New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

Notes on MKTG and BUS

by: Donald Zuehlke

Notes on MKTG and BUS BUS-4630

Marketplace > University of Denver > Business > BUS-4630 > Notes on MKTG and BUS
Donald Zuehlke
View Full Document for 0 Karma

View Full Document


Unlock These Notes for FREE

Enter your email below and we will instantly email you these Notes for Creating Sustainable Enterprises

(Limited time offer)

Unlock Notes

Already have a StudySoup account? Login here

Unlock FREE Class Notes

Enter your email below to receive Creating Sustainable Enterprises notes

Everyone needs better class notes. Enter your email and we will send you notes for this class for free.

Unlock FREE notes

About this Document

First week's notes
Creating Sustainable Enterprises
Chaun Powell
Class Notes




Popular in Creating Sustainable Enterprises

Popular in Business

This 3 page Class Notes was uploaded by Donald Zuehlke on Saturday January 9, 2016. The Class Notes belongs to BUS-4630 at University of Denver taught by Chaun Powell in Winter 2016. Since its upload, it has received 24 views. For similar materials see Creating Sustainable Enterprises in Business at University of Denver.


Reviews for Notes on MKTG and BUS


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 01/09/16
 A brand is an asset captured on the balance sheet  What’s a brand worth…? o Hard assets vs purchase price?  Not exactly…  but somewhere in the middle  Point is, that brands DO influence business decisions  (Ford purchase of Jaguar)  Brand management o Strategy:  segments, targets, positioning o 4 P’s: product, price, place (how to access product), promotion (media, message,  creative) o Brand management lives in positioning and product  Value proposition and pricing can’t save a shitty product.  The product must be remarkable,  especially for NEW brands.  Selling concept vs marketing concept o Has to do with price points, lower price products will usually move more volume, BUT o Higher priced products usually have higher margins (remember Ford vs Jaguar)  Paradox of Originality… o Originality gets noticed, but not always pleasantly  PharmaSim Overview… see slides o 5 C’s  Think about how a ‘deep generalist’ fits into being a brand manager o Decisions in one part of the business affect all others  5 steps to get customers to purchase o problem recognition o information search o evaluate alternatives o purchase decision o repurchase behavior  VERY complicated pathway to purchase  Also hard to decide, where to invest money in this process?  Opportunity:  chance to meet a market need, interest, demand via creative resources, to deliver superior value Begin as unformed ideas, that require shaping and honing over time  business concept  model Defines the   Target market  Need to be met  Solution to be delivered  Resources to be used to create value Recognizing opportunity:  3 activities 1. Sensing or perceiving an unmet market need, or new technology or capability that could meet an as­of­yet  unidentified need 2. Discovering the fit between market needs and capabilities/resources available to the entrepreneur 3. Creating product, service, or hybrid ‘solution’ that can be delivered to a specific market to address a specific  need while generating value to all stakeholders Novelty  Novelty influences degree of uncertainty in assumptions to be addressed by the entrepreneur when shaping the  opportunity, which in turn, influences level of risk.  Novelty relates both to market need and to capabilities and knowledge needed to craft a unique solution. “It was our ability to listen to our customers’ feedback to that concept that helped us better understand the real  need and build better products and services, …  iterate, iterate, iterate; keep engaging the market and iterating.”     ~ John Connolly, Mainspring consulting TelePizza, Leo Fernandez Market need:  families dining together at home, working mothers, need healthy food to eat together delivered Target market:  families w/ at least one working parent, like to eat at home, together Need to be met:  healthy fast food delivery, US pizza chains catching on in the country Knowledge of American fast food business, finance, and sales background Brand and service       Chase/Danielson, Zipcar Market need:  lower pollution, ride sharing Target market:  families in congested cities, don’t want to own a car but need transport Need to be met:  on demand cars Knowledge of European ride­share practices, applied economics and finance, financial backing,      Evan Williams, Twitter Market need:  microblogging on the web Target market:  expressive individuals Need to be met:   Knowledge of marketing and media sharing Have an idea, shape it and hone it with your skills, narrow the focus to a specific entry point for testing, refinement, and model development. Be narrow, be agile… Intuitive vs Analytical thinking… Jeff Timmons:  Successful entrepreneurs recognize patterns before opportunities emerge  They find ideas at the intersection of markets/industries/technologies  Seek disruptors that will ‘unfreeze’ stable industries  Generate models that can apply to multiple markets  Recognize that you must listen to their customers but also be able to educate them  Expand visions, look up from day to day minutiae  Set priorities and narrow ideas into potential opportunities to address a compelling problem for which  customers are willing and able to pay. Chris Anderson (TED curator): Everywhere you look today, you’ll see convergence.  Biotech, human psychology and product design, human  heart beat synchronization and internet self­organization.  Specialization is no longer sufficient.  Idealism is  infused into entrepreneurial business, along with model generation. 3 components of creativity: 1. Expertise (knowledge) 2. Creative thinking skills (especially problem solving) 3. Motivation (reason, solution to a problem) 5 discovery skills 1. Associating 2. Questioning 3. Observing 4. Networking 5. Experimenting Strategy….capabilities….value…. a business model must identify these if it is to be successful This is how you shape an idea into an opportunity!  The business model will then make explicit assumptions underlying the decisions based these three items.  These assumptions lay the foundation for cash flow forecasts.  Experiments will narrow the assumptions down into more reliable facts (market size, price points, customer  behaviors, availability of resources and talent, nature of financing needs and cash flows, etc)  The results of these experiments will highlight needed changes to certain aspects, or the need to abandon the  idea altogether. Growth options to consider:  Enhance a current product or channel  Expand by launching new products or entering new markets  Explore by launching new products and enter new markets


Buy Material

Are you sure you want to buy this material for

0 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"

Allison Fischer University of Alabama

"I signed up to be an Elite Notetaker with 2 of my sorority sisters this semester. We just posted our notes weekly and were each making over $600 per month. I LOVE StudySoup!"

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.