NATIONAL UNIVERSITY OF SINGAPORE
NUS BUSINESS SCHOOL
BMA5009 Marketing Management
Instructor:
Dr Prem N Shamdasani
Associate Professor of Marketing
Coordinates: BIZ 1 #04-20
Tel: (65) 6516-6264/Fax: 6779-5941
Mobile: (65) 9021-6866
E-mail: bizps@nus.edu.sg
Session:
Semester II, 2008/2009
Venue:
Conference Room A, BIZ 1
Day & Time: Monday, 6 to 9 pm
COURSE OBJECTIVE
The field of marketing is both dynamic and challenging. Over the years, marketing
has evolved into a professional and academic discipline that is integral to the
effective functioning of most product and service organizations. As we embrace the
challenges and opportunities of the new millennium, our ability to successfully
market and brand products/services in global and multi-media environments is
predicated on a sound understanding of the basic marketing management process
that delivers superior customer value in diverse and changing markets.
Therefore, the basic objective of this module is to provide an understanding of the
key marketing concepts, tools and techniques and apply them in the analysis of
marketing problems and development of marketing strategies and programs from the
perspective of a marketing manager. Marketing examples and case studies from the
Asia-pacific region and globally will be utilized to reinforce learning and application of
sound marketing management practices.
REQUIRED TEXT
Philip Kotler and Kevin L Keller (2009), Marketing Management, 13th Edition,
Prentice Hall.
REQUIRED SELECTED READINGS
1. B. Joseph Pine II and James H. Gilmore (1998), “Welcome to the Experience
Economy,” Harvard Business Review, July-August 1998, pp. 97-105. (98407)
2. Christopher Meyer & Andre Schwager (2007), “Understanding Customer
Experience,” Harvard Business Review, February, pp.116-126.
3. Prem N. Shamdasani (2005) “Brand Leadership or Market Share Leadership?
The Quest for Sustainable and Profitable Growth”, The Encyclopedia of Brands &
Branding 2005 in South Africa, pp.14 -16
4. Prem N. Shamdasani, H.T. Keh & Evelyn Lee (2001), “Influences on Store
Patronage Behavior: A Comparison of Department and Discount Stores in
Singapore,” Journal of Asian Business, Vol. 17 (2), pp. 1-21
5. Scott Ward, L. Light & J. Goldstine (1999), “What High Tech Managers Need to
Know About Brands,” Harvard Business Review, July-August, pp. 85-95. (99411)
6. Prem N. Shamdasani, H.T. Keh & Kenny Chan (2001), “The Efficacy of Power
and Influence Strategies in a Conventional Channel: A Singapore Perspective,”
Journal of Business & Industrial Marketing, Vol. 16(1), pp. 21-38.
7. Das Narayandas (2005) “Building Loyalty in Business Markets”
Business Review, September, pp.131-139 (R0509H)
Harvard
8. Youngme Moon (2005), “Break Free from the Product Life Cycle,” Harvard
Business Review, May, pp. 86-94 (R0505E)
9. Leonard L. Berry & Sandar S. Lampo (2004) ,”Branding Labour-Intensive
Services,” Business Strategy Review, Spring, Vol. 15, Issue 1, pp. 18-24
10. Business Week (2008),
(www.interbrand.com)
“Best
Global
Brands,”
September
29
issue,
11. Colin Mitchell (2002), “Selling the Brand Inside,” Harvard Business Review,
January, pp 5-11 (R0201J)
12. Robert F. Hartley (1998), “Coca-Cola’s Classic Blunder: The Failure of Marketing
Research,” Marketing Mistakes and Successes, 7th Edition, pp. 160-176, John
Wiley & Sons.
13. John T. Gourville (2006), “Eager Sellers and Stony Buyers: Understanding the
Psychology of New-Product Adoption,” Harvard Business Review, June, pp. 98106. (R0606F)
14. James C. Anderson, J.A. Narus & W. van Rossum (2006), “Customer Value
Propositions in Business Markets,” Harvard Business Review, March, pp. 91-99
(R0603F)
15. Vikas Mittal, Matthew Sarkees & Feisal Murshed (2008),”The Right Way to
Manage Unprofitable Customers,” Harvard Business Review, April. pp. 1-11.
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CASE STUDIES
A. Cases from Harvard and Strategic Brand Management
1. Toys “R” Us Japan Case A & B
2.
3.
4.
5.
Nestle Refrigerated Foods: Contadina Pasta & Pizza Case A & B
Intel Corporation: Building a High Tech Brand
Nike: Building A Global Brand
Commerce Bank
B. Cases by Dr Prem Shamdasani (NUS Business School)
1.
2.
3.
4.
5.
6.
Carrefour’s Asian Expansion: Global Challenges, Asian Realities
Hagemeyer Singapore: Life After Disintermediation
Non-Asian SIA Girls: Changing the Face of an Icon
Pepsi’s “Sex” Cans: When Marketing Goes Bad!
Apple I: Taking a Bite Out of Apple
Apple II: Apple's Third "i": Eyeing the Smart Phone Market with iPhone
COURSE FORMAT & REQUIREMENTS
This course will be conducted in an experiential and application-oriented manner.
Various marketing management concepts and principles will be taught and
reinforced through in-depth case analyses, brief lectures, class exercises and project
presentation debriefs. Instructor-led case discussions with class participation will be
the primary mode of learning and exploring marketing issues.
Group presentations and critique of significant marketing challenges will also be an
important part of the overall learning experience. The class will be divided into 9
groups (5-6 students in each group) in the first class session. To encourage
teamwork, group activities will be evaluated on a group basis. Differences in
individual contribution to your group activities will not be considered in the
evaluation. A brief explanation of the module requirements is as follows:
1. “Marketing Challenge” Group Assignment: We will discuss various marketing
challenges identified by groups during this course.* These challenges represent
strategic marketing decisions that need to be made with regard to any important
marketing issue or problem (e.g., new product introduction, advertising,
distribution, branding, repositioning, etc.) in a product/market/industry of your
choice. To facilitate discussion, each group will first present their marketing
challenge and demonstrate their analysis and recommendations to the class. The
other non-presenting groups will then critique the presentation and offer
constructive comments. The presenting groups have to prepare a typed synopsis
of their marketing challenge and analysis (maximum 3 pages) and distribute to
the class before their presentations. The presentation should be detailed and not
exceed 45 minutes and should cover key analysis and recommendations.
Following the presentation, there will be 15 minutes of class discussion and
feedback. The written report should not exceed 25 pages (A4-size paper, doublespaced, and 12-point font size) and is to be submitted on the last class of the
course.
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*Groups may also choose to work on company sponsored marketing
challenges such as those sponsored by Samsung, L’Oreal or other companies
with current brand, product and marketing challenges.
Update: Students are given an opportunity to synthesize the viewpoints of the
class and instructor and to ‘update’ their analysis and recommendations after
their respective presentations. The revisions or enriched perspectives on the
marketing challenge can be incorporated in the final written report.
Some Useful Presentation Tips: The effectiveness of your presentation will be
evaluated on the basis of clarity, completeness, and general level of interest
generated, timeliness and the ability to respond to questions from the class.
Some useful guidelines for an effective presentation are:





Explain clearly your marketing challenge, problem formulation, analysis
and important assumptions made.
Explain clearly your strategy and execution recommendations. You must
be able to adequately justify and defend your decisions.
Use presentation software and computer generated color graphics for your
presentation.
Try to capture the interest of your audience throughout your presentation.
Avoid reading from notes during the presentation and try to engage the
audience.
Be creative and professional (e.g., attire, visual aids, etc) in your
presentation.
2. Class Participation: Participation in class is important and strongly encouraged.
As we each have unique experiences and perspectives that can benefit the class
overall, sharing of these experiences becomes an important part of the learning
process. The case readings and analysis must be done prior to class and you
must come fully prepared to participate in the case discussion.
3. Key Learning Summary: You are required to submit a one-page key learning
summary on every case study that is analyzed and discussed in class. The
summary must be restricted to one page and is to be submitted during the
following week’s class meeting. No grades will be given for the key learning
summaries.
4. Final Quiz: The final quiz will be a close-book quiz comprising of essay
questions and/or short cases. The final quiz is designed to assess your
understanding and application of key marketing concepts as well as your
decision-making and analytical capabilities. The duration of the quiz is 2 hours.
ASSESSMENT
Your grade will be determined based on the following assessment components:
Group Project Presentation
Group Project Report
Class Participation
Quiz
20%
20%
15%
45%
100%
====
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CLASS SCHEDULE
Week DATE
1
2
Jan 12
Jan 19
TOPIC
Course Introduction
TEXT
ACTIVITIES
R: Reading
C: Case, E: Exercise
(Text)++
Interactive Framework Development &
Discussion
Strategic Value-Based
Market Paradigms (I)
(R1, R2))
Strategic Value-Based
Market Paradigms (II) (cont.)
(R3, R14)
Aligning Brand & Market
Share Leadership
3
Jan 26
Interactive Framework Development &
Discussion
Project Team formation
Delivering Delightful
Customer Experiences
(R9, R11,
R15)
C.: Commerce Bank
Internal Branding
Feb 2
Marketing in Asia: Entering
Difficult Markets
5
Feb 9
New Product Development &
Marketing: When Market
Segments Become
Accessible
(R8, R13)
C: Nestle Refrigerated Foods:
Contadina Pasta & Pizza
6
Feb 16
Strategic Product and Brand
Management: “To Brand Or
Not To Brand…”
(R3, R5,
R10)
C: Intel Corporation: Building a High
Tech Brand
7
Mar 2
Distribution and Retailing:
Distributor’s Dilemma and
Does Size (Retailer’s) Really
Matter?
(R4, R6,
R7)
C: Hagemeyer (S) Pte Ltd
Positioning and Aligning for
Competitive Advantage
(R3, R10)
C: Apple I: Taking a Bite Out of Apple
8
9
10
Mar 9
Mar 16
Mar 23
(R4)
C: Toys ‘R’ Us (Japan)
4
C: Carrefour’s Asian Expansion
C: Apple II: Apple's Third "i": Eyeing
the Smart Phone Market with
iPhone
Challenging the “Think
Global and Act Local”
Paradigm
(R1,
C: Nike: Building a Global Brand
R3, R10)
When Marketing Goes Bad!
(R12)
C: Coca Cola’s Classic Blunder
C: Pepsi’s ‘Sex’ Cans
C: Non-Asian SIA Girls
11
Mar 30
Marketing Challenges
E: Groups 1 to 3 Presentations and
Critique
12
Apr 6
Marketing Challenges
E: Groups 4 to 6 Presentations and
Critique
13
Apr 13
Marketing Challenges
E: Groups 7 to 9 Presentations and
Critique
14
Apr 18
Final Quiz
Submission of Project Reports
*Note: Mid-semester break is from Feb 21 - Mar 1, 2008
++ Required to read appropriate chapters in the textbook
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ABOUT THE INSTRUCTOR
Dr Prem Shamdasani is Associate Professor of Marketing;
Vice-Dean, Executive Education; Academic Director, Asia-Pacific
Executive (APEX) MBA Program; Co-Director, Stanford-NUS
International Management Program; and Director, Asia-Pacific
Advanced Management Programs at the NUS Business School,
National University of Singapore. He was the former Academic
Director of the Master of Science (Marketing) Program and
Director of the Office of Executive Education. He was also
Program Director of the Commonwealth-Singapore Advanced
Seminar for CEOs and Samsung General and Advanced
Management Programs. He holds a BBA degree with first class
honors from the National University of Singapore, and received
his PhD from the University of Southern California, Los Angeles.
His research and teaching interests include Brand Management,
New Product Marketing, Retail Strategy, Relationship Marketing,
and Cross-Cultural Consumer Behavior. He has taught in the USA and internationally, and
has received numerous commendations and awards for teaching excellence. Aside from
teaching graduate and executive MBA courses, Dr Shamdasani is very active in executive
development and training for such clients as Caterpillar, MHE-Demag; Johnson & Johnson,
L’Oreal, Nokia, Samsung, Alcatel-Lucent, IBM, Microsoft, DuPont, Asahi Glass, Philips,
Siemens, Telenor, Exel (DHL), AP Moeller Maersk, Royal Brunei Airlines, Singapore
Airlines, Roche China, Roche Diabetes Care, GlaxoSmithKline (GSK), B. Braun, Bayer
Healthcare, Deutsche Bank, Barclays, HSBC, Ernst & Young, KPMG, Boshi Fund Mgt
(China), Jardine Matheson, MCL Land (Hong Kong Land), DaimlerChrysler, Volvo, Berle
Jucker (Thailand), Ikea, Carrefour, Dairy Farm Group, Royal Ahold, NTUC Fairprice,
McDonalds, Danone, Raymonds (India), Ceylinco (Sri Lanka), Sasol (S. Africa), Incheon
International Airport (S. Korea), Singapore Tourism Board, NS Affairs Dept (The Army),
Third Flotilla (The Navy), Ministry of Foreign Affairs and Commonwealth Secretariat (UK). He
has co-authored three books including one of the leading books on focus group research
entitled, Focus Groups: Theory and Practice, for Sage Publications (USA). He is also
actively involved in focus group research for consumer products companies and social
marketing programs. His research publications have appeared in the leading regional and
international journals and include the Journal of Consumer Research, European Journal of
Marketing, Journal of Advertising Research, Asian Journal of Marketing, Asia Pacific Journal
of Management, Service Industries Journal, and the Journal of Retailing and Consumer
Services. He is an external resource expert on marketing, branding and retailing to various
trade and government agencies such as the Singapore Retailers’ Association, IE (Trade
Development Board), Singapore Tourism Board, Productivity and Standards Board, Institute
of Policy Development, Prime Minister’s Office and BusinessWeek’s CEO forums. Dr
Shamdasani has consulted with several domestic and multinational companies such as
Hagemeyer, United Parcel Service (UPS), Singapore Telecom, Mobile One (M1) and L’Oreal
and government-related agencies such as the Singapore Enterprise Development Council
(EDB), National Computer Board, IE Singapore (TDB), Young Musicians’ Society, and the
US Department of Agriculture.
Dr Prem Shamdasani
Associate Professor of Marketing
Vice-Dean, Executive Education
Academic Director, Asia-Pacific Executive (APEX) MBA Program
Co-Director, Stanford-NUS Executive Program in International Management
Director, NUS Asia-Pacific Advanced Management Program
NUS Business School, National University of Singapore
BIZ1 #04-20, 1 Business Link, Singapore 117592
Tel: (65) 874 6264/Fax: (65) 779-5941/Mobile: (65) 9666-9615
Email: bizps@nus.edu.sg
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