Managerial Marketing Cases
BUS-M&L 752
Winter 2012
M/W, 9:30
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 make you competent and confident to solve a
variety of marketing problems. This takes practice…lots of practice! This course uses
business cases to give you experience in analyzing a variety of marketing problems, and
using data to justify appropriate marketing solutions. The cases present information about
businesses at a particular point in time, and your job is to recommend strategies the
businesses must pursue to continue to move forward. You will be evaluated on your ability to
understand the problem, the underlying causes and to justify the solutions to the marketing
problem.
PLEASE NOTE:
You are all consumers, and therefore you have implicit theories about how marketing
works (or doesn’t work). These theories might be true for you, but are not an
adequate basis for strategic decision making in an organization unless you are the
organization’s only customer! You are probably not the target audience for most
organizations we will study, so you have to be careful to avoid thinking that what
YOU want is what the actual target audience wants. However, I do hope that learning
more about how marketing works will help you to be a better consumer, and to more
effectively evaluate organizations who desire your business.
Course Materials: Packet of cases, available from XanEdu.com. Information on how to
access the course pack will be posted on Carmen.
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.
Attendance:
Each student, either individually or in a team, has multiple responsibilities requiring you to
be in class with regularity. If you cannot attend regularly, you should not plan to take this
course this quarter. There are no “excused” absences. 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.
Evaluation:
Each of these aspects of course performance is described in greater detail in another
section of the syllabus.
Consulting Team Analysis: 2 @ 40 points
80 points
Each team will be responsible for two consulting presentations as scheduled in this
syllabus. The key objective of this assignment is to help you develop and improve skills in
presenting a comprehensive strategic analysis based on analysis of a set of facts. This
exercise will make you are more competent critical thinker. Your role is to act as a consultant
to the decision-makers in the case, to analyze the situation as presented in the case and to
justify recommendation on how to proceed. You will be graded on your performance on
those dimensions. Your deliverable is a copy of your Powerpoint deck.
Client Board of Directors Evaluation: __________________50 points
Each team will serve as the client for one of the case presentations, determining the relative
merit of each of the consulting presentations by asking questions of the presenting teams and
by discussing each team’s recommendations, based on your own analysis as the key
stakeholders. The key objective of this assignment is to help you develop skills in evaluating
strategic options, and in making choices among strategic alternatives. Also, this exercise
allows you to practice the art of providing constructive criticism in a professional manner.
You will be graded on your own analysis, and on whether your evaluation accurately reflects
the case material and the effectiveness of the teams’ recommendations. Your deliverables are
1) written analysis of the case [40 total points] and 2) an in-class evaluation of the consulting
team [10 total points].
Quizzes: 2@40 points
80 points
Quizzes will be administered near the mid-point and the end of the course. Quizzes
will be administered on-line, and will be strictly times. The format is multiple choice. Any
information shared, argued or discussed in class, whether contained in the case itself, is fair
game for quiz questions.
Quiz 1: All cases covered from Jan. 4 through Feb. 6
Quiz 2: All cases covered from Feb. 13 through March 5
Peer Evaluations:
A student’s grade will be reduced when the peer evaluations, administered at the end
of the course, consistently show that the student was not an effective contributor to the
group’s efforts. The severity of the reduction will be based on the consistency and magnitude
of the peer evaluations. Consistent and very poor peer evaluations will result in a greater
reduction than less consistent or less harsh peer evaluations. Peer evaluations are confidential
but not anonymous.
Working in teams is a reality of the workplace and learning to work in teams is an
important part of your training here at Fisher. At work you do not choose your colleagues,
and you must produce required outcomes in any team to which you are assigned. That is also
true in this course. You will not choose your teams, but you are expected to contribute in an
effective way to the team because that is a requirement of the course.
General Grading Information:
Although it is possible to earn 210 points in the class, grades will be based on 200 points as a
base. Therefore, you have a 10 point “cushion” which can help mitigate the effects of a poor
grade on an assignment or on the quizzes. Because of the 10 point cushion there is unlikely to
be a curve on the final grades.
There are no “do-overs” or extra credit. The course is demanding but you are expected to
provide the highest quality deliverables on the first attempt. If you don’t have time to do it
right the first time, how can you possibly make time to do it again? Your grade on any
assignment serves a diagnostic role – poor quality outcomes will receive poor grades.
Grading Scale (based on a course total of 200 points):
Grade
A
AB+
B
BC+
C
CD+
D
D-
From:
To:
190
200
180
189
176
179
170
175
166
169
160
165
156
159
150
155
146
149
140
145
136
139
General Course Guidelines:
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Please let me know if you are a client of Student Disability Services and need
accommodations to make the learning environment more effective.
You are responsible for everything that takes place in class, whether you are present
or not. Please do not call or e-mail the instructor to ask what you will miss on any
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class day. The syllabus contains all relevant information. If you are absent you should
speak with a colleague about sharing notes or insights that you missed.
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. This behavior is not encouraged, however.
Turn off your electronic devices…music devices, phones, blackberries, etc. Do not
wear ear phones in class. Do not take calls in class. Do not send or receive text
messages during class. 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 "Marketing 752" 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.
Class is conducted in an organized fashion, instructor is prepared and class will begin
on time and end on time.
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: Cases should be read and analyzed prior to each class
meeting
Date
Wed., Jan. 4
Mon., Jan. 9
Wed., Jan. 11
Mon., Jan. 16
Wed., Jan. 18
Mon., Jan 23
Wed, Jan 25
Mon., Jan 30
Wed., Feb. 1
Tasks
Course Introduction, review of syllabus
Angels and Devils: Best Buy’s New Customer Approach
HBS Case 9-506-007
You must prepare the case prior to class – be prepared to
discuss and to prepare analyses in class.
Assignment to Teams
Discussion of Case Analysis Process
Team Meetings
NO CLASS: University Holiday – MLK Day
Rapid Rewards at Southwest Airlines
HBS case 9-602-065
You must prepare the case prior to class – be prepared to
discuss and to prepare analyses in class.
Class Workshop/Discussion
XM Satellite Radio (A)
HBS Case 9-504-009
You must prepare the case prior to class – be prepared to
discuss and to prepare analyses in class
TEAM CASE:
Executive Health Group
HBS case 9-599-048
Consulting Teams: 1, 5
Board Team: 10
TEAM CASE:
Callaway Golf
HBS Product #501019
Consulting Teams: 2, 6
Board Team: 9
TEAM CASE
The Fashion Channel
HBSP Case #2075
Consulting Teams: 3, 7
Board Team: 1
Mon., Feb. 6
Wed., Feb. 8
Mon., Feb. 13
Wed., Feb. 15
Mon., Feb. 20
Wed., Feb. 22
Mon., Feb. 27
Wed., Feb. 29
Mon., March 5
Wed., March 7
TEAM CASE:
Corona Beer (A)
HBS Case #9-502-023
Consulting Teams: 4, 8
Board Team: 2
QUIZ #1
TEAM CASE:
Atlantic Computer
HBS Product # 2078
Consulting Teams: 5, 9
Board Team: 3
TEAM CASE:
Centra software
HBS Case #9-502-009
Consulting Teams: 6, 10
Board Team: 4
TEAM CASE:
Rosewood Hotels & Resorts
HBSP Case #2087
Consulting Teams: 7, 1
Board Team: 5
TEAM CASE
Xerox Corporation: The Customer Satisfaction Program
HBSP Case #9-591-055
Consulting Teams: 8, 2
Board Team: 6
NO CLASS
TEAM CASE
Saxonville Sausage
HBS Product #2088
Consulting Teams: 9, 3
Board Team: 7
TEAM CASE
Avon.com (A)
HBS Case #503016
Consulting Teams: 10, 4
Board Team: 8
Quiz #2 and Peer Evaluations On-Line
A summary of all TEAM assignments:
Case
Executive
Health Group
Callaway Golf
Consulting
Teams:
Team 1, 5
Jan. 25
Team: 2, 6
Jan. 30
The Fashion
Team: 3, 7
Channel
Feb. 1
Corona Beer
Team: 4, 8
Feb. 6
Atlantic
Team: 5, 9
Computer
Feb. 13
Centra Software Team: 6, 10
Feb. 15
Rosewood
Team: 7, 1
Hotels
Feb. 20
Xerox
Team: 8, 2
Corporation
Feb. 22
Saxonville
Team: 9, 3
Sausage
Feb. 29
Avon.com
Team: 10, 4
March 5
Client Board
of Directors
Teams:
Team 10
Jan. 25
Team: 9
Jan. 30
Team: 1
Feb. 1
Team: 2
Feb. 6
Team: 3
Feb. 13
Team: 4
Feb. 15
Team: 5
Feb. 20
Team: 6
Feb. 22
Team: 7
Feb. 29
Team: 8
March 5
Tentative Class Schedule on Team Presentation Days:
9:30 – 9:40: Introduction, announcements
9:40 – 10:00: Consulting Team Presentation #1 (Timed)
10:00 – 10:20: Consulting Team Presentation #2 (Timed)
10:20 – 10:35: 10:35 – 10:50: Board Team Questions (Timed)
10:35 – 10:50: Board Team consults to formulate evaluations (Timed)
11:50 – 11:00: Board Evaluations
11:00 – 11:18: Wrap up
General Instructions: Analyzing a Case
A case is a set of facts in search of a solution (directions for action). In most cases, the
organization has to act; doing nothing is rarely an option in these cases. If you do recommend
a “do nothing” option, it must be carefully justified by the facts at hand, not a way to avoid
the deep analysis and consideration of alternatives. Also, there is no option to recommend
“do more research.” The organization must move forward with the information at hand.
You must use only the facts of the case and knowledge of marketing tools and concepts to
solve the problem. Outside research on the organizations discussed in the cases is not
allowed. You may conduct relevant research on marketing terms and concepts, and you
should feel free to consult your texts and readings from prior marketing courses, as long as
these do not refer to the organizations specifically.
Sometimes the dilemma in the case is stated in a straight-forward manner, and sometimes
you have to infer the dilemma or decision from the information you have. You need to help
the organization move forward. To successfully meet this challenge, you must consider and
analyze the following issues, which must be incorporated in your presentation. This is a plan
for the analysis of the issues; it is not an outline for the presentation. Please structure the
presentation in any way that provides a compelling analysis.
1. What is the key marketing problem in the case? Why did the problem occur?
2. In order to solve the problem, you must then conduct the following analysis:
A. What are the organization’s internal strengths and weaknesses? How can the
organization use its strengths to move forward? How can the organization mitigate or avoid
its weaknesses? Which customers or customer groups value the organization’s strengths the
most?
B. What threats does the organization face from the external environment (customers,
competitors, channel members, technology trends, government actions, interest groups, etc.)?
Going forward, how can the organization remove or avoid these threats?
C. What opportunities can the organization exploit? What strengths will help the
organization to successfully exploit these opportunities?
3. What facts and data from the case can be used to further specify strengths, weaknesses,
threats and opportunities?
4. Using your conclusions from your analysis of the situation and the data, which alternatives
are realistic for this organization? What choices does the organization have?
5. Use the information and the data to justify the specific marketing recommendation(s) from
among the alternatives that is most likely to help the organization move forward. Why is this
(are these) recommendation(s) the best course of action? Defend your choices. What will
happen if the organization does NOT move forward?
6. Provide as much detail on implementation as you can given the facts you have available
Important Issues:
You must evaluate the case at the time it was written, using the circumstances that were
relevant then. You must not use what you know about the organization today. What the
organization “actually” did is not relevant. You do not know whether or not the outcomes
would have been better (or worse) had the organization chosen a different strategy. Please do
not complain that the case is out of date or not relevant because it is not written for today’s
competitive environment. The lessons of the case are always relevant. Basic causes of
business success and failure do not change appreciably through time – and you must be
familiar with those causes.
Also important: YOU are not the target audience for most of businesses described in these
cases. What you would prefer, or what you think is best, is seldom (if ever) an acceptable
solution. Also, you may know someone who works for the organizations we will study. That
person’s knowledge or opinion is only useful to you ONLY if that person was the chief
marketing strategist at the time the case was written. You are not allowed to consult with
anyone except your Teammates or the instructor regarding the case. Teams who are working
on the same case are NOT allowed to work together.
General Grading Criteria for Case Analysis:
1. How effective was your discussion of the problem and its cause?
2. How effective was your discussion of strengths and weaknesses?
3. How effective was your discussion of threats?
4. How effective was your discussion of opportunities?
5. Have you used the data and information to arrive at useful set of alternatives?
6. Is your final recommendation (or set of recommendations) consistent with the discussion
of strengths, weaknesses, opportunities and threats?
7. Have you presented reasonable details of implementation?
8. Did you use the case data and information effectively?
9. Are there errors of grammer, spelling, or facts?
10. Were your deliverables ON TIME?
11. Peer Evaluations.
Instructions: Client Board of Directors Teams:
Key deliverables:
1. Written analysis of the case, based on the set of instructions provided above
[40 total points] posted to Carmen no later than 8:00 a.m. on the day the case is
discussed. This analysis is limited to 3,000 words (please include word count at the end)
and up to three additional pages of tables, figures or calculations. A penalty will be
assessed for papers that are not posted by 8:00 a.m.
2. An in-class analysis/evaluation of the consulting teams [10 total points].
After the teams present you team will have 15 minutes in private to formulate a set of
questions for the consulting teams. When you return to the room, you can ask questions,
request clarifications, offer alternative interpretations of the data, etc. – anything that helps
you to evaluate the efficacy of the teams’ presentations. Once you have exhausted your
questions/comments, you will have up to 10 minutes, in private, to formulate your comments
and to pick the “winner.”
The written case will be graded in accord with the general guidelines for case analysis. Your
grade on the evaluation of the consulting teams will be based on the quality/relevance of your
questions and of your evaluations. You will be graded on how well your questions, your
comments and your choice of the “winner” reflect a complete, reasoned and analytical
understanding of the case. You will also be graded on the depth of your commentary, the
justification for your choice and the professionalism with which you deliver your
commentary. At a minimum, you should be able to discuss the teams’ performance on the
following dimensions:
1. How well did the team recognize the actual marketing problem?
2. How well did the team identify your strengths, weaknesses, opportunities and threats?
3. How thoroughly did the team analyze the facts and the quantitative data?
4. Did the team identify a reasonable set of alternatives?
5. Is the recommendation well-justified? Would you implement the team’s recommendation?
Why or why not?
Each member of the team does not have to speak during this assignment, but each member is
expected to be fully familiar with the presentation, fully prepared and able to discuss the
presentation and answer questions
Evaluating a co-worker or an employee is a fact of organizational life, and you must be
comfortable providing constructive feedback (even if it is negative) in a professional manner.
You must be able to back up any evaluations you make with the facts of the case and with
your analysis of those facts. Sarcasm or snarky comments will not be tolerated. On the other
hand, if you “go easy” on a team to avoid making a meaningful judgment your grade will
suffer.
Assignment Instructions: Consulting Team:
Key Facts: Deliverables:
1. Hard copy and electronic copy of PowerPoint presentation, posted to Carmen
by 8:00 a.m. on the day the presentation takes place. A penalty will be assessed for late
submissions.
2. 20 minute presentation in which all team members have a speaking part
Each team will do TWO consulting team presentations over the course of the quarter, and
each is worth 40 points toward your final grade. At the beginning of class, please give the
instructor one accurate hard copy of your PowerPoint presentation and post it on the Carmen
web site by 8:00 a.m. on the day of the presentation. If you are late with your documents you
will be penalized. Please print your PowerPoints with 3 slides per page (for note-taking).
Your team is challenged with the task of helping the organization depicted in your case to
solve the marketing problem described in the syllabus. Use the general analysis guidelines
included above. You are acting as an outside consultant to the organization. They have come
to you for advice.
You must provide objective and reasoned marketing advice to the organization’s leaders.
You must be able to defend all of the choices you make using the analysis process described
above. Whenever it is available to you, the quantitative data in the case must be used as input
to your decision-making process. During class discussion, if it is clear that you are not
familiar with the basic implications of the quantitative data, your evaluation will be
negatively affected.
Each member of the team must have a speaking part.
The presentation should be well-organized. There is no minimum or maximum on the
number of slides used by each team. Slides must be legible from the back of the room. Errors
of spelling or punctuation on slides will result in grade decrements. Please do not crowd
slides with too much information.
Sell your ideas! Be professional, enthusiastic and confident.
At the start of the presentation, introduce all the members of your team. Use first names and
last names, and speak clearly so the audience can hear you. Each team member can introduce
him/herself, if you prefer. You should be extremely knowledgeable of all the facts and
nuances of the case. You should also be very familiar with the presentation, and should be
able to talk through it without obvious reliance on notes. You must NOT stand in front of the
room reading a script.
Your analysis will be graded in accord with the general guidelines for case analysis. In
addition, you must be prepared to field questions from the board of directors team, the
instructor and the class following your presentation. You must be thoroughly familiar with
the facts of the case, and you must be consistent among team members in explaining your
decisions and the information used to arrive at those decisions. If, during the
Q&A/discussion, it becomes obvious that team members are not all equally able to answer
questions and defend decisions, the entire team’s grade will be reduced.
Team members should dress in “business casual” on the day of their presentations.
Teams must be ready to begin immediately when asked to begin. Make sure you can quickly
access your presentation, load it and begin. If you are not ready when you are called to
present, you will receive a grade deduction. If you exceed your time limit, you will receive a
grade deduction.