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Transcript of May 23, 2017 NORTHWESTERN UNIVERSITY J.L. … · 2017-05-24 · J.L. Kellogg Graduate School of...
1
May 23, 2017
NORTHWESTERN UNIVERSITY
J.L. Kellogg Graduate School of Management
Summer Weekend MBA 2017
Mkt 466
Please note any changes to the syllabus (note date on upper
right hand corner) on Canvas.
Note that first class attendance is MANDATORY.
Read the material assigned for the first class meeting.
Instructions for registration and purchase of the
Markstrat Simulation software is posted on Canvas.
OVERVIEW
This course presents an integrative, dynamic view of
competitive product strategy. It focuses on understanding,
developing, and evaluating product strategies over the life of a
product market. An important distinction we will make in the
course is the difference between Customer Advantage and
competitive advantage. A framework for developing marketing
strategies that yields a distinctive customer advantage will be
presented and applied in various situations throughout the course.
A significant portion of the course will focus on growth
strategies. Topics include growth strategies in the early stages of
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the market, in the later stages of the market when the market is
growing, in the later stages of the market when the market is
mature, and in declining markets. In addition, we will discuss
differentiation strategies. Material is presented using a mix of
cases, lectures, and a computer simulation game called
MARKSTRAT.
COURSE REQUIREMENTS
Evaluation
Class participation 20%
MARKSTRAT (includes two reports (15%) and performance in the
game (20%)) 35%
One mid-term case analysis 20%
Final exam 25%
Total 100%
Teams
Forming teams is required. Except for the final exam which will
be an individual take home case, all other written material, including
the case analysis and the MARKSTRAT simulation and the two
reports, will be completed in these teams. Team size will depend on
class enrollment. A deadline for forming teams is noted in the class
schedule. As part of the evaluation process, group members will
grade each other's participation on a number of dimensions. These
grades will play an important role in the determination of final
grades.
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Class Participation
A significant portion of the course material is presented using
both cases and lectures. Your consistent contribution to these
sessions is essential to achieving the objectives of the course. The
quality of the discussion is, in large part, your responsibility.
Therefore, plan to attend all sessions of the course, to
arrive on time, fully prepared for either a case or class
discussion, and plan to stay for the entire session. Like
group evaluations, class participation will be an important factor in
determining your final grade. Strong or poor class participation can
move the final grade up or down by one letter grade.
You must attend the first class. I will pass out a class
roster in the first class to make it convenient to form groups.
Everyone must be in groups by the end of the second class.
Please inform me ahead of time if you will be missing a class.
MARKSTRAT
Each team will be assigned a MARKSTRAT company to
manage. Your task will be to (1) set marketing and financial
objectives, (2) develop strategies to achieve those objectives, and (3)
implement your strategies with appropriate tactical decisions.
Each team is required to make seven MARKSTRAT decisions.
The due dates for the decisions are noted in this syllabus.
Each team is also required to submit two reports (details are in
this syllabus).
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Lecture Notes
Lecture notes will be made available either in class when the
particular material is discussed or posted ahead for download. In any
event, pdf copies will be posted on Canvas.
Case Analysis
We will discuss seven cases in this course. Each has been
selected with care with a particular learning objective in mind. The
time frame of the case or the particular product or service that is the
focus of the case is not important. Depending on your background,
you may or may not associate with the product or service described in
the case. What is important are the learnings, the generalizations,
which you take away from the case. How can you apply them to the
particular situation that you are facing?
It is important in evaluating a case to put yourself in the state of
mind of the protagonists at the time of the case. You may know what
happened afterwards or may have some unique information about
the case, either through personal experience or otherwise, that is not
available in the case itself as given to you. Ignore that. Hindsight is
always 20/20. Based on the facts available, what is your best
course of action? That is what I want you to focus on, not on
information that is unavailable in the case. You should not seek
information that is not provided in the case. Do not look up the web
for updated information! In every situation, I want you to consider
how the firm can achieve customer advantage. That is the key to
success!
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A good case is one which transcends time and teaches
principles that are applicable broadly. This means the core problem
of the case should not change if all the dates are brought forward
except for the data. We will discuss and debate lots of current
examples in class. Cases always use data that are somewhat old
because companies which participate in case writing will not provide
the most recent information as that might help the competition! I
will update you as to what happened to the problem or decision faced
in the cases.
The first case is Google Car. Google has been working on
self-driving car (autonomous vehicle) technology. Critical issues
include Google’s motivation to invest in this technology and how they
could make money. Preparation questions are noted on Canvas.
The second case is Groupon. The business has grown
extremely rapidly. You are asked to evaluate the business model
both from the perspective of Groupon and the merchants.
Preparation questions are noted in Canvas.
The third case is HubSpot: Inbound Marketing and Web
2.0. HubSpot provides software and a platform for companies to
engage in inbound marketing activities such as blogging, search
engine optimization, and social media. The company has 1,000
customers after three years in business, and is at a critical juncture.
How do they grow? So far, customers have come to the company
which resulted in a lot of diversity. Should they target a specific type
of customer? Preparation questions are noted in Canvas.
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The fourth case is Reinventing Adobe. Adobe is the
dominant player in the digital content creation space. But sales
have stagnated. The company is looking to grow. It changed the
business model from a license model to a subscription model. You
are asked to evaluate the merits of the decision. In addition, the
company identified a new business opportunity in “Digital
Marketing.” Is this a good move for Adobe? This is a written
group assignment. Questions to be answered are noted in
Canvas.
The fifth case is the Comcast Corporation case. Digital
technology is disrupting many industries, and the pay-TV industry is
facing a similar situation with OTT (Over-The-Top) services which
bypass cable providers, like Comcast. In, particular, HBO announced
such a service called HBO Now, priced at $14.99 a month. How
should Comcast respond? Preparation questions are noted in
Canvas.
The sixth case is the A1 Steak Sauce case. A1 is a Kraft brand
and the dominant player in this category. Lawry’s, a Unilever brand,
has announced a new steak sauce at a significant price reduction to
A1. You are asked to decide how Kraft should respond and to
evaluate the profit implications of their response. Preparation
questions are noted in Canvas.
The seventh case is the New York Times Paywall case. The
NYT is facing declining print subscription revenue and advertising
revenue. After an earlier attempt to charge for online content which
was subsequently abandoned, the NYT has now instituted a paywall,
whereby readers of NYT on the web would have to pay a subscription
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after accessing a certain number of free articles. As arguably
America’s preeminent general newspaper, the rest of the industry is
waiting to see whether this time around the program would be
successful. You are asked to evaluate whether the NYT Paywall is
working and how this plan is likely to evolve in the future.
Preparation questions are noted in Canvas.
The formal written case analysis is the Adobe
Reinvented case.
Final Exam
The final exam will be an individual take-home case. The case
will be handed out on the 9th class meeting on Saturday, August 19
and will be due by 11:59 PM on Wednesday, August 30. This is
an individual final exam. It should not be discussed with your
group members or other members of the class. You are also
prohibited from accessing any information about the products or the
company described in the case. The exam should be submitted in pdf
format to Canvas.
WRITING CASE SOLUTIONS
Please answer only the questions asked in the same order as the
questions!
Do not write the answers like an essay in long paragraphs!
Write the answers to each question using bullet points
Each bullet point can contain more than one sentence. But
each bullet point should describe a clear point that pertains to
the question asked
For answers that involve calculations, it should be clear to the
reader how the numbers reported were obtained.
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Honor Code
1. MARKSTRAT team members should not discuss any game
details with anyone outside their group, either in this class or
other classes, and should not access any outside sources for
information about the game. The only information that should
be used is what is available through the MARKSTRAT text, in-
class discussion, self-learning, and interactions with the
professor and teaching assistant.
2. When preparing the cases you should only have access to
information that is presented in the cases. You should not
access the web or any written material from any source to find
information about the cases used in this course. This applies to
any trade books or articles written about the specific matters in
these cases. You should also not discuss these cases with
students from prior classes.
3. There is one case to be submitted as a group project during
the quarter. The above restrictions apply.
4. There is an individual final exam case to be submitted. In
addition to the restrictions mentioned in item 2 above, you
should not discuss the final exam case with your group
members as well.
5. Class preparation of lecture material, assigned readings, and
cases that are not graded assignments can be done individually,
or as part of your group, or with other class members outside
your group.
6. The electronic TCE forms should be filled out in class during
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the last class session. So, please remember to bring your laptop
or tablet to the last class.
7. This is the honor code requirement. This requirement must
be strictly followed to maintain the integrity of the
course. Please contact me if anything is unclear about the
honor code as I have expressed it.
Course administration and Texts
The best way of reaching me is by e-mail at
[email protected]. Office hours will be
arranged at a mutually convenient time.
Required: Larreche and Gatignon, MARKSTRAT Participant
Handbook: Strategic Marketing – Durable Goods (StratX
International)
Upon registration on the Markstrat website, each student
will receive a unique PAK (Participant Activity KEY), so
everyone must register. Registration allows you to download
a pdf copy of the Markstrat Handbook
We cannot run the simulation unless every team
member registers on the Markstrat website.
Also, the Markstrat handbook is NOT available at the
bookstore and has to be purchased online (pdf file).
Instructions are provided in: “Markstrat Online Software
Registration Instructions” (posted on Canvas).
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I will communicate with you several times during the course of
the quarter by e-mail. I will use your kellogg.northwestern.edu
account for this purpose. Therefore, you must make sure that your
Northwestern account is functioning and you can retrieve messages
from that account.
Class Preparation
First, there are two important components of the course,
namely the Markstrat simulation and the cases. You must take the
simulation seriously and play to win. And, I expect you to prepare
the cases thoroughly. Second, I have highlighted which items you
should read and which can be skimmed or postponed among the
Notes and articles provided. We will talk about some of the articles,
but not all. The reason is lack of in-class time. Then, why include
them at all? You may want to take a look at them when you have
more time. Mainly, I want you to bring your experience and
imagination to class. I want you to share your ideas about marketing
strategy.
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Markstrat schedule (also available in Excel)
1. Saturday, June 24: Introduction to Markstrat
2. Saturday, July 1: MARKSTRAT teams lists due
3. MARKSTRAT decision I due by midnight Wednesday, July 5
4. MARKSTRAT decision II due by midnight Wednesday, July
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5. MARKSTRAT Update I due by midnight Thursday, July 13
6. MARKSTRAT Team Meetings (25 minutes/team)
Saturday, July 15
8.30 – 9 a.m., 9-9.30 a.m., 9.30 - 10 a.m.,
10 – 10.30 a.m.
Class resumes from 10.30 – noon
Meetings from noon – 12.30 p.m., 12.30 – 1 p.m.
More meetings will be scheduled throughout the
day as necessary
7. MARKSTRAT decision III due by midnight Wednesday, July
19
8. MARKSTRAT decision IV due by midnight, Wednesday, July
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9. MARKSTRAT decision V due by midnight Wednesday,
August 2
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10. MARKSTRAT decision VI due by midnight
Wednesday, August 9
11. Final MARKSTRAT decision VII due by midnight
Wednesday, August 16
12. MARKSTRAT Update II due by midnight, Saturday,
August 19
Midnight means 11:59 PM
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Markstrat Reports
You will be required to provide two reports on your assessment of
your firm, its competitors and your marketing plans.
Each should be brief and to the point; not exceeding four -
five double-spaced (12 point type) pages. Tables and
appendices are limited to a max of 2 pages, and only if
necessary. Do not reproduce tables from the simulation
output. The MAX number of pages should NOT exceed 6
pages
Precision, clarity and brevity are important. Deadlines for
submitting these reports are noted on the outline. Late reports will
not be accepted. Here is a summary of the assignments:
1. Initial Marketing Strategy (due midnight Thursday,
July 13)
Provide a clear statement of your objectives (what you expect to
achieve), your strategy for achieving those objectives, and the
tactics you plan to use to implement your strategy. Present strong
evidence that your objectives are reasonable, your strategy the best
available, given consumer behavior, your position and the positions
of the competitors. Use the available market research information
to help with your analysis.
You can think of the write-up in the following way:
Assume that senior management of your company has selected the
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members of the group to manage a spin-off of the firm. You were
given an initial budget (say $7M or so) and after two periods (say 2
years), management is interested in knowing how you are doing
and what your strategy is going forward.
Clearly there are several unknowns, but that is true in real life as
well.
Objectives: Your goals for the 7 periods (not necessarily period by
period); what do you expect to achieve. Include a cumulative
profit goal at the end of period 7.
Strategies: Key actions to deliver your objectives (how you are
going to achieve your objectives). Discuss what you are going to do
over the next five periods.
Plans or Tactics: How you plan to execute against your strategies
(the specifics). The tactics could be written along with the strategy,
but the strategies should be clear.
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2. Updated Report (due midnight Saturday, August 19)
Here is what I am looking for:
A. A half page (or less) summary from Update 1 of what you said
you would achieve and how you would achieve it:
Can be written as bullet points: Should be clear and precise
Think of this as what you promised to deliver to top management!
B. The rest of the document:
When you wrote the first report, you had the results of your first
two decisions. So, you had somewhat limited data on market and
competitive evolution. Now, things are quite different. You have
made all 7 decisions
Were you able to meet the objectives you set in the first report?
Provide a clear analysis of how your strategy has evolved and
why. The “why” is very important.
Can be written as bullet points with expansion around the bullet
points.
Another very important part of the paper is to discuss key
learnings/applications from the simulation. Work on coming up
with between five to ten key strategic learnings from the
Markstrat simulation which can be applied to real business
situations. What are the key take-aways regarding marketing
strategy?
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CLASS SCHEDULE1
1. Saturday, June 24
Topics:
Course Introduction Introduction to the Markstrat simulation Demonstration of the simulation software
Course Introduction
1. To highlight the product life cycle approach to strategy
which is the foundation of this course; from new-to-the-
world markets to growth markets, to mature markets and
declining markets. This is accomplished using a mix of
lectures, case discussions and readings, and through the
Markstrat simulation.
Learning Objectives
1. To understand the principles of the simulation
a. Achieved through the Intro presentation, by reading
the Handbook and my Notes on Markstrat
2. To understand the mechanics of the simulation
a. Achieved through the demonstration of the software
Krishnamurthi, “Markstrat Online Software
Registration Instructions” (posted on Canvas)
Larreche and Gatignon, MARKSTRAT Participant
Handbook, Strategic Marketing – Durable Goods (you can
1 The syllabus notes which items are in the course packet, which are posted in Canvas, and which you find on your own
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download a pdf copy after you register for Markstrat using the
instructions posted on Canvas)
Krishnamurthi, “Introduction to MARKSTRAT” (OHs
posted on Canvas)
Krishnamurthi, “Notes on Markstrat” (posted on Canvas)
Markstrat Online Dashboard and Period 0 Market
Research (posted on Canvas). I will refer to this information
when I present the simulation in class. So, please bring your
computer with you to class, or a copy of this document,
whichever is convenient.
Note: This looks like a lot of reading from the text, but it is not
tough going! Nevertheless, it may be confusing the first time
around! So, here is some advice. Go over my "Introduction to
Markstrat." This is a brief summary of the facts. Next, go over the
Participant Handbook. My "Notes on Markstrat" will provide many
of the answers to items that may not be clear in the handbook on
first reading. If you are confused about anything in the
simulation, check my “Notes on Markstrat” first. These
notes will also help you with your decisions over the course of the
quarter.
Once you have registered for the simulation, you can go back to
www.stratxsimulations.com, sign in as a participant using your PAK
number, click on the green button in the middle-bottom that says
“Access Markstrat” and click on “Preview Markstrat,” to familiarize
yourself with the reports and the decisions forms. While you
cannot enter any inputs here, you can see what analyses and charts
are available to you, and what decisions you need to make for your
own simulation.
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2. Saturday, July 1
Topics:
Lecture: Frameworks for Marketing Strategy
Lecture: A Framework for Growth
Learning Objectives
To understand the key frameworks underpinning Marketing
Strategy
1. Frameworks 1, 2, 3, 4 and 5 are the basics
2. Frameworks 6 & 7 are summary frameworks
3. Framework 8 presents a framework for growth
4. Simple but powerful and practical frameworks that can
be used for products and services, and in B2C and B2B
contexts
Lecture/discussion:
Frameworks for Marketing Strategy
Read:
Krishnamurthi, “The Essentials of Marketing Strategy”
(Read, important; posted on Canvas)
Krishnamurthi, “How Marketing is Changing” (Read;
posted on Canvas)
Read the “Google Glass” example described on pages 10-20 in
Krishnamurthi “Essentials of Marketing Strategy”
Question: Which is a better target market, B2C or B2B?
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Skim if you have time
“How Google Breaks Through,” February 2015, McKinsey
Quarterly
“Marketing the Mercedes Way,” February 2015, McKinsey
Quarterly
Note: The McKinsey Quarterly articles are NOT in the course
packet or posted on Canvas. Log on to www.mckinsey.com
and register. Click on “About Us” in the top bar, click on
“McKinsey Quarterly” and type the name of the article in the
“search” bar, and read the articles for free at your leisure.
“Digital Marketing”
This interactive reading can only be accessed from the
Harvard web site. Instructions on how to access the
readings are posted on Canvas. The main focus of the
reading is advertising and communication in the digital
marketing setting rather than pricing or product design. This
is an interesting, interactive reading with a lot of illustrations!
Read over the course of the quarter.
Dawar, “When Marketing is Strategy,” Harvard Business
Review, December 2013 (Read; in course packet)
The key point of this article is that organizations should shift
strategy from upstream to downstream (from products to
customers).
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Lecture/discussion
A Framework for Growth (using Framework 8, “The
Product Development – Market Development”
matrix)
MARKSTRAT teams list due in class
Supplementary reading (this is background reading on the
basics of segmentation; these notes written by me are a
refresher; could be helpful if you have not taken the
introductory Marketing Management course at Kellogg; skim
or postpone as needed):
Krishnamurthi, “Note on Consumer (B2C)
Segmentation” (posted in Canvas)
Krishnamurthi, “Note on B2B Segmentation” (posted in
Canvas)
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3. Saturday, July 8
Topics:
Case: Google Car
Lecture: Growth Strategies: New-to-the-World
Products
Learning Objectives
1. Using the Google Car case (new-to-the-world, so Cell 5) to
demonstrate that even with very new products or services,
the first 3 questions of Framework 1 (who is the target,
what needs are critical, what are the impediments in
meeting the needs) have to be addressed for successful
value creation and value capture
Case: Google Car (in course packet)
This is a case for class discussion.
Preparation questions posted in Canvas
Lecture/Discussion:
Growth Strategies: New Markets
We will discuss a number of new-to-the-world (Cell 5) products and
services. In these situations, the new entrant has the opportunity to
create customer preferences, shape customer thinking, create a
frame of reference, become prototypical of the category, and ideally
become a psychological standard. But these actions alone are not
enough. The entrant also has to take preemptive actions that raise
the cost of entry for competition. The combination of preference
formation and preemptive positioning creates stickiness and raises
customer switching costs which favor the first entrant.
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4. Saturday, July 15
Topics:
Lecture Growth Strategies: New Markets (contd.)
Case: Groupon
Markstrat team meetings from 8.30 a.m. – 10.30
a.m.; class from 10.30 – noon; Markstrat meetings
resume after class session is over. Students without
group meetings are free to leave after the class
session is over. A web sign-up sheet will be posted on
Canvas.
Growth Strategies: New Markets (continued)
Learning Objectives
1. To apply the steps of Framework 1 to the Groupon service
model
2. To show that value capture can be problematic with Cell 5
products
Case: Groupon (in course packet)
This is a case for class discussion.
Preparation questions are posted in Canvas
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5. Saturday, July 22
Topics:
Case: HubSpot
Lecture: Growth Strategies: Established Markets:
Small Scale Strategies
Learning Objectives
1. To apply Frameworks 1-4 to another new service, the Inbound
Marketing program offered by HubSpot
2. To use the Product Development-Market Development matrix
of Framework 8 to discuss optimal growth strategies for small
players
Case: HubSpot: Inbound Marketing and Web 2.0 (in
course packet)
This is a case for class discussion.
Preparation questions are posted in Canvas
Lecture/Discussion:
Growth Strategies: Established Markets: Small Scale
Strategies
Readings:
Skim: Chris Zook & James Allen, “Growth outside the
Core,” Harvard Business Review (December 2003) (in
course packet)
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This article discusses how to grow in adjacent spaces. The
examples are outdated, but the concepts are interesting.
25
6. Saturday, July 29
Topics:
Case: Adobe Reinvented
Lecture: Growth Strategies:
Established Markets: Large Scale Strategies
Learning Objectives
1. Use the Adobe Reinvented case to discuss growth strategies
for an established large player whose core business is
plateauing
2. To use the Product Development-Market Development matrix
of Framework 8 to discuss optimal growth strategies for large
players
Case: Reinventing Adobe (in course packet)
Assignment: This is a written group assignment.
Questions to be answered are posted in Canvas
Lecture/Discussion:
Growth Strategies:
Established Markets: Large Scale Strategies
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7. Saturday, August 5
Topics:
Case: Comcast Corporation
Lecture: Differentiation
Case: Comcast Corporation
This is a case for class discussion.
Preparation questions are posted in Canvas
Learning Objectives
1. We have now discussed the very early stage and the growth
stage of the product life cycle.
2. A lecture on Differentiation will present a wide variety of ways
that products and services can attempt to differentiate
themselves. Even though the discussion of Differentiation
could have happened at any point in this course, it has
particular resonance as markets mature because one needs
fresh thinking regarding Differentiation.
Lecture: Differentiation to Achieve Customer
Advantage!
Readings:
Edelman & Singer, “Competing on Customer Journeys,”
Harvard Business Review, November 2015 (Read; in
course packet)
Can you think of how to incorporate the ideas in this
article in your business?
27
What is the key point of this article? I described in my note on
“How Marketing is Changing,” the customer journey in the pre-
purchase, purchase and post-purchase stages and that power is
shifting to the customer. Instead of simply reacting to the
customer, the authors discuss how companies can be proactive
in their interactions with the customer to shape and shorten the
customer journey and recapture some of the lost power.
You may have heard of the “Blue Ocean Strategy” in another
class. The specific article is by Chan Kim & Renee Mauborgne,
“Blue Ocean Strategy,” Harvard Business Review (October
2004) and can be accessed through the NWU library. This
article is NOT in the case packet. See instructions on how
to access articles from the NWU library posted on Canvas.
This article, considered a classic, (there is also a book) discusses
the difference between competing in existing market spaces and
slugging it out with competition (red ocean) versus creating
new market spaces where competition is irrelevant (blue
ocean). Again, the examples are mostly outdated, but the ideas
are interesting and is worth a read.
28
8. Saturday, August 12
Topics:
Lecture: Differentiation (contd.)
Case: A1 Steak Sauce
Differentiation to Achieve Customer Advantage!
(contd.)
Learning Objectives
1. Now, we are moving to the mature stage of the product life
cycle. The A.1. Steak Sauce case will be used to highlight the
strategic options for the dominant brand in a mature product
category when attacked by a competitor.
Case: A.1. Steak Sauce: Lawry’s Defense (in course
packet)
This is a case for class discussion.
Preparation questions are posted in Canvas
Readings:
Pankaj Ghemawat and Thomas Hout, “Tomorrow’s Global
Giants: Not the Usual Suspects,” Harvard Business Review
(November 2008) (Skim; in course packet)
A very interesting article that talks about competitors from countries
like China and India.
29
“I Think of my Failures as a Gift,” an interview with former P&G
CEO Lafley by Karen Dillon, Harvard Business Review (April
2011) (Skim; in course packet)
Mr. Lafley, who retired and came back as CEO of P&G and retired
again, talks about how a company can learn from failures and use the
learning to improve the odds of success in future undertakings.
30
9. Saturday, August 19
Topics:
Case: NYT Paywall
Lecture: Marketing Strategies for Mature & Declining
Markets
Learning Objectives
1. We are now in the declining stage of the product life cycle. The
New York Times (NYT) is arguably America’s greatest general
purpose newspaper. But the newspaper industry is
undergoing serious disruption, and the NYT along with its
competitors is suffering from declining print subscriptions
and decreased advertising revenue. In searching for a new
source of revenue, the NYT instituted a paywall for readers
who access the NYT only through the internet. The case will
be used to evaluate what led to the Paywall decision, and
whether the Paywall will save the NYT.
2. After the case discussion, we will have a lecture on strategic
options in Mature and Declining markets.
Case: The New York Times Paywall (in course packet)
This is a case for class discussion.
Preparation questions are posted in Canvas
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Lecture: Marketing Strategies for Mature &
Declining Markets
Readings:
Anderson, Narus and van Rossum, “Customer Value
Propositions in Business Markets,” Harvard Business
Review, March 2006 (Read; in course packet)
What is the key point of this article? Need to understand
customer value to deliver a compelling value proposition.
32
10. Saturday, August 26
Topics:
Lecture: Marketing Strategies for Mature & Declining
Markets (contd.)
Markstrat Debrief
Learning Objectives
1. Complete the traversal of marketing strategies over the
product life cycle
2. A debrief and discussion of Markstrat results and the strategic
learnings from the simulation
Marketing Strategies for Mature & Declining
Markets (contd.)
Course Summary
MARKSTRAT Debrief