JCU Logo

JOHN CABOT UNIVERSITY

COURSE CODE: "MKT 490"
COURSE NAME: "Strategic Marketing Management"
SEMESTER & YEAR: Spring 2015
SYLLABUS

INSTRUCTOR: Alessandro Signorini
EMAIL: [email protected]
HOURS: TTH 6:00 PM 7:15 PM
TOTAL NO. OF CONTACT HOURS: 45
CREDITS: 3
PREREQUISITES: Prerequisites for Marketing majors: Senior Standing and completion of all other Marketing core courses. Prerequisites for Business majors: MA 208; Recommended: MKT 301, MKT 305, MKT 310
OFFICE HOURS:

COURSE DESCRIPTION:

The course focuses on the most recent issues and trends in marketing management. The course describes the recent IT evolution and its consequences both on communication channels and on data processing. The course examines the globalization process and New Product Development and offers insights on the designing and managing of marketing plans in the global scenario. The course evaluates how marketing management can be applied in different contexts, such as marketing for non-profit organizations. In the new global economy, mass marketing and advertising are increasingly ineffective due to the evolving consumer demand. Ideally, companies should manufacture a global product that satisfies the general customer needs and maximize the economies of scale. However, an additional marketing effort is required to build long term relationships with the customer to meet his/her unique needs. Numerous companies are therefore applying new techniques of Customer Relationship Management (CRM), which focuses on retaining customers, instead of finding new ones. In addition, marketers are required to completely re-assess their strategy if they want to exploit the numerous opportunities that are offered in the Information Technology context. The Internet is not simply a communication or distribution channel, but adds a different perspective in the overall marketing approach. In conclusion, the marketing environment is increasingly experiencing the evident decline in the market share and profitability of manufacturer brands as new high value competitors have appeared in the segmented market. A number of firms have successfully reconfigured their value chains through their channels and have become price value or quality value competitors. Marketers are thus expected to challenge the traditional business model and provide new directions to the corporate strategy.

At the end of the course, students will be able to better understand and confront the great challenges that the evolving business environment presents for today’s marketers. In particular, students will develop their knowledge on the new economy’s elements and characteristics, and assess the new opportunities and threats in marketing management. Moreover, students will build upon a critical approach to the state-of-art marketing procedures and will be encouraged to propose creative solutions both for profit and non-profit organizations. The final marketing plan of this course is based both on developing a more advanced level of understanding and application of marketing research instruments and skills in gathering marketing information, data analysis, and managerial decision making as a “product manager”.
SUMMARY OF COURSE CONTENT:

This is a capstone course that is assessed based on the student’s ability to implement and communicate effectively a marketing strategy. This course includes all core material to date and requires its appropriate use and application to include (but not limited to):

-      Primary and secondary research methods

-      Marketing audits of a company and its products

-      Competitors’ analysis

-      Environmental analysis

-      Problem diagnosis

-      Segmentation strategies

-      Target marketing and positioning

-      Growth strategies

-      Development of an overall marketing plan

-      Communication of results

LEARNING OUTCOMES:

As the capstone course in the Marketing major, the key learning outcomes are for the students to be able to take an integrated approach to marketing decisions and understand why they are interlinked.

The objectives for this course are:

1)    Describe and evaluate the latest issues and trends in marketing management

2)    Cover and assess innovative marketing techniques and practices

3)    Apply the innovative business models and methods in the Information Technology, global, and non-profit contexts

4)    Develop practical and creative solutions to real life cases

5)    Develop oral and written presentation skills

TEXTBOOK:
Book TitleAuthorPublisherISBN numberLibrary Call NumberCommentsFormatLocal BookstoreOnline Purchase
Ferrell, O.C. and Hartline, M.D.Marketing strategyThomson South-Western9780324362725     
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
Group Presentation and Individual Marketing Planduring the term, students will be divided in groups and asked to complete a group project. The group project entails a mid-term presentation and a final-term individual marketing report. Students have to propose an original marketing idea in a specific market where the promotion and distribution are entirely accomplished through digital technologies. Hence, the distribution will exclusively concern either e-commerce or e-business, whereas the promotion will be carried out through web, viral marketing techniques, blogs, videoblogs. Students are assigned a specific area in the e-business unit, such as promotion, distribution executive, production, budgeting. Students are primarily responsible for their area, however they contribute to the overall marketing strategy. Students at first have to carry out an industry overview where their marketing idea is positioned, then propose their marketing idea, and suggest a marketing strategy in order to ensure short-term and long-term growth and profitability for their e-business unit. Students summarize their findings and recommendations in a group presentation at the end of the first mid-term. After the presentation, the instructor and the students discuss problems and shortcomings of the marketing idea and define the conclusive marketing strategy. Students have to formally put forward their marketing idea in an individual marketing report at the end of the semester. The marketing report exclusively reviews the area that the students are assigned, however every area is an essential part of the general marketing plan for the e-business unit. Reports should be between 1000 and 2000 words on average. During the project, students are given the opportunity to conduct both secondary and primary research in the development of their marketing idea. Their grade is influenced both by their effort in developing information gathering instruments, implementing their research as well as quality of their marketing decisions resulting from their research and presented in their final report.  Group presentation and individual marketing report support learning objectives 2, 3, 4, 5 30%
Final exam:Students’ proficiency of the main issues in strategic marketing management are assessed in the final exam. In both exams, students are tested both on their knowledge of the emerging theories in marketing and challenged with real life situations, where students have the opportunity to apply appropriate marketing techniques.  final exam supports learning objectives 1, 2, 3, 4, 5 30%
Class Participationstudents are expected to attend all scheduled class meetings as presented in the course outline. At any class, students have to carefully read the assigned chapters and additional readings and have prepared the case study. Since success in the marketing field requires a high level of interpersonal skills, grading to a greater extent is based on the quality not quantity of the contribution. Marketing is an exchange process, and students are required to be a part of the class not apart from it. During the lecture, the instructor addresses different issues and students are asked to participate actively to the discussion and to propose constructive and creative ideas. Failure in doing so lowers the class participation grade.  Class participation supports learning objectives 1, 2, 3, 4, 5 40%

-ASSESSMENT CRITERIA:
AWork of this quality directly addresses the question or problem raised and provides a coherent argument displaying an extensive knowledge of relevant information or content. This type of work demonstrates the ability to critically evaluate concepts and theory and has an element of novelty and originality. There is clear evidence of a significant amount of reading beyond that required for the course.
BThis is highly competent level of performance and directly addresses the question or problem raised.There is a demonstration of some ability to critically evaluatetheory and concepts and relate them to practice. Discussions reflect the student’s own arguments and are not simply a repetition of standard lecture andreference material. The work does not suffer from any major errors or omissions and provides evidence of reading beyond the required assignments.
CThis is an acceptable level of performance and provides answers that are clear but limited, reflecting the information offered in the lectures and reference readings.
DThis level of performances demonstrates that the student lacks a coherent grasp of the material.Important information is omitted and irrelevant points included.In effect, the student has barely done enough to persuade the instructor that s/he should not fail.
FThis work fails to show any knowledge or understanding of the issues raised in the question. Most of the material in the answer is irrelevant.

-ATTENDANCE REQUIREMENTS:

Class attendance is absolutely mandatory and critical to the success of class discussions. After the first two unexcused absences, the students will lose 5 percentage points of their overall weighted average for the each successive absence.

ACADEMIC HONESTY
As stated in the university catalog, any student who commits an act of academic dishonesty will receive a failing grade on the work in which the dishonesty occurred. In addition, acts of academic dishonesty, irrespective of the weight of the assignment, may result in the student receiving a failing grade in the course. Instances of academic dishonesty will be reported to the Dean of Academic Affairs. A student who is reported twice for academic dishonesty is subject to summary dismissal from the University. In such a case, the Academic Council will then make a recommendation to the President, who will make the final decision.
STUDENTS WITH LEARNING OR OTHER DISABILITIES
John Cabot University does not discriminate on the basis of disability or handicap. Students with approved accommodations must inform their professors at the beginning of the term. Please see the website for the complete policy.

SCHEDULE

 

DATE

TOPIC/

ACTIVITY

SCHOLARLY ARTICLES

BOOK CHAPTER

CASE STUDY

 

 

 

 

 

Tue. 1/20

Introduction to Marketing Management

 

 

 

Thur. 1/22

The impact of digital technologies on marketing strategies

Morrow, G. (2009), “Radiohead's Managerial Creativity Convergence”, The Journal of Research into New Media Technologies, May 2009, Vol. 15, Issue 2, p161-176

Chap 2 Kotler and Keller

-       Bank of America mobile marketing

 

 

 

 

 

 

Tue. 1/27

The development of e-business in industrial marketing

Beheshti, H.M., Salehi-Sangari, E., Engstrom, A. (2006), “Competitive advantage with e-business: a survey of large american and swedish firms”, Competitiveness Review, 2006, Vol. 16, Issue 2, p150-157

Chap 6 Kurtz

-       IKEA invades America: HBS case

Thur. 1/29

Social networking: Facebook and Myspace

Dutta, S. and Fraser, M. (2009), “When job seekers invade Facebook”, McKinsey Quarterly, 2009, Issue 3, p16-17

 

-       Google in China: HBS case

-       Country Choice: marketing research for a small company

 

 

 

 

 

Tue. 2/3

Innovative communication strategies: viral marketing

Harvard Law Review (2009), “On enforcing viral terms”, Jun. 2009, Vol. 122, Issue 8, p2184-2205

Chap 10 Moriarty, Mitchell, Wells

-       Reliant share bank HBS case

Thur. 2/5

Customer relationships and data processing: toward one-to-one marketing?

Liao, S.-H.; Chen, C.-M., Hsieh, C.-L., Hsiao, S.-C. (2009), “Mining information users’ knowledge for one-to-one marketing on information appliance”, Expert Systems with Applications, Apr. 2009 Part 1, Vol. 36, Issue 3, p4967-4979

Chap 5 Anderson Vincze, Chap 12 Ferrell Hartline

-       Strategies in the rural India: Supershampoo  marketing penetration

 

 

 

 

 

Tue. 2/10

Shortening life cycles in technology

Reiner, G., Natter, M., Drechsler, W. (2009), “Life cycle profit - reducing supply risks by integrated demand management”, Technology Analysis & Strategic Management, Jul. 2009, Vol. 21, Issue 5, p653-664

Chap 12 Kotler Keller

-       Samsung Electronics Company: HBS Case

Thur. 2/12

Shortening life cycles in technology (cont’d)

 

Chap 12 Kotler Keller

-       Hallo Kitty Branding strategy

-       Office Max Viral Marketing

 

 

 

 

 


 

 

 

 

 

 

Tue. 2/17

Creating brand value and equity

Samli, A.C. and Fevrier, M. (2008), “Achieving and Managing Global Brand Equity: A Critical Analysis”, Journal of Global Marketing, Vol. 21, Issue 3, p207-215

Chap 9 Kotler Keller

-       The multiple brand personalities of David Beckham

Thur. 2/19

Positioning the brand: brand personalities and communities

Buil, I., Martínez, E., de Chernatony, L. (2009), “Brand Extension Effects on Brand Equity: A Cross-National Study Journal of Euromarketing”, Apr-Jun 2009, Vol. 18, Issue 2, p71-88

Chap 10 Kotler Keller

-       The ascendance of AirAsia

 

 

 

 

 

Tue. 2/24

Emerging international markets and rising marketing opportunities

Waheeduzzaman, A.N.M. (2006), “ Can Modernization Explain the Consumption of Durables in Emerging Markets?”, Journal of Global Marketing, Vol. 19, Issue 3/4, p33-62

Chap 9 Cateora Graham

-       Hunsk Engines: HBS case

Thur. 2/26

Class exercise

 

 

 

 

 

 

 

 

Tue. 3/3

Group presentations

 

 

 

Thur. 3/5

Group presentations

 

 

 

 

 

 

 

 


 

DATE

TOPIC/

ACTIVITY

SCHOLARLY ARTICLES

BOOK CHAPTER

CASE STUDY

 

 

 

 

 

Tue. 3/10

Multinational market regions: the European Union

Golob, U. and Podnar, K. (2007), “Competitive advantage in the marketing of products within the enlarged European Union”, European Journal of Marketing, Vol. 41, Issue 3/4, p245-256

Chap 10 Cateora Graham

-       Fashion TV Channel

 

Thur. 3/12

Cultural dynamics in the global environment: the emergence of the global consumer

Dimofte, C.V., Johansson, J.K., Ronkainen, I.A. (2008), “Spanning the Globe”, Marketing Management, Sep/Oct 2008, Vol. 17, Issue 5, p40-43

Chap 4 Cateora Graham

-       Beauchamp HBS case

 

 

 

 

 

Tue. 3/17

Cause-related marketing and corporate social responsibility

Grau, S., Landreth, G. Pirsch, J. (2007), “ Cause-Related Marketing: An Exploratory Study of Campaign Donation Structures Issues”, Journal of Nonprofit & Public Sector Marketing, Vol. 18, Issue 2, p69-91

Chap. 12 Wymer, Knowles Gomes

-       Burberry case

Thur. 3/19

Ethics in marketing

Gibbs, P. and Ilkan, M. (2008), “The ethics of marketing in Islamic and Christian communities: Insights for global marketing”, Cross Cultural Management, May 2008, Vol. 15 Issue 2, p162-175

Chap 3 Ferrell Hartline

-       Silvio Napoli at Schindler India: HBS Case

 

 

 

 

 

Tue. 3/24

Marketing in non-profit contexts: raising funds and resources

Develtere, P., and De Bruyn, T. (2009), “The emergence of a fourth pillar in development aid”, Development in Practice, Nov 2009, Vol. 19, Issue 7, p912-922

Chap. 2 Baguley

-       NBA in Europe: the international marketing strategy

 

Thur. 3/26

Exploiting opportunities in supply-chain management

Singh, M. (2009), “In Times of Uncertainty, Focus on the Future”, Supply Chain Management Review, Apr 2009, Vol. 13, Issue 3, p20-26

Chap 9 Ferrell Hartline

-       Monsanto in Brazil: HSB Case

 

 

 

 

 

Tue. 3/31

Point-of-difference and Point-of-parity as targeting strategies

Lewison, D. and Hawes, J. (2009), “Student Target Marketing Strategies for Universities, Journal of College Admission, Summer 2007, Issue 196, p14-19

Chap 5 Kotler Keller

-       London 2012: achieving the vision

Thur. 4/2

Issues in service marketing: making intangibility tangible

Nativi, A. (2009), “No Champion for Ciampino”, Aviation Week & Space Technology, Feb 2, 2009, Vol. 170, Issue 5, p45-48

Chap 9 Anderson Vincze

-       Colgate Max Fresh: HBS case

 

 

 

 

 


 

 

 

 

 

-        

Tue. 4/7

Spring Break

 

 

-        

Thur. 4/9

Spring Break

 

 

-        

 

 

 

 

-        

Tue. 4/14

Marketing implementation and control

Kahn, K.B. and Myers, M.B. (2005), “Framing marketing effectiveness as a process and outcome”, Marketing Theory, Dec. 2005, Vol. 5. Issue 4, p457-469

Chap 11 Ferrell Hartline

-       Sealed Air Corporations: HBS case

Thur. 4/16

Low-cost marketing strategies in the service industry: low-fare carriers

Tarry, C. (2008), “Matters of adjustment”, Airline Business, Dec2008, Vol. 24, Issue 12, p60-61

 

-       BP LtD Green Advertising Campaign Case 2-1

 

 

 

 

 

Tue. 4/21

Emerging international markets and rising marketing opportunities

Waheeduzzaman, A.N.M. (2006), “ Can Modernization Explain the Consumption of Durables in Emerging Markets?”, Journal of Global Marketing, Vol. 19, Issue 3/4, p33-62

Chap 9 Cateora Graham

-       Hunsk Engines: HBS case

Thur. 4/23

Thanksgiving holidays

 

 

 

 

 

 

 

 

Tue. 4/28

Group project

 

 

 

Thur. 4/30

Group Project

 

 

 

 

 

 

 

 

12/6-12/12

Final Exam

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

-         

-