NORTHWESTERN UNIVERSITYJ. L. KELLOGG GRADUATE SCHOOL OF MANAGEMENT

Marketing 430-71 Alice M. TyboutWinter Quarter 2000 Phone: 847.491.2723Office: Leverone 468 e-mail amtybout@nwu.edu

COURSE OVERVIEW

Course Objectives

This is a survey course and, as such, is designed to provide students with an overview of marketing concepts and tools. While effort has been devoted to finding teaching materials that represent a variety of industries and employ a variety of media, the primary goal is to provide you with concepts and tools that will be broadly applicable. More specifically, the course has two primary objectives:

To develop your marketing decision-making skills. You should leave the course with a well-developed ability to:

- analyze the marketing and business environment in which an organization is operating and identify the primary marketing problems facing the firm,

- prioritize these problems and select the key issue to be addressed, - develop compelling and creative strategies for solving these problems, and - make tactical decisions that will achieve the strategy that you have selected and, thereby,

solve the problems you have identified.

To provide you with a set of concepts and tools that can support your decision-making. Fundamental concepts of marketing (such as marketing disciplines, segmentation, targeting and positioning, customer satisfaction, perceived value, pricing, etc.) will be presented to assist you in both identifying problems and developing strategies. In addition, tools that are useful in making a number of specific decisions (e.g., laddering to achieve a stronger positioning in consumers’ minds) will be presented.

As we pursue these objectives, you will become acquainted with a range of institutional marketing knowledge, practice, and terminology. I will alert you to articles in the popular business press and web sites that relate to topics we are discussing in class and I also encourage you to share your observations with me and with the class.

Class Sessions

Class sessions will blend lectures with case discussions. There are two types of cases. One type of case is a summary of a situation that will be used to illustrate some specific concepts that will be

discussed in a lecture format (e.g., WANG). These cases, which are identified as “Case Illustrations” on the course syllabus, should be read in advance of the appropriate class session. In addition, you should be prepared to answer any questions provided.

Other cases, labeled as “Discussion Cases”, will be discussed in greater depth and require more detailed preparation. In order to get the maximum benefit from our detailed case discussions, it is essential that you thoroughly prepare these case prior to class. This requires much more than simply reading the case or having answers to the questions posed at the end of the case. In preparing for class, I recommend that you read a case at least three times.

The first reading should be a quick run-through of the text in the case. It should give you a general sense of the issues facing the company and the type of data that are available.

Your second reading should go deeper. At this point, you may wish to highlight information that seems especially important and organize this information using devices such a SWOT analysis (i.e., an analysis of strengths, weaknesses, opportunities and threats) and/or an assessment of the 4Cs (company, competitors, customers/consumers, and collaborators). In general, the case writer has included exhibits because they convey relevant information, so be sure to examine this information. Often, you will need to apply some analytical technique to the exhibit in order to make meaningful inferences.

On your third reading, you should have a good idea of the fundamentals of the case. Now you must decide what the key problem is and thus, what the goal of the firm should be. If you correctly diagnose the problem the rest of the analysis is relatively easy! The challenge is to understand the root causes of some unsatisfactory situation and to do so at a level that is actionable for the marketing manager. While the culture of the firm or the general state of the economy may well be contributing to a problem, it is unlikely that the marketing manager can implement a strategy to address a problem at this level. Once you have defined the problem, you should develop a strategy for solving it. A well-defined problem often implies a particular strategy. However, if multiple courses of action are viable, you should debate the merits of each and select the most compelling option. The Week 3 reading entitled “Defining Marketing Problems” provides a more detailed discussion of how to identify marketing problems.

The goal of the larger, more complex cases is to develop your ability to analyze complex, amorphous, marketing situations. Cases often lack pieces of information that you may feel are key in formulating a strategy. This may make you uncomfortable and you may feel reluctant to argue for a particular course of action -- other than collecting more information. However, this situation parallels ones that you will face both when asked to analyze a case during a job interview and when making decisions in the real world. Rarely will it be possible to delay decisions until you obtain all the relevant information. Thus, you should be willing to make assumptions that are reasonable in light of the information that is provided and be prepared to defend these assumptions.

When conducting a major case discussion, I will occasionally ask one or more students to begin the class by answering a specific question or series of questions. Anyone who has thoroughly prepared the case should be able to perform this task effectively. After the case introduction, we will develop a

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more detailed analysis of the situation and address the problems and issues in the case. In these discussions, each person should be prepared to share his or her views with the class.

Written Cases

I will assist you in forming groups during the second week. Your group will submit a single paper for two assignments: the Black and Decker Positioning Exercise (due 2/14) and the Land Rover North America Case Analysis (Due 2/28). In your initial group meeting, please agree on a meeting schedule that will enable all of you to do your fair share on these group projects. If necessary, arrange to finish the paper early so that everyone can participate. Two other case assignments Calyx & Corolla (due 1/24) and the final exam case (distributed in the last class and due on 3/13) will be done on an individual basis.

The case format utilized in this course is designed to help you focus on the key case issues. It is described in detail in the attached note, “Writing a Case Analysis,” and it will be illustrated when we discuss the Hyatt versus Marriott case in Week 3. Please read this note carefully. All written cases must adhere to this rigorous format. Deviations from the format will adversely affect your grade.

Student’s Grade

Each student’s overall course grade will be based on the following inputs:

Contributions to Class Discussion and Group Papers 10%

Breakeven Analysis 10%Written Cases

Calyx & Corolla (individual) 15%Black & Decker (group) 15%Land Rover (group) 25%

Final Exam Case 25%

Final grades will be assigned on the basis of students’ performance relative to their peers and no more than 50% of the class will receive an “A” in the course.

One advantage of the TMP program is that each of you brings a wealth of current, practical experience to the classroom. This experience can enrich our discussion of cases and course concepts. At the same time, it is important that the comments be made in a manner that is meaningful and relevant to the topic at hand and that a small number of people do not dominate the “air-time.” With this in mind I offer the following list of characteristics for effective class participators. Please try to keep it in mind when you raise your hand.

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1. Effective class participators are well prepared, and their comments reflect it. They come to class with an informed opinion about the problem and a solution to it.

2. They listen effectively. Their comments are linked to previous discussion in the class.

3. They are succint.

4. They have a sense of process in the class. That is, they understand where the class has been and where the discussion is going, and their comments facilitate that process.

5. When the occasion demands, they can tie their comments to concepts or analytic tools developed in earlier classes, in other courses, or in the reading materials.

6. They are enjoying the process, and their tone of expression and body language indicate it.

Asking good questions of either the instructor or your fellow students is one way to make a positive contribution to the class discussion. However, be sure that your questions are ones that are of general interest and that they pertain to the issue being discussed. If you have questions about something that is not likely to be of interest to the entire class or you feel you are not understanding a concept that your classmates seem to have grasped, please drop by during my office hours or make an appointment to see me. I will be happy to talk with you.

Honor Code

The honor code will be applied to the course in the following manner:

1) Discussion cases may be prepared either with your group members or individually unless you are specifically instructed otherwise.

2) Group written cases are to be prepared by group members only. The cases are not to be discussed with anyone who is not a member of the group, regardless of whether they are in the class.

3) Individual written cases are to be prepared without consulting group members, other class members, or outside sources of information.

Course Materials

1) Course Packet 2) Textbook: Philip Kotler, Marketing Management: The Millenium Edition, 10th

Edition, Prentice Hall International Editions, 2000

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COURSE OUTLINE

Week Dates Topic Assignment

1 1/10 The Marketing Concept Kotler, Ch. 1,2Leveraging to Beat the OddsSpend a Day in the Life of Your CustomersQuantitative Analysis for MarketingPricing Predicament Case IllustrationBross Cord Discussion Case

2 1/14 Identifying Opportunities in the Kotler, Ch. 3, 5, 8Marketplace How Market Leaders Keep Their Edge

WANG Case IllustrationUSA Today Online Discussion CaseBreakeven Exercise Due

3 1/17 Knowing Your Potential Targets Kotler, Ch. 6,7Defining Marketing ProblemsStrategy: A Cognitive ViewGet Closer to Your Customers by Under- standing How They Make ChoicesHyatt versus Marriott Discussion Case

4 1/24 Selecting Targets and Developing a Kotler, Ch. 9Strong Positioning Realize Your Customers' Full Profit

PotentialThe Four Ds of Effective PositioningPalm Pilot Case IllustrationCalyx and Corolla Individual Written Case Due

5 1/31 Using Market Research to MakeDecisions

Kotler, Ch. 4Got Questions?The New Mantra MVTNestle Contadina Discussion Case

6 2/7 Designing and Branding the Product Kotler, Ch. 10-13Extend Profits Not Product LinesBrands versus Private LabelsBlack and Decker (A) Discussion Case

7 2/14 Delivering the Offering: Service Kotler, Ch. 14Quality Learning From Customer Defections

Empowering Service Employees Black and Decker Group Positioning Paper Due

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8 2/21 Capturing the Value Created: Kotler, Ch. 15Pricing Decisions How Do You Know When the Price is

Right?Good-Bye to Fixed Pricing?Penrod versus Prentice Machine ToolsDiscussion Cases

9 2/28 Promoting the Offering: Kotler, Ch. 18,19Communication Decisions Building Brands without Mass Media

All Europeans Are Not Alike Intel Discussion Case (CD ROM)Land Rover Group Written Case Due (TBD)

10 3/6 Channel Strategy & Integrating the Kotler, Ch. 16,17,21,22Marketing Mix Make Your Dealers Your Partners

Procter & Gamble: The Wal-Mart Partnership (A) Discussion CaseTake Home Final Exam Distributed – due 3/13

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Week 1The Marketing Concept

Goals

There are several goals for the first week of the course. Specifically, we will:

1) Discuss the marketing concept and the domain of marketing, 2) Introduce the key marketing concepts of segmentation, targeting, and

positioning, and3) Illustrate how breakeven analysis can assist the manager in making marketing

decisions.

Preparation

To prepare for class, you should:

1) Read “Leveraging to Beat the Odds” and “Spend a Day in the Life of Your Customer.”

2) Read the Pricing Predicament case and be prepared to answer the following questions:

a) What is the key problem facing Standard Machine Corporation at the time of the case?

b) Will Tony accept one of the proposals outlined in Scott’s memo? If so, which proposal and why? If not, why not and what will the company do instead? What will be the consequences of the action that you predict the company will take?

c) What should the company do? (Note that this may be quite different from what you think it will do?)

3) Read the Bross Cord and Wire Case and be prepared to answer the following questions:

a) Should Mr. Bross adopt his proposed marketing plan? Why or why not?

b) What dollar sales volume will be required for Mr. Bross to breakeven? (If you are not familiar with breakeven analysis, please refer to the reading “Quantitative Analysis for Marketing”).

The Kotler chapters are for general reference and can be skimmed at your leisure.

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Week 2 Identifying Opportunities in the Marketplace

Goals

During the second week in the course, we will be focusing on identifying and assessing opportunities in the marketplace. In this macro-level assessment marketers work with, and sometimes act as strategic planners. Thus, there is overlap between the material that we will discuss and material that is covered in Management & Strategy D31. It is hoped that this overlap will enhance learning. However, terms are occasionally used differently in Marketing D30 and M & S D31. I’ll try to alert to terms that have somewhat different meanings in the two areas and I encourage you to ask for clarification if you experience any confusion.

The specific goals for Week 2 are:

1) Outline the overarching framework for marketing decisions, 2) Discuss criteria for evaluating opportunities, and3) Illustrate the need to update strategy as the market evolves.

Preparation

To prepare for class you should:

1) Read the assigned chapters in Kotler.2) Read “How Market Leaders Keep Their Edge” and relate this reading to the

WANG Case. Specifically, what discipline did WANG practice historically? What discipline should it adopt as it emerges from bankruptcy and why?

3) Analyze the USA Today Online Case and be prepared to answer the following questions:

a) What does the USA Today brand stand for in the minds of consumers?b) Compare the newspaper and web site with respect to their competitors,

their customers, the partners with whom they collaborate in the market and their distinctive competencies. Are they in the same business? Should they be?

c) Advise Gannett on the USA Today Online business. Make concrete proposals that can be implemented and that will materially affect the prospects of the Online business.

4) Complete the Breakeven Analysis assignment. Answers should be typed or very neatly printed. Be sure to show the steps leading up to your answer so that you can receive partial credit for employing the correct process despite making a computational error (and thereby having an incorrect final answer).

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Week 3Knowing Your Potential Targets

Goals

Once a broad opportunity has been identified in the marketplace, focus centers on segmentation, targeting, and positioning (STP). These are the key strategic decisions made by the marketer and the are the subject of discussion in weeks 3 and 4.

The specific goals for week 3 are:

1) To understand the bases for segmentation and to identify criteria determining the appropriateness of a particular segmentation scheme, and

2) To explore the ways in which segments of consumers (i.e., potential targets for a marketing program) make decisions.

Preparation

To prepare for class you should:

1) Skim the Kotler chapters.2) Read “Defining Marketing Problems” and use this reading in answering the

questions regarding the Hyatt versus Marriott case, which are outlined below. In examining this case, you may adopt the perspective of either Hyatt or Marriott:

a) What is the most critical problem facing your hotel chain? What should the primary goal of that chain be?

b) Which segment will you target in order to achieve your goal?c) How do members of the segment you will target choose a hotel for a

particular trip (be specific and outline the process that they go through step by step)? How does this decision process differ from the decision process employed by a segment that is NOT being targeted? (For example, if you are targeting frequent business travelers, how is their decision process different from the one that infrequent travelers or leisure travelers go through?)

d) How will you position your chain to the target that you have selected?

If you have time, you may wish to visit the Hyatt and Marriott web sites.

3) Read: “Strategy: A Cognitive Perspective” and “Get Closer to Your Customers by Understanding How They Make Choices,” to gain insight about the nature of individuals’ decision making.

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Week 4Selecting Targets and Developing a Strong Positioning

Goals

In Week 4 we will continue our discussion of STP, with an emphasis on positioning.

Specific goals for this week are:

1) To discuss targeting strategies, such as following a “path of least resistance”,2) To learn how to right a clear, compelling, positioning statement, and 3) To illustrate common errors in positioning.

Preparation

To prepare for class you should:

1) Read Kotler and the packet articles (the one on “The Four Ds of Effective Positioning” is especially good and beautifully written…though I may be biased!),

2) Translate your positioning strategy for Hyatt or Marriott (developed last week) into a formal positioning statement that employs the following format:

To (Target Description):

Hyatt/Marriott is the (Frame of Reference):

That (Point of Difference):

Because (Reason to Believe):

3) Read the Palm Computing Case Illustration and think about how the company should position Touchdown and how the positioning of this product should evolve over time.

Also note that your first written case assignment, the Calyx and Corolla Case is due at the start of class this week.

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Week 5Using Marketing Research to Make Decisions

Goals

To this point, marketing research has played a background role in our discussion of cases. Each case has presented some form of research that has been used in our decision making. In Week 5, we pause and turn the spotlight on marketing research.

The specific goals in Week 5 are:

1) To understand the broad range of marketing research techniques that marketers use and the strengths and weaknesses of these techniques, and

2) To practice integrating qualitative and quantitative information to make decisions.

Preparation

1) Read Kotler and the packet articles (“The New Mantra MVT,” “Got Questions?)

2) Analyze the Nestle Contadina Case. Should a pizza product be launched under the Contadina brand name? Why or why not? How did you use the marketing research in arriving at a recommendation?

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Week 6Designing and Branding the Product

Goals

We are now half way through the course (yipee!). In the remaining weeks, we turn our attention to how the strategic decisions (which have been our focus to date) guide more tactical decisions related the Four Ps (product, price, promotion and place) that make up the marketing mix. We begin by focusing on decisions related to the physical product and how it is branded.

The specific goals for Week 6 are:

1) To understand the distinction between a new product, a product improvement, a product line extension, and a brand extension, and to determine when each type of product introduction is appropriate, and

2) To explore tradeoffs associated with alternative branding strategies (e.g., focusing on a corporate level brand versus a product brand).

Preparation

To prepare for class you should:

1) Focus on the packet readings (“Extend Profits Not Product Lines” and “Brands versus Private Labels”), and only skim the Kotler chapters,

2) Read the Black and Decker (A) Case and be prepared to discuss the following questions:

a) How do you explain Black and Decker’s small share in the Professional-Tradesmen segment of the market as compared with its leadership or strength position in the other segments?

b) What are the pros and cons of the proposed strategic options? Which would you recommend that the company adopt?

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Week 7Delivering the Offering: Service Quality

Goals

In week 7, we continue our discussion of the mix by focusing on issues related to how the product or service offering is delivered to the consumer. The process of delivering the offering may involve both employees of the firm that produces the product/service and independent intermediaries or collaborators. Regardless of who delivers the offering, the quality of service experience has a significant impact on the customer acquisition and retention. Our discussion will begin by concluding our discussion of Black and Decker case and noting the role of dealers in its strategy for the professional/tradesman segment of the market.

The specific goals for Week 7 are:

1) To emphasize the value of customers and the recognize the role that service quality plays in customer retention and, hence, profitability,

2) To outline procedures to selecting the level of service quality that the firm will offer, and

3) To understand the linkage between employee/channel member satisfaction and customer satisfaction.

Preparation To prepare for class, you should:

1) Read Kotler and the packet articles (“Learning From Customer Defections,” and “Empowering Service Employees”),

2) Reflect on your own service experiences and identify one very positive service encounter and one miserable service encounter. What are the key characteristics that distinguish the two experiences? How might the company have salvaged the miserable experience?, and

3) Read the Complaining Customer Case and be prepared to answer the following questions:

a) What is Mr. Shelton’s value to Presto Cleaners?b) Can Presto Cleaners make Mr. Shelton a satisfied customer once

again? Should it try to do so?c) Assuming that Presto Cleaners wants to satisfy Mr. Shelton, what

actions should it take? Note that your Black and Decker Group Positioning Statement assignment is due at the start of class this week.

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Week 8Capturing the Value Created: Pricing Decisions

Goals

In Week 8, we will focus on capturing the value that has been created through designing and delivering the offering through pricing decisions.

Specific goals for Week 8 are:

1) To understand the linkage between the positioning of the offering and pricing strategy and examine alternative pricing strategies,

2) To explore the various ways in which consumers use price information in their decision making, and

3) To practice making pricing decisions that are consistent with both the positioning of the offering and consumers’ use of price information in their decision making.

Preparation

To prepare for class you should:

1) Read Kotler and the packet articles (“How Do You Know When the Price is Right?” and “Good-Bye to Fixed Pricing”),

2) Try shopping for an item on the web (you don’t need to actually order anything!), and reflect upon how you used price information in making a choice,

3) Read the Penrod and Prentice Machine Tools cases and be prepared to discuss the following questions:

a) How does a typical consumer go about shopping for a solar heating unit for a swimming pool? What role does price play in the decision process?

b) What is the key problem that Penrod faces at the time of the case?c) Should Penrod make any changes in either it’s pricing strategy or

pricing tactics to solve the problem that you identified? Are changes in the other elements of the marketing mix needed?

d) What is similar and what is different from Penrod in the Prentice Machine Tools case?

e) What, if any, strategic or tactical changes in pricing should Prentice make?

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Weeks 9Promoting the Offering: Communication Decisions

Goals

During Week 9 we will focus specifically on marketing communications in general and sales promotion and advertising in particular. The goals for this week are:

1) To understand the linkage between the positioning of an offering and the choice of media and the content of communications,

2) To explore the ways in which consumers use alternative sources of information in their decision making, and

3) To practice making promotion decisions that are consistent with both the positioning of the offering and consumers’ reliance of various sources of information.

Preparation

To prepare for class you should:

1) Skim Kotler and read the two packet articles (“Building Brands Without Mass Media” and “All Europeans Are Not Alike”),

2) Do the Intel Advertising Exercise following instructions in the packet and on the CD ROM (to be distributed in class). Please be prepared to report on the advertising strategy and specific ad executions that you recommend in our class discussion. (This exercise may be done either as a group or individually, as your schedules permit.)

Also note that your written analysis of the Land Rover North America Case is due at the start of class this week

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Week 10 Working with Channel Partners in a Dynamic Environment

Goals

It’s the home stretch..! In our final week, the focus is on working with channel partners in a dynamic marketplace.

The specific goals for Week 10 are:

1) To discuss how marketing in general and retailing in particular is changing, and 2) To consolidate the concepts discussed throughout the course, and

Preparation

To prepare for class you should:

1) Skim the assigned Kotler chapters and read the “Make Your Dealers Your Partners” Retailing”

2) Analyze the Procter & Gamble: The Wal-Mart Partnership (A) Case and be prepared to discuss the questions outlined in the “Decisions” section of the case.

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Writing a Case AnalysisWriting a Case AnalysisThe case analyses should be typewritten and single-spaced. Please do not include a cover page with your case. There is a word limit of 1200 words. Exhibits count toward the word limit at a rate of 150 words per exhibit. Please provide a word count at the end of your analysis.

STRUCTURE

The case write up is comprised of four parts: executive summary, goal analysis, impediment analysis, and solution analysis.

Executive summary: The executive summary consists of a goal, an impediment, and a solution. The goal is the objective you believe is paramount given the facts of the case. The goal

emerges from a careful analysis of the problem(s) that the firm is facing. Selecting the right goal is one of the most important tasks in the case write-up. Be as specific as you can in defining your goal.

The impediment is the major factor(s) preventing you from reaching your goal. This impediment should be actionable; that is, you should be able to remove it with your solution (e.g., “the economy is in a recession is not an impediment).

Once you have your goal and impediment in place, your solution should fall out fairly easy - it is the action(s) you will take to remove your impediment.

Goal analysis: Why is this the most important goal? How does it fit with other company goals?

Impediment analysis: Given your goal, why is this impediment the most important impediment?

Solution analysis: The solution analysis consists of three parts: solution, argument, and counter-argument: The solution part should provide your logic for the proposed solution. What are the

advantages of your solution? Why is this the best solution given your impediment? The argument part should provide arguments (if any) against the proposed solution (i.e.,

what are the disadvantages of the proposed solution) The counter-argument part should provide counter-arguments for your solution (i.e., why the

disadvantages of your solution can be ignored).

Avoid giving executional details here, and focus instead on supporting your type of solution that you recommend.

Note on exhibits: Exhibits provide support for your arguments. Choosing which exhibits to develop is a often challenge. In general, one exhibit should make one point. Each exhibit should contain:

A title A conclusion which reiterates the key points demonstrated in the exhibit A source of any factual information used in the exhibit Any assumptions made in the developing the exhibit

CONTENT

This case approach is deliberately not comprehensive. You must pick what you believe to be the most important problem, and analyze it. The packet reading entitled “Defining Marketing Problems” (week 3), should help you understand how to find the right level of problem definition. If you can define the primary problem, one can reasonably assume that if asked to analyze the secondary problem, you could do that as well.

There are four ingredients to any case analysis: fact, assumption, logic, and opinion.

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Facts are obviously your most powerful tools, but you will find that they are in limited supply in the cases. This is deliberate, to simulate a natural marketing environment where information is scarce (costly) and imperfect. Do not seek outside information when analyzing the case. Also, you may assume the reader knows the case well. There is no need to repeat facts verbatim from the case except to explicitly support a conclusion.

Assumptions are necessary to fill in the missing facts. It is perfectly reasonable to use assumptions - just make sure they are clearly articulated, well-supported, and sensible. If you are unsure about a particular assumption (e.g., what the industry growth rate will be), consider presenting a sensitivity analysis with aggressive, conservative, and best-guess assumptions.

Logic will tie your fact and assumptions together to support your argument. Focus on identifying cause-and-effect relationships here: if I increase advertising spending then brand awareness will increase. Be sure that the logic of the situation is clear not only to you, but also to the reader of the case.

The opinions you submit are only as strong as the fact, assumption, and logic you have presented. Do not include statements that are opinions not supported by fact, assumption, and/or logic.

The most common error in case preparation is the misallocation and ineffective use of time. Your two most important tasks are finding the right problem and convincing me that it is the right problem. Don’t get caught up in selling the solution, especially by giving me lots of executional details—if you have the wrong problem the execution won’t matter. I am looking for solid, strategic problem solving, and am much less interested in what the headline in your ad campaign will be. It is also a very good idea to finish the case early, leave it be for a day, and then come back to it and look for holes in your logic that need filling in. Assume the reader will challenge each and every point you are trying to make.

Apply the “elevator test” to your case: You get in the elevator with your boss on the first floor. She presses the button for the 4th floor and then asks you what, in your opinion, should the company do to increase profitability. You have just enough time to give a strong recitation of your executive summary. On the strength of this alone you should impress her enough to ask you to walk with her to her office to discuss the case further. In the hall you give her your goal/impediment analysis, which gets you into her office. In her office you can take the time to present your solution analysis. By the time you leave she believes you are clear-thinking, strategic, smart marketer. At this point she begins to worry that you will take her job. Good luck!

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CASE WRITE-UP TEMPLATE

Group/Individual [GROUP NUMBER/YOUR NAME]

[CASE NAME]

Executive SummaryAt present, the most important goal for [company X] is to [proposed goal].

The main impediment for achieving this goal is [describe the impediment].

To achieve the above goal, [company X] should [propose a solution]

Goal Analysis[proposed goal] is the most important goal for [company X] because:

………………

………………

Impediment Analysis[impediment] is the most important impediment for [company X] to remove in order to achieve the

above goal because:

………………

………………

Solution AnalysisSolution

[proposed solution] is the best course of action for [company X] because:

………………

………………

Argument Against the Proposed Solution

One can argue, however, that [company X] should not [proposed solution] because:

………………

………………

Counter-argument

Despite the above disadvantages, the proposed solution is reasonable because:

………………

………………

Format: Arial 10; single-spaced; 1” margins on each side; use color only if necessary and in Exhibits.

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