COURSE DESCRIPTION FORM
School/Faculty/Institute
Sabancı University, Faculty of Management
Program
B.A. in Management
Semester
Summer 2015
Course Code
MKTG405
Course Title in English
Marketing Strategy
Course Title in Turkish
Pazarlama Stratejisi
Language of Instruction
English
Type of Course
Lecture/Seminar/Practical/Fieldwork
Level of Course
Senior, Junior
Intermediate
Semester
Summer
Hours per Week
3
Number of Credits
5 ECTS
Grading Mode
Letter Grades
(A: 100-93, A-: 92-86, B+: 85-78, B: 77-70, B-: 69-63, C+: 62-50, F:49-0)
Pre-requisites
Principles of Marketing or Introduction to Marketing
Course Description
MKTG405 will deepen students’ knowledge of marketing strategy.
Students will not only be provided with a capstone class that enables
integration of their learning in marketing (“pull it all together”), but
they will be equipped with thinking strategically when making and
implementing marketing decisions (“strategic decision making”).
Extensive application of specific analytical approaches and tools for
understanding customers, competition, and markets (“applications of
marketing data and information”) will help students in developing an
appreciation for the relationship between marketing and the other
functional areas of business.
Course
Turkish
Description
Learning Outcomes
Competences
in
MKTG405, öğrencilerin pazarlama stratejisi bilgisini derinleştirmeyi
hedefler. Öğrencilere pazarlama bilgilerini entegre edebilme kabiliyeti
kazandırmanın yanı sıra, pazarlama kararlarına stratejik yaklaşım ele
almayı tanıtır. Belli başlı analitik yaklaşımların uygulanmasıyla,
pazarlama ile işletmenin diğer fonksiyonları arasındaki ilişki
pekiştirilir.
and
At the end of MKTG405, the student is expected to:

Develop understanding about what is involved in making marketing
decisions, including product, price, promotion, and place decisions to
create a marketing mix.

Acquire an overview on the contemporary issues in marketing and
the unique challenges faced by marketing managers in the dynamic
business environment.

Develop insights into how differences in economic, cultural, social,
political, and legal environments can affect marketing decisions.

Develop strategic thinking in the context of complex problems and
challenges faced by the contemporary executives and managers.

Acquire the necessary analytical and conceptual skills for developing
successful marketing programs.

Develop leadership skills necessary to deal with the uncertainty and
changes faced by today’s marketers.

Develop ability to integrate the important societal dimensions of
diversity, environmental concerns, ethics, and technological change
into their thinking.

Discover sources of information for researching and evaluating
product markets.

Communicate effectively about marketing issues in group
discussions, oral presentations and written reports.

Work effectively as a team member in analyzing marketing issues.
Relation to Program Outcomes and Competences:
Level: N=None S=Supportive
H=Highly related
Program Outcomes and Competences
Level
Have a general understanding of Marketing Communications and
underlying disciplines, i.e., advertising, digital, PR, direct marketing, sales
promotions
Associate essential communication theories with the practices in
underlying disciplines
Able to detect the need and brief for the processes of market research,
develop a critical eye for the process
Intellectually broaden their knowledge of demographics and various target
segments
Assessed by
H
Case study
Group Project
H
Case Study
S
Brand Analysis
H
Case Study
Brand Analysis
Develop critical thinking and expository writing skills through projects
H
Group Project
Sharpen their presentational skills through group work
H
Group Project
Name of Instructor
Associate Professor Selcen Öztürkcan, Ph.D.
Course Contents
Session
Course Contents
Required/Recommended
Readings
Topic
ALL CASES AVAILABLE AT
https://cb.hbsp.harvard.edu/cbmp/access/27603575
1.
11:40- 14:30 / School of Management G060
Syllabus and course requirements will be discussed
2.
11:40- 14:30 / School of Management G060
Introduction to five forces industry analysis, and marketing strategy
Reading (complete before class):
Porter, M.E. (2008), “Five Competitive forces that shape strategy,”
Harvard Business Review, Vol. 86, Issue 1, p78-93.
Davis, R.T. (1987), “Marketing Strategy,” Harvard Business Review,
M247N.
3.
11:40- 14:30 / School of Management G060
Competition; Market positioning; Strategic planning; Technology
Reading (complete before class):
Yoffie, D.B. & Kim, R. (2011), “Apple Inc. in 2010,” Harvard
Business School Publications, Product No.9-710-467.
Case Study Questions:
1. What, historically, have been Apple’s competitive
advantages?
2. Analyze the personal computer industry. Are the dynamics
favorable or problematic for Apple?
3. How sustainable is Apple’s competitive position in PCs?
4. How sustainable is Apple’s competitive position in MP3
players?
5. How do you asses Apple’s competitive position in
smartphones?
6. What are the prospects for the iPad?
4.
11:40- 14:30 / School of Management G060
Competitive advantage; Diversification; Implementing strategy;
Strategy formulation
Reading (complete before class):
Ruckstad, M.G. & Collins, S. (2009), “The Walt Disney Company:
The Entertainment King,” Harvard Business School Publications,
Product No.9-701-035.
Case Study Questions:
1. Why has Disney been successful for so long?
2. What did Michael Eisner do to rejuvenate Disney?
Specifically, how did he increase net income in his first four
years?
3. Has Disney diversified too far in recent years?
!! DEADLINE to inform on the composition of your group
5.
11:40- 14:30 / School of Management G060
Advertising; Consumer behavior; Marketing planning; New product
marketing
Reading (complete before class):
Wathieu, L. & Zoglio, M. (2005), “TiVo,” Harvard Business School
Publications, Product No.9-501-038.
Case Study Questions:
1. Analyse the situation from the customer’s standpoint. What
is TiVo? What factors facilitate its adoption? What factors
make adoption difficult? Who is TiVo best suited for?
2. Now adopt the standpoint of the networks, the advertisers,
and the cable/satellite companies: what do they want TiVo
to be? Thinking about the competition: What are Microsoft’s
potential strengths and weaknesses in this market?
3. How would you describe and characterize TiVo’s action plan
as given at the end of the case? How do you evaluate the
planned communication campaign? Does your situation
analysis suggest and alternative plan?
6.
11:40- 14:30 / School of Management G060
Brands; Market segmentation; Marketing management; Pricing
strategy; Product lines
Reading (complete before class):
Dolan, R.J. (1995), “Eastman Kodak Co.: Funtime Film,” Harvard
Business School Publications, Product No.9-594-111.
Case Study Questions:
Analyze the case in four major parts,
1. Diagnosis of the reasons for Kodak’s market share loss and
assessment of likely development of the market if Kodak
maintained the status quo.
2. Specification of what Kodak’s objectives ought to be at this
point. This involves possible trade-offs between market
share, profitability and brand equity.
3. Evaluation of the general concept of Funtime proposal and
its implementation details given consumer behavior.
4. Consideration of other action plan options – such as a price
cut on the flagship Gold Plus brand.
7.
11:40- 14:30 / School of Management G060
MIDTERM EXAM
8.
11:40- 14:30 / School of Management G060
Midterm Case Analysis
9.
11:40- 14:30 / School of Management G060
Guest Speaker
10.
11:40- 14:30 / School of Management G060
Guest Speaker
11.
11:40- 14:30 / School of Management G060
International marketing; Marketing strategy; Pricing;
introduction; Product positioning; Service management
Product
Reading (complete before class):
Rangan, V.K. (2002), “Citibank: Launching the Credit Card in Asia
Pacific,” Harvard Business School Publications, Product No.9-595026.
Case Study Questions:
1. Should Citibank launch the card product? Why or why not?
2. Given its upscale customer base, how should Citibank
position its card, if it decides to launch it?
3. Which countries should Citibank enter first? Which counties
4.
5.
12.
should it avoid?
How should Rana Talwar convince his country managers
and headquarters to accept the card product? What
organizational mechanisms does he have in his control?
If you chose not to introduce the card, what would you do
to achieve the $100 million earnings target by 1990? What
kind of branch banking products should the bank offer?
11:40- 14:30 / School of Management G060
Business models; Intellectual capital; Licensing; Marketing strategy
Reading (complete before class):
Elberse, A. (2011), “Marvel Enterprises, Inc. (Abridged),” Harvard
Business School Publications, Product No.9-511-097.
Case Study Questions:
1. In your view, what strategic direction should Marvel
Enterprises’’ Vice Chairman Peter Cuneo and his colleagues
pursue? Why? How?
2. Why was Marvel’s turnaround so successful? Would you
characterize that success as a fluke? Or do you view it as
sustainable? Why? How?
3. How important are each of Marvel’s three divisions - comic
books, toys, and licensing – to its past and future
performance?
4. To what extent is Marvel’s success due to only one
character, Spider-Man? How can Marvel develop its lesserknown characters?
13.
11:40- 14:30 / School of Management G060
Group Presentations
14.
11:40- 14:30 / School of Management G060
Group Presentations
In addition to the ones above, recommended readings for class involves
regular follow up of Marketing and Business news through print media.
Teaching Methods
The course will use case studies to guide extensive elaboration of marketing
theory and knowledge demanded for formulating strategy. Critical thinking
will be achieved using active engagements with industry guests, and case
study/problem solution activities.
Assessment Methods
Requirement
Type
%
Effective class participation
Individual
20%
Final Group Project
Group
50%
=
20%
(instructor
evaluation)+ 20% (average of
groupmates’ evaluation of your
work)
Midterm Exam
Individual
30%
TOTAL : 100
Class participation is required and 100% mindful participation if especially
important.



Outstanding Contributor (20/20):
Contributions in class reflect
exceptional preparation. Ideas are nearly always important and
provide one or more major insights as well as providing a fruitful
direction for the class.
Arguments are well substantiated and
persuasively presented.
Good Contributor (14/20): Contributions in class reflect thorough
preparation. Ideas are usually important, provide good insights, and
sometimes offer a fruitful direction for the class. Arguments are
generally well substantiated and are often persuasive.
Adequate Contributor (10/20):
Contributions in class reflect
satisfactory preparation. Ideas are sometimes important, provide
generally useful insights, but seldom offer a major new direction.


Arguments are fairly well substantiated and sometimes persuasive.
Unsatisfactory Contributor (6/20): Contributions in class reflect
inadequate preparation. Ideas offered are seldom substantive; they
provide few, if any, insights; and never offer a constructive direction
for the class. Integrative comments are absent. Class contributions
are, at best, “cherry-picking” efforts making isolated, obvious, or
confusing points. If this person were not a member of the class,
valuable airtime would be saved.
Non-participant (0/20): The student was present but said nothing
or the student missed class. Hence, there is not adequate basis for
evaluation
Group Project
Work in teams of three or four, perhaps with new team members. Every
team is responsible for picking a company and then writing a marketing plan
that includes some analysis for a product or service not currently sold by
your focal company. The product or service can be completely new-to-theworld or can be new just to the focal company. Do not copy a marketing
plan. Be original in your thinking. If you cannot form a group by the deadline,
it will be registered as your choice of not participating in this course
requirement. Group change requests are not acceptable once they are
formed.
The focal company can be a company that employs a member of your team.
However, you will need to disclose information in your report, so think this
over carefully. In general, I assume submissions are not confidential. The
company can also be fictitious with your group members as owners, but this
can seriously limited the ability to demonstrate strategic skills, so be careful.
Your assignment is to discuss the mission and situation of the company,
identify and briefly comment on opportunities and threats, and then pursue
one opportunity, continuing with goals and action plans. To the extent that
the new product affects products/services currently sold, then your goals and
action plans will also need to address the marketing of current products.
Typically you will be profit driven, but interesting exceptions exist.
Generally follow the format below for your submission
Background and mission
• Provide a brief paragraph describing the business (do not ramble and
provide too much)
• Clarify the overall company mission, answering the three mission-questions
Situation analysis
• Cover each substantive area (i.e., customers, channel, etc.)
• Briefly discuss key opportunities and threats and their corresponding
strengths/weaknesses
• Pick one key opportunity that involves a new product and explain why you
pick this one
• Culminate your analysis in the identification and discussion of key successfactors
Goals
• Discuss how the new product or service will be positioned
• Goals should be CLEARLY mapped to key success factors
• Quantifications should be explained and should make sense
• Clarify how goals cover (1) internal and external, and (2) in-process and
end-result issues
Action plan
• Actions should be CLEARLY mapped into goals
• The logic that motivates actions should be spelled out, and you might
compare plausible alternate actions to explain the relative strengths of the
actions you recommend
• Actions should cover the general marketing mix (4Ps, 7Ps, etc.)
Financial planning and evaluation
• Where reasonable, provide financial analysis
THE SHORT PRESENTATION
Last two sessions of our class is devoted to group project presentations. Your
presentation should be 20 minutes max. For submission, provide the digital
copy of your presentation material. You might have PowerPoint, or some
other format you deem applicable.
Course Administration
Professor’s e-mail is selcen.ozturkcan@gmail.com.
Attendance is strongly advised. Late submissions are not acceptable. In the
unlikely event of such a need, the student(s) should contact the professor
ASAP. These will be evaluated on a case by case basis.
Please do not embarrass Sabancı community with any beeping
sounds while attending classes. In addition, do NOT enter the
classroom late.
Academic Honesty
You are responsible for abiding by the guidelines for academic honesty, as
described in the University's by-laws. If you have questions concerning
academic honesty, please obtain a copy of the by-laws from the registrar's
office. Do not sacrifice honesty for the sake of better grades, volunteering for
extra course work is an option always available.
Professors Short Bio
Assoc. Prof. Selcen Öztürkcan, continues her academic career as a Faculty of
the Social Sciences Institute at Istanbul Bilgi University. After graduating
from Tarsus American High School (1995), she has earned a B.Sc. degree in
Engineering from Middle East Technical University with honors (1999), and
an M.B.A. degree from Bilkent University on merit-scholarship (2001). She
continued her Ph.D. studies, again on merit-scholarship, first at the College
of Business Administration of the University of South Florida (2002-2003),
then at the Faculty of Management of the Istanbul Technical University
(2003-2007) where she was awarded with the Outstanding Ph.D. Award of
the Turkish Educational Foundation (2007). After 3 years of mid-managerial
experience in the ICT sector, she joined the academia. She has taught
Organization Theory, IMC, Advertising Management, Consumer Behavior, eBusiness, Information and Communication Technologies (ICT) Management,
International Marketing, Marketing Management, Principles of Marketing,
Sales Management, Operations and Services Management and Web Site
Management courses at University of South Florida, Yeditepe University,
Istanbul Bilgi University, adschoolistanbul, Sabanci University, Ozyegin
University, and Lancaster University. She renders occasional executive
education and consultancy services to various institutions including Goldman
Sachs’ 10 000 Women, Vestel, Mazda, Mapfre, ACEV (the Mother Child
Education Foundation), and INGBank. Sabancı University (2006-2008),
Ozyegin University (2008-2010), and K.U.Leuven (2010) have hosted her
Post-Doc Research activities. Her research has been awarded funding from
Istanbul Metropolitan Municipality, Istanbul Chamber of Commerce and
TUBITAK (The Scientific and Technological Research Council of Turkey) and
received Encouragement Award from TUBA (The Turkish Academy of
Sciences) and Sabanci University. Her work has been listed among the All
Time Hits of the SSRN (Social Sciences Research Network). Professor
Öztürkcan’s work has appeared as book chapters and case studies in books
published by Cengage, Edward Elgar, Istanbul Chamber of Commerce and
McGraw-Hill. She has published at ITU journal and Journal of Retailing and
Consumer Services. She serves on the scientific board for the AVM Gazette,
where she also authors practitioner oriented articles. She gives seminars at
the Marketingİst. Business oriented magazines such as Newsweek Turkey
intermittently quotes her evaluations and opinions for issues related with her
research.