University of Wisconsin-Madison

Wisconsin School of Business

Fall Semester 2019

New Marketing 765 Syllabus: Marketing Management (Revised 7/29)

Meeting times: MT: 9:30 am - 10:45 am, 11:00 am - 12:15 pm

TH: 8:00 am - 9:15 am, 9:30 am - 10:45 am
Location: Grainger Hall 2339
Instructor: Jan B. Heide (Jan)
Email: jan.heide@wisc.edu (preferred contact method)
Telephone: (608) 262 5224
Office: 3106 Grainger (mailbox on 3rd Floor)
Office hours: MW 1:00 pm - 2:00 pm and by appointment

Teaching assistant: Danielle Klunk

Email: dklunk@wisc.edu (no regular office hours)

OFFICAL COURSE DESCRIPTION

Provides a framework for evaluating marketing problems and developing a marketing strategy.
Customer, competitor, and collaborator factors are emphasized as foundations for marketing
decision-making. The key aspects of product, pricing, distribution, and promotion strategy are
also examined in the course.

Prerequisites: Declared in a Master of Business Administration Degree Program

LEARNING OUTCOMES

The main objective of this course is to give you an understanding of the key decisions that
comprise a firm’s marketing program. More specifically, you will:

1. Learn frameworks for making marketing decisions, including decisions regarding (a) new
products and services, (b) pricing, (c) distribution channels, and (d) marketing
communications/promotions.
2. Understand that an analysis of customers and competitors is a prerequisite for marketing
decision-making
3. Utilize the frameworks to make decisions in the context of company case studies.
Since this is a survey course, the emphasis will be on introducing you to a broad range of topics
rather than going in depth on any particular one. However, if a certain topic is of special
relevance to you, I will be happy to provide you with additional reading material.

INSTRUCTIONAL MODE

A variety of tools and teaching approaches will be used to achieve the course objectives. For
some topics, I will rely on conventional lecturing. In those instances, I have prepared lecture
notes which highlight the main points. Other topics, however, are best covered in a more
experiential fashion. Here, we will rely on analyses of actual company cases (see below).

CREDITS

This is a 2 credit course. It comprises three 75-minute class periods of face-to face instruction
each week. You are expected to work on course activities (assigned readings, case preparation,
written case reports) outside of the lectures for about 2.5 hours for each class period.

COURSE MATERIAL

No single textbook adequately covers the scope of the course. Instead, I have developed a
customized packet of readings and cases. The packet can be purchased from the School of
Business Copy Center. The PowerPoint lecture notes will also be posted on Canvas.
The readings in the packet have been carefully selected to illustrate particular marketing issues
and concepts. I expect you to be thoroughly familiar with the reading(s) assigned for a particular
day prior to coming to class. Please note, however, that I will not always spend class time
presenting or discussing the readings per se. Class time will be spent on 1) covering topics that
are not addressed in the readings, 2) applying the concepts to case studies, and 3) providing
organizing frameworks.
Canvas Course URL: https://canvas.wisc.edu/courses/

COURSE REQUIREMENTS

Your overall performance in the course will be evaluated on the following basis:

o 2 written team case reports 45%

o Exam 30%
o Class input 25%
100%
Each course component is described below.

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Cases

Eight cases have been assigned which will offer an opportunity for practical application of the
concepts introduced through the lectures and the readings. Using cases also has the benefits of 1)
giving the class a common knowledge base for discussion, and 2) enabling each student to
develop a “mental map” of marketing decision-making.

The cases, which have been selected from current Masters-level courses at the Harvard Business
School, span a broad range of industries, products, and company contexts (please see the table on
the next page for a profile of each case). These cases describe highly challenging, yet generic,
marketing problems which firms had to deal with at particular times. The challenge, and the
ultimate learning, follows from analyzing the situation as it existed for the firm at that particular
time. As such, hindsight is not admissible evidence in case analysis. The main purpose of using
cases is to conduct analysis - not to provide facts about industries, firms, and products.
For some of the cases, I have been able to find out what the firm did to address the problem in
question, and I will share that information with you. However, the “what happened” scenarios
should not be viewed as evidence of what the best solution is.
All of the cases should be prepared for class discussion. By “prepared,” I don’t mean simply
reading through the case prior to class. Rather, I expect you to think deeply about the problems,
generate recommendations, and develop analyses to support your recommendations.
The following two cases should be submitted as written team reports:
Aqualisa (due November 5th)
Mountain Man (due November 25th)

The maximum length of the reports is 7 pages (typed, double-spaced, excluding appendices). The
case reports are to be submitted at the beginning of class on the date they are due. None will be
accepted late. Guidelines for case analysis will be distributed and discussed in class.

For the written case reports, I encourage you to seek input from the communications coaches
Frances Laskey (frances.lasky@wisc.edu) and Elizabeth Ross Malson-Huddle
(erhuddle@wisc.edu) regarding writing and formatting issues.

The written case reports should be conducted as team projects, using the teams that you have
been assigned to. One hard copy for each team should be turned in. Please make sure to include
a signed copy of the honor statement with your case reports (more details below).

Please note the following polices regarding cases:

1. I will be happy to answer questions regarding the cases and help resolve ambiguities
pertaining to the write-ups. However, please don’t give or email me drafts or outlines of
the report before you turn them in. Giving feedback on early drafts can easily turn into a
 form of “pregrading” which raises expectations and creates potential equity concerns
across groups.

2. For each case, I will give a short summary of the main take-always after the class
discussion. Please note that I will not post or distribute the slides that I use for these
summaries. The reason for this policy is that if case summaries end up in the public
domain, there would be an “official solution” available, and the pedagogical value of the
case in question would be greatly diminished. You are, however, strongly encouraged to
take notes, both during the discussion of the case itself and the summary.

Case Date B2C B2B Services Profit Inter-

National

Altius Golf Oct 31 x x x

Aqualisa Nov 5 x x x x

BBVA Nov 11 x x x x

Product Team Cialis Nov 14 x x x

TaKaDu Nov 19 x x x x

Mountain Man Nov 25 x x

Computron Dec 2 x x x

Curled Metal Dec 3 x x

Exam

A cumulative exam will be given on Monday, December 16th during the regular Monday class
time (9:30 or 11:00, depending on your section) and in the usual room (2339). The exam will
cover the readings, lectures, and cases. Sample questions will be handed out in class. I will give
you an overview lecture on Thursday December 12th, and I will also be available for drop-in
office hours from 12:00 pm to 5:00 pm on December 12th to answer any remaining questions.

Class Input

In part, your course grade will depend on your contribution to the class discussions, both to the
case analyses and to the regular class sessions. The emphasis will be on the quality of
contributions, and not on the quantity of input per se. I will use the following benchmarks to
evaluate input for a given session:

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Lowest Level: Student provides no input at all.

Intermediate level: Student is attentive, able to restate class facts, and can answer direct
questions.

Highest Level: Student makes insightful comments bases on thoughtful analyses, uses the case
data, builds on other students’ comments (rather than simply repeats or restates others’
comments), makes connections between cases and course materials, and makes connections
across cases. Students comes to class with well thought-out recommendations for the different
case issues.

If you have to miss class on a particular day, please make sure to get good notes from a
classmate. The lectures will build on the readings, but each one will also introduce a substantial
amount of new material. I will also rely on the cases to introduce new concepts, so please
consider the case preparation and class discussion as parts of the required course material.

There is a distinct learning curve associated with cases analyses, and experience suggests that
you will find it increasingly easy to participate in the discussion as the semester goes on. If,
however, the idea of speaking in front of a large class is discomforting, or if you have difficulty
with participating due to the pace of the discussion relative to your language skills, please let me
know. I will be happy to work with you to find solutions.

GRADING

I will rely on the University of Wisconsin’s standard grading scheme:

A (Excellent); 4.0
AB (Intermediate grade); 3.5
B (Good); 3.0
BC (Intermediate grade); 2.5
C (Fair); 2.0
D (Poor); 1.0

For the case reports, a + or a – may be added to the standard grade for greater precision. This
means that the grading scale would go A, A (-), AB (+), AB, AB (-), B (+) etc. For the final
grades, a typical curve for Marketing 765 would have 20-25% As, 50% ABs, 20-25% Bs, and
5% BC or lower.

The exam will not be returned. However, you are welcome to make an appointment to go
through it with me. Such requests, however, must be communicated to me by the end of the
second week of spring classes.
TECHNOLOGY POLICY

1. You are welcome to use a laptop or tablet for note-taking purposes. Please don’t use them
for other purposes (like checking email and web browsing).

2. Please turn off and put away cell phones.

3. Please don’t take photos during the lecture.

ACADEMIC INTEGRITY

Academic integrity is an important part of all the classes you take at the Wisconsin School of
Business. While I know that you have signed a personal statement verifying that you understand
the honor code and promise to abide by it, I would like you to also attach the following statement
to all written assignments (case reports, exam):

“On my honor, I have neither given nor received unauthorized aid in completing this
academic work.”

The statement must be signed by all team members.

You are not allowed to use any materials (e.g. notes, old case reports, and notes on cases) from
prior sections of this course. Also, do not use materials from other schools or universities or
consult students who have taken or are taking similar courses elsewhere. This policy also applies
to providing information to students in future classes.

Please note that any suspected violation of the Honor Code will be reviewed by, and subject to,
the decision and recommended punishment of the Honor Board.

ACCOMMODATION FOR STUDENTS WITH DISABILITIES

McBurney Disability Resource Center syllabus statement: “The University of Wisconsin-

Madison supports the right of all enrolled students to a full and equal educational opportunity.
The American with Disabilities Act (ADA), Wisconsin State Status (36.12), and UW-Madison
policy (Faculty Document 1071) require that students with disabilities be reasonably
accommodated in instruction and campus life. Reasonable accommodations for students with
disabilities is a shared faculty and student responsibility. Students are expected to inform faculty
[me] of their need for instructional accommodations by the end of the third week of the semester,
or as soon as possible after a disability has been incurred or recognized. Faculty [I], will work
either directly with the student [you] or in coordination with the McBurney Center to identify
and provide reasonable instructional accommodations. Disability information, including
instructional accommodations as part of a student’s educational record, is confidential and
protected under FERPA.” http://mcburney.wisc.edu/facstaffother/faculty/syllabus.php

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DIVERSITY & INCLUSION

Institutional statement of diversity: “Diversity is a source of strength, creativity and

innovation for UW-Madison. We value the contribution for each person and respect the profound
ways their identity, culture, background, experience, status, abilities, and opinions enrich the
university community. We commit ourselves to the pursuit of excellence in teaching, research,
outreach, and diversity as inextricably linked goals.

The University of Wisconsin-Madison fulfills its public mission by creating a welcoming and
inclusive community for people from every background - people who as students, faculty, and
staff serve Wisconsin and the world.” https://diversity.wisc.edu/

FOUR REQUESTS:

1. Please make sure to arrive on time for class. Late arrivals are extremely disruptive, both
to me and to the class. If you know that you for some reason will be arriving late (or
departing early) on a given day, please let me know in advance.

2. I know that there are other things going on in your lives than this class. If you have to
miss a class, please make sure to get notes from a fellow student, both regarding
substantive and administrative issues.

3. Please continue to display your nameplates during the semester. I will manage to learn
your names relatively quickly, but having the names displayed helps me facilitate the
class discussions. It also helps promote interaction between you and your classmates.

4. Please use my office hours for questions about assignments, grades, and the like. I’m
always happy to talk with you, but please don’t approach me about formal course issues
right before, during, or after class.
TOPICS AND ASSIGNMENTS:

Date Topic Assignment

October 28 Introduction to Course No assignment
October 29 Introduction to Marketing Darden note: “Marketing Economics”
Management
Wall Street Journal: “P&G’s Latest…”
October 31 Introduction to Marketing Case: Altius Golf
Management (cont.)
November 4 Customer Analysis and Yankelovich and Meer: “Rediscovering
Market Segmentation Market Segmentation”

Edelman: “Branding in the Digital Age”

November 5 Customer Analysis (cont.) Case: Aqualisa (write-up due)
November 7 Customer Relationship Heskett et. al.: “Putting the Service-Profit
Management Chain…”

Gupta and Lehmann: “Managing Customers

as Investments
November 11 Customer Relationship Case: BBVA
Management (cont.)
November 12 Competitor Analysis and Darden: “Positioning: The Essence of
Positioning Marketing Strategy”
November 14 Competitor Analysis and Case: Product Team Cialis
Positioning (cont.)
November 18 New Product Development Gourville: “Eager Sellers and Stony Buyers”
November 19 New Product Development Case: TaKaDu
(cont.)
November 21 Managing Product Lines Aaker and Joachimsthaler: “The Brand
Relationship Spectrum”
November 25 Managing Product Lines Case: Mountain Man (write-up due)
(cont.)
November 26 Marketing Services Economist: “The Lemon Dilemma”

Berry and Bendapudi: “Clueing in

Customers”
November 28 Thanksgiving
December 2 Pricing Strategy Nagle et. al: “Strategic Pricing”

Case: Computron
December 3 Pricing Strategy (cont.) Nagle et. al.: “Value Creation …”

Case: Curled Metal

December 5 Distribution Channel New York Times: “When Buying a
Strategy Diamond”

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December 9 Promotional Strategy (IMC) HBS Note on “Marketing Communications”
December 10 Promotional Strategy (cont.) Nichols: “Advertising Analytics 2.0”
December 12 Overview of Marketing Drop-in office hours from 12:00-5:00
Management
December 16 Exam
February 2020 The Polar Plunge See you on the ice!