COURSE OUTLINE

MBA 566
STRATEGIC MARKETING
FALL 2016
MBA 566 (F16N70)

Professor:
Telephone:
Office:
Email:
Office Hours:

Darren Paproski, PhD

250.753.3245 ext. 2847
B250 / R470
darren.paproski@viu.ca (preferred contact
method)
Tuesdays 11:30 - 12:30 pm
Thursdays 4:00 - 5:00 pm
Or by appointment

SESSIONS:

Tuesday and Thursday 1:00 pm - 4:00 pm

LOCATION:

Building 255, Room 150

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Purpose of the Course Outline

The purpose of this course outline is to provide you with information about
lecture/seminars, assignments, contacts for teaching staff, and learning resources.
The aim is to provide sufficient information to enable you to study effectively,
including planning the work involved in your assignments so that you have
adequate time for completing the course requirements. The assignment due dates
for this course may coincide with due dates for other courses, hence planning is allimportant. One of the functions of this course outline is to help you plan your
workload, by giving you sufficient information at the start of your studies. It is
important to realize that the course outline is just one mechanism to help you with
your studies and that you need to utilize the full range of support that is available at
Vancouver Island University. You need to read the Student Handbook as well.
Your main lines of support are:
Course Professor/Instructor;
Director, MBA Programs;
Dean, Faculty of Management
Course Description
This course investigates marketing from a managerial perspective, including critical
analysis of the functions of marketing, opportunity assessment, marketing planning
and programming, marketing leadership and organization, and evaluating and
adjusting the marketing effort.
Course Objectives
The course will enable successful students to do the following:
Understand different managerial models, concepts and practices as they
relate to strategic marketing
Understand and demonstrate how to apply market analysis, identify market
segments, select targets, and shape the market offering across the 4Ps
Understand and apply Marketing Leadership and its organizational context
Apply marketing skills and understanding to real business situations and
devise practicable recommendations

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Learning Outcomes
What is a Learning Outcome?
You will note below that this course outline specifies learning outcomes. A
learning outcome characterizes what it is that you are expected to have learned at
the end of the course, if you have successfully completed it. You will note that the
learning outcomes are specified in terms of what knowledge/understanding and
skills you will have acquired. This will then tell you beforehand what the course
aims to teach you, and what it is that you need to learn in order to succeed. It is
important to realize that the assignments are designed to test your achievement of
the stated learning outcomes.
Knowledge and Understanding
Upon successful completion, students will have a knowledge and understanding of:

Modern Marketing Management & Processes

Strategic Marketing options
Marketing Plans
The process, benefits, and challenges of segmenting, targeting, positioning
Branding
Pricing Strategies and Programs
Customer connection and the concept of life time value of customers
Marketing Leadership and its organizational context

Skills and Attributes

Successful students will be able to:

Demonstrate the ability to think critically about issues of marketing

management and their application in various types of organizations
Demonstrate an ability to identify key challenges and opportunities and to
apply strategic marketing skills to drive practical solutions
Analyze data and make decisions on segment and product positioning
Synthesize a range of information in order to develop their own
understanding of marketing
Write and present a marketing plan with particular emphasis on growth
and/or strategic brand management
Communicate marketing programs and concepts effectively across diverse
stakeholders

Reading Resources
Required Textbook:
Kotler, P., Keller, K, Sivaramakrishnan, S. and Cunningham, P. (2013)
Marketing Management, (14th Canadian edition), Pearson Canada.

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Texts:
Akhter, S. (2011) Strategic Marketing, 2nd edition Text Book Media Press.
ISBN 1-930789-38-6
Cravens, D.W. & Piercy, N. (2009). Strategic marketing (9th ed.). Boston:
McGraw-Hill Irwin.
Doyle, P., (2008). Value-based marketing: Marketing strategies for corporate
growth and shareholder Value (2nd ed.). Chichester, West Sussex: John Wiley
& Sons.
Mullins, J.W. & Walker, O.C. (2008). Marketing Management: A Strategic
Decision-Making Approach, (6th ed.). New York, NY; McGraw-Hill.
Proctor, Tony (2013) Strategic marketing: An introduction (2nd ed.). Madison,
NY: Taylor & Francis (E-book)
Walker, O.C. & Mullins, J.W. (2011). Marketing Strategy: A Decision-focused
approach, (7th ed.). New York, NY; McGraw-Hill.
Articles:
Dolan, R. J., (2000). Note on marketing strategy. Harvard Business School
Background Note 598-061, October 1997. (Revised November 2000.)
(required reading)
Harvard Business Schools Top 10 Reads in Marketing Strategy:
Anderson, J.C., Narus, J.A. & van Rossum, W. (2006). Customer value
propositions in business markets. Harvard Business Review, March, 91-99.
Christensen, C.M., (2005). Marketing malpractice. Harvard Business Review,
December, 74-83.
Edelman, D.C., (2010). Branding in the digital age. Harvard Business Review,
December, 63-69.
Fournier, S. & Lee, L., (2009). Getting brand communities right. Harvard
Business Review, April, 105-111.
Keller, K.L., (2000). The brand report card. Harvard Business Review, JanuaryFebruary, 147-157.
Kotler, P., Rackham, N. & Krishnaswamy, S., (2006). Ending the war between
sales and marketing. Harvard Business Review, July-August, 68-78.
Levitt, T. (2004). Marketing myopia. Harvard Business Review, July-August,
138-149. (required reading)
Reichheld, F.F., (2003). The one number you need to grow. Harvard Business
Review, December, 46-54.
Rust, R.T, Moorman, C. & Bhalla, G., (2010). Rethinking marketing. Harvard
Business Review, January-February, 94-101.
Silverstein, J.J., & Sayre, K., (2009). The female economy. Harvard Business
Review, September, 46-53.

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Other Sources:
In order to find practical examples to help develop strategies and ideas for the
group project, students should also pay regular attention to additional sources, such
as Canadian Business, Business Week, Fortune, Forbes, Harvard Business Review,
and marketing journals including, but not limited to Journal of Strategic Marketing,
Journal of Brand Strategy, Industrial Marketing Management, Journal of Marketing
Management, International Journal of Market Research. Additional research reports
can be found using library databases such as GMID and Euromonitor.
Information regarding readings, videos, case studies, and other learning
materials are posted on VIU Learn.
Course & Class Structure
The class meets for two three-hour sessions per week. The course structure will
include lecture elements, small and large group discussions and student
presentations. Participation in small and large group discussions is an important
part of the course and will focus on readings, case analysis and project work.
VIU Learn: This course is supported by VIU Learn, Desire to Learn
https://learn.viu.ca/ MBA 566 Strategic Marketing on line course module.
Information regarding readings, videos, case studies, and other learning materials
will be posted on the course module at VIU Learn, Desire to Learn (D2L). To get
started and for assistance with D2L please visit
https://mediawiki.viu.ca/wiki/For_Students
Course Readings: In order to maximize your learning and participate fully students
are expected to complete all required readings prior to class. To prepare for each
session, it is recommended you first skim the assigned readings, then,
carefully re-read the materials, taking note of important information,
concepts, and ideas.

Academic Misconduct
Academic misconduct includes, but is not limited to, giving and receiving
information during any test or exam, using unauthorized sources of information
during any test; plagiarizing; fabrication, cheating, and, misrepresenting the work of
another person as your own, facilitation of academic misconduct, and under certain
conditions, non-attendance.
Plagiarism will not be tolerated. You must reference your work and acknowledge
sources with in-text citations and a complete list of references. This includes direct
and indirect quotes, diagrams, charts, figures, pictures and written material.
For group projects, the responsibility for academic integrity, which can result in
academic misconduct and its resulting penalties, rests with each person in the
group and sanctions would be borne by each member.

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No electronic dictionaries, cell phones or other electronic devices will be allowed in

exams/ tests/quizzes. Only the following approved calculators may be used in
exams/tests/quizzes. No other materials will be allowed on the desktop apart from
a pen/pencil unless specifically approved by the faculty member. Texas Instrument
BAII Plus, BAII, BA35; Sharp EL-733A; Hewlett Packard 10B
Referencing
Plagiarism refers to the practice of presenting the words of another author (it may
be a text writer or another student) as your own. This is not permitted. At times
you will be asked to learn about and discuss the views or theories of others. This
should be done with appropriate acknowledgement of source materials. In other
words, you must reference your work. Acknowledge your sources both direct and
indirect quotes with in-text citations.
The Faculty of Management requires the APA style of referencing for academic
papers. Please refer to Vancouver Island University's Library APA Style Guides and
resources available at:
http://libguides.viu.ca/content.php?pid=46982&sid=613599
Resources also available through the Writing Centre http://sites.viu.ca/writingcentre/
Speedy Guide to APA
http://sites.viu.ca/writingcentre/files/2012/11/SpeedyguidetoAPA6th.pdf
MBA English Support and Writing Centre Resources
MBA English Support is freely available for you. Please contact Leslie Barclay
email: englishsupport@viu.ca
phone 250.753.3245 local 2520
drop in to Building 255 room 222
Alternatively, you can make individual appointments for (M-W-F 2:30-4:30) in
building 250, room 440 through WCOnline (https://viu.mywconline.com/). This
service is available until July 18th.
From July 22-August 8th MBA students can utilize the Writing Centre at the library
http://sites.viu.ca/writingcentre/ by booking appointments or by drop in.
Please see English Support poster in D2L for more details.
MBA Student Support
Support services are available to MBA students. For a listing of VIU services
available to you please visit http://www2.viu.ca/mba/support.asp

Exam Accommodation
Students with documented disabilities requiring academic and or exam
accommodation should contact Disability Services, Building 200.

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Use of Mobile Technology in Classroom

During lectures and/or seminars electronic equipment may only be used in relation
to the course concepts that are being covered during that time. During team

presentations no mobile technology (including phones, IPADS,

notebooks, etc.) to be turned on.
Grading Scheme
Grade
A+
A
AB+
B
BC+
C
CD
F

Level
90-100
85-89
80-84
Distinction 3.67 or higher
76-79
72-75
68-71
64-67
60-63
55-59
Referred Pass
Failure to meet the
minimum pass criteria

Numeric
Description
Value
4.33
First Class: Work of an excellent
4.00
standard.
3.67
3.33
3.00
2.67
2.33
2
1.67
1
0

Second Class: Work of a very good

standard.
Pass: Work of a satisfactory standard.
Reserved for referrals only.
Eligible for referral.

Case Analysis Preparation

A small number of case studies from leading schools such as Harvard, INSEAD, Ivey
etc. will be used to apply selected learning to specific business situations.
The case method allows you to apply your marketing knowledge to solve marketing
problems, and helps hone your decision making skills. Cases usually lack all the
information required to make effective decisions, but this is reality. The classroom
discussion that follows the case allows you to share your thoughts and learn from
others' analysis of the case.
You are expected to read and be ready to work on each case before the scheduled
class.
To prepare for the cases, most students prefer to read the case first, make a few
notes, in order to understand the context of the entire case. Once accomplished, a
second read allows the student to start to understand the salient points of the
particular case.
In preparing the case, you are required to integrate the following parts:
A problem definition (main problem and secondary problems if any),
identifying the key issues facing management and the relationships among
those issues, and the causes of the problem

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An analysis section, which synthesizes the key facts (not repeating them per
se) and presents logical arguments in defense of a solution and alternative
solutions (recommended solutions).
Recommendations and suggestions for implementation.

Additionally, consider the current situation, how the company got there, its inherent
strengths, weaknesses, opportunities and threats (SWOT) and reach definitive
conclusions on a well-founded course of action before you come to class.
Case preparation recommendation: To prepare a case please refer to the D2L
section Case Analysis. There are multiple alternatives provided on analyzing cases
and case preparation worksheets/guidelines. You may be asked to submit a brief
case preparation sheet as part of your participation mark.
Expectations of Students
As this is a condensed course, it will be important that you keep current in the
course readings and cases and begin working on your assignments in the first week
of classes. There is an expectation for thorough preparation, critical thinking, lively
debate, on time attendance, a passion for excellence and having fun.

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Method of Evaluation
Your grade in this course is determined as follows:

#
Assignment
1 Individual Expertise Assignment

Weight
20%

Type
Individual

Due Date
as per schedule

2 Participation and discussion

10%

Individual

ongoing

3 Case Exam

30%

Individual

4 Strategic Marketing Plan Presentation

35%

Group

5 Group Work Peer and Self Assessment

5%

Individual

Dec 1st/Dec 6th

Dec. 6th at 1:00
pm

1. Pair Expertise Assignment (20%)

The Marketing Director of your company assigns your team of two to conduct the
necessary background research and preparations for a presentation to be held at
the next meeting of the local Marketing Club. You will be asked to research &
prepare a short presentation and TEACH the class during a 10 minute session on a
certain topic or case study situation that will complement the course topics. Feel
free to use technology/materials/resources to best present your topic. Your
PowerPoint presentation will be posted on D2L for the class to access. To engage
and teach the class create and implement a teaching exercise that applies the
material and tests your audience's knowledge. Examples of teaching exercises
include mini quizzes based on your material, two or three discussion questions,
matching terminology, mini scenarios, or possibly a game.
Learning Objectives: The objectives of this assignment are to allow you to
demonstrate an ability to synthesize information, communicate concepts
effectively, and think critically about issues of marketing management by applying
the concepts to real scenarios and providing real life examples. It is an opportunity
for you to share your expertise knowledge, teach your peers and shine!
Time: You will have 10 minutes for the presentation and another 5 minutes
(maximum) to implement the Teaching Exercise.
Assignment Components:
1. Your PowerPoint presentation slides will include:
your topic presentation
your Teaching Exercise (i.e. quizzes, discussion questions, game etc,) to
deepen your audience's learning experience.
Submission: Submit your PowerPoint presentation via DTL. Please include a list of
references.
Resources: You will want to review a variety of resources including peer reviewed
journal articles and provide a list of resources at the end of your PowerPoint slides.

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To assist you in developing professional presentations, please review your MBA

Handbook and this link
http://blog.ideatransplant.com/2008/08/mckinsey-or-any-consultingpresentation.html
Assessment: The Expertise Assignments will be assessed according to the
Individual Expertise Assignment Assessment Criteria posted on D2L under the
assignments module (see also below).
2. Participation and Assignments (15%)

Class participation is one of the essential ways of learning. It involves preparation

before the class and presenting thoughts and ideas in class in a cogent and
articulate manner. 15% of the grade for this course will result from your
contributions to the class. Engaging regularly in the class by asking questions,
offering answers, suggesting resources, etc. is expected.
Grades will be given for active contribution to the course in a positive and
constructive manner, on-time arrival and attendance. Quality and quantity are both
important, simply showing up is not sufficient. Since all students are responsible for
reading assigned materials and thinking about the key issues PRIOR to class, you
may be called to present your opinions on readings and cases. You also may
be asked to submit your case preparation sheets as part of your participation mark.
Assessment of Participation / Criteria
Grade

Criteria

10%
Excellent

8%
Good

3%
Poor

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Demonstrates good preparation: knows case or reading facts well, has thought through
implications of them.
Offers interpretations and analysis of case material (more than just facts) to class.
Contributes well to discussion in an ongoing way: responds to other students points, thinks
through own points, questions others in a constructive way, offers and supports
suggestions that may be counter to the majority opinion.
Demonstrates consistent ongoing involvement.

Demonstrates adequate preparation: knows basic case or reading facts, but does not show
evidence of trying to interpret or analyze them.
Offers straightforward information (e.g., straight from the case or reading), without
elaboration or very infrequently (perhaps once a class).
Does not offer to contribute to discussion, but contributes to a moderate degree when
called on.
Demonstrates sporadic involvement.

Present, not disruptive.

Tries to respond when called on but does not offer much.

6%
Fair

Demonstrates excellent preparation: has analyzed case exceptionally well, relating it to

readings and other material (e.g., readings, course material, discussions, experiences,
etc.).
Offers analysis, synthesis, and evaluation of case material, e.g., puts together pieces of the
discussion to develop new approaches that take the class further.
Contributes in a very significant way to ongoing discussion: keeps analysis focused,
responds very thoughtfully to other students comments, contributes to the cooperative
argument-building, suggests alternative ways of approaching material and helps class
analyze which approaches are appropriate, etc.
Demonstrates ongoing very active involvement.

0%
Unsatisfactory

Demonstrates very infrequent involvement in discussion.

Absent or frequency misses classes

Never or almost never contributed to discussions
Gave no indication of preparation or thought.
Actively inhibited or impeded the course of class discussions.

3. Case Exam (30%)

You will either be provided with a marketing case prior to the exam date then will be
given short-answer questions related to the case or, alternatively, you may simply
be asked questions that relate to cases covered in the syllabus.
In your analysis, you should be able to identify the main problems to be addressed.
You will be expected to provide analysis and recommendations based on information
provided in the case. This will require you to apply some of the concepts within the
chapter contents to your analysis and recommendations. The time allocated to this
exam is 2 hours and 50 minutes.
4. Team Project Strategic Marketing Plan Presentation (35%)
Teams: During week one, students will be organized into teams of approximately
four students (ideally multinational teams). The instructor will appoint the members
to each team but will be open to suggestions.
To assist you in working effectively and productively within your team, review
working in teams documents posted on D2L.
Project Learning Objectives: This assignment is designed to allow you to work
collaboratively with your peers as you think critically and apply strategic
approaches to a real company/product, to identify key challenges and
opportunities, to analyze data and make decisions on segment and product
positioning, synthesize a range of information in order to develop a marketing plan
with particular emphasis on growth and/or strategic brand management, and lastly
to communicate clearly your analysis and recommendations by developing a written
marketing plan and a presentation.
Marketing Plan: The Strategic Marketing Plan will take the shape suggested in
Kotler et al (2013) pp: 51-58 (Posted on D2L under Assignments). Using Kotler's
suggested outline format, address and include all elements described within the
following sections: executive summary and table of contents, situation analysis,
marketing strategy, financial projections and implementation controls. Each of these
sections has several elements.

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The report and presentation will be written for and addressed to the Board of a
company. The specific company will be discussed and agreed with the instructor by
the end of week 2.
Think of yourselves as a group of high potential consultants developing and
presenting a strategic marketing plan. The Board has asked you to provide them
with your analysis, perspective and recommendation on suitable growth strategies
and strategic brand management.
Each team will write a strategic marketing plan in the form of a consulting
presentation. Consulting presentations by their very nature often constitute the
only deliverable of a management consultancy. They need to be both suitable as
read only documents AND as presentation material. The presentation document
should structure the project, tell and sell the heart of the analysis, the key
findings and recommendations. For the actual presentation, fewer, high impact
materials combined with a convincing verbal presentation work better than e.g.
bullet point charts. You will be asked to present to the Board for 17-20 minutes with
5-10 minutes for Q&A . Remember: Many great papers have disappeared on
shelves! Your analysis and ideas are only as good as your ability to make them
happen.
Be conscious of the fact that the Board typically consists of various stakeholders
and as a minimum of the CEO, CFO and CSO. Be ready to convince all of them,
answer their questions and defend your findings and recommendations. While the
Board is somewhat conservative, it values both content and creativity in the
presentation. The presentation will be graded as follows: Peer Assessment will be
applied. Further details will be posted on the course website:
1) Content 60%: Evidence of thoroughness, effective use of concepts, and the
quality of the analysis and conclusion should come through in the presentation.
2) Presentation, Impact & Creativity 40%: This area refers to general presentation
skills and the ability to present a convincing and clear case to the Board. Students
should be audible, have good eye contact, come across as confident and
knowledgeable, and clearly state their points. They should also be within time
limits. Practicing in advance is important and helpful.
Due Dates: All Project Presentation Material: On or before 6th Dec, 1:00 pm.
Full marks are available for on time submission only and will be reduced by 20% per
day (or part thereof) thereafter. Not holding a presentation at the assigned time will
result in an F grade for all members of the group. A softcopy must be sent per email
to the instructor and a paper copy of the PowerPoint slides printed and submitted
prior to class. Peer Assessment will be applied to the group project.
MBA 566 Team Projects Grading Rubric
Project team members:
Presentation to the Board (Sell the Story) The ability to present a
convincing and clear analysis and recommendation to the board. Students
should be audible, have good eye contact, come across as confident and
knowledgeable and clearly state their points. Staying in the time frame is

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Max
Points
40

Score

important so is evidence of group collaboration and the ability to address and

handle the needs of various stakeholders, e.g. CEO, CFO, COO (see separate
presentation assessment).
40
Content (Create the Story) Suitable growth strategies and strategic brand
management are devised and recommended. These recommendations flow
naturally from convincing analysis and use of strategic marketing tools. Due
consideration is given to organizational capabilities, resources, the what and
the how. The plan is feasible and realistic to implement.
Consulting Presentation Style (as per posted criteria).
TOTAL

20
100

5. Self-Assessment/Peer Assessment: 5%

You will assess both yourself and your team members related to individual
contributions to team functioning in sharing of workload, organization, meeting
deadlines, receiving and providing feedback, participation and
punctuality/attendance at meetings. Please see the Self/Peer Team Assessment
form attached to this outline and also posted on D2L.
Submission: Please download the form from D2L, complete the form as per the
instructions on the form and upload to D2L Self/Peer Assessment Dropbox (also see
attached). All assessments are confidential and will not be shared with your team
members.

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MBA 566 Strategic Marketing - Course Schedule

Class
Oct
25
Oct
27
Nov 1

Nov 3

Nov 8

Topic:
Course Introduction
Strategy Essentials Defining
Marketing in the 21st Century;
Strategic Marketing
Developing and Implementing
Strategic Marketing Plans
Connecting with Customers
Market Research; Loyalty and
The concept of Lifetime value
Consumer and Business
Behavior
Segmentation, Targeting and
Positioning
Building Strong Brands Brand
Equity and Growth

Cases and Readings

(prep. prior to class)
Course Outline; Kotler et al Ch 1;
supplementary slides Strategic
Marketing and the Marketing Plan
Kotler et al Ch 2;
Case: SGVS
Useful Article: Marketing Myopia Theodore Leavitt
Kotler et al Ch 3,4,5

Activities /
Assignments

Teams Assigned

Case: Pillsbury
Kotler et al Ch 6,7
Case: Urzza Energy Drink

Expertise
Assignment
(Pairs) 1-3

Kotler et al Ch 8

Expertise
Assignment
(Pairs) 4-5

Case: Wheaties
Useful Article: Brand Report Card
Nov
10

Product & Service Strategy

Kotler et al Ch 9,10

Nov
15

Pricing Tactics & Strategies

Kotler et al Ch 11
Case: Conroy Acura

Expertise
Assignment
(Pairs) 8-10

Nov
17

Delivering Value (Channels and

Logistics Strategies)

Kotler et al Ch 12,13
Case: Supor
Useful: Elements of Value

Expertise
Assignment
(Pairs) 11-12

Nov
22

Communicating Value (IMC &

Mass Communication)

Kotler et al Ch 14,15
Case: Progressive Insurance

Nov
24

Communicating Value (Digital

and Personal Communications)

Kotler et al Ch 16,17
Case: Mountain Equipment

Expertise
Assignment
(Pairs) 13-14
Expertise
Assignment
(Pairs) 15-16

Nov
29
Dec 1
Dec 6

Case Exam

Case Handout prior to class

Team Project Presentations

Team Project Presentations
Summary & Wrap-Up

Project presentations emailed by

1:00 pm

Case: Bravo Security

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Expertise
Assignment
(Pairs) 6-7

Teams 1-4
Teams 5-8

OUTLINE CHANGES: This schedule is subject to change at short notice to meet the
evolving teaching and learning needs of the course. Students are responsible to check the
course website on D2L regularly for any changes.

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