kotlerimcaseorientedsyllabus

1、case-oriented syllabus49course background and syllabus for a case/lecture-oriented coursebackground: case analysis and case selectionif you choose to focus on cases and lectures in the course, selecting the appropriate case(s) is(are) important. recency, popularity, relevance to the topic, availabil

2、ity of teaching notes, as well as other supplements such as video and computer software aids, should be considered. appropriately chosen, cases not only stimulate the mind but also create an in-depth feel for the application of the course material. the kotler/keller text will create sensitivity and

3、awareness for what is critical and important in the case, and the case will reinforce concepts presented in the text. cases call for a decision and very often with less than perfect information concerning the problem, the environment, the actors, and the consequences of various actions. as such, the

4、 case nurtures management skills although the text and the other application-oriented tools discussed above can diffuse perspective and technical knowledge. there are a number of articles that discuss methods for using the case study approach. the following are suggested:1. “because wisdom cant be t

5、old,” (harvard note 9-451-005). this article argues for the beneficial effect the case method has on both teachers and students and suggests the proper role of the instructor as a leader of the group.2. “learning by the case method,” (harvard note 9-376-241). this article, prepared for executive edu

6、cation, identifies the issues to be confronted in the course of reaching a decision. it also provides useful guidelines for individual analysis of a case method teaching generally.3. “teaching and the case method,” (9-387-001), by roland christensen. a very useful textbook and instructors guide (5-3

7、87-010), available through the harvard business school. this book includes text, cases, and readings for classes and seminars.the harvard business school publishing (hbsp) web site () will provide you with listings of current marketing and marketing management cases, and related materials. hbsp also

8、 can package the selected cases to accompany the text. this can also be accomplished by visiting the pearson custom publishing business web site at .sample case analysis an example of a case analysis follows, that can be utilized early in the course to provide a basis for written cases and class cas

9、e discussions. if you choose to use cases in the course an example is the ohanlon candy company that is a medium-size candy company located in the midwest. in the past two years, its sales and profits have barely held their own. top management feels that the trouble lies with the sales force because

10、 that they do not “work hard or smart enough.” to correct the problem, management plans to introduce a new incentive-compensation system and hire a trainer to educate the sales force in modern merchandising and selling techniques. before doing this, however, they case-oriented syllabus50decide to hi

11、re a marketing consultant to carry out a marketing audit. the auditor interviews managers, customers, sales representatives and dealers, and examines various sets of data. the auditors findings are as follows:the companys product line consists primarily of 18 products, mostly candy bars. its two lea

12、ding brands are mature and account for 76 percent of the companys total sales. the company has looked at the fast-developing markets of chocolate snacks but has not made any moves yet.the company recently researched its customer profile. its products appeal especially to lower-income and older peopl

13、e. respondents who were asked to assess obriens chocolate products in relation to competitors products described them as “average quality and old-fashioned.” obrien sells its products to candy jobbers and large supermarkets. its sales force calls on many of the small retailers reached by the candy j

14、obbers, to fortify displays and provide ideas; its sales force also calls on many small retailers not covered by jobbers. obrien enjoys good penetration of small retailing, though not in all segments, such as the fast-growing restaurant areas. its major approach to intermediaries is a “sell-in” stra

15、tegy discount, exclusive contracts, and stock financing. at the same time, obrien has not adequately penetrated the mass-merchandise chains. its competitors rely more heavily on mass-consumer advertising and in-store merchandising and are more successful with the mass merchandisers.obriens marketing

16、 budget is set at 15 percent of its total sales, compared with competitors budgets of close to 20 percent. most of the marketing budget supports the sales force, and the remainder supports advertising. consumer promotions are very limited. the advertising budget is spent primarily in reminder advert

17、ising for the companys two leading products. new products are not developed often, and when they are, they are introduced to retailers via a push strategy.the marketing organization is headed by a sales vice-president. reporting to the sales vp is the sales manager, the market research manager, and

18、the advertising manager. having come up from the ranks, the sales vp is partial to sales-force activities and pays less attention to the other marketing functions. the sales force is assigned to territories headed by area managers.the marketing auditor concluded that obriens problems would not be so

19、lved by actions taken to improve its sales force. if you were the auditor, what short-term and long-term recommendations would you make to obriens top management?case-oriented syllabus51 short-term recommendations:examine the current product line and weed out marginal performers with limited growth

20、potential.shift some marketing expenditures from supporting mature products to supporting new products.shift the marketing-mix emphasis from direct selling to national advertising, especially for new products.conduct a market-profile study of the fastest growing segments of the candy market and deve

21、lop a plan to break into these areas.instruct the sales force to drop some of the smaller outlets and not to take orders for under 20 items. also, cut out the duplication efforts of sales reps and jobbers calling on the same accounts.initiate sales-training programs and an improved compensation plan

22、.medium to long-term recommendations.hire an experienced marketing vp from the outside.set formal and operational marketing objectives.introduce the product manager concept into the organization.initiate effective new-product development programs.develop strong brand names.find ways to market its br

23、ands to chain stores more effectively.increase the level of marketing expenditures to 20 percent of sales.reorganize the selling function by specializing sales reps by distribution channels.set sales objectives and base sales compensation on gross profit performance.note: this analysis is designed t

24、o help students recognize some of the marketing and sales management relationships that can occur in case and applied situations. if students apply the type of thinking utilized in this example, they should be able to improve their approaches to this and other marketing cases and related contemporar

25、y business analysis settings. you might suggest that prior to each class students should take a few moments to think about the topics covered in each related chapter, using an approach similar to that utilized in this case. based on this, they can spend 10 to 15 minutes writing down how the case con

26、cepts, theories, and applications integrate and complement what she/he has learned. ask them to be as specific as possible with their analytical notes, bring those notes to class and be prepared to discuss how they have integrated the specific ideas covered in case-oriented syllabus52the text, lectu

27、res, and discussions, based on the ohanlon case and the auditors comments. in addition, this case and the apparent questions bring up an important point because it may appear that the questions and issues are somewhat vague and lack focus. this is intentional, because that is the way things operate

28、in the real world. in previous cases and casework, students likely focused on a specific topic. here, however, it is up to them to choose a specific focus, reflect on it, show how it relates to what they have already learned or experienced, and examine how they can apply it in the future.mba student

29、s tend to value this exercise. it gives them a chance to discover relationships between what they read and hear and what they experience at work or in internships. after a few weeks of using this approach, they should be able to identify with the course material and begin to comment on how “good the

30、 text is,” that they are actually reading the text, and that there is a reason why this and other courses are in the business program. sometimes, the hardest part of the instructors job is to cut off the opening class discussion and move on to new material.this exercise is more difficult for undergr

31、aduates because they have had little practical business experience. this activity, however, can still be valuable if you ask the students to apply the concepts to their part-time work experiences, campus clubs, or other applied experiences. note to instructor: it would be useful to bring this case a

32、nd/or the analysis back into the course occasionally. for example, if students deal with the question occasionally it provides an effective way for them to recall and review prior materials, filter it, and discover new applications. case-oriented syllabus53 harvard business school publishing case ma

33、p marketing management, 12th editioncase titlesource, number, length, teaching notegeographical and industry setting, company size, time framecase decision issuechapter 1: defining marketing for the 21st centurymarketing james pattersonhbs #9-505-029 18p tn #5-505-033new york, book publishing, $120

34、million revenues, 5 employees, 2004can a successful novelist use direct-to-consumer marketing to grow his brand? considers whether book clubs can be used to build systematically buzz for his new releases. is it time for a shift to direct mail and one-to-one marketing, or is fame in the book business

35、 necessarily won in the limelight of publicity and broadcast marketing? illustrates the strengths and weaknesses of a demand chain view of a marketing channel and to show the difference between the view of a market that surveys can generate and the view that a panel can generate.cbs evening newshbs

36、#898-086 32pnew york, television, 1,000 employees, 2000 the cbs evening news looks for options to grow its franchise.intuit quickbooks hbs #501-054 15pcalifornia, software, 1999intuit quickbooks, a successful product with a strong brand and an 85% share of retail sales, faces market growth expectati

37、ons in a mature, slowing market segment. providing value-added online services to complement the desktop software was an attractive solution, but should the firm build them in-house or acquire them through partnerships? this case explores the issues related to capturing value.case-oriented syllabus5

38、4shbs #800-211 23p tn #801-198massachusetts, internet retailing, 46 employees, 1999how should s spend the venture capital money it attracted? should the company consolidate its niche position in wine gift giving? or should it aggressively expand into new gift-giving categories under the “s name?arro

39、w electronics hbs #598-022 21p tn #500-111north america, electronic parts, 8,000 employees, 1997deals with the issue of cross-selling and managing a portfolio of products and services in business markets. management must decide whether to pursue an opportunity to sell its products through a new e-co

40、mmerce site, which could threaten the viability of its overall business model.chapter 2: developing marketing strategies and plansxm satellite radio (b)hbs #9-504-065 8p tn #5-504-082radio, 2002xm radio has beaten its rival, sirius, to market and has become the first source for satellite radio. its

41、performance has revealed that the market for this product is not exactly what the company might have thought. provides data that allows students to rethink the initial strategy in light of this fact. allows the class to view the problem from the perspective of the industry leader. teaching purpose:

42、to examine business model selection, new product launches strategy, pricing, and market strategy.screamingmedia, inc.hbs #801-371 26pnew york, ny, computer-related services, 236 employees, 2000screamingmedia, a provider of content syndication and services, must shift its customer base away from inte

43、rnet start-ups toward more established firms to ensure future profitability. students must develop a new market strategy and action plan for the firm, outlining steps necessary to achieve strategic goals: sales retraining, development of new products and services, and changing the organizational str

44、ucture.ehbs #701-025 22plos angeles, auto, 2000edmunds began in 1966 as a publisher of new and used vehicle guides and grew into one of the leading third-party automotive web sites. this case explores how e gained a competitive edge using strategic partnerships and alliances, as well as careful prod

45、uct positioning and strategy implementation.case-oriented syllabus55matching dellhbs #799-158 31p tn #700-084global, personal computers, fortune 500, 1998this case describes the evolution of the personal computer industry, dells direct model for computer manufacturing, marketing, and distribution, a

46、nd efforts by competitors to match its strategy. students must formulate strategic plans of action for dell and its various rivals.oscar mayer: strategic marketing planninghbs #597-051 14p tn #597-052united states, food, 1995the marketing director of oscar mayer faces a series of strategic marketing

47、 options regarding established and new products, including budget and capacity allocation decisions.citibank: launching the credit card in asia pacific (a)hbs #9-595-026 25p tn # 5-595-104singapore, banking, $200 million revenues, 1989consumer bank pondered the possibilities of launching a credit ca

48、rd in the asia pacific region. support was only because of the opportunity to expand the banks customer base from the limited branch expansion allowed by local law. students make a decision, and if a go decision is made, they work out a comprehensive launch plan. teaching purpose: to expose students

49、 to services marketing and, more importantly, the notion of acquisition cost and lifetime value of a customer. also introduces international marketing issues.hurricane island outward bound schoolhbs #588-019 19p tn #589-049maine, education, 1986hurricane island outward bound is a small, nonprofit sc

50、hool that helped pioneer experiential education in the united states. students take the role of the schools new marketing manager, who is preparing his first marketing plan for the organization. faced with a tight marketing budget, students must choose among several marketing programs by evaluating

51、their past performance and further potential.case-oriented syllabus56chapter 3: gathering information and scanning the environmentikea invades americahbs #9-504-094 13p united states and sweden, retail furniture, $12.2 billion revenues, 70,000 employees, 2002in 2002, the ikea group is the worlds top

52、 furniture retailer, with 154 stores worldwide. in the united states, ikea operates 14 stores, all of which have been enormously popular despite their self-service requirements. the companys goal is to have 50 stores in the united states by 2013. explores various options for managing this growth str

53、ategy. teaching purpose: to explore several nontraditional positioning strategies, specifically, how a company was able to fashion together a uniquea heretofore unheard ofcombination of benefits that ultimately ended up creating a distinctive brand experience for american consumers. also, to illustr

54、ate the advantages associated with establishing a market position that is highly differentiated from the competition.global climate change and bp amocohbs #700-106 24pglobal, energy, 19972000bp amoco is the worlds third-largest oil firm. its ceo, sir john browne, broke with industry colleagues in 19

55、97 when he publicly declared that global climate change was a serious problem and pledged bp to play a significant role in the search for solutions.royal dutch/shell in transition (a)hbs #300-039 31plondon england, oil, 100,000 employees, 1997the company is considering whether, as part of its transf

56、ormation effort, to begin public reporting on its environmental and social as well as financial performance.ciba consumer pharmaceuticals acutrim: challenges and opportunities in todays diet industryhbs #795-043 20punited states, otc drugs, 1994ciba geigy has to decide what to do with its acutrim ap

57、petite suppressant in view of the changing market for such products.aes global valueshbs #399-136 21pindia, power, 1994members of the development team for the aes corp.s power plant project in india must decide what plant technology to specify in their application for techno-economic clearance from

58、the government of indias central electric authority.case-oriented syllabus57chapter 4: conducting marketing research and forecasting demandikea invades americahbs #9-504-094 13p united states and sweden, retail furniture, $12.2 billion revenues, 70,000 employees, 2002in 2002, the ikea group is the w

59、orlds top furniture retailer, with 154 stores worldwide. in the united states, ikea operates 14 stores, all of which have been enormously popular despite their self-service requirements. the companys goal is to have 50 stores in the united states by 2013. explores various options for managing this g

60、rowth strategy. teaching purpose: to explore several nontraditional positioning strategies, specifically, how a company was able to fashion together a uniquea heretofore unheard ofcombination of benefits that ultimately ended up creating a distinctive brand experience for american consumers. also, t