1
The Ohio State University
Max M. Fisher College of Business
Spring 2014
BUSML 7200-0010 - Marketing Strategy
Professor James L. Ginter
355B Fisher Hall
292-2267
ginter.1@osu.edu
This course is concerned with strategic marketing planning. The focus is on making and
developing plans for implementing strategic decisions, i.e. decisions that have a long-term
impact on the organization and that are difficult and costly to reverse. The strategic marketing
planning process is supported by an external analysis (an analysis of the organization’s
environment) and a self-analysis.
Course Objectives:
1. The course aims to develop your skills in developing and planning implementation of
marketing programs and strategies. In so doing, we broaden and deepen the basic
marketing “tool kit” you acquired in the core marketing course. The general goal of this
course is to enable you do develop a plan that effectively integrates the various marketing
tools into a consistent program aimed at achieving a sustainable and profitable position in
the marketplace. The course materials cover firms of different sizes marketing a wide range
of consumer and industrial products and services.
2. A second primary objective for the course is to develop general skills of making valuable
contribution to a group process of problem identification, analysis, and resolution. These
skills include effective listening, development and communication of logical frameworks,
establishment of priorities, identification of underlying reasons for differences of opinion, and
meaningful contribution to a productive discussion.
Case Analysis
A large part of the course involves case discussions and the presentation of analyses. It is
expected that everyone will prepare each case fully, and you are encouraged to discuss the
case before class with a study group.
The philosophy and expectations are those described in the handout entitled “Case Discussion
Expectations”. The following points deserve emphasis.
Your participation grade will reflect the quality (not quantity) of your contribution to the
class discussion.
Please come to each class fully prepared and ready to participate in the discussion.
This requires more than a general awareness of case facts.
Please be on time for all classes. Late arrivals unfairly distract the class member who is
opening the discussion.
Each case has its own integrity, and additional data gathering should not be undertaken.
2
Readings
Aaker, David A., Strategic Market Management, 9th Edition, John Wiley & Sons, 2011. In the
outline of sessions, the numbers refer to chapters in this book. Earlier, but recent editions of the
book are a bit different but will be satisfactory for our use. We do not study the book in a highly
structured way.
Packet of cases will be available.
Assigned readings are available on-line through the OSU Libraries or the HBS web site.
Marketing Simulation: Managing Segments and Customers
Students will work in teams on this simulated decision making exercise. This exercise will be
discussed in class on the following dates:
Thursday, March 6 - Simulation introduction, discussion of background materials and
decision process, and initial assignment. The team then makes two series of decisions.
Tuesday, March 25 – Discussion of initial results. Teams then make the final series of
decisions (a “re-do”)
Thursday, April 10 – Final discussion/debrief. Each team submits a paper (no longer
than 10 pages plus exhibits) that describes their initial strategy, the plan they pursued, a log of
their decisions in implementing this plan (with a discussion of necessary adjustments), and their
conclusions with respect to their strategy and their implementation plan.
Note: The team’s evaluation on this project will be based on the quality of this paper (and the
strength of the logic underlying it), rather than the team’s numerical performance in the
simulation.
Final
There will be an in-class written final exam. Your response will be limited in length, but exhibits
may be used. The final is during the normal final exam period:
Office Hours
There are no set office hours. Appointments will be made as needed.
Grade
Your grade will be based 55% on class participation, 20% on the simulation exercise, , and 25%
on the final exam.
THANK YOU FOR REGISTERING FOR THE COURSE
I HOPE YOU FIND IT INTERESTING AND VALUABLE!
3
The following statement is provided by and requested by the OSU Office of Academic Affairs:
ACADEMIC INTEGRITY
(ACADEMIC MISCONDUCT)
Academic integrity is essential to maintaining an environment that fosters excellence in teaching,
research, and other educational and scholarly activities. Thus, The Ohio State University and the
Committee on Academic Misconduct (COAM) expect that all students have read and understand
the University’s Code of Student Conduct, and that all students will complete all academic and
scholarly assignments with fairness and honesty. Students must recognize that failure to follow
the rules and guidelines established in the University’s Code of Student Conduct and this
syllabus may constitute “Academic Misconduct.”
The Ohio State University’s Code of Student Conduct (Section 3335-23-04) defines academic
misconduct as: “Any activity that tends to compromise the academic integrity of the University,
or subvert the educational process.” Examples of academic misconduct include (but are not
limited to) plagiarism, collusion (unauthorized collaboration), copying the work of another
student, and possession of unauthorized materials during an examination. Ignorance of the
University’s Code of Student Conduct is never considered an “excuse” for academic misconduct,
so I recommend that you review the Code of Student Conduct and, specifically, the sections
dealing with academic misconduct.
If I suspect that a student has committed academic misconduct in this course, I am obligated by
University Rules to report my suspicions to the Committee on Academic Misconduct. If COAM
determines that you have violated the University’s Code of Student Conduct (i.e., committed
academic misconduct), the sanctions for the misconduct could include a failing grade in this
course and suspension or dismissal from the University.
If you have any questions about the above policy or what constitutes academic misconduct in
this course, please contact me.
Other sources of information on academic misconduct (integrity) to which you can refer include:

The Committee on Academic Misconduct web pages (oaa.osu.edu/coam/home.html)

Ten Suggestions for Preserving Academic Integrity (oaa.osu.edu/coam/tensuggestions.html)
4
INSTRUCTIONS FOR ACCESS TO THE DICKSON/GINTER READING
1.
go to www.osu.edu
2.
Under the “Students” tab at the top of the page, click on the “Libraries” link
3.
Select “Research Databases”
4.
Under the databases arranged alphabetically, select “B” (for business)
5.
Scroll down to and select Business Source Complete [Selected Articles in Full
Text]
6.
In the middle of the next page, click on the link: Business Source Complete
[Selected Articles in Full Text]
7.
Under “ Search Options” , select “ advanced search”
8.
Now you can search for the specific article. For example, for our first article,
a. in the upper field input “Dickson”
b. go to the adjacent drop down box and select AU (author)
c. go to the next open field on the left and enter “Ginter” go to the adjacent drop
down box and select AU (author)
d. select the search button (upper right)
9.
Under the bibliographic entry for the article, select PDF Full Text
10.
You can now read and/or print the article as you wish
5
APPLIED MARKETING PLANNING
Spring Semester 2014, Second Term
CLASS ASSIGNMENTS
FEB 27
Chapters 1, 3,
Course Introduction
Case: Sears, Roebuck and Co.
MAR 4
“Market Segmentation, Product Differentiation, and Marketing Strategy,” Peter R.
Dickson and James L. Ginter, Journal of Marketing, April 1987.
Chapter 2
Case: Burberry
MAR 6
Read Simulation Materials and Decision Process
Case: Reed Supermarkets: A New Wave of Competitors
MAR 18
Chapter 4
Case: Red Lobster
MAR 20
Chapters 5, 6
Case: Nantucket Nectars
MAR 25
Discussion of Initial Simulation Runs
Case: Aqualisa Quartz: Simply a Better Shower
MAR 27
“Cult Brands,” Melanie Wells, Fortune, April 16, 2001.
Case: Bank of America: Mobile Banking
APR 1
Note on the Motorcycle Industry - 1975
Case: Harley-Davidson: Marketing Strategy for Motorcycles – 1977
6
APR 3
HD Annual Report (most recent)
Chapters 7, 8
GUEST:
Mr. Tim Hoelter
Retired Vice President of Government Affairs
Harley Davidson Motors
APR 8
Chapter 9, 10
Case: Bayerische Motoren Werke AG (BMW)
APR 10
Simulation Report Due
Debrief on Simulation
APR 15
Chapters 11, 13
Case: The American Express Card
APR 17
Chapters 12, 14
Case: Manchester Products: A Brand Transition Challenge
TBA:
Final Exam
During final exam period, yet to be determined