Johns Hopkins University



Johns Hopkins UniversityMarketing StrategySpring 2010 SyllabusCOURSE TITLE: Marketing Strategy—660.350LOCATION: 216 HodsonMEETING TIME:Tues./Thurs. 10:30-11:45 a.m.PROFESSOR: Leslie L. KendrickOffice: 104 WhiteheadOffice Phone: 410-516-4586 email: kendrick@jhu.eduOFFICE HOURS: Mon. /Wed., 2-3 p.m. REQUIRED TEXT:Cravens & Piercy, Strategic Marketing (ISBN: 978-0-07-338-100-8), 9th edition, 2009, McGraw-Hill. Online text available for purchase at: .Readings Packet--to be provided to students by Professor. PREREQUISITE:Principles of Marketing (660.250).COURSE OBJECTIVES:1. To provide students with hands-on experience formulating, implementing and controlling a strategic marketing program for a given product-market entry through case analysis.2. To expose students to a broad range of cases involving business and consumer product firms, for profits and non-profit organizations and domestic and foreign companies.3. To develop an understanding of how the marketing mix can be integrated to achieve marketplace success.4. To identify appropriate marketing strategies for new, growth, mature and declining markets.5. To enhance communication, critical thinking and team-building skills and to apply these skills in a real-world, hands-on case project.METHODOLOGY:These course objectives will be pursued through the use of class and group discussion, case studies, videotapes, in-class exercises, a guest speaker and a group project with written and oral presentation components. COURSE PROCEDURES:1. Prior to every class, each student is expected to read the assigned chapter(s), articles and case studies. Students should come to class prepared to share their thoughts and views on the material.2. If you must miss a class, it is your responsibility to get the notes from lecture, videos, cases, speakers, etc. from another student and/or have a student tape record the lecture. 3. All assignments must be typed and submitted at the beginning of class on the due date. Late work will not be accepted since cases will be analyzed in class. Assignments turned in late will receive a zero. If a student knows they will not be in class on a day a quiz will be taken or an assignment is due, it is the responsibility of the student to call the instructor prior to class and arrange to email or fax the homework to the instructor prior to class or by a mutually agreed upon time. For extreme illness and other emergency situations, students are required to obtain documentation from their College's Advising Office or a physician for submission to the Professor.4. All assignments must be typed using double spacing and 11- or 12-point type. Points will be deducted for submissions that are handwritten. Multiple paged assignments must be paginated and stapled. Please do not use paperclips.5. All assignments should be spell-checked and grammar checked prior to submission. Points will be deducted for spelling and grammar errors.6. No make-up quizzes or assignments will be given. If students arrive late to class and miss a portion of the quiz, they will have to do the best they can in the time remaining.7. Honor Code & Plagiarism: Students of the Johns Hopkins community are expected to conduct themselves honestly on all academic assignments. The students of this college have a collective and individual responsibility for the ethical welfare of themselves and their peers. Students who submit materials that are the products of their own mind demonstrate respect for themselves and the community in which they study. Each student has the responsibility to document the following in individual and group papers:a) Quotations (the exact words/data from another person)b) Paraphrase (the rewording of another person's ideas/data)c) Combination of quotation and paraphraseThis applies to all sources of information, including company brochures, phone or in-person interviews and Internet information. All outside sources of information should be clearly acknowledged. If there is any doubt or question regarding the use and documentation of outside sources for academic assignments, the MLA stylebook should be consulted. The University’s policy on disability accommodations is as follows. Students must present their instructor with a letter from Dr. Richard Sanders (Director of Academic Advising in Arts & Sciences), stating the disability and the exact accommodations needed.? If the student is unable to provide a letter, no special accommodations will be given.?STUDENT LEARNING METHODS/COURSE REQUIREMENTS:Class Participation. Students are expected to complete all assignments on time, to attend all classes and to be prepared for discussion sessions. Students should have read, studied and thought about the assigned material for each class. Students are expected to arrive at class on time. Daily quizzes will be given at the beginning of class and students who arrive late will have to do their best in the time remaining. Participation points will be deducted for students who leave class early—i.e. after they have taken the quiz.Quizzes. In order to encourage students to do the assigned reading in advance of class, a quiz will be given at the beginning of the Tuesday class period. This quiz will consist of eight true/false questions that cover major concepts from the current period's assigned readings (text chapters, cases and articles) and will be worth up to 8 points, 1 point for each question. No make up quizzes will be given. If students miss a class for any reason, their quiz grade will be zero for that day. Only the top 10 of 11 quiz grades will be counted, for a total of 80 quiz points for the semester. Studying for the daily quizzes will not only prepare students for class, but also allow for better integration of text concepts into the group case assignment due at the end of the semester.Case Data Analysis Assignment. This individual assignment will serve to familiarize students with "working the numbers" in a marketing case. Students will be required to analyze the data provided in the supplemental Bear Creek Golf Case, answer the questions provided by the Professor (separate handout) and then submit this assignment at the beginning of class on the due date noted in this syllabus. This assignment also serves to familiarize students with the level of analysis expected for the final group case/presentation.Case Questions/Analysis Assignments. Each student will be responsible for doing the following individually: 1) Submitting to the instructor typed answers to the case questions provided at the beginning of class and 2) Analyzing case data to support answers to questions (where applicable) and including it in separate labeled attachments. NOTE: Case Questions may not be turned in at the end of class or after class, since they will be discussed during class. If a student is ill, they must email it as a Word attachment to the Professor prior to 10:30 a.m. on the day of class.Case Study Components. A "building block" approach, where students have the opportunity to start analyzing cases, one component at a time, will be used in this course. A description of each case component is included in Appendix A. In addition, sample "component" papers will be distributed prior to assignment due dates. Each student will be required to submit case component reports throughout the semester, according to the due dates in the Course Schedule section of this syllabus. A total of four case study components will be done individually. This includes the Situation Audit, SWOT Analysis & Problem/Decision Statement and the Identification and Analysis of Alternatives.Individual Case. Each student will prepare one full individual case write up on Coke Japan. This will include all case study components described in Appendix A, pages 10-12. Length should be 8-10 pages double spaced (including SWOT worksheet) but excluding appendices, spreadsheets, etc. Students are not to use any outside sources (library references, Internet, etc.) for this project since actual company actions taken since the case was written may bias student recommendations. The only exception is that students may reference their textbook, case book, or articles disseminated by the instructor. Points will be deducted for use of outside sources. In addition, only data provided in the case is to be used. Assumptions may be made regarding missing or incomplete information in the case; however, they must be stated clearly in footnotes or in an appendix. Team Case. Teams will choose one of the following three cases for this assignment: Capital Magazine (France), Cima Mountaineering or Metropolitan Museum of Art. Each team will analyze their case and the data within it and prepare a written case analysis (containing all case study components described in Appendix A) for the Professor by the end of the semester. Some guidelines that should aid your group with its team case analysis are included in Appendix B. A corresponding oral presentation will be done by each team as well.Teams are not to use any outside sources (library references, Internet, etc.) for this project since actual company actions taken since the case was written may bias student recommendations. The only exception is that students may reference their textbook, case book, or articles disseminated by the instructor. Points will be deducted for use of outside sources. In addition, only data provided in the case is to be used. Assumptions may be made regarding missing or incomplete information in the case; however, they must be stated clearly in footnotes or in an appendix. Each team will be responsible for submitting one copy of their team's written report and one hard copy of the Powerpoint slides at the beginning of class, prior to their team's oral presentation. The written report should include all of the case components noted in the appendix and should be about 10 pages long (excluding appendices). The oral presentation should be a maximum of 25 minutes long.Peer evaluation will be used for the written portion of this project as an incentive for teams to work together cohesively.Teams should review "Pitfalls to Avoid in Case Analysis" in Appendix C of this syllabus prior to starting this project.Case Brief Assignment. The last individual assignment due during one of the two last class meetings is an abbreviated version of the case study components described in Appendix A. This modification has been made to minimize student preparation time when the focus is on preparation of team cases. The Case Brief consists of the following: 1) Problem/Decision Statement and 2) A list of two feasible growth alternatives and 3) A list of three feasible criteria upon which you would analyze them. Please do not include an analysis--just list the alternatives and the criteria by number. The Case Briefs are to be done on the team case(s) being presented by groups other than your own. For example, if your group is analyzing Case "A" and Cases "B" and “C” are being done by other groups, each team member in your group must individually prepare a Case Brief on Cases B and C.GRADING:Points% of GradeClass Participation--in class exercises, contribution to discussion, attendance4010%Quizzes (8 points/quiz, best 10 of 11)8020%Case Study Components (3 @ 25 points each)7518.75%Case Data Analysis Assignment256.25%Case Questions & Analysis (4 cases @ 10 points each)4010%Individual Case Analysis307.5%Case Brief Assignment(s)--1/2 a page per case102.5%Group Project10025%--Oral presentation (20 points)--Written report (80 points)TOTAL400100%Grades will be awarded on the following basis:97%+ A+93%-96% A90%-92% A-87%-89% B+83%-86% B80%-82% B-77%-79% C+73%-76% C70%-72% C-60%-69% DBelow 60% FCOURSE SCHEDULE--MARKETING STRATEGY DateTopic(s)ReadingJan. 26Course Introduction & Syllabus ReviewText: Ch. 1Market Driven StrategySample quiz (not graded)Video: Stanford's "A Tale of Two Restaurants"Jan. 28NY Times Case 1-2NY Times Case 1-2 Feb. 2Strategic Marketing Planning &Text: Ch. 1A, 2Markets and Competitive SpaceBoston Redsox Case (suppl.) J&J Case 2-4J & J Case 2-4Kodak vs. Fuji (suppl.)Kodak vs. Fuji (suppl.)Quiz #1Articles: 1, 2Feb. 4Due: Boston Redsox case questionsFeb. 9Strategic Marketing Segmentation &Text: Ch. 3, 5Learning About Customers and MarketsBear Creek Golf (suppl.)Campbell’s Soup Case 2-3 (suppl.)Campbell’s Soup Case 2-3Exercise: Launching a New Medical Journal(suppl.)Quiz #2Article: 3Feb. 11Due: Bear Creek Golf assignment (typed)Feb. 16Strategic Customer Relationship Management &Text: Ch. 4, 6Market TargetingDairyland Seed Case 6-12Nano-phase Technologies Case 6-19Nano-phase Case 6-19Quiz #3Articles: 4Feb. 18Sample Situation Audit—Food LionDairyland Seed Case 6-12Feb. 23Strategic RelationshipsText: Ch. 7Stanford Video: Jumping the CurveBlair Water Case 6-10Quiz #4Article: 5Feb. 25Due: Situation Audit Case Component—Blair Water Purifiers/India Case 6-10Sample Food Lion Problem/Decision StatementCOURSE SCHEDULE--MARKETING STRATEGY (con’t)DateTopic(s)ReadingMarch 2Innovation and New Product StrategyText: Ch. 8P&G Case 6-17L’Oreal Case 6-14Apex Chemical (suppl.)—Summary AssessmentP&G Case 6-17TableApex Chemical Case 3-3Quiz #5(suppl.)Articles?: 6, 7 March 4Due: L’Oreal SWOT Worksheet &Problem Decision StatementMarch 9Strategic Brand ManagementText: Ch. 9Sample Food Lion Analysis of AlternativesPfizer Case 6-6 (suppl.)Pfizer Case 6-6 (suppl.)Quiz #6Article: 8, 9March 11Due: Team Case Situation Audit & Problem/Decision Statement Cima Case 6-25Stanford Video: Building a Blue Chip BrandMarch 23Value Chain Strategy & Pricing StrategyText: Ch. 10, 11Wal-Mart Case 6-9Camar Case 6-16 (suppl.)Stanford Video: Dell ComputerWal-Mart Case 6-9Quiz #7Articles: 10, 11March 25Due: Camar Case Component—Analysis ofAlternativesMarch 30Promotion, Advertising & Sales Promotion Text Ch. 12StrategiesWind Technology (suppl.)Wind Technology Case (suppl.)Murphy Beer Case 6-11Quiz #8Articles: 12, 13April 1Due: Murphy Beer Case QuestionsApril 6Sales Force, Internet & Direct MarketingText Ch. 13StrategiesStone & Lewis Case 6-17 (suppl.)Innovex Case 6-21Innovex Case 6-21Quiz #9Articles: 14, 15April 8Due: Stone & Lewis Case questionsDue: Team Case Growth Alternatives & CriteriaHandout: Coke Japan Case (suppl.)COURSE SCHEDULE--MARKETING STRATEGY (con’t)DateTopic(s)ReadingApril 13Designing Market Driven OrganizationsCh. 14Duraplast Case 6-8Duraplast Case 6-8Quiz #10Article: 16April 15Due: Coke Japan Individual Case April 20Marketing Strategy Implementation and ControlCh. 15, 15A& Marketing MetricsNY Islanders (suppl.)NY Islanders case (suppl.)Bacova Guild Case (suppl.)Bacova Guild Case (suppl.)Quiz #11April 22Due: Bacova Guild Case QuestionsApril 27Guest SpeakerApril 29Due: Case Briefs (on other teams’ cases)Case Project Team TimeMay 11Final case project due—written paper and oral presentations.Time: 9 a.m. -12 noonCourse Wrap-up and EvaluationsAPPENDIX ACASE STUDY COMPONENTSBelow you will find detailed explanations of each of the components of a written case study. You will have the opportunity to develop your individual case analysis/preparation skills through the case component assignments due throughout the semester. The only component we will not practice individually is the "Recommendations" section, however, a sample Recommendations section from a previous semester's team project will be made available for you to review.Each team's oral presentation will include all of the components below except the Executive Summary.Executive Summary (1 to 1 1/2 pages)* Summarizes the entire report. One to two sentences synopsize key points from each section, including the Recommendations. The purpose of the Executive Summary is to provide the reader with an abbreviated synopsis of your analysis, findings and recommendations, which can be read quickly.Situation Audit (2 pages)* The situation audit provides a brief overview of the keys aspects of the case. Subheads for each section are preferred.* Three "required" areas to cover: Market Analysis and Trends, Competition and Financial Performance (includes reference to financial case data you have analyzed and attached). Optional areas to cover (will differ for every case-you must ascertain the case focus): Corporate Mission/Objectives, Target Market Strategy, Positioning Strategy, Marketing Program Activities (product, price, promotion, placement).SWOT Analysis Worksheet (2 pages/worksheet format)* Dissect case and transfer all relevant information to worksheet.* Remember that your "Internal" factors, whether "strengths" or "weaknesses" apply to what the company itself has done to date.* When completing the "External" portion of the worksheet, consider the industry and the external factors that may impact it in the future, and remember that much of this information will not be supplied in the case.Problem/Decision Statement (1/2 page or less)* Identify the main problem, opportunity, or issue in the case. State it as a question. Make sure that you aren't confusing "symptoms" with problems. A decline in sales and/or profit would be symptoms of a problem. For example, perhaps the company is not targeting the appropriate market. Or, a new competitor with a superior product may have entered the market recently, having an impact on sales.* If two or more unrelated problems are noted, rank them in order of importance. It is possible for one solution to solve multiple problems.Identification and Analysis of Alternatives (2 pages)* Identify two "growth strategy" alternatives-product development, market development, market penetration, diversification that seem the most feasible for the company, given the information provided in the case. * Identify three criteria upon which each alternative will be evaluated and state these criteria (i.e. Profitability, Industry/Market Growth Potential, Strategic/Organizational "Fit", Resource Requirements, Competitor Reactions). Keep in mind that the single most important factor for many marketing decisions is profitability, so this should almost always be one of your factors. NOTE: Sales Potential should only be chosen as a criterion when Profitability cannot be calculated, since Profitability incorporates sales potential. * Evaluate each alternative in terms of each criterion as was done in the sample student papers distributed in class. Remember that the sample student papers were based on different cases, so don't assume that the criteria for the sample case will be relevant for your case.* Developing a Company Summary Assessment table (see p. 677 in CLC Case book—handout from Instructor) will complement your written analysis and aid you/your group in deciding what your final recommendation will be. The table should include each of the criteria chosen for your analysis. This table is not a substitute for a strong analysis of each alternative based on the criteria chosen. (For the group case, this table may be included in an Appendix, but should be referred to in the body of your paper.)Recommendations (2 pages)* Recommend (by name) one of the alternatives identified in your analysis. This recommendation should logically "flow" from your Analysis of Alternatives section.* Discuss the specific actions (including the development of marketing or other plans) that should be taken to support the chosen alternative. Make sure to discuss target markets, market segmentation and the 4 P's as they relate to your recommendation. In addition, all groups should apply material from text Chapters 9, 10 and 11 as appropriate. For the "promotion" element of the marketing mix, please provide some detail on personal selling, advertising, sales promotion and public relations. These are just a few questions that should be considered...Will you be developing new products?Will pricing change?What adjustments will be made in the promotional mix (advertising, personal selling, sales promotion and public relations)?Will adjustments need to be made regarding distribution channels?* Explain who will do what, when and where (i.e. Will additional staff or departments be needed if your recommendation is implemented? Who will handle implementation? What is the timeframe for implementation? What controls (refer to text Chapter 14) will be in place to identify/correct problems quickly?)* Project the expected costs and returns associated with your recommendations. Spreadsheets or other calculations should be included in Appendices labeled "A", "B", etc. but you may refer to results in body of text. All data and/or calculations should be footnoted and all assumptions made should be explained in an appendix.* Explain the contingencies that may alter the attractiveness of your recommendation (anything internally, within the company, or externally, in the environment). Hint: Refer to the Weaknesses and Threats portions of your SWOT.Remember: No outside research for this assignment. But, all case data/ideas and text material used in your paper must be footnoted. For groups' oral presentations, a "Source" line should appear at the bottom of every Powerpoint slide documenting case/text data/material that is referenced in that slide.APPENDIX BTEAM CASE--GENERAL GUIDELINES* Outside research is not permitted (and points will be deducted for evidence of use of outside resources, including company web pages). * Groups are expected to demonstrate their understanding of text concepts through use of relevant text terminology, application of text concepts/models, etc. In addition, groups are expected to "work the numbers" provided in their case, which includes stating assumptions where necessary. The "learning objectives" for your case (noted on the team case selection handout) provide hints as to its focus. NOTE: Please do not define marketing terms/concepts within the body of your paper--assume that fellow students and the instructor are familiar with the text concepts/definitions. You may paraphrase or quote Walker or Cravens, but you will then need to use footnotes/endnotes.* Work smart! Assign deadlines for sections and set up group meetings as soon as groups are formed! Although your group will need to meet a few times, sections of the case can be assigned to pairs or individuals so that some team members can begin immediately. Use email, fax and phone to elicit feedback on drafts. Please make backup copies of all material on disk! Also, make sure to have several team members (if not the whole team's) input for every section as a checking mechanism (to insure that all major issues have been addressed).* Discuss with your team members their personal areas of expertise—i.e. you want to identify those team members who are strong writers/proofreaders...vs. those who are more comfortable analyzing case data and developing financial statements and financial ratios...and assign tasks accordingly. Also, consider that assembling and proofing the paper and the Power Point presentation will take some time, so keep this in mind when delegating work for each team member.* All group members should review "Pitfalls To Avoid In Case Analysis" in Appendix C in the syllabus before beginning work on their case.APPENDIX B (con't)TEAM CASE—POINT ALLOCATIONSWritten Portion (80 points total):Section# PointsExecutive Summary5Situation Audit (due 3/12)8SWOT Worksheet12Problem/Decision Statement (due 3/12)5Identification and Analysis of Alternatives (include financials in appendix)25Recommendations (includes financials)25Total80NOTE: Since there is no mid-term or final exam in this course, integration of text and readings concepts must be evident throughout the written portion of the team case project or points will be deducted.Oral Portion (20 points total):Section# PointsSituation Audit3SWOT Highlights (includes key elements only)3Problem/Decision Statement2Identification and Analysis of Alternatives5Recommendations5Presentation (professionalism, knowledge of material, clarity of presentation)2Total20APPENDIX CPITFALLS TO AVOID IN CASE ANALYSISThe following are selected "pitfalls" provided by J. Paul Peter and James H. Donnelly, Jr., in A Preface to Marketing Management, 7th edition, Irwin, 1997. Students should make sure to review this list carefully prior to beginning individual and team case analyses:1. Rehashing The Case Material...the instructor and other students are all familiar with the case details, so avoid using your page allowance to repeat information readily available in the case. Rather, you should focus on analysis.2. Inadequate Definition Of The Problem...students must identify the central issues and make sure not to confuse "symptoms" with "problems". For example, falling short of sales goals for a new product would be a symptom; the problem might be that the target market has not been adequately penetrated.3. Narrow Vision Analysis...cases are often labeled "pricing" cases or "promotion" cases, but this does not mean that other marketing variables should be ignored.4. The Search For "The Answer"...there are usually several viable alternatives or "answers" for every case.5. Not Enough Information...in real life, the marketing manager is often missing pieces of information that would aid in making the optimal decision. Students must make reasonable assumptions (which are stated in their papers) in order to devise a solution.6. Use of Generalities...recommendations must be specific in nature. For example, "targeting new markets" would be too general. Rather, students must suggest the specific markets to target...Target mothers with children aged 2-6 or target health conscious males under age 50.7. Realism...solutions must be realistic. For example, suggesting a $500,000 advertising campaign for a firm with sales of $1 million, would be unrealistic.8. The Marketing Research Solution...often, additional marketing research would be helpful, but it does not solve the problem or get a decision made. Students should avoid recommending additional marketing research as the solution to the problem. However, additional research may be recommended, but students must specify the type, the timeframe and a budget for the research.9. Premature Conclusions...avoid coming to a conclusion after the first reading of the case. Instead, wait until after your analysis is complete./s10350syl ................
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