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MARKETING MANAGEMENT SCHOOL OF BUSINESS MANAGEMENT

DR. V VISHNU VANDANA Assoc Professor AGI, Hyderabad

AUGUST 2018

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Course File Index

S.No. Item Description Page

Number

1. Course Information Sheet 3

2. Syllabus 4

3. Text Books, Reference Book, Web/Other Resources 5

4. Programme Educational Objectives(PEO’s) 6

5. Programme Outcomes(PO’s) 6

6. Bloom’s Taxonomy 7

7. Course Outcomes(CO’s), Mapping & Articulation Matrix 8

8. Course Schedule 9

9. Lecture Plan 10

10. Minutes of Course Review Meeting 12

11. Unit Wise Questions 13

12. Case Study 13

13. Previous Question Papers 14

14. Tutorial Sheet 16

15. Course Assessment Report 17

16. Direct Assessment Sheet 18

17. CSP Rubric Name & Number 19

18. Indirect Course Assessment Sheet 21

19. Add-ons , PPT’s & Lecture Notes 22

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ANURAG GROUP OF INSTITUTIONS

(Autonomous)

SCHOOL OF BUSINESS MANAGEMENT

Course Name : Marketing Management

Course Number : A91005

Course Designation : Core

Credits : 4

Prerequisites : -

I MBA – I Semester

(2019-21)

Name of Faculty Academic

Year/Regulation

Version No

Dr V Vishnu Vandana R15 1

Dr V Vishnu Vandana R18 2

Dr V Vishnu Vandana

Associate Professor

Course Coordinator

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SYLLABUS

Unit – I Introduction to Marketing Management, Importance, Scope of marketing, Marketing

Philosophies, Analysing Marketing Environment and Competition, Emerging marketing trends.

Unit – II Consumer Behaviour, Consumer Decision Making, Factors Influencing Consumer Behavior,

Market Segmentation, Target Marketing, Positioning For Competitive Advantage

Unit – III

Product/ Service, Product Classification, Branding, Product Life Cycle, New Product

Development, Product Mix and Product Extension Strategies.

Unit – IV

Pricing Decisions, Importance of Price, Pricing Strategies, Place, Levels of Channels,

Functions of Distribution Channels, Channel Structure, Channel Strategy Decisions And

Channel Management

Unit – V

Promotion Decisions, Promotion Mix, IMC, Advertising, Public Relations, Personal Selling,

Sales Promotion, Direct Marking, Rural Marketing, Green Marketing, Digital Marketing,

Marketing Organization and Control

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Reference Books

1. Lamb, Hair, Sharma, Mc Daniel, MKTG, A South-Asian Perspective, Cengage Learning,

2016

2. Philip Kotler, Kevin Lane Keller, Abraham Koshy and Mithleshwar Jha, Marketing

Management, Pearson Education, 13/e, 2012

3. Ramaswamy Namakumari, ―Marketing Management‖, TMH 5e, 2013.

4. Paul Baines, Chris fill, Kelly Page, Piyush Sinha, Marketing, Asian Edition, Oxford,

2013.

5. Philip Kotler, Gray Armstrong, Prafulla. Y. Agnihotri, Ehsan UL Haque, Principles of

Marketing, South-Asian Perspective, Pearson Education, 13/e, 2012.

6. K.Karunakaran, Marketing Management (Text and Cases), Himalaya Publishing House,

2/e, 2012.

7. Rajan Saxena, Marketing Management, TMH, 4/e, 2013

8. Sidharth Balakrishna, Case Studies in Marketing, Pearson, 2011.

9. Czinkota Kotable, ―Marketing Management‖, Indian Edition, Cengage Learning, 2012.

10. S.A.Sherlekar, R.Krishnamoorthy, Marketing Management Concept and Cases, HPH,

2012.

11. Kenneth E Clow, Donald Baack, Cases in Marketing Management, Sage South-Asia

Edition, 2012.

12. Maheswari, Principles of Marketing, IBH, 2012.

13. Marilyn A Stone & John Desmond, Fundamentals of Marketing, Routledge, 2011

Journals: Indian Journal of Marketing, MICA Communications Review

Websites References

1 http://socioline.ru/files/5/283/kotler_keller_-_marketing_management_14th_edition.pdf

2 https://nptel.ac.in/courses/110104068

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Learning Outcomes

The learning outcomes specify the knowledge, skills, values and attitudes students are expected to attain in

courses or in a program.

1. Business Environment and Domain Knowledge: Graduates are able to improve their awareness sand

knowledge about functioning of local and global business environment and society.

2. Critical thinking, Business Analysis, Problem Solving and Innovative Solutions: Graduates are expected

to develop skills on analysing the business data, application of relevant analysis, and problem solving in

other functional areas such as marketing, business strategy and human resources.

3. Global Exposure and Cross-Cultural Understanding: Demonstrate a global outlook with the ability to

identify aspects of the global business and Cross Cultural Understanding.

4. Social Responsiveness and Ethics: Graduates are expected to identify the contemporary social problems,

exploring the opportunities for social entrepreneurship, designing business solutions and demonstrate ethical

standards in organizational decision making.

5. Effective Communication: Graduates are expected to develop effective oral and written communication

especially in business applications, with the use of appropriate technology.

6. Leadership and Teamwork: Graduates are expected to collaborate and lead teams across organizational

boundaries and demonstrate leadership qualities, maximize the usage of diverse skills of team members in

the related context.

Program Educational objectives

1. To impart the fundamentals of the key elements of a business organization.

2. To provide a critical perspective on theoretical knowledge and practical approach to various functional

areas of management and decision making.

3. To develop analytical skills to identify the link between the management practices in the functional areas

of an organization and business environment.

4. To establish and realize a creative research culture among the student community.

5. To provide insights into latest technology, business communication, management concepts and to built

team work and leadership skills among them.

6. To inculcate the habit of inquisitiveness and creativeness aimed at self actualization and realization of

ethical practices.

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Course outcomes:

1. Explain basic concepts of marketing and marketing environment

2. Plan segmentation, targeting and positioning strategies by analyzing factors influencing consumer

behaviour

3. Analyze product branding and new product development strategies

4. Evaluate pricing and channels strategies for products and services

5. Design promotion mix strategies to develop effective marketing communication mix

MAPPING OF COURSE OUT COMES WITH PO’s & PEO’s

Course

Outcomes PO’s PEO’s

CO1 1,4,5,6 1,2, 5

CO2 1,2,4 1,2,3

CO3 1,2,4 1,3,4,6

CO4 1,2,4 1,2,4,6

CO5 1,2,4,5,6 1,2,3,5

Articulation matrix of Course outcomes with PO’s &PEO’s

Program Outcome’s Program Educational Outcome’s

PO1 PO2 PO3 PO4 PO5 PO6 PEO1 PEO2 PEO3 PEO4 PEO5 PEO6

CO1 3 - - 2 1 1 3 2 - - 2 -

CO2 3 3 - 2 - - 3 3 2 - - -

CO3 3 3 - 2 - - 3 3 - 2 - 1

CO4 3 3 - 2 - - 3 2 - 1 - 2

CO5 3 2 - 2 2 1 3 3 - 1 - 1

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Course Schedule

Distribution of Hours in Unit – Wise

Number of hours / lectures available in Semester / Year: 60

Unit Topic Chapters Total No.

of Hours

Philip Kotler

I Introduction to Marketing

Management, Importance, Scope

of marketing, Marketing

Philosophies, Analysing

Marketing Environment and

Competition, Emerging marketing

trends.

1,2,3 11

II Consumer Behaviour, Consumer

Decision Making, Factors

Influencing Consumer Behavior,

Market Segmentation, Target

Marketing, Positioning For

Competitive Advantage

6,7,8 10

III Product/ Service, Product

Classification, Branding, Product

Life Cycle, New Product

Development, Product Mix and

Product Extension Strategies.

9,10,11,13 10

IV Pricing Decisions, Importance of

Price, Pricing Strategies, Place,

Levels of Channels, Functions of

Distribution Channels, Channel

Structure, Channel Strategy

Decisions And Channel

Management

14,15,16 11

V Promotion Decisions, Promotion

Mix, IMC, Advertising, Public

Relations, Personal Selling, Sales

Promotion, Direct Marking, Rural

Marketing, Green Marketing,

Digital Marketing, Marketing

Organization and Control

17,18,19,20 11

Total contact classes for Syllabus coverage 53

Tutorial Classes : 1 per week

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Lecture Plan:

S. No. Topic No of Lecture

Hours

Teaching Learning Process

UNIT-I

1 Introduction to Marketing Management, 1 Chalk & Board

2 Importance, Scope of marketing, core

concepts

2 Chalk & Board

3 Marketing Philosophies, 1 Chalk & Board

4 Analysing Marketing Environment and

Competition

2 Power Point Presentation

Developing Business Strategies & Plans 3 PPTs &, Student

presentations

5 Emerging marketing trends 1 Chalk & Board

6 Case Study 1

UNIT-II

1 Consumer Behaviour 1 Chalk & Talk

2 Consumer Decision Making process 1 Learning by Doing

3 Factors Influencing Consumer Behavior 3 Power point presentation

4 Market Segmentation 1 Case study & Student

presentations

5 Target Marketing 2 Power point presentation

6 Positioning For Competitive Advantage 2 Chalk & Talk

UNIT-III

1 Product/ Service 1 Power point presentation

2 Product Classification 2 Student discussions

3 Branding, Product Life Cycle 2 Power point presentation

4 New Product Development 2 Learning by doing

5 Product Mix and Product Extension

Strategies

3 Power point & Cases

UNIT-IV

1 Pricing Decisions, Importance of price 1 Chalk & Talk

3 Pricing Strategies 3 PPT & Case examples

4 Place , Levels of Channels 2 Chalk & Board

5 Functions of Distribution Channels 1 Student Discussion

6 Channel Structure 2 Power point presentation

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Channel Strategy Decisions And Channel

Management

2 Power point presentation

UNIT-V

1. Promotion Decisions

2 Flipped Class Room

2. Promotion Mix, IMC

1 Chalk & Board

3. Advertising

1 Power point presentation

4. Public Relations

1 Chalk & Board

5. Personal Selling

2 Flipped Class Room

6. Sales Promotion

1 Flipped Class Room

7. Direct Marking, Rural Marketing, Green

Marketing, Digital Marketing

1 Fish bowl technique

8. Marketing Organization and Control

2 Power point presentation

Total Contact Classes for Syllabus Coverage :53

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Minutes of Course Review Meeting

Details of Meeting No -

Date of Meeting

Member’s Present

Signature of Member’s

Remarks

Details of Meeting No -

Date of Meeting

Member’s Present

Signature of Member’s

Remarks

Details of Meeting No -

Date of Meeting

Member’s Present

Signature of Member’s

Remarks

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UNIT I:

Questions:

1. Outline the importance and scope of Marketing in the organization success?

2. Explain the scope, role and functions of marketing?

3. What are the various marketing philosophies. How does it impact the planning of the marketer?

4. Explain The differences between Selling v/s Marketing?

5. Name and describe the elements of organizations micro and macro environments. How do they

influence the marketing decisions?

6. Effectiveness in serving the customer is paramount for the survival of the business. Comment.

7. Explain emerging Marketing Trends?

UNIT II:

Questions:

1. Illustrate the steps involved Consumer decision making process?

2. List and describe the steps in business buying behaviour.

3. Explain the various factors influencing consumer buying behaviour.

4. Explain the role of culture, social class and reference groups in influencing the decision making

process of a consumer?

5. Describe briefly the new product development stages.

6. What is consumer behavior? Why is it important to study consumer behavior?

7. Explain Market segmentation and steps involved in segmentation?

8. Illustrate the steps considered in Targeting the market ?

9. Discuss the factors considered while creating the positioning strategy?

10. In the Indian rural markets, consumers generally buy sachets / small packs of FMCG products. This

also facilitates the process of trial for companies that sell their products to these customers. Traditionally,

small, unorganized players dominated this market. However, now MNCs are increasingly focusing on the

rural markets to increase their revenues. A regional player wants to find out what he should do to tackle

competition from larger multinationals. What type of research framework will you adopt for this regional

player? Keep in mind the social, cultural and economic background of the intended market while designing

the research framework?

UNIT III:

1. Differentiate between the products and services?

2. Illustrate the product classification?

3. Explain the Branding? Discuss the steps involved in Branding the product?

4. Outline the steps involved in Product Life Cycle?

5. Explain the Steps Involved in New Product Development?

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6. Explain the concept of Product Mix?

7. Analyze the product Extension Strategies?

UNIT IV

Questions:

1. Explain the role and functions of distribution channels in the organization.

2. Discuss about different pricing strategies adopted by the marketing?

3. Explain the importance of pricing in Marketing?

4. Explain the levels and functions of distribution channels in the organization. (CO4, L2)

5. How does channel structure influence on the marketing strategies of an organization. (CO4, L4)

6. Discuss the need to motivate the channel members of an organization. (CO4, L5) 7. Describe the various levels in consumer and business distribution channels.

Unit V:

Questions:

1. Explain in brief about various advertising decisions.

2. What are the different sales promotion strategies. Explain with relevant examples.

3. Differentiate between personal selling and sales promotion.

4. What is communication mix. Explain the components.

5. Why is marketing control important? Explain different types of control. and control

6. Why are organizations focusing on rural markets. What are the challenges in rural marketing?

7. Elaborate the concepts of marketing organization and control.

8. Write a brief notes on social marketing and Green Marketing. .

Unit Wise Questions (With different Levels of thinking – Blooms Taxonomy and Course Outcomes)

Unit – I

1 Explain the scope, role and functions of marketing (CO1, L2)

2 Discuss the role of marketing philosophies and their impact on the planning of the

marketer. (CO1, L4)

3 Describe the elements of organizations micro and macro environments. How do they

influence the marketing decisions? (CO1, L2)

4 Effectiveness in serving the customer is paramount for the survival of the business.

Comment. (CO1,L4)

Unit –II

1 Explain the various factors influencing consumer buying behavior.(CO2,L2)

2 Discuss some prominent changes in various demographic segments that have affected

businesses globally. (CO2,L4)

3 How do consumer markets differ from business markets. Differentiate. (CO2,L4)

4 How would you position a new soft drink in the market/. Justify (CO2, L5)

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Unit- III

1 How do 4Ps vary across the product life cycle? Discuss with the help of suitable

example (CO3, L4)

2 Explain the different stages in new product development. How does it help the marketer

in developing a successful product. (CO3,L4)

3 Describe various product mix and product extension strategies. (CO3, L2)

Unit – IV

1 Explain the levels and functions of distribution channels in the organization. (CO4, L2)

2 How does channel structure influence on the marketing strategies of an organization.

(CO4, L4)

3 Discuss the need to motivate the channel members of an organization. (CO4, L5)

UNIT – V

1 Designing an effective marketing communication mix is key to the success of an

organization. Justify with a relevant example. (CO5, L5)

2 Develop a marketing communication plan for a new restaurant in your neighbourhood.

(CO5, L6)

3 Elaborate the concepts of marketing organization and control. (CO5, L3)

Case Study (With Higher Levels of thinking – Blooms Taxonomy) for the academic year 2018-19

(Covering Entire Syllabus)

Develop a new product and design the segmentation, targeting and marketing mix strategies. (Level-

6)

Case: NIKE

Nike hit the ground running in 1962. Originally known as Blue Ribbon Sports, the company focused on

providing high-quality running shoes designed for athletes by athletes. Founder Philip Knight believed high-

tech shoes for runners could be manufactured at competitive prices if imported from abroad. Nike’s

commitment to designing innovative footwear for serious athletes helped it build a cult following among

U.S. consumers. Nike believed in a “pyramid of influence” in which the preferences of a small percentage of

top athletes influenced the product and brand choices of others. From the start its marketing campaigns

featured accomplished athletes. Runner Steve Prefontaine, the first spokesperson, had an irreverent attitude

that matched the company’s spirit. In 1985, Nike signed up then-rookie guard Michael Jordan as a

spokesperson. Jordan was still an up-andcomer, but he personified superior performance. Nike’s

bet paid off—the Air Jordan line of basketball shoes flew off the shelves and revenues hit over $100 million

in the first year alone. As one reporter stated, “Few marketers have so reliably been able to identify and sign

athletes who transcend their sports to such great effect.” In 1988, Nike aired the first ads in its $20 million

“Just Do It” ad campaign. The campaign, which ultimately featured 12 TV spots in all, subtly challenged a

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generation of athletic enthusiasts to chase their goals. It was a natural manifestation of Nike’s attitude of

self-empowerment through sports.

As Nike began expanding overseas to Europe, it found that its U.S.-style ads were seen as too aggressive.

Nike realized it had to “authenticate” its brand in Europe, so it focused on soccer (known as football outside

the United States) and became active as a sponsor of youth leagues, local clubs, and national teams.

However, for Nike to build authenticity among the soccer audience, consumers had to see professional

athletes using its product, especially athletes who won. Nike’s big break came in 1994 when the Brazilian

team (the only national team for which Nike had any real sponsorship) won the World Cup. That victory

transformed Nike’s image in Europe from a sneaker company into a brand that represented emotion,

allegiance, and identification. It also helped launch Nike into other international markets over the next

decade, and by 2003, overseas revenues surpassed U.S. revenues for the first time. In 2007, Nike acquired

Umbro, a British maker of soccer-related footwear, apparel, and equipment. The acquisition helped boost

Nike’s presence in soccer as the company became the sole supplier of uniforms to over 100 professional

soccer teams around the world. Nike focused its efforts on international markets, especially China, during

the 2008 Summer Olympics in Beijing. Although Nike’s rival, Adidas, was the official sponsor of the

Olympic Games, Nike received special permission from the International Olympic Committee to run Nike

ads featuring Olympic athletes during the games. In addition, Nike sponsored several teams and athletes,

including most of the Chinese teams and 11 of the 12 high-profile members on the United States men’s

basketball teams. That year, sales in the Asian region grew 15 percent to $3.3 billion and Nike’s

international divisions grew to 53 percent of the company’s revenue. Some believed Nike’s marketing

strategy during the Olympics was more effective than Adidas’s Olympic sponsorship. In addition to

expanding the brand overseas, Nike successfully entered new athletic footwear, apparel, and equipment

product categories by using endorsements from high-profile athletes and consumer outreach programs. The

Nike Golf brand, endorsed by Tiger Woods, has changed the way professional golfers dress. Tiger’s

powerful influence on the game and his Nike emblazoned style have turned the greens at the majors into

“golf’s fashion runway.” In addition, Nike has used the superstar to help build its relationship with

consumers. In 2009, it launched a Tiger Web Talkback session at nikegolf.com, where fans could ask

questions and hear Tiger talk about golf. The session was part of a nationwide Nike Golf consumer

experience day, which included equipment demos, long-drive contests, and in-store specials. In tennis, Nike

has aligned with Maria Sharapova, Roger Federer, and Rafael Nadal to push its line of tennis clothing and

gear. Some called the famous 2008Wimbledon match between Roger Federer and Rafael Nadal—both

dressed in swooshes from head to toe—a five-hour Nike commercial valued at $10.6 million. Nike teamed

up with seven-time Tour de France champion Lance Armstrong not only to sell Nike products but also to

help Armstrong’s LIVESTRONG campaign. Nike designed, manufactured, and sold over 70 million yellow

LIVESTRONG bracelets, netting $80 million for the Lance Armstrong Foundation. It also featured

Armstrong’s message of survival, willpower, and giving in a series of Nike commercials.

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To promote its line of basketball shoes and apparel, Nike continues to feature basketball superstars such as

Kobe Bryant and LeBron James. In addition, it formed a partnership with Foot Locker to create a new chain

of stores, House of Hoops by Foot Locker, which offers only basketball products by Nike brands such as

Converse and Jordan. Recently, Nike’s lead in the running category has grown to 60 percent market share

thanks to its exclusive partnership with Apple. Nike_ (Plus) technology includes a sensor that runners put

into their running shoes and a receiver, which fits into an iPod, iTouch, or iPhone. When the athlete goes for

a run or hits the gym, the receiver captures his or her mileage, calories burned, and pace and stores it until

the information is downloaded. Nike_ is now considered the world’s largest running club.

In 2008 and 2009, Nike_ hosted the Human Race 10K, the largest and only global virtual race in the world.

The event, designed to celebrate running, drew 780,000 participants in 2008 and surpassed that number in

2009. To participate, runners register online, gear up with Nike_ technology, and hit the road on race day,

running any 10K route they choose at any time during the day. Once the data is downloaded from the Nike_

receiver, each runner’s official time is posted and can be compared to the times of runners from around the

world. Like many companies, Nike is trying to make its company and products more eco-friendly. However,

unlike many companies, Nike does not promote its efforts. One brand consultant explained, “Nike has

always been about winning. How is sustainability relevant to its brand?” Nike executives agree that

promoting an eco-friendly message would distract from its slick high-tech image, so efforts like recycling

old shoes into new shoes are kept quiet.Today, Nike dominates the athletic footwear market with a 31

percent market share globally and a 50 percent market share in the United States. Swooshes abound on

everything from wristwatches to skateboards to swimming caps. The firm’s long-term strategy focuses on

basketball, running, football, women’s fitness, men’s training, and sports culture. As a result of its

successful expansion across geographic markets and product categories, Nike is the top athletic apparel and

footwear manufacturer in the world, with corporate fiscal 2009 revenues exceeding $19 billion.

Questions

1. What are the pros, cons, and risks associated with Nike’s core marketing strategy?

2. If you were Adidas, how would you compete with Nike?

Source: Marketing Management, Philip Kotler & Keller, Prentice Hall, 2012

Case: Disney

Few companies have been able to connect with a specific audience as well as Disney has. From its founding

in 1923, the Disney brand has always been synonymous with quality entertainment for the entire family. The

company, originally founded by brothers Walt Disney and Roy Disney, stretched the boundaries of

entertainment during the 20th century to bring classic and memorable family entertainment around the

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world. Beginning with simple blackand- white animated cartoons, the company grew into the worldwide

phenomenon that today includes theme parks, feature films, television networks, theatre productions,

consumer products, and a growing online presence. In its first two decades, Walt Disney Productions was

a struggling cartoon studio that introduced the world to its most famous character ever, Mickey Mouse. Few

believed in Disney’s vision at the time, but the smashing success of cartoons with sound and the first-ever

full-length animated film, Snow White and the Seven Dwarfs, in 1937 led, over the next three decades, to

other animated classics includingPinocchio, Bambi, Cinderella, and Peter Pan, live action films such as

Mary Poppins and The Love Bug, and television series like Davy Crockett.When Walt Disney died in 1966,

he was considered the best-known person in the world. By then the company had expanded the Disney brand

into film, television, consumer products, and Disneyland in southern California, its first theme park, where

families could experience the magic of Disney in real life. After Walt’s death, Roy Disney took over as CEO

and realized Walt’s dream of opening the 24,000 acre Walt Disney World theme park in Florida. By the time

of Roy’s death in 1971, the two brothers had created a brand that stood for trust, fun, and entertainment

that resonated with children, families, and adults through some of the most moving and iconic characters,

stories, and memories of all time. The company stumbled for a few years without the leadership of its two

founding brothers. However, by the 1980s, The Walt Disney Company was back on its feet and thinking of

new ways to target its core family oriented consumers as well as expand into new areas that would reach an

older audience. It launched the Disney Channel, Touchstone Pictures, and Touchstone Television. In

addition, Disney featured classic films during The Disney Sunday Night Movie and sold classic Disney

films on video at extremely low prices in order to reach a whole new generation of children. The brand

continued to expand in the 1990s as Disney tapped into publishing, international theme parks, and theatrical

productions that reached a variety of audiences around the world.segments: The Walt Disney Studios, which

creates films, recording labels, and theatrical performances; Parks and Resorts, which focuses on Disney’s

11 theme parks, cruise lines, and other travel-related assets; Disney Consumer Products, which sells all

Disney-branded products;Media Networks, which includes Disney’s television networks such as ESPN,

ABC, and the Disney Channel; and Interactive Media. Disney’s greatest challenge today is to keep a 90-

year-old brand relevant and current to its core audience while staying true to its heritage and core brand

values. Disney’s CEO Bob Iger explained, “As a brand that people seek out and trust, it opens doors to new

platforms and markets, and hence to new consumers. When you deal with a company that has a great legacy,

you deal with decisions and conflicts that arise from the clash of heritage versus innovation versus relevance.

I’m a big believer in respect for heritage, but I’m also a big believer in the need to innovate and the need to

balance that respect for heritage with a need to be relevant.” Internally, Disney has focused on the Disney

Difference—“a value-creation dynamic based on high standards of quality and recognition that set Disney

apart from its competitors.” Disney leverages all aspects of its businesses and abilities to touch its audience

in multiple ways, efficiently and economically. Disney’s Hannah Montana provides an excellent example of

how the company took a tween-targeted television show and moved it across its various creative divisions to

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become a significant franchise for the company, including millions of CD sales, video games, popular

consumer products, box office movies, concerts around the world, and ongoing live performances at

international Disneyland resorts like Hong Kong, India, and Russia. Disney also uses emerging technologies

to connect with its consumers in innovative ways. It was one of the first companies to begin regular podcasts

of its television shows as well as release ongoing news about its products and interviews with Disney’s

employees, staff, and park officials. Disney’s Web site provides insight into movie trailers, television clips,

Broadway shows, virtual theme park experiences, and much more. And the company continues to explore

ways to make Mickey Mouse and his peers more text-friendly and virtually exciting. According to internal

studies, Disney estimates that consumers spend 13 billion hours “immersed” with the Disney brand each

year. Consumers around the world spend 10 billion hours watching programs on the Disney Channel, 800

million hours at Disney’s resorts and theme parks, and 1.2 billion hours watching a Disney movie—at home,

in the theatre, or on their computer. Today, Disney is the 63rd largest company in the world with revenues

reaching nearly $38 billion in 2008.

Questions

1. What does Disney do best to connect with its core consumers?

2. What are the risks and benefits of expanding the Disney brand in new ways?

Case: American Express

Amazon.com set out to create personalized storefronts for each customer by providing more useful

information and more choices than could be found in your typical neighborhood bookstore. Readers can

review books and evaluate them on a one- to five-star rating scale, and browsers can rate the reviews for

helpfulness. Amazon.com’s personal recommendation service aggregates data on buying patterns to infer

who might like which book. The site offers peeks into books’ contents, index, and beginning pages with a

“search inside the book” feature that also lets customers search the entire text of 120,000 books—about as

many titles as are in a Barnes & Noble bookstore. Amazon.com’s one-click shopping lets buyers make

purchases with one click. Over the years, Amazon.com has diversified its product lines into DVDs, music

CDs, computer software, video games, electronics, apparel, furniture, food, toys, and more. In addition, it

has established separate Web sites in Canada, the United Kingdom, Germany, France, China, and Japan.

Amazon.com continued to expand its product offerings with the 2007 launch of Amazon Video On Demand,

allowing consumers to rent or purchase films and television shows on their computers or televisions. Later

that year, Amazon.com introduced Amazon MP3, which competes directly with Apple’s iTunes and has

participation from all the major music labels. The company’s most successful recent product launch was the

Amazon-branded Kindle, an electronic book reader that can deliver hundreds of thousands of books,

magazines, blogs, and newspapers wirelessly in a matter of seconds. As thin as a magazine and light as a

paperback, the device was Amazon.com’s number one selling product in 2009. To overcome the lag between

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purchase and delivery of product, Amazon.com offers fast, inexpensive shipping. For a $79 annual fee,

Amazon.com Prime provides unlimited free express shipping for most items. While free shipping and price

cuts are sometimes unpopular with investors, Bezos believes it builds customer satisfaction, loyalty, and

frequency of purchase orders. Amazon.com has established itself as an electronic marketplace by enabling

merchants of all kinds to sell items on the site. It powers and operates retail Web sites for Target, the NBA,

Timex, and Marks & Spencer. Amazon.com derives about 40 percent of its sales from its million-plus

affiliates called “Associates,” independent sellers or businesses that receive commissions for referring

customers who then make a purchase at the Amazon.com site. Associates can refer consumers to

Amazon.com through a variety of ways, including direct links and banner ads as well as Amazon Widgets,

miniapplications that feature Amazon.com’s wide selection of products. Amazon.com also launched an

affiliate product called aStore, which gives Associates the ability to create an Amazon-operated online store

easily and without any programming knowledge. Amazon.com then supports these merchants by providing

new tools for their Web site, offering access to Amazon.com’s catalog of products, and handling all

payments and payment security through its Web Services. Amazon.com can also “pick, pack and ship the

products to the merchant’s customers anytime and to any place” through its Fulfillment by Amazon (FBA).

This essentially creates a virtual store for the third-party merchants with low risk and no additional cost. One

key to Amazon.com’s success in all these different ventures was a willingness to invest in the latest Internet

technology to make shopping online faster, easier, and more personally rewarding for its customers and

third-party merchants. The company continues to invest in technology, is focused on the long-term, and has

successfully positioned itself as a technology company with its wide range of Amazon Web Services. This

growing collection of infrastructure services meets the retailing needs of companies of virtually all sizes.

From the beginning, Bezos stated that even though he started as an online bookstore, he eventually wanted

to sell everything through Amazon.com. Now, with more than 600 million annual visitors, the company

continues to get closer to that goal with revolutionary products like the Kindle and cloud computing Web

services.

Questions

1. Why has Amazon.com succeeded online when so many other companies have failed?

2. Will the Kindle revolutionize the book industry? Why or why not?

3. What’s next for Amazon.com? Is cloud computing the right direction for the company? Where else can it

grow?

Case: P&G

P&G’S New Connect _Develop Approach to Innovation.In the first decade of the 21st century, one of the

fastest-growing major corporations in revenue and profit was Procter & Gamble. Fueling that growth were

successful new products such as Swiffer, Mr. Clean Magic Eraser, and Actonel (a prescription medication

for osteoporosis). Many of these new products reflected innovation in what ex-CEO A.G. Lafley calls “the

21

core”—core markets, categories, brands, technologies, and capabilities. To more effectively develop its core,

P&G adopted a “Connect _ Develop” model that emphasizes the pursuit of outside innovation. The firm

collaborates with organizations and individuals around the world, searching for proven

technologies,packages, and products it can improve, scale up, and market on its own or in partnership with

other companies. It has strong relationships with external designers, distributing product development

around the world to increase what it calls “consumer sensing.” P&G identifies the top 10 customer needs,

closely related products that could leverage or benefit from existing brand equity, and “game boards” that

map the adoption of technology across different productcategories. It may consult government and private

labs as well as academic and other research institutions, VC firms, individual entrepreneurs, and suppliers,

retailers, competitors, and development and trade partners, using online networks to reach thousands of

experts worldwide. P&G’s three core requirements for a successful Connect _ Develop strategy are:

1. Never assume that “ready to go” ideas found outside are truly ready to go. There will always be

evelopment work to do, including risky scale-up.

2. Don’t underestimate the internal resources required. You’ll need a full-time, senior executive to run any

connect-and-develop initiative.

3. Never launch without a mandate from the CEO. Connect and develop cannot succeed if it’s cordoned off

in R&D. It must be a top-down, company-wide strategy. Through Connect _ Develop—and improvements in

product cost, design, and marketing—P&G increased R&D productivity by nearly 60 percent during the

decade. The innovation success rate more than doubled, and cost has fallen.

ANURAG GROUP O F INSTITUTIONS

SCHOOL OF BUSINESS MANAGEMENT

I YEAR I SEMESTER END EXAMINATION MODEL PAPER

MARKETING MANAGEMENT

Time 3 Hrs Max Marks: 75

Section A – (Shor Answer Type Questions)

Answer all questions 5x5=25 marks 1. Discuss the scope of marketing and the various philosophies in marketing. (CO1,L2)

2. Describe briefly the various positioning strategies for a product. (CO2, L2)

3. How does product life cycle stages influence the various marketing strategies. (CO3, L2)

4. Critically examine the need for distribution channels and their functions. (CO4, L4)

5. Explain the different stages in personal selling. (CO5, L2)

Section B – Essay Type Questions 5x10=50marks

Answer all questions, each question carries equal marks

22

6 A. Discuss in detail about various environmental factors that influence marketing strategies. (Co1., L2)

Or

6B. Critically analyze the portfolio analysis tools for allocating resources and developing strategies in

marketing. (CO1, L4)

7A. Consumer decision making process is a complex phenomena. Comment. (Co2, L4)

Or

7 B. Briefly explain different segmentation strategies. (co2, L2)

8.A. Explain various new product development stages . (CO3, L2)

Or

8B. Interpret the meaning of product mix and explain demonstrate with examples. (Co3, L3)

9.A. Pricing place an important role in the success of the product. Justify the role of pricing with an example

and explain any two pricing strategies. (Co4, L4)

Or 9 B. Explain briefly about channel strategy decisions and management decisions. (Co4. L2)

10.A. Examine the role of various components of promotion mix in communicating about the product. (Co5,

L2)

Or

B. Explain different types of marketing control tools. (Co5, L2) Previous Question papers

Subject Code: R12E12MB01

ANURAG GROUP OF INSTITUTIONS (Autonomous)

School of Business Management I-M.B.A-II-Semester End Examinations, Sep-2014

Subject: Marketing Management Time: 3 Hours Max.Marks:60

_______________________________________________________________

Section – A (Short Answer type questions) (10 2 20Marks)

Answer all questions

Write short notes:

1. Marketing philosophies 2. Green marketing 3. Marketing mix 4. Differentiated Marketing 5. Product mix decisions 6. Differentiated pricing 7. Marketing communication mix

23

8. Channel design Decisions 9. Marketing Audit 10. Efficiency Control Section – B (Essay type questions) (5 x 8= 40marks)

Answer all questions, each question carry equal marks

11. a) Explain marketing environmental analysis Or b) Explain the philosophies of Marketing 12. a) Define Marketing Research and explain the stages of Marketing Research. Or b) Explain the bases for Segmentation and strategies of Target Marketing. P.T.O 13. a) Explain the stages in Product Life Cycle. Or b) Explain the different pricing methods adopted by the marketer. 14. a) Describe the Functions of Distribution channels and the Process of designing Distribution channel. Or b) Retailing has an important role to play in the economy. Discuss 15. a) Explain the Types of Marketing Control Plans Or b) Explain the importance of Marketing Audit. Discuss the different types of audit

Subject Code: R12E12MB01

ANURAG GROUP OF INSTITUTI

ONS (Autonomous)

School of Business

Management I-M.B.A-II-Semester

Supplementary

Examinations, Feb/ March-

2015 Subject:

Marketing Management

24

Time: 3 Hours Max.Marks:60 _______________________________________________________________

Section – A (Short Answer type questions) (10 2 20Marks)

Answer all questions

Write short notes: 1. Green Marketing 2. Rural marketing 3. Stages in Marketing Research 4. Non segmented Markets. 5. Classification of Consumer Goods 6. Price Sensitivity 7. Retailing 8. E-Commerce 9. Internal Marketing 10. Challenges of Future Marketing Section – B (Essay type questions) (5 x 8= 40marks)

Answer all questions, each question carry equal marks

11. a) Explain the concept of Marketing Information System and its role in marketing environment analysis. Or b) Describe the evolution of Marketing concept. 12. a) What is the importance of Marketing Research and what are the types of Marketing Research ? Or b) Explain the concept of Marketing Segmentation in detail. P.T.O 13. a) Explain the Product Life Cycle and strategies to be followed by firms in each stage of PLC. Or b) Explain various methods of pricing and different pricing strategies. 14. a) Explain various types of Distribution Channels and functions of Marketing Channels. Or b) What are the elements of Marketing Communication Mix and steps in developing effective communication 15. a) What are the Limitations and merits of Profitability control and strategic control? Or b) What are the objectives of Global Markets and impact of environmental forces on Global Marketing?

18

Tutorial Sheet

Unit-I Topics Revised

Topic Name

Unit-I Topics Revised

Topic Name

Unit-III Topics Revised

Topic Name

Unit-IV Topics Revised

Topic Name

Unit-V Topics Revised

Topic Name

26

Course Assessment Report

Batch:

Academic Year/Sem:

Course Name:

Course Number:

Course Attainment (75% of Direct + 25% of Indirect) on a scale of 1 to 3.

Remarks and suggestions:

Course Coordinator

27

Direct Course Assessment Sheet (As per IonCudos)

a) Internal Examination

Course assessment sheet Ass1

Hall Ticket No S1 S2 TOT

1

2

3

Course assessment sheet Mid1

Hall

Ticket

No

S1 S2 S3 S4 S5 L1 L2 L3 L4 L5 TOT

1

2

3

Course assessment sheet Ass2

Hall Ticket No S1 S2 TOT

1

2

3

Course assessment sheet Mid2

Hall

Ticket

No

S1 S2 S3 S4 S5 L1 L2 L3 L4 L5 TOT

1

2

3

b) External Examination

Hall Ticket No Total Marks

28

CSP Rubric

CSP Rubric

S.No. Criteria LEVEL ( Level: 3-Excellent Level: 2-Good Level: 1-Poor)

1

Ora

l

Com

mu

nic

ati

on

3 Student speaks in phase with the given topic confidently using Audio-

Visual aids. Vocabulary is good

2 Student speaking without proper planning, fair usage of Audio-Visual

aids. Vocabulary is not good

1 Student speaks vaguely not in phase with the given topic. No

synchronization among the talk and Visual Aids

2

Wri

tin

g S

kil

ls

3

Proper structuring of the document with relevant subtitles, readability

of document is high with correct use of grammar. Work is genuine and

not published anywhere else

2 Information is gathered without continuity of topic, sentences were not

framed properly. Few topics are copied from other documents

1 Information gathered was not relevant to the given task, vague

collection of sentences. Content is copied from other documents

3

Soci

al

an

d

Eth

ical

Aw

are

nes

s

3 Student identifies most potential ethical or societal issues and tries to

provide solutions for them discussing with peers

2 Student identifies the societal and ethical issues but fails to provide any

solutions discussing with peers

1 Student makes no attempt in identifying the societal and ethical issues

4

Con

ten

t

Kn

ow

led

ge

3 Student uses appropriate methods, techniques to model and solve the

problem accurately

2 Student tries to model the problem but fails to solve the problem

1 Student fails to model the problem and also fails to solve the problem

5

Stu

den

t

Part

icip

ati

on

3 Listens carefully to the class and tries to answer questions confidently

2 Listens carefully to the lecture but doesn’t attempt to answer the

questions

1 Student neither listens to the class nor attempts to answer the questions

6

Man

ager

ial

an

d

an

aly

tica

l S

kil

ls 3

The managerial analysis process and presentation is well organized

with appropriate use of technologies and methodology. Concept is easy

to understand and well documented.

2

The managerial analysis process and presentation is well organized

with appropriate use of technologies and methodology. Concept is

difficult to understand and not well documented. Analysis is accurate.

1

The managerial analysis process and presentation is not well organized

with mistakes in usage of appropriate technologies and methodology.

Concept is difficult to understand and student is not able to explain the

decision making process.

7 Pr

act

ica l

Kn

ow

led

ge 3

Independently able to understand and relate the managerial concepts

covered in theory to contemporary business environments.

29

2 Independently able to understand the concepts covered in theory but

not able to relate the concepts to contemporary business environments.

1 Not able to understand the concepts and not able to relate concepts to

contemporary business environments.

8

Un

der

stan

din

g

of

Man

agem

ent

Sci

ence

3

Student uses appropriate methods, techniques to model and solve the

problem accurately in the context of multidisciplinary managerial

concerns.

2 Student tries to model the problem but fails to solve the problem in the

context of multidisciplinary managerial concerns.

1 Student fails to model the problem and also fails to solve the problem

in the context of multidisciplinary managerial concerns.

30

Indirect Course Assessment Sheet

Tools:

a) Case Study

S.No. Hall Ticket Number Rubric Assessment

1

2

3

b) Course End Survey Report

31

Add-ons (Guest Lecture/Video Lecture/Certification/Training Program/Poster Presentation….

etc. )

New product development programme

Unit Wise PPT’s & Lecture Notes

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