Business to business marketing course booklet 2011-20120

Business to Business Marketing
Course Booklet
Semester 2b
2011/2012
MBA Option

Contents Page Number
Course Details .................................................................................................... 3
Course Description and Objectives .................................................................... 3
Learning Outcomes ............................................................................................ 3
Planned Student Learning Experiences ............................................................. 4
Teaching Approach............................................................................................. 5
Assessment ........................................................................................................ 5
Guidelines for formatting and handing in assessed work: .................................. 6
Failure to attempt or complete assessed coursework or an examination ........... 6
Exam arrangements for Disabled students......................................................... 7
Plagiarism Statement.......................................................................................... 7
Appeals............................................................................................................... 7
Feedback ............................................................................................................ 7
Consultation........................................................................................................ 7
Course Monitoring Surveys ................................................................................ 8
Groupwork Issues:.............................................................................................. 8
Course Website .................................................................................................. 8
A Note on Cases................................................................................................. 8
Study Programme........................................................................................... 112

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Course Details
Course Code: BUST11033
Title: Business to Business marketing
College: Humanities and Social Science
School: The University of Edinburgh Business School
Course Co-ordinator: Professor Marco Protano
Contact Hours: 30
Semester: Semester 2b
Lectures: Monday to Thursday, April 23 to 26

Course Description and Objectives
Welcome to the world of Business to Business Marketing! The course focuses on how businesses
identify and competitively satisfy the needs of other businesses. It is a radically different challenge
than marketing to personal end users (consumers like you and I). Business goods go through
numerous transactions and transformations before they are ready to be ultimately sold to consumers
(for example sand=>silicone=>semiconductor chips=>computer mother boards=>personal
computers). Although a common body of marketing knowledge applies, important differences exist
between consumer and business marketing, especially the nature of the markets, demand patterns,
buyer behaviour and buyer-seller relationships.

The dramatic rise in competition on a worldwide basis requires a global perspective of markets. To
secure a competitive advantage in this challenging environment, business market customers are: 1)
developing closer, more collaborative ties with fewer suppliers than they have used in the past, 2)
using the Internet to promote efficiency and real-time communication across the supply chain, and 3)
demanding quality plus speed from their suppliers to an unprecedented degree. These important
trends in procurement place a premium on the supply chain management capabilities of the business
marketer. Business marketing programs increasingly involve a customized blend of tangible
products, service support, and ongoing information services both before and after the sale. Above all
else, relationship management constitutes the heart of business marketing.

To successfully manage Business to Business Marketing challenges and opportunities, you will gain
a foundation of B2B knowledge to guide you:

• To identify and competitively satisfy business marketing customer target market(s) needs on a
profitable basis. Particular attention is given to market analysis, organizational buying
behavior, customer relationship management, supply chain management, strategy and tactics.
• To present a managerial approach to tackling strategic and operational issues. We will devote
significant time daily to applying our knowledge to real marketplace case scenarios which will
place all students in the role of a Business Marketing Manager who faces challenging
managerial decisions.
• To utilize evolving technological solutions to improve efficiency and effectiveness in
marketing. Particular attention is given to E-commerce, CRM, innovation and digital
marketing communications.

Learning Outcomes
Knowledge and Understanding:
After completing the course, the student will be able to:
• Appreciate the dynamic and complex nature of the business marketplace.
• Understand the important differences between consumer and business markets and the
implications for marketing management.

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• Recognise the implications the specific nature of business-to-business organisation has on
marketing.
• Critically appraise the marketing strategies and operations of business marketers.

Cognitive Skills:
After completing the course the student will be able to:
• Demonstrate a critical appreciation of the literature in this field and be able to relate the theory
to practice.
• Demonstrate an ability to research, collate and synthesise material relevant to the team
project.

Key Skills:
After completing the course the student will be able to:
• Analyse the strategies and practices of business-to-business marketing management.
• Engage in critical discussion of marketing in a business-to-business context in class.
• Debate and defend considered arguments.
• Study independently and take responsibility for sourcing, reading and analysing related
reference material for the course.
• Create strategic and tactical plans

Subject Specific Skills:
N/A

Planned Student Learning Experiences
Lectures

Lectures and case study discussion sessions are designed to introduce students to the key elements of
Business to Business marketing and to give an opportunity to apply the learning in a real market
situation. The first session begins with an examination of the key differences between business
marketing and consumer marketing. The course then considers buyer behaviour, supplier and customer
relationships, network relationships, selection and targeting of customers, marketing and global strategy,
channels, communications, product development and latest developments in e-commerce.

The lectures provide an opportunity to discuss key takeaways for the study of business-to-business
marketing. The material delivered in the lectures provides grounding in the basic concepts and
informative material along with some critique of the main ideas. However, students are expected to
develop their understanding and critical appreciation by: 1) reading the assigned articles and 2)
researching available published sources online, in libraries and reading from the recommended reading
list. Please note, the lectures are NOT a substitute for reading the articles.

Case Study Discussions and Daily Submissions

Case studies are descriptions of business situations that provide opportunities to define and solve
problems in real settings. The case method is one of the most effective means for developing decision-
making capabilities in complex situations that characterize strategic marketing problems and
opportunities. The case method requires students to analyze the relevant facts and information in the
case, then to apply the analytical techniques developed in class and learned throughout the MBA
curriculum.

The cases chosen for this course represent real, important, strategic choices faced by well-known firms.
Students may be familiar with the products or outcomes of the situations. In making recommendations
for the cases, please limit yourself to the information in the case. Recommended format for case study
discussions can be found in Appendix 1.

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Using the same format in Appendix 1, you are requested to submit a team-based two page write-up (MS
Word format, SS, standard professional fonts—No Times Roman please). Exhibits (e.g. Excel
spreadsheets) are additional and not included in that two page recommended limit. Kindly form case
study teams of 3-5 students. You are requested to meet daily to discuss the case analysis, answer the
questions assigned, generate and evaluate strategic alternatives, make and support a managerial
recommendation as well as write-up your memo. The memo should engage your intended reader, be
concise, speak with the business vernacular from this and all your MBA courses and above all else,
persuade the reader. All members of the team must participate in each case review, analysis and write-
up. Kindly sign your name to each case submission.

Individual Case Study Write-up

You are required to complete an individual case study analysis to be handed in on Friday, April 27 no
later than 15.00 (3 pm) Edinburgh time to the Administrative staff. The case and questions assigned will
be handed out during the week. You are requested to submit a 2-4 page write-up (MS Word format, SS,
standard professional fonts no Times Roman please) with exhibits in addition (e.g. Excel spreadsheet).
Again, the individual case study write-up is an individual case effort. You are not allowed to seek nor
accept the transfer of any information, assistance or answers with regard to the case, its review, analysis
or solving from any source whatsoever (including but not limited to individuals or published sources such
as the Internet).

Teaching Approach
Socratic method of interactive lecture & case study dicussions.

Assessment
Form of Assessment:
The course is assessed by: 1) attendance and individual participation (20%), 2) team-based case
submissions (40%) and 3) individual case submission (40%).

For attendance, you are simply noted if you are present or not daily. For participation, the level and
quality will be evaluated over the week. The attendance and individual participation graded is
weighted more to participation.

In terms of the case submissions, evaluation of both team and individual efforts will be based on the
following criteria: a) strategic analytical input, b) creativity, c) application of Business Marketing and
general Marketing learning, d) presentation quality (style and conciseness primarily), e)
persuasiveness, f) comprehensiveness and g) conciseness.

For team submissions only, the faculty also will seek team members’ evaluations of each member
using the same criteria and reconcile those results with the faculty assessment for a final grade of all
team-based submissions (Appendix 3).

Dates of Assessment:
Team-based case submissions are due in advance of the case discussion in class. The team
submissions will be evaluated within the week for the course. One case write-up per team is due at the
start of classes on each of the following days: Tuesday, Wednesday and Thursday. Cases will be
assigned once teams have been established.

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In terms of the individual case submission, it is due on Friday afternoon 15.00 Scotland time, April 27.
Individual cases will be reviewed and graded usually the evening submitted. Grades will be posted the
following week.

Guidelines for formatting and handing in assessed work:
All completed assignments should be stapled and clearly labelled with the student’s Examination
Number. Names should NOT be written on the assignments themselves, so that they can be marked
anonymously. Students who are unable to submit assignments in person may mail them to the MBA
Admin Secretary, University of Edinburgh Business School; 29 Buccleuch Place, Edinburgh EH8 9JS.
We recommend that assignments be sent by first class post/recorded delivery. Students are asked to
attach an assignment Submission Sheet as front cover. The student’s name should be written on this
sheet along with the examination number. A template for this can be found at www.business-
school.ed.ac.uk/mybiz, and spare copies are available on the course handout shelves outside the
Admin Office.
When the assignments are received the Assignment Submission Sheet will be removed before the
assignments are sent to the relevant lecturer(s) for marking. Students must also submit each
assignment electronically by TURNITIN. For the group assignment, once the groups have been
composed, a group member will be assigned as responsible for this. Please see instructions via the
Student Portal. This is to enable checks to be carried out for plagiarism on a random basis, or if
suspicions are raised.

Once received, assignments will be logged in and distributed to the relevant lecturer(s) for marking.
Assignment marks will be made available within one month of submission or before students sit their
degree examination.

The University has a standardised penalty for late submission of coursework. The School will apply a
uniform penalty of a reduction of 5 marks for each 24 hours beyond the coursework deadline
(Saturday, Sunday and University Public Holiday not included) unless late submission has been
requested in advance of the submission date and approved in writing by the course co-ordinator. For
example:
- an essay with a mark of 65% which is less than 24 hours late will be given a final mark of 60%
- an essay with a mark of 65% which is between 24-48 hours late will be given a final mark of 55%
- an essay with a mark of 65% which is 48-72 hours late will be given a final mark of 50% and so on...
The penalty will not be applied if good reasons can be given, such as documented illness.

Therefore, if you are given an extension then you must ensure that the MBA Admin office has written
proof of this, e.g. in the form of an email from the Course Co-ordinator.

Failure to attempt or complete assessed coursework or an
examination
Where a student fails to attempt or fails to complete assessed coursework or an examination, the
Course Organiser will seek to establish from the student whether the failure is legitimate (i.e.
supported by appropriate documentary evidence) or not. A failure to attempt assessed coursework or
an examination without good reason will result in a zero mark being awarded for that element of
assessment. In the case of a legitimate failure to attempt or complete assessed coursework, the
Course Organiser may decide to offer an extended submission deadline (without marks deduction for
late submission). Where a student is able to produce evidence of legitimate reasons for failure to
attempt or complete an examination, and where it has not been possible to offer an extended
submission deadline for a legitimate failure to attempt or complete assessed coursework, the Course
Organiser will refer the case to the Special Circumstances Committee.

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Exam arrangements for Disabled students
If required, specific reasonable adjustments will be made to enable disabled students to sit
examinations, including any written, practice or oral examination, continuously assessed coursework
or dissertation which counts towards the final assessment. Approval of specific reasonable
adjustments should follow the normal approval routes (see 3.1, 3.2). Arrangements for degree
examinations must be approved in advance by the Registry (650 2214), and the Disability Office (650
6828) for dyslexic students, and reported to the examiners. The Registry requires notification of
specific examination arrangements for dyslexic students well in advance of examination weeks and
specific deadlines apply (see http://www.registry.ed.ac.uk/Student/Dyslexia.htm). For all other
disabled students the Registry must see and accept a medical certificate or similar documentation
relating to the student or be satisfied that an acceptable certificate will be produced. Such students
should discuss their requirements with their Programme Director and/or the Disability Office at the
earliest opportunity.

Plagiarism Statement
Plagiarism and cheating are offences against the University discipline. The full text of the University’s
regulation on plagiarism and cheating can be found on the University’s website at
http://www.ed.ac.uk/schools-departments/academic-services/students/postgraduate-
taught/discipline/plagiarism

Note that computers may be used to detect plagiarism, whether by using something as simple as a
search engine such as Google (it is as easy for a marker to find online sources as it is for you) or
something more complex for specialised comparisons of work. All courses will use the JISC
Plagiarism Detection Service.

Please refer to your Programme Handbook for more information on plagiarism.

Appeals
The process for students appealing against the assessment of grades is described in the Code of
Practice for Taught Postgraduate Programmes.

Feedback
Feedback will be provided in 3 form(s):

Feedback on this course
1. Team Case Marks and formal feedback on team case submissions and team
Submissions & presentation by next class day. For last day of classes, marks and formal
Presentation feedback will be provided after the end of the class.
2.Individual Case Marks and formal feedback on individual case submission for final exam will
Submission (Final be provided
Exam)
3. Individual Informal feedback will be provided to students in danger of not passing
Attendance and during the course days together. Marks will be made available upon final
Participation submission of grades.

Consultation
Students are encouraged to raise any concerns of a subject specific nature with the relevant course
lecturer; more general issues of concern should be directed to the Course Co-ordinator. All but the
simplest issues take time to resolve, and so please raise the issues as soon as you are aware of
them.

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Course Monitoring Surveys
Because the MBA programmes are constantly being streamlined to remain progressive and
contemporary, it is essential that you provide feedback on the courses you undertake so that the
academic and administrative staff can be aware of your needs and the needs of your peers; the only
way we can do this is if you let us know our strengths and what can be improved to make your
learning experience with us as relevant and fulfilling as possible.
At the conclusion of every semester you will be asked to complete anonymous online Course
Monitoring Surveys. You will be notified when the surveys relevant to your programme become live.
The results of these surveys will then be collated and distributed to the course lecturer(s) who will in
turn provide feedback on the course.

All information provided by students and course lecturer(s) will be taken into consideration by
decision makers within the Business School – and may alter the way that future courses are
administered. We are providing you with an outlet to voice your opinions and it is very important for
the current state and the future of the business school and its students that you do so.

Groupwork Issues:
Where group work is involved, should there be any problems with the group dynamic, these should
be raised by two concurring members of the team with the Course Coordinator at the earliest
opportunity.

In the event of personal circumstances preventing coursework being submitted on time students
should contact the relevant Programme Director.

Course Website
Lecture materials will be made available online via WebCT, which is accessible from the “quick links”
area on MyBiz http://www.business-school.ed.ac.uk/mybiz/home

REQUIRED Articles & Cases
Pertinent articles and cases studies from the Harvard Business School (“HBS”) database which use
real world business situations to reinforce the sessions’ learning.

Advised Preparatory Work
For those willing and able, kindly read all or as much of the required articles and cases as
possible in advance of our week together. During the week, it is important that you keep up
with any required reading and case preparation in advance of the class scheduled.

A Note on Cases
CASES are descriptions of business situations that provide opportunities to define and solve
problems in real settings. The case method is one of the most effective means for developing
decision making capabilities in the complex situations that characterize strategic marketing problems.
The case method requires us to analyze the relevant facts and information and apply the analytical
techniques and frameworks developed in class. The philosophy behind the use of cases in this
course is that learning marketing is not simply a matter of mastering a series of analytical tools, but
also developing a process of thinking that leads to informed decisions.

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The cases chosen for this course represent real, important, strategic choices faced by well-
known firms spanning a thirty-year period. The industries include high technology (software and
chips), health care, E-commerce, industrial and office equipment and aviation. Each case has
been selected based on the following criteria. First, they represent types of strategic situation
that are the subject of this course.

Second, they provide information on options that were actively considered by the firm. Third, they
contain enough information and data to assess the financial implications of the recommended
strategy. Fourth, they are interesting.

As noted, the cases span a thirty year time span. Despite the date, there is much to be learnt from
discussing the strategic issues discussed in the case. Given that we are likely to be quite familiar with
the products and the outcomes of the strategic situations described in some of the cases, we do face
a special challenge: We cannot use hindsight to justify our decisions. In making your
recommendations you must restrict yourself to the information given in the case.

Course Lecturer
Visiting Professor of Marketing, Marco Protano

Education:
MBA University of Virginia’s Darden School of Business 1994 (Faculty & Dean Award for Academic
Excellence as well as C. Stewart Shephard Award for Outstanding Community Service), BSBA
Northeastern University (Summa cum Laude, Beta Gamma Sigma, Phi Kappa Phi) 1985.

Experience:
Senior Executive and Advisor with proven Strategy, Marketing, Academic and Managerial Expertise.
Twenty-year track record building businesses through strategic marketing and achieving quantifiable
results within Fortune 100 (First National Bank of Boston, RJR Nabisco and Bristol Meyers Squibb),
Middle Market and Entrepreneurial environments in US, Europe and Middle East. In addition to
practical line managerial experience, I have an eight-year consulting track record tackling complex
strategic and brand challenges across diverse industries including high tech, e-commerce, CPG,
HBA, luxury goods, energy and services.

Courses taught: Competitive Strategy in the Marketplace, Marketing Management, Brand Planning
for New & Existing Products, New Product Design & Marketing, Sales Management, Consumer
Behavior, Global Marketing, Entrepreneurial Marketing, B2B Marketing and eCommerce.

The professor is most proud of his twenty-five year teaching history of stimulating new generations of
managers to the passion and power of both strategy and marketing among undergraduate, graduate
and executive levels across 4 continents.

Telephone: +1-508-737-4158 USA
Email: marcopro@msn.com
Skype: marcoprotano

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Study Programme

Lecture 1 Monday morning, April 23
Introduction to the Course & Business to Business Marketing

• The nature of business marketing.
• Distinguishing characteristics between consumer markets and business markets and the
implications for marketing.
• An examination of the nature of demand, the implications of direct and derived demand for the
marketing function.
• Creating & Keeping Value
• The Value Map & Value Delivery Process
• Strategic Models & Planning
• 9 Sources of Competitive Advantage
• Growth Options

REQUIRED Reading & Preparation:

HBS Article: Customer Value Propositions in Business Markets #R060F

HBS Case: Office Tiger #804-109

Lecture 2 Monday Afternoon, April 23
Organizational Buying Behavior & Customer Intimacy
• The organizational buying process.
• The B2B buyer is influenced by a wide array of forces inside and outside the organization.
Knowledge of these forces provides the marketer with a foundation on which to build
responsive business marketing strategies.
• Customer intimacy is the crucial part of the marketing
equation and fosters loyalty


HBS Article: Industrial Buyer Behavior #582-117

HBS Case: Royal Corporation by Hennessey and Kalunian, #BAB122

HBS Article: Customer Intimacy and Other Value Disciplines, #93107

HBS Case: Tetra Pak (A): The Challenge of Intimacy with a Key
Customer, #IMD230

Lecture 3 Tuesday morning, April 24
CRM & Managing the Personal Selling Function
• A well-developed ability to create and sustain successful working relationships with customers
gives business marketing firms a significant competitive advantage.

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• Personal selling is the most important demand-stimulating force in the business marketer’s
promotional mix. Through the sales force, the marketer links the firm’s total product and
service offering to the needs of organizational customers.


HBS Article: CRM Done Right #R0411H
HBS Article: CRM: Profiting from Understanding Customer Needs #BH158
HBS Article: Managing Customer Acquisition #270XBC

HBS Case: ENSR International #503075

HBS Article: Managing Customer Retention #2718BC

HBS Case: Hewlett-Packard- Computer Systems Organization: Selling to Enterprise
Customers #500064

Lecture 4 Tuesday early afternoon, April 24
E-commerce

• Leading-edge firms are using the Internet to transform the way in which they do business.
The Internet provides a powerful platform for conveying information, conducting transactions,
delivering innovative services, and building close customer relationships.


HBS Article: Realizing the Promise of e-Business #CMR345

HBS Case: ITC eChoupal Initiative #9-604-016 (for discussion purposes only)

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Lecture 5 Tuesday late afternoon April
24
Segmenting the Business Market
The business marketing manager serves a market
comprising many different types of organizational
customers with varying needs. Only when this
aggregate market is broken down into meaningful
categories can the business marketing strategist readily
and profitably respond to unique needs.


HBS Case: Centra Software #502-009

Lecture 6 Wednesday morning, April 25
Business Market Planning: Strategic Perspectives

To this point, we have developed an understanding of organizational buying behaviour,
customer relationship management, market segmentation and a host of other tools business
marketing managers use. All of this provides a fundamentally important perspective to the
business marketing strategist. We now explore marketing’s
strategic role, components of a business model that can be
converted into superior positions of advantage and detailing
the processes to make strategy a success.


HBS Case: Guidant: Cardiac Rhythm Management Business
(A)

Lecture 7 Wednesday early afternoon, April 25
Business Marketing Strategies for Global Markets
An overview of the planning for competitive advantages, resource
deployment and intensity of competitive interactions as we do battle in the
business marketplace.


HBS Case: Novo Industri, #389-148

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Lecture 8 Wednesday late afternoon April 25
Managing Innovation
The long-term competitive position of most organizations is tied to their ability to innovate—to provide
existing and new customers with a continuing stream of new products and services. Innovation is a
high-risk and potentially rewarding process.


HBS Article: Discovery-Driven Planning #95406

HBS Case: Du Pont Kevlar Aramid Industrial Fiber
(Abridged) #698079

Lecture 9, Thursday morning, April 26
Managing Business Marketing Channels
The channel of distribution is the marketing managers’ bridge to the market. Channel innovation
represents a source of competitive advantage that separates market winners from market losers.
The business marketer must ensure that the firm’s channel is properly aligned to the needs of
important market segments. At the same time, the marketer must also satisfy the needs of channel
members, whose support is critical to the success of the firm.


HBS Article: From Volume to Value #CMR442

HBS Case: Acqualisa Quartz: Simply a Better Shower #503058

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Lecture 10 Thursday late morning/ early afternoon, April 26
Managing Products & Pricing Strategy for Business Markets
By providing a solution for customers, the product is the central
force of business marketing strategy. The firm’s ability to put
together a line of products and services that provide superior
value to customers is the heart of business marketing
management.

Understanding how customers define value is the essence of the
pricing process. Pricing decisions complement the firm’s overall
marketing strategy. The diverse nature of the business market
presents unique problems and opportunities for the price
strategist. We will explore value-based pricing, the central
elements of pricing process and how to respond to a price attack.


HBS Case: KONE: The MonoSpace Launch in Germany #501-070

Lecture 11, Thursday late afternoon, April 14
Branding & Business Marketing Communications
A vital part of brand building in the B2B world incorporates business marketing
communications in addition to other crucial elements in an integrated effort. Advertising, both
traditional and non-traditional, supports and supplements personal selling efforts. The share
of the marketing budget devoted to advertising is smaller in business than it is in consumer
goods marketing. A well-integrated business-to-business marketing communications
program can, however, contribute to the increased efficiency and effectiveness of the overall
marketing strategy.


HB Article: “Building Loyalty in Business Markets” #R0509H

HB Article: “Customer-Centered Brand Management” #R0409H

HBS Case: “Doosan Infracore International: Portable Power
Brand Transformation (A) #IMD428

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Appendix 1: Case Study Discussion Format

Case Discussion & Presentation Format

The format described below is the format for verbal case discussions and written case submissions.

The discussion or written presentation should consist of the following parts in the order suggested:

A. Executive Summary is a very brief assessment of the problem or opportunity as well as the
strategic recommendation to solve the problem or take advantage of the opportunity.
Conciseness is key to allow the CMO to understand where you are and where you are headed.

B. Analytical summary of the strategic situation facing the brand utilizing Protano’s 7C’s. Under no
circumstances should you regurgitate case facts. Instead you are requested to provide insights
and implications.

Please analyze all of the data presented in the case, draw key conclusions (insights) and
generate implications for the brand business. To support your insights, kindly include only the
most pertinent of data in a concise format.

The Protano’s 7C’s are:
1) Category
2) Competition
3) Company
4) Customer
5) Consumer (may be the same as customer if the firm is selling direct to end user)
6) Culture
7) Context: PESTLE: Political, Economical, Sociological, Technological, Legal,
Environmental

C. Answer all case questions. Where appropriate, try to incorporate the answers to the questions within
the discussion of the Protano’s 7C’s.

D. Quantitative & qualitative assessment of the strategic alternatives available to the brand. Also,
consider laying out strategic alternatives in the form of a decision tree.

E. Recommendation for one of the alternatives, and the justification in support of that recommendation.

F. Closing summary.

G. Exhibit: Quantitative analysis of the alternative evaluation assessment and recommendation.

Some Important Points for Case Presentations

♦ Concise persuasiveness is key. Most management claim to be too busy to devote ample
time to listen to the delivery or read extensive reports. All professional delivery must be a
brief recommendation of action with only the most pertinent assessment of facts to support.

♦ Make the logical flow of your delivery clear to your audience. Sentences must flow from one
to the next. Paragraphs should have a singular idea and be brief. There must also be a
smooth flow from thought to thought.

♦ “Know where you are headed or any road will take you there,” according to Prof. Chris Gale
of UVA. Make sure that you have a goal in mind for your reader. All of your delivery should

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gear the reader up for what will come eventually. Stay in the driver’s seat and direct your
reader through the entire presentation. You’ll know you are effective when the reader arrives
at the same alternatives and conclusions.

♦ Be assertive and diplomatic in professional communications. As managers, our job is simple.
We gather and analyze data; draw insights and implications; generate evaluations and make
recommendations. Indecisiveness is not built into the equation nor is it welcomed. Decisions
must be made to act or not to act as your brand battles in the marketplace.

Remember that you may not have control over who will review your presentation so, be
careful about making enemies among superiors. A good rule is to focus on the future and
positive opportunism.

♦ Try not to personalize your professional communications. For example, please do not use
the “I” form. Try to use either the third person or “we,” which symbolizes a team approach.

♦ To repeat, do not data regurgitate. Your analysis should focus on insights and implications
not a transfer of case data to your paper. Be sure to develop insights from the data, business
implications from the insights and recommended actions: Data => Insights => Implications
=> Actions.

♦ Preparation and practice are key to successful case communications. While the classroom is
our laboratory, remember that soon you will be competing for the time and attention of
managers in live case situations on-the-job. It's only your future, your job, your raise, lasting
attitudes, the mortgage payment, and baby’s new pair of shoes. It's all under your control
before you present --then it's under your boss's control. You can never be too prepared!

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Appendix 2: Team Member Evaluation

Please submit by April 26

Business to Business Marketing Team Evaluation
(Each Team Member To Complete)

Team Name: __________________________

Please evaluate all team members. Your evaluations will be held in strict confidence.

In the space below, please fill in the names of your team members (excluding yourself) and record
your evaluation of each. Please sign and return to me in person or in a sealed envelope after your
final report is complete.

Individual Team Members
#1 #2 #3 #4 #5
Name: _______ _______ ______ _______ _______
Performance Criteria:
(see scale to rate below)

Overall Contribution
(Quality & Quantity)
Creativity
Strategic Analytical Input
B2B Applied Knowledge
Cooperation with Team Members
Communications Effectiveness
Initiative
Meeting Deadlines

Scale: Consistently Exceeds Expectations =>5
Meets Expectations, Sometimes Exceeds =>4
Meets Expectations =>3
Sometimes Meets Expectations =>2
Doesn’t Meet Expectations =>1
No Performance Exhibited =>0

Qualitative, Fact-based Feedback:

Signature

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APPENDIX 3: TEAM MEMBERSHIP ROSTER

(Submit one copy per team on First Day of Class)

CASE PRESENTING__________________________________________ DATE_______________

REVIEW BOARD CASE_______________________________________ DATE_______________

1. Name Phone Home

Email Address Phone Other

2. Name Phone Home


3. Name Phone Home


4. Name Phone Home


5. Name Phone Home


6. Name Phone Home


7. Name Phone Home


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Please submit in Session 1

Appendix 4: Team Check List

1. Team Membership Roster Submitted?

2. Team Membership Roster copy made for self?

3. Appointed interim team captain to obtain meeting room and communicate to team
members.

4. Set first team meeting as well as set schedule for regular meetings.

5. Agreed as team to notify each other and act if individual performance is not up to
group's standard?

6. Agreed individually that non-performing team members may be expelled from team by
third class session based on unanimous vote of remaining team members?

7. Individually agreed that Team's Goal is excellence in all aspects -- process,
personalities, presentation, and performance?

Reviewed and agreed this ______ day of April, 2012 and signed by each team member below:

______________________________ __________________________

______________________________ __________________________

______________________________ _________________________

19

Business to business marketing course booklet 2011-20120

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