Capstone Course
MKTG 494
Syllabus
MARKETING MANAGEMENT
I. Materials
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1) Readings and Cases at the University Copy Center (49er - in Bookstore) - Required.II. Course Design and Objectives
This course is designed as the "capstone course" of the marketing undergraduate degree. As such, it should be your last marketing course, and ideally, your last business course. While that isn't always feasible, the intent is for students to use and integrate all their marketing and business knowledge. This course is designed as a bridge to life and work after school. Thus, this course is similar in content and intent to a graduate course while maintaining the appropriate undergraduate expectations.
Specifically, the purpose of this course is to further develop your marketing knowledge and problem solving skills. The primary methodology used for this objective is strategic case analysis. You are expected to analyze each case within its particular environmental dimensions and to be prepared each class period to communicate your analysis and enter class debate. In sum, you are to view each case as a problem that you are employed to resolve. It cannot be overly emphasized that this methodology requires a sustained effort on your part, learning will be an interactive process rather than a passive experience. You will be on stage the moment that you walk into the classroom. You should feel free to challenge politely all assertions made by either myself or your fellow students. What is desired is that you develop your own personal algorithm and style of problem solving. As such, your goal is to develop and organize a series of queries that you ask yourself when defining a problem context. Each case will expand your ability to do this. Importantly, you are also expected to integrate all of your business and other relevant knowledge into your marketing analysis. For example, if you see an income statement, remember that you have had accounting and finance courses. Communicate clearly both in writing and verbally.
The course will topically focus on strategic analysis, innovation and technology, and international business. While specific problems require local solutions, all thinking should occur within a global context. To enhance the international and technological context of the course you are also expected to read a paper each day paying particular attention to the front and business sections. You are urged to treat the beginning of each class period as an "open mike" to inform, discuss, or comment on any relevant issue. Of particular interest will be issues of trade, culture, technology, and economic markets. What of NAFTA three years later? What does the CPI really measure? What is happening with emerging markets? What is the meaning of the Western Hemispheric Summit? What effects will the "Euro" have in the EC? How will the Asian financial situation affect the US economy? Anti-trust and Microsoft? Cable or satellite? Read. And read some more.![]()
III. Grading:
Test I - 30%
Test II - 35%
Presentation (Group Grade) - 10%
Discretionary / Participation- 5%
Paper - 20%
IV. Class Meetings:
1. Introduction
2. Case: Montabert
"Marketing Myopia" - Theodore Leavitt, (HBR 1966)
"The Concept of Strategy" - Igor Ansoff
Video: "Triumph of the Nerds" Part I
3
. Case: Port Marine Inc.4
. Diffusion of Innovations: Adoption Models
5. Case: Optical Distortion Inc.
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. TEST I Results are in! 7. International Perspectives:
Up To Date Foreign Trade Statistics
"Power and Policy: The New Economic World Order" - Schwab & Smadja, (HBR, Nov.-Dec., 1994).
"Does Third World Growth Hurt First World Prosperity?" - Krugman, (HBR, July-August 1994).
"Putting Global Logic First" - Kenichi Ohmae, (HBR, Jan. - Feb., 1995)
"Troubles Ahead For Emerging Markets" (HBR)
Video: "Triumph of the Nerds" Part III
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. Case: Citibank: Launching the Credit Card in Asia Pacific (A)9
. SERVICES: Case: Club Med"Putting The Service Chain To Work," (HBR); Hesket et al.
"Why Satisfied Customers Defect," Jones and Saser, Jr., (HBR) Nov-Dec 1995
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. Research Issues: Case: Parkland Foods, Inc.12
. Term Papers Due: Open "mike" discussion of papers. Does not have to be formal presentation but14
. Presentation 2