ENTS 632 SPRING 1998

Telecommunications Marketing Management Instructor: Dr. Robert Krapfel Texts: Basic Marketing Management, Dalrymple and Parsons, 1995 Crossing the Chasm, Geoffrey Moore, 1991 Office: 3463-VMH Phone: 405-2182, 951-5291 Fax: 405-0146 Office Hours: Mon 5-6 and by appointment E-mail: bkrapfel@rhsmith.umd.edu This course exposes the student to the strategic marketing, sales and customer service challenges confronting organizations in the computer, communications and media industries. It emphasizes understanding of volatile technology, regulatory and competitive environments as a backdrop to strategic planning and management in the marketing domain. Date 2/2 2/9 2/16 2/23 3/2 3/16 3/30 4/6 4/13 4/20 Text, Ch. Telepoint Introduction to Strategy Handout DP 1,2; Moore 1; Goals and Methods ACG Commercializing Moore 2 Technology Customer Analysis DP 3; DP 5; Northern Competitor Analysis Telecom A Segmentation & DP 4; Sky Positioning Television Midterm Exam Demand Analysis DP 6; New Product DP 7 and Moore Development 3,4; IUSACELL Products/Services DP 8,9; Northern Management Telecom B Topic

4/27 5/4 5/11 5/18

Pricing and Channels Direct Sales and Marketing Advertising/Sales Promotion Final Exam/Term Projects Due

DP 10, 11 and Moore 7; DP 12,13; DP 14,15; MCI Vision American Mobile Satellite

Grading: Midterm Exam 20% Final Exam 40% Term Project 30% Class Contribution 10% ENTS 632 Case List Spring 1998 R. Krapfel Date 2/9 3/2 3/16 4/13 4/20 5/11 5/18 Title African Communications Group Northern Telecom A Sky Television Grupo IUSACELL Northern Telecom B MCI Vision American Mobile Satellite Number 9-796-128 9-593-103 9-792-039 9-395-028 9-593-104 9-592-083 5-593-116

Term Project Assignment You should evaluate the marketing program for a major competitor in the telecommunications industry. The analysis should focus on a particular product line and market segment (for example, customer premise equipment sold to small business customers). Your task is to describe what the company is doing, evaluate competitive strengths and weaknesses of this program, and make recommendations for improvements to an appropriate manager in the company. I would expect your analysis to be informed by both library type research and personal interviews with company mangers, resellers, and/or customers as appropriate. *********** OR **********

You may write two of the Harvard cases for comparable credit. Instructions for case write-ups are on the next two pages.

ENTS 650 Notes on Case Analysis

Dr. Robert Krapfel

Cases aren't like exams. Obvious solutions are seldom correct. You must apply information from many sources (texts, lecture notes, the case itself, and outside references) to develop a recommendation that's both conceptually appropriate and managerially feasible.

Approach the case as an outside consultant called in by the senior manager named in the case. Write in memo format directly to this person. Double space and limit your report to three (3)text pages and a maximum of two (2) exhibit pages. Use side headings to introduce topics (See model next page). In the opening paragraphs present your problem description followed immediately by recommended solution. Be very specific when describing implementation steps, for example, "The Sales Manager, Mr. Duffy, should hire two salespeople for assignment in the Denver and Cincinnati regions by March of this year." Pay particular attention to the who, when, how, where dimensions of the recommendation, as well as the what. Do not dump the problem back in your client's lap with a recommendation like, "You must develop a new mission statement to better define strategic opportunities." Give them a sample mission statement so they can see what you're talking about. Subsequent paragraphs should present evidence supporting both problem identification and recommended course of action. Your opinions don't constitute evidence, information does; and information consists of more than simply restating case exhibit data. Rework case data (which is most often simply a financial or operating summary) into ratios or indexes that capture a trend. Don't just report isolated numbers, "First quarter market share was 23%," instead use data comparisons to make a point, "Dunfey Hotels' first quarter market share dropped from 27% to 23%, while Sheraton improved from 39% to 44% in the same period." To communicate effectively remember your goal; to persuade a senior manager to implement your recommendation. Get to the point, write sparingly and convey as much relevant supporting information as possible. Avoid flowery language, "bureaucratspeak" and slang, colloquialisms, etc. This is a formal report to someone you don't know very well. NEVER make reference to "the case"; its not a case to them, its their career and future at stake. Use active voice and take a stand; don't be a pansy. Appearance, grammar and spelling all count. Use 1" margins all around and 12 point or larger font size. Cite outside references properly. In sum, communicate professionalism. It pays off. ENTS 632 Model Memo Format Dr. Robert Krapfel

NOTE: I'm asking you to use a nonstandard format here for convenience sake. As an outside consultant you would use a cover letter (transmittal letter) accompanying the report, rather than a memo. TO: Mr. Jon Canas, Dunfey Hotels Inc.

FROM: Ms. Marina Whitman, Affiliated Networks Inc. SUBJECT: American Mobile Satellite=s Marketing Strategy DATE: October 1, 1993 Short vs. Long Term Planning

AMSC=s current planning effort creates a short-term focus detrimental to accomplishment of strategic goals. .............................. Mr. Canas, I recommend you hire two MBA qualified market analysts by December 1, 1993. Elements of Strategic Marketing Planning Here you take case data, integrate it with outside information, and course principles to convince your audience of the reasonableness of your recommendation. This section also should contain detailed implementation step descriptions and examples. You'll find end-of-report tables and exhibits a most efficient means of communicating large volumes of supporting evidence. Don't Do Refer to managers by name.

Refer to managers as "they".

Start sentences with numerals. Start sentences with words.