NYU Stern School of Business

Undergraduate College

C55.0055.001: STRATEGIC MARKETING, PLANNING & MANAGEMENT

Fall 2010

Instructor Details

Erdem, Tulin

terdem@stern.nyu.edu

T Th 2:00-3:00 pm

T 9-13

 

Michelle Cohen

michelle.cohen@stern.nyu.edu

TBA

TBA

 

Course Meetings

TR, 9:30am to 10:45am

Tisch T-UC01


Final Exam: no final exam (instead there will be a very major group project)

Schedule exceptions
    Class will not meet on:
    Class will meet on:

 

Course Description and Learning Goals

This marketing elective focuses on the three major activities common to the marketing planning process across firms and industries: (1) analysis of market information, (2) development of brand and marketing strategy, (3) programming of the strategy and implementation of the marketing programs.  The unifying framework for these activities is the annual marketing plan.  Thus, the course attempts to simulate the product/brand/marketing manager’s job through the development and implementation of a marketing plan for a particular good or service.

 

As might be surmised from the variety of activities covered by the course, a successful marketing planning process requires a broad set of skills.  Thus, key concepts will be drawn from a variety of areas including marketing strategy, buyer behavior, economics, marketing research, statistics and econometrics.

 

A variety of teaching methods will be used during the course, particularly cases and lecture/ discussion.  The key feature of the course is a group project, which is the development of an actual marketing plan for a product selected by the students.  The course provides the generic background necessary for developing marketing plans; students tailor the course to their interests by their chosen project.  Thus, the course can be a consumer product, industrial product, service, or even not-for-profit course depending upon the project.

 

Course Outline

9/7                Introduction to Strategic marketing: Marketing Planning

                     Read:  L&W, Ch. 1

 

Analysis of Market Information

 

9/9                Industry Analysis and Competitive Set Definition

                     Read:   L&W, Chs. 2,3

 

9/14              Marketing Research to get Market Information

 

9/16              Customer Analysis I

                     Read:  L&W, Ch. 5

 

9/21              Case: Product Team Cialis: Getting Ready to Market

 

9/23              Customer Analysis II/ Competitor Analysis

                     Read: L&W Ch 4

                    

9/28              Case: Omnitel Pronto Italia

                     ** Assignment 1 is due **       

 

9/30              Guest Speaker: Analyzing Market Information

 

10/5              Market Potential and Sales Forecasting

                     Read:  L&W, Ch.

 

10/7               Case: U.S. Retail Coffee Market A

                     ** Assignment 2 is due **

 

Developing Marketing Strategy

 

 

10/12            Marketing and Brand Strategy I

                     Read:  L&W, Ch. 7

 

10/14            Brand Equity I

                    

10/19            Guest Speaker: Developing Marketing Strategy

 

10/21            Brand Equity II

                     Case: Land Rover

                     ** Assignment 3 is due **

                    

 

10/26            Brand Equity Management and Brand Extensions:

                    

10/28            Case: Cirque de Soleil

                    

Programming of the strategy and implementation of the marketing programs

 

11/2              Pricing & Price Promotions I

                     Understanding and Measuring Customer Value

                    

11/4              Pricing & Price Promotions II

                     Case: Medicine Companies

                     ** Assignment 4 is due **

                    

11/9              Advertising and Communications

 

11/11            Guest Speaker: AEF Speaker

                    

11/16            Case: Dove: Evolution of a Brand

                    

11/18            Distribution Strategy: Designing and Managing Marketing Channels

                    

11/23            Case:  Hewlett-Packard Imaging Systems Division

                     ** Assignment 5 is due **

                       

11/25            Thanksgiving – No Class

 

11/30            Integrated Marketing Communications

                     Background Case:  Cunard Line Ltd.:

                     Managing Integrated Marketing Communications

 

12/2              Planning for Global Marketing

                     Case: Samsung Electronics Company: Global Marketing

                    

12/7              Marketing Plan Presentations

 

12/9              Marketing Plan Presentations

 

12/14            Course Summary

                        ** Marketing Plans are due**        


 

Required Course Materials

  1. Lehmann and Winer, Analysis of Marketing Planning, 2008, 7thEdition, McGrawHill-Irwin.
  2. A course reader with Harvard Cases.

 

Assessment Components

Course Requirements

 

Class Participation

 

            You must be prepared to discuss all assigned readings and cases. Your comments should reflect a depth of understanding indicative of thorough analysis. You should be prepared to articulate and defend your position when called on to do so. Active participation of all students is required but quality and frequency of comments is more important than duration of each comment. The ability to speak comfortably to a group is a vital business skill. If you are anxious about public speaking, the only way to get better is to practice. The best way to reduce your anxiety is to be thoroughly prepared. 

 

            In order to encourage universal participation and preparation, I WILL COLD CALL, especially during cases.  Indeed, I will come into class for each case discussion with five randomly generated names.  At some point during the discussion (including the beginning), I will call on each of these five people.  Again, the objective is to come as close as possible to universal participation and participation.

 

            Class discussion should encourage the free and open exchange of ideas. If you want to challenge what I, or another student, have said, do so. Constructive criticism is always welcome and is an important part of the Stern MBA experience. Do not be upset if something you say is challenged - we learn most when we have to defend our positions.

 

            However, putting down legitimate comments (those not intended to be humorous) is not acceptable. Everyone's input, if not repetitious, must be considered valuable and encouraged. Feel free to question or disagree with other students, however, such disagreement must be based on the idea and not the person. Respect for your fellow students is the sine qua non of great discussions and great learning experiences.

 

            It is important for your classmates, and me, to know who you are.  Please help out by using your desk name card during every class session. In addition, we will have assigned seats and use a seating chart.  Please come into the third class session (September 9) with an eye towards choosing a seat that you will comfortable in for the duration of the course. 

 

            At the end of the semester, the teaching fellow working with your section and I will consider the following elements in evaluating your classroom contributions:

  1. Are you a good listener?
  2. Do you contribute to the learning environment by sharing your relevant busines experiences and those you read about?
  3. Do your comments show evidence of thorough analysis?
  4. Do you ask constructive questions of other students that help to deepen everyone's understanding?
  5. Do you distinguish between different kinds of data (i.e., facts and opinions)?
  6. Are you willing to share ideas and information in a collegial fashion?
  7. Are you willing to test new ideas, or are all comments "safe" (e.g., a repetition of the case facts without new insights)?
  8. Are you willing to interact with other class members to help refine ideas?
  9. Do your comments build on earlier comments to advance the discussion or are you merely repeating earlier comments or raising points that do not fit into the current discussion?
  10. Do your comments incorporate concepts presented in lectures, readings and earlier cases?
  11. Do you make your points succinctly?

 

Assignments

 

            There will be five written assignments in this course. Questions are based on five  specific cases we will cover in the class (Omnitel, Nestlé, Land Rover, Medicine Companies and BMW Films) and questions for these assignments can be found in Appendix

 

            These major written assignments should not exceed three pages. Up to three pages of supporting material (tables, figures, graphs) may be attached. This material should be referenced in the text of the write-up. Professional quality writing and presentation are expected.Write-ups must be double-spaced, in 12-point font with 1” margins.

 

            Your answers and recommendations should be based on quantitative and qualitative analysis of case data. Your analysis should anticipate potential objections to your recommendations and illustrate its superiority over other alternatives.  It should be analytic and deliberative in tone.  The most persuasive documents are the ones that debate more than advocate.  After all, if you do not look at all alternatives, how do you know that you have chosen the best one? In answering the case questions, do not describe the case, but focus on the following three factors: 1) careful analysis of the situation, 2) description of your decisions or recommendations; 3) supporting logic and analyses.

 

Assignments will be described in more detail as we get closer to the due date. Note that these assignments require data analysis as well as creativity/judgment.  I recommend you not spend too much time fine-tuning your data analysis.  Make sure you spend enough time interpreting and using the results to come up with your plans.

            The assignments are due in class on the date the case is discussed.  Students are not only permitted to discuss the case with other members of the class, they are encouraged to do so. 

             

The Major Project: Marketing Plan

 

           The major project in this class will be the systematic development of an annual marketing plan for a good or service.  This will be a team project (min. 3 people, max. four people per group). The final project is an attempt to apply what you have learned in the course to a product or service of your choosing. The marketing plan should not exceed 20 double-spaced pages. Supporting material can put in appendices. Each marketing plan should have a title page, an executive summary, a situation analysis section (industry analysis, customer analysis, competitor set definition, competitor analysis, strengths, weaknesses, opportunities and threats (SWOT)), a section on the development of marketing and brand strategy (objectives, segmentation, targeting, positioning, brand equity) and a section on marketing programs (pricing and promotions, communications, distribution). The marketing plans should have also a proposed marketing budget and a summary of contingency plans. More details will be provided in class.

Grading and Due Dates of Assignments:

 

            Marketing Plan (team project: min 3, max 4 people)              Due date

                        Presentation                                        10 %                12/7-9 

                       Written Report                                       30 %                12/14

 

Assignments (individually)

            #1                                                          8  %                 9/28

            #2                                                          8  %               10/7

            #3                                                          8  %               10/21

            #4                                                          8  %               11/4

            #5                                                          8  %               11/23

           

Class Participation                                          20 %

 

Group Projects

Guidelines for Group Projects

Business activities involve group effort. Consequently, learning how to work effectively in a group is a critical part of your business education.

Every member is expected to carry an equal share of the group’s workload. As such, it is in your interest to be involved in all aspects of the project. Even if you divide the work rather than work on each piece together, you are still responsible for each part. The group project will be graded as a whole:   its different components will not be graded separately. Your exams may contain questions that are based on aspects of your group projects.

It is recommended that each group establish ground rules early in the process to facilitate your joint work including a problem-solving process for handling conflicts. In the infrequent case where you believe that a group member is not carrying out his or her fair share of work, you are urged not to permit problems to develop to a point where they become serious. If you cannot resolve conflicts internally after your best efforts, they should be brought to my attention and I will work with you to find a resolution.

You will be asked to complete a peer evaluation form to evaluate the contribution of each of your group members (including your own contribution) at the conclusion of each project. If there is consensus that a group member did not contribute a fair share of work to the project, I will consider this feedback during grading.

 

Grading

At NYU Stern we seek to teach challenging courses that allow students to demonstrate their mastery of the subject matter. Assigning grades that reward excellence and reflect differences in performance is important to ensuring the integrity of our curriculum.

In general, students in this elective course can expect a grading distribution where about 50% of students will receive A’s for excellent work and the remainder will receive B’s for good or very good work. In the event that a student performs only adequately or below, he or she can expect to receive a C or lower.

Note that the actual distribution for this course and your own grade will depend upon how well each of you actually performs in this course.

 

Re-Grading

The process of assigning grades is intended to be one of unbiased evaluation. Students are encouraged to respect the integrity and authority of the professor’s grading system and are discouraged from pursuing arbitrary challenges to it.

If you believe an inadvertent error has been made in the grading of an individual assignment or in assessing an overall course grade, a request to have the grade re-evaluated may be submitted. You must submit such requests in writing to me within 7 days of receiving the grade, including a brief written statement of why you believe that an error in grading has been made.

 

Professional Responsibilities For This Course

Attendance

 

Participation

In-class contribution is a significant part of your grade and an important part of our shared learning experience. Your active participation helps me to evaluate your overall performance.
You can excel in this area if you come to class on time and contribute to the course by:

 

Assignments

 

Classroom Norms

 

Stern Policies

General Behavior
The School expects that students will conduct themselves with respect and professionalism toward faculty, students, and others present in class and will follow the rules laid down by the instructor for classroom behavior.  Students who fail to do so may be asked to leave the classroom. 

 

Collaboration on Graded Assignments
Students may not work together on graded assignment unless the instructor gives express permission. 

 

Course Evaluations
Course evaluations are important to us and to students who come after you.  Please complete them thoughtfully.

 

Academic Integrity

Integrity is critical to the learning process and to all that we do here at NYU Stern. As members of our community, all students agree to abide by the NYU Stern Student Code of Conduct, which includes a commitment to:

The entire Stern Student Code of Conduct applies to all students enrolled in Stern courses and can be found here:

Undergraduate College: http://www.stern.nyu.edu/uc/codeofconduct
Graduate Programs: http://w4.stern.nyu.edu/studentactivities/involved.cfm?doc_id=102505

To help ensure the integrity of our learning community, prose assignments you submit to Blackboard will be submitted to Turnitin.  Turnitin will compare your submission to a database of prior submissions to Turnitin, current and archived Web pages, periodicals, journals, and publications.  Additionally, your document will become part of the Turnitin database.

 

Recording of Classes

Your class may be recorded for educational purposes

 

Students with Disabilities

If you have a qualified disability and will require academic accommodation of any kind during this course, you must notify me at the beginning of the course and provide a letter from the Moses Center for Students with Disabilities (CSD, 998-4980, www.nyu.edu/csd) verifying your registration and outlining the accommodations they recommend.  If you will need to take an exam at the CSD, you must submit a completed Exam Accommodations Form to them at least one week prior to the scheduled exam time to be guaranteed accommodation.

 

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