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UNIVERSITY OF ALBERTA
DEPARTMENT OF MARKETING, BUSINESS ECONOMICS AND LAW
MARKETING 502
MARKETING MANAGEMENT
WINTER 2012 (REVISED JAN 23, 2012)
Professor Robert Fisher
Phone: 780-492-5922
E-mail: robert.fisher@ualberta.ca
Web Page: http://www.bus.ualberta.ca/rfisher
Welcome to Marketing Management! This package describes the course and provides
information you will need.
COURSE OBJECTIVES
The concepts and skills learned in this course will enable you to develop winning marketing
strategies. For those of you not planning to go into marketing positions it will provide you with
the tools and concepts to 1) contribute to the development of marketing strategies for your
organization, and 2) to constructively evaluate the marketing strategies developed by others.
The emphasis throughout is on applying marketing ideas and techniques to create cash flow
and profits.
In designing this course, I recognize that most individuals in the class have no strategic
marketing experience as yet. Despite that, the course contains some very challenging cases.
Why? Your life in business after graduation is going to contain some very tough challenges, and
it is important that you are able to compete successfully.
By virtue of your admission to the Schools MBA Program, I know that you have solid
intellectual skills. I hope that you will: (a) develop a curiosity and interest in marketing,
(b) acquire sufficient basic skills to launch a career, (c) maintain a permanent market
orientation, whatever your career path, and (d) enjoy the marketing classes.
The objectives of the course are:
1. To develop your marketing decision-making skills. This is the primary objective of the
course. You should leave the course with a well-developed ability to:
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2.
3.
4.
To integrate global, social, and ethical dimensions into marketing decisions made in a
rapidly changing competitive context.
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After a module of the course, we will typically have a lecture/discussion on some of the key
conceptual areas or issues raised in that section. These lecture/discussions will summarize our
progress to date, emphasize key points in the course, and organize and complement materials
covered in the cases and readings.
3. Cases, Readings, and Text
The course package contains most of the cases and readings we will be using during the year.
The course package can be purchased at the book store. In some cases we may replace a case,
as your particular learning needs become clear to me.
I do not require a textbook for this course. If you feel that you need more background
information, I encourage you to borrow or purchase any one of the major marketing
management texts on the market. Some of the best titles include:
20%
25%
20%
35%
100%
Class Contribution
The richness of the classroom experience is heavily dependent on thorough preparation and
high-quality class contributions. Therefore, 20% of your grade will be based on your
contributions (notice I do not say participation) in class. Highly valued contributions include,
but are not limited to:
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Ad hoc comments may be noted, but do not carry great weight. My objective is to reward
people who contribute to the learning of others in the classroom (rather than punishing people
who dont contribute).
After each class I assign a grade to each persons contribution to the class using the categories
in the table below.
Point
Value
3
Category
(Frequency)
Outstanding
Rare
(0-10%)
Significant
Frequent
(10-30%)
Good
Common
(50-70%)
I will assign you one grade per class based on your best contribution because my focus is on
quality rather than quantity. I actively seek contributions from those who have not already
contributed in a class. In my experience you must be prepared to raise your hand 3-4 times
each class to ensure that you are called upon once.
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I encourage you to keep record your contributions to the class as a way of tracking your own
performance. Think of each class as a business meetingplease be on time and prepared to be
involved.
Mid-term Case Report
You are required to submit a written analysis of an assigned case problem before spring break. I
will give you the assignment approximately 10 days before it is due. Your report should not
exceed six-pages, double spaced, with 12 point font.
Please dont package your submissions in plastic folders, or worry about expensive, colorful
graphics. I am happy with a plain report (for environmental reasons, but also for ease of
reading). Also, these are not research reports so you are not expected to do library research.
The case analysis should be viewed as an opportunity for you to market your ideas to me. I care
much more about the rationale behind your answers than the answers themselves, so focus on
persuading me that you have a reasonable and well-reasoned response. Here are some
recommendations on how to approach the case analyses:
1. The objective is to persuade the reader that you have a good answer.
2. Use logic and facts to support your position.
3. I dont recommend the use of bullets because their use tends to result in too many
points and not enough justification for each one.
I am not looking for a particular answer, just a convincing one.
SABRE
At the end of the term, each team is required to prepare and submit a presentation slide deck
about their SABRE experience. The slide deck should be a marketing managers response to the
situation in the SABRE competition. The winning team in each industry will be asked to make a
presentation to the class. Time permitting I will invite other teams who might have important
insights based on their performance trend. Please see Appendix A for more details on the
SABRE final reports and presentations.
It is vitally important that SABRE decisions are SUBMITTED NO LATER THAN 9 A.M. ON THE DUE
DAY. The results will usually be returned to you within a few hours, though it might take up to
24 hours depending on the situation. Please note that the industry results cannot be posted
until the decisions from all teams are received.
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Final Exam
Individual
Topic
Grades
Based on MBA program guidelines, I expect to have a B+ average (or the highest allowable average
within the program this term). The perspective that Id like you to take is that grades are nothing
more than my impersonal evaluation of your work on that assignment -- not an assessment of your
character, intelligence, effectiveness as a manager, or anything else.
5. Expectations
You are expected to be fully engaged in the entire learning process. This means devoting time
and energy to preparation before class, listening to others during class discussions and
engaging in class discussions. Collective reasoning and discovery are critical to the successful
application of the case method. Prior to any case discussion, engaging in discussions with (or
examining notes from) others who may have already experienced a case is a clear violation of
our norms.
Detailed note-taking during class can often be distracting for others and counterproductive to
your own learning. I therefore advise you to be selective in taking notes during class. At the end
of each class or at the end of the day it is a good idea to consolidate what you have learned.
Using your computer during class for personal activities such as reading/writing email, writing
letters, surfing the Web, playing games, etc. is also distracting and counterproductive and
violates our norms.
Attendance at all sessions in this course is mandatory. Circumstances may arise which make it
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impossible for you to attend. For example, if you are unable to attend a class due to healthrelated reasons or because of business travel, you are expected to advise me in advance.
You are reminded that plagiarism (representing another persons ideas, writings, etc., as your
own) is a serious academic offence; the penalty can be as severe as expulsion. You are expected
to write reports, exams, etc., in your own words. Whenever you take an idea or a passage from
another author, you must acknowledge your debt by appropriately citing your source(s). The
University of Alberta uses software to check for plagiarism. You might be required to submit
your written work in electronic form for plagiarism checking.
6. Appointments
I am happy to work with any students who are having difficulty with any aspect of the course.
Please feel free to make an appointment to come and see me. It might be easiest to send an email message (robert.fisher@ualberta.ca), or catch me after class to arrange a time.
My office is 3-40F, my assistant is Laura Jackson (laura.jackson@business.ualberta.ca), and my
telephone number is 492-5922.
7. Course Schedule
The schedule for the course is attached.
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Course Schedule
Session
Jan 11
Jan 18
Type of
content
Content
Assignments/Explanations
LectureDiscussion
Course Introduction
LectureDiscussion
Case
Metabical: Positioning
and Segmentation for a
New Weight-Loss Drug
(HBS 4240).
Questions:
1. What is marketing? Strategy? Marketing strategy?
2. What is a competitive advantage and how does a firm establish
one?
Questions:
1. What is the decision making process for Metabicil?
2. Who is the optimal target consumer?
3. How should Metabicil be positioned?
4. What should the communications strategy be for Metabicil?
Questions:
1. What is your forecast for the first five years? What
assumptions are required?
2. What are the key considerations for package size? What do
you recommend?
3. What price do you recommend? Why?
4. What is the impact of your pricing decision on profitability?
Class cancelled today. I will be scheduling a guest speaker during the
term in lieu of this class.
Questions:
1. Assess eHarmonys matching process.
2. What is eHarmonys value proposition and target market?
Metabical: Pricing,
Packaging, and
Demand Forecasting
for a New Weight-Loss
Drug (HBS 4183).
Jan 25
Feb 1
Case
LectureDiscussion
Market Segmentation,
Target Marketing and
Positioning
Readings
Marketing Strategy An
Overview, (HBS, 500005)
A basic spreadsheet is
available on uLearn for this
part of the case. You will
need to apply some of your
accounting knowledge in
this session!
Perceptual Mapping: A
Managers Guide (HBS, 9590-121)
Case
Dove: Evolution of a
Brand (HBS, 9-508-047)
LectureDiscussion
Introduction to SABRE
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Questions:
1. What was Doves market positioning in the 1950s? What is its
positioning in 2007?
2. Spend a little time searching blogs, using Google Blog Search,
Technorati, BlogRunner, or any other blog search engines, to
get a sense of what people are saying about Dove today.
What does this discussion contribute to the meaning of the
brand?
3. Evaluate the Real Beauty campaign. Do you see risks for the
Dove brand today?
SABRE manual
SABRE Decision 1 Due at 9 a.m. on February 9. Note that R&D projects are not allowed this period.
Feb 15
Case
LectureDiscussion
Strategic Branding
Customer-Centered Brand
Management (HBS,
R0409H)
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Mid-term case report due by Wednesday, February 15 at 6 p.m. Please drop off a hard copy to the general office or email me an e-copy at
robert.fisher@ualberta.ca.
Reading Week: February 21-25
Feb 29
Case
Case
Starbucks: Delivering
Customer Service (HBS,
504016)
Bayernwerk A.G.:
Responding to
Deregulation (IMD,
M590)
Questions:
1. What factors accounted for the extraordinary success of Starbucks
in the early 1990s? What was so compelling about the Starbucks
value proposition?
2. Why have Starbucks customer satisfaction scores declined?
3. Describe the ideal Starbucks customer from a profitability
standpoint. What would it take to make sure this customer is
highly satisfied?
Questions:
1. How important is it for Bayernwerk to not respond on price?
2. Using the marketing research provided in the case, how should
Bayernwerk respond to the price-based competitors?
Steve Katzman, Chief Marketing Officer of the Edmonton Oilers
Hockey Club will be speaking to our class from 12:00- 1:30 pm in the
MBA Lounge.
SABRE Decision 4 Due at 9 a.m.
Questions:
1. Why is the program important to PQS?
2. Evaluate the program and recommend how PQS should proceed.
Mar 6
Speaker
Mar 7
Case
Pennzoil-Quaker State
Canada: The One-toOne Decision (A) (Ivey
904A10)
Case
Questions:
1. What is the business problem facing Capital One?
2. What should their marketing objective be (e.g., growth, profit,
share?)
3. Who is the target market?
4. What is the role of advertising in their strategy?
5. What advertisement(s) do you recommend? Why?
NOTE: this case includes a series of Capital One ads that must be
viewed as part of your case analysis. I will post them on uLearn.
Analyzing Consumer
Preferences (HBS, 9-599112)
Mar 21
Case
Hubspot: Inbound
Marketing and the Web
2.0 (HBS, 5-510-043).
LectureDiscussion
Advertising and
Promotion
Management
Case
Case
Nettwerk: Digital
Marketing in the Music
Industry (HBS, 9-510055)
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SABRE Decision 5 Due at 9 a.m.
Questions:
1. Do you agree with HubSpot that the rules of marketing have
changed? Is inbound marketing the answer?
2. Is HubSpot finding and serving the right customers? Should it
widen its focus, or focus exclusively on a particular segment? If
so, which segment(s)?
3. What is the appropriate role for outbound marketing in
HubSpots marketing strategy?
An overview of how advertising works with an emphasis on persuasive
communication.
Integrated Marketing
Communications (HBS,
599087)
The Buzz on Buzz (HBS,
R00606)
April 4
Case
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SABRE Decision 7 Due at 9 a.m.
Submission of SABRE final reports.
Channel Management
(HBR, 590045-PDF-ENG)
LectureDiscussion
Questions:
1. Describe the CEMEX strategy in Egypt.
2. How does the Reward Program fit the CEMEX strategy?
3. Did the Reward Program motivate retailers to sell more CEMEX
products?
4. What are the advantages and disadvantages of the Reward
Program?
An overview of distribution issues, with an emphasis on
disintermediation.
In-class Exercise
Pricing Strategy
April 11
Presentations
and LectureDiscussion
SABRE Presentations
and Course Overview
Winning teams in each industry will present their final reports (10-15
minute presentations).
Case this is an
integrative case
designed to
summarize
many of the key
concepts over
the course. I will
also offer some
summary slides.
Aqualisa Quartz:
Simply a Better Shower
(HBS, 9-502-030)
Questions:
1. What is the Quartz value proposition to plumbers? To consumers?
2. What should Rawlinson do to generate sales momentum for the
Quartz product? Should he change his marketing strategy to target
consumers directly, target the DIY market, or target developers?
Should he lower the price of the Quartz? Or should he do
something different altogether?
Please not that recording is permitted only with the prior written consent of the professor or if recording is part of an approved accommodation plan.
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APPENDIX B
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APPENDIX B
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