Marketing Strategy Courses Research Articles

Strategic Approaches to Online MBA Instruction: A Roadmap for Delivering Marketing Strategy in the Online MBA Curriculum

The online MBA enrollment trend has been on the rise even before the onset of the COVID-19 pandemic in early 2020. The pandemic further accelerated this shift, with more prospective students considering remote study options. This poses a challenge for universities in preparing faculty for online instruction, given that instructors often lack prior exposure to online learning. The emergence of generative AI, such as ChatGPT, introduces a new technological dimension, prompting concerns about academic integrity. The paper provides strategic and practical approaches and resources for teaching an asynchronous online MBA marketing strategy course, addressing common challenges faced by instructors. It offers valuable insights into course content, assignments, time management, and integrating generative AI in the course. It aims to help marketing and management educators proficiently develop and implement comparable courses, especially those transitioning from traditional to online instruction.

Paint company’s entry decision into putty market

Learning outcomes After completion of the case study, students will be able to understand the putty industry, consumer behaviour for putty, comparative advantage of putty to different industries and within industry and market entry strategy for newly introduced product. Case overview/synopsis Putty market in India grew at a compound annual growth rate of 15% over the period FY07–FY20. Many organized and unorganized players entered the putty market since its introduction. Putty was invented by cement companies to increase offtake of cement which otherwise declined owing to reduced use of marble. Painters are purchasing putty to be used before the paint to improve the texture of the walls and to fill cracks. Therefore, to take advantage of distribution channels and dealers’ network, paint companies introduced putty. Consumers, who use putty to improve aesthetics of their home, have very less knowledge about putty. They depend on painter or contractor for it. XYZ colourant company wanted to enter the white putty market to use the market opportunity along with coloured putty for economic project where cost is the constraint. This case study culminates with the probing question about the peculiarity of industry where two different industries are involved for the same product. This case study is designed to understand the target consumers’ behaviour and the entry decisions of the company to the growing market. Complexity academic level This case study is designed for use in second-year management programmes, especially for the students of strategic management and marketing strategy courses. Supplementary material Teaching notes are available for educators only. Subject code CSS 11: Strategy.

TBL Myanmar: Understanding the Barriers to Sale of Dehumidifiers in Emerging Markets

Vipul Murarka, Executive Director of Tropical Biotechnology Ltd. (TBL), was perplexed after looking at the erratic sales of dehumidifiers over the past 3 years since he started in June 2016. Although the number of goods sold was growing until 2019, which gave a marginal increase in revenue earned, the top line was increasing at a decreasing rate, with 10% in the first year, 8% in the second year and 7% in the third year. He could not understand the reasons for these inconsistent sales despite offering quality solutions and having many satisfied clients in the past. Given the torrential rains throughout the year in Yangon, the capital of Myanmar, a dehumidifier was an essential product for factories, yet sales were not picking up as anticipated. Dehumidifiers as an industrial product aided many manufacturing units, as they helped in controlling moisture by extracting water from the air, thus reducing humidity and preventing the growth of mildew. There were myriad manufacturing companies in Yangon because of the availability of cheap labour, yet sales for certain months were flat, with not even one sales call funnelling to final action. These lull periods made Vipul anxious and forced him to think if he had entered the wrong industry. He even thought if the first-mover advantage turned into a disadvantage for him. The initial reason he speculated about this sales barrier was the price, as it was a high-investment product for industrial buyers. However, he also posited to himself that he might not have been able to position the advantages of the product aptly in the minds of the potential buyers. Unable to find a definitive reason for the sales barriers of the dehumidifiers, he approached his friend, Myint Than, an independent consultant and visiting faculty at an MBA institute where he taught sales and marketing strategy courses. Vipul and Myint had to find the reason for the barrier to the dehumidifier sales and eventually make a strategy to overcome these barriers for future growth before deciding the sales target for the year 2020.

Examining learning experience using a storytelling case: A best practice case study

Traditional marketing case analysis involves students reading from a textbook and writing an analysis paper, which consists of a summary of the present situation, root problem(s), presenting alternatives, evaluating strengths, weaknesses, opportunities and threats, and creating strategy recommendation(s). The idea of having students study case analysis in an alternative format was considered. A small, locally owned, upscale restaurant was chosen as the subject of a new case to be studied in a Master of Business Administration (MBA) marketing strategy course. Rather than having it presented in a written format, electronic storytelling was selected as the means for presenting the case. Approximately 250 students completed the case in an online course over a one-year period. The students completed an online survey after submitting case analysis papers. Survey data revealed that 92 per cent of the population thought storytelling was interesting, 78 per cent indicated that it improved their learning experience, and 79 per cent indicated that they would like more storytelling cases in the MBA strategy course.

Mentorrd EduTech: charting new territories through social media marketing

Learning outcomes After studying and analyzing this case, students will be able to: understand and evaluate the integrated marketing communications (IMC) strategy for online businesses; understand and create the various components of an IMC plan; determine the challenges of scaling up a business and how social media marketing can help in that; learn how to assemble the positioning statement of a startup; determine and differentiate the different business models (revenue models); and understand and create the social media marketing strategy. Case overview/synopsis It was late April 2021, and Mr Srinivas Rao, the co-founder and director of Mentorrd EduTech, India, was contemplating the journey of more than five years. Much had changed since the startup Mentorrd Education Technologies Pvt. Ltd. (Mentorrd EduTech) was launched in 2015. From being an online artificial intelligence (AI)-based tool for analyzing and building resumes, Mentorrd expanded to specialized premium services for career development catering to MBA aspirants from India to international markets. However, during the same time, many problems had also started showing up. The competition had increased, and conversions became difficult. Mentorrd generated 95% of its leads through Google Ads pay per click (PPC) advertising. However, now, the increased competition made PPC costlier, where Mentorrd started at INR 10 per click but was now paying INR 50 per click. The customers also were only limited to searching for keywords; hence, actual lead conversion was minimal. Mentorrd was present on different social media platforms and had developed an audience: LinkedIn (close to 10,000 followers), Facebook (1,600+ followers) and Twitter (numbers), but conversions from there were only contributing to 5% of the total revenue.Mr Rao wondered that with a change in demand from general review services to specialist resume and interview preparation services such as MBA, he would have to develop a sound social media strategy integrated with the current Google Ads usage to reach the audience and generate conversions. He had a limited marketing budget which he wanted to use most effectively but was not sure how to spend across platforms. Complexity academic level This case can be used as an IMC strategy case for MBA courses in marketing. In a marketing course, the focus should be on components of IMC strategy, customer perception, company positioning and marketing channels. The case can also be applied as a strategy case for courses in entrepreneurship or digital marketing strategy. In an entrepreneurship course, the focus should be on the business model, growth and scaling decisions a startup needs to make to grow the business. In a digital marketing strategy course, the focus should be on social media marketing and search engine marketing decisions and the implications for revenues and profits. The case can also be used in executive-level courses to illustrate IMC, growth and digital marketing strategies for a startup. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

A makeover for Dudley’s Q+

Theoretical basis The Dudley Beauty case illustrates a contemporary branding, management and marketing challenge facing many companies that are 50 plus years old. Movahhed (2016) highlights the six elements to consider during brand strategy: the target audience, the brand promise, brand perception (past, current and future), brand values, brand voice and brand positioning. The times have changed with changing macroenvironmental factors including political, economic, sociological, technological, legal and other environmental (PESTLE) changes that affect a business but which the business does not directly control. Research methodology The case is based upon an interview with Dudley Beauty CEO and President Ursula Dudley Oglesby and secondary sources. Case overview/synopsis The “A Makeover for Dudley’s Q+” case explores the challenges of a second-generation textured hair care and personal care company in the direct selling channel as it faces an aging market and changing business and economic environment. A Black-owned company, begun in 1967 by her parents, Dudley Beauty is led by the founders’ daughter, Harvard College and Harvard Law School-educated, Ursula Dudley Oglesby. At over 50 years old, the company has continually created new textured hair products and has high brand awareness among older Black consumers but has not adequately addressed changing hair trends and shifting communication preferences of younger consumers. The company is at a critical point needing to reach a younger, larger market to survive. The business situation supports marketing, management, strategy, and/or entrepreneurship undergraduate students in understanding how macroenvironmental forces and internal structures affect businesses. Complexity academic level This case is intended primarily for use by undergraduates in a variety of courses. It is suitable for courses in Principles of Marketing, Entrepreneurial Marketing, general Entrepreneurship and Marketing Strategy courses covering topics such as direct selling, the role of environmental factors in business, rebranding efforts using digital and social media marketing and women/minority business owners.

ZealVita: winning marketing formula

Research methodology The case is written based on general experience. Case overview/synopsis Zealvita is a challenger brand to NutriMalt in the white malted food drink (MFD) category. It has a product formula that compares favorably on taste and equally on nutrition. However, Zealvita is not able to translate the power product formula to a winning market formula. Drawing on its legacy and strong adoption route, NutriMalt built a dominant 88% market share in the White MFD category. The market rule of “disproportionate market share for the leading brand” applies with inexorable force in MFD. Smarting at the low market share, Zealvita is in search of a marketing strategy to create churn. Rajiv Product Manager of Zealvita believes that consumer sales promotion of a higher order and at a higher frequency than what is normal can tilt the scales. From Zealvita’s perspective is there a strategic advantage in operating consumer promotion? Is it safe to assume that NutriMalt will not retaliate with consumer promotion? Can consumer sales promotion be sustained at planned frequency? What is the logic in a continuous consumer promotion program? Complexity academic level This case can be used at the post-graduate level in the Marketing Strategy course or in a course that has a sales promotion management or competition management segment. This case is also appropriate for use in executive education programs. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Why this realtor®? Branding at Boyes Group Realty Inc. version: 2020-10-07

Theoretical basis The case learning objectives and discussion questions relate very closely to several theories related to branding, including brand positioning, brand growth, brand management, customer value proposition, brand matrix and brand identity. Research methodology The information provided in this case was gathered by the author through personal interviews and email exchanges with Jordan Boyes, managing broker and owner of Boyes Group Realty Inc. Secondary research was also conducted to gather relevant academic materials, as well as industry and competitor information. Case overview/synopsis Jordan Boyes opened Boyes Group Realty Inc. in 2015 after working as a Realtor® at another private realty firm in Saskatoon, Saskatchewan for several years. They offered buying and selling services in the areas of commercial, residential and farm real estate. Over the past five years, they had experienced strong sales numbers and growth in the number of new agents joining the company. However, Boyes saw untapped potential in the marketplace and wanted to develop a brand strategy that took the best advantage of brand extension opportunities to drive the continued growth of his company. Complexity academic level This case is suitable at the undergraduate level for a branding course, marketing strategy course or services marketing course. The case is best used to apply the concept of developing brand identity and making strategic decisions in a service-based organization.

SYNCHRONOUS ONLINE DISCUSSION BOARD AS A PRIMARY MODE OF DELIVERING MARKETING EDUCATION: RESPONDING TO THE COVID-19 PANDEMIC AND BEYOND

ABSTRACT The research reported in this paper examined the use of synchronous online discussion board as the primary mode of teaching by one instructor teaching two sections of a senior-level undergraduate Marketing Strategy course during the COVID-19 pandemic. Decisions were made to use a synchronous online discussion board as the primary online meeting space and mode of instruction for the remainder of the spring 2020 semester and continuing into the fall 2020 semester. Both before and after the transition to online instruction, the primary activities of the class were analysis of marketing cases and participation in a marketing strategy simulation game, which were accomplished both individually and as student teams. Results from this research suggest that synchronous written discussion boards have a place in instruction. Student-perceived benefits included better access to and retention of material from the course as well as the ability to learn more during class time. Students scored higher on an examination on material delivered by written discussion board than by Zoom. Negatives revolved around frustration with the online interface.

Using Military Strategy to Teach Marketing Strategy: Preparing Students for the Global Economy

Young Americans have a distinct knowledge deficit regarding history, culture, and geography (Hess, 2008; National Geographic, 2006) that is so severe that they “lack even the most basic skills for navigating the international economy” (National Geographic 2006, p. 7). This manuscript provides an outline for a marketing strategy course that is designed to address these deficits. By applying concepts from military strategy to marketing strategy – with a strong emphasis on historical and geographical literacy – students achieve a deeper understanding of marketing strategy and a more flexible use of strategic principles across a variety of contexts, time frames, and national boundaries.

V-Xpress: B2B marketing in the logistics industry

Learning outcomes The learning objectives of this case study are to understand business-to-business (B2B) marketing in a logistics organization; apply go-to-market (GTM) strategy in the logistics industry; design B2B distribution strategy so as to enhance geographic penetration; and develop digital marketing strategies in the logistics industry. Case Overview/Synopsis V-Xpress is a leading B2B player in the express cargo category in the Indian logistics industry. In March 2017, Sachin Nair, Head of V-Xpress Marketing, was presenting three different GTM strategies to the CEO for the new Assured Timely Movement services. He wanted CEO views on each of them so that he can choose the best one. Sachin was also trying to find a solution to backhaul problem in eastern India. The resolution of this problem would have helped V-Xpress to become a truly pan-India B2B logistics company. Sachin was also revamping the digital marketing strategy as part of ambitious V-Xpress marketing strategy. These initiatives were taken as part of CEO’s vision for reaching annual revenue of INR 10bn by 2020. Sachin was thinking about various options so as to implement these changes with least investments. Complexity academic level This case study can be used in B2B marketing, marketing management and marketing strategy course of an MBA program. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 8: Marketing

“Tata i-Shakti” to “Tata Sampann”: rebranding or repositioning?

Subject area Marketing. Study level/applicability This case may be used by instructors to teach undergraduate, post graduate and executive level programmes in management. It may be used in basic marketing, branding or marketing strategy courses. The case may serve as a platform for the instructor to discuss the concepts and issues related to positioning and repositioning. Case overview Tata Chemicals, a subsidiary of the Tata group, launched the “i-Shakti” brand six years ago for its low-cost “solar-evaporated” salt for rural customers. In 2010, the company extended the brand equity of i-Shakti to a premium segment and launched a new brand “Tata i-Shakti” with a range of unpolished pulses. Changing the brand name and customer base from “i-Shakti for rural market” to “Tata i-Shakti for premium market” created a dilemma among customers in the market. To overcome this problem, in October 2015, the company’s portfolio of pulses, gram flour and food grade soda under “Tata i-Shakti” label has migrated into a new brand “Tata Sampann”. The company also launched a range of spices under the brand name of “Tata Sampann”. This new brand “Tata Sampann” was launched to serve the premium segment with an aim to “enrich everyday meals with extra nutrition and extra joy”. Also, this brand recreation was made by the company with anticipation to make avenues for future launches in the staples and food segment under Tata’s consumer products business. It has been almost a year since Tata Sampann was launched in the market. Given the tough competition and expected growth of the spices market in India, it remained to be seen whether “Tata i-Shakti” was rightly rebranded or repositioned with “Tata Sampann”. Expected learning outcomes To make participants understand the basic concepts of branding such as umbrella branding, brand repositioning and rebranding. To make participants learn about various brand elements and how they contribute in communicating the value proposition of the brand. To make participants appreciate various marketing and brand related strategies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 8: Marketing.

The United Drug Packaging Division

This case is used in Darden's Business-to-Business elective. It would also work well in a General Marketing Management course, a Marketing Strategy course, or a course covering Health Care Management topics.In response to fluctuations in the economy and the pharmaceutical industry, United Drug reexamines the marketing of its packaging division, recently restructured under a new managing director. Excerpt UVA-M-0840 Rev. Dec. 5, 2012 THE UNITED DRUG PACKAGING DIVISION It was May 2009, and Ron Sweeney looked out of his office window at the foothills of the Dublin Mountains. He thought about the contrast between the peaceful serenity of that view and the chaos he was experiencing as the newly appointed managing director of the United Drug Packaging Group (the Packaging Group). The Packaging Group in United Drug comprised four separate entities, and they certainly acted as such. Sweeney's job was to try and redesign the marketing process for the group and attempt to redress a fall in the division's revenues. It was a big task, but Sweeney was confident he could do it. United Drug United Drug began as a small pharmaceutical wholesaling cooperative in the west of Ireland in the late 1940s. Through a series of acquisitions, the company spread to all four provinces of Ireland and became its largest wholesaler. In the late 1990s, as margins in its legacy wholesaling business began to decline (margins were around the 2% level), it began to diversify beyond pharmaceutical and medical device wholesaling into outsourced services for pharmaceutical manufacturers. . . .

Electronic Arts: gambling on the future of video games

Subject area CSS 11: Strategy Study level/applicability Undergraduate or Graduate Capstone Course in Management or Marketing. Case overview Electronic Arts is one of the premiere video game software developers in the world. With the changing video game industry, evolving tastes and preferences, the introduction of next generation platforms and supporting various mobile platforms, Electronics Arts has important decisions to make as it charts its future. Expected learning outcomes The analysis seeks to fulfil several objectives relevant to management and marketing strategy courses, where analysis of the external environment of a firm is important. Students should be able to do the following: identify the relevant content to include in an industry analysis. Understand the key concepts of strategic analysis and how to apply them. Use the analytical tools of strategy to synthesize information from multiple sources into a comprehensive picture of an industry. Provide an overview of the dynamics and near-term future of this industry. Use industry analysis to explore emerging markets, billing options and where to target company resources. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Micromax Informatics Ltd: Marketing strategy for emerging markets

Subject area Marketing strategy, strategic innovation. Study level/applicability Strategic brand management or marketing strategy courses at MBA level. Case overview It seemed likely that a company with the highest number of product variants would consider product innovation to be its key source of sustenance in a crowded marketplace. Especially so, when the local and global competition was hotting up to a new launch every week. In the case of Micromax, a mobile handset maker from India tried to drive home the point that sustainability in emerging markets did not lie in inventing a new technology like Apple or Nokia or Sony did, albeit accompanied with a premium price tag. For the emerging markets, it was important to optimize the offering for the consumers. Strategic optimization could result from bridging the gaps in performance, infrastructure and organization design, which came naturally to this marketing-savvy mobile maker. Any company could make a cost-effective phone, but few could position, brand and sell it the way Micromax did. Shubhodip Pal, Head of Marketing at Micromax Informatics Pvt Ltd, India, pondered the marketing strategy which could pave the way into maintaining the company's national leadership position while creating a roadmap for its global foray. For Micromax, marketing strategy innovation, and not product innovation, would fulfil the goal of long-term growth in India and overseas markets. Expected learning outcomes The students studying this case are expected to learn: marketing strategy in emerging markets such as India, marketing strategy as the critical success factor for upcoming Indian companies rather than product innovation and doing business in emerging markets. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Thai Beverage Public Company Limited: Thailand leader, global challenger

Subject area Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry. Study level/applicability The case is suitable for senior undergraduate and graduate MBA strategic management, international business strategy, and marketing strategy courses. Case overview Thai Beverage Public Company Limited (ThaiBev) was Thailand's largest beverage company and was among Asia's major alcoholic beverage companies. The case situation takes place during the latter part of August 2010, two years after the public announcement of ThaiBev's ambitious intentions to become a comprehensive and integrated beverage company and after having recently re-launched its acquired Wrangyer energy brand, a move signaling ThaiBev's strong commitment to its non-alcoholic beverages. The case describes the beverage industries at the global, regional, and country level and discusses ThaiBev's range of businesses. Marut Buranasetkul, Senior Vice President of Corporate Service and Deputy Managing Director of Thai Beverage Marketing, the sales and marketing arm of ThaiBev, must decide on the direction for ThaiBev to pursue to bring ThaiBev's non-alcoholic beverages to account for at least 10 percent of the company's total revenue. This case presents a number of important strategic topics, particularly in discussing industry structure and competition, as well as diversification issues encountered by a firm that was attempting to create a greater balance between the revenue contributions from its market leading dominant businesses and that of its younger and newer business lines. Expected learning outcomes Students will: understand the challenges faced by large conglomerates wanting to change their market position; learn to apply different frameworks such as Porter's Five Force Model, portfolio analysis, SWOT and to assess the competitive environment; learn to evaluate a company's current product portfolio and to recommend strategies to improve its allocation of resources; and learn to identify key success factors necessary to compete in a highly competitive industry. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

HCL Care: harnessing the out of warranty ICT service market

Subject area Marketing strategy, Decision making, After sales servicing. Study level/applicability As part of a core marketing course; at post graduate level; marketing strategy courses where competition and co-operation business models are explored. Case overview The case focuses on HCL Care, which had the service competence and reach, but no marketing set up for attracting customers to its ICT products service facilities. The case explores the decision choices faced by the company in deciding its market strategy. The main challenge was the out of warranty offer planned by HCL Care. It was aimed at providing a one stop solution for consumers who owned various ICT devices of different brands that could not be serviced at one point. There was no specific validation of whether this proposed, more convenient and comprehensive offer was compelling enough for the consumer to switch from the service offered by the original equipment manufacturer or from the plethora of low priced offers from independent service providers in the Indian marketplace. Expected learning outcomes These include: how to organize the different types of market and company information available to segment the market and selecting the target market; developing a positioning platform and developing the market strategy; and choosing between competition versus cooperative business models. Supplementary materials Teaching notes are available. Consult the librarian for access.

Team Computers: positioning to grow

Subject area Entrepreneurship. Study level/applicability The case could be taught in the core marketing course at the post graduate level while discussing the notion of positioning. The case could also be taken up in marketing strategy courses, where the linkage of the positioning to past and future customers and implementation challenges within the organization could be highlighted. Case overview The case shows how the CEO of an entrepreneurial venture, Team Computers, was coping with the problem of creating a unique identity in the market. It tracks the evolution of an embryonic organization to an Indian rupees (INR) 2.3 billion organization with 1,500 employees and its competitive landscape. It also highlights that an organization could become quite big without a very well defined positioning in the mind of its consumers and even its employees, however such growth could not be sustainable. It highlights the key challenges for Team Computers with respect to defining its positioning platform. The biggest challenge for Team Computers was to arrive at an appropriate positioning within an increasingly competitive market place, a distinct image of the company was almost a pre-requisite to the vision of sustainable, profitable growth for the company. The problem was inherent in the condition prevailing in the industry, which had intense competition among the incumbent firms and a high degree of employee turnover which plagued the industry. The case focuses on the challenge of deciding on a positioning platform for the company, considering its checkered evolution and somewhat difficult to predict and plan future trajectory. The case provides enough evidence to evaluate the positioning options of the company, the criteria to finalize the positioning options. It also opens up the possibility to discuss changes in organizational structure required to implement the positioning. The case also opens up the debate about conditions under which democratic process might not be the best way to decide on positioning. Expected learning outcomes The following insights could be elucidated by the case: criteria for evaluating the positioning options for an organization; the need for a clear positioning platform to grow beyond a threshold level for a service based organization in a competitive landscape; and the possible need for organizational restructuring to be able to implement positioning in the market. Supplementary materials Teaching notes are available for faculty. Please consult your librarian for access.

An Exploratory Use of Musical Metaphors to Enhance Student Learning

This article provides the role, scope, instructional experiences, and prospects of employing musical metaphors as a possible teaching tool. Interactive student learning is encouraged by actually playing songs in marketing strategy courses. First, an overview on the explanation and popularity of metaphors in both nonbusiness and business fields including marketing is provided. A brief discussion is then offered on the potential value and opportunities for using musical metaphors in the classroom. A narrative is then given on the instructional process of four stages that the professor experienced in adopting music metaphors. Student benefits as well as the limitations and suggestions on the process of trying musical metaphors are then summarized. Last, anecdotal student reactions are described and some illustrated experiential music assignments are given in the appendix. The contents of the article have interesting implications for marketing educators who may like to experiment with musical metaphors.

Learning by Doing: Using Experiential Projects in the Undergraduate Marketing Strategy Course

Group projects represent one of the most realistic approaches to teaching business and marketing skills. In the real world, seldom do individuals work by themselves and make strategic marketing decisions without interacting with others. Thus group projects, if made a part of the learning experience, can add a sense of realism that comes from having to prepare and present a report on a tight deadline. Notwithstanding, many professors continue to shy away from using projects in the classroom for a number of reasons. This paper explores the value of real-life, client sponsored group projects and presents a blueprint for their successful implementation into the capstone Marketing Strategy course.