INSTITUTE of BUSINESS MANAGEMENT

College of Business Management

Department of Marketing

General Information
Faculty: Tarique Aslam Qureshi
Title: Marketing Management Email: taslam@hotmail.com
Code: MKT 302/402 Office:111-021-021 Ext 4102
Pre-requisites: Phone: 03018247909
Consultation time: Working Hours
Course Specifications
Program(s) on which the course is given BBA (H), MBA
Major or minor elements of Programs BBA (H), MBA
Department offering the Program College of Business Management
Department offering the course Marketing
Date of upgraded specification approval December 2019
Course Description
This is an intermediate level marketing course at IoBM that incorporates a mix of lecture and
case study approaches, rounding it off with a term- project aimed at understanding the
practice of marketing management in the real business world. The course focuses on
formulating and implementing marketing management practices - a task undertaken in most
companies at the business unit level – within the overall business context. In an academic
sense, this course builds on the learning of Principles of Marketing (MKT 301/401) through
an enhanced application of pedagogy specifically through the use of case studies and
more tutorial emphasis.

Through a semester-long project, students will be provided the opportunity to study the
application of the principles and concepts discussed, in the corporate environment.
Course Objectives
At the end of the course, the student should:
1. Understand the marketing management concepts and frameworks, and apply these to a new
or existing business
2. Develop skills to analyze and synthesize information and derive insights related to
marketing management, from several perspectives
3. Enhance business communication skills required to work effectively with a marketing team
Program Learning Outcomes (PLOs)
Knowledge Outcomes:

PLO1: Conceptual Knowledge and in-depth exposure to functional areas in business

management
PLO2: Entrepreneurial mindset
PLO3: Conceptual knowledge leading to innovative industry driven projects

Skill / Attitude Outcome:

PLO4: Leadership and Social Skills
PLO5: Creative skills
PLO6: Critical thinking and application of conceptual knowledge

Course Learning Outcomes (CLOs) Aligned Program Learning Outcomes

CLO1: Conceptual Knowledge
1) To analyze the role of marketing
within the firm and society. PLO1
2) To expose students to the two parts of
a marketing strategy: the target
market and the marketing mix.
To study the four basic variables
in the marketing mix: product,
promotion, price, and distribution.
CLO2: Intellectual/Creative skills: PLO5 & PLO6

1) Analysis: can analyze with guidance

using given classifications/principles
2) Synthesis: can collect and categorize
ideas and information in a predictable
and standard format
3) Evaluation: can evaluate the reliability
of data using defined techniques and/or
tutor guidance
4) Application: can apply given
tools/methods accurately and carefully
to a well-defined problem and begin to
appreciate the complexity of the issues
CLO3: Critical thinking and application… PLO3
through experiential learning:
1) Application of skills: can operate in
predictable, defined contexts that
require use of a specified range of
standard techniques
2) Autonomy in skill use: is able to act
with limited autonomy, under direction
or supervision, within defined
guidelines
3) Students will be able to apply the
marketing process of value definition,
creation and communication to a real
organization through the experiential
based learning term project as well as
classroom experiential exercises.
CLO4: Leadership and Social Skills: PLO4
1) Group working: can work effectively
with others as a member of a group
and meet obligations to others (for
example, tutors, peers, and colleagues)
2) Learning resources: can work within
an appropriate ethos and can use and
access a range of learning resources
3) Communications: can communicate
effectively in a format appropriate to
the discipline(s) and report practical
procedures in a clear and concise
manner
4) Problem solving: can apply given
tools/methods accurately and carefully
to a well-defined problem and begins
to appreciate the complexity of the
issues in the discipline

Course Teaching and Learning Activities

Assessment Brief Description Weight Aligned Course
Techniques Learning Outcomes
Case discussions Students will be given case studies 10 %
beforehand to come prepared for CLO3
discussion in class, which will help
in reinforcing the concepts
1st Mid Term test Students will be checked in a 15 %
controlled environment for CLO1
independent understanding of the
core concepts
2nd Mid Term test Students will be asked to 15 %
demonstrate the acquisition of CLO2
certain skills or knowledge.
Research term This is culminating activity that will 15 %
report help integrate all concepts discussed CLO3, CLO4, CLO5
in class. Each group is expected to
come up with a comprehensive
marketing plan for an approved
product or service.
Final exam Students are expected to analyze and 40 %
apply concepts and principles CLO2, CLO3
learned in class.
Assignments Students will be given different 5% CLO1, CLO3
 assignments to get better
understanding of the concepts.
Total 100 %

Course Contents

Session Topic/Lesson Activities

Defining Marketing for the 21st Century

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

Book chapters
Chapter 01 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

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

Defining Marketing for the 21st Century

2
Good marketing is no accident, but a result of careful planning and execution using state of
the art tool and techniques. It becomes both an art and science as marketers strive to find
 creative new solutions to often-complex challenges amid profound changes I the 21t century
marketing environment. In this session, we lay the foundation by reviewing important
marketing concepts, tools, frameworks, and issues.

Research Article
Rethinking Marketing by Roland T. Reust, Christine Moorman & Caurav Bhalla Harvard
Business Review: Jan-Feb 2010.

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

Developing Marketing Strategies and Plans

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

Book chapters
Chapter 02 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Article
3 Can You Say What Your Strategy Is? by David. J. Collins & Michael G. Rusktad, Harvard
Business Review: April - 2008

Learning Outcomes
1. Define the value concept from a customer’s perspective
2. Explain the link between value and core competency and how they occupy wither side of
the value equation
3. Identify the significance of strategic planning focusing on both dimensions of the concept
i.e. time and impact on the business
4. Discuss with real life examples of how strategies and plans are developed, implemented
and monitored by large and small size companies.
5. Describe the major elements of marketing strategy: the decisions to be made and the
underlying analysis to support that decision making
 Developing Marketing Strategies and Plans
The focus of this session will be on how organizations achieve value creation by firstly
acquiring sharper consumer insight and then making the organization core competencies to
deliver the value created. Discussion will also key in on the role of strategic planning and
later on by understanding how it can be put to good use.

Article
Notes on Marketing Strategy by Robert J. Dolan, Harvard Business Review: November
2001.

Case study
4 Beefing up the beefless Mac: McDonald’s Expansion Strategies in India by Nitin
Pangarkar & Saroja Subrahmanyan, Harvard Business Review: July – 2011.

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

Developing Marketing Strategies and Plans

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

Chapter 02: (Marketing Management; A South Asian Perspective by Phillip Kotler;

Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition). Marketing Plan
Discussion

Creating Customer Value and Customer Relationships

Today, companies face their toughest competition ever. Successful marketers are those who
carefully manage their customer base. In this session, we spell out in details the ways they can
go about winning customers and beating competitors. The answer lies largely in doing a better
job of meeting or exceeding customer expectations.
6
Book chapters
Chapter 04 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Article
1. What the Hell is “Market Oriented” by Benson P. Shapiro, Harvard Business Review:
November – December 1988.
 2. Marketing Reading: Creating Customer Value, Sunil Gupta: Harvard Business
Review, Jun 2014.
3. The Elements of Value: Measuring and Delivering what consumers really want by
Eric Almquist, John Senior and Nicolas Bloch: Harvard Business Review, 2016

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

Creating Customer Value and Customer Relationships

Today, companies face their toughest competition ever. Successful marketers are those who
carefully manage their customer base. In this session, we spell out in details the ways they can
go about winning customers and beating competitors. The answer lies largely in doing a better
job of meeting or exceeding customer expectations.

Case study
State Bank of India: “SMS Unhappy” by Rishtee Batra & Piyush Kumar, Harvard Business
Review: February 2013.
7
Learning Outcomes
1. Discussing the dynamics of social media networking as part of the current business
environment.
2. Analyzing the value creation process involved along with its similarities with how the
more traditional businesses manage value creation
3. Identifying the roles played by both tangible and non-tangible factors in value creation
4. Investigating how the two can be combined to enhance the value proposition for the
benefit of the customer and the organization.

Analyzing Consumer and Business Markets

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

Book chapters
Chapter 05 & 06 (Marketing Management; A South Asian Perspective by Phillip Kotler;
Kevin Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Articles
Two ways to Break into India’s Consumer Market by Vijay Govindarajan & Gunjan
 Bagla: Harvard Business Review, October 2016.
Learning Outcomes
1. Defines the dynamics and key characteristics of consumer and business
2. Explains the two sets of characteristics for similarities and differences
3. Identifying elements of strategy that apply to both sectors
4. Discusses the strategy to optimize and achieve better results more economically
5. Describe the value creation process involved, along with its similarities with how the
more traditional businesses manage value creation

Analyzing Consumer and Business Markets

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

Case Study
9 Cyworld: Creating and Capturing Value in a Social Network by Sunil Gupta & Sanman
Han, Harvard Business Review: November – 2008

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

Identifying Market Segments and Targeting

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

Book chapters
10 Chapter 07 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Articles
1. Market Segmentation, Target Market Selection, and Positioning by Miklos Sarvary:
Harvard Business Review, April 2006.
2. A Note on Market Definition, Segmentation, and Targeting: Three (of Four) Steps
in Developing Marketing Strategy, Marian Chapman Moore, Kimberly A Whitler:
Harvard Business Review, October 2017
3. Marketing Reading: Segmentation and Targeting by Sunil Gupta, Harvard Business
Review: June – 2014.
 Learning Outcomes
1. Define the different bases of market segmentation in use over the years.
2. Explain their effectiveness in the development and implementation of marketing strategy
3. Identify the reasons why the traditional bases need to be reviewed and updated
4. Discuss how segmentation needs to be reconfigured taking into account customers
response to marketing stimuli.
5. Describe Introductory note on the concept of market segmentation and its processes
1st Hourly Examination
11 & 12
Project Discussion

Identifying Market Segments and Targeting

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

Case Study
1. Omnitel pronto Italia by Rajiv Lal, Harvard Business Review: September 2005.
OR
13 2. Allegiant Airlines: Finding a new Customer Segment by Arpita Agnihotri & Saurabh
Bhattayacharya, Harvard Business Review: February 2017.

Learning Outcomes
1. Define the different bases of market segmentation in use over the years.
2. Explain their effectiveness in the development and implementation of marketing strategy
3. Identify the reasons why the traditional bases need to be reviewed and updated
4. Discuss how segmentation needs to be reconfigured taking into account customers
response to marketing stimuli.
5. Describe Introductory note on the concept of market segmentation and its processes

Segmentation Beyond Consumer Type – A Case study

In this session segmentation will be analyzed based on the case study of Sony
Electronics A global giant in the electronics business, the experiences of this
company is terms of profiling of customers and prospects in the Chinese markets will
reveal the importance of customer insight I market segmentation today. The case
discussion will also show how segmentation can be made more meaningful and
14
productive.

Case Study
Sony Targets Laptops Consumers in China: Segment Global or Local by Kent
Grayson, Harvard Business Review: April 2012.

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

Developing and Implementing Product Strategy

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

Book Chapter
Chapter 11 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).
15
Article
Product Emotion Strategy; From Built to Love: Creating Products That Captivate
Customers, Peter Boatwright & Jonathan Cagan: Harvard Business Review, January, 2010.

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

Crafting Brand Positioning

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

Book chapters
Chapter 09 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Articles
Positioning: The Essence of Marketing Strategy; Marian Chapman Moore: Harvard
 Business Review, March 2018.

Case Studies
1. Metabical: Positioning and Communications Strategy for a new Weight-Loss Drug
by John A. Quelch & Heather Beckham, Harvard Business Review: July – 2010
2. Wall-Mart Tries on Cheap Chic by Lauranne Buchanan, Harvard Business Review:
January – 2007
3. Coca Cola Goes Green: The Launch of Coke Life by Matthias Koch: Harvard Business
Review, June 2016

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

Creating Brand Equity

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

Book chapters
Chapter 10 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Articles
1. Brand Equity: An Overview: Darden Business Publishing; University of Virginia.
17
August – 2015
2. Louis Vuitton in Japan by Justin Paul & Charlotte Feroul: Harvard Business Review,
September – 2015
3. Branding in the Age of Social Media, Douglas Holt: Harvard Business Review, March
2016.

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

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

Book chapters
Chapter 16 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Articles
1. Principles of Pricing by Robert J. Dolan & John T. Gouville, Harvard Business Review:
April - 2009.
18 2. Pricing it Right; Strategies, Applications, and Pitfalls, Harvard Business School Press:
2006
3. Coca-Cola New Vending Machine (A): Pricing to Capture Value, or Not? By
Professor Charles King & Das Narayandas, Harvard Business Review: December – 2000.
4. Pricing New Products, by Micheal V. Marn, Eric V. Roegner, and Craig C. Zawada

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

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

GUEST SPEAKER SESSION

Integrated Marketing Communication

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

Book chapters
Chapter 19 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Articles
1. Marketing Promotions by Marta Wosinska, Harvard Business Review: October 2006.
20 2. YouTube for Brands by Thales Teixeira and Leora Kornfeld, Harvard Business Review,
February 2015.
3. Marketing Communications by Jill Avery & Thales S. Teixeira, Harvard Business
Review, December 2019 (Revised)

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

2nd Mid Term Examination

21 & 22 Project Progress Discussion
 Integrated Marketing Communication

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

GUEST SPEAKER SESSION

Channel Design and Management

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

Book chapters
Chapter 17 (Marketing Management; A South Asian Perspective by Phillip Kotler; Kevin
Keller; Abraham Koshy & Mithileshwar Jha: 14th/15th edition).

Articles
1. Changing Channel: The Impact of the Internet on Distribution Strategy by Leylan
Pitt, Pierre Berthon & Jean-Paul Berthon, Harvard Business Review: March – April 1999.
24 2. Strategic Channel Design by Erin Anderson, George S. Day, & V. Kasturi Rangan, MIT
SLOAN Management Review: Summer – 1997.
3. Unilever in India: Hindustan Lever’s Project Shakti – Marketing FMCG to the
Rural Consumer by V. Kasturi Rangan & Rohithari Rajan, Harvard Business Review:
June – 2007.
4. Competitive Advantage through Channel Management; THUNDERBIRD School of
Global Management, Harvard Business Review, August 2004.

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

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

GUEST SPEAKER SESSION

Presentation
Students will prepare a short class presentation on power point and also submit a complete
26
case studying word format. A guideline for the case study will be provided after the first
midterm
Presentation
Students will prepare a short class presentation on power point and also submit a complete
27
case studying word format. A guideline for the case study will be provided after the first
midterm
Presentation
Students will prepare a short class presentation on power point and also submit a complete
28
case studying word format. A guideline for the case study will be provided after the first
midterm

29 & 30 Final Examination

4. Teaching and learning methodology

The teaching methodology will include lectures, professional academic illustrative

videos, class discussions, case studies, presentations and a term project. Case studies
have been selected to develop specific, actionable skills and are not intended to be
vehicles for endless discussions and opinions about overall business generalizations.
Therefore, they will be very focused on some specific business issues or successes
with a view to developing analytical skills and learning based on the experiences of
reputable brands and brand-owners. The lectures are designed to reinforce and expand
upon, not to substitute for, what students learn from the assigned readings and study.
The course is highly interactive between the class and the instructor. Problem-solving
sessions will be designed to encourage students’ participation both individually and as
part of their teams.
6. List of references/teaching material/books

Course notes: Case studies and relevant academic handouts (this is the absolute
minimum responsibility of the Professor/Instructor)

Essential books (text books):

Marketing Management: Kotler Keller 13e/ 14e/15e, 2010/2011 /2015

Recommended (Reference) books:

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

Recommended Readings:

• Harvard Business Review Articles/Case studies (Provided by course

instructor)
• Mckinsey and Harvard Articles