INSTITUTE of BUSINESS MANAGEMENT

College of Business Management

Department of Marketing
COURSE SPECIFICATION

Marketing Management MKT302/MKT402

University: Institute of Business Management Faculty:

Course specifications

Program(s) on which the course is given: BBA(H)/MBA

Major or minor elements of Programs: BBA(H)/MBA
Department offering the Program: College of Business
Management
Department offering the course: Marketing
Academic year/Level:
Level 2 Date of upgraded
specification approval: April,2018 .
Revised

A. Basic Information

Title: Marketing Management Code: MKT 302/MKT 402

Credit hours: 3 Lectures: 1 Tutorial: 1 Practical: 1

Total: 3

B. Professional Information

1. Overall aims of course

This is an intermediate level marketing course at IoBM that

incorporates a mix of lecture and case study approaches, rounding it
off with a term- project aimed at understanding the practice of
marketing management in the real business world. The course focuses
on formulating and implementing marketing management practices - a
task undertaken in most companies at the business unit level – within
the overall business context. In an academic sense, this course builds
on the learning of Principles of Marketing (MKT 301/401) through an
enhanced application of pedagogy specifically through the use
of case studies and more tutorial emphasis.

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 Through a semester-long project, students will be provided the
opportunity to study the application of the principles and concepts
discussed, in the corporate environment.

2. Intended learning outcomes of course (ILOs)

a. Knowledge and understanding

1) Role of marketing in the changing business & market
environment
2) Building customer centric culture in organizations
3) New rules of segmentation and positioning 4) New challenges
in pricing & distribution
5) The importance and application of innovation.

b. Intellectual skills
1) Opening one’s mind to global ideas and practices in Marketing
2) Anticipating, accepting or influencing change in the
marketplace 3) Challenging the status quo.

c. Professional and practical skills

1) Analyzing business case studies
2) Participating productively in group discussions

d. General and transferable skills

1) Writing summaries of articles & case studies 2) Working in
teams.

Topics
1 Defining Marketing for the 21st Century
Good marketing is no accident, but a result of careful planning and execution using state of
the art tool and techniques. It becomes both an art and science as marketers strive to find
creative new solutions to often-complex challenges amid profound changes I the 21t
century marketing environment. In this session, we lay the foundation by reviewing
important marketing concepts, tools, frameworks, and issues.

1.1 Chapter 01 (Marketing Management; A South Asian Perspective by Phillip

Kotler; Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)
1.2 Rethinking Marketing by Roland T. Reust, Christine Moorman & Caurav Bhalla
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 Harvard Business Review: Jan-Feb 2010

Learning Outcomes
1. Define marketing in the correct context taking into account dramatic changes in
the business environment over the last 20 years
2. Explain To compete in an aggressively interactive environment, companies must
shift their focus from driving transactions to maximizing customer lifetime value.
3. Identify the reasons for change and implication on business organizations
4. Discuss the likely structure and operational changes that need to be implemented
5. Describe means transforming the marketing department-traditionally focused on
current sales-into a "customer department" by: replacing the CMO with a chief
customer officer, cultivating customers rather than pushing products, adopting
new performance metrics, and bringing under the marketing umbrella all
customer-focused departments, including R&D and customer service.

2 Developing Marketing Strategies and Plans

The focus of this session will be on how organizations achieve value creation by firstly
acquiring sharper consumer insight and then making the organization core competencies to
deliver the value created. Discussion will also key in on the role of strategic planning and
later on by understanding how it can be put to good use.

2.1 Notes on Marketing Strategy by Robert J. Dolan, Harvard Business Review:

November – 2001.
2.2 Can You Say What Your Strategy Is? by David. J. Collins & Michael G. Rusktad,
Harvard Business Review: April - 2008
2.3 Beefing up the beefless Mac: McDonald’s Expansion Strategies in India by Nitin
Pangarkar & Saroja Subrahmanyan, Harvard Business Review: July – 2011
2.4 Chapter 02 (Marketing Management; A South Asian Perspective by Phillip Kotler;
Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)

Learning Outcomes
1. Define the value concept from a customer’s perspective
2. Explain the link between value and core competency and how they occupy wither
side of the value equation
3. Identify the significance of strategic planning focusing on both dimensions of the
concept i.e. time and impact on the business
4. Discuss with real life examples of how strategies and plans are developed,
implemented and monitored by large and small size companies.
5. Describe the major elements of marketing strategy: the decisions to be made and
the underlying analysis to support that decision making

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3 Creating Customer Value and Customer Relationships
This session will be dedicated to understanding how value can be created and captured
using a social media network company called Cyworld as a living example. The case
highlights how business models impact value creation and what are the roles that
intangible and tangible value components play in the process and how the two can be
integrated to enhance customer value

1.3 Chapter 04 (Marketing Management; A South Asian Perspective by Phillip

Kotler; Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)
1.4 State Bank of India: “SMS Unhappy” by Ristee Batra & Piyush Kumar
1.5 What the Hell is “Market Oriented” by Benson P. Shapiro

Learning Outcomes

1. Discussing the dynamics of social media networking as part of the current business
environment.
2. Analyzing the value creation process involved along with its similarities with how the
more traditional businesses manage value creation
3. Identifying the roles played by both tangible and non-tangible factors in value creation
4. Investigating how the two can be combined to enhance the value proposition for the
benefit of the customer and the organization.

Analyzing Consumer and Business Markets

4
The dynamic of the consumer and business markets are similar in some respects and
different in others. In this session, the objective will be to analyses the key buying behavior
of each of the two markets comparing and contrasting the form of an organizational
perspective so that strategies that are more effective could be developed.

4.1 Capitalizing on the smarter Consumer by Melissa Schaefer: IBM Institute for
Business Value: February – 2011
4.2 Cyworld: Creating and Capturing Value in a Social Network by Sunil Gupta &
Sanman Han, Harvard Business Review: November – 2008
4.3 Chapter 05 & 06 (Marketing Management; A South Asian Perspective by Phillip
Kotler; Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)

Learning Outcomes
1. Defines the dynamics and key characteristics of consumer and business
2. Explains the two sets of characteristics for similarities and differences
3. Identifying elements of strategy that apply to both sectors
4. Discusses the strategy to optimize and achieve better results more economically
5. Describe the value creation process involved, along with its similarities with how the
more traditional businesses manage value creation.

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5 Identifying Market Segments and Targeting
This session will focus on analyzing the evolution of market segmentation a major
component in business strategy development. The class will critically evaluate the various
bases of segmentation traditionally in use, relating them to business objectives they help
achieve. The discussion will be rounded off with a review of the expectation and response
pattern of the modern customers.

5.1 A Note on Consumer Market Segmentation by Chrisitine D. Urban, Harvard

Business Review: October – 1978.
5.2 Marketing Reading: Segmentation and Targeting by Sunil Gupta, Harvard
Business Review: June – 2014.
5.3 Chapter 07 (Marketing Management; A South Asian Perspective by Phillip
Kotler; Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)
5.4 Omnitel pronto Italia by Rajiv Lal
5.5 Allegiant Airlines: Finding a new Customer Segment by Arpita Agnihotri &
Saurabh Bhattayacharya

Learning Outcomes

6. Define the different bases of market segmentation in use over the years.
7. Explain their effectiveness in the development and implementation of marketing
strategy
8. Identify the reasons why the traditional bases need to be reviewed and updated
9. Discuss how segmentation needs to be reconfigured taking into account customers
response to marketing stimuli.
10. Describe Introductory note on the concept of market segmentation and its processes

6 1st Hourly Examination

Project Discussion

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7 Segmentation Beyond Consumer Type – A Case study
In this session segmentation will be analyzed based on the case study of Sony Electronics
A global giant in the electronics business, the experiences of this company is terms of
profiling of customers and prospects in the Chinese markets will reveal the importance of
customer insight I market segmentation today. The case discussion will also show how
segmentation can be made more meaningful and productive.

Learning Outcomes
1) Reviewing the case of Sony Electronics in terms of challenges the company faced
in terms of entering a new market.
2) Discovering the importance of consumer insight in developing market
segmentation
3) Discussing the relevance of market research tools used to developing better
consumer insights by Sony.
4) Learning how profiling of customers and prospects can be made more meaningful
and productive.

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Developing and Implementing Product Strategy

This session will focus on how customer value hierarchy can be applied for developing an
implementing product strategy. The discussion will include an assessment of the traditional
basis of differentiation products and the difficulty in maintaining differentiation based on
technology alone. Alternative options such co-branding and ingredient branding will be
evaluated.

Learning Outcomes
1) Reviewing the concept of customer value hierarchy in the context of product
strategy
2) Understanding how differentiation a viable basis for strategy developing is at risk
in in a technologically advanced market environment.
3) Discussing measures that can be taken to make product differentiation more
durable
4) Evaluating alternatives such as ingredient branding and cobranding that hold
great promise.

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Crafting Brand Positioning
This topic will be covered over two sessions in view of its importance for the survival and
sustenance of brands. The fact is that positioning is often confused with slogans and
taglines that at best are only reflections thereof. The classic idea of positioning put forth by
Alries and Jack trout in their seminal work needs to be placed in the right context.. Its
understanding and application in the current contexts merits attention in views of the
strategic role it plays for brand owners today. The debate often is positioning should be
based on points of parity of points of differentiation. A consensus need to be found.

9.1 Metabical: Positioning and Communications Strategy for a new Weight-Loss

Drug by John A. Quelch & Heather Beckham, Harvard Business Review: July –
2010
9.2 Wall-Mart Tries on Cheap Chic by Lauranne Buchanan, Harvard Business
Review: January – 2007
9.3 Chapter 09 (Marketing Management; A South Asian Perspective by Phillip
Kotler; Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)

Learning Outcomes
8 Define positioning in its purest form in terms of how it makes a product or stand out in
an increasingly cluttered and segmented market place.
9 Explain the meaning and scope of the concept and how it has evolved over time.
10 Identify and summarizing the process that needs to be followed in making positioning
more effective.
11 Discussing what the right basis of developing brand positioning really is in a practical
market situation
12 Describe the rationale and impact of the company entering into the higher-margin,
higher-price fashion area in order to secure its future.

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1 Creating Brand Equity
0
What happens when a globally distinguished brand such as Louis Vuitton finds itself in a
cultural cul-de-sac? This session will be used to discuss the dilemma of one such brand that
has to choose between adapting its brand promise and identity to satisfy the needs of a
lucrative market. The concern that arises that adapting the brand identity may to lead to the
dilution of the brand promise. Can the situation be saved?

10.1 Brand Equity: An Overview: Darden Business Publishing; University of

Virginia. August – 2015
10.2 Louis Vuitton in Japan by Justin Paul & Charlotte Feroul: Harvard Business
Review, September – 2015
10.3 Chapter 10 (Marketing Management; A South Asian Perspective by Phillip Kotler;
Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)

Learning Outcome
1. Define the dilemma of a recognized brand in having to alter its personality of or visual
representation
2. Explain the risk this may entail for the company and the brand
3. Identifying measures, if any, that can be taken to mitigate the evident risk involved
4. Discuss the limits of ‘stretching’ a brand promise to adapt to a markets culture
idiosyncrasies.
5. Describe a broad summary of current thoughts on the subject.

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Developing Pricing Strategies and Programs.
This session will review pricing strategies in the context of the current business scenario.
This discussion will revolve around the changes that continue to take place in the market
necessitating review of the pricing strategies and their application, periodically.
Some of the old rules for pricing that were driven more by organizational needs rather than
market preferences, do not apply any more. Who sets the rules is also an open question
particularly in the growing world of ecommerce. Is there room for fixed pricing – If not
how flexible should pricing be?

11.1 Principles of Pricing by Robert J. Dolan & John T. Gouville, Harvard Business
Review: April - 2009.
11.2 Pricing it Right; Strategies, Applications, and Pitfalls, Harvard Business
School Press: 2006
11.3 Coca-Cola New Vending Machine (A): Pricing to Capture Value, or Not? By
Professor Charles King & Das Narayandas, Harvard Business Review: December –
2000.
11.4 Pricing New Products, by Micheal V. Marn, Eric V. Roegner, and Craig C.
Zawada
11.4 Chapter 13 (Marketing Management; A South Asian Perspective by Phillip
Kotler; Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)

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 Learning Outcomes
1. Define a firm’s marketing efforts are directed toward creating value for its chosen
customers. Understanding customers’ wants and needs is the foundation for building
this value. In turn, capturing that value falls to the marketing mix, commonly referred
to as the Four P’s.
2. Explain who sets the rules is also an open question particularly in the growing world
of ecommerce. Is there room for fixed pricing – If not how flexible should pricing be?
3. Discuss the changing marketing dynamics and the variety of pricing options now
becoming available.
4. Identify the risks and opportunities involved in adapting to the market or staying with
the old norms of pricing
5. Describe the difference between rigid and flexible pricing-what factors need to be
considered

12 2nd Mid Term Examination

Project Progress Discussion

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13
Integrated Marketing Communication
This session will focus on the growing complexity of the marketing promotional function
and the need to find a common platform in terms of both strategy and implementation. The
traditional marketing promotional mix is based on four key components- advertising, sales,
promotion, PR and Direct Marketing. However, with the internet and mobile phones, new
and many ways more powerful means of marketing communications have emerged. The
highly complex marketing communication environment gives credence and value to IMC
that provides just the right platform and thinking necessary for ensuring greater benefits for
business at a lower cost.

13.1 Getting the Most Out of Promotion and Advertising by Magid M. Abraham &
Leonard m. Lodish. Harvard Business Review: May – June 1990.
13.2 Unilever in India: Hindustan Lever’s Project Shakti – Marketing FMCG to the
Rural Consumer by V. Kasturi Rangan & Rohithari Rajan, Harvard Business Review:
June – 2007.
13.3 Chapter 13 (Marketing Management; A South Asian Perspective by Phillip Kotler;
Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th edition)

Learning Outcomes

1. Defines the current marketing promotional environment and understanding its

complexity
2. Explains the benefits that the traditional marketing communication tools still offer to
business.
3. Identifying the impact of new internet and mobile phone based options including
social media networks, websites, blogs emails and SMS
4. Discuss the simple concept of integration in a truly holistic manner to derive maximum
benefits for the organization.
5. Describe and explain how company can get strong growth via integration of its
communication and the society wellbeing.

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14
Channel Design and Management
This session will concentrate on the essential role of channel design and management in
marketing management. A review will be undertaken of traditional marketing channels and
the role they play in fulfilling customer expectations. Challenges faced due to multi party
involvement referred to as strategic partners involvement as well as changes in the retail
environment will be taken into account This will be followed by an assessment of how
customer expectation are changing with respect to new technology driven channels that add
convenience and effortless to the process and what should be done to channelize this new
trend.

14.1 Changing Channel: The Impact of the Internet on Distribution Strategy by

Leylan Pitt, Pierre Berthon & Jean-Paul Berthon, Harvard Business Review: March –
April 1999.
14.2Strategic Channel Design by Erin Anderson, George S. Day, & V. Kasturi Rangan,
MIT SLOAN Management Review: Summer – 1997.

Learning Outcomes

1) Define the role of channel design and management in competing the marketing
management function.
2) Eplain the intricacies and conflicts inherent in the system
3) Identify the challenge or opportunity created by new technology driven channels
for part of the reconstituted value network
4) Discuss prospects of upgrading the traditional channels with technology or
developing alternative channels
5) Describe the accelerating technological change, heightened marketplace demands,
more aggressive global competition, and shifts in the workforce and population
demographics are affecting distribution channels, forcing companies to reconsider
fundamental assumptions about how they reach their markets.

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Presentation
Students will prepare a short class presentation on power point and also submit a complete
case studying word format. A guideline for the case study will be provided after the first
midterm

4. Teaching and learning methods

The teaching methodology will include lectures, professional academic

illustrative videos, class discussions, case studies, presentations and a
term project. Case studies have been selected to develop specific,
actionable skills and are not intended to be vehicles for endless
discussions and opinions about overall business generalizations.
Therefore, they will be very focused on some specific business issues
or successes with a view to developing analytical skills and learning
based on the experiences of reputable brands and brand-owners. The

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 lectures are designed to reinforce and expand upon, not to substitute
for, what students learn from the assigned readings and study.
The course is highly interactive between the class and the instructor.
Problem-solving sessions will be designed to encourage students’
participation both individually and as part of their teams.

Class organization and Project

Semester-Long Experiential Learning Marketing Project

The objective of this Term Project will be to expose students to the

practice of marketing management and to understand how businesses
continuously adapt to a changing external environment in order to
grow and be successful in a structured and systematic manner.

• Students shall work in Groups of 3-4 students each.

• Every Group will be required to deliver a Term Project under the
umbrella theme of “Marketing Management in Practice”. The
project will either focus on a particular “marketing concept” that
this course covers, such as
o Value Creation – how does a company create value for its
customers?
o CRM – how has the company evolved the management of its
customer touchpoints?
o Product (Service) Strategy Development – use of research
and feedback mechanisms, testing or adapting ideas?
o Brand-driven Innovation – leveraging brand equity to grow
and diversify the business?
OR a particular sub-function within Marketing such as:
• Pricing – working with a portfolio of brands at different price-points
to consolidate market share or using Pricing to break into a bigger
market segent or using Pricing to build brand image?
• Channel Management – moving from traditional channels to digital
or woking with a blend of the two.
• The project shall be developed in the form of a case study (format
to be provided).
• The first draft of the Term Project in Word format will have to be
submitted online, at least 1 day before the 2nd Mid-Term Exam
(Response will be provided by the Instructor within 7 days)
• The final draft of the case study will have to be submitted by all
Groups during Session 23. Presentations will be scheduled either in
Session 23 or 24.

Usually, considerable company material is included, which tend to mask the

real objective of the project. Students will be encouraged to focus on the
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use of such information to enhance their evaluation of the marketing
practices listed above and making recommendations.

5. Student assessment methods

a) To be advised.

b) CASE PRESENTATION’S ORAL PRESENTATION RUBRIC

Individual presentations will be graded based upon the following set of

criteria:

Content (45%)
Included here is whether the student has substantially and fully examined
all of the issues, problems, and understands all aspects of the facts of the
case. Does the student fully understand the dynamics of the case and
have they presented realistic alternatives, realistic objectives, and sound
implementation strategies.

Presentation Itself (30%)

Included here are the layout, content, and readability of the slides or
other forms for electronically presenting the material. Encompasses the
applicable Excel® slides, a situation analysis, problem definitions,
alternatives, and recommendations. And takes into account the
professionalism of the presenters.

Completeness (25%)
Includes the correctness of answering questions from the instructor
and/or audience members, as well as preparation by the student member
to all of the relevant facts, figures, assumptions, recommendations, and
strategies of the student.

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 Assessment … to access Assessment Weight
schedule: age
Methods week:
1 Case Intellectual and 4 to 13 10 %
discussions analytical skills
2 1st Mid Term Knowledge and 6 15 %
test understanding
3 2nd Mid Term Professional skills 11 15 %
test
4 Research term Professional and 7 to 14 20 %
report practical
skills
5 Final exam Professional skills 16 40 %
Total: 100 % Formative assessments:
6. List of references
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Course notes: Case studies and relevant academic handouts (this
is the absolute minimum responsibility of the Professor/Instructor)
Essential books (text books):

Marketing Management: Kotler Keller 13e/ 14e/15e,

2010/2011 /2015

Recommended (Reference) books:

Positioning: The Battle for Your Mind, Book by Al Ries and

Jack Trout

Recommended Readings:

 Harvard Business Review Articles/Case studies

(Provided by course instructor)

 Mckinsey Articles

7. Facilities required for teaching and learning

• Classroom multimedia with full sound system
• Classroom overhead projector
• Panoramic whiteboard across front class wall
• Clock on back and front class wall

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Head of Department

Date: / / /
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