Division of Marketing and Entrepreneurship
john f. Donahue graduate school of business
marketing management & product strategy
Reviewed September 2007
jan napoleon saykiewicz
GRBUS 519: Marketing Management & Product Strategy
I. COURSE HEADING:
GRBUS 519: Marketing Management & Product Strategy
Reviewed September 2007
Authored by Jan Napoleon Saykiewicz
II. COURSE DESCRIPTION
This course deals with development, implementation, and evaluation of marketing management
in a complex business environment. The content presents an in-depth analysis of a variety of
concepts, theories, facts, analytical techniques and models. Contemporary trends and
developments will be addressed with a focus on product strategy, marketing audits, and
The course focuses on formulating and implementing marketing management strategies and
policies. The marketing management process is important at all levels of the organization,
regardless of the title applied to activity. Typically it is called corporate marketing, strategic
marketing or marketing management but they all involve essentially the same process.
The course area provides a systematic framework for developing marketing management and
strategy. Emerging perspectives on marketing management and the emerging impact of internet
media are additionally emphasized.
III. LEARNING GOALS
The most general goal of this course is to provide students with high quality learning solutions to
understand the fundamental forces shaping marketing management today and how to apply that
knowledge effectively. The emphasis will be on “not what to think, but HOW to think.” The
program should expose students to groundbreaking concepts, new viewpoints, debates, and
intense analytical thinking. The main thrust of the course is on an analysis, evaluation, and
synthesis of product/market situations.
Special attention will be devoted to the market development with customer and product as focal
points of the process. Market/product development strategies heavily emphasizing product
issues will lead the student throughout the course. Also this course should make the students
look at the concept of marketing management and product strategy through the on-going process
of marketing analysis, synthesis and evaluation. This process should culminate in the managerial
abilities of designing product/market strategy, marketing plan creation, and conducting of a
marketing audit. The students should be exposed to the depth and breadth of knowledge
necessary to manage marketing analysis, planning and implementation process and also to the
marketing audit process.
The course is intended to create a framework of understanding how the marketing function
contributes to the creation of competitive advantage through integration with other business
functions. Therefore special attention will be devoted to integrate marketing management issues
and problems with other courses in the MBA program like: Economics for Decision Making,
The Global Economy, Managing Operations, Financial Management, and also be part of the
marketing concentration in our MBA program. So this course is being integrated with other
courses in Core 1-B and is also designed in the context of the marketing discipline in the School
IV. SPECIFIC OBJECTIVES
a. To become familiar with the range of decisions implicit in strategic marketing management
and planning, and to develop skill in using a variety of analytical frameworks for making
b. To develop an understanding of how markets contrast in terms of:
their “enduring” characteristics, and
their stage of development and how the nature of competition in such markets is
c. To develop skill in planning a variety of marketing management tools, ranging from new
product entry strategy to product life cycle management and strategy.
d. To develop skill in organizing for effective marketing and implementing the market planning
The specific objectives sought in this course are to:
a) present a place of marketing strategy in a business model
b) explain a company’s orientation toward the marketplace
c) present the role of marketing function in creating a sustainable business model
d) explain how an organization utilizes the marketing concept in creating competitive
e) present how marketing practices are changing and adapting to market changes for the
purpose of value creation
f) explain the importance and issues related to the marketing planning process
g) highlight the role of information systems in marketing
h) understand the importance of markets, buyer behavior, and competitors analysis
i) explain how to develop the product differentiation and positioning strategy
j) explain how to manage the product throughout the life cycle
k) present global product/market strategies and accompanying strategies for product
l) explain value creating distribution system strategy
m) put emphasis on the importance of strategic control and evaluation of a marketing effort
and the role of the marketing audit
At the conclusion of this course a student should be able to analyze marketing opportunities,
prepare a marketing program, design a marketing strategy, manage a product through its life
cycle, prepare a marketing plan, and conduct a marketing audit.
V. COURSE OUTLINE
Topic No. of Sessions
I. A place of marketing strategy in a business model.
Company orientations toward the marketplace
Assessment of a company’s market situation
The decisions marketers make 1
How business and marketing are changing
Ethics in marketing
II. Market-oriented strategic planning.
Marketing orientation and customer value
The value chain
Developing strategic marketing plan 1
Building tactical marketing plans
Product planning – the nature and contents
of a marketing plan
III. Marketing information management and demand measurement.
Analyzing needs and trends in the macroenvironment
The use of a modern marketing information system
Marketing intelligence versus marketing research 1
Forecasting and demand measurement
IV. Analyzing consumer markets and buyer behavior.
The concept of customer value and satisfaction
Customer relationship management
Factors influencing buying behavior 1
The buying decision process
Segmenting consumer markets
V. Analyzing business markets and buying process.
What is organizational buying
The purchasing/procurement process
Segmenting business markets 1
Dealing with competition
VI. Creating brand equity.
The role of brands
Managing brand equity
Product life-cycle marketing strategies
(links to Managing Operations course)
VII. MID-TERM EXAMINATION 1
Topic No. of Sessions
VIII. Setting product strategy.
Product characteristics and classification
The product hierarchy
Packaging, labeling, warranties and guarantees 1
Managing new-product development
Designing and managing services
(links to Managing Operations course)
IX. Pricing strategies and price management.
The role of price in marketing strategy
Setting the price
Applying the price 1
Managing the price change
(links to Economics for Decision Making course)
X. Value creating distribution system strategy.
The concept of a marketing channel
The importance of functions performed
Channel-design decisions 1
Channel management process
Retailing, wholesaling and logistics
(links to Understanding the Value Chain course)
XI. Integrated marketing communications strategy.
Developing effective communications
Creating the marketing communications mix
Managing mass communications 1
Managing personal communications
XII. Global product/market strategies.
Competing on a global basis
Deciding on the global marketing program
Standardization versus customization 1
Global brand management
(links to The Global Economy course)
XIII. Organizing, controlling and evaluating marketing operations.
Organizing the marketing function
Building a companywide marketing orientation
Control and strategic control 1
The marketing audit
Financial consequences of marketing decisions
Major marketing weaknesses
(links to Assessing the Financial Health of the
XIV. Paper project discussion & presentation 1
XV. FINAL EXAMINATION 1
VI. TEACHING TECHNIQUES
This is a marketing management course with the addition of a technical component (product as a
leading theme) that should expose students to the issue of how the marketing function creates
competitive advantage for an organization.
The course is lecture based but interactive between the class and the instructor. The students are
encouraged to discuss current marketing issues and problems in the context of class material.
Each session should provide an opportunity for students to compare class concepts and ideas to
situations in the contemporary business environment. An open discussion of contemporary
marketing issues related to the current class topic should be strongly encouraged.
Students enrolled in this course usually have varied backgrounds and a very mixed exposure to
marketing concepts and problems. Considering this, the course delivery requires significant
flexibility on the part of the instructor of how deep to address particular sections of the course as
well as the use of pedagogical tools. For example, PaloAlto Software may be used to discuss the
amount of information and various approaches to building a marketing plan as well as to conduct
simulation exercises for evaluating the firm’s marketing situation as a basis for marketing
planning process. Also research component should be used as a significant contribution to the
enhancement of students marketing management knowledge. The concept of a marketing plan
should address a selected company of a business unit situation. The plan should cover all critical
areas for a strategic, tactical or a product marketing plan with marketing management the focal
point. Specific them topic areas should apply to the product and company but provide a broader
perspective as well:
Developing product strategy (in a specific product/market situation)
Marketing management analysis and plan for a product in specific stages of the life cycle
Marketing management and strategic market forecasting
The impact of technology on the marketing process (and also new product development)
The marketing audit concept is an exercise in evaluating the total marketing situation of the firm
or a business unit with emphasis on a product situation. It should be presented in the form of a
written strategic marketing management analysis of the company that will indicate product
acceptance by the target market segments and the promotional efforts necessary to stimulate the
various segments to buy the concept and/or product. If the situation allows, the instructor may
use the marketing audit concept as a team activity in the class.
NOTE: It is strongly advised that the assigned readings be prepared before and not after
scheduled class meeting. This is a reading and studying intensive course. Students are expected
to devote a significant amount of time to self-study. The instructor should also encourage
learning by reading and reflecting!
The instructor should recognize the importance and encourage the use of the WWW as a
research tool; however, the use of professional journals, books, and other publications, and also
primary sources, if possible, should be strongly encouraged.
VII. SUGGESTED EVALUATION
Each student is responsible for completing all readings designated in the course outline. Material
presented in class lectures which does not originate from the textbook is also the student’s
An important part of the course is a research component that is reflected in the two projects
presented in the form of term papers. The project due, after mid-term examination, should be a
concept of a marketing plan; another project, due one week before the last class meeting, should
be developing product strategy paper or a marketing audit concept paper Both papers should be
limited to between ten to fifteen standard-typed pages. The students start their work on papers at
the beginning of the semester and are gradually monitored by the instructor.
This class should be enrolled in the Business Week/MBA program that offers a subscription to
Business Week in addition to passwords to the magazine’s Resource Center and many years of
archival material. This makes an excellent reference for various data and information applying
to the research component of the class (www.resourcecenter.businessweek.com).
Students are also responsible for steady, punctual class attendance. Class attendance is
mandatory and students are expected to participate in discussions. This is an integral part of the
Grading shall be measured on two exams (midterm and final), research papers and class
Midterm and final examinations will account for 60% of your final grade (30% each). Papers
will account for 40% of your final grade (marketing plan concept, developing product strategy
paper, or marketing audit concept paper).
The instructor reserves the right to reject and/or modify any project selection. The grades on
these projects will be based on both content and writing ability.
The calculation shows maximum points available.
Also, the professor reserves his right to make judgment of a student’s progress during the course
of the study.
VIII. TEXTBOOKS AND REFERENCES
a) COURSE TEXT MATERIAL:
1. Kotler, Philip; Keller, Kevin, Marketing Management, Twelfth Edition, Pearson Prentice
2. Marketing PlanPro, PaloAlto Software, Prentice Hall, Academic Version.
b) RECOMMENDED COURSE MATERIAL:
1. Aaker, David A., Strategic Market Management, Sixth Edition, John Wiley & Sons, Inc.,
2. Business Week, Periodical, McGraw Hill Companies.
c) REFERENCE MATERIAL: (Current editions should be recommended.)
1. Best, Roger J., Market Based Management, Third Edition, Pearson Education, Inc., 2004.
2. Capon, Noel; Hulbert, James M., Marketing Management in the 21st Century, Prentice
3. Czinkota, Michael R.; Kotabe, Masaaki, Marketing Management, South-Western College
4. Dalrymple, Douglas J.; Parsons, Leonard J., Marketing Management, John Wiley and
5. Doyle, Peter, Marketing Management and Strategy, Prentice Hall Europe.
6. Drummond, Graeme; Ensor, John, Strategic Marketing – Planning and Control,
7. Kotler, Philip, A Framework for Marketing Management, Pearson Education, Inc.
8. Kotler, Philip, Kotler on Marketing, The Free Press.
9. Mohr, Jakki, Marketing of High Technology Products and Innovations, Prentice Hall.
10. Paley, Norton, Competitive Marketing Strategies, St. Lucie Press.
11. Piercy, Nigel F., Market-Led Strategic Change, Butterworth Heinemann.
12. Rao, Vithala R.; Steckel, Joel M., Analysis for Strategic Marketing, Addison Wesley
13. Sharan, Jagpal, Marketing Strategy and Uncertainty, Oxford University Press.
14. Spulber, Daniel F., The Market Makers, McGraw Hill.
15. Stauble, Vernon R., Marketing Strategy, Harcourt, Inc.
16. Sudharshan, D., Marketing Strategy, Prentice Hall.
17. Weinstein, Art; Johnson, William C., Designing and Delivering Superior Customer
Value, St. Lucie Press.
18. Winer, Russell S., Marketing Management, Pearson Prentice Hall, 2007.
IX. LEARNING OUTCOMES ASSESSMENT
Marketing Management and Product Strategy Discipline Set
a) General Outcomes
1. To introduce students to the advanced problems and practices in marketing.
2. To have students understand the functioning of contemporary marketing system.
3. To develop an understanding of the nature of marketing management process.
4. To develop the managerial, economic, and societal (cultural, legal, and ethical) base
of marketing theory and practice.
5. To indicate the role of marketing management and marketing strategies in the
functioning of modern business.
6. To explain the role of technology in the marketing process.
7. To understand global links connecting contemporary marketing systems.
8. To develop an ability to apply marketing approach to the practical life.
b) Specific Outcomes
1. To understand concepts and tools for analyzing any marketing and marketing
environment to discern strategic opportunities, including strategic information
2. To be aware of changing trends in marketing applications.
3. To know principles for measuring and forecasting markets and carrying out
segmenting and targeting (both quantitative and qualitative models).
4. To be familiar with issues in designing marketing strategies for companies in
different market positions, and stages in the product life cycle, including globalization
of a marketing effort, and also to understand financial consequences of marketing
5. To acquire strategic and tactical marketing ability: creation and handling the
marketing mix (product, price, distribution, promotion).
6. To understand the role and development of interactive marketing approach and the
place of electronic commerce in contemporary marketing system applications.
7. To be familiar with the administrative side of marketing (how firms organize,
implement and control marketing effort).
8. To develop skills in preparing a marketing plan and conducting a marketing audit.
The learning outcomes assessment will be linked directly to course learning goals and course
objectives (see section III and IV) and based on details of course outline (see section V). The
theoretical and conceptual knowledge of issues presented in class discussion will be checked
during mid-term and final examinations, paper project presentations and discussions, and also
A special role will be played by the term-paper as a research component of the course. The
grade on the paper should be based on content and writing ability, and also on ability to apply
analysis, synthesis, and evaluation approach. An ability to present a product development
strategy and/or connection of the concept of marketing audit with the marketing planning process
should be a required minimum. An understanding of a market resource allocation strategy and
financial consequences of marketing decisions should be additional assessment criteria.
Absence and Plagiarism Notice: The instructor will rigorously follow all University, School and
Department policies regarding excessive absences and plagiarism. The class will be put on
notice that the instructor possesses and will use various data source analysis programs to
determine if there is excessive use of undocumented material from the Internet or any database.
If such a situation occurs at any point during the course, students are subject to course failure
and/or other measures.