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Welcome to Marketing for Competitive
Advantage. Read this
syllabus carefully
before registering and as you start the
course, to be sure the course is what you want and that
you are willing and able to meet the requirements. These
pages form part of the rules you agree to by staying
registered in this course.
THIS SYLLABUS IS NOT OFFICIAL UNTIL THE FIRST DAY OF
CLASSES
(I have not taught this course in a while and am
retiring July 1, 2015) |
Calendar Description
A study of the conceptual and analytical
tools needed to survive in today's increased domestic
and international competition
Prerequisite
A grade of C+ or better in Introductory Marketing
Course Director
Professor M Louise Ripley, M.B.A., Ph.D.
Atkinson 268C
lripley@yorku.ca (not by
telephone)
Course Consultation Hours: TBA
Course Time and Location
TBA
Catalogue Number
xxxxxx
Organization of the Course
We meet once a week for three hours for twelve
weeks in a traditional classroom, but I do not do a lot of
traditional lecturing. You will be taking responsibility for your learning
as you read the course materials and prepare to be active in
in-class discussion and small group work. Students will work in
groups to complete a project involving studying the topic in a
"real-life" organization; some class time is provided for group
work.
The
Course Kit for this course is only online, and consists of this Course
Syllabus and anything linked from
it. The web pages are colour coded: each course has its own
coloured stripe
down the left side. The Teaching
Policy Pages all have a common stripe; in addition
to the ground rules and information about communicating, grades,
and tests, there is page of frequently asked questions in courses I
teach, and a warranty page that tells you that after completing a course with me you have a life-long invitation to return,
either to ask for help or to give it, or just to chat.
At the top of this page
are links to pages that tell you about my teaching,
research, and service, some more about me, a page of important
other links, and a general alphabetical
index to my website.
Important Dates and Information
Start
Date xxxxxx
End Date xxxxxx
Grade
Components Date xxxxxx
Last Day to Drop Without a Grade
xxxxxx
Last Day to Enrol Without
Permission of the Professor xxxxxx
(Read here why I do
not give permission to enrol after this date or in a class
that is full)
Academic
Fees
Information About Helping Finance Your University
Education
Dates
for
Withdrawal and Return of Fees
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Course
Readings and Materials |
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Pirsig, Robert W. (1981) Zen
and The Art of Motorcycle Maintenance. New York: Bantam New Age Book
(Paperback - purchase at any bookstore)
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Warning:
Photocopying more than 10% of a
textbook is illegal, and may involve penalties. Do not
duplicate textbooks or obtain these
photocopies. |
Supplementary Reading
Regular reading of a good daily newspaper and some of the
popular business magazines
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Topics and Readings
This is a rough outline from the last time
I taught the course in the winter of 2000.
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Week 1
- Internal Marketing: Key to Competitive Advantage
READINGS Start
Zen
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Week 2 - The Chilly Climate
for Women
FILM (in-class/library)
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Week 3 - Misplaced Marketing/Social Marketing
READINGS Rotfeld
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WEEK 4 - Corporate Ethics and Advertising
READINGS Ripley
Due: Part 1 of
Project
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Week 5 - Relationship Marketing: Unions & The Public Image
READINGS “Food Lion"
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Week
6 - Women's Work
READINGS “Mismanaged Ms"
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Week
7 - Reading Week
NO CLASS
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Week
8 - Reaching the Gay Market
READINGS Kates
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Week
9 - Internal Marketing: Different Ways of Managing
READINGS
“Structure of Spontaneity"
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Week
10 - Minorities in Business: Valuing Diversity
READINGS
"Diversity
Management”
Guest
Speaker
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Week 11 - Test
(In-class, open book, 3 hrs)
READINGS Finish
Zen
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Week 12
Due: Final Project and
Presentations
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Getting
Started |
What You
Will Need To Complete This Course |
To be registered: unless you are registered
in this section of this course, I cannot grade your work |
Regular access
to a Yorku.ca student (or York employee) email
account:
Click here to activate
We use this for group work
correspondence and it's how I contact you individually |
The
Webpage Learning Units prepared by the professor:
access these at any time; I use no passwords
(there are none for this course at this time) |
Textbook:
find this at the
York University Bookstore
and
other places |
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Willingness to
participate in class discussion; review the Waving Hand
Exercises
in each week's online materials to prepare for discussion |
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Time to spend in contact with group members for the
Final Exam Substitute
Project |
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Course
Purpose/Learning Objectives |
In addition to the basic
learning objectives that are common to all
courses I teach, in this course I want you to come to
realize that a major purpose of education is to disturb you. You
might finish reading this syllabus and ten pages of Zen and the Art of
Motorcycle Maintenance and throw both across the room. If you do, I will
be very pleased. I hope that you will, however, pick them up again, and give
it a second thought.
We’re doing something here that
needs to be done more often in business.
We are using
the tools of our trade, the techniques we’ve learned in Marketing, to
critique Marketing itself, to take a good hard look at business and how it
organizes itself to
market itself
and its products, and
to
think about how we might do it better. This is one
of the single best ways to achieve competitive advantage.
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Expanded Course Description
This course applies
conceptual and analytical tools of Marketing to an examination of how a
company creates competitive advantage not only by meeting the direct needs
of its customers (a cup of hot cocoa?) but also by confronting issues of
importance to customers, employees, suppliers, the community, shareholders
- all the stakeholders in business decisions. We examine issues of public image, the role of unions, marketing to gays and
lesbians, women and minorities’ concerns, employment issues such as harassment and
the glass ceiling, environmental concerns, different styles of management, all issues of Internal Marketing, and hence, since they ultimately
affect how the customer views the firm, of Relationship Marketing, and of
Competitive Advantage.
Too often we
still think of Competitive Advantage as producing a better product. In
today's global economy where products are more and more alike, we need to look at
untapped areas for increased advantage, and one is the workplace itself.
"Internal
Marketing" refers to marketing the work place to the employees,
making it a place that will be rewarding and enjoyable and will attract the
best employees. "Relationship
Marketing" is something that every business strives for today, and one of the best ways to
establish it is to be aware of the diversity of customers and employees a
company has. This is crucial to the development of new and loyal old
customers.
Click here for a view of the business
rat race which fits my philosophy in teaching this course.
A NOTE ABOUT
TEAMWORK: Part of the curriculum of Business
education is learning to work in teams; you cannot do the
Final Exam Substitute Group Project alone. Take a look now
at the project and be sure that you are willing and able
to commit to it the time and cooperation it requires. It
is a term-long project, and is not to be left until the
last week.
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Evaluation
Summary and Description of Assignments
Effective writing is one of
the most important skills you can acquire in a
university course, and one that you will use in your
education, your career and your life; so too is the
skill of following instructions. All assignments in all
courses I teach require you to write well and to submit
work properly. Read carefully the full instructions on
this web site on Writing
Well for a Better Grade, on
References,
and on Format For Submitting
Work Properly, and check out the
Writing Programmes. Do not assume that because you have
written papers before you have mastered the art; writing
is something we continually work on to improve. Note that you may be asked to make
reference in tests to any assignments and final
projects.
See below for the Final
Exam Substitute Group Project used in Winter 2000
If you took your required
Introductory
Marketing prerequisite some time ago and would like a
review, click here to view the materials I use to teach
Intro on the
Internet |
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Grading, Assignment Submission,
Lateness Penalties and Missed Tests
Grading
The grading scheme for the course conforms to the
9-point grading system used in undergraduate programmes
at York. For a full
description of York grading system see the
York
University Undergraduate Calendar.
Students may take a limited number of courses for degree
credit on an ungraded (pass/fail) basis. For full
information on this option see
Alternative Grading
Option and scroll down to "Grading."
Assignment
Submission To be submitted in
the classroom
Lateness
Penalty/Missed Tests: Proper academic
performance depends on students doing their work not
only well, but on time. Accordingly assignments for
this course must be received on the due date specified
for the assignment. With the exception of the Final
Exam Substitute, you may submit any assignment up to
one week late for a grade of not more than the lowest
mark earned by anyone who handed it in on time. For the Final Exam Substitute, you may hand
it in up to one DAY late with the same arrangement. In
either case, you do not have to request the extension,
just send the late paper to my personal email:
lripley@yorku.ca. Due to large class
sizes, I can no longer make informal arrangements for
exceptions to the lateness penalty or for missing a
test. If you must defer work or miss a test for any
reason, and wish to obtain full credit for it, you
must do it by petitioning for a
Deferred
Standing Agreement. The one exception to this is if
you are registered with the Office for Persons with
Disabilities or a York Counseling Centre, in which case, please contact me directly
as early in the course as possible either in person or
by email at
lripley@yorku.ca.
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About Your Professor
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Photograph by Timothy Hudson |
I'm your
professor, Louise Ripley. Call me "Louise" or address me as
"Dr. Ripley" but just don't call me "Miss" because where I
grew up that's for young girls, old unmarried ladies, and
schoolmarms, or "Mrs. Ripley" because that's my Mom; I'm
happily married but I'm not anyone's "Mrs." The name Ripley
belonged to my labour-union-organizer father and I carry it
proudly. My office is 268C Atkinson. Email me; I don't answer my phone but I'm always on the
email.
I am a Professor of Marketing and in
Women's Studies and Environmental Studies, with a PhD in
Management Studies (major in Marketing) from
University
of Toronto, an MBA in Finance from
Loyola University of
Chicago, and a Bachelor's degree from
Shimer,
one of the world's finest (and smallest) liberal arts
undergraduate schools. I worked in Finance and Marketing Research in
Chicago and have taught at York for over twenty years.
Click here to read more about me professionally and
personally.
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IMPORTANT YORK POLICIES |
Academic Honesty and Integrity
York students are required to
maintain high standards of academic integrity and are
subject to the
Senate
Policy on Academic Honesty.
By staying in this course, you agree to abide by these
rules. Students should also review materials on the
Academic Integrity Website.
I expect that all work submitted by
individuals or groups is the work of only that
individual or group, for only this course, not having
been done for any other course in any way, by the
current members or any one else. You are welcome to talk
with anyone you like while preparing for any part of
this course, but what you put together and hand in must
be your own work and original to this course. Violation
of these premises is grounds for prosecution under the
rules of the Faculty and the University.
Read here York's new booklet,
"Beware! Says Who?
Avoiding Plagiarism"Accommodation Procedures:
Deferred Standing:
I do not give permission to defer work. If
you feel you must defer work, you must
petition. See
School Policy on Deferred Exams. |
Students with Special Needs
York University is committed to making reasonable
accommodations and adaptations in order to make
equitable the educational experience of students with
special needs and to promote their full integration into
the campus community. If you require special
accommodations, alert the Course
Director as soon as possible. Failure to notify the course director of
your needs in a timely manner may jeopardize the
opportunity to arrange for academic accommodation. Visit the
Counselling Centre
for more information.
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Ethics Review Process
York students are subject to the York
University Policy for the Ethics Review Process for
Research Involving Human Participants. In particular,
students proposing to undertake research which involves
human subjects such as interviewing the director of a
company or government agency or having people complete a
questionnaire, are required to submit an Application
for Ethical Approval of Research Involving Human
Participants at least one month before you plan to begin
the research. If you are in doubt as to whether this
requirement applies to you, contact your Course Director
immediately.
Grade Component Deadline
The course assignment structure and grading scheme (i.e.
kinds and weights of assignments, essays, exams, etc.)
must be announced and be available in writing to
students within the first two weeks of classes. Please see
Important Dates.
Graded Feedback Rule
Under normal circumstances, students should receive some graded feedback worth at
least 15% per cent of the final grade for Fall, Winter or
Summer term, and 30% for full-year courses in the
Fall/Winter term prior to the final date for withdrawal
from a course without receiving a grade, with the following exceptions:
- graduate or upper level undergraduate
courses where course work typically, or at the
instructor's discretion, consists of a single piece of
work and/or is based predominantly or solely on
student presentations;
- practicum courses;
- ungraded courses;
- courses in Faculties where the drop
date occurs within the first three weeks of classes;
- courses which run on a compressed
schedule, e.g.: a course which accomplishes its academic
credits of work at a rate of one credit hour per two
calendar weeks or faster.
Note: Under unusual and/or
unforeseeable circumstances which disrupt the academic
norm, instructors are expected to provide grading schemes
and academic feedback in the spirit of these regulations
as soon as possible.
For more information, see the
Graded Feedback Rule.
Reappraisals
For reappraisal procedures and information, seehttp://www.yorku.ca/laps/students/reappraisal.html
Religious Observance Days York University is committed to
respecting the religious beliefs and practices of all
members of the community and making accommodations for
observances of special significance to adherents. Should any
of the dates specified in this syllabus for in-class test or
examination, or for any scheduled lab, practicum, workshop
or other assignment pose a conflict for you, contact the Course
Director within the first three weeks of class and obviously
before the date that is a problem; you cannot do this
after-the-fact. To arrange an
alternative date or time for an examination scheduled in the
formal examination periods (December and April/May),
students must complete an
Online Examination Accommodation Form or pick one up
from the Student Client Services in the Student Services
Centre.
Student Conduct
Students and instructors are expected
to maintain a professional relationship characterized by
courtesy and mutual respect and to refrain from actions
disruptive to such a relationship. It is the responsibility of
the instructor to maintain an appropriate academic
atmosphere in the classroom, and the responsibility of the
student to cooperate in that endeavour. The
instructor is the best person to decide, in the first
instance, whether such an atmosphere is present in the
class. Read the full
Policy on Disruptive and/or Harassing Behaviour.
Twenty Percent (20%) Rule No examination or test worth more than 20% of the final
grade will be given during the last two weeks of classes
in a term, with the exception of classes which regularly
meet Friday evenings or any time on Saturday or Sunday.
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Business Education
and
The Quality of Life |
An American businessman stood at the
pier of a small coastal Mexican village when a small boat with just one
fisherman docked. Inside the small boat were several large Yellowtail
tuna. The American complimented the Mexican on the quality of his fish
and asked how long it took to catch them. The
Mexican replied, "Only a little while." The American then
asked why he didn't stay out longer and catch more fish. The Mexican
said he had enough to support his family's immediate needs. The American
then asked, "But what do you do with the rest of your time?"
The Mexican fisherman said, "I sleep late, fish a little, play with
my children, take siesta with my wife, Maria, stroll into the village
each evening where I sip wine and play guitar with my amigos; I have a
full and busy life, senor."
The
American scoffed, "I have an MBA and could help you. You should
spend more time fishing and with the proceeds, buy a bigger boat with
the proceeds from the bigger boat you could buy several boats;
eventually you would have a fleet of fishing boats. Instead of selling
your catch to a middleman you would sell directly to the processor,
eventually opening your own cannery. You would control the product,
processing and distribution. You would need to leave this small coastal
fishing village and move to Mexico City, then LA and eventually New York
City where you would run your expanding enterprise."
The
Mexican fisherman asked, "But senor, how long will this all
take?" To which the
American replied, “15-20 years."
"But what then, senor?" The American laughed and said, "That's the best part.
When the time is right you would sell your company stock to the public
and become very rich, you would make millions." "Millions,
senor? Then what?" The American said, "Then you would
retire. Move to a small coastal fishing village where you would sleep
late, fish a little, play with your children, take siesta with your wife,
stroll to the village in the evenings where you could sip wine and play
guitar with your amigos."
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Applying
the Concepts - Final Group Project
Winter 2000
You either work somewhere, or shop somewhere, or both.
Your group assignment is to find a business and examine it. Look at how it
handles relationships with customers and how it treats its employees, how it
fits amongst its competitors, how it performs in the areas we address in
this course. Look at how happy its people are to work there and how its
customers feel joy when they enter the doors, or how miserable a place it is
and how customers tend to stay away, or maybe how they treat their employees
like dirt and people still flock there to buy. Go find out what is
happening; what do they do that is very old, what do they do that is new and
creative? How does what they do relate to what you are studying in the
course?
Describe the company and place it in its industry
setting, so that your reader has a feel for the company you are working
with. Do not spend a lot of time on this part – this is NOT a Marketing
Plan. Then describe in detail the climate and culture of the firm, how it
works (or doesn’t), what its policies are, how the company is going about
marketing itself to its own employees (Internal Marketing) and how that
affects how they make their customers feel (Relationship Marketing). Explain
why you think this is happening; analyze what you have found. Your paper
must do much more than just list what the company does. This you can obtain
from them in written form or through interviews. Your responsibility as a
university student is to critique critically what you find. Analyze and
synthesize what you see and read. Think critically. (Look at the course
objectives under Number 4, above). Compare your company to those you have
read about and talked about in class. Compare what your company does to what
the theories say should work.
End your report with your recommendations as to what
can be done to improve the company (or if it’s perfect, tell us what they
are doing right and how you could apply their techniques to other
companies). But be very very wary if you think you have found the perfect
company. Remember that you are not writing their promotional material for
them; you are critiquing them as a Marketing organization with the
perspective of an outsider (although one of you may indeed be an insider
working for the firm), and with the perspective of a university student
studying business theory.
In all of this, you must make specific reference to the
course readings. I do not want gratuitous quotations cherry-picked from the
readings. I want to be able to read your final paper and see a direct
connection between what we have read about, what we have talked about in
class, what your group has discussed in review sessions, what guest speakers
have taught you, what you have learned from films, lectures, etc. – there
must be a direct connection between all of this and the work you are doing
in analyzing the company you are studying.
Ground
Rules for the Final Project
It must relate directly to the course.
It must make specific reference to the required text
Zen and The Art of
Motorcycle Maintenance.
It must make specific reference to the required readings.
It must show learning acquired from these course readings.
It must show research, both library and field.
It must be your group’s own work, done only for this course
and done by
the whole group together.
You must critique the company as well as praising it.
You must, to the greatest extent possible, enjoy yourselves.
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Presentation
You
are asked as a group to present to the class a short summary of your
research and results in the Group Project. This will be done informally, without visual aids; you
will be asked to stand up and tell us about your work.
Examples of how to use numbers in this kind of an
oral report:
It took MAC Cosmetics six years to make a profit; then they made $100,000.
Last year they made $200 million, and they recently sold out to Estee Lauder
From
Pirsig: "This screw is worth exactly the price of the whole
motorcycle"
A screw is significant for the functioning of the motorcycle and an employee
is necessary for the functioning of the organization. What is an employee
worth?
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An
interesting correlation of course readings with Marketing terms
from a paper by Kelly Tsorias and Ann Novogradec
Winter 2000
Mind = internal marketing
Matter = External marketing
Quality = Relationship marketing |
Suggestions
From
Sandi Warren (guest speaker)
You cannot negate a person's spirit; they will drop out or get sick
The closer you are to the product the greater your financial compensation
ought to be
It is better to show how diverse we are and still together, than how we're
different
Timeless imperatives, in values, treatment, philosophy: those that survive
have a core ethical base
What does your company stand for? For Volvo, it's safety. It used to be
physical, now companies are moving to more spiritual and emotional
values |
Sandi's
Recommended Texts
Barrentine,
Pat When the Canary Stops Singing: Women's Perspectives in
Transforming Business |
Berger,
John Ways of Seeing |
Blanchard,
Ken and Sheldon Bowles Gung Ho! Turn on the People of Any
Organization |
Collins,
James and Jerry I. Porras Built To Last |
Goldberger,
Nancy, Jill Tarule, Blythe Clinchy, and Mary Belenky Knowledge,
Difference and Power: Essays Inspired by Women's Ways of Knowing |
Goldratt,
Elivahu M. The Goal |
Harman,
Willis and John Harmann Creative Work: The Constructive Role
of Business in a Transforming Society |
Kotter,
John Leading Change |
Lynch,
Dudley and Paul Kordis Strategies for the Dolphin |
Miller,
Christine and Patricia Chuchryk (eds.) Women of the First
Nations: Power, Wisdom, and Strength |
Perkins,
John Shapeshifting: Shamanic Techniques for Global and
Personal Transformation |
Wilson,
Shawn Gwich'in Native Elders: Not Just Knowledge, But a Way
of Looking at the World |
Full Reference for Required
Readings
“Food Lion: Bad Publicity Throttles Success” From Hartley, Robert F. (1998) Marketing
Mistakes and Successes. New York: John Wiley & Sons: 28-42.
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“The Mismanaged Ms" From
Mikalachki, A., Dorothy R. Mikalachki,
and Ronald J. Burke (1992) Gender Issues in Management: Contemporary
Cases. Toronto: McGraw-Hill Ryerson.
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“The Structure of Spontaneity: Barbara Grogan, Western Industrial
Contractors" from
Helgesen, Sally (1990) The
Female Advantage. New York: Doubleday Currency: 107-139.
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“Diversity
Management”
from Karsten, Margaret Foegen (1994) Management
and Gender. Westport, Connecticut: Praeger Publishers: 73-81.
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Additional
Recommended Texts
Full texts of
any excerpted readings.
Collins, James C. and Jerry I. Porras (1997) Built To Last: Successful
Habits of Visionary Companies. Harperbusiness.
Goldratt, Eliyahu M. and Jeff Cox (1984) The Goal. Great Barrington,
Massachusetts: North River Press.
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