DEVELOPING AND EXECUTING THE MARKET STRATEGY VIDEO LINK
DEVELOPING AND EXECUTING THE MARKET STRATEGY, B8620
Full course: October 28 – December 9, 2013
Hours: 2.15 p.m. -- 9.00 – 9.45 p.m. (varies)
3022 Broadway
Room: Uris 332
.
Professor Noel Capon
501 Uris Hall
Graduate School of Business
Columbia University
TN: 1-212-854-3466
fax: 1-212-854-7647
email address: nc7@columbia.edu
Web Site: www.axcesscapon.com
Executive Assistant: Dorothy McIvor
email address: dm17@columbia.edu
TN: 1-212-854-7173
Dr. Kishore Pasumarty
email address: pasumarty@yahoo.com
Course Description
This capstone market strategy course is especially designed for both MBA and EMBA students. The
course is offered in a unique format of six meetings in the second half of the fall semester. The course
combines significant market strategy content together with Markstrat, a market strategy simulation.
Course hours are 2.15 p.m. – 9.00 p.m., on successive Mondays; we finish somewhat earlier on the final
class session. Students are required to complete course pre-work; there is a post-course examination.
The course builds upon the core marketing courses, B6601/02. The course goal is to prepare you for
making critical strategic marketing decisions in today’s modern corporation. The environment firms face
is increasingly complex and fast changing. Hence, the job of attracting, retaining, and growing
customers, and increasing shareholder value, is ever more important but ever more difficult. Clear
thinking and decisive decision-making are critical currencies for entrepreneurs and practicing managers.
In increasingly difficult environments, thoughtful managers can construct substantial numbers of
strategic options. A critical consequence of this variety is that managers must learn how to allocate and
concentrate available resources. This task is particularly challenging for marketing executives,
positioned at the crucial interface between senior management, with its diverse mix of motives and
responsibilities, other functional areas, and constantly evolving forces in the external environment.
To secure differential advantage, marketing strategies and plans must be data driven, analytically based,
comprehensive, actionable, and flexible, but also understood and supported by senior management. With
such diverse requirements, it is no surprise that many well-conceived market strategies and
implementation plans and programs fall far short of achieving their objectives.
This course is designed to help you develop the knowledge and skills necessary to create and implement
market strategy. We emphasize planning for a three-to-five year horizon. You receive hands-on
experience in using well-developed processes to create market strategy. Course content is particularly
relevant for students who seek responsibility for developing and/or assessing market strategy as owners,
employees, and/or consultants.
Specific course objectives include:
• Provide insight into marketing’s strategy development role at high organizational levels;
• Enhance the knowledge, skills, and abilities (KSAs) necessary to understand and apply critical
frameworks, concepts, and methods for developing effective market strategy;
• Gain practical experience in applying systems and processes to develop market strategy;
• Discuss internal and external barriers to strategy implementation, and approaches for
overcoming these barriers;
• Enhance student skills in verbal and written persuasion.
For the Markstrat simulation, <http://www.stratxsimulations.com>, each student is assigned to a firm
that competes against four other firms in its industry. The starting positions of firms within the industry
are different. Each firm makes decisions over eight periods (years). You secure marketing research
information, assess likely competitor reactions to your potential moves, and make strategic marketing
decisions accordingly. You also provide information on your plans and decision-making processes to the
Markstrat administrator. Because you play the simulation during eight periods, you are able to measure
the results (sales, market share, profit contribution) of your decisions, and modify your strategies in real
time.
Four group assignments are (due with):
 Assignment 1: Short-term planning. Pro Forma P&L for one of your brands (Decision 2)
 Assignment 2: Competitive insight. Pro Forma P&L for a competitor brand (Decision 3)
 Assignment 3: Perceptual Mapping (between Decisions 3 and 4)
 Assignment 4: Firm Assessment (Decision 4)
 Assignment 5: Medium-term planning. Pro Forma P&L for your firm (Decision 6)
Each assignment is explained in a separate document, and is posted on Canvas with supporting files. All
assignments MUST be emailed to < pasumarty@yahoo.com>. Be sure to include your firm identifier -industry and firm letter – on each assignment.
At the conclusion of the simulation, each team prepares a presentation -- objectives, strategies, action
programs, performance -- and identifies key learning. Presentations will be graded.
Because of the concentrated nature of the course, students are expected to clear their calendars for the
each weekly session. Students will have time to make/take critical telephone calls in midafternoon/evening breaks. Students are expected to commit to the course; the reward for commitment is
significant learning.
Course Materials
The course is based on experience in working with major corporations to develop market strategy
making skills in senior and mid-level executives. Student learning comes from both lecture/discussion
sessions and from the role the Markstrat simulation plays in providing you with experience in
formulating market strategy. You should secure the Markstrat manual and bring it to the first class
session:
Stratx, The MARKSTRAT Student Handbook (msh), Boston, MA: Stratx, 2012
Pick-up Location:
MBA students: Operations Office, 217 Uris Hall
(Note: You must secure a NEW MARKSTRAT handbook [cellophane wrapper]; previously used
materials are incomplete.)
The key concepts and ideas are in the course textbook, Managing Marketing in the 21st Century;
translation of the ideas to developing a market strategy is in a companion volume, The Virgin Marketer.
These books are available in printed/pdf-download (same prices) from www.axcesscapon.com.
Managing Marketing in the 21st Century is also available to read online FREE for 14 days, then on a
Pay-What-You-Think-It’s-Worth basis. Books for the course are:
Capon, Noel, Managing Marketing in the 21st Century (3rd edition) (mm21c), Bronxville, NY:
Wessex, 2012: $29.70
Capon, Noel and Andrew Yap, Student Study Guide for Managing Marketing in the 21st Century (3rd
edition) (mm21c-ssg), Bronxville, NY: Wessex, 2013: $19.70
Capon, Noel, The Virgin Marketer (3rd edition) (tvm), Bronxville, NY: Wessex, 2013: $24.70
Note: Students may find it useful to prepare for the course by reading:
Capon, Noel, The Marketing Mavens, New York: Crown Business, 2007 (an easy read designed for
practicing managers)
Soft-copy sets of PowerPoint slides for lecture/discussion sessions: Capon, Noel, B8630 -- available on
Canvas.
Related Materials that students may also find valuable are:
Aaker, David A. Strategic Market Management, Free Press, 1995
Day, George S., The Market Driven Organization: Understanding, Attracting, and Keeping Valuable
Customers, Free Press, 1999
Fahey, Liam, Outwitting, Outmaneuvering and Outperforming Competitors, New York: Wiley, 1999
Hulbert, James, Noel Capon, and Nigel Piercy, Total Integrated Marketing, New York: Free Press,
2003
Team Membership
There are various ways to approach team formation for the Markstrat simulation. Based on experience
and student feedback, the instructor will use the following system. Students will self-select into teams
for Markstrat. However, Markstrat has the constraint that five numerically balanced teams are
required for an industry. The instructors will massage proposed team membership to fit the Markstrat
constraint.
Class Participation
Students are expected to attend each and every class session and team meeting. If you cannot attend
because of an emergency situation, you must advise an instructor beforehand. The class participation
element of the grade depends on the quality of your preparation and contributions. Highly valued
contributions include asking insightful questions about videos, lecture/discussion material, and assigned
chapters and readings; redirecting the discussion when the current point has been adequately covered;
and being deeply involved in group discussions for the Markstrat decisions.
Assigned videos and textbook chapters are intended to provide the frameworks for understanding
fundamental strategic marketing concepts and to offer examples of their usefulness. The videos and
textbook chapters are intended to prepare you for the Markstrat simulation. Please ensure you watch
the assigned videos and read the appropriate chapters prior to class. Class sessions are designed to
explore issues raised in the videos. Assigned student groups are responsible for initiating class
discussion, presenting related examples from their experience, formulating questions for the professor,
and generally seeking to delve more deeply into the core topic and related topics. Student groups should
assume that ALL students have watched the videos and use the videos as a starting point. Student
groups should NOT simply regurgitate material from the videos.
Lecture/discussion sessions help prepare and support students during the Markstrat simulation. Please
reread this paragraph to ensure you prepare appropriately.
Important Note. Professor Capon has an extremely bad memory for names. Hence, please be sure to
bring a name card to EACH and EVERY class session.
Course Evaluation
Class Participation
Markstrat Participation and Final Presentation
In-class Assignments
Final Examination (take-home)
20% (individual)
40% (groups)
20% (groups)
20% (individual)
***IMPORTANT***
Pick Up the MARKSTRAT Manual and Bring It to the First Class
Watch MARKSTRAT video
CLASS SCHEDULE
Date
Time
Before the course starts
Topic:
Secure MARKSTRAT Manual
Watch video: Introduction to Markstrat
http://cbs360.gsb.columbia.edu:8080/ess/echo/presentation/6e5b7de5-58a1-421d-bbd4-1ad57f467d27
Readings: msh, Chapters 1 to 5
Watch video: Managing Markets Strategically
http://cbs360.gsb.columbia.edu:8080/ess/echo/presentation/cb13c40c-2ed0-4621-8cfe-911408bcb7d5
Readings: mm21c, Chapters 1, 2
Monday
October 28
2.15 p.m.
2.30 p.m.
3.15 p.m.
3.30 p.m.
5.15 p.m.
5.15 p.m.
5.45 p.m.
6.45 p.m.
7.00 p.m.
8.30 p.m.
8.45 p.m.
9.00 p.m.
Course Introduction
Bring laptops to class
Introduction to MARKSTRAT – 1: Discuss video
Prof. Capon
Form MARKSTRAT teams
Break
MARKSTRAT: Make Decision 1
MARKSTRAT: Decision 1 due
Dinner break
Managing Markets Strategically: Marketing Imperatives, Marketing
Principles, and External Orientation: Discuss video
Prof Capon
Break
Introduction to MARKSTRAT -- 2
Prof Capon/Dr. Pasumarty
Readings: From http://www.stratxsimulations.com
Break
MARKSTRAT: Make Decision 2 and Complete Assignment 1
End of Day
Preparation Watch video: Determine and Recommend which Markets to Address:
http://cbs360.gsb.columbia.edu:8080/ess/echo/presentation/8956c90a-007d-45b7-a9ef-098826e459c2
Readings: mm21c, Chapter 7
Monday
November 11
2.15 p.m.
3.45 p.m.
3.45 p.m.
5.00 p.m.
5.30 p.m.
6.15 p.m.
9.30 p.m.
MARKSTRAT: Conclude Decision 2 and Complete Assignment 1
MARKSTRAT: Decision 2 and Assignment 1 due
Determine and Recommend which Markets to Address: Prof Capon
Student presentations: Industry 1, Firm A; Industry 2, Firm E
Dinner break
MARKSTRAT: Decision 2 Results/Discussion
Prof Capon/Dr. Pasumarty
MARKSTRAT: Make Decision 3 and Complete Assignment 2
MARKSTRAT: Decision 3 and Assignment 2 due
9.30 p.m.
Preparation
End of Day
MARKSTRAT: Assignment 3 (in-class discussion)
Case: The Arden Company
Watch video: A Complete Market Strategy
http://cbs360.gsb.columbia.edu:8080/ess/echo/presentation/a4691f70-3f85-4209-b6c6-560cfe47e7f7
Readings: mm21c, Chapters 8, 9
Monday
November 18
2.15 p.m.
3.00 p.m.
5.45 p.m.
5.45 p.m.
6.15 p.m.
7.30 p.m.
8.45 p.m.
8.45 p.m.
10.00 p.m
MARKSTRAT: Decision 3 Results/Discussion
Prof Capon/Dr.Pasumarty
MARKSTRAT: Make Decision 4
MARKSTRAT: Decision 4 due
Dinner break
Case: The Arden Company – Prof Capon
Student presentations: Industry 1, Firm E; Industry 2, Firm I
Questions: What should Arden/Columbia do? Why?
MARKSTRAT: Prepare Assignment 3
MARKSTRAT: Assignment 3 due
A Complete Market Strategy – Prof Capon
Student presentations: Industry 1, Firm I; Industry 2, Firm O
End of Day
Preparation
Watch video: Managing through the Life Cycle
http://cbs360.gsb.columbia.edu:8080/ess/echo/presentation/5551e20c-c4ab-4050-ab51-f9e11f5bbb3d
Readings: mm21c, Chapter 10
Monday
November 25
2.15 p.m.
3.00 p.m.
4.15 p.m.
4.30 p.m.
5.15 p.m.
6.00 p.m
9.00 p.m.
9.00 p.m.
MARKSTRAT: Decision 4 Results/Discussion
Prof Capon/Dr. Pasumarty
Managing through the Life Cycle --- Prof Capon
Student presentations: Industry 1, Firm O; Industry 2, Firm U
Break
MARKSTRAT: Discuss Assignment 4
Prof Capon/Dr. Pasumarty
MARKSTRAT: Make Decision 5
Working Dinner
MARKSTRAT: Decision 5 due
End of Day
Preparation
Watch video: Monitor and Control
http://cbs360.gsb.columbia.edu:8080/ess/echo/presentation/32cd44a9-796e-4550-80d1-7340ebb804ba
Readings: mm21c, Chapter 22
Monday
December 2
2.15 p.m.
2.45 p.m.
5.30 p.m.
6.00 p.m.
6.00 p.m.
7.15 p.m.
7.45 p.m.
9.45 p.m.
9.45 p.m.
MARKSTRAT: Decision 5 Results and Discussion
Prof Capon/Dr. Pasumarty
MARKSTRAT: Make Decision 6 and Complete Assignment 5
Working Dinner
MARKSTRAT: Decision 6 and Assignment 5 due
Monitor and Control – Prof Capon
Student presentations: Industry 1, Firm U; Industry 2, Firm A
MARKSTRAT: Decision 6 Results and Discussion
MARKSTRAT: Make Decision 7
MARKSTRAT: Decision 7 due
End of Day
Prepare questions for Ask the Professor session
Start preparing final presentation
Monday
December 9
2.15 p.m.
2.45 p.m.
4.15 p.m.
4.15 p.m.
4.30 p.m.
5.30 p.m.
7.00 p.m.
9.00 p.m.
MARKSTRAT: Decision 7 Results and Discussion
Prof Capon/Dr. Pasumarty
MARKSTRAT: Make Decision 8
MARKSTRAT: Decision 8 due
Break
Ask the Professor -- Prof Capon
Working Dinner and Prepare Final MARKSTRAT Presentation
Final MARKSTRAT Presentations – 20 minutes per firm
Prof Capon/Dr. Pasumarty
End of Course
Note: The course ends when the course ends. It does not end when your Markstrat team has made its
presentation!