MKTG 497 - Marketing Management |
John T. Drea
837-4605 (no calls after 9 p.m., please!)
10:00-11:00 a.m. and by appointment
The integration and implementation of marketing
strategy by the marketing manager is the focus of this capstone course.
Through participative analysis and discussion, each student is exposed to
the dynamic marketing environment. Not available to students who have
completed MKTG 427.
MKTG 327, an additional six semester
hours of marketing coursework, and senior
1. Kotler, Philip (1997). Marketing
Management, 9th ed. Englewood Cliffs, NJ: Prentice-Hall.
Cravens, David W., Charles W. Lamb, Jr., and Victoria L. Crittenden
Marketing Management Cases, 5th ed. Chicago: Richard D.
MKTG 497 is a capstone course. This
means that MKTG 497 should serve to deepen and integrate knowledge you
have acquired elsewhere in the marketing curriculum. As a result, you are
expected to enter MKTG 497 with a good working knowledge of the individual
components of marketing. MKTG 497 should add to the depth of your
understanding through in-class work and reading assignments (assessed
through quizzes and examinations). MKTG 497 is also intended to sharpen
your business presentation skills through a detailed feedback
Upon completion of this course,
the student should be able to:
- Describe the role of marketing in both for-profit and not-for-profit
organizations, and the role of marketing as a societal force.
- Identify those areas of an organization which create value for
customers (as well as those which do not).
- Explain what is meant by a sustainable competitive advantage.
- Use Porter's generic competitive strategies to analyze the current
strategies used in business cases.
- Conduct an analysis of the marketing environment for a given
organization, including an examination of the strengths, weaknesses,
threats, and opportunities facing the organization.
- Select appropriate data collection and analysis procedures for a
marketing research proposal.
- Use importance-performance analysis to create a perceptual product
map for a given product.
- Identify and explain those factors which influence the profitability
of a given industry.
- Describe frameworks and relevant considerations for analyzing
business and consumer market behavior.
- Use a process for analyzing consumer behavior to identify
opportunities to boost traffic and sales in a retail environment.
- Describe procedures for measuring and forecasting market demand.
- Understand what is meant by commoditization, including
identification of its warning signs and actions which can be taken to
- Explain the relationship between awareness, attitude, loyalty and
- Identify ways of enhancing brand equity among stagnant brands.
- Describe alternative strategies for market leaders, market
followers, market challengers, and market nichers.
- Provide an example of how to differentiate the products of an
organization from its competitors.
- Identify three alternative means for handling complimentary
products, and select the alternative which best optimizes benefits for
- Describe a process for managing the following marketing programs:
- a. product lines
- b. support products and services
- c. pricing strategies
- d. promotional mix strategies
- e. advertising, sales promotion, and direct marketing strategies
- Analyze channel relationships and identify areas for improved
customer service and/or greater efficiency.
- Identify the five possible service quality gaps, and explain what
can be done to minimize/avoid these gaps.
- Explain under what conditions sales promotion is typically preferred
as a dominant promotional mix element, and under what conditions
advertising is a dominant promotional mix element.
- Deliver an effective business presentation which clearly states a
marketing problem, analyzes the situation, proposes an effective
solution, and addresses the implementation of the
**ALL DATES ARE SUBJECT TO CHANGE WITH
||--Review of syllabus
--Assignment of cases
--Read Chapter 1: Assessing
Marketing's Critical Role in Organizational Performance
Chapter 2: Building Customer Satisfaction through Quality, Service,
||--Labor Day - No Class (9/1)
--Quiz #1, Chapter 3 (9/3)
--Read Chapter 3: Winning
Markets through Market-Oriented Strategic Planning
(9/5): California Valley Wine Company, p. 29
Chapter 4: Managing Marketing Information and Measuring Market
--Quiz #2, Chapter 5 (9/10)
--Read Chapter 5:
Scanning the Marketing Environment
--Case #2 (9/12): Battered
Women Fighting Back!, p. 19.
Chapter 6: Analyzing Consumer Markets and Buyer Behavior |
#3 (9/19): Golden Valley Microwave Foods, Inc., p. 189
Chapter 7: Analyzing Business Markets and Business Buying Behavior
--Quiz #3, Chapter 7 (9/24)
--Case #4 (9/26):
Navistar International Transportation Corporation, p. 101
Chapter 8: Analyzing Industries and Competitors |
Chapter 8 (10/1)
--Case #5 (10/3): Metropol Base-Fort
Security Group, p. 214
||--Exam #1 (Chapters 1-8),
--Read Chapter 10: Differentiating and Positioning the
Chapter 12: Managing Life-Cycle Strategies |
--Quiz #7, Chapter
--Case #6 (10/17): Amtech Corporation, p. 295
Chapter 13: Designing Marketing Strategies for Market Leaders,
Challengers, Followers, and Nichers |
--Quiz #6, Chapter 13
--Case #7 (10/24): LoJack Corporation, p. 350
Chapter 14: Designing and Managing Global Marketing Strategies
--Case #8 (10/29): Konark Television India, p. 449
#2 (Chapters 10-12, 13-14) 10/31
Chapter 15: Managing Product Lines, Brands, and Packaging |
#9 (11/7): Quality Plastics International S.A. de C.V., p. 129
Chapter 16: Managing Service Businesses and Ancillary Services
--Quiz #7, Chapter 16 (11/12)
--Case #10 (11/14):
Rollerblade, Inc., p. 487
Chapter 17: Designing Pricing Strategies and Programs |
#8, Chapter 17 (11/17)
--Case #11 (11/21): Eastgate Liquor
||Thanksgiving Break - No
Chapter 18: Selecting and Managing Marketing Channels |
Chapter 20: Designing and Managing Integrated Marketing
--Case #12 (12/5): National Breweries, p. 512
Chapter 21: Managing Advertising, Sales Promotion, and Public
Relations Programs |
--Quiz #9, Chapter 21 (12/10)
--Read Chapter 22: Managing the Sales Force
(12/12): Bear Creek Golf Range, p. 663
||FINAL EXAM (Chapters
15-18, 20-22) , 8:00-9:50
Attendance - Individual Class Sessions: MKTG
497 is a seminar class. In-class discussion of the material is fundamental
to the course. As a result, you are expected to attend each class. Each
student will be allowed five (5) absences. Each additional absence will
result in the loss of five points toward the determination of a course
grade. For an absence to be excluded from this total, written
documentation is required, such as a note from a physician indicating a
serious illness, or a note from an employer that you will be unavailable
due to job-related reasons. Other reasons for absences (overslept,
personal crisis, cold/flu, family illness, job responsibilities, car
trouble, etc.) will be counted as an absence.
It is important to
also remember that class participation is also a determinant of the course
grade, and attendance is a pre-requisite for participation. If you are
absent, you cannot participate, which will further lower your course
Lectures and Class Activities: MKTG 497 has been
carefully planned to ensure that we cover all important topics. Some of
these topics are covered exclusively in the book, some are covered
exclusively in class, and some are covered in both. I do not lecture
straight from the book, so attendance and participation in class is
important to mastering the material.
Exams: MKTG 497 has
three exams. The format for all three exams is short answer/essay.
Approximately two class meetings prior to the exam date, I will distribute
a list of 15-20 potential examination questions. These questions will come
from the book and material covered in class. From this list, I will select
4-6 actual questions for the examination. Please note that the instructor
reserves the right to change this exam format (i.e., not providing the
possible questions in advance) if I perceive that students are abusing
this testing system.
Quizzes: It is vital in a seminar
course like MKTG 497 that students keep up on the required reading in the
course. This benefits student performance in class, and makes for livelier
class discussions. One way of ensuring that students stay current with
their reading is to schedule a quiz over a chapter before the class
discussion of the same material. A total of nine quizzes are required in
the course, with the highest eight quizzes counted in the course grade
(i.e., you drop the lowest score.)
Case Analysis: Students
are expected to work in groups of 3-4 in the analysis of three cases
assigned from the case book or handouts. Each group will be allotted 15-30
minutes to define the problem presented in the case, analyze the problem,
develop alternatives and select a proposed solution. Twenty additional
minutes will be set aside for members from the class and the instructor,
with any remaining time for providing feedback from the professor to the
student presenters. Each student receives two grades for each case: a
grade for the groups's written case analysis (all group members receive
the same grade) and a grade for the student's portion of the case
Cases are frequently videotaped by the instructor for
playback to the student presenters. Some students find this intimidating.
However, video provides valuable assistance in developing presentation
skills, which is one of the goals of the course.
Quizzes, Exams and Case Presentations: You are required to attend all
quizzes, examinations and your group case presentations. Failure to be
present can result in a grade of zero for the quiz/exam/case. Any such
absences must be cleared in advance with the instructor.
Assignments: All reading assignments for the semester are listed in
the course outline. You are expected to have read the assignments
prior to the class meeting, since the discussion in class will
assume that you are knowledgeable of the
The grade for the course will be
determined using the following criteria.
|Quizzes (8 highest scores @ 10
Written Case Analysis (3 @ 30 pts each)
Case Presentation (3 @ 20 pts each)
points or more
points or less
(59% and less)|
What If I Need
If you find you are struggling, please see me as soon as
possible. WIU has many resources to help you succeed, and I will also do
what I can to help you learn the material. If you will be absent from
class due to participation in athletics or other college extracurricular
activities, see me early in the semester. Also, if you have a disability
which requires accommodation, please see the office of disability services
early in the semester. Finally, feel free to stop by my office during
scheduled hours, or see me outside of class whenever you have questions.
Remember, the sooner you see me with any problems you are having, the
sooner we can work together to help you master the material.
MKTG 497 CASE