Course Title: Channel Management

Semester: Fall 2020 Class: MBA – Class of 2021

Instructor: Muhammad Luqman Email: luqman.awan@lums.edu.pk

Awan

Room # SDSB Room # 422 Telephone: 042-3560-5318

Office Hours: TBC Secretary/TA Arfa Hamad

COURSE OVERVIEW
Course Description:

Channel Management is one of the critical components of Marketing discipline. Now a day’s business
organizations either in consumer or industrial settings consider effective channel as one of the
competitive advantage for their survival in ever growing demands of business world. In contrast with
other marketing decision, channel decisions regard as most complicated to make & subsequently
implications of these decisions often affects all elements of the marketing mix with long term
consequences. At the same time, effective functioning channel warrant long term dividends for agile
organizations as well

Marketing channels in sync with firm’s strategic vision is the result of astute thinking rather than
arbitrary evolution of channel structure. To inculcate the spirit of share purpose among channel actors
of diverse background & at times with conflicting incentives requires considerable efforts by Business
Executives. Learn the art and science of navigating channel in front of uncertainties, conflict, power
plays, and ever mounting competitive scenario while keeping clear focus on End customer is one of
the most important takeaways of the course.

Course has divided into two main modules, “Designing the channel” is module one, Second module
is “Managing the channel”

LEARNING OUTCOMES
Upon completion of the course, students should be able to:

1). Develop Linkage between channel decisions and corporate strategy

2). Understand & apply Frameworks & Practical learning’s for effective channel design

3). Selection of types of channel intermediaries, market coverage requirements, Length & breadth
of channels

4). Implementation of Channel Decisions, Channel conflicts & Channel power

5). Emergence of “E” Channels & Its consequences on other Channel players

6). Franchising System

MBA PROGRAM LEARNING GOALS & OBJECTIVES
1. Leadership and teamwork: Students will be able to assume leadership roles, perform
leadership tasks responsibly, and work effectively in teams.
2. Functional, integrative and strategic abilities: Students will demonstrate understanding of
the functional and strategic aspects of business and management, be able to integrate across
functional areas, and develop feasible strategies and action plans.
3. Critical thinking and decision making: Students will be able to identify key problems,
collect and use information critically, and generate viable alternatives and solutions.
4. Global perspective and flexibility: Students will demonstrate understanding of global and
multi-cultural perspectives within the local context and be able to work effectively in multi-
cultural settings.
5. Social, ethical, economic and environmental responsibility: Students will be able to
understand the broader ramifications of their decisions and assess the impact of economic,
ethical, environmental factors on the policies, strategies and operations of the organization.
6. Effective communication: Students will be able to communicate clearly and persuasively in
writing and verbally, in ways appropriate for a variety of objectives and audiences.
7. Entrepreneurialism and innovativeness: Students will be able to create, identify, assess,
shape and act on opportunities in a variety of contexts and organizations.
8. Managing pressures, complexities and uncertainties: Students will be able to manage
pressures and resource constraints, and think, decide and act in complex and ambiguous
situations.

Indicate below how the course learning objectives specifically relate to any program
learning goals and objectives.

Program Learning Goals and Course Learning Objectives Course Assessment Item
Objectives

Goal 1 – Leadership and Students will work in groups Group Project.

Teamwork
Goal 2 – Functional, integrative
and strategic abilities
Goal 3 – Critical Thinking –
Decision making capabilities
Goal 4 – Global perspective
and flexibility
Goal 5 – Social, Ethical,
Economical and Environmental
Responsibility
to analyze current marketing
function & suggest
recommendation on basis of
learning in the course
Students will develop CP, Quizzes, Group Project,
understanding about strategic and Exam
as well as tactical aspects of
Marketing management
By using case studies, students CP
will be working to develop
critical thinking & decision
making capabilities throughout
the course
As we will be using global CP, Quizzes, Group Project,
cases, students will get fair idea and Exam
of marketing practices across
different cultures &
environment
Marketing functions requires CP
much consideration to
appreciate the impact of
ethical, social, economical &
environmental factors than
other business functions.
During the whole course, we
will be focusing on this aspect.
Indicate below how the course learning objectives specifically relate to any program
learning goals and objectives.
Goal 6 – Communication
competency
Goal 7 – Entrepreneurialism
and innovativeness
Goal 8 – Managing pressures,
complexities and Uncertainties
Students will encourage to CP and Group Project
work on their verbal & written
communication as it is
considered as one of the
important characteristics for
effective marketing managers
We will be doing cases where Not directly assessed
consideration about marketing
will be discussed from
Entrepreneurial perspective. In
light of changing business
dynamics, its imperative that
marketing manager need to
come with innovative
approaches the achieve better
productivity with limited
resources.
Managing investment risk and CP, Quizzes, Group Project,
uncertainty is a course and Exam
component – ability to handle
course related pressure is
reflected in course
achievements.

COURSE ASSESSMENT/GRADES
The course grade is based on the following criteria:

Basis of Evaluation % of Total

Class Participation 40
Quizzes 10
Group Project 20
Final Examination 30
Total 100

CLASS-MANAGEMENT POLICY

In line with MBA Student hand book policies

COURSE REQUIREMENTS

RECOMMENDATION FOR FURTHER EDUCATION

RECOMMENDED TEXTBOOKS/SUPPLEMENTARY READINGS ( if Applicable)

 Transforming Your Go to Market Strategy By V Kasturi Rangan

REQUIREMENTS (FOR PCO OFFICE)

Midterm Exam: Yes/No: If yes please specify the format ( e.g. if
closed book/closed notes or open
book/open notes etc.)

Final Exam: Yes/No: If yes please specify the format ( e.g. if

closed book/closed notes or open
book/open notes etc.)

Double Session: Yes/No: If yes then which session(s):

Joint Session (combined of two Yes/No: If yes then which session(s):

sections):

Simulation: Yes/No: If yes, then which session(s):

Type of simulations (Harvard etc.)
must also be mentioned.

Video Recording: Yes/No: If yes, then which session(s):

IT Lab sessions Yes/No: If yes, then which session(s):

Additional session or review session Yes/No: If yes, then after which session(s):

Course Cap (applicable for elective Please mention If yes, then what should be the cap?:
courses) if you would
like to cap the
Standard Cap in an Elective Course is course at a
50 number other
than 50:

Yes/No:

Any other requirement (e.g. Yes/No: If yes, what requirement:

laptop/computer etc.):
And in which session(s):
 SESSION OUTCOME(S)
Session
SESSION TOPIC/TITLE OF CASE READING MATERIAL At the end of the session,
No.
students will be able to …
Module 1 – Designing the Channel
Session 1 Topic: Introduction to Channel *Designing Channel of Distribution (LUMS) (CLO # 1)
Management
*The Promise of Channel Stewardship-Transforming your
Case: An Irate Distributor: The Question of Go to Market Strategy. (Chapter 1)
Profitability (IVEY)
Session 2 Topic: Introduction to Channel *Mapping an Industry-Transforming your Go to Market  (CLO#1 & 2)
Management Strategy. (Chapter 2)

Case: Stihl Incorporated: Go-to-Market

Strategy for Next Generation Consumers

(Kellogg)

Session 3 Topic: Adding Channel *Building & Editing the Channel Value Chain I The Key  (CLO#1, 2 & 3)
Principles-Transforming your Go to Market Strategy.
Case: Natureview Farm (HBS) (Chapter 3)

*Building & Editing the Channel Value Chain I A

Framework for Getting Started-Transforming your Go to
Market Strategy. (Chapter 4)

Session 4 Topic: Managing Multiple Channels Stewarding Multiple Channels-Transforming your Go to (CLO# 2, 3 & 4)
Market Strategy. (Chapter 9)
Case: CISCO Systems Managing go to
market evolution (HBS)
 LEARNING OBJECTIVES
Session
TITLE OF CASE/Session READING MATERIAL ADDRESSED
No.
Module 2 – Managing the Channel
Session 5 Topic: Concept of Power, Conflict *Aligning and Influencing the Channel Value Chain I (The  (CLO#4)
concept of Power)- Transforming your Go to Market
Case: RCI Master Distributor: Evolution Strategy. (Chapter 5)
of Supplier relationships (HBS)
*Aligning and Influencing the Channel Value Chain II
(Focusing on Performance)- Transforming your Go to
Market Strategy. (Chapter 6)

Session 6 Topic: Concept of power, conflict *Stewardship in Action I-Supplier case studies  (CLO# 4)
Transforming your Go to Market Strategy. (Chapter 7)
Case: Atlas Copco (A): Gaining &
Building Distribution Channels (HBS)
Session 7 Topic: Trends in Channel *Note of trade marketing (HBS)  (CLO#4)
Service Sales Corporation (HBS)

Session 8 Topic: Trends in Channel  (CLO#5)

Case: Philips Pakistan (Pvt) Limited (HBS)

Session 9 Topic: Trends in channel Future of shopping (HBR) (CLO#5)

Case: TBC *Get the Right Mix of Bricks and Clicks-HBR Article-
Skim (HBR)

Session 10 Topic: E Channels (CLO#6)

Case: TBC

Session 11 Work on project (CLO# 1 to 6)

Session 12 Project Presentations (CLO# 1 to 6)

Session 13 Project Presentations (CLO# 1 to 6)

Session 14 Wrap Up (CLO#1 to 6)