MBA 6251: MARKETING MANAGEMENT - I

Autumn 2017

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

Professor: Shashi Matta Classroom: 365 Gerlach Hall

Office: 554 Fisher Hall Classes: TR 8:30 – 10:00
Email: matta.6@ osu.edu TR 10.15 – 11.45
TA: Barry Knight Office Hours: W 1:00 – 3:00
TA’s Email: knight.525@osu.edu 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 that 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 analyzing
marketing problems, b) Sharpening decision-making skills, and c) Designing marketing strategy.

II. Required Course Materials

• Course Packet
Most required readings for this course are included in a custom course packet available for
purchase from Harvard Business Publishing (please use this link or copy the following and paste it
in your browser: http://cb.hbsp.harvard.edu/cbmp/access/66211880). 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 required 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 20 points (10%)

2. Ask the Right Question Team-based 20 points (10%)
3. Quiz: Marketing Math Individual 20 points (10%)
4. Mid-term Exam Individual 50 points (25%)
5. Case Analysis Team-based 20 points (10%)
6. Final Exam Individual 70 points (35%)
_________________
Total 200 points (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 an assignment folder on Carmen/Canvas, “Ask the Right Question”
(ATRQ). Each team 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, 8/23). 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 team 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: 3 pages, single-spaced. Please cite all sources, and provide a link to the article /
source that your ATRQ is based on. If you submit more than 5 ATRQs, I will consider the 5 best
submissions. Sample ATRQs are posted on Carmen/Canvas.
• 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.
• Case Analysis: 10% of the Final Grade
Each team will be assigned one case to analyze (either case # 3 or case # 6). 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. Your
team’s 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 3 (or Case 6) for your
assignment, the report will be due at 11.59 PM on Monday, 9/25, (or Wednesday, 10/4). Upload
the file to the appropriate assignment folder on Carmen/Canvas.
• 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 inform the instructor privately and contact the Office for Disability Services
(www.ods.ohio-state.edu) at 614-292-3307 in room 098 Baker Hall (113 W 12th Ave); 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 22

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 24

Basics of Marketing Strategy

Key Concepts: Understanding the Marketing Context

Strategic Analysis
Porter’s Five Forces Model

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

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, August 29

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: Limitless Possibilities: Strategic Growth from New

Segments for The Limited (2015). Shashi Matta. Fisher College
of Business, The Ohio State University. Carmen.

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, August 31

Marketing Strategy: Growth Strategies

Key Concepts: Strategic Situation Analysis

SWOT Analysis
Ansoff’s Growth Matrix

Required Case: Case # 1: Limitless Possibilities: Strategic Growth from New

Segments for The Limited (2015). Shashi Matta. 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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 Session 5: Tuesday, September 5

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 Readings,
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.

Session 6: Thursday, September 7

Consumer Behavior and Attitudes

Key Concepts: The Consumer Decision Process

Multi-attribute Attitude Model

Required Readings: 1. Competing on Customer Journeys (2015). David Edelman

and Marc Singer. Harvard Business Review. Course Pack.
2. Elements of Value (2016). Eric Almquist, John Senior, and
Nicholas Bloch. Harvard Business Review. Course Pack.

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: Monday, September 11, 1:00 PM – 3:00 PM, Gerlach 375

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.

Session 7: Tuesday, September 12

Basics of Marketing Research

Key Concepts: The Market Research Process

Exploratory, Descriptive and Causal Research Designs
Primary Data Collection Methods

Required Reading: Marketing Intelligence (2015). Robert J. Dolan and Leslie K.

John. Core Curriculum Readings, Harvard Business Publishing.
Read pages 1-28. Course Pack.

Recommended Readings: 1. Analyzing Consumer Preferences (2001). Robert Dolan.

(If interested) Harvard Business School Background Note.
2. Conducting Marketing Research (2012). Philip Kotler and
Kevin Lane Keller. Chapter 4 in Marketing Management, 14e,
pp. 96-121. Prentice Hall.

Session 8: Thursday, September 14

Design of Marketing Research

Key Concepts: Qualitative and Quantitative Marketing Research

Research Design
Conjoint Analysis

Required Reading: Marketing Intelligence (2015). Robert J. Dolan and Leslie K.

John. Core Curriculum Readings, Harvard Business Publishing.
Read pages 29-53. Course Pack.

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 Session 9: Tuesday, September 19

Marketing Research: Applied

Key Concepts: Survey Research

New Product / New Concept Testing Research
Insights from Marketing Research

Required Case: Case # 2: 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.

Session 10: Thursday, September 21

Basics of Segmentation

Key Concepts: Why is Segmentation Necessary?

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

Required Reading: Customer Segmentation in Business-to-Business Markets

(2011). Robert E. Spekman and Joshua Stein. Darden Business
Publishing, University of Virginia. Course Pack.

Recommended Reading: 1. The Customer Has Escaped (2003). Paul F. Nunes and Frank
(If interested) V. Cespedes. Harvard Business Review.

2. Rediscovering Market Segmentation (2006). Daniel

Yankelovich and David Meer. Harvard Business Review.

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 Session 11: Tuesday, September 26

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 # 3: 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, 9/25.

Session 12: Thursday, September 28

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 3

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 # 4: Positioning the Tata Nano (A) (2011). Alice Tybout
and Natalie Fahey. Kellogg School of Management. Course
Pack.

Case# 5: 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 5

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 # 6: 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, 10/4.

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 Final Exam: Tuesday, October 10, 8:30 AM – 11:30 AM, Gerlach 365 & 375

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: Online Resources:

The Wall Street Journal MarketingPower.com

Bloomberg BusinessWeek MarketingCharts.Com

The Economist MarketingVOX.Com

Advertising Age MarketingProfs.Com

Podcasts: Classics in Marketing (Books):

NPR: Marketplace Positioning: The Battle for Your Mind

HBR Idea Cast Marketing Myopia

Marketing-Voices Marketing Warfare

Marketing Over Coffee Ogilvy On Advertising

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XIV. Case Analysis Questions

Case 1: Limitless Possibilities: Strategic Growth from New Segments for The Limited
Perform a strategic analysis of The Limited’s current position and its competitive landscape using
frameworks and tools learned in class. What are the growth options that The Limited could have pursued
for it to still remain viable today? Would the growth objectives outlined in the case (Targeting Hispanic
and African-American consumers) saved The Limited? Why or why not? Use any and all growth
frameworks to chart out short term and long term growth strategies for The Limited. Build guidelines for
what the brand shouldn’t do, so as to not risk alienating its current consumers. Elaborate on the ROI for
the budgeted investment.

Case 2: 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 3: 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 4 & 5: 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 6: 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
Session # 1
Tuesday, 8/22/17 Introduction to Marketing
Session # 2 Basics of Marketing
Thursday, 8/24/17 Strategy
Session # 3
Tuesday, 8/29/17 Marketing Strategy:
Competing in Existing &
New Markets
Session # 4
Thursday, 8/31/17 Marketing Strategy:
Growth Strategies
Session # 5 The Consumer
Tuesday, 9/5/17
Quiz 1: Marketing Math
Session # 6
Consumer Behavior &
Thursday, 9/7/17
Attitudes
Monday, 9/11/17 Mid-term Exam
(1:00 PM - 3:00 PM)
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Readings / Cases / Deliverables
Readings:
1. Note on Marketing Strategy
2. When Marketing Is Strategy
Deliverable: Personal Profile Form
Reading:
3. The Five Competitive Forces
Case:
1. Limitless Possibilities: Strategic Growth from
New Segments for The Limited
Reading:
4. A Supplement on Basic Marketing Math
Case:
1. Limitless Possibilities: Strategic Growth from
New Segments for The Limited
Reading:
5. Note on Product-Market Growth Matrix
Reading:
6. Consumer Behavior and the Buying Process
Readings:
7. Competing on Customer Journeys
8. Elements of Value
Open Notes
Session # 7 Readings:
Basics of Marketing
Tuesday, 9/12/17 9. Marketing Intelligence
Research

Session # 8 Design of Marketing Reading:

Thursday, 9/14/17 Research 9. Marketing Intelligence

Session # 9 Case:
Tuesday, 9/19/17 Marketing Research: 2. The Springfield Nor’easters: Maximizing
Applied Revenues in the Minor Leagues

Session # 10 Readings:
Thursday, 9/21/17 Basics of Segmentation 10. Customer Segmentation in Business-to-
Business Markets

Session # 11 Segmentation: Applied Case:

Tuesday, 9/26/17 3. Fashion Channel: Market Segmentation

Session # 12 Reading:
Thursday, 9/28/17 Introduction to Positioning 11. Positioning: The Essence of Marketing
Strategy

Session # 13 Cases:
Tuesday, 10/3/17 Positioning Products & 4. Positioning the Tata Nano (A)
Services 5. ThoughtWorks (A): Targeting and
Positioning Basics for a Service Firm

Session # 14 Wrap-up and Review of Case:

Thursday, 10/5/17 Concepts 6. Clean Edge Razor: Splitting Hairs in Product
Positioning

Final Exam (Open Notes)

Tuesday, October 10, 8:30 AM – 11:30 AM

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