Course Title: Marketing Management

Course Number: Monday GBK 204 CM

Wednesday GBK 204 YM

Prerequisite or Co-requisite: GBK 101

Credit Hours: 3

Instructor: Helene Audrey Bergman, MBA, MA

helenb@touro.edu   

Course Description: 

The characteristics and management of markets are described in topics that include the marketing environment, components of the marketing mix, market segmentation, and planning.  The course focuses on formulation and implementing marketing management strategies and policies, a task undertaken in most companies at the strategic business unit level.  The marketing management process is important at all levels of the organization, regardless of the title applied to the activity.  Typically, it is called corporate marketing, strategic marketing, or marketing management.  For our purposes, the all involve essentially the same process, even though the actors and activities may differ.  The course will provide you with a systematic framework for understanding marketing management and strategy.  Accordingly, the course emphasizes the following:

Primary and changing perspectives in marketing management in the New Economy

The impact of interactive media on marketing management

 Applied marketing management and strategy, domestic and global

An international focus on developing marketing management and strategy

The course is intended for:

Marketing concentration students who wish to deepen their understanding of marketing management in a strategy-planning context.

Non-marketing concentration students who desire a course in marketing strategy, with a management and planning orientation.

This course is concerned with the development, evaluation and implementation of marketing management in complex environments.  The course deals primarily with an in-depth analysis of a variety of concepts, theories, facts, analytical procedures, techniques and models.  The course addresses strategic issues such as: What business should we be in? What are our long-term objectives? What is our sustainable marketing competitive advantage? Should we diversify? How? How should marketing resources be allocated? What marketing opportunities and threats do we face?  What are our marketing organizational strengths and weaknesses? What are our marketing strategic alternatives?

We aim to further develop student knowledge and skills in the essential aspects of marketing management, marketing strategy, and emerging New Economy marketing applications, with a focus on the development and execution of programs, audits and plans.

Course Objectives:

·         Become familiar with the range of decisions implicit in strategic marketing management and planning, and develop skill in using a variety of analytical frameworks for making such decisions

·         Develop an understanding of how markets contrast and how the nature of competition changes in terms of

o   Enduring characteristics

o   Stage of development

·         Develop skills in planning a variety of marketing management tools, ranging from new product entry strategy to international product life cycle management and strategy

·         Develop skill in organizing for effective strategic marketing and in implementing the market planning process

Learning Outcomes:

Date	Topic
M 9/13 W 9/15	Chapter 1 — Defining Marketing for the 21st Century
M 9/20 W 10/6	Chapter 2 — Developing Marketing Strategies & Plans
M 9/27 W 10/13	Chapter 3 — Gathering Information & Scanning the Environment Chapter 4 — Conducting Marketing Research & Forecasting Demand
M 10/4 W 10/20	Chapter 5 — Creating Customer Value, Satisfaction, & Loyalty Chapter 6 — Analyzing Consumer Markets
M 10/11 W 10/27	Chapter 7 — Analyzing Business Markets Chapter 8 — Identifying Market Segments & Targets
M 10/18 W 11/3	Chapter 9 — Creating Brand Equity Chapter 10 — Crafting the Brand Positioning
M 10/25 W 11/10	Midterm
M 11/1 W 11/17	Chapter 11 — Dealing with Competition Chapter 12 — Setting Product Strategy
M 11/8 W 11/24	Chapter 13 — Designing & Managing Services Chapter 14 — Developing Pricing Strategies & Programs
M 11/15 W 12/1	Chapter 15 — Designing & Managing Value Networks & Channels Chapter 16 — Managing Retailing, Wholesaling & Logistics
M 11/22 W 12/8	Chapter 17 — Designing & Managing Integrated Marketing Communications Chapter 18 — Managing Mass Communications:   Advertising, Sales Promotion, Events & Public Relations
M 11/29 W 12/15	Chapter 19 — Managing Personal Communications:   Direct Marketing & the Sales Force Chapter 20 — Introducing New Market Offerings
M 12/6 W 12/22	Chapter 21 — Tapping into Global Markets Chapter 22 — Managing a Holistic Marketing Organization
M 12/13 W 1/5/11	Presentations
M 12/20 W 1/12/11	Final exam

Course Requirements

The class is scheduled to meet weekly. Students are expected to attend every class meeting, arriving on time and staying to the end.  Students MUST be physically present for the midterm and final exams as well as for the class session in which they are scheduled to make a presentation.

Grading Guidelines

Element	% of total grade
Written and oral analysis of major case	20%
Substantial research paper expanding on one of the weekly topics	25%
Midterm    Written analysis of major case.	20%
Final          Written and oral analysis of major case. In class written final exam based on major case.	35%

Case Presentations – Case problems will be assigned to individuals or teams.  The cases describe actual marketing scenarios faced by a variety of organizations and people. The facts, situations, and people are all real. The questions following each case are designed to help you pinpoint major issues, foster your analysis, have you cite alternative courses of future action, and have you develop appropriate marketing strategies. The information necessary to answer the questions may be drawn from the case and the text chapter(s) to which the case relates.

These hints should be kept in mind when solving a case:

• Read (observe) all material carefully. Underline or take notes on important data and statements.
• List the key issues and company actions detailed in the case.
• Do not make unrealistic or unsupported assumptions.
• Read each question following the case. Be sure you understand the thrust of every question. Do not give similar answers for two distinct questions.
• Write up tentative answers in outline form. Cover as many aspects of each question as possible.
• Review relevant material in the appropriate chapter(s) of the text. In particular, look for information pertaining to the case questions.
• Expand your tentative answers, substantiating them with data from the case and the chapter(s).
• Reread the case and your notes to be sure you have not omitted any major concepts in your answers.
• Make sure your answers are clear and well written, and that you have considered their ramifications for the organization.
• Reread your solutions at least one day after developing your answers. This ensures a more objective review of your work.
• Make any necessary revisions.
• Be sure your answers are not a summary ("rehash") of the case, but that you have presented a real analysis and recommendations.

Oral component: If a team is making a presentation, each member of the team is expected to speak.  The team should be prepared to defend its solution in response to questions asked by the instructor and classmates.

Written component: Each member of the team is expected to submit an individual analysis of your decision making process, explaining what went well and where there could have been improvements and why. 

Case Presentation Rubric

Element	%	Basis
Thorough description of case problem	25%	Group
Application of principles from textbook and readings to case	20%	Group
Appropriate solution of case problem	25%	Group
Presentation skills	10%	Individual
Explanation of process	10%	Individual
Defense of case problem solution	10%	Group

Class Participation Rubric

Element	%
Evidence of reading homework assignments	25
Participation in class discussions	25
Perceptive questions to teams making case presentations	25
Prompt arrival, prompt return from break(s), staying to the end of class	25

Textbook:

Title:                                             Marketing Management, 13/E

Authors:                                       Philip Kotler, Kevin Lane Keller

ISBN-10:                                       0-13-600998-0

Supplementary Readings

Newspapers:  The Wall Street Journal; The New York Times Sunday Business section

Magazines: Business Week; The Economist; Forbes; Fortune

Radio: Marketplace, 6:30 PM weeknights on 820 AM and 93.9 WNYC and available online at www.wnyc.org

Bibliography

Complete Bibliography is available at the course website

Cohen, William A., The marketing plan , Hoboken, NJ : Wiley, c2005.

Light their fire : using internal marketing to ignite employee performance and wow your customers / Susan M. Drake, Michelle J. Gulman, Sara M. Roberts. Chicago : Dearborn Trade Publishing, c2005.

Beckwith, Harry. Selling the Invisible: A Field Guide to Modern Marketing. NY: Warner Books, 1997.

Meredith, Geoffrey and Charles Schewe. Defining Markets, Defining Moments -- America's 7 Generational Cohorts, Their Shared Experiences, and Why Business Should Care. New York: Hungry Minds, 2002.

Reed, Sally Gardner. Making a Case for Your Library. Neal Schumann, 2001.

Webster, Frederick A. Webster's Marketing Bibliography: Marketing Management Control: Tools and Techniques Websters Bibliography 1986 ISBN:1555756263

Zeithaml, Valeria A. and Mary Jo Bitner. Services Marketing; Integrating Customer Focus Across the Firm. 2nd ed. Prentice-Hall, 2003.

Other supplemental readings may be assigned at the discretion of the instructor.