Business Development
MBA 7212
Autumn 2012
Tuesday, 6:00 – 9:15 p.m.
Professor Leslie M. Fine, PhD
550 Fisher Hall
Office Hours: anytime by appointment
Fine_5@fisher.osu.edu (E-mail is the best way to reach me)
Objective: The purpose of this course is to understand how to drive top-line growth through new
client acquisition and customer retention, by understanding the organization’s ability to provide
value, and the customer’s needs in relation to that value.
Course Materials: Packet of articles and cases, available from UniPrint on campus.
Academic Standards:
Each student should carefully review the Code of Student Conduct, which is available at
http://studentaffairs.osu.edu/resource_csc.asp. Pay particular attention to the Academic
Misconduct section. Any instances of suspected academic misconduct will be handled in
accordance with section 3335-23-05: Initiation and investigation of code violations. Ignorance of
this code is NOT an excuse for violations.
Accommodation for Disabilities:
If you are registered with the Office of Disability Services and need any accommodation to make
the learning environment more effective, please let me know and I will work with you and ODS
to structure the course for your needs.
Attendance and Participation:
Please notify the instructor via e-mail if you will miss class. If you have competing interests that
require you to be out of class, you should be prepared to accept any consequences of your
absence. Emergencies or extreme circumstances should be discussed with the instructor and with
your team with as much advance notice as possible. Participation is an important part of the
learning process, as it is through discussion and debate that knowledge is disseminated and that
new knowledge is created.
Evaluation:
On-line forum discussion participation
20%
Each week there is a set of questions that should help you to apply the concepts you are
learning to your own experiences. Your participation in the on-line discussions can include direct
and specific responses to the posted questions, discussion of the comments of the instructor or
other students, and links to information you find that is relevant to the discussion.
Team case write-ups (2@20% each)
40%
Each team will be responsible for providing a write-up of ONE of the cases from
modules 5 – 10, and ONE of the cases from modules 11-14. Specific cases will be assigned in
class depending on the number of groups that are formed during the first class meeting.
In-class participation
20%
Everyone is expected to be fully prepared and to create knowledge by participating in a
robust and meaningful class discussion.
Grading Scale:
94 – 100
91 - 93
88 – 90
84 – 87
81 – 83
78 – 80
A
AB+
B
BC+
74 – 77
71 – 73
68 – 70
64 – 67
61 – 63
60 and below
C
CD+
D
DE
General Course Guidelines:
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Class is far more interesting and enlightening when everyone is prepared, and when
everyone participates.
Team work is an important part of the learning model and is an important part of most
work environments.
If you must be late to class, or to leave early, please enter as unobtrusively as possible.
You may use iPads or laptops for note-taking, but if I see that you are doing anything
other than class work I will require you to shut it down.
E-mail is the most effective way to reach me. In your e-mail subject line, please use the
words "MBA Student" so I know the message is from a student.
Have fun!
What you can expect of the instructor:
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Timely feedback on graded assignments.
Timely response to e-mail.
Changes to the syllabus or to normal routine will occur only for very compelling reasons.
Differences of opinion will be treated with respect – independent thinking based on solid
evidence is encouraged.
All attempts will be made to create a class that is challenging and interesting.
Course Schedule
The required readings are listed in italics
All readings and cases should be prepared prior to class
Module 1: 6:00 – 7:30
Module 2: 7:45 – 9:15
Date
Tuesday, October 16
Module 1
Module 2
Tuesday, October 23
Module 3
Module 4
Tuesday, October 30
Module 5
Module 6
Tuesday, November 6
Module 7
Tasks
Course Introduction
The challenge of integrating sales and marketing
Reading: The View from the Field
Ending the War Between Sales and Marketing
Discussion Questions: Is sales and marketing integrated in
your organization? If so, what value does that provide to the
entire organization? If not, what are the key sources of
tension?
Case Discussion for application
Executive Health Group
Driving Customer Value
Reading: Business Marketing – Understanding What
Customers Value
In a Downturn, Provoke your Customers
Selling Strategic Issues: Crafting the content of the sales
pitch.
Discussion Questions: What does your organization do that is
especially valuable for customers? How do you know this is
true? What do you do that is NOT valuable? How do you
know that this is true?
Workshop: The market attractiveness/Competitive Position
Matrix
Fundamentals of selling and sales management
Reading: Sales force Management and Measurement
Personal Selling and Sales Management
Discussion Questions: Is the compensation structure of your
organization’s salesforce consistent with strategic goals?
How are salespeople viewed by different functional areas of
your organization? Is the sales role in your organization
generally considered a strategic advantage?
Case Discussion for application
Olympia Machine Company, Inc.
Team Case Write up
Segmenting for retention and growth
Reading: Selling Into Micro Markets
Smarter Segmentation for Your Sales Force
Discussion Questions: How does your organization segment
its customer base? Is this segmentation effective for the
achievement of strategic goals?
Module 8
Tuesday, November 13
Module 9
Module 10
Tuesday November 27
Module 11
Module 12
Tuesday, December 4
Module 13
Module 14
Corona Beer (A)
Team Case Write up
Key Account Management
Reading: Managing Major Accounts
Making the Major Sale
Discussion Questions: How does your organization identify
key accounts? How are those accounts assigned to a
salesperson or sales team? Has this process been effective?
Case discussion for application:
Becton-Dickinson and Company: Multidivisional Marketing
Programs
Team Case Write up
Life cycle 1: New product introduction decisions
Case discussion for application: XM Satellite Radio (A)
Team Case Write up
Life cycle 2: Growth stage decisions
Case discussion for application:
Natureview Farms
Team Case Write up
Life cycle 3: Mature stage decisions
Case discussion for application:
Callaway Golf Company
Team Case Write up
Life cycle 4: Blue ocean strategies
Reading: Blue Ocean Strategy: From Theory to Practice