UNIVERSITY OF ALBERTA
DEPT OF MARKETING, BUSINESS ECONOMICS AND LAW MARKETING 502/B2: PRINCIPLES OF MARKETING MANAGEMENT
WINTER TERM 2017
Instructor: Webb Dussome Time: W: 9:00-11:50 Location: HC L 2, Humanities 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. Hence, whether the student plans to consider a career in marketing or not, it is important that they gain an appreciation for the subject area, and that they are able to understand the basic marketing issues that relate to all organizations. 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
This course incorporates the Learning Goals of the MBA Program, in particular Business Fundamentals, Teamwork and Leadership Skills, Critical Thinking and Problem Solving, and Communication Skills.
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 social responsibility that are required for responsible marketing practice.
Required Course Materials
Kotler, Philip, and Kevin L. Keller (2015). A Framework for Marketing Management (Sixth Edition), Pearson Education Canada Inc. ISBN 978-0133871319
Sabre Simulation Software. This can be downloaded from the manufacturer’s web site at www.iibd.com/downloads/purchase/ The instructor will let you know when the software is available for download. Please, do not download the software until instructed to do so.
Ivey Cases. These can be downloaded at http://www.iveycases.com
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. Final grades are assigned based on grouping students with similar grades.
Class participation (20%)*
This portion of the students’ grade incorporates the Learning Goals of the MBA Program of Business Fundamentals, Critical Thinking and Problem Solving, and Oral Communication Skills.
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 required 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.
*The instructor realizes that some students are not comfortable with presenting their thoughts in front of the class, so he has developed a solution that can be used to cover up to 10% of a student’s participation grade, as follows:
Term project and presentation – 10% (7% for paper, 3% for presentation)
This project and presentation addresses the MBA learning goals of critical thinking and problem solving, research skills, plus written and oral communications.
Students will need to complete a term project and class presentation. They will select a topic and a presentation date, in consultation with the instructor. Presentations can
begin in the third week and continue until the end of the term. Topics and presentation times will be allocated on a first come, first served basis. Presentations will be limited to 10 minutes, after which there will be time allotted for a question and answer period.
All projects must be initiated and completed exclusively for this course, and they must be directly relevant to the study of product management or pricing.
Project Topics
A topic raised in the text or the lectures may catch a student’s interest and they may wish to know more about it. This approach involves going to the library and finding other books, articles, and academic research reports on the subject, distilling the information, developing ideas, and reporting findings.
Project Evaluation
Reports should not exceed 3 double spaced pages (12 point font, 1 inch margins), and they 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. Reports are due on the day of the presentation. Presentations will be evaluated according to content and presentation dynamics.
Please hand in the project assignments on the date of your presentation. If students have not made previous arrangements with the instructor, assignments will be penalized at 50% for each day they are late.
Individual case analysis (25%) – due February 15, 2017
This portion of the students’ grade incorporates the Learning Goals of the MBA
Program of Business Fundamentals, Critical Thinking and Problem Solving, and Written Communication Skills.
Students are required to submit an analysis of a case. The requirements for this assignment are described later in this syllabus.
SABRE Report (20%) – due April 12, 2017
This portion of the students’ grade incorporates the Learning Goals of the MBA
Program, in particular Business Fundamentals, Teamwork and Leadership Skills, Critical Thinking and Problem Solving, and Written Communication Skills.
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. There will be a teaching assistant assigned to help you with any queries you might have about the operation of the software. His name is Bogdan Nastase and he will be your primary SABRE contact. His e-mail address is [email protected]
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.
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 this group 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 19, 2016
Students have the option of completing a marketing strategy for a business (or idea), or writing a final exam.
For the marketing strategy, this portion of the students’ grade incorporates the Learning Goals of the MBA Program, in particular Business Fundamentals, Teamwork and Leadership Skills, Critical Thinking and Problem Solving, and Communication Skills.
For the final exam, this portion of the students’ grade incorporates the Learning Goals of the MBA Program, in particular Business Fundamentals, Critical Thinking and Problem Solving, and Written Communication Skills.
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). The due date for the marketing strategy is April 19 at the latest.
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 19).
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.
Recording of Lectures
Audio or video recording, digital or otherwise, of lectures, labs, seminars or any other teaching environment by students is allowed only with the prior written consent of the instructor or as a part of an approved accommodation plan. Student or instructor content, digital or otherwise, created and/or used within the context of the course is to be used solely for personal study, and is not to be used or distributed for any other purpose without prior written consent from the content author(s).
University Policy on Course Outlines
Policy about course outlines can be found in Section 23.4(2) of the University Calendar, at http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic- Regulation/23.4.html#23.4
LECTURE SCHEDULE: MARKETING 502
Lecture Date Topic
1 January 11 Course Overview
Defining Marketing for the New Realities (ch. 1)
2 January 18 Capturing Market Insights and Forecasting Demand (ch. 3) 3 January 25 Identifying Market Segments and Targets (ch. 6)
Creating Positioning and Competing Effectively (ch. 7)
Introduction to SABRE
4 February 1 Analyzing Consumer and Business Markets (ch. 5*)
Creating Long-term Loyalty Relationships (ch. 4)
SABRE Decision 1 due at 9 am. Note that R&D projects will not be allowed.
5 February 8 Creating Brand Equity and Driving Growth (ch. 8)
Case: Lululemon Athletica
SABRE Decision 2 due at 9 am.
6 February 15 Setting Product Strategy and Introducing New Offerings (ch. 9)
Designing and Managing Services (ch. 10)
SABRE Decision 3 due at 9 am.
Individual Case Analysis Due February 22 No class (Reading Week)
7 March 1 Social, and Not for Profit Marketing (panel and lecture)
SABRE Decision 4 due at 9 am.
8 March 8 Developing Pricing Strategies and Programs (ch. 11)
Managing Retailing, Wholesaling, and Logistics (ch. 13)
SABRE Decision 5 due at 9 am.
9 March 15 Designing and Managing Integrated Marketing Channels (ch. 12)
Designing and Managing Integrated Marketing Communications (ch. 14)
SABRE Decision 6 due at 9 am.
10 March 22 Off campus site visit – location TBA
11 March 29 Managing Digital and Mass Communications (ch. 15,16)
Case: Westjet: A New Social Media Strategy
SABRE Decision 7 due at 9 am.
12 April 5 Managing Personal Communications (ch. 17)
Conducting Marketing Responsibly in the Global Economy (ch. 18)
SABRE Decision 8 due at 9 am.
13 April 12 Developing and Implementing Marketing Strategies and Plans (ch. 2)
SABRE presentations
SABRE assignment due
*please also read the following article for this class: Fundamental motives: How evolutionary needs influence consumer behavior by Vladas Griskevicius. You can search and obtain this article through the U of A library system.
Case Studies
As mentioned, there are two 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: Lululemon Athletica Inc. (February 8) Case Number 9B14A034
Questions:
1./ What is Lululemon’s value proposition? What is its brand promise?
2./ How can Lululemon re-establish the equity in its brand?
3./ How can Lululemon increase the loyalty and customer satisfaction with its products?
4./ Should Lululemon change the positioning of its brand, and seek additional target consumers? Support your position.
* Case 2: Westjet: A New Social Media Strategy (March 29) – Case number is 9B16E019
Discussion Questions:
1./ Compare the relevant merits of both Snapchat and Pinterest. Which of the two is the best choice for Westjet? Support your choice.
2./ How could you implement your choice from question 1 with a zero increase in the budget? Provide an implementation plan.
3./ Research and recommend one other current (introduced in the past year) social media alternative that Westjet could use in their marketing efforts. Support your choice.
MARK 502 – Midterm Case Analysis – Winter Term 2017
Please read the case “Unilever Canada: Redefining the Axe Brand”, and then answer the following questions. You can download the case (number 9B16A066) from the Ivey web site (www.iveycases.com). You may want to update some of the case facts to make your analysis more relevant for 2017.
1./ Discuss the key challenges that face Maria Jacobs and her team. Identify the goals of the campaign. (4%)
2./ How can Unilever ensure the success of the AXE brand against the competition, both in the short run and long run? (4%)
3./ What consumer behavior factors are most relevant in a person’s decision to purchase AXE products? (4%)
4./ What are the strengths and weaknesses associated with a potential focus on a 20-30 year old demographic? (3%)
5./ Using the course materials up to and including February 8, recommend how Unilever could redefine the AXE brand in 2017. Support your answer. (6%)
6./ What marketing research could have been undertaken to support your recommendations in question 5? (4%)
Here is the description of the assignment requirements.
Students are required to submit a hard copy of an analysis of the above case. 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. If a student’s assignment is not double spaced, the instructor will adjust the point at which he stops reading based on the number of equivalent double spaced pages. 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. Most students will be able to produce a high quality case analysis, so if you want to perform above your peers, you will want to utilize some secondary research data (from high quality resources), and to provide some originality in your solutions.
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.
