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*** UPDATED Class Schedule ***
MBA SEMINAR in MARKETING MANAGEMENT
[MKTG 600; W2K8; CRN# 12177]
Instructor: E. Vincent [“Vince”] Carter, Ph.D.
Class Room: BDC 156
Office:
107 BPA
Class Time: TR 8:10 – 10:15pm
Phone:
(661) 654 - 6776
Office Hours: TR 4:00 - 5:30pm
E-mail:
[email protected]
Web: http://www.csub.edu/~ecarter2/W%2008%20MBA.M.Management.htm
REQUIRED TEXTS
 CONCEPTS: The Marketing Plan Handbook, Marian B. Wood, Pearson Prentice Hall [ISBN# 10-0135136288]
 CASES: Marketing Power Plays, Business Week, McGraw-Hill [ISBN# 0071475583]
LEARNING OUTCOMES
This course explores the application of strategic management to the marketing function. Emphasis is placed on the
application of planning, implementation, controlling, and evaluation of marketing strategies as the means for achieving
organizational objectives. Specifically, the following learning outcomes are achieved:
1.
Understand the strategic role of the marketing function within an organization
2.
Know strategic marketing concepts, principles, and terminology
3.
Perform strategic marketing planning as a systematic process of specialized skills, including:
a)
Marketing situation analysis -- environmental scanning and competitive/market intelligence
b) Understanding markets and customers – value creation, need satisfaction, problem solving
c)
Segmentation, target marketing, and positioning – strategic customization and connection
d) Plan market growth direction, objectives, and support – strategic navigation
e)
Develop marketing strategies and programs – the marketing mix (4Ps)
f)
Track progress and control implementation – execution management
4.
Apply the strategic marketing imperative of providing value and building relationships
5.
Acquire a global perspective for market analysis, strategic planning and marketing program development
6.
Adapt to dynamic digital technology trends influencing markets and marketing strategies
7.
Adopt marketing ethics and processes that insure socially responsible strategic planning.
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Dr. Carter [W2K8]
MBA SEMINAR in MARKETING MANAGEMENT
[MKTG 600; CRN# 12177]
COURSE METHODOLOGY
This course is taught in two phases tailored to specific marketing planning skills and applications. The first
phase acquaints students with marketing planning terminology, concepts, and techniques.
The Marketing Plan
Handbook text serves as the primary guide for this first course phase. In particular, conceptual frameworks from
chapters one through three, in addition to online “marketing ethics” content, are used as basic training criteria for
marketing strategy preparation. Interactive lectures and concept conversations instill marketing planning concepts at
an intuitive level. An intuitive grasp of strategic marketing concepts enables students to engage in market analysis and
planning discussions in an independent manner during the second phase of the course. A Personal Planning Portfolio
assignment worth 25% of the course grade is used to assess each student’s intuitive grasp of marketing planning
terminology, concepts, and techniques.
The second phase engages students in role-play case analysis to apply marketing planning terminology,
concepts, and techniques. These application learning objectives are achieved by combining conceptual frameworks and
strategies from The Marketing Plan Handbook text with the marketing management situations presented in the
Marketing Power Plays text. By pairing conceptual theory with company practice, students are allowed to simulate
marketing strategy performance. A series of Marketing Power Plays cases are aligned with pertinent concepts from
The Marketing Plan Handbook to provide weekly marketing strategy scenarios. Drawing upon their individual interests
and professional expertise, students are assigned management roles within the focal company and required to formulate
marketing strategies to address challenges posed in the case. A separate group of students performs these marketing
strategy roles each class session, with other students functioning as planning analysts. The professor facilitates roleplay scenario interaction, and also directs an open class discussion to identify marketing planning lessons in each case.
The weekly marketing strategy performance sessions are divided into role-play scenarios during Tuesday classes and
marketing planning lessons during Thursday classes. This parallel method supports both the “real world” decision
simulation and the required application of concepts for the Marketing Strategy Plan assignment. As a result, the
Marketing Strategy Plan assignment should be completed as a cumulative and ongoing assignment activity.
Students participating in the marketing strategy scenarios are evaluated based upon the preparation and
decision skills exhibited during the case performance (20%). Marketing strategy skills learned during this second phase
of the course are also assessed by a group Marketing Strategy Plan assignment (30%) which requires students to
demonstrate knowledge of the strategic concepts and marketing planning competencies.
The Marketing Plan
assignment can be completed for any profit or non-profit organization, and emphasizes only one strategic concept
specialty – not the entire marketing plan. Students will also present an “Executive Brief” (15%) of their Marketing
Strategy Plan in class using Powerpoint slides.
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Dr. Carter [W2K8]
MBA SEMINAR in MARKETING MANAGEMENT
[MKTG 600; CRN# 12177]
GRADE ASSESSMENT
1) Marketing Strategy Preparation -- Personal Planning Portfolio [Due by e-mail MON. January 28th]
25 pts.
2) Marketing Strategy Scenario Role-Play -- Preparation & Decisions [graded each scheduled session]
20 pts.
3) Marketing Strategy Plan – Executive Brief Group Presentation [March 4th & March 6th]
15 pts.
4) Marketing Strategy Plan Group Report
30 pts.
5) Class Attendance/Participation – includes course learning process tasks and submissions
10 pts.
_________________________________________________________________________________________________
Grading Scale:
A = 3.8 – 4.0; A- = 3.7; B+ = 3.3 – 3.6; B = 3.0 -3.3; B- = 2.7 - 3.0; C+ = 2.3 – 2.6;
[Total Grade Points / 25] C = 2.0 – 2.2; C- = 1.7 – 1.9; D+ = 1.3 – 1.6; D = 1.0 – 1.2; D- = 0.7 – 0.9; F = Below 0.7
____________________________________________________________________________________________________
Grading Policies:
1) Individual test and assignment scores are not curved. However, final course grades will be curved upward
if the class average is below 75%.
2) Late submission of course assignments and make-up exams are permitted with an official University excuse.
COURSE POLICIES
1) ATTENDANCE & PUNCTUALITY are required. Students are solely responsible for all information covered
and provided while absent from class. Extra-credit points may be awarded to reward students that demonstrate
consistent attendance and punctuality.
2) All course assignments are expected to be typed using Microsoft Word application ONLY, and if appropriate
Powerpoint presentation graphics and Excel spreadsheet documents may be used to supplement typed
documents. Assignments may be submitted electronically via e-mail attachment or in hardcopy form.
3) The instructor reserves the right to modify the course schedule and assignment/point requirements based on
unforeseen time constraints, student performance, or classroom circumstances. Students will be notified in
advance of any proposed course modifications.
4) ACADEMIC INTEGRITY: This course fully complies with the University policy for Academic Integrity and
Academic Dishonesty. Sanctions are enforced in accordance with pages 80 & 81 of the CSUB Catalog.
5) ACCOMMODATIONS FOR PHYSICAL OR LEARNING DISABILITIES: This course fully supports
accommodations for physical and learning disabilities. Eligible students should present themselves to the
professor during office hours or before/after class to make appropriate arrangements.
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Dr. Carter [W2K8]
MBA SEMINAR in MARKETING MANAGEMENT
[MKTG 600; CRN# 12177]
COURSE SCHEDULE [Note Revisions in Red]
• WEEK 1:
Orientation to Marketing Planning & Problem Solving – The “Mind” of Business
1)
2)
3)
4)
5)
• WEEKS 2 – 4A:
Read and discuss syllabus
E-mail bio – Past/Present/Future: education (focus), experience (functions), enjoyment (fun)
Review Cases Text company scenarios
Concepts Text chapter 1
Discuss course learning process tasks – “Roles & Rules” and “Concept Connections”
Marketing Strategy PREPARATION
1)
2)
3)
4)
5)
Read Concepts Text chapters 1 - 3
Learn strategic concept frameworks at an intuitive level of understanding
Build a systematic perspective for connecting strategic marketing concepts
Apply strategic marketing concepts to increase proficiency
Distill “Marketing Ethics” content links
>>> Tuesday 1/22 Complete Concept Connections Class Exercise and Clarification <<<
*** Personal Planning Portfolio [25 Points] DUE by e-mail MONDAY Jan 28th @ Midnight ***
• DO OUTSIDE CLASS & ONLINE
Orientation to “Marketing Strategy PERFORMANCE Section of Course
1) Discuss Marketing Strategy Planning Guide
2) Form marketing strategy teams (4 students max) for class scenarios & M-Plan assignment
3) E-mail team profile: a) scenario roles, b) case company approach, c) M-Plan organization
• WEEK 4B (1/24): Strategic Market Customization – Segmentation & Positioning Strategy & HP
>> Collective Class Ensemble Case Scenario with Groups Divided by Role <<
1)
2)
3)
4)
• WEEK 5:
Read Concepts text chapter 4
Read Cases text chapter 7 (HP)
Conduct role-play scenario
Discuss marketing strategy lessons
Strategic Market Navigation – Planning Direction & Intel
1)
2)
3)
4)
Read Concepts text chapter 5
Read Cases text chapter 4 (Intel)
Conduct role-play scenario (Tuesday)
Discuss marketing strategy lessons (Thursday)
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Dr. Carter [W2K8]
MBA SEMINAR in MARKETING MANAGEMENT
[MKTG 600; CRN# 12177]
COURSE SCHEDULE (Continued)
• WEEK 6:
Strategic Market Value Creation – Product/Brand Strategy & Apple
1)
2)
3)
4)
• WEEK 7:
Strategic Market Value Delivery – Place/Distribution Strategy & IKEA
1)
2)
3)
4)
• WEEK 8:
Read Concepts text chapter 9
Read Cases text chapter 12 (Google)
Conduct role-play scenario (Tuesday)
Discuss marketing strategy lessons (Thursday)
Strategic Market Value Appraisal – Price Strategy & Wal-Mart
1)
2)
3)
4)
• WEEK 10:
Read Concepts text chapter 8
Read Cases text chapter 10 (IKEA)
Conduct role-play scenario (Tuesday)
Discuss marketing strategy lessons (Thursday)
Strategic Market Value Communication – Promotion Strategy & Google
1)
2)
3)
4)
• WEEK 9:
Read Concepts text chapter 6
Read Cases text chapter 13 (Apple)
Conduct role-play scenario (Tuesday)
Discuss marketing strategy lessons (Thursday)
Read Concepts text chapter 7
Read Cases text chapter 6 (Wal-Mart)
Conduct role-play scenario (Tuesday)
Discuss marketing strategy lessons (Thursday)
Marketing Strategy Plan “Executive Brief” Presentations (15 points)
*** Marketing Strategy Plan “Report” [30 Points] DUE by e-mail March 12th ***
~~ LET’S HAVE FUN LEARNING!!! ~~
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MKTG 600; Dr. Carter; W2K8
*** ROLES & RULES COURSE LEARNING TASK ***
[DUE: Tuesday January 22nd @ Midnight]
Introduction
The “Roles & Rules” course learning task provides an opportunity for students to become familiar with the
requirements for conducting in-class case scenario exercises.
Although case analysis is a common
instructional method, the “role-play scenario” approach is not as common – especially in business courses.
For that reason, this simple course learning task is offered to acquaint students with expected “roles &
rules” prior to conducting in-class case scenarios.
Choosing Roles
Students are asked to consider the case scenario “role” that is best suited to your professional marketing
attributes and aspirations.
The class bio will help each student reflect on their particular marketing
management preferences. The chosen “role” can be adapted to particular case situations, as well as to
accommodate the overall balance of a management team. However, it provides the necessary decision
making focus to effectively perform marketing strategy planning.
Charting Rules (note “green” text updates)
Likewise, students should also be aware of the procedural “rules” for conducting role-play case scenarios.
These “rules” vary for different courses and instructional objectives. However, for our course, the
particular marketing strategy concepts assigned to each case frames how “rules” will proceed,
because the intent is to demonstrate how marketing management decisions execute strategy. Use the
steps below as a guide:
a) Approach the case scenario seriously and engage in marketing strategy decisions just like you
would in an actual planning situation
b) Prepare for case scenario STRATEGY DIRECTION & SITUATION DIALOGUE. Learn
the assigned strategy to determine the types of decision involved and study roles/positions
involved in the case to become familiar with situations that may develop from the stated
facts in the case.
Interact with other roles/positions in a realistic manner without
preoccupation with saying “the right thing.” Lessons are learned from strategy outcomes
generated by scenario enactment, not by striving for perfect performance.
c) Limit factual research to the level required to conduct the in-class scenario. You are not graded on
your knowledge of the case company or required to provide factual justification for decisions
made. Instead, we are learning marketing strategy know-how and emphasizing functional
reasons for case decisions – even if they may not be factually grounded in the “real world.”
d) Follow the professor’s facilitation as an actor would respond to a director. Do not interpret
facilitation comments or guidance as criticism, but rather an attempt to convey strategic insight.
e) Be open to others “rules” evolving from our collective class consensus as the process unfolds.
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MKTG 600; Dr. Carter; W2K8
*** CONCEPT CONNECTIONS LEARNING TASK ***
[DUE: Wednesday January 23rd @ Midnight]
Introduction
The “Concept Connections” course learning task is designed to impart a systematic perspective of
marketing strategy concepts used for planning. Typically, students approach marketing strategy concepts
in an encyclopedic manner and retain terms and techniques as if they are preparing for an exam. Instead, at
the MBA level especially, marketing strategy concepts should be learned as comprising a system of skills
which are logically connected and capable of being applied to support decisions in a practical manner. This
systems perspective of marketing strategy concepts retains knowledge in a kaleidoscopic manner by
adapting the pattern of techniques to the precise marketing situation view required for decision making.
We can also regard the systems perspective as being a recipe book for making marketing strategy decisions,
instead of a dictionary for memorizing marketing strategy terms. Acquiring this systems perspective by
making “concept connections” will be essential to completing the Personal Planning Portfolio assignment,
as well as to perform marketing strategy decisions in the second section of the course.
Instructions
To complete the “Concept Connections” task, follow the five steps below:
a)
Itemize each marketing strategy concept/framework presented in The Marketing Plan Handbook
[Concepts text] chapters 1 through 3.
b) Briefly state the marketing planning benefit provided by each concept/framework for managers,
including consequences that would result from not using the particular concept/framework.
c)
Compose a chart or map comprised of each itemized concept/framework and use arrows or
descriptors to indicate relationships between and among separate concepts within an effective
marketing planning decision sequence.
d) Summarize the overall meaning of your “concept connection” chart or map in a brief statement.
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