Campus Santa Fe	División Administración y Ciencias Sociales
	Syllabae	Enero-Mayo 2009	Moisés Cielak

General Information

About the professor

Course description

 

This is an intermediate course on channel marketing and  the student will be able to Establish best ways to distribute products with logistical and economic implications dealing with distribution chains, product lifeclycles, with tools such as supply chains, inventory factors, and commercial support strategies as means for effective and efficient supply management processes.

Course Objective

At the end of this course the student will be able to build and manage a continuously evolving value-network for the distribution and commercialization of products.

Teaching Format: 

The course includes a   lecture and   discussion and presentations by students  . The lectures provide students with a systematic e-marketing framework concept in the new digital era. The concept will then be compared and contrasted with traditional marketing. The discussion sessions introduce new media tools and demonstrate the application of the tools in the business marketplace by the students and in combination with live experiences.  Lastly, a customer oriented project will be implemented by students using new media technology.   

Bibliography

• Bibliography:
  TEXT BOOKS: 
  Anne T. Coughlan, Erin Anderson, Louis W. Stern, and Adel I. El-Ansary, Marketing Channels, 6th edition (Englewood Cliffs, N.J.:  Prentice-Hall, Inc., 2001)

       Pelton, Lou; Cooper, Martha; Strutton, David,             

       Marketing Channels:Managing Supply Chain Relationships,

       McGraw-Hill, , , , []

Key Dates

 

 

The course Week by week

 

Students finalize channel strategy

Course week by week
Distribution Channels and Logistic Management
MT2014
	Date	Topics
	FRAMEWORK	Value Chain Relationships
		Chap 1. Supply Chain Relationships
		2. Channel Roles in a Virtual Marketplace
		Chap 3. Customer Value Management
		4. Marketing Mix and Relationship Marketing
		Part I Cases
		1.1 Compaq Computer Corporation: The Dell Challenge Students define final project theme
		1.2 Sunshine Juice Company
		1.3 Eggsercizer: "The World's Smallest Exercise Machine"
		1.4 Opus One: A Marriage of Wine-Making Magnates
	EXOSYSTEM	Value Chain Environment
		5. Managing Uncertainty in the Channel Environment
		Chapter 6. Legal and Regulatory Issues
		Chapter 7. Ethics and Compliance First Term Exam at beginning of session
		Part II Cases
		2.1 Wal-Mart Stumbles with Hong Kong Shoppers
		2.2 Partnering for Success: Federal Express and Netscape Join Forces for Information Technology
		2.3 Necessity to Luxury: Cool Moves-The Cooling of Two Countries First Term Exam at beginning of session
	MICROSYSTEM
		Chapter 8. Global Supply Chain Mgmt
		Chapter 9. Information Technology and ERP
		Chapter 10. Relational Logistics Second Partial Exam
		Part III Cases
N		3.1 SAP/Microsoft: Dancing with the Bear
		3.2 Ameriserve
		3.3 Indiana Wine Grape Council
		3.4 Factory Direct Selling by Cironi's Sewing Center Students finalize channel strategy
	MESOSYSTEM
		Chapter 11. Sourcing Strategies Third Term Exam
		Chapter 12. Conflict Resolution Strategies
		Chapter 13. Transaction Cost Economics Submission of final project report
		Chapter 14. Long-Term Customer Value
	ALLIANCES AND CASES
		Chapter 15. Strategic Partnering Agreements
		Cases
		PRESENTATIONS BY STUDENTS Frist session of Project Show
		Chapter 16. Relationship Metrics
		PRESENTATIONS BY STUDENTS Second session of Project Shows
		Final Exam (in this course it’s about the Channel Audit Delivery)

 

Policy

COURSE MATERIALS:

Required Materials

           

• Course Packet

• Anne T. Coughlan, Erin Anderson, Louis W. Stern, and Adel I. El-Ansary, Marketing Channels, 6th edition (Englewood Cliffs, N.J.:  Prentice-Hall, Inc., 2001) (hereafter, “CASE”).
• Throughout the semester, I will distribute current articles relevant to marketing channels from the press and from trade publications. We will use them to enrich the class discussion

 

COURSE OBJECTIVE:

 

This course will study the elements and management of marketing channels.  For our purposes, any marketing channel is viewed as an inter-organizational system involved with the task of making goods, services, and concepts available for consumption by enhancing their time, place, and possession utilities.  The focus is on how institutions can effectively and efficiently transmit things of value from points of conception, extraction, and/or production to points of consumption.

 

We will analyze marketing channels using a framework for analysis that can be used for consumer product sales, business-to-business sales, and sales of services.  We will first discuss how to interpret the demands consumers have for the productive outputs of the channel.  We will then show how to describe the productive activities of channel members that produce these valued service outputs.  We will identify the types of gaps that can exist in channel design and how to close them.  We will then discuss how to manage the channel to control channel conflict and enhance channel coordination through the constructive use of channel power. Throughout these sessions, we will use lecture/discussion, case discussion, outside speakers, and a major channel audit project to develop and use the course knowledge. We will also discuss some important channel issues, such as pricing through the channel, trade promotions and gray marketing, in light of the analytic framework for the course.

 

The orientation of this course is toward the management of relationships within and among organizations that are linked together in a distribution system.  The successful management of these relationships, whether through the creation of consistent incentive systems for all channel members or through the exertion of other types of influence, is crucial for the long-term competitive viability of the firm.

 

COURSE GRADING:

ASSIGNMENT	GROUP/INDIVIDUAL?	WEIGHT
Retail Service Output Audit assignment	Individual	10%
Individual case memos (2)	Individual	20%
Class participation	Individual	15%
Major group case	Group	20%
Channel audit assignment	Group	35%

RETAIL SERVICE OUTPUT AUDIT EXERCISE:

            The Retail Service Output Audit exercise is due at the beginning of class on Wednesday, May 6 2009.  It is an individual assignment – meaning that you are to work on it alone and hand in an individual paper on it. We will discuss before it is due what service outputs are and how to relate service output demands to appropriate channel responses.

CASE MEMOS:

            We will discuss four cases in class other than the major case (Verklar, Laura Ashley and Federal Express Strategic Alliance, Michaels Crafts Stores and Owens & Minor). You are required to complete individually done case memos for two of the four cases. Each memo is worth 10% of your course grade. You will have a chance to choose which case memo to hand in, subject to an approximately even number of students doing each case memo.  I will have sign-up sheets available in class for you to sign up for your preferred case memo times.

CLASS PARTICIPATION AND CASE DISCUSSION:

Each student is expected to participate regularly in class discussions. A substantial part of the benefit that you will derive from the assignments is a function of your willingness to expose your viewpoints and conclusions to the critical judgment of the class, as well as of your ability to build upon and evaluate critically the judgments of your classmates.

 

It is very important that all of you come prepared to air your views in class.  I will provide suggested questions for you to prepare in studying the cases before class.  In general, you should view preparing the cases as an opportunity to practice using the analytical tools we are developing in class. 15 percent of your grade depends on class participation.  Effective (i.e., quality as well as quantity of) participation can therefore mean the difference between a higher and lower grade.  Regular class attendance is crucial to good class participation.

 

WRITTEN GROUP CASE ASSIGNMENT:

20% of your final course grade will depend on your written analysis of the Mary Kay case (due on Wednesday Feb 11, 2009). The case assignment should be done by you in teams.  Teams should include no fewer than 3 and no more than 5 people. Your team will submit a joint document (not individual ones) summarizing your evaluation and analysis of the firm's problems, and your suggestions for action.  It is up to you to analyze the workings of the current channel, identify problems in its design or management, and suggest solutions to those problems.  You will be evaluated on your ability to apply the general analytical concepts we develop in class to the specific situation you see in the case. Your written case is limited to 2000 words of text, plus no more than 10 exhibits.

            GROUP CHANNEL AUDIT ASSIGNMENT:

            You will be required to perform an audit of a specific firm's existing distribution channel as part of the course requirements.  Your audit will count for 35% of your final course grade, and is due at the beginning of class on Wednesday, April 22.  This audit will consist of a report describing the current state of the channel (its structure, members, allocation of channel functions and flows, ability to meet target customer segments' demands for service outputs, gap analysis, and power and conflict characteristics), as well as suggestions for improvement of the channel design and management.  You will be introduced to templates and analytic tools over the course of the course that will equip you to do this real-world analysis. You are responsible for finding a firm whose distribution channel you wish to study.  You should do your best to use both primary (e.g., personal interview) and secondary (e.g., library research) data to perform your analyses.  Your audit should include bibliographic references and citations to any secondary sources you use (business press articles, journals, books, etc.) as well as mentioning the names, titles, and companies of any people you interview for the audit.  You will be graded on the quality of your analysis and recommendations and on your ability to apply the analytic concepts from class to your chosen distribution channel situation. The report should be no more than 2500 words long, plus no more than 10 pages of exhibits.

 

FINAL EXAM

 

There is a final exam in this course related to Channel Audit.

Attendance

ü          No late attedancy more than 15 mins. Please don´t knock and enter.

ü          No early dismissal alter mid break

ü          Absenty limit is 2 sessions. With more than 83% grade alter 3 midterm exams, the student is allowed an extra session absenty

ü          No missing sessions are justifyable

ü          There is no late Attendance.

Exams and homework

ü          All homework or case solving is deliverable via email unless otherwise stated

Reglas de comportamiento

ü          Queda estrictamente prohibido fumar e ingerir alimentos y/o bebidas en el salón de clase, así como el uso de celulares  y radiolocalizadores.

ü          La computadora portátil sólo se utilizará dentro del salón de clases para las actividades académicas diseñadas para la materia. Fuera de estas razones, por ningún otro motivo se autorizará su uso durante el desarrollo de la clase.

ü          El profesor asume que el alumno conoce el Reglamento General de Alumnos vigente y el Reglamento Académico para los programas de Profesional, por lo que todas las actividades durante el semestre se regirán conforme a lo establecido en dichos reglamentos.

Deshonestidad Académica

Artículo 34.- Dentro de la categoría de faltas de orden académico que se define en el Artículo 29, se incluirán, entre otros, todos los comportamientos específicos relacionados con:

     Presentar como propio el conocimiento ajeno o desarrollado por terceros –aún tratándose de fuentes electrónicas – en exámenes rápidos, tareas, trabajos o proyectos.  Este comportamiento será sancionado según el Reglamento Académico vigente.