Professional Documents
Culture Documents
Course
Description
The
class
introduces
participants
to
concepts
and
principles
of
marketing
management.
The
major
role
of
marketing
in
a
company
(or
public
agency)
is
determining,
creating,
communicating
and
delivering
a
value
proposition
that
meets
the
needs
of
its
customers.
In
addition,
marketing
in
its
boundary-spanning
role
introduces
the
voice
of
the
customer
into
the
firm,
helps
build
long-term
relationships
and
ensures
that
the
firm
builds
equity
with
its
customers.
We
have
selected
the
materials
and
structured
the
sessions,
especially
the
case
studies,
in
a
way
that
will
provide
a
challenging
experience
both
for
students
who
have
very
limited
marketing
experience
and
for
those
who
have
worked
in
marketing
before
beginning
the
MBA.
Because
marketing
is
a
very
broad
and
important
business
function,
this
course
aims
at
familiarizing
you
with
the
key
tools.
For
those
who
become
interested
in
a
specific
topic,
we
provide
supplementary
readings.
Courses
from
the
specialized
marketing
track
will
enable
to
learn
more
about
a
specific
topic.
Learning
Outcomes
When
you
successfully
complete
this
course,
you
should
be
able
to
.
.
.
Apply
the
key
marketing
concepts
and
frameworks
to
analyze
marketing
problems
and
business
decisions.
Understand
the
contribution
of
marketing
assets
to
firm
value
and
how
organizations
build,
nurture,
and
leverage
these
assets
via
market-facing
business
processes.
Describe
and
analyze
the
characteristics
of
a
specific
market
using
data
on
environment,
customers,
and
competitors.
Develop
and
formulate
a
marketing
strategy
based
on
a
consideration
of
firm
resources
and
market
opportunities.
Estimate
the
financial
consequences
of
marketing
decisions.
Understand
the
function
of
the
key
instruments
available
to
marketers:
customer
management,
branding,
product,
price,
distribution,
and
communication.
Draw
on
insights
from
current
academic
research
in
Marketing.
Marketing;
Page
2
Key
Topics
Part
1:
Marketing
Strategy
v Goals
of
Marketing
v Market
Analysis
v Formulating,
Evaluating,
and
Selecting
Marketing
Strategies
Part
2:
Marketing
Instruments
v Product
&
Brand
Management
v Marketing
Communication
v Pricing
&
Promotions
v Distribution
v Managing
Customer
Relationships
Course
Materials
Reference
Books
(recommended)
- Key
Marketing
Metrics:
The
50+
Metrics
Every
Manager
Needs
to
Know,
by
Farris,
Bendle,
Pfeifer,
and
Reibstein.
- Marketing
Management
and
Strategy,
by
Peter
Doyle
and
Phil
Stern
(4th
edition).
Cases
- Packet
of
Cases,
made
available
prior
to
class
and
available
for
download
via
the
course
website
on
K-Hub
(https://k-hub.hec.fr,
log
on
using
your
HEC
login).
Other
Materials
- Required
and
supplementary
articles
made
available
prior
to
class
or
accessible
on-line
via
the
course
website
on
K-Hub.
Learning
Methods
The
course
integrates
interactive
lectures
and
discussions
of
cases.
The
methods
of
active
learning
in
this
course
require
advance
preparation
by
the
participants.
The
cases
provide
you
with
an
opportunity
to
discover
key
marketing
concepts
and
metrics,
and
learn
how
to
apply
these
in
"real
world"
marketing
situations.
The
readings
and
accompanying
lecture/discussions
expand
on
these
concepts
and
ideas
which
provide
the
basis
for
marketing
decision
making.
Cases
and
articles
will
be
made
available
to
you
prior
to
our
class
period.
It
is
highly
recommended
to
every
single
participant
to
take
the
time
and
effort
to
work
through
these
materials
before
each
class.
Lecture
slides
will
be
available
for
download
after
each
session.
The
content
provided
on
these
slides
are
a
guideline
for
what
is
covered
in
class.
It
is
each
students
responsibility
to
take
notes.
An
effective
class
session
can
only
occur
if
both
you
and
I
are
involved
in
the
learning
process.
It
requires
openness,
a
sense
of
skepticism,
and
an
interest
in
learning
new
ideas
and
concepts.
This
suggests
that
whatever
the
topic
there
will
always
be
room
for
the
subjective,
the
opinion
and
the
intuition.
You
should
be
willing
to
share
ideas
with
the
other
participants
and
also
be
willing
to
listen
to
them.
Your
active
participation
will
help
us
test
our
own
assumptions
and
assertions.
Your
enthusiasm,
your
intellect
and
your
physical
presence
can
contribute
tremendously
to
your
learning.
Furthermore,
your
colleagues
are
important
sources
of
learning.
Take
advantage
of
your
colleagues
experience,
knowledge,
and
ideas,
and
do
your
part
by
being
prepared
and
contributing
your
relevant
experiences
in
class
meetings.
Marketing;
Page
3
Prerequisites
none
Grading
Grades
are
based
on:
v Class
participation
(including
case
presentation)
v Group
case
write-ups
v Final
exam
33%
33%
33%
Marketing;
Page
4
problem.
The
quality
of
your
analysis
is
critical.
Make
sure
that
you
explain
the
rationale
behind
each
recommendation
or
conclusion
that
you
make
and
provide
their
related
pros
and
cons.
You
should
develop
the
alternative
solutions
for
the
problem
You
should
state
the
relevant
criteria
on
which
to
evaluate
these
solutions
Make
a
recommendation
based
on
the
above
analysis
If
applicable,
read
the
related
course
material
while
working
on
the
case
Use
an
analytical
approach
to
support
your
conclusions.
Use
the
data
provided
in
the
case!
Format:
Page
limit
2
pages,
12
pt.
Times
New
Roman
font,
single
spaced,
with
2.5
cm
margins
all
round,
excluding
appendices.
Many
students
find
that
their
write-up
described
the
most
important
points
but
ran
out
of
space
to
write
them
all
down.
This
is
symptomatic.
The
purpose
of
this
course
is
to
help
you
identify
which
of
the
details
hidden
in
the
myriad
of
case
facts
are
most
relevant.
The
page
constraint
is
meant
to
force
you
to
reveal
what
you
think
is
relevant.
Plagiarism:
Written
case
assignments
should
reflect
your
work
and
your
work
only.
Violations
of
this
rule
will
lead
to
a
fail
grade
and
may
lead
to
further
sanctions
by
the
MBA
program.
Every
individual
on
the
team
will
usually
be
given
the
same
grade,
but
individual
grades
may
be
adjusted
using
peer
evaluation.
Please
do
not
prepare
for
the
class
discussion
by
seeking
out
additional
or
more
recent
data
on
the
firms
or
industries
in
the
case.
Tentative
Schedule
(may
change,
e.g.
to
accommodate
guest
speakers
and
due
to
schedule
changes
by
the
MBA)
Session 2
Fri Jan 30
Session 3
Tue Feb 3
Topic
What to Prepare
13:00 16:10
th
Learning
Objectives
Introduction
Course
Organization
Goals
of
Marketing
-
Discovering,
Creating,
Communicating,
Delivering
and
Extracting
the
Value
Proposition
09:00
12:50
Marketing
&
Strategy
Case:
Starbucks
-
Delivering
Customer
Service
rd
13:00 16:10
Prepare
case
Case
write-ups
HBR:
Customer
Intimacy
and
Other
Value
Disciplines
Farris
et
al.
Chapters
1,
10
Doyle
&
Stern
(D&S)
Chapters
1
&
2
Supplementary
Readings
(for
those
looking
for
background
information):
HBR:
Bringing
Customers
into
the
Boardroom.
Marketing,
Business
Processes,
and
Shareholder
Value
The
Cost
of
Myopic
Management
Theory
and
Practice
of
Myopic
Management
Marketing;
Page
5
Session 4
Tue Feb 10
Session 5
Tue Feb 17
Session 6
Tue Feb 24
Session 7
Tue Mar 3
Session 8
Tue Mar 10
th
13:00
16:10
Strategic
Planning:
Formulating,
Evaluating,
and
Implementing
Marketing
Strategies
Case:
Hubspot
th
13:00
16:10
Product
&
Brand
Management
Case:
Mountain
Man
Brewing
th
13:00
16:10
Integrated
Marketing
Communication
I
Case:
BBVA
Compass
rd
13:00
16:10
Integrated
Marketing
Communication
II
Case:
Reynolds
Metals
Company
th
13:00
16:10
Distribution
Case
:
Natureview
Farm
Exam
info
and
Q&A
Prepare
case
HBR
article:
Competing
on
Analytics
Farris
et
al.
Chapters
2,
4
(pp.
92-104)
D&S
Chapters
3
&
4
Supplementary
Readings:
HBR
article:
Big
Data
-
The
Management
Revolution
From
Marketing
as
a
Function
to
Marketing
as
a
Transformational
Engine
(Kumar)
Prepare
case
Case
write-ups
GFK
Roper
Consumer
Lifestyle
Segmentation
HBR
Article:
Rediscovering
Market
Segmentation
Farris
et
al.
Chapter
3
(pp.
43-53,
64-88)
D&S
Chapters
3,
4,
&
7
Prepare
case
Case
write-ups
HBR
Article:
Selling
Services
more
Profitably
Farris
et
al.
Chapter
4,
p.
105-127
D&S
Chapters
5,
6,
&
7
Supplementary
Readings:
From
Market-Driven
to
Market
Driving
HBR
Article:
Connect
and
Develop
HBR
Article:
Understanding
the
Psychology
of
New
Product
Adoption
HBR
Article:
Building
a
Leadership
Brand
HBR
Article:
Brand
Equity
in
the
Scheme
of
Things
The
Financial
Value
Impact
of
Perceptual
Brand
Attributes
Prepare
case
Case
write-ups
Farris
et
al.
Chapter
9
D&S
Chapter
9
Prepare
case
Case
write-ups
HBR
Article:
Mind
Your
Pricing
Cues
Supplementary
Readings:
HBR
Article:
Discounts
Can
Be
Dangerous
Farris
et
al.
Chapter
8
D&S
Chapter
9
From
Branded
Bulldozers
to
Global
Distribution
Partners
(Kumar)
Farris
et
al.
Chapter
3
(53-64),
6
(pp.
176-
188)
Marketing;
Page
6
D&S
Chapter
11
th
Session 9
Tue Mar 17
13:00 16:10
Week 10
Tue Mar 24
Exam
Mon Mar 30
09:00-10:30
Pricing
Case:
Atlantic
Computer:
A
Bundle
of
Pricing
Options
Guest
Speaker:
Nicolas
Gex,
Amazon
Online
Retailing
th
13:00
16:10
Managing
Customers
Case:
CMR
Enterprises
th
Prepare
case
Case
write-ups
Farris
et
al.
Chapter
7
D&S
Chapter
8
Supplementary
Readings:
HBR
Article:
How
Do
You
Know
When
the
Price
is
Right?
HBR
Article:
Pricing
and
the
Psychology
of
Consumption
HBR
Article:
Pricing
Policies
for
New
Products
Prepare
case
Case
write-ups
Farris
et
al.
Chapter
5
HBR
Article:
Getting
the
Most
Out
of
All
Your
Customers
Supplementary
Readings:
HBR-Article:
Marketing
When
Customer
Equity
Matters
HBR-Article:
Customer-Centered
Brand
Management
From
Customer
Equity
to
Market
Capitalization
HBR-Article:
Building
Loyalty
in
Business
Markets
HBR-Article:
The
Mismanagement
of
Customer
Loyalty
Marketing;
Page
7
Marketing;
Page
8
the
bank?
2. In
2010,
the
bank
allocated
$1.22
million
or
21%
of
the
total
ad
budget
to
online
advertising
for
acquiring
checking
account
customers
(see
Tables
B
and
C),
while
allocating
the
rest
of
the
budget
to
offline
marketing
efforts
for
this
account.
However,
only
5%
of
the
new
checking
account
customers
came
from
the
online
channel,
while
offline
branches
accounted
for
80%
of
the
new
checking
accounts
(page
3).
Is
the
2010
advertising
budget
allocation
between
offline
and
online
media
appropriate?
3. Why
did
BBVA
sign
multiyear
sponsorship
deals
with
NBA
and
ESPN?
Do
you
agree
with
this
decision?
4. What
are
the
various
steps
in
the
online
acquisition
process
and
how
can
the
bank
improve
this
process?
5. What
is
the
effective
acquisition
cost
and
lifetime
value
of
customers
acquired
through
the
online
channel?
6. What
is
the
role
of
display
and
search
advertising
in
acquiring
new
checking
account
customers?
Is
the
2010
advertising
budget
allocation
between
display
and
search
appropriate?
7. Is
the
budget
allocation
among
various
search
engines
appropriate?
8. Why
is
the
bank
spending
money
across
various
display
ad
networks?
Which
ad
networks
are
working
better
than
others
and
would
you
change
the
budget
allocation
among
them?
Case
6:
Reynolds
Metals
Company
1. Compare
and
contrast
MDF
with
off-invoice
deals.
How
are
the
objectives
of
the
two
different?
2. Does
MDF
offer
a
more
effective
trade
promotion
alternative
to
off-invoice?
Why
and
Why
not?
3. If
Reynolds
were
to
fully
implement
MDF,
how
should
Rosser
go
about
obtaining
retailer
support?
Is
retailer
support
even
necessary?
4. How
should
Rosser
manage
the
transition
of
trade
deal
responsibility
from
the
marketing
department
to
the
sales
department?
Case
7:
Natureview
Farm
1. What
is
Natureviews
current
position
in
the
natural
foods
channel?
What
is
their
marketing
strategy?
2. How
do
the
three
growth
options
under
consideration
compare
financially
to
terms
of
yearly
revenue,
gross
margin,
required
investment,
and
profit
potential?
3. What
are
the
strategic
advantages
and
risks
of
each
option?
What
channel
management
and
conflict
issues
are
involved?
4. What
action
should
the
company
pursue?
How
can
they
mitigate
the
risks
associated
with
the
chosen
strategy?
Case
8:
Atlantic
Computer:
A
Bundle
of
Pricing
Options
1. What
price
should
Jowers
charge
DayTraderJournal.Com
for
the
Atlantic
bundle
(i.e.,
Tromm
Servers
+
PESA
software
tool)?
2. Think
broadly
about
the
top-line
revenue
implications
from
each
of
the
four
alternative
pricing
strategies.
Approximately
how
much
money
over
the
next
three
years
will
be
left
on
the
table
if
the
firm
were
to
give
away
the
software
tool
for
free
(i.e.,
status
quo
pricing)
versus
utilizing
one
of
the
other
pricing
approaches?
3. How
is
Matzer
likely
to
react
to
your
recommendations?
4. How
is
Cadenas
sales
force
likely
to
react
to
your
recommendations?
5. What
can
Jowers
recommend
to
get
Cadenas
hardware-oriented
sales
force
to
understand
and
sell
the
value
of
the
PESA
software
effectively?
Marketing;
Page
9
6. How
are
customers
in
your
target
market
likely
to
react
to
your
recommended
pricing
strategy?
What
response
can
be
provided
to
overcome
any
objections?
7. How
is
Ontario
Zinks
senior
management
team
likely
to
react
to
the
Atlantic
Bundle?
Case
9:
CMR
Enterprises
1. What
is
CMRs
growth
strategy?
How
does
the
Blackstone
Homes
account
fit
into
that
strategy?
2. How
is
CMRs
strategy
put
into
action?
What
changes
are
made
to
how
the
company
selects
customers,
manages
customer
relationships,
monitors
the
health
of
customer
relationships,
and
measures
the
results?
What
are
the
impacts
of
those
changes
on
the
health
and
performance
of
the
companys
relationships
with
customers?
On
the
Signature
relationship?
3. How
much
profit
is
CMR
making
from
the
commercial
business
versus
the
residential
business?
From
the
Blackstone
account?
4. What
should
Marcus
do
now?