HOFSTRA UNIVERSITY

FRANK G. ZARB SCHOOL OF BUSINESS

“Preparing our learners to be agile business leaders in a dynamic global environment”

DEPARTMENT OF MARKETING, INTERNATIONAL BUSINESS

& LEGAL STUDIES

MKT 203 – Marketing Analysis and Management -- Spring 2023

Section NY3, CRN 20700

Class times: Mon. 8:00 – 9:55 P.M. Classroom: NYC

Instructor's Name: Prof Luke C. Ng Dept. Office: 442 Guthart Hall
Office Hours: Mon. 7:30 - 8:00 PM + 9:55-10:30 PM Dept. Tel #: (516) 463-5706
Office Location: 203 Guthart Hall Tel #: (516) 463-7889
E-Mail Address: Luke.C.Ng@hofstra.edu

DESCRIPTION OF COURSE

Managerial decisions in the marketing area. Topics include marketing strategy determination,
the role of marketing research, consumer behavior, marketing and the law, consumerism, so-
cial responsibility of marketers, international marketing and product, pricing, distribution,
communication, and channel strategies. A special focus is on analytical techniques used in de-
veloping, implementing, evaluating, and controlling marketing plans.

PREREQUISITE:

Credit given for this course or MKT 207, not both. Open only to matriculated graduate student
in the Zarb School of Business and in other Schools at Hofstra where appropriate. See specific
program requirements.

REQUIRED COURSE MATERIALS:

1. Philip Kotler and Kevin Lane Keller Marketing Management, 16th Edition (Englewood,
Cliffs, N.J.: Prentice Hall, 2022).
2. Marketing Plan Pro, 6.0 [NOTE: This software is bundled with a new text.]
3. Selected Harvard Business School cases ( Casepack ) compiled for the course.

GENERAL COURSE OBJECTIVES:

This course is designed to examine marketing and its components from a middle-management
perspective. There is particular emphasis on describing, analyzing, and applying the elements of
strategic marketing that are essential for managers to plan and function effectively. Marketing
activities are also examined from global, ethical, ecological, competitive, consumer, and other
perspectives.

MBA LEARNING GOALS AND OBJECTIVES

GOAL 1 - Communications:
Each student will effectively communicate orally and in writing.
Specific Objectives:
1.1 Each student will be able to deliver an oral presentation that meets all course requirements, is
informative, and engages the audience.
1.2 Each student will be able to produce a written project that meets all course requirements and
is informative, analytical, well written, and uses appropriate citations (footnotes and bibliogra-
phy).

GOAL 2 - Critical Thinking:

Each student will be able to identify, analyze and solve complex business problems.
Specific Objectives:
2.1 Given a case study, simulation, or problem set, each student will be able to identify key is-
sues or problems that need to be solved.
2.2 Given problems that need to be solved, each student will be able to identify and apply meth-
ods that are appropriate to their discipline to problem solve.

GOAL 3 - Global:
Each student will be able to apply organizational strategies in an international organization.
Specific Objectives:
3.1 Each student will be able to apply SWOT analysis to an international organization
3.2 Each student will understand how the different functional areas in business operate in an in-
ternational entity.

GOAL 4 - Information Technology:

Each student will be able to use advanced IT resources in the decision making process.
Specific Objectives:
4.1 Each student will be able to use IT/data analysis tools to process or analyze data, and com-
municate their results.

GOAL 5 - Ethics:
Each student will be aware of ethical and social responsibility issues and the implications of
these issues for organizations.
Specific Objectives:
5.1 Given a case study, simulation, scenario, or other problem, each student will be able to iden-
tify the ethical or social issues faced by a profit or non-profit organization.
5.2 Each student will be able to identify several ways that organizations can encourage ethical
behavior.

SPECIFIC COURSE OBJECTIVES:

1. Students will be effective at communication. Students will deliver oral presentations that
are well organized, engaging, and informative. Students will produce written projects that
are well-structured, concise, analytical, resourceful, and meaningful. Students will en-
gage in substantive dialogue, actively listen, and contribute to an exchange of ideas.

2. Students will be cognizant of ethical and social responsibility issues and their implica-
tions. Students will recognize the consequences and impact of business decisions on con-
temporary social issues. Students will evaluate ethical dilemmas in profit and not-for-
profit organizations. Students will be knowledgeable of the tools for creating and imple-
menting corporate social responsibility objectives.

3. Students will understand the purpose, function and goals of world and regional trade or-
ganizations and agreements. Students will analyze the opportunities and threats in the en-
vironments associated with managing organizations internationally. Students will effec-
tively integrate the various organizational functions for application in an international en-
vironment. Students will understand the qualities that enhance cross-cultural effective-
ness and develop strategies to improve their own competencies.

4. Students will be critical thinkers in identifying, analyzing and solving complex business
problems. Students will identify appropriate issues. Students will identify appropriate as-
sumptions. Students will select and apply appropriate methods. Students will identify rea-
sonable alternatives. Students will reach conclusions through the use of well-structured
and logical reasoning. Students will understand and measure the impact deriving from
their analyses. Students will identify the limitations of their analyses. Students will incor-
porate creativity and innovative thinking in problem solving

5. Students will provide a thorough understanding of marketing decision making.

6. Students will understand the applicability and limitations of strategic marketing tools.

7. Students will examine marketing decision making with respect to final consumers versus
organizational consumers.
8. Students will be capable of discussing marketing decision making with respect to goods
vs. services.

Hofstra University Policies – Spring 2022

Masks
Hofstra University currently has a zero-tolerance policy that mandates the wearing of masks in
buildings on campus (other than your own residence hall room or when you are alone in your
own office). Guidelines and policies are reviewed and updated as more information is provided
by local, state, and federal agencies and with guidance from our healthcare partners, Northwell
Health. Face masks help prevent the spread of COVID-19. The University expects that our com-
munity will use, as recommended by the CDC, KN95, KF94, or surgical/procedural masks, es-
pecially in the classroom. Surgical/procedural masks are available for free throughout campus.
Face masks should fit snugly over your mouth and nose and sit under your chin. Neck gaiters,
bandanas, or loosely fitting face coverings are not considered appropriate against COVID-19.
Based on the mask mandate, food or drink will not be permitted in class. Any student refusing to
wear an appropriate mask or in a proper manner will be asked to leave the class immediately. If
the student does not leave immediately, the class will be dismissed. The student will also imme-
diately be officially withdrawn from the class, given a grade of W for the course, and be other-
wise subject to additional discipline.
Campus Closures/Snow Days
When the campus is closed for snow or other inclement weather, faculty are encouraged to hold
classes remotely whenever pedagogically appropriate. Meeting remotely during campus clo-
sures eliminates the need to use snow/study days later in the semester. The decision to do so is
left to the discretion of each faculty member and is communicated to students in a timely man-
ner.
On snow days or other school closures, childcare, weather emergencies, bandwidth, technology
or other home arrangements may interrupt class attendance. Students who are experiencing
these issues should speak with faculty about possible ways to participate in class and/or catch
up on missed work.
Class Attendance:
Participating in class--including attending in-person or synchronous online class meetings--is an
essential part of a Hofstra education.
Instructor and Student Responsibility:
It is the responsibility of each instructor to specify clearly on the course syllabus all class atten-
dance and participation requirements, including policies related to missed assignments,
quizzes, and exams. When a student fails to attend class as required, it remains the student's
responsibility to contact the instructor by email prior to or immediately after class time to explain
the absence. Given the serious nature of the Covid-19 virus, instructors recognize that students
who do not feel well should not come to an in-person class meeting. It is the responsibility of the
student to discuss with the instructor and make up any missed assignments, quizzes, or exams
and to fulfill all class participation requirements in a timely manner. Students who are required to
isolate or quarantine as a result of COVID-19 concerns should inform Student Health Services
at 516-463-6745.  As is the case for other confirmed health and emergency circumstances that
may influence students' attendance in classes, faculty will receive notification of anticipated ab-
sence(s) via email from the Dean of Students Office or the Center for University Advising.  Stu-
dents will be directed to talk with faculty about the most appropriate way to continue to partici-
pate in class and/or catch up on missed work.
Instructors should warn students whose repeated absences are cause for academic concern
and inform students if they are in danger of failing the course because of the amount of work or
class participation missed. Instructors are encouraged to reinforce attendance and other aca-
demic concerns by issuing an Alert through the Navigate app (formerly known as Connect) fea-
ture in the Hofstra Portal.  If needed, and if permitted under relevant policies, the student may
drop or withdraw from the course. Students with long-term illnesses that prevent regular atten-
dance should coordinate with their academic advisors and Student Access Services (SAS) for
appropriate accommodations.
Web Cameras:
Classes are scheduled to be in-person. However, there may be occasion when a synchronous
online class meeting is warranted.  In that instance and for pedagogical, academic honesty, and
security reasons, instructors may require students to have their web cameras turned on during
synchronous online class meetings, labs, and exams. If specific testing software is required for
exams, the student is responsible for making sure it works properly before an exam. Instructors
should clearly indicate on the syllabus any course requirements for camera use. If a student has
compelling technological or environmental reasons for leaving the camera off during class, the
student should communicate directly and privately with the instructor to request an exemption
and explore possible solutions.
Availability of Class Material When Students are Unable to Attend Class:
Each faculty member will determine a method(s) to accommodate students who cannot attend
class(es) due to medical reasons and are enrolled in classes which include an in-person compo-
nent.  Some examples of course materials faculty may make available include PowerPoint pre-
sentations, class notes, recorded classes, or other resources deemed appropriate by the in-
structor. It is understood that only students enrolled in the course may view any materials
posted online. It is important to note that there are some limited instances, e.g. due to the nature
of the course material and assignments or based on licensure or accreditation standards, where
classes cannot be completed without participation on campus or in a clinical setting. In these in-
stances, the major department will work with the student to make alternative arrangements to
help students stay on track in their degree program.
Academic Honesty:
Hofstra University places high value upon educating students about academic honesty. At the
same time, the University will not tolerate dishonesty, and it will not offer the privileges of the
community to the repeat offender. The academic community assumes that work of any kind--
whether a research paper, a critical essay, a homework assignment, a test or quiz, a computer
program, or a creative assignment in any medium--is done, entirely and without unauthorized
assistance, by the individual(s) whose name(s) it bears. Students bear the ultimate responsibil-
ity for implementing the principles of academic honesty. For more information, please visit
hofstra.edu/fps/11.html.
In the spring of 2012, the University community affirmed a new expression of commitment by in-
stituting the Hofstra University Honor Code. The Honor Code is a statement of shared values.
· Hofstra University Honor Code: "As a member of the Hofstra community I pledge
to demonstrate integrity and ethical behavior in all aspects of my life, both inside
and out of the classroom. I understand that I am accountable for everything I say
and write. I will not misrepresent my academic work, nor will I give or receive
unauthorized assistance for academic work. I agree to respect the rights of all
members of the Hofstra community. I will be guided by the values expressed in
the P.R.I.D.E Values. I accept the responsibility to follow this Honor Code at all
times."
· Honor Code Short Form: "I pledge on my honor that I have done this work with
honesty and integrity, without giving or receiving unauthorized assistance."
· Turnitin for Textual Similarity Review: "Students agree that by taking this course
all required papers may be subject to submission for textual similarity review to
 Turnitin.com for the detection of plagiarism. All submitted papers will be included
as source documents in the Turnitin.com reference database solely for the pur-
pose of detecting plagiarism of such papers. Use of the Turnitin.com service is
subject to the Usage Policy stated in the Turnitin.com site."
· Academic Dishonesty: Plagiarism and other forms of academic dishonesty are
serious ethical and professional infractions. For information regarding academic
honesty, examples of violations, procedures for handling violations, as well as a
student's right to appeal a charge, see Faculty Policy Series #11 or Faculty
Policy Series #11G.
Disability Accommodations:
Students who need accommodations for a disability should contact Student Access Services
(SAS). In accordance with Section 504 of the Rehabilitation Act of 1973 and the Americans with
Disabilities Act of 1990, qualified individuals with disabilities will not be discriminated against in
programs, or services available at Hofstra University. Individuals with disabilities are entitled to
accommodations designed to facilitate full access to all programs and services. SAS is respon-
sible for coordinating disability-related accommodations and will provide students with docu-
mented disabilities accommodation letters, as appropriate.
Please note that accommodations may require early planning and are not retroactive; please
contact SAS as soon as possible. All students are responsible for providing accommodation let-
ters to each instructor and for discussing with the instructor the specific accommodations
needed and how they can be best implemented in each course. For more information on ser-
vices provided by the University and for submission of documentation, please contact Student
Access Services, Room 107 Mack Student Center, SAS@hofstra.edu, 516-463-7075.
Resources for Students who are Pregnant:
Students who are pregnant, who wish to request adjustments related to their pregnancy or preg-
nancy-related condition, such as opportunities to make up missed work, excused absence from
class, or extensions, should contact Student Access Services, Room 107 Mack Student Center,
SAS@hofstra.edu, 516-463-7075. Students who wish to learn more about how the University
supports students who are pregnant in continuing their education should contact the Title IX Of-
ficer Coordinator for Student Issues at 516-463-5841 or StudentTitleIX@hofstra.edu.
Temporary Adjustments/Academic Leave of Absence:
Students who experience a medical event (e.g., hospitalization) or who have a short-term health
condition (longer than 10 days), including a COVID-19-related condition, which they believe may
require temporary adjustments to participate in class, please contact:
Student Access Services
Room 107 Mack Student Center
SAS@hofstra.edu
516-463-7075
Students seeking an academic leave of absence from the University (i.e., for a minimum of one
full fall or spring semester) should visit our Academic Leave and Withdrawal page for more in-
formation.
Absences for Religious Observance:
Hofstra University recognizes that students and/or faculty may from time to time miss class due
to religious observances. Students who anticipate missing class for this reason should notify
faculty members in advance. Likewise, faculty members who anticipate missing class for reli-
gious observance should notify students in their classes.
As per Faculty Policy Series 12 (B): "No student shall be expelled or refused admission to Hofs-
tra University because he or she is unable to participate in any examination, study or work re-
quirement because of his or her religious obligations and practices. However, all students are
expected to complete all assignments and examinations. It is understood that no adverse or
prejudicial effects shall result to any student who avails him or herself of religious observances.
The University, faculty, and student shall work together to achieve a reasonable accommodation
concerning any conflicts between educational and religious obligations."
In accordance with New York state law, each student who is absent from school because of
their religious beliefs will be given an equivalent opportunity to register for classes or make up
any examination, study, or work requirements that the student may have missed because of that
absence on any particular day or days.
University Deadlines:
For important dates and University deadlines, see the Academic Calendar webpage.
Grade Policy and Deadlines:
Hofstra's policies regarding incomplete grades, default grades, and associated deadlines can be
found in the 2021-22 Undergraduate Bulletin and in the 2021-22 Graduate Studies Bulletin.
Discriminatory Harassment, Sexual Assault, Dating & Domestic Violence, and Stalking
Hofstra prohibits sexual and other discriminatory harassment, stalking, domestic and dating vio-
lence, and sexual assault (collectively, "Gender-Based Offenses"). Students who believe they
have been subjected to any of these Gender-Based Offenses should refer to Hofstra's Nondis-
crimination Policy for information about applicable policies and how to submit reports. Students
may contact the Title IX Coordinator for Student Issues at 516-463-5841 or StudentTitleIX@hof-
stra.edu or contact Public Safety at 516-463-6606, or, for concerns involving employees or other
nonstudents, the Title IX Coordinator for Employee Issues, at 516-463-6859 or HumanRe-
sources@hofstra.edu. Confidential resources and support are also available from medical and
counseling professionals in the Student Health and Counseling Center (516-463-6745) and
clergy in the Interfaith Center.

***** IMPORTANT NOTE *****

One of the objectives of this course is to obtain a comprehensive understanding of Mar-
keting through an inductive learning experience. Students will examine the process
and the scope of marketing as professional marketing managers. As a class, we will
“experience” key concepts and principles of marketing decisions and their managerial /
strategic implications. It is also critical to learn inductively how marketing interfaces
with other functional areas of business.

By solving actual problems facing a marketing manager on a daily basis, students will
learn and appreciate the different facets of decision-making affecting the “ingredients,”
the “recipes” and outcome of marketing. Serious consideration will also be given to con-
sumerism and the social / ethical implications of those marketing decision outcome.
The intensive study of actual case histories of various companies enables graduate
students to develop and practice their analytical skills by putting them-
selves in the shoes of an operating manager. Therefore, it is imperative that students
conscientiously prepare their case analysis ahead of time so they may significantly
contribute to class discussion.
Students are expected to actively contribute in class ( both in QUALITY and
QUANTITY ) through open exchange of ideas and observations based on their prepa-
ration and analysis. They are also expected to civilly challenge one another’s assump-
tions and rationale.

The grading distribution reflects the importance of weekly preparation, attendance

and active involvement throughout the semester. After all, practice makes perfect!
Only by practicing problem-solving will students improve their analytical skills and de-
cision-making ability in the marketing arena. This is also a very effective approach to
learn how marketing theories are practiced daily in the real world. Therefore,
students must read all textbook and reference book assignments when due.

In lieu of term papers, students are required to submit their case analyses in written
form when assigned in addition to a presentation of special research / consulting
project.

By experiencing marketing in practice, students will find this course to be highly

educational and fun-filled, as we explore together the world of marketing by
examining the successes and follies of various companies.

***** GRADING POLICY ******

Class Attendance & Contribution : 40%
Mid-term Exam : 10%
Quiz : 10%
Final Exam : 15%
Weekly Events Research / Blackboard : 15%
Written Case Analysis / Special Projects : 10%
-------
Total Course Grade 100%

*A Special project will be assigned in class to students in different teams to be

grouped by the instructor based on academic & professional background.

*Topics of the project would include development & presentation of a market-

ing plan for an existing company or non-profit organization / service
 ***** IMPORTANT REMINDER *****
Please note that another important objective of this course is to learn from one another’s ideas
based on their personal background and experience. This open exchange and engaging debate
can only be achieved through student contribution in class. Accordingly, attendance is of ut-
most importance. Any student with TWO absences would automatically receive one full
grade downgrade. After all, one’s absence deprives the individual of the chance to contribute in
class. More important, it robs the other students the opportunity to learn from that individ-
ual’s insights and experience.

The following is an outline of our “Plan of Action” which involves weekly case analyses and
reading assignment. The text readings ( K&K ) are required while suggested readings are for
reference only and for those who are “interested” and “curious.” The list is attached at the end of
this outline. While most suggested readings can be downloaded from PROQUEST or INFO-
TRAC, other required reading material will be distributed in class.

TOPICS / READING ASSIGNMENTS

Topics and reading assignments are noted below. Required readings are cited as text (Kotler/
Keller). Both required and suggested readings are shown. *** Please note that the following is
merely an outline. The sequence of topics may be rearranged at the discretion of the instructor.

WEEK 1 CONCEPTUALIZING MARKETING

Required Reading: Text, (K&K) Chapter 1, 2

SESSION DISCUSSION SUBJECT

1. INTRODUCTION / AN OVERVIEW OF MARKETING

Case Analysis: Nestle’s USA

REQUIRED Reading:
Theodore Levitt, “Marketing Myopia” Harvard Business Review (Orignal, June 1960)
J. Solomon, “The Yin & Yan…..MBAs”, NY Times 11/18/01
REREAD / REVIEW Topics: Chapters 1, 2
■ Review “Marketing Excellence” – Pinterest / P&G /Nike
/ Google
■ Reinventing Marketing at Coca Cola
■ Updating the 4 Ps
■ SWOT Analysis
 Suggested Readings:
· Simons, Robert. “Choosing the Right Customer,” Harvard Business Review
(3/2014), 48-55.
· Pauwels, Koen and Alan Weiss, “”Moving from Free to Fee: How Online
Firms Market to Change Their Business Model Successfully,” Journal of
Marketing (May 2008), 14-31.
· Bettencourt, Lance A. and Anthony W. Ulwick, “The Customer-Centered In-
novation Map,” Harvard Business Review (May 2008), 109-114.
· Davenport, Thomas H., Jeanne G. Harris, George L. Jones, Katherine N.
Lemon, David Norton and Michael B. McCallister, “The Dark Side of Cus-
tomer Analytics,” Harvard Business Review (May 1, 2007).
· Baker, William E., and James M. Sinkula, “Does Market Orientation Facili-
tate Balanced Innovation Programs? An Organizational Learning Perspec-
tive,” Journal of Product Innovation Management (July 2007), 316-334.
· Macintosh, Gerrard, “Customer Orientation, Relationship Quality, and Rela-
tional Benefits to the Firm,” Journal of Services Marketing (Number 3, 2007),
150-159.

2. STRATEGIC PLANNING: DEVELOPING A MARKETING PLAN ---

DEVISING MARKETING PLANS AND DEALING WITH COMPETITION

Case Analysis: Bayerische Motoren Werke AG (BMW)

REQUIRED Reading: Text, (K&K ) Chapters 2, 5, 6

**Porter, Michael E,:The Five Competitive Forces that Shape Strategy,” Harvard Busi
ness Review (January 2008), 78-93.

REREAD / REVIEW Topics: Chapters 5, 6

■ “Marketing Excellence” – Cisco / Intel
■ Marketing Funnel
■ Harley Davidson / TripAdvisor / Nordstrom

Suggested Readings:
**Alan Davis and Eric M. Olson, “Critical Competitive Strategy Issues Every Entrepre-
neur
Should Consider Before Going into Business,” Business Horizons (May 2008), 211-221.
· Kalra, Ajay and David A. Soberman, “The Curse of Competitiveness: How
Advice from Experienced Collageues and Training Can Hurt Marketing
Profitability,” Journal of Marketing (May 2008), 32-47.
· Aboulnasr, Khaled, Om Narasimhan, Edward Blair, and Rajesh Chandy,
“Competitive Response to Radical product Innovations,” Journal of Market-
ing (May 2008), 94-110.
· Orsato, Renato J., “Competitive Environmental Strategies: When Does it Pay
to be Green?” California Management Review (Winter 2006), 127-143.
 · Cosby, Lawrence A. and Sheree L. Johnson, “Customer-Centric Innovation,”
Marketing Management (March/April 2006), 12-13.
· Mason, Katy, Peter Doyle, and Veronica Wong, “Market orientation and
Quasi-Integration: Adding Value Through Relationships,” Industrial Market-
ing Management (February 2006), 140-155.

3. PRODUCT PLANNING – New Product Launch

Case Analysis: Procter & Gamble Co. (A)

REQUIRED Reading: Text (K&K) Chapters 5, 6, 7, 11, 13

* T. Levitt, “Marketing Success Through Differentiation—Of Anything”
Harvard Business Review (HBR) Jan 1, ’80
* Hackett, James P., “Preparing for the Perfect Product Launch,” Harvard Busi-
ness Review (HBR) April 1, 2007, p. 45-50

REREAD / REVIEW Topics: “Marketing Insight – Behavioral Targeting

■ Cultivating Customer Relationship – British Airways,
Nordstrom
■ Key Psychological Process
■ Power of Sensory Marketing

Suggested Readings:
* R. Rust, V. Zeithaml, K. Lemon, “Customer-Centered Brand Management”,
HBR, 9/2004
* Davenport, Thomas H., Harris Jeanne G, Jones, George L, Lemon, Katherine
N, Norton, David, McCallister, Michael B,
“The Dark Side of Customer Analytics” Harvard Business Review, May 1, 2007

4. GATHERING INFORMATION AND MEASURING MARKET DEMAND

-- MARKETING CHANNELS

Case Analysis: Snapple

REQUIRED Reading: Text (K&K) Chapters 5, 6, 9, 10, 11, 13, 17, 20, 21

REREAD / REVIEW Topic:

· Maslow’s Hierarchy of Needs
· Product Mix Pricing
· Product Bundle Pricing
MARKETING EXCELLENCE – Disney / IKEA
-
Suggested Readings: G.Williams & K. Stranger, “Dell Tries Selling In Kiosks…”
 Wall Street Journal, 12/20/01
D. McCutcheon, “The Manager’s Guide to Supply Chain Manage-
ment,”
Business Horizons (Mar 2000), p. 35-49
* Ketchen, David J., William Rebarick, G. Tomas M. Hult, and David Meyer,
“Best Value Supply Chains: A Key Competitive Weapon for the 21st Century,”
Business Horizons (May 2008), 235-243.
· Adobor, Henry and Ronald McMullen, “Supplier Diversity and Supply Chain
Management: A Strategic Approach,” Business Horizons (May 2007), 219-
229.
· Flynn, Barbara B., Xiande Zhao, Baofeng Huo, and Jeff Hoi Yan Yeung,
“We’ve Got the Power! How Customer Power Affects Supply Chain Rela-
tionships,” Business Horizons (May 2008), 169-174.
· Pagell, Mark, Zhaohui Wu, and Nagesh N. Murthy, “The Supply Chain Im-
plications of Recycling,” Business Horizons (March 2007), 133-143.
· Helander, Anton and Kristian Möller, “System Supplier’s Customer Strat-
egy,” Industrial Marketing Management (August 2007), 719-730.
· Rese, Mario, “Successful and Sustainable Business Partnerships: How to Se-
lect the Right Partners,” Industrial Marketing Management (January 2006),
72-82.
· Frankel, Robert, “The Role and Relevance of Refocused Inventory: Supply
Chain Management Solutions,” Business Horizons (July-August 2006),
· 275-286.

5. MARKETING COMMUNICATIONS --EXAMINING CONSUMER BUYING

BEHAVIOR AND MANAGING CUSTOMER SATISFACTION

Case Analysis: Suzuki Samurai

REQUIRED Reading: Text (K&K), Chapters 3, 4, 6, 7, 9, 10, 19, 20, 21

REREAD / REVIEW Topics:

· Consumer Market Segmentation
· Developing A Brand Positioning
· Perceptual Mapping
· Determining Demand / Analyzing Cost / Adapting the Price
MARKETING EXCELLENCE – eBay
MARKETING MEMO: Constructing a Brand Positioning Bull’s Eyes

Suggested Readings:
· King, Stephen F. and Thomas F. Burgess, “Understanding Success and Fail-
ure in Customer Relationship Management,” Industrial Marketing Manage-
ment (June 2008), 421-431.
· Yap, Kenneth B. and Jillian C. Sweeney, “Zone-of-Tolerance Moderates the
Service Quality Outcome Relationship,” Journal of Services Marketing
(Number 2 2007), 137-148.
 J. Eig, “Edible Entertainment”, Wall Street Journal, 10/26/01
· T. Tompkins, “Marketing Ties That Might Have Been”, NYT 12/9/01
· Bunduchi, Ralucca, “Trust, Power and Transaction Costs in B2B Exchanges
—A Socio-Economic Approach,” Industrial Marketing Management (July
2008), 610
· Bhandari, Mahesh S., Yelena Tsarenko, and Michael Jay Polonsky,” A pro-
posed Multi-Dimensional Approach to Evaluating Service Recovery,” Jour-
nal of Services Marketing (Number 3 2007), 174-185.
· Ward, Tony and Tracey S. Dagger, “The Complexity of Relationship Market-
ing for Service Customers,” Journal of Services Marketing (Number 4 2007),
281
· Jayawardhena, Chanaka, Anne L. Souchon, Andrew M. Farrell, and Kate
Glanville, “Outcomes of Service Encounter Quality in a Business-to-Busi-
ness Context,” Industrial Marketing Management (July 2007), 575-588.]
· Yasin, Norjaya Mohd, Mohd Nasser Noor and Osman Mohamad, “Does Im-
age of Country-of-Origin Matter to Brand Equity?” Journal of Product &
Brand Management (Number 1, 2007), 38-48.
· Ogden-Barnes, Stephen and Stella Minahan, “The Greydollarfella: An En-
dangered Spicies of Market Opportunity?” Business Horizons (July 2006),
287
· Schlosser, Ann E., Tiffany Barnett White, and Susan M. Lloyd, “Converting
Web Site Visitors into Buyers: How Web Site Investment Increases Con-
sumer Trusting Beliefs and Online Purchase Intentions,” Journal of Market-
ing (April 2006), 133

6. PRICING DECISIONS -- APPRAISING MARKET SEGMENTS AND SELECTING

TARGET MARKETS

Case Analysis: Southwest Airlines (A)

REQUIRED Reading: Text (K&K) , Chapter 9, 10, 11, 12, 13, 14, 16

REREAD / REVIEW Topics:

· Buying Decision Process
· Product Life Cycles ( PLC )
· Marketing Strategies in Each Stage of PLC
· Product Bundle Pricing
· Determining Demand / Price
MARKETING EXCELLENCE – Mercedes Benz / IBM / Samsung / BMW

Suggested Readings:
· Kocas, Cenk and Jonathan D. Bohlmann, “Segmented Switchers and Re-
tailer Pricing Strategies,” Journal of Marketing (May 2008), 124-142.
 · Vikas, Mittal, Matthew Sarkees and Feisal Murshed, “The Right Way to
Manage Unprofitable Customers,” Harvard Business Review (April 2008),
94-102.
· Srinivasan, Shuba, Koen Pauwels and Vincent Nljs, “Demand-Based Pricing
Versus Past-Price Dependence: A Cost Benefit Analysis,” Journal of Mar-
keting (March 2008), 15-27.
· Baye, Michael R., J. Rupert J. Gatti, Paul Kattuman, and John Morgan, “A
Dashboard for Online Pricing,” California Management Review (Fall 2007),
202
· Harris, Christine and Jeffrey Bray, “Price Endings and Consumer Segmenta-
tion,” Journal of Product & Brand Management (Number 3, 2007), 200-
205).
· Nguyen, Adam, Roger M. Heeler, and Zinaida Taran, “High-Low Context
Cultures and price-Ending Practices,” Journal of Product & Brand Manage-
ment (Number 3, 2007), 206-214.
· Krishnan, Abhijt Biswas, and Richard G. Netemeyer, “Semantic Cues in Ref-
erence Price Advertisements: The Moderating Role of Cue Concreteness,”
Journal of Retailing (January 2006), 95-104.
· McWilliams, Bruce and Eitan Gerstner, “Offering Low Price Guarantees to
Improve Customer Retention,” Journal of Retailing (January 2006), 105-113.
· Spann, Martin, “Does the Internet Promote Better Consumer Decisions? The
Case of Name-Your-Own-Price Auctions,” Journal of Marketing (January
2006), 65
· Voeth, Markus and Uta Herbst, “Supply-Chain Pricing—A New Perspective
on pricing in Industrial Markets,” Industrial Marketing Management (1/ 06),
83-90.
· Kaplan, Andreas M. and Michael Haenlein, “Toward a Parsimonious Defini-
tion of Traditional and Electronic Mass Customization,” Journal of Product
Innovation Management (2006), 168-182.
· Dibb, Sally, “Market Segmentation Implementation Barriers and How to
Overcome Them,” Marketing Review (Spring 2005), 13-30.
· Berman, Barry, “Should Your Firm Adopt a Mass Customization Strategy?”
Business Horizons (July-August 2002). 51-60.
** M. Trottman, “Airlines New Pitches Embrace Emotion”, WSJ 12/26/01
** K. Brooker, “The Chairman of the Board Looks Back,” Fortune
(5/28/01)p.63
** Sager, F. Keenan “The Mother of All Price Wars,” Business Week (7/30/01) p32

7. CONSUMER DECISIONS / POSITIONING -- DEVELOPING A BRANDING

Case Analysis: Poland Spring

REQUIRED Reading: Text, (K&K) Chapters 8, 9, 10, 11, 12

REREAD / REVIEW Topics:

 · Brand Positioning / Establishing a Brand Positioning – Ally Financial
· Creating Brand Equity – Coca Cola / Virgin America
· Building Brand Equity – Jim Beam
· Brand Narrative & Story Telling
· Building Brand Value Chain - McDonald

MARKETING EXCELLENCE: Louis Vuitton / American Express

Suggested Readings:
· Goldstein, Daniel G., “Getting Attention for Unrecognized Brands,” Har-
vard Business Review (March 1, 2007).
· Reinartz, Werber and Wolfgang Ulaga, “How to Sell Services More Prof-
itably,” Harvard Business Review (May 2008), 90-96.
· Michel, Stefan, Stephen W. Brown and Andrew S. Gallan, “Service-Logic
Innovations: How to Innovate Customers, Not Products,” California Man-
agement Review (Spring 2008), 49-65.
· Berman, Barry, “Strategies to Detect and Reduce Counterfeiting Activity,”
Business Horizons (May 2008), 191-199.
· Zielke, Stephan and Thomas Donnelstein, “Customers’ Willingness to Pur-
chas New Store Brands,” Journal of Product & Brand Management # 22007,
112-121.
· Berry Leonard L. and Kent D. Seltman, “Biliding a Strong Service Brand:
Lessons from the Mayo Clinic,” Business Horizons (May 15, 2007).
** L. Apcar, “Sizzle From A Branding Iron”, NYT, 12/9/01
** A. Galloni, “Levi’s Dockers Alters Strategy For Old World” WSJ 12/17/01

8. MID-TERM EXAM

9. SEGMENTATION & MARKETING RESEARCH

Case Analysis: Zenith (HDTV) + TiVo

REQUIRED Reading: Text (K&K) Chapters 3, 4, 11, 12, 13, 16
R. Mckenna, “Marketing Is Everything,” Harvard Business Review,

REREAD / REVIEW Topic:

· Determining Demand / Price
· Developing Pricing Strategies & Programs
· The Consumer Adoption Process – Stubhub
· Elastic & Inelastic Demand
· Determining Demand / Estimating Costs
MARKETING EXCELLENCE – Salesforce.com / AirBNB / eBay / Southwest Air-
lines
 Suggested Readings:
· Meredith, Lindsay, “A Diagrammatical Template for Business Demand Esti-
mation,” Industrial Marketing Management (May 2006), 431-445.
· Ryals, Lynette and Hugh Wilson, Experimental Methods in Market Research:
From Information to Insight,” International Journal of Market Research
(2005), 347-366.
· Young, Robert B., and Rajshekhar G. Javalgi, “International Marketing Re-
search: A Global Project Management Perspective,” Business Horizons
(March 2007), 113-122.

10. COMPETITION / INTERNATIONAL MARKETING

Case Analysis: Eddie Bauer

REQUIRED Reading: Text (K&K), Chapter 11, 13, 17, 18, 20, 21, 22

REREAD / REVIEW Topics:

· Designing & Managing Integrated Marketing Channels
· Value Networks / Digital Channels Revolution – Walmart / Cleveland
Clinic
· Breakeven Cost Chart ( Fig. 17.5 )
MARKETING INSIGHT: Understanding the Showrooming Phenomena - Apple
Stores / Netflix
Alibaba / Harley Davidson / Dunkin Donut / Costco

Suggested Readings: ** A. McKay, “Drinks For Developing Countries”, WSJ 11/27/01

· Johnson, Joseph and Gerard J. Tellis, “Drivers of Success for Market Entry
into China and India, “Journal of Marketing (May 2008), 1-13.
· Khanna, Tarun and Krishna G. Palepu“Emerging Giants: Building World-
Class Companies in Developing Countries,” Harvard Business Review (10/
01/06).
· Katsikeas, Constantine S., “Global Marketing of Industrial products: Contem-
porary Developments and Future Directions,“Industrial Marketing Manage-
ment (7/06), 540-544.
· Mehta, Rajiv, Trina Larsen, Bert Rosenbloom, and Joseph Ganitsky, “The
Impact of Cultural Differences in U.S. Business-to-Business Export Market-
ing Channel Strategic Alliances,” Industrial Marketing Management (Febru-
ary 2006),156-165.
· Ueltschy, Linda C., John K. Ryans and Irene Herremans, “Marketing: Who’s
Really Minding the Store Globally?” Business Horizons (March 2006), 138-
148.
 · Aistrich, Matti, Massoud M. Saghafi, and Don Sciglimpaglia,” Strategic
Business Marketing Developments in the New Europe: Retrospect and
Prospect,” Industrial Marketing Management (May 2006), 415-430.

11. TECHNOLOGY / RETAILING & TRENDS

Case Analysis: Calyx & Corolla

REQUIRED Reading: Text (K&K) Chapters 13, 16, 17, 20, 21, 22
“Bricks To Clicks: 5 Battle-Tested Rules Of Online Retail”, Clicks &
Commerce, Fall 2001, p.19-21
*C. Christensen & R. Tedlow, “Patterns of Disruption in Retailing,” Harvard
Business Review (Jan/Feb 2000), p.42-53.
* How 1-800 Flowers Became One of the Biggest, Clunkiest Names in Valen-
tine’s Gifts?
https://www.vox.com/the-goods/2020/2/11/21126811/1-800-flowers-Valentine’sDay
Gifts

REREAD / REVIEW Topics:

· Designing & Managing Integrated Marketing Channels
· Channel-Design Decisions
· E-Commerce Marketing Practices
· M-Commerce Marketing Practices – Dunkin Donut

Suggested Reading:
**Shirley Leung,“Competition Heats Up Between Boston Market & KFC”, WSJ 11/6/01
** Fine, Leslie M., “Selling and Sales Management,” Business Horizons, 5/0, p185

12. GROWTH STRATEGY / POSITIONING / FRANCHISING

Case Analysis: Dunkin’ Donuts

REQUIRED Reading: Text (K & K) Chapters 13, 14, 16, 17, 18, 7, 8

REREAD / REVIEW Topics:

· Managing Retailing, Wholesaling & Logistics
· “Marketing Memo” – Innovative Retail Organizations – Gilt / Whole
Foods Market / Victoria Secret
Trader Joe / Zara / Best Buy

Suggested Readings:
· J. Baglole, “War of the Doughnuts,” Wall Street Journal (8/23/01), p. B1
 · Rayport, Jeffrey F., “Where is Advertising Going? Into ‘Stitals,” Harvard
Business Review (May 2008).
· Liu, Sandra S., and Lucette B. Comer, “Salespeople as Information Gather-
ers: Associated Success Factors,” Industrial Marketing Management (July
2007), 565
· Williams, Brian C., and Christopher R. Plouffe, “Assessing the Evolution of
Sales Knowledge: A 20-Year Content Analysis,” Industrial Marketing Man-
agement (May 2007), 408-419.
· Wengler, Stefan, Michael Ehret, and Samy Saab, “Implementation of Key
Account Management: Who, Why. And How?” Industrial Marketing Man-
agement (January 2006), 103-112.
· Brashear, Thomas G., Danny N. Bellenger, James S. Boles, and Hiram C.
Barksdale, “An Exploratory Study of the Relative Effectiveness of Different
Types of Sales Force Mentors,” Journal of Personal Selling & Sales Man-
agement (Winter 2006), 7-18.
· Hunter, Gary K., and William D. Perreault, “Sales technology Orientation,
Information Effectiveness, and Sales Performance,” Journal of Personal Sell-
ing & Sales Management (Spring 2006), 95-113.
· Maher, Jill K., Michael Y. Hu, and Richard H. Kolbe, “Children’s Recall of
Television Ad Elements: An Examination of Audiovisual Effects,” Journal
of Advertising (Spring 2006), 23-33.
· Russell, Antonia Cristel and Barbara B. Stern.” Consumers, Characters, and
Products: A Balance Model of Sitcom Product Placement Effects,”Journal of
Advertising (Sprg ‘06), 7-21.

13. MARKETING PLAN IMPLEMENTATION--- EVALUATING AND CONTROL-

LING MARKETING EFFORTS AND ETHICAL ISSUES IN MARKET-
ING

Case Analysis: Precise Software

REQUIRED Reading: Text (K&K) Chapters 17, 20, 22, 23
Robert Buzzell, Market Share-A Key to Profitability,” Harvard Business Review 1/1/75

Suggested Readings:
· Vachani, Sushil, and N. Craig Smith, “Socially Responsible Distribution:
Distribution Strategies for Reaching the Bottom of the Pyramid,” California
Management Review (February 2008), 52-54.
· Berry, Leonard L. “The Best Companies are Generous Companies,” Business
Horizons (July 2007), 263-269.
· Hitt, Michael A. and Jamie D. Collins, “Business Ethics, Strategic Decision
Making and Firm Performance,” Business Horizons (September 2007), 353-
357.
· Izosimov, Alexander, “Managing Hypergrowth,” Harvard BusinessRe-
view,4/08
 · Marinova, Detelina, Jun Ye, and Jagdip Singh, “Do Frontline Mechanisms
Matter? Impact of Quality and Prductivity Orientations on Unit Revenue,Ef-
ficiency and Customer Satisfaction,” Journal of Marketing 3/08
* Nath, Pravin and Vijay Mahajan, “Chief Marketing Officers: A Study of Their
Presence in Firms’ Top Management Teams,” Journal of Marketing (1/ 08),65-
81.
· Helgesen, Oyvind, “Customer Accounting and Customer Profitability Analy-
sis for the Order Handling Industry-A Managerial Accounting Approach,” In-
dustrial Marketing Management (August 2007), 757-769.
· Hermann Simon, Frank F. Bilstein, and Frank Luby, “Management for Profit,
Not Market Share: A Guide to Greater Profits in Highly Contested Markets,”
Journal of Product Innovation Management (July 2007), 404-406.

14. FINAL EXAM

SELECTED SOURCES OF MARKETING INFORMATION

ACADEMIC
Business Horizons Journal of Consumer Marketing
California Management Review Journal of Consumer Research
Columbia Journal of World Business Journal of International Business
European Journal of Marketing Studies
Harvard Business Review Journal of Marketing
Industrial Marketing Management Journal of Marketing Research
International Marketing Review Journal of Personal Selling & Sales
Journal of The Academy of Marketing Science Management
Journal of Advertising Journal of Product Innovation
Journal of Advertising Research Management
Journal of Business & Industrial Marketing Journal of Public Policy & Marketing
Journal of Business Research Journal of Retailing
Journal of Business Strategy Journal of Services Marketing
Journal of Consumer Affairs Management Review
Journal of Consumer Marketing Public Relations Journal
Sloan Management Review
Professional
Across The Board Futurist
Advertising Age Inc.
American Demographics Marketing News
Business Marketing Progressive Grocer
Business Week Sales & Marketing Management
Chain Store Age Standard Rate & Data Service
Direct Marketing Stores
Forbes, Fortune Wall Street Journal
WORLD WIDE WEB
ADVERTISING WORLD: http://advertising.utexas.edu/world
AMERICAN MARKETING ASSOCIATION: www.marketingpower.com
CNN MONEY: www.money.cnn.com
CONSUMER LAW PAGE: www.consumerlawpage.com
THE ECONOMIST: www.economist.com
EDGAR: www.sec.gov/edgar/searchedgar/webusers.htm
FEDERAL TRADE COMMISSION: www.ftc.gov
HOOVER’S ONLINE: www.hoovers.com
MARKETING JOURNALS: www.tilburguniversity.nl/faculties/few/marketing/links/journal1.html
MARKETING MAGAZINES: www.tilburguniversity.nl/faculties/few/marketing/links/magazine.html
SMART BUSINESS SUPERSITE: www.smartbiz.com
U.S. BUREAU OF THE CENSUS: www.census.gov U.S. DEPARTMENT OF COMMERCE:
www.doc.gov