Georgetown University
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MARK 220-20 – PRINCIPLES OF MARKETING (Summer 2015)
Syllabus
MTuWTh 3:15-5:15pm
July 6 – August 7, 2015
Main Campus: Intercultural Center # 106
Prof. Charles J. Skuba
Phone: 240-997-5868
email: cjs29@georgetown.edu
Office Hours: appointment
Please note that this syllabus is subject to revision. Students will be notified of all revisions.
COURSE OBJECTIVE
This course provides you with an introduction to the study of marketing in modern organizations. The course is designed to introduce business students to the fundamental aspects of marketing: how organizations discover and translate target audiences’ needs and wants into strategies for providing compelling value propositions that maximize organizational objectives.
For students majoring in marketing, this course is intended to provide a foundation on which to build subsequent marketing courses and work experience. For students majoring in other business disciplines, this course is intended to help you understand the objectives and typical strategies of marketers with whom you will interact professionally. For all students, the course is intended to enhance your appreciation of the different activities that we encounter every day as consumers.
After completing this course, you should be able to:
▪ Bring a consumer perspective to business situations;
▪ Apply the key marketing principles and use the appropriate terminology to discuss marketing issues;
▪ Analyze how trends and environmental factors influence marketing strategy and performance;
▪ Exhibit a solid understanding of the marketing mix variables (4P’s) and their potential impact;
▪ Understand how to construct a marketing plan;
▪ Coherently discuss basic issues of marketing strategy.
▪ Understand the critical factors in international marketing
As a survey course intended to provide an overview of marketing concepts and tools, the class material will, by necessity, favor breadth over depth of coverage. Students interested in pursuing careers in marketing should follow up this class with other courses offered by the MSB Marketing department such as Consumer Behavior, Marketing Research and Marketing Strategy.
COURSE MATERIALS
▪ Textbook: Gary Armstrong and Philip Kotler, Marketing: An Introduction (11th edition). Upper Saddle River, NJ: Prentice Hall, 2013. ISBN-13:978-0-13-274403-4
▪ Course packet with Harvard Cases and articles (see instructions in Blackboard)
▪ Course management website via Blackboard
Students are encouraged to read several newspapers and periodicals available in the library or on the internet that have particular relevance to marketers. These include Wall Street Journal, Harvard Business Review, The Economist, Ad Week, Business Week, Brand Week, and Advertising Age. Social media websites, blogs and online videos can also be great sources of marketing insight and discussion. (You are encouraged to bring to class examples that you think your colleagues – and professor – might find interesting.)
COURSE EXPECTATIONS AND FORMAT
MARK 220 will require you to analyze and synthesize a great deal of information, including numerical challenges. It will expose you to many different concepts, ideas, and terminology and thus will involve a lot of reading. Your grade will reflect how well you know, understand and can utilize these concepts. It is your responsibility to spend sufficient time and effort to read and study the material. Students are expected to read the assigned chapters and readings before coming to class.
The class sessions will include lectures, discussions, videos, and class exercises. The lectures will emphasize key concepts and provide guidance in applying these concepts to practical situations. Class exercises, videos and case studies will help reinforce these concepts. Note that class sessions will not cover all of the material in the textbook – they will cover the most important ones but students are expected to pick up the remainder on their own. Class lecture PowerPoint documents will be posted on Blackboard.
GRADING:
Your grade will consist of 4 different types of assignments, which will be combined according to the weights shown below:
Exams:
Midterm Exam 25%
Final Exam 25%
Four Team Case write-ups 25%
One Team Case presentation 10%
Class participation 15%
Exams (60%)
Two exams will be given during the semester. Exams will include both multiple choice/short answer and essay questions based on the textbook, readings and other items discussed in class. Exams are to be done completely independently; any student found cheating will be subject to the maximum university penalties.
Case write-ups (20%)
Five cases will be assigned that will have specific questions to be answered. Each team must prepare four case write-ups, The key to a good case analysis is to interpret case material in order to develop a strategic review of the alternatives available to resolve the issue(s) presented in the case. Repeating the key case facts (summary) is NOT an analysis. The analysis comes in the form of using the information provided in order to support or detract from possible alternatives that you believe might truly resolve the issues presented. We will discuss the cases in class.
. Students will work in assigned teams to address and analyze the cases listed in the syllabus. Students will form teams of no more than 5 members and no less than 4 members. (Note: The instructor will allow exceptions if the class size does not allow the exact distribution.) A team case analysis copy is to be handed in by the student teams on the day they are assigned for class discussion and/or presentation. These are to (1) be typewritten, double-spaced, and not to exceed three (3) pages, (2) be professional; i.e., clear and concise in language and format, and (3) include specific answers to all case questions. A good format will include a brief situation analysis/background, problem analysis, and specific recommendations. Addenda may be added to the page limit to allow exhibits, graphs, and tables. Please cite all outside research. Always use a cover sheet and only print on one side. It is understood that a group report constitutes an equal effort on part of all of the members.
Case Presentation 10%
In addition to the case write-ups, each team will be assigned one presentation case. Each team will present the assigned case in class in PPT format. These cases will be assigned at the beginning of the course. Case presentations will be expected to be detailed, analytical, strategic, and creative.
Note: I will not accept late assignments. No makeup exams or substitute assignments will be given for unexcused absences. Contact me before missing the assignment so that we can make alternative arrangements prior to class.
Class Participation (10%)
Class participation is not optional. You will learn more if you are actively involved in class discussions.
To earn a high grade for participation, students are expected to contribute regularly in class discussions. Students must read the assignments before coming to class. Participation points will be allocated based both of the frequency and quality of your contributions. Please note that I realize that individuals come to this class with different backgrounds and this is likely to be your first marketing class. No one can possibly know all of what there is to know. The way to learn is to dive right in. As long as your comments are relevant they will count towards your participation grade.
There are cases identified in the class as Class Discussion Cases. You are expected to prepare for these cases individually or with your teams and actively engage in class discussion. These cases offer you an excellent opportunity to score well on class participation grades.
Class participation grades will be based on the judgment of the instructor. You can expect to receive the following grades based on your involvement with the class:
90-100% - Very well-prepared and has something relevant to say almost every class.
80-89% - Adequately prepared and contributes during the majority of class sessions.
70-79% - Adequately prepared but contributes only on an occasional basis.
60-69% - Adequately prepared but seldom volunteers to speak.
Below 60% - Inadequately prepared and never voluntarily contributes.
Note that negative in-class behavior (lateness, chatting, leaving class early, texting, using the phone or laptop to browse the internet during class, etc.) will have a negative impact on your class participation grade.
If students wish to attend another section of this class, they need to obtain permission from the instructor before each class period.
Final letter grades will be based on the ranking of class members across all sections of MARK 220 taught by this instructor. Letter grades will be assigned to closely approximate the following distribution (curve) which has been approved by the MSB marketing faculty:
|Grade |% |
|A |15% |
|A- |20% |
|B+ |20% |
|B |20% |
|B- |10% |
|C+ and below |15% |
Unless a computational error has been made, grades will not be changed after the end of the semester. Please do not come to my office with “extenuating circumstances” for why your grade should be changed.
HONOR CODE
As signatories to the Georgetown University Honor Pledge, and, indeed, simply as good scholars and citizens, you are required to uphold academic honesty in all aspects of this course. You are expected to be familiar with the letter and spirit of the Standards of Conduct outlined in the Georgetown Honor System and on the Honor Council website. As faculty, I too am obligated to uphold the Honor System, and will report all suspected cases of academic dishonesty.
ATTENDANCE POLICY
Students are responsible for adhering to all course procedures and policies set down by an instructor for the successful completion of a course, including class attendance; absence from a class for whatever reason carries with it the obligation of making up missed work.
Class as a professional environment
Professional conduct is expected in every class. This means arriving for class on time, contributing constructively, and showing respect to the instructor as well as fellow students. Personal computers are allowed in class with the understanding that they are being used for class productivity (e.g., note taking, fact checking, concept clarification, etc…).
No social networking or emailing is allowed during class. All other electronic devices are to be turned off during class. If you have to miss class, send the instructor an e-mail as a courtesy.
SPECIAL NEEDS
If you have a disability, or believe you might, and would like to receive accommodations in my course, you should contact the Academic Resource Center (arc@georgetown.edu) to register as a student with disability, or for an evaluation referral. The center is located on the third floor of the Leavey Center, Suite 335.
Intellectual Property Policy/Privacy
Recordings of presentations, lectures and discussions are not permitted without specific written permission of the participants. If you have a good reason to record a class, please discuss with the instructor.
SCHEDULE
The following is a tentative schedule. Any changes will be announced in class and/or via e-mail.
|Session |Topic |Reading |Assignment |
|07/06 |Introduction |Chapter 1 | |
| |Creating and Capturing Customer Value | | |
|07/07 |Strategic Marketing Planning |Chapter 2 | |
| | |Reading: Companies and the | |
| | |Customers Who Hate Them | |
|07/08 |Marketing Environment and Marketing Research |Chapters 3, and 4 | |
|07/09 |Marketing Environment and Marketing Research |Chapters 3 and 4 | |
|07/13 |Consumer Behavior |Chapter 5 |Rosewood Hotels case write-up due |
| | | | |
|07/14 |Consumer Behavior |Chapter 5 | |
|07/15 |Market Segmentation, Targeting and Positioning |Chapter 6 |Crescent Pure case write-up due |
|07/16 |Market Segmentation, Targeting and Positioning |Cialis Case | |
|07/20 |MIDTERM EXAM | | |
|07/21 |New Product Development |Chapter 8 | |
|07/22 |Managing Products/Branding |Chapter 7 | |
|07/23 |Managing Products/Branding |Article: Should you Launch a |Mountain Man Brewing case write-up due |
| | |Fighter Brand? |(presentation case) |
|07/27 |Product Life Cycle and Managing Services |Chapter 7 |Wheaties Case: Class Discussion case |
| | |Article: Want to Perfect Your | |
| | |Company’s Service? | |
|07/28 |Pricing the Product |Chapter 9 |Kingsford Charcoal case write-up due |
| | |Reading: Pricing and the |(presentation case) |
| | |Psychology of Consumption | |
|07/29 |Distributing the Product |Article: Pricing and the | |
| | |Psychology of Consumption | |
|07/30 |Marketing Channels |Chapters 10, 11 and 14 |Beyoncé case: Class Discussion case |
| | |Article: The Future of | |
| | |Shopping | |
|08/03 |Promotional Strategies |Chapter 13 | |
|08/04 |IMC (Advertising) |Chapter 12 |Adidas Brand-in-Hand case write-up due |
| | | |(presentation case) |
|08/05 |IMC (Social Media and PR) |Online Deal Sites case |Public Relations – Guest Speaker |
|08/06 |Wrap-up |Chapter 12 | case: Class Discussion case |
| | | case | |
FINAL EXAM: To be announced
CASE QUESTIONS
I. Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value
This case touches on various aspects of brand management including the role of brand definition as a key strategic business activity. The case examines the issues of “branded houses” and “houses of brands”. The primary focus of the case is on the concept of customer lifetime value (CLTV).
Case Questions
1. Why is Rosewood considering a new brand strategy?
2. What are the pros and cons of moving from individual brands to a corporate brand?
3. Will the move to corporate branding maximize customer lifetime value?
II. Mountain Man Brewing
The MMBC case allows students to understand the concept of brand equity, how it is created, and how brands can be used as platforms for growth. This case examines marketing segmentation, explores the concept of product line extension using and existing brand name, and introduces the concepts of cannibalization and brand alienation.
Case Questions:
1. What has made MMBC successful? What distinguishes it from competitors?
2. What has made MMBC such a strong brand? What is its “brand equity”?
3. What has caused MMBC’s decline in spite of its strong brand?
4. Should MMBC introduce a light beer? Should MMBC launch Mountain Man Light? What other options does MMBC have?
III. Kingsford Charcoal
This is a great introductory case to Integrated Marketing Communications and a good step forward from our studies of consumer behavior, competitive strategy, STP (segmentation, targeting and positioning), and pricing. The case presents a business problem for the two Kingsford brand managers to solve.
The brand managers must use disciplines of marketing analysis and the STP process that we have studied before they can decide the appropriate integrated marketing communications tools available to them to solve their problem. You need to decide upon an integrated action plan.
Case Questions:
1. What is the business problem the brand managers need to solve?
2. Identify how the segmentation information can affect the objectives of your competitive strategy and marketing action plan.
a. Who is the target?
b. What are you competing against?
c. What objectives are you setting for Kingsford given their position and situation?
3. What is the core communications message? (one sentence)
4. What do you expect will be the major elements of your integrated marketing action plan?
IV. Adidas Brand-in-Hand case
This case focuses on adidas’s use of mobile marketing as a part of their overall integrated marketing communications efforts. The case presents a situation in which adidas is set to launch a new mobile marketing program centered on their use of five-time Grammy nominee, hip-hop star Missy Elliott and her own line of adidas-branded clothing. Adidas had success with mobile marketing before with their Road to Lisbon soccer campaign.
Case Questions:
1. What is adidas’s competitive position in the marketplace?
2. Based on the case information, what is adidas’s positioning?
3. What were the major factors that contributed to the success of the Road to Lisbon integrated marketing campaign?
4. Do you believe that the Missy Elliott campaign is well conceived and planned?
V. Wheaties (Class Discussion case)
The Wheaties case examines one of the most iconic and recognizable brands in the United States. The case analyzes the concept of product life cycle and the drivers of a brand’s decline in a mature category. Students will study how brand line extensions may and may not help extend a brand’s vitality.
Case Questions:
1. Why has Wheaties been so successful in the past? What key factors changed that success by the mid-2000’s?
2. What are the causes of the problems Wheaties is experiencing?
3. What do you think of the consumer insights the Wheaties team uncovered?
4. What is your strategy? What would you change/keep? Why? Note: replacing original Wheaties is not an option.
5. How would you execute?
VI. Crescent Pure case
The Crescent Pure case explores product positioning based on a combination of customer segmentation and product differentiation analyses. The case demonstrates how product position should be reflected in various elements of the marketing mix. It also exposes students to perceptual mapping as a research technique.
Case Questions:
1. Given that Crescent is PDB’s first entry in the U.S. sports and/or energy beverage markets, what must PDB do in regard to Crescent’s pending launch?
2. What factors should influence the positioning of Crescent?
3. How is the market segmented? Which segment should Crescent target?
4. What are the pros and cons of positioning Crescent as an energy drink, a sports drink, or a healthy organic beverage?
VII. Beyoncé case (Class Discussion case)
This case examines effective product release strategies in the music industry. The case provides an excellent opportunity to ask why product release strategies traditionally look very different and explore innovative tactics. Specifically, the case examines how advances in digital distribution affect marketing channels. It also examines how digital technology impacts markets more generally. The case also examines the role of collaborators in marketing. Finally, the case examines the growing power of superstar celebrities.
Case Questions:
1. Do you believe this was a gamble worth making for Beyoncé and her team at Parkwood?
2. In what way is the launch different from more traditional music releases? How should we evaluate the innovative launch in the context of an evolving music industry?
3. Do you think the concerns about possible adverse reactions, for instance from traditional music retailers, are warranted? Is there anything the team can do to address those concerns?
4. Sony Music’s label, Columbia Records, with whom Parkwood partnered on recorded music activities, shares the costs of the album. Do you feel they should have signed off on the launch strategy, or should they have insisted on any changes?
5. What do these developments suggest about the role and power of superstars like Beyoncé – and their companies like Parkwood – in the music industry?
VIII. Confronts “Click-Through” Competition
This case examines the Internet industry’s structure, especially the marketing implications related to channel power and influence (e.g., the role of the search engine). It involves a comparison of niche and general interest media properties and “impression” vs. “click”-based advertising models.
Case Questions:
1. What does an advertiser want? Sales, leads, brand awareness? What are the best metrics for measuring these?
2. What specific consumer behaviors determine whether or not a business model produces the results and advertiser wants?
3. What is the best argument Heather Yates can make to justify charging Windham Pharmaceuticals for impressions instead of click-throughs? Does she have acceptable alternatives?
4. What value to the consumer does a general interest site contribute that a niche site can’t? Which is the more defensible business model?
5. What steps can MedNet take to address emerging competitive threats?
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