Syllabu Syllabus

Marketing Analytics
for Strategic
Decision Making
Ana Valenzuela, PhD

Barcelona, January/February 2025

Marketing Analytics 1

Table of contents

1 Course description / Introduction to the course

2 Learning objective and competencies

3 Course format and methofological approach

4 Course contents

5 Assessment

6 Materials

7 Faculty leading the course

8 Timetable and sections

 Marketing Analytics 2

1. Course description / Introduction to the course

Marketing is the managerial process by which a business develops a

meaningful understanding of target customers and prospects to create and
deliver offerings that provide value, and captures a share of that value for itself.
As customers are the principal (if not only) source of revenue, marketing helps
determine the strategy of the firm and therefore is a general management
responsibility. When marketing activities are tightly aligned with corporate
strategy, they tend to be direct drivers of growth.

MODULE’s CONTRIBUTION TO THE CORE:

Marketing Analytics is the art and science of developing and

utilizing marketing decision models to plan, implement, and
analyze marketing strategies and tactics.

Ever-changing marketplaces and the related computing

environment are making an impact on the structure and content
of the marketing manager's job. Concurrently, marketing is so
rapidly evolving that it is no longer based on its conceptual
content alone. Even though many still see traditional marketing
as an art, the new and emerging landscape increasingly looks
like engineering, by combining art and science effectively to
solve marketing problems.

With this in mind, the second marketing module of the core MBA
curriculum introduces useful analytical frameworks and
approaches for making decisions about the most important
marketing issues faced by organizations: Identifying markets.
Generating Demand. Capturing Value from Consumers.
Managing the Value Stream.

2. Learning objectives and competencies

Marketers need more than concepts to fully make use of varied rich information
available to them. Therefore, this module is designed to help students move
from qualitative marketing to quantitative marketing.

Using quantitative marketing cases and related exercises, students will develop
analytical competence to make decisions in various contexts. Specifically, this
module will introduce a wide variety of quantitative metrics and models to
improve marketing decision making in such areas as sales forecasting,
customer segmentation/targeting, product/brand positioning, price, and
promotion. This is a heavily number oriented module that analyzes data and
interprets analytical results. It should be understood that data analysis and
 Marketing Analytics 3

result interpretation are two primary ways to understand marketing phenomena

and solve marketing problems.

By the end of the module you should have:

- Understood how analytical techniques and quantitative models can enhance
decision-making by converting data and information to insights and decisions.
- Learnt to view marketing phenomena and processes in ways that are
amenable to quantitative analysis.
- Become exposed to a number of examples of the successful use of marketing
analytics, including those tracking success in pursuing UN SDGs (United Nation
sustainability developement goals).

3. Course format and methodological approach

As was the case in the first module, the class sessions involve a combination of
case study discussions, group exercises, and lectures. The goal of any case
study discussion or exercise is to examine important marketing concepts across
a range of settings and to practice making marketing decisions based on sound
qualitative and quantitative data. The lectures are intended to complement this
work by presenting relevant frameworks, analytical techniques and practical
insights.

Note that there is no physical binder or required textbook. All of the case
studies, required readings, and other handouts can be found on Moodle.
Additional materials such as lecture slides will be posted as the module
progresses. Remember also that the teaching staff (professor and teaching
assistants) is available to support your learning needs; therefore do not hesitate
to contact us with questions or requests. We will do our best to help.

Active participation continues to be the critical ingredient to your learning

experience. For this reason, it is absolutely essential that you be prepared to
contribute in each class. The case studies are perhaps the most important tool.
Preparing a case study entails being familiar with the key facts and formulating
an intelligent response to the problem faced by the protagonists. Put yourself in
their shoes and try to see the situation as it appeared at that point in time. The
required readings are also important. Some of the articles are intended to
provide grounding in core marketing concepts, while others are more
provocative pieces on topical issues.

The module adheres to ESADE’s student Honour Code, which sets clear
expectations regarding your conduct in and out of the classroom. Please
contact us if you would like to receive a copy.

"I will not lie, cheat or steal to gain an academic

advantage. I will respect all ESADE students,
faculty and staff with my words and deeds."
 Marketing Analytics 4

4. Course Contents
Session 1 – Market (1) Assessing Opportunities

Lecture: Analyzing Market Opportunities. Identifying Market Potential. Seizing

Markets.

Case Discussion: Biopure (HBS)

Questions for discussion: You need to make a go/no-go decision for Oxyglobin
and then discuss your marketing strategy for Oxyglobin or (if the decision is a
no-go) for Hemopure. Good analyses will identify potential customers and
specify an integrated strategy for launch.

Some additional questions to think about and build the reasoning behind your
decision:
• What are the reasons behind the launch of Oxyglobin?
• What are the sources of value for Oxyglobin and Hemopure?
• What are the obstacles to success for Biopure in the human market? And
in the animal market?
• How might Oxyglobin be a threat to Hemopure? How might it be an asset?

Opportunity Calculation: There are plenty of numbers in this case, so make sure
you determine the market potential for each product.

Additional Readings:
• Marketing Analysis Toolkit: Market Size and Market Share Analysis (HBS
Background Note).
• Mastering the 'Name Your Product Category' Game (MIT Sloan Management)

Session 2 – Market (2) From Consumer Insights to Market Demand

Lecture: Techniques for unveiling Consumer Insights. Demand Forecasting.
Case Discussion: Nestle Contadina (HBS).
Questions for discussion: Using the BASES model described in Exhibit 9,
forecast the estimated demand (trial and repeat) for the two Nestle Contadina
pizza options under consideration: Pizza and Topping and Pizza Only. Should
Nestle launch any of them? Why and how?

Again, some additional questions to build the reasoning behind your decision:
• How does the pizza concept test data compare to the pasta concept test
data?
• In general, how would you compare the pizza opportunity to the pasta
opportunity? What are the similarities and differences?

Demand Forecast Calculation: SPREADSHEET WILL BE POSTED.

 Marketing Analytics 5

Additional Readings:
• How to Use the Right Forecasting Technique (HBS Background Note)
• Marketing Input and Innovation Strategy (HBS Background Note)

Session 3 – Customer (2) Capturing Value (Pricing)

Lecture: Assessment of pricing. Economic principles that inform pricing
decisions. The pricing thermometer: a simple visual tool that uncovers the key
inputs.

Case study: Optical Distortion, Inc. (A) - a classic case in the teaching of
pricing in MBA schools
Questions for discussion: Some of you might think that this is not a real product.
Although the names have been disguised, this is a real company and a real
product. It might be easier for you to focus initially on the California market and
then look at the others. One of the things that you will encounter here is the
vagueness of the case on fixed costs that ODI will encounter in developing a
marketing program.

You may also think about the following questions:

• What characteristics of the ODI lens are likely to make it appealing or
unappealing to different types of chicken farmers.
• Different bases for segmentation and what segments to focus on.
• What pricing policy should ODI adopt? What marketing efforts? What can
be the possible objectives of the marketing campaign (e.g., trial,
repurchase etc.)?

Price-related Calculation:
1. Calculate the maximum willingness to pay per PAIR OF LENSES.
2. Calculate the cost structure (variable and fixed) per PAIR OF LENSES.
3. Set a price per PAIR OF LENSES.

Additional Readings:
• Financial analysis for profit-driven pricing (MIT Sloan Management)
• How do you know when the price is right? (HBS article)

Session 4 – Customer (1) Managing Value (Customer Relationship

Management)
Lecture: Customer Lifetime Value Calculation. Customer Relationship
Management.

Exercise mini case: Hand out in class.

A customer-centric organisation measures its performance using metrics that,
quite obviously, have more to do with the customers it serves than the products
or services it supplies them with. The key new concepts in this session are
 Marketing Analytics 6

customer lifetime value and customer journey. We will break into groups to help
a direct marketing company understand the value of its customer base and
based on the calculated expected lifetime values, define marketing plans, which
might be advisable.

Additional Readings:
• Customer profitability and lifetime value (HBS note 9-503-019)
• Rethinking marketing (HBS article)

CLV Calculation for in-class mini-case: SPREADSHEET WILL BE POSTED

Session 5 – Marketing Mix. Metrics and Testing for ROI

Lecture: Market Testing Frameworks. ROI and Behavioral Metrics.

Case Discussion: Charles Schwab & Co., Inc.: The “Talk to Chuck” Advertising
Campaign (HBS)
Questions for discussion: Focus on evaluating the success of the recently
launched "Talk to Chuck" advertising campaign. Test market results should
facilitate discussion of advertising objectives, message strategy, media
selection, and performance measures.

Important issues to consider:

• What circumstances motivated the development of the TTC campaign?
• Evaluate the company strategy behind the TTC campaign?
• How effective was the TTC test market?
• Would you support the budget request for 2006?

Market Test Calculations: Analyze the market test results on tracking metrics
and net new assets to decide whether to extend the campaign nationwide.

Additional Readings:
• Note on Test Marketing, (HBS Background note 909A30)
• When, Where, and How to Test Market, (HBS Article 75303)
• https://sloanreview.mit.edu/article/leading-with-decision-driven-data-analytics/
 Marketing Analytics 7

5. Assessment

• Case recommendation decks (in groups): ………………... 30%.

• Class contribution: …………......................... 35%.
• Final Exam: ...……………………………....... 35%

Note that you need to pass (i.e., a score of 50% or greater) the individual
component in order to pass the module as a whole. Assignments, due dates,
and the breakdown of your grade are indicated in the following table.

Assignment Type Due date Grade

Class attendance and Individual All sessions 35%
contribution
Case study Group 1: 9th January, by 9:00am 30%
recommendations or 2: 13th January, by 1:00pm
exercises 3: 20th January, by 9:00am
4: mini-case, in class
5: 3rd February, by 9:00am

Final exam Individual Posted 4th February @ 35%

6:00pm Take home to turn in
on 12th February by midnight
Total 100%
Important: Group grades will be adjusted by a peer evaluation

Class attendance and contribution

Attendance in every class is expected and recorded. Please note that students
arriving 10 minutes or more after the scheduled start of class will not be allowed
in the lecture theatre unless they sought permission before hand.

In line with school policy, absences can be excused only under truly extenuating
circumstances. The MBA programme office has final say on the nature of an
absence. Importantly, please keep in mind that unexcused absences will result
in an automatic score of zero on class contribution and, in all likelihood, a fail
mark for the module.

Class contribution is much more than simply showing up and fighting for airtime.
The focus will always be on the quality of your involvement in class as opposed
to the quantity. Contributing implies moving the debate forward to boost the
learning experience of everyone in the room, myself included. While good
comments are rewarded, insightful comments are rewarded extra. Therefore, if
you do only one thing to prepare, read the assigned materials and come to
class on time and ready to voice your recommendations. I often cold call, so
please do not put the class in a position where you are unable to help.
 Marketing Analytics 8

Generally speaking, if you read the assigned materials, actively take part in
pertinent discussions, listen to others with respect, and communicate your
arguments convincingly you will not have any problem.

Remember that you are welcome to ask for more information on how we grade
class contribution or to seek feedback on your performance at any time during
the course. Simply send either of us an email or approach us in class.

Case study reports

Read and prepare a recommendation for each case study on your own first.
Next, discuss the assignment questions with the members of your study group
and jointly prepare a presentation deck of no more than 5 slides in length
(Marketing Problem Info – Recommendation – Basis for Recommendation) +
supporting calculations (adding an spreadsheet).

Please hand in each report through Moodle by no later than 9:00am of the
corresponding due date (except January 13th that is 1pm). The due dates are
listed in the table above. No delays, no matter how small, are accepted. Failure
to submit a report on time results in a score of zero for that particular instance.

Final exam
The final assessment is a take-home exam—an analysis
of a case study (or mini case studies). You will be given
five full working days (a week) to complete the
assignment. More details to follow.

6. Materials
Below is a list of books for additional reading. Those of you who wish to pursue specific
marketing topics in more detail should be able to find the necessary information from
one of these references.
Author(s) Title Publisher (ISBN-10)
Ambler, T. Marketing and the Bottom Line Prentice Hall (0273661949)
Anderson, J. & J. Narus Business Market Management Prentice Hall (0135226570)
Ariely, D. Predictably Irrational HarperCollins(0007256523)
Barwise, P. & S. Meehan Simply Better HBS (0875843980)
Best, R.J. Market-Based Management Prentice Hall (0131211935)
Blattberg, R. et al. Customer Equity HBS (0875847641)
Chernev, A. Strategic Marketing Management Brightstar (0982512635)
Day, G. & C. Moorman Strategy from the Outside In McGraw-Hill (0071742298)
Deschamps, J. & R. Nayak Product Juggernauts HBS (0875843417)
Dolan, R. & H. Simon Power Pricing Free Press (068483443X)
Gupta, S. & D. Lehmann Managing Customers as Investments Wharton (0131428950)
Holt, D. How Brands Become Icons HBS (1578517745)
Kapferer, J. Strategic Brand Management Free Press (0029170451)
Keller, K. Strategic Brand Management Pearson (0131105833)
Kotler, P. & G. Armstrong Principles of Marketing Pearson (0137128274)
Kumar, N. Marketing as Strategy HBS (1591392101)
Lilien, G. & A. Rangaswamy Marketing Engineering Trafford (1412022525)
 Marketing Analytics 9

Mark, M. & C. Pearson The Hero and the Outlaw McGraw-Hill (3978532384)
Monroe, K. Pricing McGraw-Hill (0072528818)
Mullins, J. et al. Marketing Management McGraw-Hill (0071101098)
Nagle, T. & R. Holden The Strategy and Tactics of Pricing Prentice Hall (013026248X)
Meter, J. & J. Olson Consumer Behavior McGraw-Hill (0072410647)
Rackham, N. & J. Vicentis Rethinking the Sales Force McGraw-Hill (0071342532)
Transforming your Go-to-Market
Rangan, V. & M. Bell HBS (1591397669)
Strategy
Rust, R. et al. Driving Customer Equity Free Press (0684864665)
Stern, L. et al. Marketing Channels Prentice Hall (0132427931)
Thaler, R. Nudge Yale (0300122233)
Wood, M. The Marketing Plan Handbook Prentice Hall (0135136288)
Zaltman, G. How Customers Think HBS (1578518261)
Zaltman G. & L. Zaltman Marketing Metaphoria HBS (1422121151)
Zeithaml, V. & M. Bitner Service Marketing McGraw-Hill (0070782504)

7. Faculty leading the course

Ana Valenzuela

Ana Valenzuela ([email protected]) is Professor of Marketing at

ESADE. Her PhD is from University of Madrid, Autonoma and her MBA from
Georgetown University. She was a Research Fellow at the Haas School of
Business, UC Berkeley for three years. She has also served as a faculty
member at Baruch College (City University of New York), Haas School of
Business (UC Berkeley), INSEAD, Santa Clara University, China-Europe
International Business School, Hong Kong Science and Technology University,
Singapore Institute of Management, Universitat Pompeu Fabra and Instituto de
Empresa.

Ana began her professional career with AC Nielsen, serving as a marketing

consultant for multi-country CPG markets informing about optimal strategies. In
addition, she developed marketing insights for PubliEspana (TV5), The Advisory
Board Company, Hello America and the International Monetary Fund (IMF). She
has published widely, her articles on behavioral decision-making and cross-
cultural consumer behavior appearing in numerous leading journals, including
the Journal of Consumer Research, Journal of Consumer Psychology, Journal
of Marketing, Journal of Marketing Research, Organizational Behavior and
Human Decision Processes and International Marketing Review. She is a
frequent keynote speaker on topics related with consumer psychology in
technology-driven environments and in-store strategies and was recognized by
the Marketing Science Institute as a must-read author in her field. She is a
member of several academic associations as well as marketing consulting
think-tanks, such as the Advertising Research Foundation, Interbrand, and
Ready Set Rocket.