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Syllabus MKTG 6201 MOD B Summer

2012


1


FINAL





MKTG 6201

MARKETING MANAGEMENT

Module B
,
Summer
2012



INSTRUCTOR:

Professor

Chip Besio



CLASSROOM:

280 Crow


OFFICE:


Fincher 316


(TEL.) 214
-
768
-
3142; (Mobile) 214
-
717
-
1864




(E
-
mail)
cbesio@smu.edu


O
FFICE HOURS:

By Appointment
.





Course Purpose and Learning Objectives


The purpose of this course is to provide more depth and breadth in the analysis of common marketing
problems encountered by marketing managers and general managers. Emphasis is pla
ced on the analysis,
development, and implementation of the organization’s marketing strategy and tactics. On a more
specific level, the coursework will attempt to develop concepts and skills necessary for marketing
decision
-
making as well as illustrate h
ow various decision
-
making tools apply to actual business
situations. The goal of this course is to develop a disciplined process for addressing marketing

management
issues and problems in a variety of settings.


Specific learning objectives pertaining to

(1) training in marketing, (2) communication skills, and (3)
interpersonal skills in the context of this course are outlined below.


Training in Marketing


--
ability to analyze strategic
and operational marketing
problems and opportunities
and to develop

feasible
courses of action to solve
problems and capitalize on
opportunities


--
knowledge of a conceptual
and operational framework
for marketing decisions and
the role of marketing
management within
organizations


--
knowledge and use of
marketing vocabul
ary







Communication Skills

Oral

--
in class discussion
(“committee meeting) format,
demonstrate ability to present
ideas clearly; to move
discussion logically toward
resolution while showing
sensitivity to others
viewpoints, and willingness
to change op
inion in face of
persuasive argument and
evidence













Interpersonal Skills

--
engage in productive
dialogue with others to
analyze marketing
phenomena and where
appropriate assume a
leadership role.


--
work with others to analyze
marketing problems
and
prepare well
-
articulated
courses of action with
consideration of
implementation issues.



Syllabus MKTG 6201 MOD B Summer

2012


2


Module Format

As a vehicle to help students attain these objectives, the core of this course consists primarily of the analysis of
cases that describe actual mar
keting situations encountered by senior
and middle management. The course

book
chapter readings provide for background material pertaining to marketing tools and concepts, financial aspects
of marketing management, and marketing vocabulary.

Cases

In analy
zing and discussing cases students will be encouraged to apply concepts from other courses, other fields
and from their relevant personal or business experience. The class will also be encouraged to develop concepts
and generalizations which may be applic
able to a broad range of marketing management and strategy problems.

The primary learning in this course will come from thorough analysis of cases and active involvement in class
discussion. Consequently, thorough preparation for
,
regular attendance and a
ctive participation in class sessions is
expected. Comments on preparing for case analyses ar
e provided in the course book
, Chapter 3.

An individual
student’s
cumulative
involvement in
and contribution to
class discussion will be graded by the instructor

at the end
of the course. Five criteria are used to assess class discussion contribution. They are: (1) helped the class better
understand the case situation and issues, (2) offered meaningful interpretation of case data, (3) provided useful
quantitati
ve/financial analyses, (4) illuminated the pros/cons of options or alternatives under consideration, and (5)
provided useful insights for the evaluation of options/alternatives and recommended course of action, including
implementation issues.
One of

five

numerical grades
will be assigned
to each student: (1) Exemplary (20 pts.), (2)
Good (15 pts.), (3)
Class
Average (10 pts.), (4) Below
Class
Average (5 pts.), and (5) Poor (0 pts.).

Graded Case Questions

Students are required to submit, for grading, forma
l answers to two
or three
specifi
c questions for three of the six

cases assigned in the course. Answers to graded case questions are to be prepared and submitted by the student
teams formed during MBA Orientation.
Teams can chose which cases they wish to

submit answers to graded case
questions.

All team members will receive the same grade

on graded case questions
. Each submission will count
for 20 points. The format for graded case questions
and an

answer

illustration
is shown in Attachm
e
nt A.

Each te
am member will evaluate his/her self and fellow group members based on the contribution each made to the
preparation of answers to graded case questions. The form used is shown in Attachment B. This form should be
folded and stapled and is due at the

beg
inning of class on August 4
, 2011
. One member of each team will assume
responsibility for gathering the forms from team members and submitting them on the due date. Failure to submit
a peer review on the due date will result in a
student contribution sco
re

of zero.

Module Grading


A student's grade will be determined on the basis of (1)
three
team
graded
case question assignments
, (2) peer
evaluation on the team
graded question
, (3)
instructor
evaluation of
cumulative

class
contribution
, and (4) a
compreh
ensive final examination. The weight assigned to each is as follows:


Team Graded
Case
Questions






60 pts.




Peer Evaluation


graded questions



20 pts.


Instructor Evaluation


cumulative contribution


20 pts.


Final Examinatio
n





100 pts.










Total




200 pts.




Syllabus MKTG 6201 MOD B Summer

2012


3


The distribution of module letter grades will be as follows (plus/minus 5% in any one category):


A/A
-
:


45
% of all students


B+/B/B
-
:

45
% of all students


C+/C/C
-
:

10
% of all students


Professor Besio
understands each student has an grade objective they would like to achieve. He will discuss
these objectives and their performa
nce any time during the module

up to and including the last day of class.
After the last day of class he will not discuss grade
s except to inform students of any grades not completed
by the last day of class. There will be no exceptions to this policy.

Module Text:

Course Packet and Casebook available from Professor Besio.


Student Ethics:


This class will abide by the SMU Studen
t Code of Ethics. In this class, a student’s review of prior
course examinations and case write
-
ups from any source (websites included) will be considered an ethical
violation and will be dealt with accordingly.


Disability Accommodations:



If you need a
cademic accommodations for a disability, you must first contact Ms. Rebecca Marin,
Coordinator, Services for Students with Disabilities, 220 Memorial Health Center (214
-
768
-
4557) to verify the
disability and establish eligibility for accommodations. Then
you should schedule an appointment with the
professor to make appropriate arrangements.


Religious Observance:



Religiously observant students wishing to be absent on holidays that require missing class should notify
their professors in writing at the beg
inning of the semester, and should discuss with them, in advance, acceptable
ways of making up any work missed because of the absence.


Student Course Evaluations
:



Faculty will administer the evaluation by giving students 10 minutes IN CLASS, ON THE LAST

DAY
OF INSTRUCTION BEFORE THE FINAL to complete the evaluation.
Please remember

to
bring
your

laptop
computer to class on this last day

before the exam
.

B
iographical Sketch


Professor Besio is a Senior Lecturer in the Cox School of Business who just comp
leted his 28
th

year as an
instructor in the Cox School. He holds a BBA in Marketing and Economics and a MBA in Marketing and
Finance from the Cox School.


Professor Besio has over 30 years experience in several aspects of marketing serving as Marketing Of
ficer of
several service based companies. Additionally he spent 10 years in Dallas Advertising agencies, 7 of which was
operating his own agency.


Professor Besio retired in

December 2010 from the Dallas
-
b
ased Sewell A
utomotive Companies, a 100
-
year
-
old
-
luxury automotive retailing organization, where he served as Director of Marketing for 19 years.


Professor Besio received the Outstanding BBA Professor of the Year in 2010 and 2011.


Syllabus MKTG 6201 MOD B Summer

2012


5


Date

Case
Reading
Assignment

Case Study Questions
/Graded Case Questions

Case Topic Coverage





30
-
Jun

Course Introduction

Read Chapters 1
-
4

South Delaware Coors, Inc.


Case #1



1.

What is the problem facing Larry Brownlow?

2.

What information
(studies) should Brownlow purchase from Manson
& Associates given his limited re
search funds?

3.

What can you conclude from the information (studies) purchased
from Manson?

4.

Should Brownlow proceed with filing an application for a Coors beer
distributorship in southern Delaware?

Why?

1.Market opportunity analysis

2.Analysis of secon
dary and
primary consumer, competitive,
and market data

3.Multi
-
product breakeven
analysis


7
-
Jul

Jones Blair Company


Case #2


Read Chapter 4




Answers to graded case questions are

due prior to the class case discussion.


1.
How might one
characterize
the architectural paint coatings industry
and Jones Blair’s trade area
?

2. How might one segment Jones Blair’s market area
?

3. Which segment(s) represent opportunities for Jones Blair?

4. What is Jones Blair’s competitive position in its market area?

5. Wh
ich segment or segments should Jones Blair pursue?

6. What strategy should Jones Blair adopt to reach the segment(s)
sought?

Graded Case Questions:

1. What share does Jones Blair have of the rural household market
segment? Rural professional market?

2. Wha
t dollar sales volume must Jones Blair achieve so as not to lose

money on the proposed 20% price cut?

1.Market segmentation and
targeting

2.Market definition and market
share determination

3.Expanded cost
-
volume
-
profit
analysis


Syllabus MKTG 6201 MOD B Summer

2012


6


14
-
Jul

Dr. Pepper Snapple
Group, Inc.

Energy Beverages


Case #3


Read Chapter 5









Answers to graded case questions are

due prior to the class case discussion

1.

How would you characterize the energy beverage category,
competitors consumer, channels and DPSGs category particip
ation in
late 2007.

2.

Does your characterization bode well for a new energy beverage
brand introduction generally and DPSG in particular?

3. What target consumer should be chosen for a new energy beverage
brand?

4. What product should be introduced and ho
w should it be
positioned/differentiated?

5. Through which channel(s) should a new energy beverage brand be
distributed?

6. What dollar amount of media advertising and promotion should be
budgeted for a new energy beverage brand? Why?


Graded Case Question
s:

1
.

What suggested retail price should be recommended for a new
DPSG energy beverage brand?

2.

What is a reasonable first year sales forecast for a new energy
beverage brand based on your recommended target market and
marketing mix?

3.

Prepare a pro
-
form
a income statement based on your sales forecast
and marketing expenditures.

1.
To illustrate an in
-
depth
“behind the scenes” look at a
popular category and one in
which they are consumers.

2.
Provide students with an
opportunity to interpret and
apply quan
titative marketing
data for decision making
purposes.

3.
Illustrate to students the
challenge and detail involved in
conducting a comprehensive
marketing opportunity analysis.

4. Give students an opportunity
to develop a marketing plan.

Syllabus MKTG 6201 MOD B Summer

2012


7


21
-
Jul

BatesManor
Furniture, Inc. (A)


Case #4


Read Chapter 6







Answers to graded case questions are

due prior to the class case discussion.

1.

How would you characterize the household wood furniture industry
and BatesManor’s relative position in this industry?

2.

How
do consumers buy furniture?

3.

What is the purpose and role of advertising, promotion, and personal
selling in the household furniture industry?

4.

What should be the objective(s)
and strategy
for BatesManor’s
marketing
communication program in 2008?

5.

Ho
w might objectives be translated into an overall budget and
spending for specific elements of BatesManor’s communication’s
program?


Graded Case Questions:

1. What will be the 2008 budget for BatesManor total promotion
expenditures based on the percentage
-
of
-
sales budgeting approach
used by the company?

2.What will be the 2008 advertising budget alone for BatesManor
using the competitive
-
parity approach?


1.

Integrated marketing
communications objective
-
setting, strategy, and tactics

2.

Push vs. Pull market
ing
strategies.

3.

Communication budgeting

21
-
Jul

BatesManor Furniture, Inc. (B)


Case #
4 (Continued)








Answers to graded case questions are

due prior to the class case discussion.

1.

What is the role of Personal Selling in developing sustained and
profitable trade relations?

2.

What are the pros and cons of giving the Lea
-
Meadows furniture line
to the BatesManor sales force?

3.

What will be the impact on the sales effort if the Lea
-
Meadows line is
given to the BatesManor sales force with no increase

in sales force size.

4.

Under what conditions if any should the BatesManor give the
upholstery line to its sales force.



Graded Case Question:

1.

What are the costs and benefits of adding additional sales reps
versus using sales agents?

1. Understanding
the role and
importance of personal selling in
developing sustained and
profitable trade relations for
high ticket consumer durables.

2. The advantages and
disadvantages of a company
sales force versus independent
sales agents including the
economic aspect
s of each.

3. Determining the impact of
call
-
time, call frequency and
sales force size if Lea
-
Meadows
is represented by BatesManor’s
sales force.



Syllabus MKTG 6201 MOD B Summer

2012


8


28
-
Jul

Cutco Corporation


Case #5


Read Chapter 7


Answers to graded case questions are

due prior to the cl
ass case discussion.

1. What is Direct Selling?

2. How would one respectively characterize CUTCO Corporation and
Vector Marketing Corporation?

3. How is CUTCO cutlery marketed?


Graded Case Question:

1. What (qualitative) factors should be considered when
evaluating
the possible growth strategies?

2. What growth driver should serve as a strategic focus?


1.

Introduce students to a
ubiquitous, yet often ignored
approach to marketing
consumer goods and services


direct selling.

2.

Emphasize the importance of
basin
g a strategic marketing plan
on well articulated and agreed
-
upon strategic focus.

3.

Illustrate the broad array of
strategic marketing alternatives
often available to a firm and
provide an opportunity for
students to appreciate the
trade
-
offs that typically m
ust be
made when developing a
marketing strategy.

4.

Emphasize the importance of
taking non
-
quantifiable factors
into account when considering a
long
-
term marketing strategy.

Syllabus MKTG 6201 MOD B Summer

2012


9


04
-
Aug

Augustine Medical, Inc.: The Bair
Hugger Patient Warming System,


Case #
6


Read Chapter 8








Answers to graded case questions are
due prior to the class case discussion.

1. How would you characterize the prevailing technologies and products
for preventing and treating post
-
operative hypothermia?

2. What factors will influence

the market potential for The Bair Hugger
Patient Warming System?

3. What is the annual cost to hospitals of competitive technologies or
products?

4. What should be the pricing objectives and strategies for Bair Hugger

Patient Warming System?

Penetration/
Skimming?

5.

Complete the pricing grids on class web
-
site.

6
. What list price to hospitals should Augustine Medical set for The Bair
Hugger Patient Warming System and what short
-
run profit impact can
be expected from this decision?


Graded Case Questions:

1. How many hospitals are prospective buyers of the Bair Hugger
Patient Warming System?

How many potential unit
s

can be sold?

2
. What is the minimum price for Bair Hugger blowers and the
minimum price on blankets that can be charged without Augustine
Medic
al incurring a loss on each sale?

3
.

What is the likely long
-
run profit impact of your pricing decision?

One year, two years?

1.

Pricing objectives, strategy
and tactics.

2.

Integrating demand, cost,
competition, and company
factors in price strategy

3.

Pr
icing complementary
products

4.

Cost
-
volume
-
profit analysis

5.

Organizational buyer behavior

11
-
Aug

Final Exam


Comprehensive and integrated,
in
-
class

multiple choice and

case
-
oriented exam

Syllabus MKTG 6201 MOD B Summer

2012


10



For F
ormatting Reference only!

Case:

Republic National Bank
of Dallas: NOW Accounts


Team:

1. _________________________ 4. ______________________________


2. _________________________ 5. ______________________________


3. _________________________ 6. ______________________________


Question:

Bel
ow what checking account deposit balance level does RNB incur an annual
loss, on average?


Answer:

Below $500.00


Rationale:


A profitability analysis of checking account balances reveals that RNB loses money
on accounts that are less than $500 based on t
he investible balance percentage of 85% (p.
673) and an average yield of 7.5% (p. 673). The documentation is shown below:


Account Size

Average
Interest
Revenue per
Account
a

+

Average

Service/

Handling
Revenue per
Account
b

=

Average

Total
Revenue

per Acco
unt

-

Average

Total

Account
Cost
b

=

Average

Profit/

(Loss)

Less than $200

$19.92


$18.72


$38.64


$62.88


$(24.24)

$200
-
$499

27.72


18.72


46.44


62.88


(16.44)

$500
-
$999

60.71


18.72


79.43


62.88


16.55












a

Computed as follows:


For example, an account size under $200, using case Exhibit 1 data, where $4.5 million
represents the dollar value of accounts under $200 (3% of $150 million in total checking
account balances) and 14,400 represents the number of accounts under $200 (3
2% of 45,000
personal checking accounts) the average annual interest revenue per account is $19.92:
x 0.85 x 0.075 = $19.92


b

Annualized average account revenue and cost given in the case where service/handling
charge revenue per account per

month = $1.56, or $18.72 per year; account cost per month =
$5.24, or, $62.88 per year

Attachment A

Syllabus MKTG 6201 MOD B Summer 2012

12



Name:________________________


OVERALL RATING OF GROUP MEMBERS


For each member of the group, including yourself, assign a point total based on your experience worki
ng with that
person on preparing answers to graded case questions.








Typical Point Ranges







Contribution Disproportionally


Contribution Proportionally


Contribution Disproportionally
Less than Others




the Same as Others



Mor
e than Others



5
-
17 pts.





18
-
22 pts.



23
-
30 pts.


Name

(Your name first
)





Score







































































TOTAL*









* Point total for 5
-
person group cannot exceed 100 points.


* Point total for 6
-
person group cannot exceed 120 points.




IF A STUDENT DOES NOT SUBMIT THIS FORM, HE OR SHE WILL BE ASSIGNED A NUMERICAL
SCORE OF ZERO



Attachment B