COURSE DESCRIPTION FORM
School/Faculty/Institute
Sabancı University, Faculty of Management
Program
B.A. in Management
Semester
Summer 2014
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
1.
Jun 30, 2014 / 12:40- 15:30 / School of Management G060
Syllabus and course requirements will be discussed
Introduction to five forces industry analysis
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.
2.
Jul 02, 2014 / 12:40- 15:30 / 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?
3.
Jul 07, 2014 / 12:40- 15:30 / 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?
4.
Jul 09, 2014 / 12:40- 15:30 / 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?
!! DEADLINE to inform on the composition of your group
5.
Jul 14, 2014 / 12:40- 15:30 / 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.
6.
Jul 16, 2014 / 12:40- 15:30 / School of Management G060
International marketing; Marketing strategy; Pricing; Product
introduction; Product positioning; Service management
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 should it avoid?
4. How should Rana Talwar convince his country managers
and headquarters to accept the card product? What
organizational mechanisms does he have in his control?
5. 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?
7.
Jul 21, 2014 / 12:40- 15:30 / School of Management G060
Business
strategy
models;
Intellectual
capital;
Licensing;
Marketing
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
lesser-known characters?
8.
Jul 23, 2014 / 12:40- 15:30 / School of Management G060
Advertising campaigns; Brands; Marketing strategy; New product
marketing
Reading (complete before class):
Kim, Y. & Yoo, C. (2011), “"Do It Show": A New Mobile
Communications Service in Korea,” Harvard Business School
Publications, Product No.9-511-097.
Case Study Questions:
1. What are the unique features of 3G service, compared to
the existing 2G service, in the mobile communication
industry?
2. Why did KTF decide to launch a new 3G service brand?
3. What are the important factors behind the new brand
launching strategy of KTF?
4. How should KTF prepare to counter its main competitor’s
(SKT) reaction in order to maintain its number one
position in the 3G service market?
9.
Aug 04, 2014 / 12:40- 15:30 / School of Management G060
Customer relationship management; Customer retention;
Customer satisfaction; Global business; International business;
Internet; Internet marketing; Marketing communications
Reading (complete before class):
Jeffery, M., Egli, L., Gieraltowski, A., Lambert, J., Miller, J., Neely,
L. & Sharma, R. (2009), “Air France Internet Marketing: Optimizing
Google, Yahoo!, MSN, and Kayak Sponsored Search,” Harvard
Business School Publications, Product No.KEL319.
Case Study Questions:
See page 12 of the case
10.
Aug 06, 2014 / 12:40- 15:30 / School of Management G060
Brand Strategy (Mr.Barış Gökpınar)
11.
Aug 11, 2014 / 12:40- 15:30 / School of Management G060
Communication Strategy (Mr.Barış Gökpınar)
Deadline - Brand Analysis focusing on Brand Strategy (to be
evaluated by Mr. Gökpınar)
12.
Aug 13, 2014 / 12:40- 15:30 / School of Management G060
Marketing Strategy (Mr.Barış Gökpınar)
Deadline - Brand Analysis focusing on Communication
Strategy (to be evaluated by Mr. Gökpınar)
13.
Aug 18, 2014 / 12:40- 15:30 / School of Management G060
Group Presentations
14.
Aug 20, 2014 / 12:40- 15:30 / 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
10%
Brand Analysis
Individual
30%
Group Project
Group
30%
=
25%
(instructor
evaluation)+ 25% (average of
groupmates’ evaluation of your
work)
Final 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 (15/20): 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 (5/20): 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
Brand Analysis (by Barış Gökpınar)
There will be three sessions focusing on Brand Strategy during this course.
Each seminar will deliver answers to the following questions:
1. How to develop and successfully implement strategy of a brand.
2. How to transform a brand strategy into a powerful marketing strategy.
3. How to interpret brand and marketing strategies for an effective
communication.
Subsequent to 2/3 seminars, each student is asked to write and submit aone-page analysis of a specific brand, in which diagnosis of brand,
marketing and communication strategies of the chosen brand shall be
delivered in “background”, “recommendation”, “basis for recommendation”
sections, respectively.
Group Project
Work in teams of four or five, 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-the-world
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 missionquestions
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)
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@bilgi.edu.tr.
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 (20022003), 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 midmanagerial experience in the ICT sector, she joined the academia. She has
taught Organization Theory, IMC, Advertising Management, Consumer
Behavior, e-Business, 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, and ACEV
(the Mother Child Education Foundation). 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.