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STATE UNIVERSITY OF NEW YORK
COLLEGE AT OSWEGO
SCHOOL OF BUSINESS
DEPARTMENT OF MARKETING AND MANAGEMENT

SEMINAR IN MARKETING MANAGEMENT - MKT 466

Spring 2003

James M. Molinari, Ph.D.
Chairman, Marketing and Management Department
Office: Room 102 Swetman
312-2536
e-mail: molinari@oswego.edu

This course is intended as the capstone-marketing course. It integrates all the material covered in other marketing courses while introducing strategic marketing into the process. This is a senior level course intended for marketing majors.

COURSE OUTLINE:

  1. Introductory Modules
    1. Introduction to Case Analysis
    2. Basic Quantitative analysis for Marketing Decision Making
  1. Strategic Marketing
    1. Strategic Planning
    2. Target Marketing
  1. The Marketing Mix in a Global Environment
    1. Product Strategy
    2. Promotion Strategy
    3. Distribution Strategy
    4. Pricing Strategy
  1. Current Marketing Issues
    1. Current issues as identified in the business press.
    2. Ethical Issues in marketing
  1. The Marketing Process
    1. Linking research to strategy
  1. Marketing Strategy
    1. Global Marketing programs

 

I.. COURSE OBJECTIVES
    1. To develop an understanding of and skill in, the development of marketing strategy.
    2. To provide students the opportunity to monitor and evaluate the changing problems that face both private-sector and public-sector marketing organizations.
    3. To provide the student the opportunity to develop and improve his/her marketing decision-making skills.
    4. To provide the student the opportunity to develop and improve his/her oral communication skills.
    5. To provide the student the opportunity to confront substantive ethical issues pertinent to marketing and to develop a framework of analysis for these issues.
    6. To provide the student experience with substantive global issues specific to marketing management.

 

  1. STRATEGY
    2.

    Marketing is the business function of an organization (profit or nonprofit), with responsibility for serving customers. Many people who come to the study of marketing with little or no business experience picture it as the study of selling and advertising. While marketing includes selling and advertising, it encompasses much more.

    This course will present marketing concepts primarily from a decision- making perspective. The scope and nature of marketing may best be explained by considering the questions marketers ask and the decisions they are required to make.

    The first decision is perhaps the most important decision in marketing—market selection. Market selection is the choice of which customer needs to fill and which customer needs to explicitly not attempt to fill. The other decision relates to a second key marketing concept – the marketing mix. Decisions with regard to product policy, price policy, distribution policy, and communication policy are the organizing framework for this course.

    Lectures and readings are an efficient way to acquire knowledge and to become informed about techniques. But the development of philosophies, approaches, and skills is better served by experiential methods such as case studies and business simulations. The case method will be used extensively in this course. The sessions will include discussions of readings to develop frameworks for marketing decisions, occasional lectures, and cases that focus on actual marketing situations. The cases will provide the student the opportunity to develop marketing skills by practicing in a simulation-like process.

  2. CONDITIONS
    1. Regular classroom attendance is expected.
    2. Three unexcused absences will be considered excessive and may result in the student being dropped. A student who is dropped after the deadline will be assigned a grade of "E".
    3. All assignments become the property of the instructor.
    4. If any classes have to be canceled, assignments will be collected at the next class period.
    5. The student is expected to be prepared for each class. Preparation at an advanced stage is appropriate for each student in this class.
    6. The student is expected to contribute in a positive way to advance the learning environment in this class.
    7. COMMON COURTESY SHALL PREVAIL IN THIS CLASS. Please arrive for class on time, and don’t disrupt class by leaving the room during class. I am sure we agree that any kind of disruptive behavior is unacceptable and should not be tolerated.
    8. If you have a disabling condition, which might interfere with your ability to complete this course, please contact me.


  TENTATIVE SCHEDULE  
WEEK of:    
  Introduction to the Marketing Process  
January 22 Introduction to Course  
  Introduction to Cases  
January 27 Read: Learning with Cases
  Read: Basic Quantitative Analysis in Marketing
  Exercise on Financial Analysis  
February 3 Read: Business Week
  Read: Note on Marketing Strategy
  CASE: HURRICANE ISLAND OUTWARD BOUND SCHOOL
  Product Policy  
February 10 Read: Product Policy
  Read: Business Week
  CASE: Boston Beer Company: Light Beer Decision
February 17 Read: Business Week
  CASE: Oscar Mayer: STRATEGIC MARKETING PLANNING
  Distribution Policy  
February 24 Read: Business Week
  Read: Going To Market
  CASE: Goodyear: The Aquatred Launch(Condensed)
March 3 Read: Business Week
  CASE: Biopure Corporation
  Integrated Marketing Communications  
March 10 Read: Business Week
  Read: Integrated Marketing Communications
  CASE: MILFORD (A)
  CASE: MILFORD (B)
March 17 Read: Business Week
  CASE: TiVo
  Pricing Policy  
March 31 Read: Pricing: A Value-Based Approach
  Read: Business Week
  CASE: Cumberland Metal Industries
April 7 Read: Pricing and Market Making on the Internet
  Read: Business Week
  CASE: Coca Cola's New Vending Machine (A)
  Marketing Issues  
April 14 Read: Business Week
  CASE: Panalba
April 21 Read: Business Week
    Honors Convocation and Quest - No classes on Wednesday
April 28 Read: Business Week
  CASE: The Aravind Eye Hospital
May 5   Review of Marketing Management


IV. GRADING

    1. Class discussion - 50% The course is a seminar course for advanced marketing students. As such, each student must accept the responsibility that goes with a seminar. Class discussions of readings, cases, and lectures can only contribute to learning if each student takes an active role. You will be expected to be prepared for each class and make a contribution to class every day.
    2. Case Analysis - 50% You will be responsible for the analysis and preparation of each assigned case. Each student will be responsible for 3 cases to be handed in. Each analysis will be a maximum of 4 pages, typed, double-spaced

 

Cases and Readings from Harvard Business School Publishing for Mkt. 466
Note on Marketing Strategy 9-598-061
Hurricane Island Outward Bound 9-588-019
Product Policy 9-501-049
Boston Beer Company 9-899-058
Oscar Mayer Strategic Marketing 9-597-051
Going to Market 9-599-078
Goodyear: the Aquatred Launch 9-500-039 (Condensed)
Biopure Corporation 9-598-150
Integrated Marketing Communications 9-599-087
Milford (A) 9-584-012
Milford (B) 9-584-013
TiVo 9-501-038
Pricing: A Value Based Approach 9-500-071
Cumberland Metal Industries 9-580-104
Pricing and Market Making 9-500-065
Coca Cola's New Vending machine 9-500-065
The Aravind Eye Hospital 9-593-098


B. BUSINESS WEEK

C. ARTICLES (HANDED OUT IN CLASS)

    1. Learning with Cases
    2. Marketing Myopia
    3. Basic Quantitative Analysis in Marketing.
    4. Other articles may be handed out throughout the semester

 

Welcome to Business 466 - Seminar in Marketing Management. This course is designed to serve as the capstone course in the Marketing curriculum; integrating what you have learned in previous marketing courses.

As a result of this course, you should have increased knowledge and insight into the field of Marketing. More importantly however, you should acquire the skill needed to analyze and solve complex marketing problems. Toward that end, this course has been designed to follow a five -stage approach to marketing management education.

These stages include:

    1. Historical and theoretical foundations of Marketing thought.
    2. Current problems and issues in Marketing.
    3. Alternative learning approaches and tools for marketing problems and case analysis.
    4. Analysis of Marketing Management cases.
    5. Analysis of Strategic Marketing cases.

As with any course, the benefits to course participants will be directly related to the quality and quantity of the effort expended on course related activities. I believe you’ll find this course challenging and at the same time - refreshing. You will be challenged by the issues, by me, and by each other to develop an approach to marketing analysis that will serve you well in the future.

If you have questions or problems at any time during this course, please feel free to come to my office and discuss them.

 

 

February 24, 2003