Basics: Management Skills for Marketers
Book Outline
April 13, 2010
Brian Sheehan
Associate Professor
S.I. Newhouse School of Public Communications
Syracuse University
Outline
Introduction
Table of Contents
I. Basics of Business Economics
i. Adam Smith (man will do what is in his own best interest)
ii. Supply and Demand
a. The consumer and producer surplus
iii. Product segmentation (airport parking lot case)
iv. Price elasticity
a. The water/diamond paradox
b. The economics of zero
v. Mini-case: Lessons from John Jones
vi. Negotiation, maximizing utility, and Nash’s equilibrium
vii. Economies of scale and the theory of the low base
viii. B-to-B vs. B-to-C
viii. Case study: British Airways (segmentation/consumer surplus/max utility)
II. Vision and Mission
i. Vision and mission statements/Inspirational dreams/Covenants
ii. Habits of visionary companies
iii. Leadership secrets (KISS/Integrity/Ask great questions/verbal and
written communication skills)
iv. Dealing with short-termism: the mother of all problems (Peppers)
v. Sustainability strategies for the 21st century
v. Ritz-Carlton
III. Competitive Business Strategy
i. Strategic plans (the planning process)
ii. The Hedgehog Concept
iii. Blue Oceans (value innovation and six paths for reconstructing market
boundaries)
iv. Being #1 by thinking and acting like #2 (Morgan)
vi. Transformation grids
vii. A short history lesson: The long March
viii. SWOT analysis
ix. The power of a matrix (e.g., Boston matrix, product decision matrix)
x. The Pareto principle
xi. The new product lifecycle (and the law of diminishing returns)
xii. Research fundamentals and the competitive power of consumer insights.
xii. Case study: iPhone (open source apps)
IV. Brand Identity and Thought Leadership equals Shareholder Value
i. Why brands matter (added value, commanding higher prices)
ii. Differentiation and positioning (Reis Trout)
iii. Dovel’s positioning process
iv. Engaging the emotions-Lovemarks
v. Lighthouse brands
vi. The eight credos of challenger brands (Morgan)
vii. Tipping points and stickiness
viii. Case study: Tiffany’s
V. Managing People
i. Introduction to psychology (Freud vs. Skinner)
ii. Hiring good people (Collins’ bus: First who then what)
DELEGATE
iii. Culture as management
iv. Communication, communication, communication
v. Status reports and status meetings (the importance of consistency)
vi. RASCI
vii. Conflict, power and politics
viii. Managing creative people and projects (right brain/left brain)
ix. Case Study: Kayser Roth “Breakfast with Bob”
VI. Handling a Crisis
i. Have a plan!
ii. Mini-case: Sanitarium recall (having a plan)
iii. The power of transparency
iv. Communicate, communicate, communicate
v. One trusted source
vi. Case Study: Tylenol vs. Cadbury vs. Jet Blue
VII. Analytics and Financial Basics (separate chapters if 9 chs. Acceptable)
i. KPI’s and dashboards
ii. ROI (Antony Young)
iii. Balance sheets and income statements (leverage vs. cash)
iv. The basic financial formulas (current ratio, acid test, etc.)
v. Brand Equity & customer experience as financial measures
vi. Why accounts receivables can sink your company (strategies)
vii. “Goodwill” is your biggest asset
viii. Mini-case: Coca Cola
ix. Planning for contingencies
x. Case study: Martin Sorrell’s financial savvy
VIII. Legal Considerations and Ethical Issues
i. Embracing regulation/becoming your own cop and making yourself
better in the process (increase competitive advantage)
ii. Doing the right thing (General Schwarzkopf) (the grandma test)
iii. LRN’s 10 steps to a more ethical and compliant culture
iv. Case study: O&M executives go to jail
Summary and Conclusions