Business to business marketing course booklet 2011-20120

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Business to business marketing course booklet 2011-20120

  1. 1. Business to Business Marketing Course Booklet Semester 2b 2011/2012 MBA Option
  2. 2. Contents Page NumberCourse Details .................................................................................................... 3Course Description and Objectives .................................................................... 3Learning Outcomes ............................................................................................ 3Planned Student Learning Experiences ............................................................. 4Teaching Approach............................................................................................. 5Assessment ........................................................................................................ 5Guidelines for formatting and handing in assessed work: .................................. 6Failure to attempt or complete assessed coursework or an examination ........... 6Exam arrangements for Disabled students......................................................... 7Plagiarism Statement.......................................................................................... 7Appeals............................................................................................................... 7Feedback ............................................................................................................ 7Consultation........................................................................................................ 7Course Monitoring Surveys ................................................................................ 8Groupwork Issues:.............................................................................................. 8Course Website .................................................................................................. 8A Note on Cases................................................................................................. 8Study Programme........................................................................................... 112 2
  3. 3. Course DetailsCourse Code: BUST11033Title: Business to Business marketingCollege: Humanities and Social ScienceSchool: The University of Edinburgh Business SchoolCourse Co-ordinator: Professor Marco ProtanoContact Hours: 30Semester: Semester 2bLectures: Monday to Thursday, April 23 to 26Course Description and ObjectivesWelcome to the world of Business to Business Marketing! The course focuses on how businessesidentify and competitively satisfy the needs of other businesses. It is a radically different challengethan marketing to personal end users (consumers like you and I). Business goods go throughnumerous transactions and transformations before they are ready to be ultimately sold to consumers(for example sand=>silicone=>semiconductor chips=>computer mother boards=>personalcomputers). Although a common body of marketing knowledge applies, important differences existbetween consumer and business marketing, especially the nature of the markets, demand patterns,buyer behaviour and buyer-seller relationships.The dramatic rise in competition on a worldwide basis requires a global perspective of markets. Tosecure a competitive advantage in this challenging environment, business market customers are: 1)developing closer, more collaborative ties with fewer suppliers than they have used in the past, 2)using the Internet to promote efficiency and real-time communication across the supply chain, and 3)demanding quality plus speed from their suppliers to an unprecedented degree. These importanttrends in procurement place a premium on the supply chain management capabilities of the businessmarketer. Business marketing programs increasingly involve a customized blend of tangibleproducts, service support, and ongoing information services both before and after the sale. Above allelse, relationship management constitutes the heart of business marketing.To successfully manage Business to Business Marketing challenges and opportunities, you will gaina foundation of B2B knowledge to guide you: • To identify and competitively satisfy business marketing customer target market(s) needs on a profitable basis. Particular attention is given to market analysis, organizational buying behavior, customer relationship management, supply chain management, strategy and tactics. • To present a managerial approach to tackling strategic and operational issues. We will devote significant time daily to applying our knowledge to real marketplace case scenarios which will place all students in the role of a Business Marketing Manager who faces challenging managerial decisions. • To utilize evolving technological solutions to improve efficiency and effectiveness in marketing. Particular attention is given to E-commerce, CRM, innovation and digital marketing communications.Learning OutcomesKnowledge and Understanding:After completing the course, the student will be able to: • Appreciate the dynamic and complex nature of the business marketplace. • Understand the important differences between consumer and business markets and the implications for marketing management. 3
  4. 4. • Recognise the implications the specific nature of business-to-business organisation has on marketing. • Critically appraise the marketing strategies and operations of business marketers.Cognitive Skills:After completing the course the student will be able to: • Demonstrate a critical appreciation of the literature in this field and be able to relate the theory to practice. • Demonstrate an ability to research, collate and synthesise material relevant to the team project.Key Skills:After completing the course the student will be able to: • Analyse the strategies and practices of business-to-business marketing management. • Engage in critical discussion of marketing in a business-to-business context in class. • Debate and defend considered arguments. • Study independently and take responsibility for sourcing, reading and analysing related reference material for the course. • Create strategic and tactical plansSubject Specific Skills:N/APlanned Student Learning ExperiencesLecturesLectures and case study discussion sessions are designed to introduce students to the key elements ofBusiness to Business marketing and to give an opportunity to apply the learning in a real marketsituation. The first session begins with an examination of the key differences between businessmarketing and consumer marketing. The course then considers buyer behaviour, supplier and customerrelationships, network relationships, selection and targeting of customers, marketing and global strategy,channels, communications, product development and latest developments in e-commerce.The lectures provide an opportunity to discuss key takeaways for the study of business-to-businessmarketing. The material delivered in the lectures provides grounding in the basic concepts andinformative material along with some critique of the main ideas. However, students are expected todevelop their understanding and critical appreciation by: 1) reading the assigned articles and 2)researching available published sources online, in libraries and reading from the recommended readinglist. Please note, the lectures are NOT a substitute for reading the articles.Case Study Discussions and Daily SubmissionsCase studies are descriptions of business situations that provide opportunities to define and solveproblems in real settings. The case method is one of the most effective means for developing decision-making capabilities in complex situations that characterize strategic marketing problems andopportunities. The case method requires students to analyze the relevant facts and information in thecase, then to apply the analytical techniques developed in class and learned throughout the MBAcurriculum.The cases chosen for this course represent real, important, strategic choices faced by well-known firms.Students may be familiar with the products or outcomes of the situations. In making recommendationsfor the cases, please limit yourself to the information in the case. Recommended format for case studydiscussions can be found in Appendix 1. 4
  5. 5. Using the same format in Appendix 1, you are requested to submit a team-based two page write-up (MSWord format, SS, standard professional fonts—No Times Roman please). Exhibits (e.g. Excelspreadsheets) are additional and not included in that two page recommended limit. Kindly form casestudy teams of 3-5 students. You are requested to meet daily to discuss the case analysis, answer thequestions assigned, generate and evaluate strategic alternatives, make and support a managerialrecommendation as well as write-up your memo. The memo should engage your intended reader, beconcise, speak with the business vernacular from this and all your MBA courses and above all else,persuade the reader. All members of the team must participate in each case review, analysis and write-up. Kindly sign your name to each case submission.Individual Case Study Write-upYou are required to complete an individual case study analysis to be handed in on Friday, April 27 nolater than 15.00 (3 pm) Edinburgh time to the Administrative staff. The case and questions assigned willbe handed out during the week. You are requested to submit a 2-4 page write-up (MS Word format, SS,standard professional fonts no Times Roman please) with exhibits in addition (e.g. Excel spreadsheet).Again, the individual case study write-up is an individual case effort. You are not allowed to seek noraccept the transfer of any information, assistance or answers with regard to the case, its review, analysisor solving from any source whatsoever (including but not limited to individuals or published sources suchas the Internet).Teaching ApproachSocratic method of interactive lecture & case study dicussions.AssessmentForm of Assessment:The course is assessed by: 1) attendance and individual participation (20%), 2) team-based casesubmissions (40%) and 3) individual case submission (40%).For attendance, you are simply noted if you are present or not daily. For participation, the level andquality will be evaluated over the week. The attendance and individual participation graded isweighted more to participation.In terms of the case submissions, evaluation of both team and individual efforts will be based on thefollowing criteria: a) strategic analytical input, b) creativity, c) application of Business Marketing andgeneral Marketing learning, d) presentation quality (style and conciseness primarily), e)persuasiveness, f) comprehensiveness and g) conciseness.For team submissions only, the faculty also will seek team members’ evaluations of each memberusing the same criteria and reconcile those results with the faculty assessment for a final grade of allteam-based submissions (Appendix 3).Dates of Assessment:Team-based case submissions are due in advance of the case discussion in class. The teamsubmissions will be evaluated within the week for the course. One case write-up per team is due at thestart of classes on each of the following days: Tuesday, Wednesday and Thursday. Cases will beassigned once teams have been established. 5
  6. 6. In terms of the individual case submission, it is due on Friday afternoon 15.00 Scotland time, April 27.Individual cases will be reviewed and graded usually the evening submitted. Grades will be posted thefollowing week.Guidelines for formatting and handing in assessed work:All completed assignments should be stapled and clearly labelled with the student’s ExaminationNumber. Names should NOT be written on the assignments themselves, so that they can be markedanonymously. Students who are unable to submit assignments in person may mail them to the MBAAdmin Secretary, University of Edinburgh Business School; 29 Buccleuch Place, Edinburgh EH8 9JS.We recommend that assignments be sent by first class post/recorded delivery. Students are asked toattach an assignment Submission Sheet as front cover. The student’s name should be written on thissheet along with the examination number. A template for this can be found at www.business-school.ed.ac.uk/mybiz, and spare copies are available on the course handout shelves outside theAdmin Office.When the assignments are received the Assignment Submission Sheet will be removed before theassignments are sent to the relevant lecturer(s) for marking. Students must also submit eachassignment electronically by TURNITIN. For the group assignment, once the groups have beencomposed, a group member will be assigned as responsible for this. Please see instructions via theStudent Portal. This is to enable checks to be carried out for plagiarism on a random basis, or ifsuspicions are raised.Once received, assignments will be logged in and distributed to the relevant lecturer(s) for marking.Assignment marks will be made available within one month of submission or before students sit theirdegree examination.The University has a standardised penalty for late submission of coursework. The School will apply auniform penalty of a reduction of 5 marks for each 24 hours beyond the coursework deadline(Saturday, Sunday and University Public Holiday not included) unless late submission has beenrequested in advance of the submission date and approved in writing by the course co-ordinator. Forexample:- an essay with a mark of 65% which is less than 24 hours late will be given a final mark of 60%- an essay with a mark of 65% which is between 24-48 hours late will be given a final mark of 55%- an essay with a mark of 65% which is 48-72 hours late will be given a final mark of 50% and so on...The penalty will not be applied if good reasons can be given, such as documented illness.Therefore, if you are given an extension then you must ensure that the MBA Admin office has writtenproof of this, e.g. in the form of an email from the Course Co-ordinator.Failure to attempt or complete assessed coursework or anexaminationWhere a student fails to attempt or fails to complete assessed coursework or an examination, theCourse Organiser will seek to establish from the student whether the failure is legitimate (i.e.supported by appropriate documentary evidence) or not. A failure to attempt assessed coursework oran examination without good reason will result in a zero mark being awarded for that element ofassessment. In the case of a legitimate failure to attempt or complete assessed coursework, theCourse Organiser may decide to offer an extended submission deadline (without marks deduction forlate submission). Where a student is able to produce evidence of legitimate reasons for failure toattempt or complete an examination, and where it has not been possible to offer an extendedsubmission deadline for a legitimate failure to attempt or complete assessed coursework, the CourseOrganiser will refer the case to the Special Circumstances Committee. 6
  7. 7. Exam arrangements for Disabled studentsIf required, specific reasonable adjustments will be made to enable disabled students to sitexaminations, including any written, practice or oral examination, continuously assessed courseworkor dissertation which counts towards the final assessment. Approval of specific reasonableadjustments should follow the normal approval routes (see 3.1, 3.2). Arrangements for degreeexaminations must be approved in advance by the Registry (650 2214), and the Disability Office (6506828) for dyslexic students, and reported to the examiners. The Registry requires notification ofspecific examination arrangements for dyslexic students well in advance of examination weeks andspecific deadlines apply (see http://www.registry.ed.ac.uk/Student/Dyslexia.htm). For all otherdisabled students the Registry must see and accept a medical certificate or similar documentationrelating to the student or be satisfied that an acceptable certificate will be produced. Such studentsshould discuss their requirements with their Programme Director and/or the Disability Office at theearliest opportunity.Plagiarism StatementPlagiarism and cheating are offences against the University discipline. The full text of the University’sregulation on plagiarism and cheating can be found on the University’s website athttp://www.ed.ac.uk/schools-departments/academic-services/students/postgraduate-taught/discipline/plagiarismNote that computers may be used to detect plagiarism, whether by using something as simple as asearch engine such as Google (it is as easy for a marker to find online sources as it is for you) orsomething more complex for specialised comparisons of work. All courses will use the JISCPlagiarism Detection Service.Please refer to your Programme Handbook for more information on plagiarism.AppealsThe process for students appealing against the assessment of grades is described in the Code ofPractice for Taught Postgraduate Programmes.FeedbackFeedback will be provided in 3 form(s): Feedback on this course 1. Team Case Marks and formal feedback on team case submissions and team Submissions & presentation by next class day. For last day of classes, marks and formal Presentation feedback will be provided after the end of the class. 2.Individual Case Marks and formal feedback on individual case submission for final exam will Submission (Final be provided Exam) 3. Individual Informal feedback will be provided to students in danger of not passing Attendance and during the course days together. Marks will be made available upon final Participation submission of grades.ConsultationStudents are encouraged to raise any concerns of a subject specific nature with the relevant courselecturer; more general issues of concern should be directed to the Course Co-ordinator. All but thesimplest issues take time to resolve, and so please raise the issues as soon as you are aware ofthem. 7
  8. 8. Course Monitoring SurveysBecause the MBA programmes are constantly being streamlined to remain progressive andcontemporary, it is essential that you provide feedback on the courses you undertake so that theacademic and administrative staff can be aware of your needs and the needs of your peers; the onlyway we can do this is if you let us know our strengths and what can be improved to make yourlearning experience with us as relevant and fulfilling as possible.At the conclusion of every semester you will be asked to complete anonymous online CourseMonitoring Surveys. You will be notified when the surveys relevant to your programme become live.The results of these surveys will then be collated and distributed to the course lecturer(s) who will inturn provide feedback on the course.All information provided by students and course lecturer(s) will be taken into consideration bydecision makers within the Business School – and may alter the way that future courses areadministered. We are providing you with an outlet to voice your opinions and it is very important forthe current state and the future of the business school and its students that you do so.Groupwork Issues:Where group work is involved, should there be any problems with the group dynamic, these shouldbe raised by two concurring members of the team with the Course Coordinator at the earliestopportunity.In the event of personal circumstances preventing coursework being submitted on time studentsshould contact the relevant Programme Director.Course WebsiteLecture materials will be made available online via WebCT, which is accessible from the “quick links”area on MyBiz http://www.business-school.ed.ac.uk/mybiz/homeREQUIRED Articles & CasesPertinent articles and cases studies from the Harvard Business School (“HBS”) database which usereal world business situations to reinforce the sessions’ learning.Advised Preparatory WorkFor those willing and able, kindly read all or as much of the required articles and cases aspossible in advance of our week together. During the week, it is important that you keep upwith any required reading and case preparation in advance of the class scheduled.A Note on CasesCASES are descriptions of business situations that provide opportunities to define and solveproblems in real settings. The case method is one of the most effective means for developingdecision making capabilities in the complex situations that characterize strategic marketing problems.The case method requires us to analyze the relevant facts and information and apply the analyticaltechniques and frameworks developed in class. The philosophy behind the use of cases in thiscourse is that learning marketing is not simply a matter of mastering a series of analytical tools, butalso developing a process of thinking that leads to informed decisions. 8
  9. 9. The cases chosen for this course represent real, important, strategic choices faced by well-known firms spanning a thirty-year period. The industries include high technology (software andchips), health care, E-commerce, industrial and office equipment and aviation. Each case hasbeen selected based on the following criteria. First, they represent types of strategic situationthat are the subject of this course.Second, they provide information on options that were actively considered by the firm. Third, theycontain enough information and data to assess the financial implications of the recommendedstrategy. Fourth, they are interesting.As noted, the cases span a thirty year time span. Despite the date, there is much to be learnt fromdiscussing the strategic issues discussed in the case. Given that we are likely to be quite familiar withthe products and the outcomes of the strategic situations described in some of the cases, we do facea special challenge: We cannot use hindsight to justify our decisions. In making yourrecommendations you must restrict yourself to the information given in the case.Course LecturerVisiting Professor of Marketing, Marco ProtanoEducation:MBA University of Virginia’s Darden School of Business 1994 (Faculty & Dean Award for AcademicExcellence as well as C. Stewart Shephard Award for Outstanding Community Service), BSBANortheastern University (Summa cum Laude, Beta Gamma Sigma, Phi Kappa Phi) 1985.Experience:Senior Executive and Advisor with proven Strategy, Marketing, Academic and Managerial Expertise.Twenty-year track record building businesses through strategic marketing and achieving quantifiableresults within Fortune 100 (First National Bank of Boston, RJR Nabisco and Bristol Meyers Squibb),Middle Market and Entrepreneurial environments in US, Europe and Middle East. In addition topractical line managerial experience, I have an eight-year consulting track record tackling complexstrategic and brand challenges across diverse industries including high tech, e-commerce, CPG,HBA, luxury goods, energy and services.Courses taught: Competitive Strategy in the Marketplace, Marketing Management, Brand Planningfor New & Existing Products, New Product Design & Marketing, Sales Management, ConsumerBehavior, Global Marketing, Entrepreneurial Marketing, B2B Marketing and eCommerce.The professor is most proud of his twenty-five year teaching history of stimulating new generations ofmanagers to the passion and power of both strategy and marketing among undergraduate, graduateand executive levels across 4 continents.Telephone: +1-508-737-4158 USAEmail: marcopro@msn.comSkype: marcoprotano 9
  10. 10. Study ProgrammeLecture 1 Monday morning, April 23Introduction to the Course & Business to Business Marketing • The nature of business marketing. • Distinguishing characteristics between consumer markets and business markets and the implications for marketing. • An examination of the nature of demand, the implications of direct and derived demand for the marketing function. • Creating & Keeping Value • The Value Map & Value Delivery Process • Strategic Models & Planning • 9 Sources of Competitive Advantage • Growth OptionsREQUIRED Reading & Preparation:HBS Article: Customer Value Propositions in Business Markets #R060FHBS Case: Office Tiger #804-109Lecture 2 Monday Afternoon, April 23Organizational Buying Behavior & Customer Intimacy • The organizational buying process. • The B2B buyer is influenced by a wide array of forces inside and outside the organization. Knowledge of these forces provides the marketer with a foundation on which to build responsive business marketing strategies. • Customer intimacy is the crucial part of the marketing equation and fosters loyaltyREQUIRED Reading & Preparation:HBS Article: Industrial Buyer Behavior #582-117HBS Case: Royal Corporation by Hennessey and Kalunian, #BAB122HBS Article: Customer Intimacy and Other Value Disciplines, #93107HBS Case: Tetra Pak (A): The Challenge of Intimacy with a KeyCustomer, #IMD230Lecture 3 Tuesday morning, April 24CRM & Managing the Personal Selling Function • A well-developed ability to create and sustain successful working relationships with customers gives business marketing firms a significant competitive advantage. 10
  11. 11. • Personal selling is the most important demand-stimulating force in the business marketer’s promotional mix. Through the sales force, the marketer links the firm’s total product and service offering to the needs of organizational customers.REQUIRED Reading & Preparation:HBS Article: CRM Done Right #R0411HHBS Article: CRM: Profiting from Understanding Customer Needs #BH158HBS Article: Managing Customer Acquisition #270XBCHBS Case: ENSR International #503075HBS Article: Managing Customer Retention #2718BCHBS Case: Hewlett-Packard- Computer Systems Organization: Selling to EnterpriseCustomers #500064Lecture 4 Tuesday early afternoon, April 24E-commerce • Leading-edge firms are using the Internet to transform the way in which they do business. The Internet provides a powerful platform for conveying information, conducting transactions, delivering innovative services, and building close customer relationships.REQUIRED Reading & Preparation:HBS Article: Realizing the Promise of e-Business #CMR345HBS Case: ITC eChoupal Initiative #9-604-016 (for discussion purposes only) 11
  12. 12. Lecture 5 Tuesday late afternoon April24Segmenting the Business MarketThe business marketing manager serves a marketcomprising many different types of organizationalcustomers with varying needs. Only when thisaggregate market is broken down into meaningfulcategories can the business marketing strategist readilyand profitably respond to unique needs.REQUIRED Reading & Preparation:HBS Case: Centra Software #502-009Lecture 6 Wednesday morning, April 25Business Market Planning: Strategic PerspectivesTo this point, we have developed an understanding of organizational buying behaviour,customer relationship management, market segmentation and a host of other tools businessmarketing managers use. All of this provides a fundamentally important perspective to thebusiness marketing strategist. We now explore marketing’sstrategic role, components of a business model that can beconverted into superior positions of advantage and detailingthe processes to make strategy a success.REQUIRED Reading & Preparation:HBS Case: Guidant: Cardiac Rhythm Management Business(A)Lecture 7 Wednesday early afternoon, April 25Business Marketing Strategies for Global MarketsAn overview of the planning for competitive advantages, resourcedeployment and intensity of competitive interactions as we do battle in thebusiness marketplace.REQUIRED Reading & Preparation:HBS Case: Novo Industri, #389-148 12
  13. 13. Lecture 8 Wednesday late afternoon April 25Managing InnovationThe long-term competitive position of most organizations is tied to their ability to innovate—to provideexisting and new customers with a continuing stream of new products and services. Innovation is ahigh-risk and potentially rewarding process.REQUIRED Reading & Preparation:HBS Article: Discovery-Driven Planning #95406HBS Case: Du Pont Kevlar Aramid Industrial Fiber(Abridged) #698079Lecture 9, Thursday morning, April 26Managing Business Marketing ChannelsThe channel of distribution is the marketing managers’ bridge to the market. Channel innovationrepresents a source of competitive advantage that separates market winners from market losers.The business marketer must ensure that the firm’s channel is properly aligned to the needs ofimportant market segments. At the same time, the marketer must also satisfy the needs of channelmembers, whose support is critical to the success of the firm.REQUIRED Reading & Preparation:HBS Article: From Volume to Value #CMR442HBS Case: Acqualisa Quartz: Simply a Better Shower #503058 13
  14. 14. Lecture 10 Thursday late morning/ early afternoon, April 26Managing Products & Pricing Strategy for Business MarketsBy providing a solution for customers, the product is the centralforce of business marketing strategy. The firm’s ability to puttogether a line of products and services that provide superiorvalue to customers is the heart of business marketingmanagement.Understanding how customers define value is the essence of thepricing process. Pricing decisions complement the firm’s overallmarketing strategy. The diverse nature of the business marketpresents unique problems and opportunities for the pricestrategist. We will explore value-based pricing, the centralelements of pricing process and how to respond to a price attack.REQUIRED Reading & Preparation:HBS Case: KONE: The MonoSpace Launch in Germany #501-070Lecture 11, Thursday late afternoon, April 14Branding & Business Marketing CommunicationsA vital part of brand building in the B2B world incorporates business marketingcommunications in addition to other crucial elements in an integrated effort. Advertising, bothtraditional and non-traditional, supports and supplements personal selling efforts. The shareof the marketing budget devoted to advertising is smaller in business than it is in consumergoods marketing. A well-integrated business-to-business marketing communicationsprogram can, however, contribute to the increased efficiency and effectiveness of the overallmarketing strategy.REQUIRED Reading & Preparation:HB Article: “Building Loyalty in Business Markets” #R0509HHB Article: “Customer-Centered Brand Management” #R0409HHBS Case: “Doosan Infracore International: Portable PowerBrand Transformation (A) #IMD428 14
  15. 15. Appendix 1: Case Study Discussion Format Case Discussion & Presentation FormatThe format described below is the format for verbal case discussions and written case submissions.The discussion or written presentation should consist of the following parts in the order suggested:A. Executive Summary is a very brief assessment of the problem or opportunity as well as the strategic recommendation to solve the problem or take advantage of the opportunity. Conciseness is key to allow the CMO to understand where you are and where you are headed.B. Analytical summary of the strategic situation facing the brand utilizing Protano’s 7C’s. Under no circumstances should you regurgitate case facts. Instead you are requested to provide insights and implications. Please analyze all of the data presented in the case, draw key conclusions (insights) and generate implications for the brand business. To support your insights, kindly include only the most pertinent of data in a concise format. The Protano’s 7C’s are: 1) Category 2) Competition 3) Company 4) Customer 5) Consumer (may be the same as customer if the firm is selling direct to end user) 6) Culture 7) Context: PESTLE: Political, Economical, Sociological, Technological, Legal, EnvironmentalC. Answer all case questions. Where appropriate, try to incorporate the answers to the questions within the discussion of the Protano’s 7C’s.D. Quantitative & qualitative assessment of the strategic alternatives available to the brand. Also, consider laying out strategic alternatives in the form of a decision tree.E. Recommendation for one of the alternatives, and the justification in support of that recommendation.F. Closing summary.G. Exhibit: Quantitative analysis of the alternative evaluation assessment and recommendation.Some Important Points for Case Presentations♦ Concise persuasiveness is key. Most management claim to be too busy to devote ample time to listen to the delivery or read extensive reports. All professional delivery must be a brief recommendation of action with only the most pertinent assessment of facts to support.♦ Make the logical flow of your delivery clear to your audience. Sentences must flow from one to the next. Paragraphs should have a singular idea and be brief. There must also be a smooth flow from thought to thought.♦ “Know where you are headed or any road will take you there,” according to Prof. Chris Gale of UVA. Make sure that you have a goal in mind for your reader. All of your delivery should 15
  16. 16. gear the reader up for what will come eventually. Stay in the driver’s seat and direct your reader through the entire presentation. You’ll know you are effective when the reader arrives at the same alternatives and conclusions.♦ Be assertive and diplomatic in professional communications. As managers, our job is simple. We gather and analyze data; draw insights and implications; generate evaluations and make recommendations. Indecisiveness is not built into the equation nor is it welcomed. Decisions must be made to act or not to act as your brand battles in the marketplace. Remember that you may not have control over who will review your presentation so, be careful about making enemies among superiors. A good rule is to focus on the future and positive opportunism.♦ Try not to personalize your professional communications. For example, please do not use the “I” form. Try to use either the third person or “we,” which symbolizes a team approach.♦ To repeat, do not data regurgitate. Your analysis should focus on insights and implications not a transfer of case data to your paper. Be sure to develop insights from the data, business implications from the insights and recommended actions: Data => Insights => Implications => Actions.♦ Preparation and practice are key to successful case communications. While the classroom is our laboratory, remember that soon you will be competing for the time and attention of managers in live case situations on-the-job. Its only your future, your job, your raise, lasting attitudes, the mortgage payment, and baby’s new pair of shoes. Its all under your control before you present --then its under your bosss control. You can never be too prepared! 16
  17. 17. Appendix 2: Team Member EvaluationPlease submit by April 26 Business to Business Marketing Team Evaluation (Each Team Member To Complete)Team Name: __________________________Please evaluate all team members. Your evaluations will be held in strict confidence.In the space below, please fill in the names of your team members (excluding yourself) and recordyour evaluation of each. Please sign and return to me in person or in a sealed envelope after yourfinal report is complete. Individual Team Members #1 #2 #3 #4 #5Name: _______ _______ ______ _______ _______Performance Criteria:(see scale to rate below)Overall Contribution (Quality & Quantity)CreativityStrategic Analytical InputB2B Applied KnowledgeCooperation with Team MembersCommunications EffectivenessInitiativeMeeting DeadlinesScale: Consistently Exceeds Expectations =>5 Meets Expectations, Sometimes Exceeds =>4 Meets Expectations =>3 Sometimes Meets Expectations =>2 Doesn’t Meet Expectations =>1 No Performance Exhibited =>0Qualitative, Fact-based Feedback:Signature 17
  18. 18. APPENDIX 3: TEAM MEMBERSHIP ROSTER (Submit one copy per team on First Day of Class)CASE PRESENTING__________________________________________ DATE_______________REVIEW BOARD CASE_______________________________________ DATE_______________1. Name Phone Home Email Address Phone Other2. Name Phone Home Email Address Phone Other3. Name Phone Home Email Address Phone Other4. Name Phone Home Email Address Phone Other5. Name Phone Home Email Address Phone Other6. Name Phone Home Email Address Phone Other7. Name Phone Home Email Address Phone Other 18
  19. 19. Please submit in Session 1 Appendix 4: Team Check List 1. Team Membership Roster Submitted? 2. Team Membership Roster copy made for self? 3. Appointed interim team captain to obtain meeting room and communicate to team members. 4. Set first team meeting as well as set schedule for regular meetings. 5. Agreed as team to notify each other and act if individual performance is not up to groups standard? 6. Agreed individually that non-performing team members may be expelled from team by third class session based on unanimous vote of remaining team members? 7. Individually agreed that Teams Goal is excellence in all aspects -- process, personalities, presentation, and performance?Reviewed and agreed this ______ day of April, 2012 and signed by each team member below:______________________________ ________________________________________________________ ________________________________________________________ _________________________ 19

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