BU.790.056.XX – Business-to-Business Marketing – Instructor Name – Page 1 of 7

Executive MBA: Business-to-Business Marketing 2 Credits

BU.790.056.XX [NOTE: Each section must have a separate syllabus.]

[Day & Time / ex: Monday, 6pm-9pm][Start & End Dates / ex: 3/24/15-5/12/15]

[Semester / ex: Fall 2016][Location / ex: Washington, DC]

Instructor[Full Name]

Contact Information[Email Address][Phone Number, (###) ###-#### (Optional)]

Office Hours[Please specify the day and time of the 2 hours that will be dedicated to office hours each week. For evening classes, faculty may wish to hold their office hours by phone or email. While faculty are permitted to state “and by appointment,” office hours should not be held exclusively by appointment.]

Required Text(s) & Learning MaterialsMichael D. Hutt and Thomas W. Speh (2012), Business Marketing Management, 11th edition, Publisher: Cengage Learning.

Harvard Business School Coursepack: Case studies and articles required for this course are listed below. A coursepack with electronic copies of cases and articles has been created and can be accessed via the following link after registration: [HBS web link]

ID Title SessionW12785 Boise Automation Canada Ltd.: The Lost Order at Northern Paper 2913505 PV Technologies, Inc.: Were They Asleep at the Switch? 3CMR527 Customer Centric Leadership: How to Manage Strategic Customers as Assets in

B2B Markets3

9507014 Lenovo: Building a Global Brand 4UV5142 Heinz Ketchup: Pricing the Product Line 5KEL579 Cisco Systems: Launching the ASR 1000 Series Router Using Social Media

Marketing6

9514019 Making stickK Stick: The Business of Behavioral Economics 7HKU395 Shanghai General Motors: The Rise of a Late-comer Take-home

Students are strongly advised to purchase required materials in advance of the first class. All other course materials and resources (lecture slides, case questions, assignments, etc.) will be posted on the school’s Blackboard site.

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Course DescriptionMost marketing principles are focused on marketing to the end consumer. This course examines the strategies employed in marketing products and services to businesses. The primary learning outcome is for executives to understand the similarities and differences between marketing to consumers and marketing to businesses. This course begins by discussing the main marketing concepts that are common to both domains. The emphasis is largely on areas related to strategy and the types of analyses needed to make informed decisions. Executives learn through the use of readings, case studies, and rigorous analysis.

Prerequisite(s)None

Learning ObjectivesBy the end of this course, students will:

1. Gain a managerial perspective on the marketing function in firms that target business and government customers in both domestic and global contexts.

2. Learn practical concepts and tools for analyzing market opportunities and company capabilities as the basis for market selection, developing customer value propositions, and competitive differentiation in contemporary business markets.

3. Understand the process by which strategic market analysis guides the development of B2B marketing programs that integrate product pricing, communications, and channel decisions.

4. Develop a managerial orientation to implementing and controlling B2B marketing programs and managing alliance relationships.

To view the complete list of Carey Business School’s general learning goals and objectives, visit the Carey website.

Attendance Attendance and class participation are part of each student’s course grade. Students are expected to attend all scheduled class sessions. Each class will include opportunities for teams to work together. Failure to attend class will result in an inability to achieve the objectives of the course. Regular attendance and active participation are required for students to successfully complete the course.

Please come to class on time and place your cell phones in silent mode at the start of the class. Laptops and associated devices are permitted for legitimate classroom use only.

These rules will be enforced strictly; violations will be reflected in your course grade.

Due Date Policy For the individual take-home problem set, students should submit answers in a Word document via Blackboard by [time, date]. For group case analysis presentations, PPTs slides are due via Blackboard by 9pm EST one day before the presentations. Due dates are strictly followed. Therefore, students should note due dates listed in the syllabus and plan accordingly. Late submissions will not be accepted .

Assignments Grades will be based on three sets of assignments, weighted as shown below. The class participation grade will be based on contributions to lectures and case discussions. The group case analysis presentation must be completed in groups. The take-home problem set must be completed by each student individually. Please note the school’s Honor Code policies in this regard.

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Assignment Course Learning Objective(s) WeightClass Participation 1, 2, 3, 4 25%Group Case Analysis Presentation 1, 2, 3, 4 35%Individual Take-Home Problem Set 2, 3, 4 40%Total 100%

Students will be asked to sign a statement that each test or assignment is their own work (or authorized group work) and they have abided by the honor code.

Students are expected to have read the assigned material carefully prior to each class session. This not only facilitates class discussion, but also lightens your workload because the lectures are easier to follow if you have prepared the assigned readings. Please start your preparation ahead of the residency period as the residency schedule leaves very little catch-up time.

Class Participation (25%):Student in-class contributions are evaluated daily. The class participation grade reflects insightful questions and comments that demonstrate an understanding of the assigned content; managerially useful and analytic interpretation of readings and cases; thoughtful recommendations on case problems and application exercises; regularity, relevance, and depth of comments; and the ability to synthesize and build on the comments of others.

Students are strongly encouraged to complete assigned readings prior to class, raise important questions or issues regarding the B2B environment, share current and/or personal examples of principles “in action,” or offer unique views that challenge conventional thinking and ideas.

Case study discussion is a critical aspect of class participation. Students will analyze all cases for class discussion, creating numerous opportunities for them to individually impact the group learning experience. The cases selected for this course provide enduring lessons about the strategic and tactical aspects of B2B marketing decisions. The grading rubric for class participation is posted on Blackboard. Students should carefully review the grading criteria at the beginning of the term to understand how individual participation performance will be assessed in this class. Group Case Analysis Presentation (35%): Students will form groups (group sizes will depend on final course enrollment) by the end of class session 2. Case studies will be randomly assigned to groups. Each group will be required to present their analysis of one assigned case. The suggested case analysis/discussion questions each group is responsible for will be provided on Blackboard. Note that while the discussion questions must be covered in your presentations, they are there only to help you think about the case; you should not assume that the discussion questions lay out the core problems, thus relieving you of the responsibility to define fundamental issues/problems and identify a list of areas of analysis. You are also encouraged to comment on other issues you feel may contribute to our understanding.

Each case group is expected to provide a rigorous analysis, wage a compelling defense for its strategic recommendations, and address strong counterarguments presented by fellow students. Presentations should include a brief situational analysis to provide context to the class. Groups have 30 minutes to present the case, including a Q&A session on the presentation, with active facilitation of the open class discussion to follow. Presentations should effectively incorporate any tools, audio visuals, props, or learning supplements that underscore the nature of the B2B issues and concepts addressed by the case study.

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When you are presenting a case, assume that you are a consulting group asked by the Board of Directors of the firm in the case to analyze their situation and give an overview of the manner in which you would solve their problems. Questions from the “Board of Directors”—i.e., your classmates and me—may come up while you are presenting, so be prepared to clarify or defend your points within your presentation. I will take the remaining class time to make additional comments and explore further on some specific issues, as well as to summarize the discussion and generalize the lessons we learned from the case.

Group case presentations (slide deck) should be submitted via Blackboard by 9pm EST one day prior to the class session.

Note: Use of existing case questions, essays, and presentations previously submitted by students at Carey or other institutions is forbidden and will result in a score of zero. Use of unauthorized materials represents a violation of the Carey Honor Code and is subject to disciplinary sanctions imposed by the Honor Council as detailed on the following website: http://carey.jhu.edu/students/student-resources/honor-code/.

GradingThe grade of A is reserved for those who demonstrate extraordinarily excellent performance. The grade of A- is awarded only for excellent performance. The grade for good performance in this course is a B+/B. The grades of D+, D, and D- are not awarded at the graduate level.

Please refer to the Carey Business School’s Student Handbook for grade appeal information.

Tentative Course Calendar**The instructors reserve the right to alter course content and/or adjust the pace to accommodate class progress. Students are responsible for keeping up with all adjustments to the course calendar.

Session 1 [Date, Day: Time] (Online) [Adobe Connect web link][Conference line: XXX-XXX-XXXX; Participation code: XXXXXXX]

Activity 1: Lecture/Discussion: Course Overview, B2B Marketing – A Strategic FrameworkReading: Hutt & Speh, Chapters 1 and 2

Session 2 [Date, Day: Time] (Online)[Adobe Connect web link][Conference line: XXX-XXX-XXXX; Participation code: XXXXXXX]

Activity 1: Case Discussion: Boise Automation Canada Ltd.: The Lost Order at Northern Paper (HBSP: W12785)Group Formation

Session 3 [Date, Day: Time] (On site)Activity 1: Lecture/Discussion: CRM Strategies for Business Markets, Business Marketing Planning

Reading: Hutt & Speh, Chapters 3 and 5Reading: Customer Centric Leadership: How to Manage Strategic Customers as Assets in B2B Markets, California Management Review (2013), 55 (3), 27-59 (HBSP: CMR527)

Activity 2: Group Case Analysis Presentation and Discussion: PV Technologies, Inc.: Were They Asleep at the Switch

Session 4 [Date, Day: Time] (On site)Activity 1: Lecture/Discussion: Product Strategy in B2B Markets, B2B Marketing Channels

Reading: Hutt & Speh, Chapters 7 and 10

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Activity 2: Group Case Analysis Presentation and Discussion: Lenovo: Building a Global Brand (HBSP: 9507014)

Session 5 [Date, Day: Time] (On site)Activity 1: Lecture/Discussion: Supply Chain Management, Pricing Strategy in B2B Markets

Reading: Hutt & Speh, Chapters 11 and 12

Activity 2: Group Case Analysis Presentation and Discussion: Heinz Ketchup: Pricing the Product Line (HBSP: UV5142)

Session 6 [Date, Day: Time] (On site)Activity 1: Lecture/Discussion: Communication Strategy in B2B Markets

Reading: Hutt & Speh, Chapters 13 and 14

Activity 2: Group Case Analysis Presentation and Discussion: Cisco Systems (HBSP: KEL579)

Individual Take-Home Problem Set Due: [Date] – Electronic Submission via Blackboard by [time].

Session 7 [Date, Day: Time] (On site)Activity 1: Lecture/Discussion: Strategic Alliances in the Global Markets, Performance Measurement for

SuccessReading: Hutt & Speh, Chapters 6 and 15Reading: Alliances and Networks, Strategic Management Journal (1998), 19, 293-317

Activity 2: Group Case Analysis Presentation and Discussion: Making stickK Stick: The Business of Behavioral Economics (HBSP: 9514019)

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Carey Business SchoolPolicies and General Information

Blackboard SiteA Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at https://blackboard.jhu.edu. Support for Blackboard is available at 1-866-669-6138.

Course EvaluationAs a research and learning community, the Carey Business School is committed to continuous improvement. The faculty strongly encourages students to provide complete and honest feedback for this course. Please take this activity seriously; we depend on your feedback to help us improve. Information on how to complete the evaluation will be provided toward the end of the course.

Disability ServicesAll students with disabilities who require accommodations for this course should contact Disability Services (carey.disability@jhu.edu or 410-234-9243) at their earliest convenience to discuss their specific needs. If you have a documented disability, you must be registered with Disability Services to receive accommodations. Please note that accommodations are not retroactive. Therefore it is strongly encouraged that you identify your needs to Disability Services as early as possible.

Honor Code/Code of ConductThe Carey community believes that honesty, integrity, and community responsibility are qualities inherent in an exemplary citizen. The objective of the Carey Business School Honor Code is to create an environment of trust among all members of the academic community while the qualities associated with success are developed in students. All students are expected to view the Carey Business School Honor Code/Code of Conduct tutorial and submit their pledge online. Please contact the student services office at carey.students@jhu.edu if you have any questions.

Students are not allowed to use any electronic devices during in-class tests. Calculators will be provided if the instructor requires them for test taking. Students must seek permission from the instructor to leave the classroom during an in-class test. Test scripts must not be removed from the classroom during the test.

Student Success CenterThe Student Success Center offers free online and in-person one-on-one and group coaching in writing, presenting, and quantitative courses. The center also offers a variety of workshops and exam study sessions, and provides a list of self-guided resources. Most of the tutors are current Carey students. For more information or to book an appointment, please visit the Student Success Center website.

Other Important Academic Policies and ServicesStudents are strongly encouraged to consult the Carey Business School’s Student Handbook and Academic Catalog and Student Resources for information regarding the following items:

Statement of Diversity and Inclusion Inclement Weather Policy

Copyright StatementUnless explicitly allowed by the instructor, course materials, class discussions, and examinations are created for and expected to be used by class participants only. The recording and rebroadcasting of such material, by any means, is forbidden. Violations are subject to sanctions under the Honor Code.

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