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Instructor: Office: Office Hours: Objectives: The overall objective of this course is to help students understand the process of formulating and managing marketing strategy, and students are expected to have a detailed understanding of the concepts and analytical underpinnings of marketing management. Students are expected to demonstrate their ability to integrate their business skills acquired in other courses in class discussions, analyzing cases and in tests. The specific objectives of this course will include: Srini S. Srinivasan Matheson - 505D Will be announced in the class.

An appreciation of the current marketing environment and knowledge of the analytical techniques required to evaluate elements within it, such as consumers, market segments, competitors and marketing resources.

An understanding of marketing strategy, its formulation, implementation and evaluation. A comprehension of the variables comprising the marketing mix (product, distribution channels, pricing and promotion) necessary to market products and services effectively.

The course requires a mix of individual and group work, and students taking this course should be prepared to spend a substantial amount of time outside the class in reading the assigned materials. The course draws heavily from Markstrat Online (simulation for developing strategic market orientation), cases and assigned readings. The Markstrat Online marketing simulation pits five (or six) firms within a consumer electronics good market against one another. The performance of your firm in Markstrat Online (as measured by the share price) will be a far greater determinant and will greatly influence your grade in this course. This grading scheme is meant to encourage you to make realistic decisions and discourage you all from using game-beating strategies. Textbook: MARKSTRAT ONLINE by Jean-Claude Larreche and Hubert Gatignon: Southwestern College Publication Reading Packet (including the cases) can be purchased from the Campus Copy Center, 3907 Walnut Street, Philadelphia, PA 19104. Phone: (215) 386-6410 Course Organization and Content:

copyright 2005 S. Srinivasan

This course is not an introductory course in marketing, and is meant for students who have a thorough grasp of the conceptual and analytical underpinnings of marketing management. The teaching format of the course comprises lectures, case discussions, and decision-making using MARKSTRAT ONLINE and class presentations. The tentative list of cases / issues that will be covered in the various classes are given below (the instructor reserves the right to change the schedule/material covered in each class). CLASS SCHEDULE Week Topics To Be Covered/Markstrat Decisions To Be Made Introduction to the Course Formation of the Groups Markstrat Decision for Period 1 Customer Relationship Management (CRM) Reading Assignment (To be completed before coming to class)

MARKSTRAT - Introduction Issues to consider before making Markstrat decisions.

Chapters 2,3,4,5 & 6 of MARKSTRAT Manual Abb Traction Inc. (Group 1) (sample presentation of ABB) MARKSTRAT Decisions

Markstrat Decision for Period 2

Chapter 7 of MARKSTRAT Manual Case - Harmon Foods MARKSTRAT Advanced Decisions

What the Hell is Market Oriented Case - Coca Cola (Japan) (Group 2) Sample past presentation Case - Dunkin Donuts (Group 3) Marketing Myopia Financial Aspects of Marketing Management Why Satisfied Customers Defect? (Group 4) Marketing Mathematics Globalization of Markets (Group 5) Power of Trust in Manufacturer Retailer Relationship (Group 6)

Markstrat Decision for Period 3

Markstrat Decision for Period 4 Markstrat Decision for Period 5 Markstrat Quiz

7 8

Markstrat Decision for Period 6 Markstrat Decision for Period 7

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9 Markstrat Decision for Period 8 10 Strategy -Presentation/Discussion

Review for test Quiz Markstrat Results

Sample Presentations

Grading: Being a seminar course, this class will require you to come prepared to discuss the assigned reading materials. Grading for the course will be based upon the following criteria: Class Quiz / quizzes Case/article presentation (25 minutes/group) Class participation Markstrat Quiz Markstrat Performance of your company (as measured by its Share Price) {Highest - 400 points, Second - 390 points, Third - 370 points, Fourth - 360 points, Fifth - 350 points, Sixth - 350 points} Markstrat presentation (strategy used, presentation style, presentation OH slides quality, handling of audience queries). Total 450 150 150 150 400

250 1550

Grades for group assignments including MARKSTRAT decisions, and all presentations, will be scaled according to peer evaluations to arrive at individual grades. Class participation grades are based on the quality as well as quantity of participation in every single class. Before coming to the class, you are expected to read the assigned materials (including cases) and come prepared to answer questions from them. Neither requests for incomplete grades nor offers to perform "extra credit" work will be entertained. Academic dishonesty in any form will result in a failing grade in this course.

The letter grade for the course is given based on the following table (the instructor reserves the right to change the grading scheme):

copyright 2005 S. Srinivasan

Percentage Points earned 96% - 100 % 93% - 95% 90% - 92 % 86% - 89 % 83% - 85% 80% - 82 % 76% - 79 % 73% - 75% 70% - 72 % 65% - 69 % 61% - 64 % Less than 61%

Letter grade A+ A AB+ B BC+ C CD+ D F

copyright 2005 S. Srinivasan

Discussion Questions For Cases: The following questions are only indicative in nature. Please also address other relevant issues. Coca-Cola (Japan) Company: 1. 2. 3. 4. 5. Why has Coca-Cola (Japan) been successful in the Japanese market? Is the marketing approach of CCJC different from the marketing approach of Coca-Cola in the United States? How? How is the Japanese beverage market segmented? What is the market potential for a tea product in Japan? Should Coca-Cola enter the tea market in Japan? Why / Why not?

Harmon Foods Inc.: 1. 2. What are the implications of poor forecasting? Develop a forecasting model using regression for the first 44 months of data (January 1984 - June 1987). Keep the last four months of data (Sep 1987- Dec 1987) for validating your model. Use (sales of Treat/seasonality) as the DV. The IVs are consumer promotion - use consumer packs in number of cases as a surrogate (Exhibit 2) and trade promotions (Exhibit 3). Interpret the meaning of each coefficient. How well does the model forecast the sales for the period Sep 1987-Dec 1987? Will you recommend this model to Caswell? How can you improve the model?

3. 4. 5.

Dunkin Donuts: 1. 2. 3. 4. 5. 6. Assess Dunkin Donuts strengths, weaknesses, opportunities and threats. How important are bagels to the Dunkin Donuts business? Provide an overview of the bagel market. Evaluate the alternatives available to Booras and his bagel team. What is your recommendation? Is there anything that Dunkin Donuts management could have done to avoid the current situation?

copyright 2005 S. Srinivasan

ABB Traction Inc.: 1. 2. 3. 4. 5. 6. 7. What decision is ABB facing? Regarding ABBs philosophy, what does it mean to balance the contradiction of being both local and global? Assess ABBs strengths, weaknesses, opportunities and threats. Does ABB have any internal and external characteristics that make it a good fit with Amtrak? If so, what are they? What marketing alternatives can ABB pursue? How should ABB market itself to Amtrak? What type of marketing relationship is ABB seeking with Amtrak?

Overview of Financial Statements: This write-up refreshes your memory on balance sheet, income statement and cash flow statements.

copyright 2005 S. Srinivasan