Section 2 -- Market Application: Creating Implementation Value:

The Bakersfield DBA Project

** Presentation 20 pts. (In-Class 3/10 & 3/15) & Project Report (Due: 3/20) 20 pts. **

[MKTG 600; Dr. Carter; Winter 11]

I.PROJECT ORIENTATION

Welcome to the fun phase of the course, which could not be enjoyed without first knowing the field of play. Our transition to the market application section of the course marks the beginning of YOU being the central strategic marketing factor. Although constructing market vision achieves our first sectionmarket analysislearning objectives, to actually create “real world” market value in the second section requires a kind ofdecision venturing. Risk taking in the form of strategic choices, demonstrate the marketing manager’s willingness to ply intelligence andsee if it yields fruit. Much like the farmer taking a chance on nature by planting seeds in soil, the dynamic and interconnected conditions for market application are far less predictable than the methodical and autonomous market analysis process. Simply put, market application decides whereas market analysis describes. Therefore, strategic planning decisions introduce “real world” outcomes associated with the “analytical world” observations.

Enter the Downtown Business Association (DBA) Project. Although we will learn about the “textbook” marketing mix strategy concepts in the second section of the course, we actually learn from the “real world” marketplace of downtown Bakersfield. Thanks to the graciousness and willingness of the DBA, we have a timely and relevant marketing strategy opportunity to literally plan the implementation of projects that will impact our local community in the near future. A variety of projects advanced this year by the DBA Board of Directors are assigned based on the expertise and interests represented in each group. In addition, everyone will have the opportunity to discover the future plans for downtown Bakersfield and tour the many merchants and venues under the DBA’s umbrella. We can think of the DBA Project as a “real-world” hands-on marketing strategy laboratory for learning to put the “4Ps” concepts into practice. So, as shown on the course website, we make a logical transition from “Section 1” constructing vision intelligence with market analysis (3 assignments: situational, segmentation, strategic) to “Section 2” creating value implementation through market application.

In a way, the second section of the course signals YOUR beginning as a decision maker who must make choices from a menu of strategic marketing concepts and “real world” criteria. Those choices comprise a risky venture, because “right answers” do not exist in “real world” markets. Therefore, the definition of success collectively agreed upon by your group members and the DBA will determinehow to plan strategic marketing mix decisions.

II.PROJECT INSTRUCTIONS

Each project group willformulate a strategic DBA Project proposal after meeting with DBA managers on Thursday February 17th at their downtown office.Each proposal must account for the assigned marketing mix chapters and outline howconcepts will be applied to achieve project objectives, as well as include a project “flow chart” that identifies the schedule for what will be done, by whom, and how tasks are combined produce project deliverables. As stated in the course syllabus, the completed proposals should be e-mailed to Prof. Carter by Monday February 21st to facilitate progress on the DBA Project.

During the DBA Project, class sessions are used for “strategic briefings” to explain how marketing mix concepts should be applied, as well as for “best practice” sharing among project teams. In order to apply a performance standard of accountability, class time can be substituted by pre-approved out-of-class meetings and project activity. This project flexibility is intended to create greater autonomy and group ownership of project responsibility. Initial arrangements are made in class Tuesday February 22nd and updated based on the performance and progress of each group. Prof. Carter will provide strategic concept briefings scheduled to keep the DBA Project on track, as well as advise groups on an individual basis both in-class and out-of-class (office hours, by phone, and e-mail).

At the conclusion of the DBA Project, each group is evaluated based on a 30 minutein-class Powerpoint presentation (20 points) to summarize recommendations for the assigned DBA Project activity, as well as a more extensive final report (20 points) that explains how strategic marketing mix concepts are applied to achieve DBA Project objectives.The Powerpoint presentations are evaluated based on the caliber of critical thinking applied and the quality of presentation content. A presentation evaluation form is included in this DBA Project guide and linked to the course website. The final DBA Project report should be approximately 15 - 20 double spaced typed pages with a 1 inch margin on all sides, using a 12 inch Times font and a Microsoft Word document. This page range provides an average of 2 - 3 pages for each of the report sections, with a shorter opening “mission” and closing “summary” sections. The required textbook concepts are outlined on the following pagesto serve as both a template forproject reports and a schedule of class briefing topics.

III.PROJECT COMPLETION

  1. Strategic Marketing Mission–DBA Project Activity [E-mail by Mon. 2/21]
  2. Mission Statement & Success Objectives
  3. Mission Strategy & Synopsis of Marketing Mix Applications
  4. Mission Schedule & Sequence of Task Performance (“flow chart”)
  1. Strategic Market Navigation – Planning DBA Project Activity Direction (Ch. 5)
  2. Describe the market direction based on internal capabilities and external conditions

(Exhibit 5.1 Options for Marketing Plan Direction – Growth, Maintenance, Retrenchment)

3.Identify the strategic objectives established to pursue the market direction strategy;

* Objectives requirements (p.71-72): specific, realistic, consistent and appropriate

(Exhibit 5.2 Marketing Plan Objectives – Marketing, Financial, Societal)

  1. Specify how marketing support resources facilitate attainment of strategic objectives

(Exhibit 5.3 Customer Service and Internal Marketing Objectives)

  1. Strategic Market Value Creation – Planning DBA Project Activity Product/Brand Strategy (Ch. 6)
  2. Justify the “Needs, Features, and Benefits” of the Product (p.83)

(Exhibit 6.3 Sample Needs, Features, and Benefits)

  1. How do “Quality & Design” aspects apply to the activity’s resources/processes? (p.85)
  2. How isthe “Brand Equity Pyramid” (Exhibit 6.7) appliedformarketing advantage?
  1. Strategic Market Value Delivery – Planning DBA Project Activity Place/Distribution Strategy (Ch. 8)
  2. Map the strategic “Value Chain” of “Channel Members” (stakeholders)

– See “Value Networks & Constellations” links

(Exhibit 8.1 Value Chain and Exhibit 8.2 Channel Levels)

  1. Justify the Marketing Channels Strategy -- “intensive, selective, exclusive” (p.118)

(Exhibit 8.3 Intensive, Selective, Exclusive Distribution – marketer, customer, plans)

  1. Address “Logistical Function” requirements (Exhibit 8.5 Logistical Decisions)
  1. Strategic Market Value Communication – Planning DBA Project Activity Promotion Strategy (Ch. 9)
  2. Justify selection of “Push vs. Pull” IMC Strategy for the target audience* (Exhibit 9.1)

(*Note: More than one target market audience may be included)

  1. Explain how “IMC Tools” deliver message and design media/techniques (pp. 129 – 138)

(Exhibit 9.3 Tools; Exhibit 9.4 Media Mix; Exhibit 9.5 Sales Promo Techniques)

  1. Describe ONE(1) actual promotion strategy message/media plan
  1. Strategic Market Value Appraisal – Planning DBA Project Activity Price Strategy (Ch. 7)
  2. Determine the most appropriate PRICE measure of “value exchange”

(money, time, cognitive attention/engagement, participation/volunteering, etc.)

  1. Itemize Pricing Strategy VALUE using “Total Benefits” & “Total Price” (Exhibit 7.1)
  2. Describe “Customer Perceptions” of the “Cost versus Value” tradeoff

(Exhibit 7.3 Cost-Based versus Value-Based Pricing)

  1. Specify Pricing Objectives (Exhibit 7.4 Sample Pricing Objectives)
  2. Select a current market “Price Signaling” strategy – “skimming vs. penetration” (p. 107)

(Exhibit 7.7 Skim Pricing and Penetration Pricing Compared)

  1. Formulate “Pricing Calculations” based on (pp. 101–110)

*NOTE: The “C + M = S” marketing calculations worksheet is required

  1. Strategic Market Value Execution – Planning DBA Project Activity Implementation Strategy (Ch. 10)
  2. Select and justify ONE (1) category of “Performance Measurement Tool”

(Exhibit 10.1 – Forecasts, Budgets, Schedules, Metrics)

  1. Select and justify ONE (1) method for “ Implementation Control” (p. 151 – 153)

(Exhibit 10.7 – Annual Plan, Profitability, Productivity, Strategic)

  1. Summary of DBA Project Activity Marketing Strategy Plan and Recommendations.

GROUP ORAL PRESENTATION EVALUATION FORM

Evaluation Of: ______

Subject Covered: ______

A-1) PRESENCE -- Professionalism123 4

[confident; natural; poised; competent; respectful; appropriate conduct; positive attitude]

1. Professionalism is not evident and lack thereof interferes with presentation content.

2. Professionalism is slightly evident but not seriously addressed during presentation.

3. Professionalism is evident and sufficient to have impact on presentation content.

4. Professionalism enhances presentation in its entirety.

A-2) PRESENCE -- Preparation: 123 4

[planning; sources & research; development; rehearsal]

1. Students appear unprepared in presenting content (lack of planning).

2. Students are somewhat prepared, but it appears effort was incomplete.

3. Students seem prepared but there is need for some improvement.

4. Students are completely prepared in presenting content.

*PRESENCE COMMENTS:

B-1) PROFICIENCY -- Elocution123 4

[delivery style; pronunciation; articulation; audible; tone; consistent; effective]

1. Delivery of presentation decidedly detrimental to topic content.

2. Delivery of presentation sufficient but detracts from content.

3. Delivery of presentation sufficient but not polished.

4. Delivery of presentation enhances, captivates, and strengthens content.

B-2) PROFICIENCY --Nonverbal Communication 123 4

[eye contact; facial expressions; gestures; posture; stance; nonverbal responses]

1. Actions/behavior: interferes, inappropriate to intended content.

2. Actions/behavior: detracts from intended content.

3. Actions/behavior: adequate with slight or neutral impact on intended content.

4. Actions/behavior: keeps audience engaged and reinforces content.

* PROFICIENCY COMMENTS:

C-1) PROCESS – Organization:“Will Tell, Tell, Told”123 4

[introduction; sequencing/priorities; logic; linking/transitions; relevant conclusion]

1. No organizational structure of content (confusing; disorder; disconnected; muddled)

2. Some organizational structure but limited.

3. Organizational structure of content but there is need for some refinement.

4. Content well organized.

C-2) PROCESS -- Content 123 4

[key points addressed; focused; completeness; balanced; appropriate wording & depth]

1. Insufficient content (lacking main idea, coherence, substance, relevance to topic)

2. Vaguely addresses content that is not clearly connected to the thesis of the topic.

3. Sufficient content and good points for thesis but need for additional development.

4. Specifically addresses significant topical content (viable, thoroughly, completeness)

C-3) PROCESS -- Subject Knowledge & Questions123 4

[comfort in information; appropriate answers coherently, completely with elaboration.]

1. Unable to reference appropriate content in answer (fails to grasp – cannot answer.)

2. Uncomfortable but answers simple rudimentary question, usually with difficulty.

3. Answers questions accurately but unable to explain or elaborate.

4. Ability to demonstrates knowledge and answers coherently, completely and elaborates.

* PROCESS COMMENTS:

1