Seminar 3, October 26-30, 2009

Seminar 3
Seminar Tutor: NG


Topics Covered

A. Important Reminders
B. Introduction to the Group Case Study Assignment
C. Weekly Case Study - Plant All
D. Optional-Short podcasts for you to watch in your spare time

A. Important Reminders:

It is you obligation to come to class prepared, having looked at all updated class announcements on OasisPlus and having done the required reading.

For example, by now you should know that the online multiple choice exam is during Week 7 and not during Week 6 (which was the Reading week next week).

By now you should have either bought the required book or decided on how you plan to do your work without having bought the text at minimum.

You are to participate fully and constructively in seminars.

If you do not obey lecture and seminar rules, you will be asked to leave the classroom and be marked as absent for the day.

If you come to the seminars any later that 10 minutes without a valid excuse (i.e. NOT 'I missed my train' or or 'I had to go somewhere important' or 'I overslept'), you will not be allowed into the classroom. And you will be market as absent for the day.

If you miss more than 20% of the lectures or the seminars, you are going to fail the module.


B. Introduction to the Group Case Study Assignment::

Choose any one company from the following list:
Nokia
Microsoft
Procter and Gamble
Unilever
Marks and Spencer
BP
BA
Virgin or any other company (with the agreement of your seminar tutor).

Prepare a SWOT analysis of the company and recommend an action plan that you as a group think would capitalise on the opportunities identified and also overcome the weaknesses discussed.



C. Weekly Case Study - Plant All:

PLANT-ALL

Teaching Objectives:

To show the decision-making unit (DMU) in action

To illustrate the importance of understanding the choice criteria of the DMU members

To appreciate how for some products and in some industries it is necessary to understand the wider distribution channel and distribution partners


Q1 Identify the DMU Roles

Initiators – in this case, the sellers
Users – employees
Buyers – purchasing agents
Influences – Fred Elliot – Lauren Belle
Deciders – the buyer (Lauren Belle and Bradley Jons)
Gatekeepers – secretary (Anne Sheffield)


Q2 Choice Criteria of the DMU

Lauren is interested in the business and financial aspects of the transaction e.g. cost, price and promotional support

Margaret Francis is interested in the supply side, stock levels and customer satisfaction



Q3 KAM: Lessons Learned:

Correct decision to secure Greenvale account
In the future important to consider wider distribution channel for company products
Careful inventory control needed to maintain balance between supply and demand
Importance of promotions to stimulate sales at store level
Working closely with colleagues to ensure mechanics of promotions are understood.
Establishing appropriate levels of contact



D. Optional-Short podcasts for you to watch in your spare time:

You may enjoy and benefi from watching the following videos:

http://www.youtube.com/watch?v=JJ7aVrtTbg0&feature=related

http://www.youtube.com/watch?v=VfJ-Mk2g1NY

http://www.youtube.com/watch?v=XYrbF6nWOnU&feature=related

Seminar 2, October 19-23, 2009

Seminar Tutor: NG

Topics Covered:


A. Important Reminders

Please rember that you should check the class announcements regularly on OasisPlus as well as refer to your module handbook.

By now, you should have gone over your class handbook and be completely clear about what is expected of you to pass this module successfully. If for some odd reason you do not have your module handbook, it is your obligation to go to OasisPlus and print a new copy.

You should have bought the required text for the module. You are also highly encouraged to consider buying the recommended texts.

By now, you should have attended a Learning Resources training seminar at the Library. It is your obligation to know how to use all the Learning Resources we have available on campus.

You have to attend both the lectures and the seminars to be able to pass the module. If you miss more than 20% of either the lectures or the seminars, you will fail the module. Missing 20% of the lectures or seminars equates to missing 1 day of every five days of the working week in professional life, which in return is likely to mean that you would be fired.

If you come to the seminars any later than 10 minutes without a valid excuse, you will not be allowed into the seminar and you will be marked as absent.

You are required to come to the seminars having done the work required of you. Otherwise you will be asked to leave the class for that day.

You are not to use mobile PDA devices, phones, laptops dusing the seminars. If you do, you will be asked to leave the class for that day.

Please turn off all mobile devices.

You are required to respect each other's time and presence in class. So absolutely no talking among students!

If you have a question, you will have to ask the seminar tutor. If your discussion is not class related, you will be asked to either follow the class rules or leave the seminar for that day.


B. Online Multiple Choice Exam is Coming Up!

30 Questions in 30 minutes!

It is open book, but you are not going to have time to search for the answers: Remember, 30 Questions in 30 minutes.

You have to study and practise how to take online exams.


C. Online examination Practice

Please click on the following link and use the process S.G. has explained to you to practice self-test for the online examination that you have to do during week 7.

http://highered.mcgraw-hill.com/sites/0077114159/student_view0

You can copy and paste this link into your internet explorer.


D. Case Study: Cappucino Wars

Teaching Objectives:

To understand the motives of consumers when choosing to visit coffee bars
To appreciate the factors which influence consumer choice regarding which coffee bars to visit
To understand why companies need to change their products offering as consumer demands change
To encourage students to think about new market opportunities.

Questions:

Why have coffee bars been so popular with consumers in the UK?
You are considering visiting a coffee bar for the first time. What would influence your choice of coffee bar to visit? Is this likely to be a high or low involvement decision?
Coffee bars are mainly located in the centres of towns and cities. Are there other locations where they could satisfy customer needs?
Why has the coffee republic been forced to abandon its traditional coffee shop positioning in favour of a delicatessen format?

Q1: Reasons For Popularity Of Coffee Bars

Improved quality and increased range of the coffee sold in coffee bars compared with the previous offering available
Opportunity to relax providing an oasis of calm for people between their homes and offices or between periods of work.
Status considerations: consumers ‘moving up’ to coffee bars from ordinary cafés or low-end department stores.
Allows them to demonstrate connoisseurship, thus, in turn, enhancing the consumer’s self-image.


Q2. Choosing A Coffee Bar - Choice Factors

Convenient location
Cleanliness
Comfort and facilities
Speed of service
Appearance, style, layout
Comfort and facilities: sofas, newspapers, wi-fi and buying CDs
Speed of service
Image: does the coffee bar match the consumer’s self-image?
Perception of price
Perception of quality and range of quality


Q3. Other Possible Locations for Coffee Bars

Out-of-town shopping precincts
Supermarkets and department stores
Suburban areas
Airports
Railway stations
Bookshops
Coffee shops have already begun moving into such locations:
- Starbucks have a deal with Waterstones
- Costa Coffee has strong links with the transport sector placing coffee chops in stations and airports.


Q4. Coffee Republic’s Retail Positioning Using Delicatessen Format?

Coffee Republic in fourth competitor position
Lack of economies of scale compared to the competition
Poorly controlled marketing communication budget
Repositioning as delicatessen is an opportunity to create differential advantages
Other food/coffee players such as Pret A Manger could be strong rivals for market share.

Seminar I, October 12-16, 2009

Welcome to the Seminar Section of Principles of Marketing MKT 1112

Seminar I
Seminar Tutor: NG


Topics Covered:

A. Important Ground Rules

B. How to Analyse a Case

C. Case Study: Sony Shock


A. Important Ground Rules

By now, you should have gone over your class handbook and be completely clear about what is expected of you to complete this module successfully.

By now, you should have bought the required text for the module. You are also highly encouraged to consider buying the recommended texts.

By now, you should have attended a Learning Resources training seminar at the Library.

You have to attend both the lectures and the seminars to be able to pass the module. If you miss more than 20% of either the lectures or the seminars, you will fail the module. Missing 20% of the lectures or seminars equates to missing 1 day of every five days of the working week in professional life, which in return is likely to mean that you would be fired.

If you come to the seminars any later than 10 minutes without a valid excuse, you will not be allowed into the seminar and you will be marked as absent.

You are required to come to the seminars having done the work required of you. Otherwise you will be asked to leave the class for that day.

You are not to use mobile PDA devices, phones, laptops dusing the seminars. If you do, you will be asked to leave the class for that day.

Please turn off all mobile deices. otherwise you will be asked to leave the seminar for the day.

You are required to respect each other's time and presence in class. So absolutely no talking among students! If you have a question, you will have to ask the seminar tutor. If your discussion is not class related, you will be asked to either follow the class rules or leave the seminar for that day.


B. How to Analyse a Case

Step 1
- Read the case thoroughly with a view to understanding the key marketing issues illustrated in the case
- Discriminate between information which is relevant and that which is superfluous and/or ambiguous
- Select and apply relevant theoretical marketing models.

Step 2
- Define clearly and concisely the basic problems in the case
- Identify main issues, e.g. increased competition, changes in underlying consumer tastes. Do not be confused with “symptoms” - e.g. declining market share, lower profitability.
- Identify the key decisions to be made, e.g. how to expand, how to position the product, how to increase competitiveness, etc.

Step 3
- Company strengths and weaknesses, external opportunities and threats (SWOT Analysis).
- Use the Information and facts provided in the case to analyse the situation: the market, demand…etc.

Step 4
- Based on the analysis in 3, identify possible alternative strategy solutions to cope with the problem defined in 2.
- State assumptions, which are made in order for the strategies to work.
- Evaluate the pros and cons of each alternative. This should form the main focus of your attention.

Step 5
- Recommend a course of action selecting the alternative proposed in step 3.
- Which would you consider most appropriate to solve the problem identified in step 2 taking into consideration the analysis made in step 3?

Step 6
- Edit your recommendations based on the latest Web-information that you can access by going to the company’s web site.


C. Case Study: Sony Shock

Teaching Objectives:
To identify the rapidly changing nature of the marketing environment and its impact on marketing strategy.
To help delineate between micro and macro environmental factors
To identify the need for continuous innovation and product development.
To conduct a SWOT analysis.
To discuss how firms can react to changes in the marketing environment.

Questions:
Discuss the importance of product innovation to the future success of Sony, in regard to the changing marketing environment.
Conduct a SWOT analysis on Sony.
What are the strategic options available to Sony, in the wake of “Sony Shock”? Furthermore recommend a course of action for Sony.


Q1 Importance of Product Innovation to Sony’s Future Success
Product innovation enables Sony to:
Retain is brand status
Benefit from innovative products – higher prices
Add to the brands reputation as innovative products are seen as technologically superior
Maintain dominate industry position
Reduce the risk of technological leapfrog
Set proprietary standards
Creates demand
Acts as a barrier to entry for potential new entrants
Helps create new markets
Helps reposition a business
Helps in defending market share


Q2. SWOT Analysis: Strengths
Global Size and Market Share
Presence in numerous markets
Solid brand image
Creates market-defining products
Experience and strength of brand
Level of vertical integration
Strength of "Playstation" Brand
Japanese Strength in Electronic Engineering Design
Alliances with other manufacturers
Exposure to global markets
New leadership


Q2. SWOT Analysis: Weaknesses
Overcapacity
Too broad a product range
Low profit margins
Collapse of Cathode-Ray Television market
Bureaucratic culture
Sony’s development of new technology - too slow
Failing to focus on its core operations
Slow to market products
Over reliance on Playstation


Q2. SWOT Analysis: Opportunities
Expansion of global presence
Taking advantage of producing in low cost economies
New technology which could become industry standard, encourage upgrading to newer versions and leading to new product opportunities
Model count reduction and investment in manufacturing capabilities to improve efficiencies.
Sony divesting non-strategic assets
Utilize electronic platforms to distribute products.
Further integration of business
Creating interoperability
Develop crossover products


Q2. SWOT Analysis: Threats
Increased foreign competition
Increased commoditization of products
Technologically Leapfrogged
Changing technology altering the competitive landscape
Boardroom clashes with partners such as BMG and Ericsson
Heavily reliant on Japanese market
Reliant on fickle entertainment industry
Failure to establish Blu-Ray as a proprietary standard
Failure to successfully implement turnaround strategy


Q3 Strategic Options:
New management team
Move production to low cost economies
Renew and revitalise advertising campaign and focus on brand image
Continue aggressive price promotions
Continue to reduce inventory levels
Introduce innovative products
Greater investment in R&D
Exit personal computing market
Improve distribution network
Rethink product portfolio
Consider partnerships and reorganisation