
Understanding Markets, Market Demand, and the Marketing Environment (ch. 3) 3 Jan 23 Identifying Market Segments and Targets (ch. 7)
Creating Positioning and Dealing with Competition (ch. 9)
Introduction to SABRE
4 Jan 30 Analyzing Consumer Markets (ch. 5)
Analyzing Business Markets (ch. 6)
Case: Warner Bros.: The Harry Potter Dilemma
SABRE Decision 1 due at 9 am on January 30. Note that R&D projects will not be allowed.
5 Feb 6 Creating Customer Value, Satisfaction, and Loyalty (ch. 4)
Creating Brand Equity (ch. 8)
SABRE Decision 2 due at 9 am on February 6.
6 Feb 13 Setting Product Strategy and Marketing Through the Life Cycle (ch. 10)
Case: Netflix Inc.: Streaming Away from DVD’s
SABRE Decision 3 due at 9 am on February 13.
Individual Case Analysis Due Feb 20 Reading Week – no class
7 Feb 27 Designing and Managing Services (ch. 11)
Social, and Not for Profit Marketing
SABRE Decision 4 due at 9 am on February 27.
8 March 6 Pricing (ch. 12)
Managing Retailing, Wholesaling, and Logistics (ch. 14)
SABRE Decision 5 due at 9 am on March 6.
9 March 13 Off campus site visit – Enjoy Centre, St. Albert 10 March 20 Global Marketing (ch. 18)
Value Networks and Channel Management (ch. 13)
Case: Apple iPad in India: Was There a Way Out?
SABRE Decision 6 due at 9 am on March 20.
11 March 27 Designing and Managing Mass Communications and IMC (ch. 15,16)
Case: The Pepsi Ultimate Taste Challenge 2012: Social Enough?
SABRE Decision 7 due at 9 am on March 27.
12 April 3 Managing Personal Communications (ch. 17)
Strategic Marketing (ch. 2)
SABRE Decision 8 due at 9 am on April 3.
13 April 10 SABRE presentations
Course conclusions
Case Studies
As mentioned, there are four case studies we will analyze this term. In order to acquire the cases, you will need to download them from the Richard Ivey School of Business, at www.iveycases.com
Note the case number with the questions below, as you will need it to download the right case.
Case 1: Warner Bros.: The Harry Potter Dilemma (January 30) – Case Number is 9B12A025
Discussion Questions
1./ Is the decision making process for marketing movies any different from most other
‘typical’ business decisions?
2./ In terms of competing with Harry Potter and the Deathly Hallows Part 2, what are Paramount Pictures’ options with its Transformers 3 movie? What are Warner Bros.’
options?
3./ If you were providing advice to Warner Bros. on marketing Harry Potter and the Deathly Hallows Part 2, what would tell them?
Case 2: Netflix Inc.: Streaming Away from DVD’s. (February 13) – Case Number is 9B12M040
Discussion Questions
1./ Analyze the evolution of the target market since the inception of home movie entertainment. What are the key factors that have driven this market?
2./ Blockbuster had a huge market presence and considerable brand equity. What ultimately led to their demise?
3./ What opportunities can Netflix pursue at this time? What are their major threats?
4./ If you were an investor, would you buy shares in Netflix?
Case 3: Apple iPad in India: Was There a Way Out? (March 20) – Case Number is 9B12A009
Discussion Questions
1./ What might explain Apple’s decision to launch the iPad in India nine months after its launch in the United States?
2./ What should have Apple’s key selection criteria been before choosing the Indian market?
3./ What are the key threats that Apple should have considered in the Indian market, especially in light of India’s desire to improve its image as a market leader?
4./ Despite its impressive track record elsewhere, Apple was not successful in India.
What could Apple have done differently?
Case 4: The Pepsi Ultimate Taste Challenge 2012: Social Enough? (March 27) – Case number is 9B12A026
Discussion Questions:
1./ How do we evaluate the success of a social media campaign? What factors contribute to this success?
2./ Evaluate BBDO’s proposal. Do you think it could be successful?
3./ What other marketing communications tools (i.e. beyond social media) are important to consider in trying to achieve Pepsi’s objectives?
