Sales, Marketing and Business Development

INSTITUTE OF MANAGEMENT TECHNOLOGY
GHAZIABAD
Track: Sales, Marketing and Business Development
Course Outlines
(2015 - 2016)
Term wise List of Courses:

#
Course
Term
Consumer Behaviour
Integrated Marketing Communication
International Marketing
Marketing Strategy for Competitive Advantage
Marketing Analytics *
Product Policy and Management
Sales Management
Strategic Brand Management
Marketing in Rural India
VI
10
Business to Business Marketing
VI
11
Communicating Corporate Reputation
VI
12
Customer Relationship Management
VI
13
Digital Marketing
VI
14
Game Theory Applications in Marketing
VI
15
Marketing of Services
VI
16
Retail Management
VI
17
Pricing for Value
VII
18
Marketing Channel Management
VII
IV & V
Consumer Behavior
PGDM, Term V
Introduction:
The study of consumer behavior enables marketers to understand and predict consumer behavior in
the marketplace; it is concerned not only with what consumers buy but also with why, when, where,
and how they buy it. Consumer behavior course has broadly its focus on the end-user for personal or
family, non-business purposes. The primary objective of this course is to give a basic understanding
of human behavior as it relates to consumer acquisition In order to accomplish this objective; the
course is cross-functional in its approach, drawing on other disciplines such as sociology, social
psychology, psychology, and economics, among others. This course focuses on purchasing and
human decision-making processes and influences on that process. Students will learn about
motivation, attitude, decision-making processes, reference group influences, information processing,
and many other concepts. However, the study of these concepts will be oriented ultimately toward
developing a working knowledge of marketplace behavior in order to produce actionable marketing
strategies and tactics for both profit and non-profit firms.
Course relevance:
It is impractical to develop effective marketplace strategy without understanding target market(s) and
influences upon them. Therefore, a working knowledge of marketplace, customer, and consumer
behavior is essential to marketing education. All customers are human beings and subject to all
possible influences that might exist on human decision-making and action. Thus, this course focuses
mainly on processes of and influences around human decision-making in a consumer behavior
context but the concepts and learnings of this course are relevant to organizational buying too.
Student Learning Outcome
Upon successful completion of this course, students should be able to:
Explain and apply the key terms, definitions, and concepts used in the study of consumer
behaviour.
Demonstrate how as a marketer you can use your knowledge of consumer behaviour concepts
to develop better marketing programmes and strategies to influence those behaviours.
Critically evaluate the effectiveness of various advertisement and promotions and their
attempts to influence the behaviours of individuals.
Analyze the trends in consumer behaviour, and apply them to the marketing of an actual
product or service.
COURSE REQUIREMENTS
Students must come prepared to the class by going through the materials specified against each topic
prior to the session on that topic.
Case Studies: The assigned cases are intended to give the students a practice in assembling
data to support a decision. Further, the case method provides a vehicle by which to apply the
theories, concepts and analytical devices that we cover over time.
Finally, the discussion forum provides an opportunity to argue ones position and to learn
from others by listening to their comments and criticisms.
Project: Each student-group will be required to prepare and submit a project report on the
assigned topic. They will also make a presentation on their project work.
Class Participation: Each student is expected to be present in every session and contribute to class
discussion.
PEDAGOGY
The course employs a balanced mix of lectures/class discussions and case studies/projects.
Lectures to introduce the concepts
Interactive discussions to understand the practical aspects through real life examples & cases
as the topics are introduced
Group assignments to participants on various selected topics/cases for better appreciation and
understanding of concepts introduced through study, analysis and their observations to made
in the form of professional reports and presentation to the entire Theory class & interaction
for benefit of the entire Theory class.
Assessment method in alignment with learning outcomes

Students will be evaluated on the basis of case analysis, team project, quizzes, class participation,
and end-term exam. Weightage given to each of these units is listed below:
Class Participation
10%
Group Project Submission
20%
Group Presentation
10%
Quizzes
20%
End Term Exam
40%
Specific Assessment Method
Weightage
Intended
subject
learning outcome to be
assessed
Group Assessment Methods
20%
Group Project Presentation
10%
Individual Assessment Methods

Class Participation
10%
Quiz
20%
End-term Exam
40%
Text book
Consumer Behavior : Schiffman, Kanuk & Ramesh Kumar; Published by Pearson Education (India
Edition), New Delhi
Recommended Reading:
Consumer Behaviour (10th Edition) : Blackwell, Miniard & Engel; Published by Cenage (India
Edition), New Delhi
Consumer Behavior (fourth Edition): Loudon & Della Bitta; Published by Tata McGraw-Hill
Publishing Company Limited, New Delhi
Shopper, Buyer and Consumer Behavior (Second Edition): Lindquist & Sirgy; Published by
Biztantra
Fortune at the Bottom of the Pyramid C.K. Prahalad
We are Like that Only Rama Bijapurkar
Journals for Reference
Journal of Consumer Research
Journal of Consumer Marketing
Journal of Consumer Behavior
Journal of Consumer Psychology
International Journal of Consumer Studies
Journal of Customer Behavior
Session Plan The course shall be covered in 16 sessions. Session-wise details are as follows:
Session 1
Consumer Behavior nature, scope and applications
Chapter 1 of the text-book
Learning objectives:
1. To Understand What Consumer Behavior Is and the Different Types of Consumers.
2. To Understand the Relationship Between Consumer Behavior and the Marketing Concept, the
Societal Marketing Concept
3. To Understand the Relationship Between Consumer Behavior and Customer Value,
Satisfaction, Trust, and Retention.
4. To Understand How New Technologies Are Enabling Marketers to Better Satisfy the Needs
and Wants of Consumers.
Session 2
Consumer Research
1. To Understand the Importance of Consumer Research for Firms and Their Brands, as Well as
Consumers.
2. To Understand the Steps in the Consumer Research Process.
3. To Understand the Purposes and Types of Secondary Consumer Research
4. To Understand How Each Element of the Consumer Research Process Adds to the Overall
Outcome of the Research Study.
Case study- Future Shop
Session 3
Consumer motivation
Learning Objectives
1. To Understand the Types of Human Needs and Motives and the Meaning of Goals.
2. To Understand the Dynamics of Motivation, Arousal of Needs, Setting of Goals, and
Interrelationship Between Needs and Goals.
3. To Learn About Several Systems of Needs Developed by Researchers.
4.
To Understand How Human Motives Are Studied and Measured.
Session 4
Target market selection and pricing
Case study: Virgin Mobile USA: Pricing for the Very First Time
Session 5
Consumer Perception
Learning objectives
1. To Understand the Sensory Dynamics of Perception.
2. To Learn About the Three Elements of Perception.
3. To Understand the Components of Consumer Imagery and Their Strategic Applications.
Session 6
Case study: LOreal of Paris Bringing Class to Mass with Plenitude
Session 7
Consumer Learning
Learning objectives
1. To Understand the Process and Four Elements of Consumer Learning.
2. To Study Behavioral Learning and Understand Its Applications to Consumption Behavior.
3. To Study Information Processing and Cognitive Learning and Understand Their Strategic
Applications to Consumer Behavior.
4. To Understand How Consumer Learning and Its Results Are Measured.
Session 8 and 9
Attitude and Consumer Behaviour
Learning objectives
1. To Understand What Attitudes Are, How They Are Learned, as Well as Their Nature and
Characteristics.
2. To Understand the Composition and Scope of Selected Models of Attitudes.
3. To Understand How Experience Leads to the Initial Formation of Consumption-Related
Attitudes.
4. To Understand the Various Ways in Which Consumers Attitudes Are Changed.
5. To Understand How Consumers Attitudes Can Lead to Behavior and How Behavior Can
Lead to Attitudes.
Case study : Super shampoo product and the Indian mass market
Session 10 and 11
Personality, Self-concept and Consumer Behaviour
Learning objectives
1. To Understand How Personality Reflects Consumers Inner Differences.
2. To Understand How Freudian, Neo-Freudian, and Trait Theories Each Explain the Influence
of Personality on Consumers Attitudes and Behavior.
3. To Understand How Personality Reflects Consumers Responses to Product and Marketing
Messages.
4. To Understand How the Products and Services That Consumers Use Enhance Their SelfImages.
5. To Understand How Consumers Can Create Online Identities Reflecting a Particular Set of
Personality Traits.
Session 12
Group influences and Consumer Behaviour - Social class, Reference Groups and Family Influences
1. To Understand the Changing Nature of Families in India, Including Their Composition and
Spending Patterns.
2. To Understand the Socialization Process and Other Roles of the Family.
3. To Understand the Dynamics of Husband-Wife Decision Making, as Well as the Influence of
Children in Family Consumption Decision Making.
4. To Understand How Traditional and Nontraditional Family Life Cycles Impact Consumer
Behavior.
5. To Understand What Social Class Is and How It Relates to Consumer Behavior.
Case study: Clust.com: Dream more and pay less
Session 13
Influence of Culture, sub-culture and cross-culture on Consumer Behaviour
Chapter 11 & 12 of the text-book
Learning objectives
1. To Understand What Culture Is and How It Impacts Consumer Behaviors.
2. To Understand How Culture Acts as an Invisible Hand That Guides Consumption-Related
Attitudes, Values, and Behavior.
3. To Understand How Culture Sets Standards for What Satisfies Consumers Needs.
4. To Understand How Culture Is Learned and Expressed in Language, Symbols, and Rituals.
5. To Understand What Subculture Is, and Its Relationship to Culture.
6.
To Understand Geographic and Regional Residences as Sub-cultural Influences on

Consumer Behavior.
Session 14
Consumer Decision Making in different situations
Case study: Aqualisa quartz.: simply a better shower
Session 15 and 16 Group presentations
Marketing Strategy for Competitive Advantage

Pre-requisite: Marketing Strategy & Organization/ Marketing Program Design
Relevance to the Program:
This module designed as an elective is an experiential learning exercise of a simulated competitive
marketing strategy platform. It is designed on the premise that the marketing students must not only
acquire a knowledge of the fundamental principles of sound marketing practice, but also realize the
implications of having to integrate and apply those principles in a highly complex, dynamic and
competitive environment. A set of manufacturing firms in an industry would be created with student
teams acting as each firms marketing department, and would take multi-dimensional decisions with
an objective of maximizing net contribution to profits.
Subject Learning Outcomes:
The course administration aims at enhancing the understanding of:
Concepts and matrices required for managerial decision making with respect to marketing
mix elements to increase the contribution margins from the offerings
Product Portfolio Management
Analytical and qualitative tools to assess alternatives amidst external and internal information
pertaining to market, competition and customer
Pedagogy:
This course will have two major pedagogical approaches: (1) Class discussions and (2) Simulation
Readings:
Larrch, Jean-Claude, Hubert Gatignon, and Rmi Tirolet (2010), Markstrat by StratX: Participant
Handbook, Woburn, MA: StratX. (Provided by StratX upon registration, at www.markstrat.com)
Borden, Neil H. (1964), The Concept of the Marketing Mix, Journal of Advertising Research, 4(2),
361-369.
Kotler, Philip and Gary Armstrong (2008), Segmentation, Targeting and Positioning: Building the
right Relationships with the Right Customers, In Principles of Marketing, 11e, Upper Saddle River,
NJ: Pearson Prentice Hall, 192-229.
Session Plan (Indicative): 16 Sessions of 75 min. each
Session
No.
Topic of Discussion
1&2
Course Introduction- MARKSTRAT Introduction #1
MARKSTRAT Decision 1 due
MARKSTRAT Introduction #2
5&6
Market Segmentation, Positioning
Midterm MARKSTRAT meetings
10
11
12
13
14
15 & 16
MARKSTRAT Team Presentations
Assessment Method:
Method
Weightage
End Term Exam
40%
MARKSTRAT Annual Reports
15%
MARKSTRAT Team Presentations (Mid & Final)
35%
Financial Performance
10%
Assessment Method and Rubric Match:

Assessment
Method
End Term Exam

MARKSTRAT
Annual Reports
MARKSTRAT
Team
Presentations
(Mid & Final)
Financial
Performance
1.1
1.2
1.3
3.1
3.2
Demonstra
te technical
and
analytical
capabilities
Demonstrate
effective
communicatio
n skills
Demonstrate
interpersonal
skills
in
diverse
business
environment.
Critically
analyze
situations to
suggest
innovative
future
growth
opportunitie
s
Demonstrat
e
technosavvy
capabilities
to manage
integrated
environmen
ts
Marketing Analytics
Background
In todays markets, the big story is BIG DATA. Technological advances (e.g., web, communications,
and devices) are expanding customer-to-firm and consumer-to-consumer contact points, and enabling
capture of rich and diverse transaction data at nearly every contact. Marketing data stocks are
exploding at a rate that defies Moores law (double every two years). Yet, on their own, big data do
not reveal big insights. Insights from big data require smart analytics. Unfortunately, data stocks are
increasing at a rate that is not matched by our capacity for smart analysis and deep insights. The
marketing analytics course is integrates theory (e.g., analytical concepts) and practice (e.g., real life
data based problems) with focus on skills for smart analytics.
Objectives
Developing skills for analysing marketing data for making intelligent decisions about
marketing investments that create value and build competitive advantage.
Build capabilities for marketing analytics. This course is not about memorizing or
programming, but about concept and tools for understanding marketing data, and analysing it
for insights.
Approach
The course will blend theoretical concepts with practical problems to provide a broad analytics base
for skill building. The course will also focus on developing tools for tackling marketing problems
and on writing syntax for those tools.
Every course day will involve
1. Classroom Seminar 9.00AM to 11.30am
2. Lab/Tutorial Session 11.30am to 12.30pm
Course Prerequisites and Requirements
The course is intensely quantitative and students will be expected to (a) thoroughly understand their
Business Statistics curriculum and (b) be proficient in MS Excel. Many of these concepts will be
used right from the beginning of the course and students ill-prepared will fall behind.
SPSS will be used as the primary statistical tool, with emphasis on SPSS syntax. Class expectations
include (a) being prepared for each class by reading designated material and reviewing appropriate
analytic tools in advance, (b) submitting evidence-based reports that demonstrate application of
specific analytical tools to given marketing problems, and (c) making class presentations that build
skills for analytics based reasoning with emphasis on data visualization and evidence based insights
for marketing decisions.
Students will be provided readings for the forthcoming class, with the expectation that they will
complete those readings before coming in for class. The purpose is to have better and more engaging
class room discussions. It will be clear during class if a student has not come prepared and
participation points will be deducted from him or her. During the lab/tutorial session, students will
start work on their homework assignment for the next class.
Evaluation
Components of evaluation are very crucial pertaining to the overall learning outcome of the course.
There will be two exams and six assignments for the course. These components will be weighted as
follows:
Components of Evaluation
Date
Weightage of Marks
(in percentage)
Class Participation
To be monitored for all

sessions
Mid-Term
20th January
15
Assignments
6 Assignments
50
Final
3rd March
30
Total
100
Note: No evaluation will be repeated. Missing an assignment deadline or a test will lead to the
student being awarded zero points for that evaluation.
Grading Notes:
Class Participation and Attendance. The following aspects will be considered in evaluating
students grade:
a. Preparedness and Attendance. Regular attendance and diligent preparation for the class is
indicative of student commitment to participate in a learning environment.
b. Active Engagement. Active participation in the class with thoughtful questions, sharing
alternative perspectives, and responding critically to class discussion
*Bonus Points for Presentation. You will earn bonus points if your assignment is selected for
presentation to the class. To earn bonus points, the students must earn 8/10 or higher on their
presentation. No bonus points would be earned for a presentation that earns less than this cutoff.
Submission Requirements and Guidelines.
Typically, submission-feedback-rework will work as follows:
1. Assignments should be submitted in a powerpoint format, address all requirements of the
assigned problem, and generally up to 20-25 slides of material. Text may be bulleted but
must be complete with details to be understood precisely. Be concise. Additional notes may
be included to explain your work. The presentation will have an Appendix section which will
provide the supporting evidence, analysis and the syntax.
2. Assignments need to be prepared to be at par, in quality and content, with presentations to
global clients. This is important. Poorly prepared, organized, or proofed presentations will
be severely penalized as inadequate work.
3. An initial report for each assignment must be submitted by Thursday, 9am on the week of
the assignment. Failure to submit a draft will result in a 15% penalty on the corresponding
assignment grade.
4. Feedback on your draft submission will be provided in the Friday class to address common
questions and errors. Students are encouraged to bring questions, concerns and problems
they encountered in developing their initial report to the class for discussion.
5. Final assignments will be due on Sunday by midnight. No extensions permitted (see Late
Submissions below).
6. Feedback on the final draft of your assignment will be provided usually before Tuesday
class.
7. Based on the quality and creativity of your submission, the instructor may ask you to make a
presentation based on your assignment in the Tuesday class with the following guidelines:
a. 10-15 minute presentation
b. Focus on points highlighted in the feedback. Revise and sharpen your presentation
accordingly.
c. Polished and professional presentation. Assume you are presenting to a client.
Late Submissions: Late submission will result in a 1-point penalty (out of 10). That penalty is one
point for each day (or part thereof) that the submission is late. If a submission must be late due to
circumstances beyond your control, contact the instructor. At his discretion and based on his
assessment of the actual degree of uncontrollability of the situation, he may permit a special
arrangement. The most typical special arrangement is for students who must miss class due to
extreme circumstances. They are often permitted to submit the assignment early. It is extremely rare
for the instructor to permit an extension of the due date.
Redos: Students are encouraged to go back to fix problems identified on their graded assignments
as this ensures that students complete the learning loop. In some instances, a redo may earn you a
portion of the original points, but often it may not. Redos that show students effort in addressing the
problem on their own, the nature of the problem and timely submission are all factors that go into
this decision. Additional points for redos are at the instructors discretion. The extra credit will be
upto 1 point maximum (10% of grade) and usually lower. Redos are intended to promote learning
and not as opportunities for making up the grade.
Changes: The instructor reserves the right to make changes to any aspect of syllabus that, to his
judgment, are needed to achieve the learning objectives of the course.
Required Text Book
Hair, J. F., Jr., Black, W. C., Babin, B. J., & Anderson, R. E. 2010. Multivariate data analysis (7th
ed.). Pearson Education. (referred as HBBA)
Prepping for the Course
Understanding of basic statistics (as usually covered in the core statistics course) is a pre-requisite.
A good work ethic, and a positive learning attitude are keys to strong course performance.
Some prepping suggestions:
1.
2.
Review material covered in a first-level garduate statistics course. Online materials are
available, usually free, for this purpose (e.g., http://davidmlane.com/hyperstat/;
http://onlinestatbook.com/2/index.html).
Familiarize yourself with the SPSS statistical software. SPSS has a useful tutorial (under the
Help tab in the main data screen). Many online resources are available
(http://www.hmdc.harvard.edu/projects/SPSS_Tutorial/spsstut.shtml,
http://www.ats.ucla.edu/stat/spss/modules/default.htm), and you can download a free
guidebook by visiting http://www.spsstools.net/ (use the link under purposes).
Session Plan
Date
TOPIC/Instructor
STATISTICAL & SPSS

(EXCEL) PROCEDURES
READING
Jan 6-9
Data Mining &

Dimension Analytics
Dipyaman Sanyal
CROSSTABS,
CHISQUARE,
ASSOCIATION, RISK &
FACTOR ANALYSIS
HBBA: Chapter 3
Predictive Analytics
Bikramjit Rishi
LINEAR AND
POLYNOMIAL
REGRESSION,
INTERACTION EFFECTS,
MULTI-GROUP
REGRESSION
HBBA: Chapter 4
Jan 13-16
20-Jan
Mid term Exam
23-Jan
Genpact Visit/Interactive
Analytics
Jagdip Singh
Jan 27-30
Conjoint Analytics
Tripti Sharma
Feb 3-6
Positioning Analytics
Rakesh Singh
Feb 9-17
Mixture Analytics: CA
Harvinder Singh
BIG DATA; WEB-SITE &

WEB-ADVERTISING
ANALYTICS,
ATTRIBUTION
MODELING
PART WORTH UTILITIES,
MULTIATTRIBUTE
MODELING
MULTIDIMENSIONAL
SCALING
HIERARCHICAL
CLUSTER ANALYSIS, KMEANS CLUSTER,
DISCRIMINANT
HBBA: Chapter 8
HBBA: Chapter 10
HBBA: Chapter 9
Academic Integrity
All students in this course are expected to adhere to IMTs standards of academic integrity.
Cheating, plagiarism, and other forms of academic dishonesty will not be tolerated in this course.
This includes, but is not limited to, consulting with another person during an exam, turning in written
work that was prepared by someone other than you, and making minor modifications to the work of
someone else and turning it in as your own. Unless properly referenced or quoted, submitted work is
assumed to be original contribution of the student.
Ignorance will not be permitted as an excuse. If you are not sure whether something you plan to
submit would be considered either cheating or plagiarism, it is your responsibility to ask for
clarification.
All submitted material will be run through anti-plagiarism software by the APOs office. A high level
of plagiarism detected by the software will lead to a failing grade in the course.
Course Title Pricing for Value
Course Description:
Pricing counter-weighs rest of the three Ps in the sense that it is the only function that extracts value
generated by other Ps collectively. Pricing is more of a strategic decision than tactical, and is
expected to be practiced at middle to senior management level. This very fact makes Pricing course
desirable for participants, who are going to assume advanced roles in corporate world.
The course is relevant to the PGDM because:
in todays dramatically more complex and rapidly changing environment of globalized

economies, unlimited consumer choice and explosive technology innovation, pricing
strategies and tactics are essential determinants of the competitive position, success and
profitability of an organization. Therefore, smart pricing is not a choice an organization has, it
is the must function for a firms that operate in a regulated and price controlled environment.
a systematic body of knowledge (that is captured in the present course) shall help students in
performing this function with success.
Learning Objectives:
The goal of this course is to make students to
arrive at pricing decisions with an informed and structured approach
be able to improve profitability with price structures thus arrived at
Upon completion of the subject, students will be able to:
(a)
Demonstrate technical and analytical capabilities (objective #1.1)
(b)
Critically analyze situations to suggest innovative future growth opportunities (objective
#3.1)
(c)
Demonstrate techno-savvy capabilities to manage integrated environments (outcome #3.2)
Pedagogy:
The course shall rely upon, apart from the required text above, the practical insights on industry
trends in pricing, in-class exercises/discussions, case analyses, assignments and project at the end of
the course. Total 16 sessions of 1 hr 15 minutes each would be conducted. Students are encouraged
to interact with the faculty during the entire duration of course delivery and particularly during
analyzing situations.
Course Requirements:
i.
ii.
Students are expected to come prepared for each session. Preparation for class includes
having read the assigned case and other reading material
Class participation marks shall be on the basis of quality of observations and discussions.
Evaluation
Individual Project-
40%
Assignments:
10%
Class participation
10%
End Term
40%
Assessment method in alignment with learning outcomes:
Weightage
Project
Learning Outcomes
a (#1.1)
b (#3.1)
c (#3.2)
40%
Assignment
10%
Class Participation
10%
End-term Exam
40%
Group Project and Assignment

Each group shall consist of two students and they are expected to submit an assignment and a
project. Late submissions will not be accepted.
Recommended Text Book
The Strategy and Tactics of Pricing: A Guide to Move More Profitable, by Thomas T Nagle, John
Hogan and Joseph Zale. Pearson Education. 5th Edition.
Course Outline: Session/Module/Reading Material
Sessions 1: Strategic Pricing

Learning Outcomes:
Understand problems with existing pricing methods
Realize the fundamental principles that guide strategic pricing
Sessions 1 (75 minutes)

20 minutes
Balanced price decision

making versus unbalanced
price decision
35 minutes
3 great philosophies
that have dominated
price decisionmaking for the past
century: CostDriven, Customer
Driven, Competition
Driven
20 minutes
Strategic versus Tactical

Pricing requires reframing
how you think about
pricing the questions
you ask, the objectives
you set for pricing, the
players you involve, and
the process you follow
Sessions 2: Pricing Strategy- An Integrated Strategy

Learning Outcomes:
Realizing Pricing as an integrated strategy
20 minutes
The Strategic Pricing

Pyramid many think the
solution to a pricing
problem is to adjust price,
but price is actually just
the most visible tip of the
pyramid that includes a
large substructure of
functions, policies, rules,
and procedures that must
be invested in, built, and
managed to properly
support price
35 minutes
Strategic pricing
requires
organizational
change based on
incentives,
expectations, and
pricing knowledge
and skills of those
involved in pricing
20 minutes
Conclude with a caselet
Sessions 3: Value Creation and Estimation

Learning Outcomes:
Understand economic value
Understand value based market segmentation
20 minutes
Concept of value actual

versus perceived and the
structure of economic
value
35 minutes
Areas of importance
include
communicating to
the students how to
estimate economic
value the steps,
value drivers (cost
drivers, revenue
drivers), and value
calculations
20 minutes
Value segmentation is
superior to other
segmentation methods
Sessions 4: Price Structure

Learning Outcomes:
Realize the importance of metrics and the difficulty of performance based pricing and the
need to create good metrics
Learn how to segment based on pricing fences

20 minutes
The essence of price

structure is segmentation
pricing creating a menu
that sets different prices
for different customer
segments
35 minutes
Segmentation
pricing draws on
theory of price
discrimination
setting different
prices to tap
different points on a
demand curve
captures more
consumer surplus
and increases
profitability. It can
be implemented
using Fences
20 minutes
Sessions 5: Value and Price Communications

Learning Outcomes:
Appreciate the importance of knowing the customers relative cost of search and type of
benefits sought
Know the 4 generic value communication strategies, when to implement each, and how to
design value communication content effectively

20 minutes
Value is not the same

thing as willingness to pay
35 minutes
Value
communication is
more important in
some product
categories than
others
20 minutes
Conclude with examples
Sessions 6: The Pricing Process

Learning Outcomes:
Learn how to organize for policy based pricing
Know how to diagnose and manage strategic pricing policy

20 minutes
To articulate the
importance of, and how to
do, policy driven pricing
35 minutes
Effective policy
driven pricing
requires direction
from senior
management, sales
force buy-in, and a
process approach
that changes
behaviors over time
by prioritizing,
sequencing,
transitioning,
monitoring, and
measuring
Sessions 7: Price Setting

Learning Outcomes:
To comprehend the steps in price optimizations
To learn the types of assessment options
20 minutes

20 minutes
A key driver of price

setting is the Differential
Value Capture Rate, based
on an assessment of
factors such as the life
cycle of the product, and
the price sensitivity of
buyers.
35 minutes
Price optimization is
an iterative process
of fine-tuning the
price based on
customer response
to the price
20 minutes
Sessions 8: The Role of Costs
Learning Outcomes:
Recognize how to identify relevant costs and the concepts of incremental and avoidable costs
Learn the shortfalls of conventional finance accounting and more accurate managerial costing
methods for pricing
Comprehend contribution margin and understand how to calculate it and its strategic
implications

20 minutes
Which costs are relevant

to pricing
35 minutes
Financial managers
rely on traditional
P&L statements to
measure financial
performance, which
is fine. But pricing
is forward looking,
not historical
looking.
20 minutes
Conclude with two

caselets
Sessions 9: Financial Analysis to Support Pricing Decisions

Learning Outcomes:
Explore breakeven analysis and changes in variable cost and incremental fixed costs

20 minutes
The key to assessing

pricing profitability is to
understand when a price
change becomes
unprofitable or profitable
that is the change in
volume required for
profitability. The
calculation to do this is the
Breakeven Sales Change
35 minutes
Calculating
Breakeven sales
change
20 minutes
Use two caselets to

substantiate the concept
Sessions 10: Managing Price Competition

Learning Outcomes:
Know how to analyze a competitive situation and formulate a pricing response
Learn how to collect, analyze and communicate competitive information
Realize when you might want to compete on price

20 minutes
Pricing is a powerful tool

that competitors use to
achieve short terms wins
and retaliate for losses in
the marketplace
35 minutes
Price wars are the

result of competitors
playing price as if it
were a game of
winning and losing.
It is used to the
detriment of the
entire market.
Sessions 11: Pricing in Channels of Distribution
Learning Outcomes:
20 minutes
Substantiate with a
caselet and examples
To gain an appreciation of value and pricing with manufacturer-retailer, manufacturerdistributor and distributor-retailer relationships
To understand push and pull marketing and the channel pricing strategy for each

20 minutes
To understand value
within channel
relationships that is, who
creates value for whom
35 minutes
Push versus pull

strategies
20 minutes
Sessions 12: Pricing Over the Product Life Cycle

Learning Outcomes:
To be familiar with the four stages of the product life cycle and realize pricing options and
opportunities within each
To understand how price sensitivity, costs, and competition influence pricing strategy over
the product life cycle

20 minutes
Where a product is on the

product life cycle has an
important effect on pricing
objectives and strategies.
35 minutes
The key drivers of

this effect are:
knowledge of
customers, which
drives price
sensitivity; costs and
changing cost
structures over the
life cycle; and
competition the
level and intensity of
competitive conflict
Sessions 13: Measuring Perceived Value and Price Sensitivity

Learning Outcomes:
20 minutes
Wrap up the discussion

with examples from real
world
To realize the difference between uncontrolled and controlled measurement

20 minutes
Measuring a persons
willingness to pay is
especially prone to bias
because people generally
are not willing to reveal
what they truly would be
willing to pay.
35 minutes
It is important for
the researchers to
use proper methods
to measure
willingness to pay
20 minutes
Calculations to measure
price sensitivity
Sessions 14: Ethics and the Law

Learning Outcomes:
Recognize ethical constraints in pricing
Learn how to apply non price variables to support pricing goals

20 minutes
Pricing behaviors are

especially more likely to
be judged in terms of
ethical considerations
35 minutes
Sessions 15 &16: Project Presentations

Learning Outcomes:
Feedback on projects done
It is important for
firms to understand
how buyers judge
fairness and ethical
issues when making
judgments about
pricing and
purchasing
20 minutes
Substantiate using two

caselets
Product Policy & Management
Pre-requisite: Marketing Strategy & Organization/ Marketing Program Design

Markets are evolving due to changes in the area of technology; changes in consumer tastes,
preferences and expectations; as well as intensification of competition due to forces of globalization.
These trends are likely to continue and there would be increasing need for professionals to manage
the product management function with considerable focus on new product development process. The
skills required are multidisciplinary in nature. Frequently measured through multiple qualitative and
quantitative methods, product management is often a stepping-stone to a broader general
management career track. This module designed as an elective would bring up the dilemmas faced by
the practicing managers in taking decisions and the likely solutions to the problems. The perspective
of this course would be predominantly marketing, though the awareness of different functional
challenges would be also appreciated. The course aims at helping the participants acquire a
conceptual as well as practical understanding of the requirements, issues and tools involved in
product management decisions.
Subject Learning Outcomes:
The course administration aims at enhancing the understanding of:
Concepts, tools and frameworks required for managerial decisions related to Product
Management and New Product Management
Product Portfolio Management with the products on different stages of their life cycle
(Outcome 3.1)
Skills in analyzing market information, customer expectations, and competitive forces
Context-specific operational decisions using analytical and qualitative tools to assess
alternatives leading to choice of an appropriate course of action
(Outcome 1.1)
Pedagogy:
This course will have two major pedagogical approaches: (1) case discussions, (2)
lectures/discussions.
Books & Readings:
Books:
Donald R. Lehmann, and Russell S. Winer, (2004), Product Management, Fourth Edition, McGrawHill, Inc. ISBN 0-07-286598-92. New Products Management by C. Merle Crawford
Crawford, C. Merle and Benedetto, C Anthony, New Products Management, Seventh Edition,
McGraw Hill
Marketing Strategy (Planning and Implementation), Walker, Boyd, Larreche, Tata Mcgraw Hill,
Third edition
Readings:
The Product Life Cycle (HBS 579-072)
Exploit the Product Life Cycle (65608)
Note on the Boston Consulting Group Concept of Competitive Analysis (9-175-175)
Session Plan (Indicative): 16 Sessions of 75 min. each

Session
No.
Topic of Discussion
Introduction to Product Management
Role of Product Manager
3&4
Marketing Planning and strategy

Case: Brannigan Foods: Strategic Marketing Planning
Environment & Competitor Analysis

Case: Harrington Collection: Sizing Up the Active-Wear Market
Segmentation & Customer Analysis
Product Life Cycle and Portfolio Management

Case: Reed Supermarkets: A New Wave of Competitors
New Product Planning & Development

Case: Flare Fragrances Company, Inc: Analyzing Growth Opportunities
Pricing Decisions &Tactics
10
Advertising Decisions
11
Promotions
Case: Reliance Baking Soda: Optimizing Promotional Spending
12
Channel Management & Monitoring

Case: Natureview Farm
13
Customer Relationship Management & Loyalty
14
Financial Analysis for Product Management & Marketing Metrics

Case: Giant Consumer Products: The Sales Promotion Resource Allocation
Decision
15 & 16
Project Presentations
Assessment Method:
Method
Weightage
End Term Exam
40%
Quiz
20%
Class Participation (Case Analysis)
10%
Project Preparation & Presentation
30%
Project:
Students are to form groups of 4 for group project which will be evaluated based on Class
presentation and project report submission which is due at the start of session No 13/14
The report and presentation is required on a marketing strategy for an actual product or brand
(to be approved by the instructor by end of session 4). It should present challenging strategic
and competitive issues. The purpose of the assignment is to integrate the material presented in
the course in a single framework and apply that framework to a substantial strategy problem.
In particular, it should focus on strategic and competitive issues facing the product or brand
chosen. It is suggested that companies with purely short-term problems or with situations in
which so little information is available that longer-term issues are vague (many new ventures
fall in this category) should be avoided.
Assessment Method and Rubric Match:

Assessment
Method
End Term Exam

Quiz
Class
Participation
(Case Analysis)
1.1
3.1
Demonstrat
e technical
and
analytical
capabilities
Critically analyze
situations to suggest
innovative future
growth
opportunities
Project
Preparation
Presentation
&
Sales Management
Course Background and Objectives

Sales is the lifeblood of any company and sales managers are the heart and soul. Sales is a career.
This course will help you to learn the skills essential to play a vital role in the day-to-day
performance and bottom line success of any organization. This sales management course is an
analysis of professional selling practices with emphasis on the selling process and sales management,
including the development of territories, determining potentials and forecasts, and setting quotas.
This course has been designed to help the students acquire and orient their understanding of different
Sales Management perspectives, functions and intricacies of personal selling efforts. The students at
the end of course shall be able visualize Sales Management with respect to planning the sales efforts
in light of Setting Sales Territories, Determining the size and type of sales force, managing the sales
teams though organizational functions and finally learn to motivate and control their efforts. Main
goals of the course are:
To have students learn and understand the basic and essential principles and concepts of
personal selling and sales management in the global marketplace.
To increase the students awareness and knowledge of the role that sales plays within the
companys dynamic micro/macro environments.
To provide an understanding about personal selling as a systematic process.
To provide insights into how people are motivated - both salespeople and prospective buyers.
To enlighten the students perspective of how technology is changing the way sales is
conducted cross-culturally and around the globe.
To define managerial and ethical problems faced by sales managers and to help students
discriminate between ethical and unethical sales practices
To develop effective decision-making skills as sales managers.
Relevance to the program

This course will help you to learn how to connect with people and motivate them to succeed.Selling
is not only for students of marketing as HR managers need to sell their company to new recruits and
Finance managers may have to sell their equity to investors or their budgets to the higher
management. CEOs are often picked from the sales ranks. Also, many students of IMTG start their
careers with sales profile in different companies. Students of Marketing, Finance, HR, Strategy and
IT specializations can opt for this course on Sales Management.
Subject Learning Outcomes
Subject learning outcomes of this Sales Management course are:
a) To provide a foundation for further in-depth study of sales as a career.
b) To provide and introduction to the basic activities of sales management: evaluation;
compensation; forecasting; budgeting; time and territory management.
c) Sales Management roles at different levels of hierarchy
d) Demonstrate high level of cross-cultural understanding (S.No: 1.2)
e) To apply integrated marketing concepts to real-life sales situations.
f) Develop smart presentation skills for persuasive communication across stakeholder

relationships ( S.No: 1.4)
Pedagogy
1. Class Room Lectures
2. Case Discussions
3. Working in Groups by Students on topics discussed in the class and their presentations
4. Guest Lectures
5. Project Presentations
6. Videos on Sales Management
7. Role Plays
Course Requirements
iii.
iv.
v.
This is an interactive course, it is important for the students to come prepared for the class.
Preparation for class includes having read the assigned study material. There are many cases
in this course and students are required to come with their analysis of the issues raised in
those cases.
Students should submit a case analysis report and power point presentation one day before
the scheduled class.
Each group is expected to prepare a Sales Manager Interview Team Project in different
sectors. The project will be graded with particular attention to application of course reading
material and concepts.
Evaluation
Students will be evaluated on the basis of case analysis, projects, paper presentations, class
participation, and term exams. The weightage given to each of these units is listed below:
Specific Assessment Weightage
Method
Intended subject learning outcome

to be assessed
a

Group Project Submissions
20%
Group Project Presentations *
10%
Case Study submission
10%
Class Participation
10%
Quiz
10%
End-term Exam
40%
* Compulsory for all to make at least 1 presentation

Please note that any student who will not take the quizzes or make presentations on the scheduled
day/time will not be awarded any marks for that activity.
Session Plan
Session 1
Introduction to Sales Management (Purpose, Scope, and Course Organization)
Session 2
Need for Sales force Management
Session 3
Basic Selling Strategies- Skills Required
Session 4
Sales Person Personality and Motivation
Case: James R. Steiner
Session 5
The Selling Process: Prospecting and Approach
Session 6
The Selling Process: Needs Analysis and Presentation
Session 7
The Selling Process: Closing and Post Sales Service
Session 8
Sales Force Organization
Session 9
Profiling , Recruiting and Compensation of Sales People
Case: Biomed Company
Session 10
Selecting and Hiring of Sales People
Case: Jindi Enterprises
Session 11
Sales Targets
Case: Parkin Laboratories
Session 12
The Strategic Role of Information in Sales Management
Session 13
Leadership of a Sales Force
Non-Needs Selling: Ethical and Legal Issues with understanding of social responsibilities in business
context
Session 14
Time and Territory Management
Session 15-16
Group Presentations
Text:
1. One Minute Manager Sales Person by Spencer Johnson, Larry Wilson, HarperCollins
Publishers
2. Ziglar on Selling: The Ultimate Handbook for the Complete Sales Professional, Thomas
Nelson Publishers
References:
Sales Management: Shaping Future Sales Leaders, John Tanner, Earl Honeycutt, and Robert
Erffmeyer, Pearson Publishers
Sales Management: Decisions, Strategies and Cases-Still, Richard R, Cundiff, Edward W and
Govoni, Norman A.P. 5th Edition. Pearson Education.
Dalrymple's Sales Management: Concepts and Cases, 10th Edition (Wiley Publishers)
Professional Selling A Trust Based Approach, Ingram, Laforge, Avita: Harcourt College
Publications.
Sales & Distribution Management: An Indian Perspective, Pingali Venugopal, Response
Sales Management by Ingram, LaForge, Avila, Williams, Segments Books
Smart Selling, Christopher Power.
What Makes a Good Salesman, David Mayer and H M Greenberg.
Management of Sales Force, Stanton, Bursnick and Spiro.
Format for Project Preparation

Sales Manager Interview Team Project
Cover Page (to include group number)
Table of Contents
Executive Summary
Concisely state what you did and what you concluded that is important!
Selected Manager
The rationale for why you chose this sales manager and firm. Also, provide an explanation of
why the manager selected a sales job, what assignments s/he has had, and their philosophy
toward a sales career.
How does this Sales Manager:
See their marketplace today changes and trends?

View the importance of cultural diversity in the marketplace?
Define the role of sales support? How important are ethics?
Expect his sales force to follow a selling process?
Organize the sales forceis this a local or centralized decision?
Select salespersons when positions become vacant?
Train new personnel? Train experienced salespersons?
Select and interact with partners? Determine sales force size?
Motivate the sales force? Use monetary and non-monetary incentives? Perceived success of
these actions?
Reimburse the sales force for expenses?
Evaluate the sales force? Frequency and method(s)?
Play a role in forecasting? What method(s) are utilized?
Contribute to the firms strategiesannual planning?
Utilize CRM and practice relationship marketing?
Your Evaluation (MOST important):
How effective is this sales manager?
Which of his/her activities are reflective of what you learned in class and what activities
differ? How do they differ and why do they differ?
Would you be willing to work for this manager and company? Why or why not?
What have you learned from this experience that will be helpful in future business practices?
Evaluation of Case Study discussions

This portion of the evaluation will be primarily based on group presentations related to cases. Each
group should prepare for each class as you would for a business meeting reading the assigned
materials, thinking about the issues, and deciding how to apply them to a business situation. Format
is as follows:
Identification of key issues (20%): Do not re-write the case. Identify the key issues and
discuss why you feel so.
Assumptions (20%): Identify the important assumptions that are being made by the characters
in the case. For example: management assumes that sales force automation will improve
sales. Discuss the assumptions as to whether or not they are good assumptions or poor
assumptions. What happens if they are incorrect? How would you find out or determine if
they are wrong? If you make assumptions, you can either identify them here or in the
alternative section, which ever makes more sense.
Alternatives (30%): You should discuss several alternatives or solutions to the key issues or
problems identified. Discuss the advantages and disadvantages of each solution and evaluate
the appropriateness of each alternative. You should have more than one for each issue
(otherwise you dont have alternatives), and you should have some that are mutually
exclusive. That means that your recommendation cannot be do all of the alternatives.
Recommendation (30%): Justify your choice of action and discuss why this alternative is
more appropriate than the others.
Marketing in Rural India
Course Objectives:
With the urban marketing nearing saturation in many product/service categories, marketers are
moving towards the rural markets. The bottom-line of corporate giants HUL, ITC, Philips, Marico
has been sustained by rural markets for quite some time. Recent recessionary phase made it clear to
many more companies when they saw rural markets growing at a reasonable pace, contrary to the
urban markets. These companies are now focusing themselves for grabbing the share of mind, heart
and wallet of the rural consumers. The course will familiarize the students with the basic nuances of
rural markets, rural marketing-mix, and innovative practices adopted by corporate that are successful
in this market.

The course aims at making students understand and appreciate the uniqueness of rural context that
constitutes the most vibrant segment of Indian market. The understanding would enable them to take
appropriate management and business decisions in the Indian context. They would realize that such a
unique market can be catered to only by being innovative. They would also realize that sustainable
relationship between the corporate and the customer can be established by accommodating the social
perspective well within the framework of business decisions. In a nutshell the program would aim at
shaping the students as socially responsible leaders with an innovative bent of mind to serve the rural
heartland of India.
Learning goals:
The course aims achieving the following goals:
(a) Making students aware of the social-cultural and economic fabric of rural India.
(b) Helping students to understand the points of convergence and divergence of rural markets
with conventional markets in urban India.
(c) Presenting a structured frame-work to students for analyzing unstructured problems faced in
rural markets.
(d) Inculcating innovative thinking among students to overcome barriers that cannot be done by
adopting conventional line of thinking (Outcome 3.1)
(e) Making students aware of social implications of business decisions.
Session Plan
Session 1
Introduction to Rural markets:

Discussion on different perspectives on what is meant by rural, points of
contrast and connection between urban & rural, Rural Marketing framework,
evolution of rural marketing-mix in this framework, Indian rural market: a
myth or reality?
Suggested reading:
Session 2
Report: Masters of rural markets (see web-link in list of

references), chapter 1 of text-book
A look at rural economic system

Composition of rural economy, sources of income and its pattern, rural
infrastructure, rural financial system, role of micro-finance
Suggested reading:
Session 3
Rural Consumer
Discussion on key observations regarding behaviour of rural consumers
Suggested readings: Chapter 3 of the text-book, assorted articles
Session 4
segmenting the rural markets

Composition of rural markets in terms of consumer segments, sources of
distinctiveness, levels of segmentation of rural markets, different approaches
for segmenting rural market.
Suggested reading:
Session 5:
Chapter 5 of text-book
Case Study: Project Shakti

Demonstrating the business challenges of catering to consumers at the bottom
of the pyramid and need to come up with innovative solutions to rural-specific
problems.
Session 6
Case Study: Godrej Chhotukool- A cooling solution for the mass markets
Launching innovative products that are relevant to the context in which they
are used.
Additional reading:
Session 7
Case Study: eHealthpoint: Healthcare for rural India
How potential at the base of pyramid is tapped by creating sustainable and

innovative services using technology platform
Session 8
Pricing strategies for rural markets

Concept of exchange, value and price, role of pricing and affordability in rural
marketing, different options available on pricing front, discussing some real
life examples of rural pricing
Suggested reading:
Session 9:
Case Study: Narayan Hrudayalaya Heart Hospital: Cardiac care for the
poor (A)
To demonstrate how world class service can be designed and delivered to
people at a price that is affordable to the people at the bottom of the pyramid.
Session 10:
Communicating with rural audience

How communication for rural audience differ from that for the urban audience,
different communication option and their application in rural context, elements
of rural advertisements.
Suggested reading:
Session 11& 12:
Reaching the consumers

Challenges in rural distribution, description of rural distribution channels,
some innovative rural distribution initiatives, organized retailing in rural India.
Suggested readings: Chapter 8 of the text-book
Session 13:
Case Study: Hariyali Kisan Bazaar: A rural Business initiative

To explore a rural business model in India, and discuss its implications for
both agribusiness and retail
Session 14:
Case Study: The ITC eChaupal initiative

How business organizations may look beyond treating rural areas as a market
and partnering with them to create value for the national and/or global markets
Session 15 & 16
Text-book:
Class presentations by students
Pradeep Kashyap, Rural marketing-2nd ed., Pearson Education
References:
Accenture Report, Masters of the rural markets, available at http://www.accenture.com/inen/Pages/insight-masters-rural-markets-2013.aspx
Newspaper article: The rural consumer: S/hes different, available at
http://www.thehindubusinessline.com/features/brandline/the-rural-consumer-shesdifferent/article2224287.ece
Article titled Rural Consumer Myth-I, available at
http://ramabijapurkar.com/consumertrends/ct_rural_con_myth_I.php
Article titled Rural Consumer Myth II, available at
http://ramabijapurkar.com/consumertrends/ct_rural_con_myth_II.php
Velayudhan, Sanal Kumar, Rural Marketing- Targeting the non-urban consumer, Response
business books by SAGE
Dogra Balram & Ghuman Karminder, Rural Marketing-Concept & Practices, Tata
McGrawhill
Krishnamacharyulu C. S. G. & Ramakrishnan Lalitha, Rural Marketing- Text & Cases,
Pearson Education.
Singh Awadhesh K & Pandey Satya Prakash, Rural Marketing: Indian Perspectives, New
Age International Publishers
Singh Sukhpal, Rural Marketing Management, Vikas Publishing
Pedagogy:
Pedagogy would be a mix of lectures, case-discussions/presentations, audio-video inputs and class
discussions.
Office Hours:
time-slot:
Students may meet and discuss issues related to the course during following
Section A:
Thursday, 2.45 PM 4.45 PM
Section B:
Wednesday, 11.15 AM 1.15 PM
Section C:
Friday, 1.00 PM 3.00 PM

Cabin No. 3, Faculty-II
Ground Floor, Main Academic Block
General guidelines for conduct of class:
Please ensure that you enter the class before the instructor. No delay shall be permitted under
any circumstances provided it is intimated in advance and is due to official reasons.
In case you fail to appear in a class due to any reason you would be marked absent.
Allowance for official duty should be taken care by the APO and shall not be handled by the
instructor.
Do not use your laptops and mobile phones inside the class. Failure to comply with this
request would lead to your expulsion from that class.
Please go through mandatory reading for the session before entering the class. First few
minutes would be used to check whether you have read or not. In case you fail to answer two
consecutive questions on the same you would be requested to leave the class and marked
absent for the session.
Do contribute constructively to the class. Register your intention to contribute by raising your
hand. Remember it is the quality of contribution that matters not the quantity.
Guidelines for team project:
Class would be divided in teams.

Each team would be provided a field project related to concepts discussed in the course.
Project would be finalized within the first two weeks of commencement of classes.
Teams are required to submit a brief synopsis covering introduction to the project, its
practical significance, scope (in terms of entity selected), methodology and key milestones.
Teams would be required to submit 2 progress reports at specified time intervals.
A soft copy of the report should be submitted atleast two days before the scheduled
presentation at hsingh@imt.edu.
Final submission should be approximately 10 pages long, typed in MS Word with 1.5 line
spacing, normal margins, 12 font size, New Times Roman.
Hard copy of project submission should be submitted by the last class of the course.
All the submissions would be compulsory put to plagiarism. If found guilty of plagiarism,
teams they would be awarded zero score and the case would be forwarded to higher
authorities for disciplinary action.
Guidelines for presentation:
Presentations of the team project should be a in the form of a PPT or any other format
compatible with Windows 7 operating system.
All the presentations should reach (through an e-mail) the instructor 24 hours before the
scheduled day of presentations.
Each e-mail/presentation should necessarily mention cell number of person who should be
contacted in case the instructor wishes to get some changes made during those 24 hours. It
must be ensured that the person is willing to and available for carrying out those changes
during that time.
Teams do not need to bring their laptops for presentations. All the PPTs would be loaded in
the instructors laptop and would be presented from there only.
Presentations should range from 7-10 minutes, covering vital aspects of projects. Do not give
introduction to company/brand. Focus on the rationale, objectives, methodology, analysis,
output, recommendations and implications.
Failure to complete the presentation in 10 would make a team liable for deduction of marks.
Quantum of deduction would be sole discretion of the instructor.
Evaluation:
Students will be evaluated on the basis of case analysis, project, quizzes, class participation, midterm and end-term exam. The weightage given to each of these units is listed below:
Class Participation
10%
Quizzes
20%
Group Project submission
Group project presentation
10%
End Term Exam
50%
Weightage
10%
Intended subject learning

outcome to be assessed
d

15%
15%

Class Participation
10%
Quiz
10%
End-term Exam
50%
B2B Marketing
Subject Title
B2B Marketing
Credit Value
Pre-requisite
Marketing Strategy & Organization/ Marketing Program Design
Introduction
and
Relevance to
the Career
Track
B2B Marketing encompasses those management activities that enable a

supplier firm to understand, create, and deliver value to other businesses,
governments, and / or institutional customers. In the context of these business
markets, value is the worth in monetary terms of the economic, technical,
service and social benefits a customer firm receives in exchange for the price it
pays for a market offering.
There are four guiding principles:
Make value the cornerstone

Focus on business processes
Stress doing business across borders
Accentuate working relationships and business networks
This course is designed to provide students with a good understanding of the

concepts of
B2B marketing. It helps them develop critical analysis and problem-solving
abilities with respect to business market management. The classes have been
organized in a format to facilitate intense learning, featuring thorough
discussion and analyses of appropriate management cases
Subject
Learning
Outcomes
a. To develop an understanding of the concepts and frameworks of

Business-toBusiness market management (also referred to as
B2B Marketing or Industrial Marketing).
b. Develop critical analysis and problem-solving abilities with respect to
Business Markets. (Outcome 4.2 )
c. Gain a first-hand understanding of working relationships within and
between firms in business markets
d. To explain how firms are to be understood as customers and to outline
their varied purchasing orientations.
e. To discuss significant differences in segmentation bases between
business and consumer markets. Discuss few practical suggestions &
provide guidelines for segmentation of business customers.
f. To explain the role of technology in developing of new industrial
product and the different steps of aggregate project plan for
accomplishing the development objectives of the firm. Discuss the
importance of customer orientation in new industrial product
development and the role of external network in new industrial product
development.
g. To discuss the phenomenon of commodity magnet and the strategies that
managers can adapt to beat the commodity magnet of industrial products
in the maturity stage of the market life cycle.

h. To discuss the importance of branding of industrial product and to
outline the process of brand-building in B2B market.
i. To discuss the concept of perceived value based pricing in business
market and price negotiation based on perceived value pricing model.
Discuss price negotiation for original equipment manufacturer (OEM).
j. To explain the various steps for designing a customer driven distribution
system and discuss the various issues in managing business market
channels.
Subject
Synopsis/
Indicative
Syllabus
Business Market PerspectiveThe objectives of this topic are to explain what business- to-business marketing
is and what are the differences between business-to-business marketing and
consumer marketing; to establish the paradigm of business-to-business
marketing; and to identify the challenges of business-to-business marketing
Understanding Business Customers Buying Process and Behavior
The objectives of this topic are to explain how business firms are to be
understood as customers and to outline the different purchasing orientations of
business firms; to explain how purchasing works with other functions and the
motivations of different buying team members; to outline the different models
which explain the business customers buying behaviour; to discuss how
business customers take purchase decisions; to explain the key tools used by
business firms in purchasing decisions and to outline the different ways by
which business firms evaluate vendor performance
Segmentation of Business Market
The objectives of this topic are to discuss the importance of segmentation of
business customers and the significant differences in segmentation bases
between the business market and consumer market; to outline two important
segmentation models of business market - Wind-Cardozo Model and BonomaShapiro Model; to discuss few practical suggestions for segmentation of
business customers and provide guidelines for segmentation of business market;
to outline the process of evaluation and selection of market segments, and to
discuss how appropriate value proposition is to be developed for each selected
market segment and what should be the competitive marketing strategy for each
of these segments.
New Industrial Product Development
The objectives of this topic are to explain the role of technology strategy in
developing of new industrial product; to discuss the different steps of aggregate
project plan for accomplishing the development objectives of the firm; to
outline the general new product development model and the next generation
new product development models; to discuss the importance of customer
orientation in new product development and the role of external network in new
product development, and to explain the process of adoption of new product by

industrial firms.
Pricing of Industrial Products
The objectives of this topic are to explain the cost-plus and competition-based
pricing traditionally followed by industrial firms; to discuss the concept of
perceived value based pricing in business market; to explain the pricing strategy
of industrial products through its product life cycle/technology adoption life
cycle; to discuss price negotiation based on perceived value pricing model in
general and specifically price negotiation for original equipment manufacturer
(OEM); to outline the competitive bidding process in business market, and to
explain the concept of lease pricing.
Distribution Channels for Industrial Products
The objectives of this topic are to discuss the importance of business channel as
distinct from channels in consumer market; to explain the various steps for
designing a customer driven distribution system; and to discuss the various
issues in managing business market channels.
Personal Selling of Industrial Products
The objectives of this topic are to discuss the importance of selling in business
market and its distinctive features; to explain the different approaches of selling
in business market and their appropriateness under different situations; to
outline the process of customer centered selling; and to discuss the strategies for
sales negotiation.
Key Account Management
The objective of this topic is to discuss the value addition of the relationship
between the Sellers and Buying organizations to maximize their business Key
account management, key account strategies require full support of the
business. To Gain and pursue competitive advantage, securing future business
on sustained basis from the key account, to become a significant partner, rather
than be a mere supplier
Competitive Intelligence
The objective of this topic is to discuss Competitive intelligence it is more than
analyzing competitors it is about making the organization more competitive
relative to its entire environment and stakeholders: customers, competitors,
distributors, technologies, macro-economic data etc. The focus is on the
external business environment. There is a process involved in gathering
information, converting it into intelligence and then utilizing this in business
decision making.
Text book
Business Marketing Concepts and Cases ; Sharad Sarin ,1st edition .Tata McGraw Hill
Reference Books
1. Business Marketing : Connecting Strategy ,Relationships and Learning , F Robert

Dwyer ,John F Tanner , 3e TMG
2. Industrial Marketing -Analysis, Planning & Control - Robert R. Reeder, Edward
G.Brierty, Beety H.Reeder 2e , Prentice Hall of India
3. Business Marketing Management : Micheal D Hutt& Thomas W Speh ; 11th edition:
Cengage Learning
SESSION PLAN:
Session 1 &
2
Session 3 &
4,5
Session 6
Session 7&8
Session 9
Session 10
Topic
: Business Market Perspective

Segmentation of Business Markets
Essential
Readings
: Textbook- Ch.1& 6
Topic
: 0rganisation Buyer Behavior
: Cable Joints and Accessories (CJA)India Ltd case
Workshop on Specification writing

Essential
Readings
: Textbook 2&3
Topic
: Developing Selling Approach

Relationships
Essential
Readings
: Textbook Ch 13 and own point
Topic
: Case -Hewlett Packard Computer System Organization

:Selling to Enterprise Customers:
Essential
Readings
: Text book chapter 14
Topic
: New Industrial Product Development &Pricing
Case
: KONE:The MonoSapce Launch in Germany
Essential
Readings
: Textbook- Ch 7,8&10
Topic
: Competitive Intelligence
: Own Inputs
Session
11&12
Session
13&14
Topic
: Distribution Channels
Case
: Ingersoll Rand (A)& Own inputs
Essential
Readings
: Textbook Ch 11
Topic
: Key Account Management

: Guest Lecture
& Managing Customer
Session
15&16
Essential
Readings
: To be given by Guest Faculty
Topic
: Marketing to Government Sector ,Tendering
Essential
readings
: Textbook Ch 17 & own inputs
Please note that 2 sessions will be for Project Presentations as extra class
a.
b.
c.
d.
e.
f.
Class Participation
Case Analysis
Quizzes
Group Project submission
Group project presentation
End Term Exam
Weightage
10%
20%
10%
10%
10%
40%
Intended
subject
learning outcome to
be assessed
b

10%
10%
Case analysis submission
20%

Class Participation
10%
Quiz
10%
End-term Exam
40%
Things to do before the Next Session

Groups
Please form groups of 5 members and select a group leader from amongst the members. S /he would
be the touch point for various group linked activities during the course. Group leaders kindly mail me
your member list in excel format with your name on top. It is the responsibility of the participants to
ensure that s /he is included in one of the groups.
Select a CR
Communicating Corporate Reputation

Roles and Purposes
In the growing competitive market, managing and developing the reputation of a company is the
corporate mantra. Researchers state that the bottom line of the company is directly proportional to
the reputation a company enjoys in the market. The involvement of the company in building the
corporate reputation begins at the level of the CEO and ends at the level where each and every
employee is directly or indirectly involved in explicitly or implicitly promoting this intangible asset.
This course is designed to help in understanding the concept of reputation of a company, how it is
developed and communicated to the internal and external stakeholders.
Objectives
To develop an understanding on communicating corporate reputation

To evaluate the dimensions of reputational capital
To analyse how corporate communication can be used as a tool for building tangible and
intangible assets.
To hone skills of communicating reputational content to internal and external stakeholders
To gain experience in media interface
Subject Synopsis/ Indicative Syllabus (CASE LIST TO BE PROVIDED)

Sessio
n
1.
2.
3.
Module
Introduction to the Course
Building and Communicating Corporate
Reputation
(Focus: Analysing reputation from a multiple stakeholder perspective and understanding
various aspects of building and communicating reputation of an organization)
4. Communication with Internal Stakeholders
5. (Focus: Developing reputational asset through appropriate communication with
6. internal stakeholders)
7. Communicating with External Stakeholders
(Focus: Comprehending the expectations of
8. external stakeholders and learning skills for communicating differently with a wide array
of external stakeholders)
Connecting
with the Media
9.
10. (Focus: Understanding the dynamics of media relationships and communicating to
enhance organizational reputation)
11
12. Crisis Communication
13. (Focus: Positioning corporate communication as a strategic tool for pro-active crisis
management)
14. Managing Reputation Online
15. (Focus: Leveraging online resources to improve and enhance corporate reputation
16. Review & Winding Up
Teaching Learning Methodology

The course is structured on case based and project based learning, besides interactive lectures, role
plays, and group discussions. The emphasis in the curriculum is on developing strategic
communication methodologies for communicating reputation.
Reading List and References
Prescribed Text
Corporate Communication, Argenti, Paul. 5/ed, Tata McGraw Hill Publication
Additional Reading
Corporate Communication: Principles & Practices, Jethwaney, Jiashree, Oxford
University Press
Strategic Corporate Communication, Argenti, Paul. Tata McGraw Hill Publication
Working with Media, Onford University Publication
Module-Wise Relevant Readings
Building and Communicating Corporate Reputation
Gotsi, M. & Wilson, A. M. (2001). Corporate reputation: Seeking a definition. Corporate
Communications: An International Journal. MCB University Press. 6 (1), 24-30.
Highhouse, S.,Brooks, M.E. & Gragarus, G. (2009). An organizational impression
management perspective on the formation of corporate reputations. Journal of Management.
34(6), 1481-1494
Communication with Internal Stakeholders
Martin, G. (2009). Driving corporate reputations from the inside: A strategic role and
strategic dilemmas for HR? Asia Pacific Journal of Human Resources. 47(2), 219-235
Martin G & Hetrick S (2006). Corporate communications and the employment relationship.
Corporate Reputations, Branding and People Management: A Strategic Approach to HR (pp.
257- 293). Elsevier; Oxford and Burlington.
Communicating with External Stakeholders
Eccles, G.R, Newquist, C.S & Schartz, R. (2007). Reputation and its risks. Harvard Business
Revie. 85 (2), 104-114.
Griffin, A. (2008). The corporation under fire. New Strategies for Reputation Management:
Gaining Control of Issues, Crisis and Corporate Social Responsibility (pp. 31- 60). Kogan
Page: London and Philadelphia
Connecting with the Media
Varney, J.R. (2002). Selecting media for communication. Dealing with the Media / How to
manage it. Marketing Communication Principles and Practice (pp. 165- 191). Routledge;
London.
Dowling, G. & Weeks, W. (2008).What the media is really telling you about your brand. MIT
Sloan Management Review. 49 (3), 27-34.
Crisis Communication
Coombs, W.T. (2004). Impact of past crises on current crisis communication: Insights from
situational crisis communication theory. Journal of Business Communication. 41(3), 265289.
Chong, J. K. S. (2004). Six steps to better crisis management. Journal of Business Strategy,
25 (2), 43-46.
Benoit, W.L. (1997). Image repair discourse and crisis communication. Public Relations
Review, 23(2): 177-186.
Managing Reputation Online
Gaines-Ross, L. (2010). Reputation warfare. Harvard Business Review. 88(12), 70 79.

Serrat, O. (2011). Managing corporate reputation. Retrieved on 20 June 2012 from
http://digitalcommons.ilr.cornell.edu/intl/147/
Capriotti, P. (2011) Communicating corporate social responsibility through the internet and
social media. In Ihlen, O., et.al (Eds) The Handbook of Communication and Corporate Social
Responsibility (pp. 358 378). West Sussex.
Customer Relationship Management

Course Summary and Aims
This course examines customer relationship management (CRM) as a key strategic process within all
organizations. CRM is defined as the overall process of building and maintaining profitable customer
relationships by delivering value and satisfaction to the customer (Kotler and Armstrong, 2004).
Focusing on process, strategy and technology, this course leads students from understanding the
fundamentals of CRM through the implementation of CRM systems and analysis of customer data.
It discusses the CRM philosophy as well as the systems in place that incorporate and integrate
information from sales, marketing and service.
a) Understand the key elements of implementation of a CRM strategy.
b) Demonstrate high proficiency of Business Skills in globally competitive environment
(Outcome 1.5)
c) Emphasize on the importance of acquiring customers and retaining them for a life time.
d) To go beyond customer satisfaction to customer delight and design strategies for the Indian
organizations
e) Emphasizes on the importance of CRM as a relational philosophy being fused with
information technology
f) Demonstrate informed strategic capabilities through application of conceptual knowledge
with applied orientation in both local and global context (Outcome 4.2)
Teaching Pedagogy
1. Class Room Lectures
2. Case Discussions
3. Working in Groups by Students on topics discussed in the class and their presentations
4. Guest Lectures
5. Project Presentations
6. Videos on CRM
7. Role Plays
Course Requirements
vi.
This is an interactive course, it is important for the students to come prepared for the class.
Preparation for class includes having read the assigned study material. There are many cases
in this course and students are required to come with their analysis of the issues raised in
those cases.
vii.
viii.
Students should submit a case analysis report and power point presentation one day before
the scheduled class.
Each group is expected to prepare a case on CRM practices in different sectors.
Session Plan
Session 1: Introduction
Overview of the course

Importance of CRM
CRM as a Business Strategy
Session 2: Importance of Customers

Why Customers matter?
Customer Development Process
Customer Pyramids
Customer Alchemy
Case Study: Dilemma of a Bank Manager
Readings: HBR Article Understanding Customer Experience by Christopher Meyer and Andre
Schwager
The Path to Customer Centricity-Denish Shah; Roland T Rust; A Parasuraman; Richard Staelin;
George S Day, Journal of Service Research : JSR; Nov 2006; 9, 2; ABI/INFORM Global pg. 113
The customer pyramid: Creating and serving profitable customers- Valarie A Zeithaml; Roland T
Rust; Katharine N Lemon, California Management Review; Summer 2001; 43, 4; ABI/INFORM
Global pg. 118
Session 3: Understanding Customer Expectations and Perceptions

Case Analysis Chantale and Clinton
Questions:
1. What were Chantale and Clintons service expectations? How did they develop?
2. What is your evaluation of the Canadians provision of repair service?
3. Should The Canadian or other stores be concerned about incidents of this type? Why or Why not?
4. What do you believe were the underlying causes of The Canadians perceived performance? Why
did these develop?
5. What service recovery alternatives were available to The Canadian?
6. Could Chantale and Clinton have done anything differently? If yes, what? If no, why not?
7. The case ends on July 5, 2007. Should they take any further action at this time?
Session 4 & 5: Customer Satisfaction and Retention

Case Study: Personal Shoppers at Sears: The Elf Initiative
Questions:
1. What is Sears trying to accomplish with the introduction of the Elf Program?
2. Can the Elf program help Sears to increase its sales revenue or profitability? How?
3. Does the Elf program represent a competitive advantage?
4. How likely is it to succeed? What metrics would you use to monitor the Flf program and evaluate
its success?
Readings: HBR Article, Why satisfied customers defect by Thomas O Jones and W. Earl Sasser,
Jr.
Session 6 & 7: Understanding Relationships

Case Study: Infosyss Relationship Scorecard
1. How does Infosys customer-centric organization compare with that of other companies? What
challenges does this organization try to address? What tensions do these challenges create, and how
does Infosys deal with them?
2. What is the role of the RSC in a customer relationship? What does an RSC offer that is not already
contained in the clients SLAs? What are the opportunities and challenges involved in building an
RSC?
3. Infosys has learned through its RSCs that some customers are dissatisfied with its team turnover.
How would you respond to Apteds request to keep the best people in the Syngenta team? How
would you deal with this issue from Syngentas perspective?
4. How should Sanjay deal with the challenges and tensions that have arisen with the use of the
RSC? Could you help Sanjay design an action plan to improve the RSC? Should Infosys make it a
priority for EMs to get their clients to embrace RSCs? Should Sanjay suggest using the RSC earlier
in the relationship with a client? Is there any change that you would introduce to the content of the
RSC?
Readings: Fournier, Susan, Susan Dobscha and David G. Mick (1998): Preventing the Premature
Death of Relationship Marketing, Harvard Business Review, (January-February), 42-51.
Session 8: Customer Life Time Value

Readings: HBR Article Customer Profitability and Life time Value by Elie Ofek
Session 9: CRM software, demonstration and uses- Guest Lecture
Session 10: Customer Loyalty
Readings: HBR Article Mismanagement of customer loyalty by Werner Reinartz and V. Kumar
HBR Article Your Loyalty Program Is Betraying You by by Joseph C. Nunes and Xavier Drze
Session 11: Loyalty Programs

Case Study: Nectar
Questions:
1. What should Justin King do with the program?
2. What should Rob Gierkink do with the program to keep Sainsburys happy?
3. What should he do to keep the other sponsors happy?
4. What should he do to keep the collectors collecting?
Session 12: Managing Internal Relationships

Video: HR Related aspects of CRM
Session 13: Brand Differentiation through CRM

Case Study: Hilton Hotel
Questions:
1. Evaluate the direct and indirect impacts of CRM initiatives on both efficiency of operations
and company effectiveness.
2. Evaluate the competitive impact of CRM initiatives as well as the trade-offs associated with a
standardized CRM approach in multi-brand operations.
3. Explain the steps associated with design, development, and implementation of CRM systems
and processes in a large multi-unit global service organization.
4. Calculate the return on investment on CRM based on a combination of financial and
nonfinancial data.
5. Evaluate the options available for CRM 2.0 initiatives (i.e., projects designed to expand on
basic CRM functionalities).
6. Evaluate the performance of the Customers Really Matter initiative to date
7. What do you think Hilton leadership should do after the Blackstone acquisition? Should they
further invest in CRM or simply maintain the status quo?
8. What aspects of Hiltons CRM should be strengthened, if any, and how?
Session 14: Managing Unhappy Customers
Strategy to manage unhappy customers

Principles of waiting lines
Session 15 & 16 : Project Presentations
Text Book
Customer Mania! It's Never Too Late to Build a Customer-Focused Company by Kenneth
Blanchard Ph.D., Jim Ballard , Fred Finch (Contributor)
Whale Done!: The Power of Positive Relationships by Kenneth Blanchard, Thad
Lacinak , Chuck Tompkins , Jim Ballard
Raving Fans: A Revolutionary Approach To Customer Service by Ken Blanchard , Sheldon
Bowles , Harvey Mackay
Reference Books
Buttle, Customer Relationship management" (Second Edition),Elsevier

Customer Relationship Management Getting it Right by Judith W. Kincaid, Pearson
(2012)
Customer Relationship Management The Ultimate guide to the efficient use of CRM ; SCN
Education B.V
Customer Relationship Management- Emerging Concepts, tools & Applications ; J N Seth, A.
Parvatiyar & G Shainesh
The CRM Handbook: A Business Guide to Customer Relationship Management ; Jill Dyche
Customer Satisfaction is Worthless, Customer Loyalty is Priceless: How to Make Them Love
You, Keep You Coming Back, and Tell Everyone They Know by Jeffery Gitomer
Customer Relationship Management: Integrating Marketing Strategy and Information
technology William G. Zikmund, Raymond Mcleod, Jr., Faye W. Gilbert
Other Readings
Customers' Revenge
They Bought In. Now They Want to Bail Out
Quest for Customer Focus
Customer Profitability and Lifetime Value
Using Customer Profitability Analytics to Execute a Client-Centric Strategy
CRM: Profiting from Understanding Customer Needs
Customer Relationship Management: In B2C Markets, Often Less Is More
Framework for Customer Relationship Management
Using Design to Create Fiercely Loyal Customers
More Readings will be provided by the facilitator on the regular basis

Weightage

to be assessed
a

Group Project Submissions
15%
Group Project Presentations
10%
Case Study submission
15%
Class Participation
10%
Quiz
10%
End-term Exam
40%
Please note that any student who will not take the quizzes or make presentations on the scheduled
day/time will not be awarded any marks for that activity.
Evaluation of Case Study discussions

This portion of the grade will be primarily based on group presentations related to cases. Each group
should prepare for each class as you would for a business meeting reading the assigned materials,
thinking about the issues, and deciding how to apply them to a business situation. Format is as
follows:
Identification of key issues (20%): Do not re-write the case. Identify the key issues and
discuss why you feel so.
Assumptions (20%): Identify the important assumptions that are being made by the characters
in the case. For example: management assumes that sales force automation will improve
sales. Discuss the assumptions as to whether or not they are good assumptions or poor
assumptions. What happens if they are incorrect? How would you find out or determine if
they are wrong? If you make assumptions, you can either identify them here or in the
alternative section, which ever makes more sense.
Alternatives (30%): You should discuss several alternatives or solutions to the key issues or
problems identified. Discuss the advantages and disadvantages of each solution and evaluate
the appropriateness of each alternative. You should have more than one for each issue
(otherwise you dont have alternatives), and you should have some that are mutually
exclusive. That means that your recommendation cannot be do all of the alternatives.
Recommendation (30%): Justify your choice of action and discuss why this alternative is
more appropriate than the others.
Case Preparation
Case analysis need to be submitted for final project evaluation. The case will be graded with
particular attention to application of course reading material and concepts. The analysis should be
quantitative and qualitative. The format is as follows:
(1) Cases should be typed in Font size 12, Times New Roman style, with normal margins on A 4
sheet. The name of the case should be on the first page of the text with your Roll. Number
and case name.
(2) The page limit for each case is ten pages of text, plus exhibits. Note that these are maximum
limits.
(3) Exhibits should contain specific types of analyses (application of a framework, table of
comparisons, cost analysis, competitive features, etc.) and information (web page of firm)
that supports and is relevant, but would be too detailed for the body of the paper.
(4) Please proof read/spell check your case before turning it in. Cases for this course should be of
the same quality that would be provided to the management of the business.
(5) You need to ensure that your case is not copied in any form. Copying will result in deduction
of marks
(6) An extract from previously published work should be acknowledged.
(7) Final Case presentations to be made in sessions 15-16
Deadlines
In order to ensure a quality output, the following deadlines shall be adhered to:
Freezing of groups
Identification of company and submission of project proposal
Submission of Interim Report (max. 10 pages)
Submission of Final Report
Marketing of Services
Course Background and Objectives:
Service industries dominate the economic landscape of most countries and contributes over 60% of
GDP in India. Services products and marketing has certain key differences from organizations
producing and marketing tangible dominant products. This course helps understand how service
marketing systems operate and addresses other service-related issues such as service design, process
management, capacity management, customer relationship management. The theme of this course is
that services marketing differs in many important respects from tangible product centric businesses,
requiring a distinctive approach to planning and implementing marketing strategy. We stress the
importance of understanding service organizations on their own terms, then devising marketing goals
and strategies accordingly.
The course explores the dimensions of successful service firms. Outstanding service organizations
are managed differently. Managerial actions are based on totally different assumptions and
conceptual frameworks. The results show not only in terms of performance but also in the
enthusiasm of the employees and quality of customer satisfaction. Beginning with the service
encounter, service managers must blend marketing, technology, people, and information to achieve a
distinctive competitive advantage. This course will study service marketing from an integrated
viewpoint with a focus on customer satisfaction. The material will integrate operations, marketing,
strategy, information technology and organizational issues. Because the service sector is the fastestgrowing sector of the economy, this course is also intended to help students discover entrepreneurial
opportunities.
i.
To study "breakthrough" services in order to understand the operations of successful service

firms that can be benchmarks for future management practice.
ii.
To develop an understanding of different service sectors.
iii.
To develop an understanding of service management thinking.
iv.
To develop an awareness of the opportunities for leveraging information technology and
human resources for enhancing service firms competitiveness.
v.
To appreciate the organizational significance of managing the service encounter to achieve
internal and external
Customer satisfaction.
vi.
Understand new service development from both a product and process perspective.
vii.
To understand the dimensions of service growth and expansion both domestically and
internationally.
Course Pre-Requisites
ix.
Prerequisite to this course is the learning derived from Marketing Strategy &
Organization and Marketing Program and Design courses.
ii.
We will use a number of cases in this course. Cases are a great educational experience but
they absolutely require that you be ready for the class. When cases are assigned, you should
come to class ready to discuss the issues of the case. For each case, you should: a) identify
the major problem, b) give your recommendation to resolve this problem (both short and
long term), and when appropriate d) provide supporting analysis (both qualitative and
quantitative) for your recommendations. Answering the questions provided for each case
should help in this effort.

iii.
The class will be divided into a number of groups and each group will have 4-6 students.
Pedagogy
The pedagogy will be primarily case based class discussion supplemented with lectures, experience
sharing, real life case discussion, assignments on sectors, simulation exercises and industry and
research based projects. The course is focused on strategic issues with cases as the primary vehicle
for learning. In addition to the reading materials, cases will be distributed in the class before the
start of the course and if required from time to time. Students are expected to prepare, analyze,
prepare and participate in class discussion in all the cases as class participation is very important.
1. Case Discussions
The case method is used extensively throughout the course. Study questions on each assigned case
are would be mailed before each session. All class members are expected to have read the case and
reflect upon the assigned questions. Furthermore, class members are encouraged to apply concepts
from the assigned readings to their analysis of the case. Criteria that are useful in measuring effective
class participation include:
1
Are the points that are made relevant to the discussion? Are they linked to the comments of
others?
2
Do comments show evidence of applying the concepts from the readings to the analysis of the
case?
3
Is there a willingness to test new ideas, or are all comments "safe" (e.g., repetition of case
facts without analysis and conclusions?
4
Do comments clarify or build upon the important aspects of earlier comments and lead to a
clearer statement of the concepts being covered and the problems being addressed?
An important element of this class is teamwork. You are encouraged to form your own group (of4-6
students) and discuss the case before reflecting on the case assignment. A mechanism to encourage
active class participation and to discourage disruptive tactics will be evolved based on class
experience.
2. Lectures/Discussions: Conceptual discussion will be held for at least 20 minutes in each
session.
3 Sectoral studies: The sectoral analysis will be one of the learning tools of the course.
Sectoral Report Format: Guidelines would be mailed separately.
4. Group Case Project: The group project will be one of the most important learning tools of the
course. Each group will comprise of only four-six students. Each group is expected to take up an
existing marketing problem or issue related to one service provider. You are also expected to suggest
possible solutions to the problem, with data collected from primary or secondary sources.
5. Simulations Exercises.
Instructions for Group Case Project (Field Projects):
By the end of the second session you are required to select a company/ Unit from the service sector
with a domestic focus and submit group members names and Project title to the course instructor.
Data for the project to be collected from primary and secondary sources. A strong conceptual and
analytical focus is required. Any falsification of data will invite strong disciplinary action. The
following questions need to be answered in the report to be submitted at the end of the course. You
have to find the dilemma against the following framework:
1
A general overview of the industry, service concept, major trends and structure.
2
Identify and describe the major competitors in terms of their service positioning and
marketing mix.
3
How is the market segmented and who are the target customers for the selected firm/unit?
4
Describe the service product using the service design framework.
5
What are the brand elements?
6
Describe major services offered by the firm, the firms service line, pricing strategy,
communication mix and distribution channels used?
7
What are the opportunities for revenue management? Make recommendations
8
Map the service process. Examine the process flow; what is the throughput time, cycle time,
theoretical and actual capacity and capacity utilization? What are the marketing implications of the
same?
9
Identify the bottleneck in the process. Suggest how to overcome the same.
10
Are demand and supply matched? Describe the demand management strategy used by the
firm? Evaluate and make recommendations
11
Whats the customer lifetime value (CLV). How can it be used for marketing decisions?
Make specific recommendations for marketing based on CLV.
12
Describe employee roles in the service delivery process and how these roles impact the
service customers experience. Identify and discuss employee and customer scripts.
13
What is the marketing strategy of the firm? Suggest what the future marketing strategy should
be to meet the firms objectives.
Case Study can revolve around one or more issues related to services marketing and management
practices of any one Indian player in the Sector under study. Typical area(s) on which the case
should focus on include supply chain strategy formulation, inventory management, order fulfillment,
logistics solution implementation, inbound logistics, outbound logistics, supplier-customer
involvement, global sourcing, reverse logistics, reverse auction to mention a few. The case should
clearly highlight the imperatives driving the supply chain initiatives, benefits envisaged and
methodology followed.
Ground Rules

The entire report must be in the range of 20-25 pages. The Final Report format is subject to
change depending on the sector specific requirements that need to be incorporated and highlighted so
as to improve the understanding of supply chain management. Please use Summer Project
Guidelines as Style Manual for writing the report. Grading of the report will be done on the strength
of the analysis and explanation therein
Deadlines
In order to ensure a quality output, the following deadlines shall be adhered to:

Freezing of groups October 05, 2013

Identification of company and submission of case project proposal October 20, 2013
Process Study and Data Collection October 30, 2013
Submission of Interim Report (approx15 pages) November 15, 2013
Submission of Final Report November 30, 2013

Students will be evaluated on the basis of case analysis, project, assignments, class participation,
quizzes and end-term exam. The weightages given to each of these units is listed below:
Sectoral Report
Field Project
End Term Exam
Quizzes
Simulation exercise
20%
30%
30%
10%
10%
Weightage

to be assessed
i
iii

Company Field Project Presentation and 30%
submission
Group Sectoral Report submission
20%
Simulation Exercise
10%

Quiz
10%
End-term Exam
30%
Assignments
Additional assignments may be given during the course.
Course Outline: Module/Session/Topic/Reading Materials/Cases
CASES WOULD BE DISTRIBUTED EVERY WEEK PRIOR TO EACH SESSION
SESSION
TOPIC
Introduction to
distinct aspects of
Services
LEARNING
READINGS/ INPUTS
OBJECTIVES
To look at the
Chapters- CL-Ch 1
competitive
Readings:
trends and
o Levitt; Marketing Product
unique
intangibles and intangible
characteristics
Products, HBR May June 1981
of Services
o Gronroos; A Service orientated
approach to marketing of
services, EJM,1978
SECTOR1: IT SECTOR
Consumer
Behavior in
Services
Developing
Service Products
Positioning
Services
Distributing
Services
To comprehend
the different
stages of
consumer
decision
making
behavior in
Services
To understand
the core and
supplementary
services using
Flower of
Service
framework.
Also, discussed
would be
Branding and
New Service
Development
To understand
the relevance of
Segmentation,
Targeting and
Positioning of
Services using
positioning
maps
To identify the
varied channels
of Services
delivery and
strategies as to
their
management
through
intermediaries.
Chapters- CL-Ch 2
Readings:
o Parasuraman, Zeithaml, Berry;
Understanding Customer
Expectations of service, SMR
Spring 1991
SECTOR2: TELECOM SECTOR
Chapters- CL-Ch 4
Readings:
o Scheuing, Johnson: A proposed
model for new service
development, JCM
o Berry: Cultivating Service Brand
Equity, CL-Pages-207-216
SECTOR3: TOURISM SECTOR
Chapters- CL-Ch 3;
Readings:
o Fisher: Durable differentiation
strategies for Services, JSM 1991
SECTOR4: HOSPITALITY SECTOR
Chapters- CL- CH5

Readings:
o Compers: A Note on
Franchising, HBSP Note
SECTOR5: BANKING
8-9
10
Pricing and
Revenue
Management
Promoting
Services
Managing Service
Processes
Managing
Demand and
Capacity
To discuss the
important
factors
influencing
pricing and
revenue
management
decisions by
analyzing
different
pricing
methods and
strategies in
Services
To deliberate
on the key
Service
Integrated
Marketing
Communicatio
n challenges
given their
unique
characteristics
To illustrate the
importance of
Service
Blueprinting
and the
instrumental
role of
customers in
Service Process
Design.
To understand
the underlying
issue of
capacity
constrained
organizations
and strategies
for demand
management in
Services
Chapters- CL- CH 6
Readings:
o Kimes and Chase, The Strategic
levers of Yield Management,
CL-pp-205-212
SECTOR6: INSURANCE
Chapters- CL- CH 7
SECTOR 7: MEDIA AND
ENTERTAINMENT
Chapters- CL- CH8

Readings:
o Chase: Where does the Customer
fit in a service operation, HBR
1978
SECTOR 8: HEALTHCARE
Chapters- CH- CL-9

Readings:
o Shemwell, Cronin: Service
Marketing strategies for coping
with demand supply imbalances,
JSM 1994
SECTOR 9: RETAIL
11
Service
Environment
12
Managing the
People Advantage
13-14
Service quality
and productivity
To discuss the
profound
impact of
physical
evidence and
servicescape on
consumer
expectations
and
perceptions.
To demonstrate
the importance
of creating a
service culture
in which
providing
excellent
service both to
internal and
external
customers is
imperative.
To understand
the
implications of
Service quality
and gaps
therein through
analyzing
multidimensional
scale based
model.
Sessions 15-16 Case Project Presentations

Student study Effort Expected:
Class Contact
Lectures
15 Hrs
Proposal &Project presentation
2.5 Hrs
Other Student Study Effort
Cases
20 Hrs
Projects
20 Hrs
Chapters- CL-CH 10
SECTOR 10: AVIATION
Chapters- CL-CH-11
Readings:
o Chan et al; In search of
sustainable competitive
advantage: Impact of
organizational culture,
competitive strategy and Human
Resource Management practices
on firm performance, IJHRM
SECTOR 11: EDUCATION
Chapters- CL-CH-14
Readings:
o A. Parasuraman, Valarie A.
Zeithaml, and Leonard Berry,
SERVQUAL: A Multiple Item
Scale for measuring Consumer
Perceptions of Service Quality,
Journal of Retailing, 1988
SECTOR 12 : TRANSPORT AND
LOGISTICS
Fieldwork
Total Student Study Effort
20 Hrs
77.5 Hrs
Required Text Book

Christopher H. Lovelock and Jochen Wirtz (2011), Services Marketing: People, Technology,
Strategy, seventh edition. Upper Saddle River, NJ: Prentice Hall. (CL)
Reference Books
1
Valerie A. Zeithaml, Mary Jo Bitner, and Dwayne D. Gremler (2009), Services Marketing:
Integrating Customer Focus across the Firm, Fifth Edition, and New York: McGraw-Hill/Irwin.
2
Schmitt, Bernd H. (2003), Customer Experience Management: A Revolutionary Approach to
Connecting with Your Customers, Wiley, ISBN 0471237744.
3
Underhill, Paco (2000), Why We Buy: The Science of Shopping, Simon and Schuster, ISBN
0684849143.
4
Zaltman, Gerald (2003), How Customers Think: Essential Insights into the Mind of the
Market, Harvard Business School Press, ISBN 1578518261
Journals

Harvard Business Review

Sloan Management review
California management Review
Business Horizons
Journal of marketing
Journal of services Research
Journal of services Marketing
JPBM: Journal of Product and Brand Management
IJSIM: International Journal of Services industry Management
AMSJ: Academy of Marketing Science Journal
JQP: Journal for Quality and Participation
MM: Marketing Management
JCM: Journal of Consumer Marketing
HMU: Harvard Management Update
HBROP: Harvard Business Review Update
JSM: Journal of Services Marketing
JR: Journal of Retailing
IJHRM: International Journal of Human Resource Management
AMR: Academy of Management Review
In addition to above mentioned journals, please keep track of other journals, websites, published
articles and papers on Services marketing and management
Websites
Useful websites to be visited for the course
AMA Academic SIG: Services Marketing
Academic Centers
Center for Services Leadership: Arizona State University
Services Management Archive: Brigham Young University
Center for Excellence in Service: University of Maryland
RETAIL MANAGEMENT
Introduction:
During recent years, retail business in India has seen significant changes. Retail business touches
lives of people in the remotest parts of India. There is tremendous potential inherent in this business
but its realization is severely constrained by the policy framework. However major structural and
policy changes are expected very soon that may unleash the growth of this sector. We have seen the
emergence of new formats and the application of global concepts and constructs albeit with
modifications to suit the Indian environment. These developments make it the best time to take a
course in retail as growth would create demand for people who are familiar with the sector and its
basics.
Relevance to the programme
The course aims at providing a holistic look into the way retail business operates in a society and
economy. Emphasis would equally be on macro issues like integration of retail with national
economy/society as well micro issues like setting up and running retail business. After completing
the course students are expected to developed an in-depth understanding of place of retail in the
economy, how retail touches up peoples life, how retail business is planned and run subject to
practical constraints and how to apply creative thinking for coming up with innovative solutions to
difficult problems. Realizing the importance of this course, the management students of all premium
management Institutes are opting for this. With the spurt of shopping malls and departmental stores,
huge employment opportunities are opening up in India and abroad. These learning would prepare
them for career in retail in sales, coordination and supply chain.
Students are expected to have covered basic course in marketing like Marketing Strategy and
organization and Marketing Program Design apart from having studied marketing electives like
Consumer Behaviour and Marketing Research.
(a) Understanding basic terms and concepts of retailing.
(b) Familiarize with latest developments in the field of retailing.
(c) Develop ability to understand operational aspects of retail business and merchandise
management.
(d) Develop necessary aptitude and logical thinking among students for analyzing situations
and taking decisions for retail organizations. (Outcome 3.2)
Teaching Pedagogy
An array of pedagogical methods is utilized, including: case studies, in-class presentations, lecturedemonstrations & team projects.
Session Plan:
The course shall be covered in 16 sessions. Session-wise details are as follows:
Session 1 & 2
Retailing: Concept, definition and functions, Significance of retailing as an activity for the
organizations and the ecosystem. Discussion on meaning and relevance of different retail formats,
concept of retail-mix.
Understanding retail concepts
Global retail facts
Retail industry in India
Critical issues affecting Indian retail industry
Current trends in retailing
Future prospects
Mandatory reading for the class: Chapters 1 & 2 of the text-book

Session 3
Understanding retail consumers: Shopping attitudes and behavior
The factors influencing the retail consumer
The consumer decision making process
Changes in the Indian consumer
Session 4
Basics of retail communication and branding, Why and how of retail branding, Customer
Relationship Management in Retailing
To explore the scope of retail promotion
To study the elements of retail promotion: advertising, public relations, personal selling, and
sales promotion
Mandatory reading for the class: Chapter-15 of the text-book, HBR article Consumer loyalty
schemes in retail sector.
Case study: Nectar: making loyalty pay
Session 5
Store Location: Shopping centers, site selection, trade area analysis
Discussion on HBR article Note on Store Location

The importance of store location
Types of locations
Steps involved in choosing a location
How to evaluate a retail location
To discuss the concept of a trading area and its related components
Mandatory reading for the class: Chapter 7 & 8 of the text book.
Case study: TBD
Session 6
Design and Layout decisions for retail stores: Exterior design components and their significance,
Interior atmospherics, store layout and space planning, visual merchandising.
Discuss the steps involved in planning the store.
Describe how various types of fixtures, merchandise presentation methods and techniques,
and the psychology of merchandise presentation in store.
Describe why store design is so important to a stores success.
Explain the role of visual communications in a retail store.
Session 7 and 8
Buying and Merchandising: An overview of the two functions, structure of the buying organization,
considerations for merchandise planning, devising merchandise plan, category management and
category captainship.
To explain methods of merchandise planning
How retailers use merchandise control and describe how open-to-buy
Mandatory reading for the class: Welcome to the new world of merchandising
Session 9
Case Study: Merchandising at Nine West Retail Stores
Session 10 and 11
Retail pricing, pricing strategies, concept of private brands and pricing
Discuss the factors a retailer should consider when establishing pricing objectives and
policies.
Describe the differences between the various pricing strategies available to the retailer.
Understanding concept of private labels and factors driving private label growth
Mandatory Reading for attending the class: Chapter -14 (Retail Pricing) of the text-book
Case study: J. C. pennys Fair and square pricing
Session 12
Technology applications in Retail, an overview of various functions where technology creates
competitive advantage
Describe advantages conferred by IT in retail
Mandatory reading for the class: Chapter 10 of the text-book

Case study: Zara IT for fashion
Session 13 & 14
Mall Management: Concept of a shopping mall, key terms related to mall business. Planning and
developing shopping mall, concept of leasing, marketing and promotion practices adopted by
shopping malls.
Understanding concept of mall management
How planning is done in mall development
Describing various marketing and promotion practices adopted in shopping malls
Guest Lecture
Session 15
Store Operations: Vital activities in store management, managing POS, Customer service &
accommodation, floor & shelf management
Describe the retail strategic planning and operation management model, which explains the
two tasks that a retailer must perform and how they lead to high profit.
Mandatory reading for the class: Chapter-16 of the text-book
Mandatory reading for the class: HBR article Note on retail economics.
Case study: Staples, Inc.
Session 16:
Student Presentations
Students will be evaluated on the basis of case analysis, team project, quizzes, class participation,
and end-term exam. Weightage given to each of these units is listed below:
Class Participation
10%
20%
10%
Quizzes
20%
End Term Exam
40%
Weightage
Intended subject
learning outcome
to be assessed
d

20%
10%

Class Participation
10%
Quiz
20%
End-term Exam
40%
Office Hours:
Students may meet and discuss issues related to the course during time-slot mentioned in class and
shown in office hours.
General guidelines for conduct of class:
Please ensure that you enter the class before the instructor. No delay shall be permitted under
any circumstances provided it is intimated in advance and is due to official reasons.
In case you fail to appear in a class due to any reason you would be marked absent.
Allowance for official duty should be taken care by the APO and shall not be handled by the
instructor.
Do not use your laptops and mobile phones inside the class. Failure to comply with this
request would lead to your expulsion from that class.
Please go through mandatory reading for the session before entering the class. First few
minutes would be used to check whether you have read or not. In case you fail to answer two
consecutive questions on the same you would be requested to leave the class and marked
absent for the session.
Do contribute constructively to the class. Register your intention to contribute by raising your
hand. Remember it is the quality of contribution that matters not the quantity.
Guidelines for team project:
Class would be divided in teams of 5-6 persons each.

Each team would be provided a field project related to concepts discussed in the course.
Project would be finalized during the initial session.
Teams are required to submit a brief synopsis covering introduction to the project, its
practical significance, scope (in terms of entity selected), methodology and key milestones.
Exact date of submission would be announced in the class.
Final submission should be nearly 30-50 pages long, typed in MS Word with 1.5 line spacing,
normal margins, 12 font size, New Times Roman.
Final report should tentatively be formatted as follows:
Executive Summary
List of Abbreviations
List of Tables
List of Figures
1. Introduction/Background of the study
2. Objective of the study
3. Scope of the study
4. Methodology
5. Data presentation and analysis
6. Recommendations
7. Conclusions
References
Appendix
All the submissions would be compulsory put to plagiarism. If found guilty of plagiarism
teams they would be awarded zero score and the case would be forwarded to higher
authorities for disciplinary action.
Guidelines for presentation:
Presentations of the team project should be a in the form of a PPT or any other format
compatible with Windows 7 operating system.
All the presentations should reach the instructor 48 hours before the scheduled day of
presentations.
Each presentation should necessarily mention contact number of person who should be
contacted in case the instructor wishes to get some changes made during those 48 hours. It
must be ensured that the person is willing to and available for carrying out those changes
during that time.
Presentations should range from 15-17 minutes, covering vital aspects of projects. Do not
give introduction to company/brand. Focus on the rationale, objectives, methodology,
analysis, output, recommendations and implications.
Failure to complete the presentation in 17 would make a team liable for deduction of marks.
Quantum of deduction would be sole discretion of the instructor.
Prescribed Textbook:
Retailing Management (8th ed.), by Levy, Weitz & Pandit, Tata McGraw Hill
List of References:
Retail Management, by Berman, Evans & Mathur, Pearson Education
Retailing Management- Pradhan, Tata McGraw Hill
Managing Retailing Sinha & Uniyal, Oxford University Press
HBR article: Note on store location
HBR article: Note on retail economics
HBR article: Welcome to the new world of merchandising
HBR article: Consumer loyalty schemes in retail sector

Subject Title
Credit Value
Pre-requisite
Marketing Strategy & Organization and Marketing Program Design or

sufficient experience in previous jobs or internships
Introduction
and
Relevance to
the Career
Track/ Role
and purpose
Channel Management course is a significant course for the track- Sales,

Marketing and Business development. Channels of distribution are a critical
element of business strategy. The course focuses on the role of channel
manager particularly as first line manager in any organization. The student
will be able to understand how channel strategy gets linked with business
strategy, design and positioning of channel system in a firm. It shall equip
them with the task of channel management. It will help the learner to
understand the new channel institutions.
Subject
Learning
Outcomes
Following the successful completion of this course, students should be able

to:
a. Appreciate the dynamics of trade channel
b. Acquiring the skill to design, execute and manage a channel network
c. Understand the role of trust in relationships and its dynamics among
channel partners
d. Evaluating the channel partner
Marketing Channel Framework
Subject
Synopsis/
Indicative
Syllabus
Understanding the role of Channel Manager, Interrelationship between Sales

and Distribution Management
Channel Design
Channel Objectives, Channel Strategy and Positioning, Developing the
Channel Design, Coordinating the Channel Strategy, New Channel
institutions
Managing the Channel
Selection, Motivation, and Evaluation of channel members
Channel Implementation
Power and Trust in Channel Relationship, Managing Conflict to increase
Channel Coordination
Teaching/
Topic Presentation and discussion, case study, Field Project and
Learning
presentation and Experience sharing gained from previous jobs and
Methodology internship
Assessment
Methods in
alignment
with
intended
learning
outcomes
Specific
assessment
methods/tasks
%
Intended Subject learning
weightage
to be
assessed
a
Continuous
assessment
Group
100%
50
Application of
topic in real life
business situation
Group Project
20
Individual
30
Case Discussion
50
End Term
10
40
Faculty
Meeting
Hours
venueFaculty
cabin
Student
study effort
expected
outcomes
Class contact
Topic discussion
8 hours
Case discussion
10 hours
Field project presentation
2 hours
Student preparation
Preparation for discussion
36 hours
Reading list
and
references
Field project
24 hours
Total student study effort
100 hours
Course Packet
Reference Books
Marketing Channel Management, Rosenbloom, Cengage
Marketing Channels, Couglan and others, Pearson
The channel advantage, Friedman and others, BH
Go to market Strategy, Friedman and others, BH
Transforming your go to market strategy, Rangan, HBS
Marketing channels, Berman Barry, John Wiley
The managers guide to distributional channel, Gorchels and others, McGraw
Hill
Ses
No.
Topic
Reading
:Course
packet
Role of Channel Manager
1&2
Managing multiple channels
3,4 & 5
Channel Strategy and Positioning
6&7
Designing the Channel Structure
7-10
Choosing the Channel Members
11-12
New Channels- Franchising
13-14
Motivating the Channel Members
15 & 16
Managing Conflicts
17&18
Evolution of supplier relationship
19
10
Manufacturer- retailer relationship
20&21
11
Evaluating Channel Member Performance
22&23
12
Coordinating product management & channel management
24
13
Coordinating pricing & logistics management & channel
25&26
management
14
15-16
Legal and ethical constraints on channel policies
27
Project presentation
28

Sales, Marketing and Business Development

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INSTITUTE OF MANAGEMENT TECHNOLOGY

Track: Sales, Marketing and Business Development

Term wise List of Courses:

Integrated Marketing Communication

Marketing Strategy for Competitive Advantage

Product Policy and Management

Strategic Brand Management

Marketing in Rural India

Business to Business Marketing

Communicating Corporate Reputation

Customer Relationship Management

Game Theory Applications in Marketing

Pricing for Value

Marketing Channel Management

Lectures to introduce the concepts

Assessment method in alignment with learning outcomes

Group Project Submission

End Term Exam

Specific Assessment Method

Group Project Presentation

Individual Assessment Methods

Journals for Reference

Journal of Consumer Research

Journal of Consumer Marketing

Journal of Consumer Behavior

Journal of Consumer Psychology

International Journal of Consumer Studies

Journal of Customer Behavior

To Understand How Human Motives Are Studied and Measured.

To Understand Geographic and Regional Residences as Sub-cultural Influences on

Marketing Strategy for Competitive Advantage

Course Introduction- MARKSTRAT Introduction #1

MARKSTRAT Decision 1 due

Market Segmentation, Positioning

MARKSTRAT Decision 2 due

MARKSTRAT Decision 3 due

Midterm MARKSTRAT meetings

MARKSTRAT Decision 4 due

MARKSTRAT Decision 5 due

MARKSTRAT Decision 6 due

MARKSTRAT Decision 7 due

MARKSTRAT Decision 8 due

MARKSTRAT Team Presentations

End Term Exam

MARKSTRAT Annual Reports

MARKSTRAT Team Presentations (Mid & Final)

Assessment Method and Rubric Match:

End Term Exam

To be monitored for all

STATISTICAL & SPSS

Data Mining &

Mid term Exam

BIG DATA; WEB-SITE &

Course Title Pricing for Value

The course is relevant to the PGDM because:

in todays dramatically more complex and rapidly changing environment of globalized

arrive at pricing decisions with an informed and structured approach

be able to improve profitability with price structures thus arrived at

Upon completion of the subject, students will be able to:

Demonstrate technical and analytical capabilities (objective #1.1)

Demonstrate techno-savvy capabilities to manage integrated environments (outcome #3.2)

Assessment method in alignment with learning outcomes:

Specific Assessment Method