Transcript LEARNING FROM CASES

Martyn Kingston
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To provide exciting, memorable and worthwhile
learning experiences
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To give you the experience to apply business principles
to real situations
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“A case is a partial, historical, clinical study which has confronted a
practicing administrator or managerial group” C. Roland Christensen
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“Cases attempt to capture situations faced by managers with all their
contradictions and ambiguity” Bill Moore and Gary Grikscheit
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Our Cases and ICAs will expose problems and decision situations related
to chapter based marketing principles
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You are asked to engage in the problem-solving and decision-making of
the case situation(s) – to analyze, recommend and justify!
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Place yourselves in the role of the decision-maker(s) as you watch & read through
the situation
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If all business is really problem-solving activities, identify the situations,
opportunities and issue they are face
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The case questions (described in the Case Instruction Sheet) are there to guide you
through the situation(s)
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Use the questions as starting points to discovery, analysis & action. Use the course
and book to unpack & work the case:
◦ What is the problem-solving exercise they are engaged in?
◦ How do they respond and why?
◦ Do you agree and can you make suggestions and justify the recommended
actions?
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Show how companies use marketing principles, strategies and tactics to
make decisions to generate value, profits and market share, and
Add value - make recommendations & argue them
Build answers & our discussion systematically through ‘levels of analysis’:
◦ Level 1 provides purely descriptive information from the case description &
video
◦ Level 2 fuller understanding of situation & main findings utilizing concepts,
ideas, frameworks, strategies and tactics in relevant chapters. How can ideas be
used to address the situation - the what, why, and how of the case?
◦ Level 3 uses ideas and concepts from other chapters, the course, your
experience or modest research
◦ Level 4 incorporates well thought out & reasoned recommendations. Can we
add value and contribute to the problem-solving & do it persuasively?
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Introductory (Practice) Cases
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Ch.1 Marketing Introduction & Overview
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3M’s Post-It Flag Highlighter : Extending the Concept (Wk 1)
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Ch.2 Developing Marketing & Corporate Strategies (Wk 2)
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B.P.: Transforming its Strategy “Beyond Petroleum” Ch.2
Developing Marketing & Corporate Strategies
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Ch.3 Scanning the Marketing Environment
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Geek Squad: A New Business for a New Environment (Wk 3)
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Ch.4 Ethical & Social Responsibilty in Marketing (Wk 4)
Starbucks Corporation : Serving More Than Coffee
Ch.5 Understanding Consumer Behavior
Best Buy Inc.: Using Consumer Centricity to Connect with Customers (Wk
5)
Ch.6 B2B Markets
Lands’ End: Where Buyers Rule (Wk 6)
Ch.9 Segmentation, Targeting and Positioning
Rollerblade Inc.: Skates to Go Where You Want to Go
Ch.11 Marketing Management (Wk 12)
Philadelphia Phillies Inc.: Sports Marketing 101
Ch.12 Pricing (Wk 14)
Stuart Cellars Winery Inc.: Price is a Matter of Taste
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“If you tell me, I will hear. If you show me, I will see. If you let
me experience it, I will understand.” (Lao Tse, 430 B. C.)
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Marketing is an applied art
Lectures = information transfer
Discussion = education for judgment
Case = Formulate & understand a plan of action for the
protagonist
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The only way to learn how to make profitable marketing
decisions is through practice
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Exercises include:
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Marketing Communication (Ch.1, Wk 1)
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Dating Services and SMART Objectives (Ch.2, Wk2)
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Joseph and the Company Party (Ethics) (Ch.4, Wk 4)
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Introducing the Mini-Cooper into North America (Ch.7, Wk 7 or 8)
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3Ms Greptile Golf Glove & NPD Processes (Ch.10, Wk 11)
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Pricing 3Ms Greptile Golf Glove (Ch.12, Wk 13)
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P =ƒ(knowing, skill, and motivation)
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What the Case “says, and says, and says!”
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Question
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Listen
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Analyze, and
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Respond
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Read, mark carefully & skim where can (discuss w/group)
What are the major issues?
Relate to chapter & course concepts – use the book & course to ‘dig’ into
the situation & issues
◦ Who is the protagonist?
◦ What is the situation?
◦ What decisions have to be made?
What problems are present (issues, challenges, opportunities)?
What decisions are made and actions taken?
What do they do? Why and How? What Results? Do you agree? What
more can be done or done differently and why?
Generate good alternatives for each decision
Analyze alternatives in-depth
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You should be comfortable participating and
contributing with your student, work-based
peers and with your bosses!
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Not a “game of right answers” (though some
are better than others)
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Demanding
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Stimulating
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Practice, practice, practice
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You are responsible!
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Unpredictable agenda
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Make an effort to connect case w/ theory
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Be flexible
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Your own analyses matters
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Not just listening, but participating!
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To make the classroom a comfortable place to test
your thinking
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To manage the moment and learn everyday
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To craft an in-depth discussion of the significant
issues in each case
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To make the experience stimulating, informative, fun
and memorable
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Prepare
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Listen as if your wealth depended on it!
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Respond when your ideas build on the
previous discussion
Question when it contributes to insight