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110810-MK-204-V1

Module Manual: Marketing Planning & Strategy Academic Year: PGP 2010-2012 Course Code: MK-204

Sector Marketing Planning (This course is very helpful for students who want to join marketing organizations/ marketing functions) , because the course readies them for applying the concepts to practice of marketing Marketing Strategy (This course, by virtue of its application orientation, provides a wider horizon to students, and readies them for decisive actions in marketing)

Job Profiles in this sector Marketing Management

Marketing Consultancies Marketing Management

1. Introduction to the module

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110810-MK-204-V1 This course is designed to widen your understanding of the marketing function and to develop a skill for analyzing complex marketing situations, business decision making and policy resolutions, you will appreciate the interrelationship between marketing mix and strategic dimensions of marketing. This course shows how central aspects of marketing mix programsproduct, place, pricing, and promotionall follow from an effective STP program, and how marketing support functions such as marketing research, advertising, and new product development can support effective marketing decisions. Students will also learn how the marketing context can be analyzed using frameworks such as SWOT analysis and competitive analysis. The course uses a variety of tools including but not limited to lectures, cases, in-class exercises, and group presentations to develop the necessary marketing knowledge and skills among students. Learning Outcomes: The course aims to broaden students existing understanding of Marketing and its function in modern business and also to develop their capacity for analysing complex marketing and business problems, leading them to take the appropriate courses of action. By the end of the course, students will appreciate the inter-relationship between marketing mix elements and the strategic dimensions of marketing. In addition, students would have acquired skills for:1. Understanding the strategic planning process 2. Analyzing business opportunities and development of actionable marketing plan 3. Developing and assessing marketing strategies in response to competitive marketing strategies 2. Introduction to the tutors a. Area Chair: Prof. Sujit Sengupta IILM, Lodhi Road campus # 9811076737 sujit.sengupta@iilm.edu b. Module Leader: Supriya M. Kalla Cabin no.: 63 IILM, Lodhi Road campus # 9999596654 supriya.kalla@iilm.edu

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110810-MK-204-V1 2.1 Course Tutors http://www.iilm.edu/faculty/profiles/sujit-sengupta.html http://www.iilm.edu/faculty/profiles/supriya-kalla.html http://www.iilm.edu/faculty/profiles/anjali-malik.html http://iilm.edu/faculty/profiles/malvika-mago.html http://iilm.edu/faculty/profiles/anil-vashisht.html http://iilm.edu/faculty/profiles/shruti-gupta.html http://iilm.edu/faculty/profiles/monica-mor.html http://iilm.edu/faculty/profiles/yogita-singh.html http://iilm.edu/faculty/profiles/deepti-wadhera.html

Sujit Sengupta Supriya M Kalla Anjali Malik Malvika Mago Anil Vashisht Shruti Gupta Monica Mor Yogita Singh Deepti Wadhera

3. Module Overview

Session Session 1

Topics Setting the Stage for Strategic Marketing Formation of Groups, Selection of Marketing Plan topics 1

Day

Session 2 Session 3 Session 4 Session 5 Session 6 Session 7

Role of Marketing SWOT analysis Differentiating & Positioning Opportunity analysis Allocation of resources Marketing plan draft presentations due. Preliminary Plan Reviews with Instructor, Team meetings. Strategies for new market entry Strategies for developing and growing markets

2 3 4 5 6 7

Session 8 Session 9 3 of 19

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110810-MK-204-V1 Session 10 Session 11 Session 12 Session 13 Session 14 Session 15 & 16 Session 17 Session 18 Strategies for mature and declining markets Marketing strategies for the new economy Pricing strategy e-marketing strategy Marketing strategy reformulation: The control process Assessing marketing effectiveness & productivity Marketing metrics for marketing performance Marketing planning : A rural perspective 10 11 12 13 14 15 16 17

4. Module Prerequisites It is required that a student has a thorough understanding of marketing concepts and budgeting covered in management accounting, is fully conversant with the demographic and psychographic structure of India, adequately covered in Understanding Indian Consumer. The student would also need to apply the concepts pertaining to macro and micro environmental analysis.

5. MODULE READINGS Main Text Marketing Strategy. Walker, Mullins, Boyd, Larreche. Tata McGraw Hill References Cooper, Robert G. (2001), Winning at New Products: Accelerating the Process from Idea to Launch, Perseus Publishing. Fahey, Liam & Robert Randall, Eds. (1998) Learning from the Future: Competitive Foresight Scenarios, Wiley. Newell, Frederick and Katherine Newell Lemon (2001), Wireless Rules: New Marketing Strategies for Customer Relationship Management Anytime, Anywhere, McGraw-Hill Professional Publishing. Porter, Michael (1985) Competitive Advantage: Creating and Sustaining Superior Performance, Free Press. Treacy, Michael and Fred Wiersema (1995) The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your

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110810-MK-204-V1 Markets, Addison Wesley. Trout, Jack (1996), The New Positioning: The Latest on the Worlds Number One Business Strategy, McGraw Hill. Zaltman, Gerald (2003) How Customers Think: Essential Insights into the Mind of the Market, Harvard Business School Press.

Recommended Periodicals/Journals Journal of Marketing Journal of Marketing Research Harvard Business Review The Economist The Wall Street Journal Business Week Journal of Strategic Management

6. ASSESSMENT PLAN 1. Case Analysis 2. Project 3. End Term Assessment 20% 20% 60%

7: DETAILED SESSION PLAN Session 1& 2: Setting the stage for strategic marketing: Role of marketing Learning Objective: This session will introduce the concept of and need for strategic marketing. There will be specific emphasis on effectiveness of strategic marketing. Essential reading: Chapter 1 & 2, Walker, Mullins Desired reading: Marketing Strategy Robert T. Davis Learning outcome: This will start preparing students for strategic appraisal, monitoring and implementation of effective marketing strategy, building on the concepts and theories studied in the core marketing module. Session 3: SWOT analysis Learning Objective: A scan of the internal and external environment is an important part of the strategic planning process This analysis will provide information that is helpful in matching the firms resources and capabilities to the capabilities to the competitive environment in which it operates. Essential reading: Simplified Strategic Planning by Bradford, Robert W.Duncan, Peter .J.

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110810-MK-204-V1 Tarcy, Brian. Learning Outcome: This application oriented session provides an opportunity to students to apply and use SWOT analysis for advancing the strategic initiatives of organizations. Session 4: Differentiation & Positioning Learning Objective: This session will be used to discuss the tools for competitive differentiation, five dimensions of differentiation, developing a positioning strategy & communicating the companys positioning. Essential reading: Chapter 7, Walker, Mullins Desired reading: Marketing success through differentiation of anything. Theodre Levitt, HBR, Jan-Feb, 1980 Learning Outcome: Students will also be apprised to various nuances in these aspects and the difference they make to the overall scenario.

Session 5: Opportunity Analysis Learning Objective: Arriving on effectiveness and success probability of a marketing initiative, and in order to most aptly analyze the business opportunity and effective use of opportunity analysis. Essential reading: Chapter 4, Walker & Mullins Desired reading: Shapiro, B.P. (1988), What the hell is market oriented, HBR, Sept/Oct, 1987. Learning Outcome: Through this, students will learn to evaluate opportunities so as to grow their business and to sustain in a competitive world. Session 6: Allocation of resources Learning Objective: This session provides an overview of systematic allocation of resources based on strategic priorities of organizations. This session will specifically look at allocation of resources between SBUs. Essential reading: Day, G.S. (1994), The capabilities of market driven organizations. Journal of Marketing, Vol.8 (Oct). Learning outcome: Students will learn to act in line with strategic priorities of organizations with a focus on organizational goals. Session 7: Strategies for the new market entries A well founded entry strategy minimizes the uncertainties faced by new entrants. So a deeper insight into this will provide marketers with a systematic approach to market entry, allowing firms to create well-supported and objective plans that extract 6 of 19

110810-MK-204-V1 maximum value from internal assets and investment and ultimately increased competitiveness. Essential reading: Chapter 8 Walker, Mullins Desired reading: Pricing policies for new products Joel Dean Learning outcome: Students will learn to examine marketing strategies and programs appropriate for developing markets for offerings that are new to the target customers. Session 8 &9: Strategies for growth markets Market growth strategies can unleash enormous top-line potential. Expanding the market and delivering new value in products and services can enable companies to take their businesses to an entirely new level. However, such strategic ambition often requires navigating uncharted waters. Essential reading: Chapter 9, Walker, Mullins Desired reading: Hill Charles (1988), Differentiation versus Low Cost or Differentiation and Low Cost: A Contingency Framework, Academy of Management Review, Vol.13, No.3. Learning Outcome: This session readies students for a deeper insight into this territory of growth markets. Case Study: Starbucks Synopsis: Starbucks is faced with the issue of how it should leverage its core competencies against various opportunities for growth, including introducing its coffee in McDonalds, pursuing further expansion of its retail operations, and leveraging the brand into other product areas. The case is written so that students need to first identify where Starbucks' competencies lie along the value chain, and then assess how well those competencies can be leveraged across the various alternatives. Also provides an opportunity for students to assess what is driving growth in this company. Starbucks has a tremendous appetite for cash since all its stores are corporate, and investors are betting that it will be able to continue its phenomenal growth so it needs to walk a fine line between leveraging its brand to achieve growth and not eroding it in the process. Session 10: Strategies for mature and declining markets Mature markets wherein maximization of flow of profits over the remaining life of product market is the objective needs to be handled differently from any other market situation, through implementation of specific strategies. So is the case with declining markets. This session will help students appreciate these situations through the use and understanding of Ansoff Matrix, and BCG Matrix Essential reading: Chapter 10, Walker & Mullins Desired reading: End game strategies for declining industries. Kathryn Harigan, Michael 7 of 19

110810-MK-204-V1 E. Porter. Learning Outcome: Students will learn how to make the best of limited opportunities thrown up by mature and declining markets. Case: Gaining market share in slow growth markets : A case study on sewing machines Synopsis: Many managers, particularly those in marketing, seem obsessed with growth. Their objectives tend to emphasize annual increases in sales volume, market share, or both. But the biggest challenge is in making money in markets that grow slowly, if at all. The majorities of product markets in such slowly growing markets are in the mature or stagnating stage of their life cycles. What strategies does a company adopt to grow in these markets? This case study on the sewing machine market addresses these issues that confront an organization. Session 11: Marketing Strategies for the New Economy Peter Drucker argued that in the new economy, the key means of production was no longer capital equipment but human intellect. This shift in the focus of new economy calls for a different approach from the marketer as well. This session discusses various advantages and disadvantages of the new economy for the marketer and further focuses on new economy marketing strategies. Essential reading: Chapter 11, Walker & Mullins Desired reading: AyalI, Zif (1979), Market Expansion Strategies in Multinational Marketing Journal of Marketing, Vol.43. Case Study: Louis Vuitton in Japan Synopsis: This case study deals with the opportunities and challenges of Louis Vuitton, the leading European luxury sector multinational firm, in Japan, taking into account the unique features of brand management, and integrating culture and consumer behaviour in Japan. In the last decade, Japan has been Louis Vuitton's most profitable market, but it seems that the global economic crisis has resulted in a decline in sales. Facing a weak economy and a shift in consumer preferences, Louis Vuitton has been adapting its unique strategy in the Japanese market. The days of relying on a logo and charging a high price seem to be gone as there is more interest in craftsmanship and value for money. To promote sales, the company has had to launch less expensive collections made with cheaper materials. The brand has also been opening stores in smaller cities, where the lure of the logo still works. Over the years, Japanese consumers have demonstrated fascination with and passion for the iconic brand. What have been the keys to Louis Vuitton's successful business model in the Japanese market? This case was written to help students develop their analytical and strategic decision skills. The case aims at helping in developing a business model, adapting to a new cultural environment, recommending a course of action for further strategic moves, identifying issues and eventually enhancing multidisciplinary decision making. This case can be used to discuss 1) the complexity of multinational business, particularly the issues of brand 8 of 19

110810-MK-204-V1 management, international marketing and marketing strategy for succeeding in East Asia 2) consumer behaviour in Japan and characteristic features of the Japanese market and 3) strategies to succeed in a foreign country. Session 12: Pricing Strategy Pricing considerations, concept of price elasticity, Impact of change in price upon profit & pricing and competitive interaction. Essential reading: Raju Jagmohan et al.(1990), The effects of brand loyalty on competitive price promotion strategies, Management Science, Vol.36. Learning Outcome: This session will explain the profit equation and pricing consideration, the conceptual orientation of pricing, how price is an indicator of value and various pricing strategies.

Session 13: E-Marketing Strategy With the emergence of internet as a key marketing channel, the importance of emarketing cannot be denied any longer. Essential reading: e-coms and their marketing strategies Avraham Sharma Learning Outcome: This session gives a fundamental understanding about an e-business marketing strategy.

Session 14: Marketing Strategy reformulation: The Control Process The marketing control process, strategic change and source of change, operations control including marketing cost analysis, sales analysis, marketing channel analysis and customer profitability analysis & marketing control considerations Essential reading: Chapter 12, Walker & Mullins Desired reading: Menon A. et al. (1999),Antecedents and consequences of marketing strategy making: A model and a test. Journal of Marketing, Vol.63 (April) Learning outcome: Through this session, student will learn to understand and appreciate various marketing control considerations Case Study: Giordano International: Sustained success beyond 2005 Synopsis: Giordano International consolidated its position as a leading casual apparel retailer in Asia Pacific by offering customers value for money, good customer service, and classic, simple designs. By constantly improving its operating efficiencies, the company survived the Asian economic downturn and the outbreak of Severe Acute Respiratory Syndrome (SARS). Its newest challenges, however, were increased competition, surging rents, higher interest rates, and the omnipresent threat from the 9 of 19

110810-MK-204-V1 avian bird flu. How Giordano could sustain its past success was perhaps the most critical question confronting its management. Provides an opportunity to examine what strategy would ensure Giordano's continued success over the intermediate and long-term future.

Session 15, 16 & 17: Assessing Marketing Effectiveness and Productivity Through this session, the discussion will be on the ways marketing activities help build shareholder value. Marketing metrics will be dealt in detail in these sessions. Essential reading: Chapter 13, Walker & Mullins Desired reading: Rust R T et al. (2004), Measuring Marketing Productivity: Current knowledge and future directions, Vol.68. Learning Outcome: Students will learn the measurement of marketing plan performance, profitability analysis, marketing mix modeling, Balance Scorecard.

Session 18: Marketing Planning: A Rural Perspective Rural economy and the rural consumer, factors influencing the rural consumer behavior, communication and channels in rural markets. Implication of the rural marketing set-up for marketing strategy. Essential reading: Why companies see bright prospects in rural India Learning Outcome: Students will learn the strategic means of profitable action in emerging rural markets

8. INTEGRATION Integration of MPS with the following course at the defined levels: MPS with Economics: In order to convey the nuances of pricing, integration with economics will provide the desired learning outcome.

9. ASSESSMENT CRITERIA 9.1 Case Analysis The cases will be analyzed in pre-decided groups by students, and the analysis will be presented in class. Feedback on the same will be provided by the instructor after the presentation of analysis. Students will need to arrive at a concept while working on a case rather than being taught the concept in the class before the case is discussed. According to this, the 10 of 19

110810-MK-204-V1 students will be given a case to work on, in groups and asked to write solutions to the issues being discussed. They will be required to submit a written report which will be followed by a discussion in the class. A maximum of 2 randomly picked groups will present the case on the same lines as in option 1. During the case discussion, faculty will make note of ideas brought out by the presenting team as well as the rest of the class on the writing board. Once the presentations and discussion is over, the faculty will discuss the concepts ( as in the text book). The observation in most cases has been that 70% of the concepts which evolve through discussion in the class exist in the established theory. There may be some variance in the form in which ideas are expresses during class discussion but the core ideas will be connected and in line with the established theory & concepts.

The objective of this methodology is to make the students arrive at the theory by virtue of their own thought process, which will be later re-enforced by the faculty while teaching in the class. This methodology ensures better understanding of the concepts since students are urged to apply their own thought process rather than being directly fed the theory. It also gives more confidence to students as they learn to trust their own aptitude which further encourages them to unleash more of it and they are in a virtuous cycle of applying their mind and coming up with great solutions. Assessment will be based on the following: Contribution to the group's output to be assessed on the basis of written report. Individual thought process to be assessed through the questions to be asked while presenting Communication and presentation skills to be assessed on the basis of the command on language, verbal and non verbal communication displayed during the presentation.

9.1.1 Case Assessment Rubrics S No 1 2 3 Criteria Marks

Understanding the key issues and case analysis The quality of PPT slides prepared Communication skills

10 5 5

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RUBRICS Fail F Criteria 0 Unsatisfactory E 1 Pass D 2 Good C 3 Very Good B 4 Excellent A 5

Case analysis

*Understanding of the case *Analysis *Structural solution

Student did not understand the case completely, no answer, no analysis

Student did not understand the case, wrong answer, weird analysis

Student understood the case but not completely, half answer, no analysis

Student very well understood the case, complete answer, little analysis

Student very well understood the case, complete and structured answer, average analysis.

Student very well understood the case, complete and structured answer, very good analysis

9.2

Project Report

The work on the project should start on the day one of the course to ensure a timely submission at the end of the course. Kindly submit original work. Please note that plagiarism shall be severely dealt with and can lead to the dismissal of the project submitted. The student would join a group, which will investigate one industry. As we go along with the sessions, various pieces of the report will be turned in. At the end of the term, all the pieces will be put together into one final report. This report serves two purposes. First, it allows you to apply various concepts introduced during the term. Second, it allows you to acquire a deeper understanding of one particular industry (hopefully, one you are interested in!). Each report will include the components listed below. These components will be graded as they are submitted. Each of these components however is not expected to be the 'finished product'. Rather, these assignments demonstrate that your group has understood the concepts from class and the
readings, and has made a reasonable effort to apply them in looking at a particular industry.

Final Report - The final report should include all of the following :

Cover Page - The cover page should include the report title, the names of your group members, with roll numbers. Each group member will sign his / her name on the cover as a 'sign off' on the report and its contents. Executive Summary - An Executive Summary of no more than two double spaced pages will follow the cover page. This should highlight what is included in the report. Table of Contents - Immediately following the Executive Summary should be a table of contents for your report. You may put the report together in any order you like, provided there is some logical reasoning (apparent to the reader) for the sequence you have chosen.

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110810-MK-204-V1 Main Body of Report - Groups are expected to include each of the components, discussed earlier, in the final report. As noted earlier, groups should revise each section, as necessary, for inclusion in the final report. Conclusion - The report should end with a brief conclusion that ties the entire project together and reveals major insights gained during the study of your chosen industry. References - A complete citation of all work / research of others references in your report should be included in a list at the end of the report as references and also indicated in the text of the report.

9.2.1 Report Assessment Rubrics S No 1 2 3 Criteria Marks

Content of the report submitted The presentation of the report Covering all aspects mentioned by assessor

10 5 5

Grade Learning Objectives Criteria

Excellent 80%+

Very Good 70-79%+

Good 60-69%

Pass 50-59%

Unsatisfactory 40-49%

Poor <40%

Demonstrate an understanding of the principles and concepts

Excellent applied grasp of core principles of MPS underlying the brief, evidenced through a very wide range of relevant up-todate references. Marketing suggestions very well substantiated.

Very good applied grasp of core principles underlying the brief, evidenced through a very wide range of relevant upto-date references. Marketing suggestions very well substantiated.

Good applied grasp of core principles underlying evidenced through a wide range of relevant up-to-date references. Good consistency in report. Main marketing suggestions substantiated.

Competent applied grasp of core principles underlying the brief, evidenced through a range of relevant up-todate references. Good consistency in report. Most suggestions substantiated. Selection of theory is appropriate and provides evidence of limited knowledge

Reasonable grasp of core principles underlying the brief, evidenced through the basic use of some relevant up-todate references. Some consistency is depicted in report. Some suggestions substantiated.

Inadequate/Fails grasp of core principles underlying the brief and/or failure to apply them adequately; very limited range of references and/or references of questionable currency and/or relevance. Little or no consistency in the report

Content and Knowledge about the theory

Project demonstrates integration and innovation in selection of theory and detailed knowledge of topic

Appropriate and insightful selection of theory and a reasonable knowledge of topic

Selection of theory included in a straight forward manner and has a conceptual knowledge base

Some evidence of knowledge of topic and some evidence of appropriate choice of theory

Lacks evidence of knowledge relevant to the topic/inappropriate choice of theory

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Analysis and Synthesis Can analyse new situations very well without guidance. Provides concise analysis of all relevant issues/theory. Can transform data and concepts towards a given purpose and provide novel soultions Articulate and persuasive use of language. Consistently accurate use of grammar/spelling Structure guides reader through argument. Presentation is excellent. Can analyse a range of information without guidance. Can collect and collate ideas and information towards a given purpose Can analyse with guidance. Detailed coverage of obvious issues/theory. Can collect and collate ideas and information in a predictable and standard way Some evidence of understanding depicted. Can analyse a limited range of information. Partially collects and collates information in a structured way Some evidence of analysis but misses more subtle issues/theory. To a very little extent can collate and categorise information and ideas Little or no analysis. Fails to identify key issues/theory. No organisation of ideas and information

Written Communication

Thoughts and ideas are clearly expressed. Grammar/spelling accurate and language fluent

Language mainly fluent. Grammar /spelling mainly accurate

Language mainly fluent but frequent errors of grammar or spelling Structure and presentation satisfactory

Purpose and meaning somewhat clear but language is poor

Purpose and meaning unclear. Language/grammar and spelling poor

Structure and presentation

Structure supports argument clearly. Presentation clear and appropriate

Structure coherent. Presentation good.

Problems with structure and presentation

Structure unclear. Poorly presented.

9.2.3 Assessment Map This table shows main assessment methods which are used across module and its stages: Methods of Assessment Module MPS Notes: A1: Individual test/ Assignment A2: Group Assignment/ Project A3: Open Book Examination A4: Close Book Examination A5: Group Presentation A1 * A2 * A3 A4 * A5 *

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10. TEACHING MAP This table shows main delivery methods which are used across module and its stages: Methods of Delivery Module MPS Notes: T1: Lectures T2: Seminar/ Tutorials T3: Live Projects & Presentations T4: Case Discussions T5: Guest Lectures/ Industrial Visits T6: Lab Sessions T1 * T2 * T3 T4 * T5 * T6

11. CURRICULUM MAP Program Learning Outcomes L4 L5 L6 L7 * * *

Module MPS

L1

L2 *

L3 *

L8 *

L9 *

L1: An understanding of organizations, their external context and their management. L2: An awareness of current issues in business & management which is informed by research & practice in the field. L3: An understanding of appropriate techniques sufficient to allow investigation into relevant business & management issues. L4: The ability to acquire & analyze data and information. L5: The ability to apply relevant knowledge to practical situation. L6: The ability to work & lead effectively in a team based environment. L7: An improvement in both oral & written communication skills. L8: Be cognizant of the impact of their individual & corporate actions on society and recognize ethical business practices. L9: Be sensitive to the social economic and environmental responsibilities of business.

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