CASE WESTERN RESERVE UNIVERSITY
THE WEATHERHEAD SCHOOL OF MANAGEMENT
MKMR 301
Marketing Management
Fall 2002
Instructor
Office
Phone
E-Mail
Deepak Sirdeshmukh
Peter B. Lewis 222
368-2152 (Office); 368-4785 (Fax
dxs83@weatherhead.cwru.edu
Administrative
Assistant
Mary Ryan; PBL 2nd Floor; 368-5001; mxr29@weatherhead.cwru.edu
Office Hours
Monday 445-545 p.m., Wednesday 445-545 p.m. or by appointment. The quickest way
to reach me, in particular for an emergency of some sort, is to call. If you leave a
message, please speak loudly and leave me a phone number and time when you can be
reached.
Course Description and Objectives
In today's business environment, both domestic and global, a key function of marketing decision makers
is to identify and develop programs that capitalize on the firm's unique capabilities and provide value to
the customer. Customer value in turn, is the driver of brand and firm value. This course is designed to
meet two key objectives. The first objective is to help you develop a clear understanding and appreciation
of the marketing issues confronting decision makers in organizations. The second objective is to guide
you in applying a broad range of marketing principles and techniques in making marketing decisions.
These objectives will be achieved through the application of marketing concepts and frameworks to
problem definition, environmental analysis, and strategy formulation in a wide range of contexts.
For those of you not pursuing a concentration in marketing, this course will provide you with a set of
basic concepts that will enable you to interact effectively with marketing specialists and to understand
emerging issues in marketing, regardless of your organization positions. For students intending to
specialize in marketing as part of their study programs, this course will provide a foundation for
subsequent in-depth study in advanced marketing courses.
The assigned text book, readings and class discussion will be our primary tools in knowledge
development. The case studies will be used to examine problems faced by marketing managers, the
impact of environmental factors on decision making and in the end, to determine a cogent course of
action.
Course Material
1. Text: Principles of Marketing 9/e, Prentice Hall, Philip Kotler and Gary Armstrong.
2. Case packet.
3. Lecture Outlines – These are outlines that are meant to help you take notes that are handed out prior
to each lecture. They are not meant to serve as a substitute for lectures.
Course Requirements
Group Cases
You should form groups of 4 (maybe 3 but rarely 5) for case assignments. These assignments are
designed to provide an opportunity for practical application of the concepts introduced through the
lectures and readings. You will need to turn in written case analyses for a total of 3 out of 8 cases.
However, you should be prepared to discuss all assigned cases in class. The written case analysis should
not be greater than 5 pages (double space) in length - any number of additional non-text appendices such as graphs
and tables may be added. Cases should be turned in at the start of the class session when they are due. Late
submissions will be appropriately penalized. It will be helpful for you to have a second copy handy for
reference during class discussion. Further guidelines for case analyses will be provided.
You have the option of turning in 4 cases of which the lowest score will be dropped. I highly
recommend that you turn in any one of the first two cases in order to receive feedback on case
analyses early in the semester.
(See note on one page assignments)
Exams
Exams are meant to assess your grasp of concepts and principles introduced in class. They will be based
upon material from the text, readings and lectures. 2 in–class, closed book, exams will be given during the
semester and will consist of short answers and long essays. The exams will be non-cumulative. Further
details regarding exams and any changes will be provided in class.
Class Participation
In order to achieve the objectives of this course, you are always expected to be thoroughly familiar with
assigned reading material prior to coming to class. You should be prepared to elaborate on
topics discussed in the assigned reading or to respond to questions regarding the material. The
quality and amount of learning derived from this course will depend on your interaction with me and with
the rest of the class. I may call on you for your comments or questions with the intention of providing
you with additional opportunities for participation. On days when a case is assigned, a significant portion
of class discussion will be devoted to case analysis. It is important that you come to class fully
prepared to discuss the case even if your group is not turning in a case write-up. Again, I will
frequently call on a group to lead the case discussion.
Your class participation grade will be determined by the quality and amount of your participation.
Participation could range from being consistent and well prepared to sporadic and barely prepared. My
judgments of performance will be based on the following template:
Participation
Consistently (all semester) well prepared, initiates discussions
and engages colleagues, comments are focused and insightful,
listens well.
Responds to questions, occasionally leads discussions, always
well prepared on cases.
Only responds to questions, prepared only on submitted
cases, uninvolved otherwise.
Uninvolved in discussions, vague or inaccurate responses to
pointed questions.
Participation Grade Range
A
B
C
D/E/F
Required one page assignments: For any four cases that your group will not be turning in, you are
required to write-up a one page, single space, individual write up. The topic for the write-up is provided
along with the assigned case questions. This assignment is designed to help bring an individual, perhaps
out of box perspective to the case that may not be possible within the confines of the assignment for the
week. The larger objective is to enhance the quality of the in-class discussion through an informed,
committed perspective.
I will collect these over the semester and will only evaluate them at the conclusion of the term on a  or  + basis and will contribute the overall class participation score (only). To the extent that in-class
participation is lacking, these assignment will partially compensate.
Grade Composition
Group Case Reports (3 x 15)
Exam I
Exam II
Class Participation
45%
20%
20%
15%
Honor Code
All students are required to comply with guidelines prescribed in the Weatherhead Standards of Academic
Honesty. Failure will result in appropriate penalties. Of particular note, (a) any discussion of case material
with past students or students at other institutions or (b) submission of any analysis not conducted by the
course group (obtained elsewhere, that is), will constitute a violation of course policy and due procedures
will immediately be initiated.
Group Member Evaluations
At the end of the semester, you will be asked to provide ratings of your contribution and contributions of
other group members to group assignments.
COURSE MAP
Module 1
Marketing’s Role in Business Strategy
Value Exchange and Business Success
The Marketing Concept
The Marketing Planning Process
Marketing Research
Module 2
Developing Sound Marketing Strategies
Customer Analysis
Competitor Analysis
Internal Analysis
Target Market Selection
Value Proposition and Positioning
Module 3
Creating Effective Marketing Programs
Product and Brand Strategy
Service Strategy
Distribution Strategy
Pricing Strategy
Marketing Communications Strategy
COURSE SCHEDULE
(Session) DATE
(1) August 26
(2) August 28
TOPIC
ASSIGNMENTS
Module 1: The Marketing Process and its Role in Business Strategy
The Marketing Philosophy, Value Exchange
Ch. 1
The Marketing Plan and the Planning Process
Ch. 2
September 2
(3) September 4
Labor Day Holiday
In-Class Exercise
(4) September 9
(5) September 11
Analysis of the Environment
Ch. 3
Caselet: Can this brand be saved? (For class discussion only)
(6) September 16
(7) September 18
Module 2: Developing Sustainable Marketing Strategies
Analyzing Consumer Behavior
Ch. 5
Case: TIVO
(8) September 23
(9) September 25
Analyzing Industrial Buyer Behavior
Ch. 6
Case: Dominion Motors
(10) September 30
(11) October 2
Marketing Research for Decision Making
Market Segmentation, Targeting
Ch. 4
Ch. 7
(12) October 7
October 9
Positioning
No Class: Peter B. Lewis Building Dedication Ceremonies
Case: Black and Decker
(13) October 14
(14) October 15
Positioning and Strategy
EXAM I (Material to Date)
October 21
(15) October 23
No Class: Fall Break
TBD
(16) October 28
(17) October 30
Module 3: Creating Effective Marketing Programs
New Product Development
Ch. 9
In-Class Exercise TBD
(18) November 4
(19) November 6
Product and Brand Strategy
Ch. 8 (until p. 317)
Case: Colgate Palmolive
(20) November 11
(21) November 13
Service Strategy
Ch. 8 (From p. 317)
Case: Credit Suisse
(22) November 18
(23) November 20
Pricing Strategy
Ch. 10, 11
Case: Reynolds
(24) November 25
(25) November 27
Distribution Strategy
Ch. 12, 17
Case: Mathsoft
(26) December 2
(27) December 4
Marketing Communications Strategy
Ch. 14, 15
Case: Heineken
(28) TBD
Exam II (Material From Second Half of Semester)
Case Packet
1.
Caselet: Can this brand be saved?
2.
TIVO
3.
Dominion Motor & Control
4.
Black and Decker Power Tools Division (A)
5.
Colgate-Palmolive Co: The Precision Toothbrush
6.
Credit Suisse (A)
7.
Reynolds Metal Company
8.
Mathsoft Inc.
9.
Heineken N.V.
Biography
Deepak Sirdeshmukh, Ph.D. (Marketing), is Visiting Assistant Professor of Marketing at
the Weatherhead School of Management, Case Western Reserve University where he has
taught graduate courses in marketing management, consumer behavior, and marketing
communications management. Deepak has received the Outstanding Undergraduate
Teacher Award at the Ohio State University and numerous nominations for the
Weatherhead Teaching Excellence Award. He has also served as committee member for
candidates in the doctoral and executive doctorate in management programs. Deepak is a
regular presenter in executive training programs on customer relationship management,
brand management and marketing management in the United States, Europe, Asia and
Australia.
Deepak’s primary areas of research expertise include customer trust, customer based
brand equity, and customer relationship management. He is currently involved in a multiindustry, multi-national research project examining the role of customer trust in online
and offline service exchanges. Deepak has published in the Journal of Marketing, Journal of
Marketing Research, Journal of Consumer Research, Journal of the Academy of Marketing Science,
Journal of Consumer Psychology, Advances in Consumer Research, and The Journal of Customer
Satisfaction among others. His most recent article titled “Consumer Trust, Value and
Loyalty in Relational Exchanges,” co-authored with Jagdip Singh and Barry Sabol
appeared in the January 2002 issue of the Journal of Marketing.
Deepak’s consulting experience includes value proposition and brand strategy
development, brand equity and customer satisfaction tracking, and evaluation of
integrated marketing communications campaigns. Deepak has served on the
leadership council of the American Heart Association Northeast Ohio and on the
CWRU Human Subjects Review Committee. He has been quoted in the Associated
Press, National Public Radio, CNN.Com, The Christian Science Monitor, Computer World;
Boston Globe, Richmond Times, Cleveland Plain Dealer, Crain's Cleveland Business, Detroit Free
Press, Newark Star Ledger, the Tennesean, Kansas City Star and the Akron Beacon Journal
among others.