C55.0040.01Course DescriptionDateModule 1: An Overview of the Entertainment IndustryModule 2: The Publishing IndustryModule 3: Electronic MediaCase Analysis Due: RealNetworks Rhapsody (groups of 4 or 5)Information Form Entertainment Marketing, C55.0040.01New York University Stern School of Business – Undergraduate Division Entertainment Marketing (Spring 2005) http://sternclasses.nyu.edu Professor Sunder Narayanan C55.0040.01 Office: Marketing Department M 3:30-4:45 Stern Email: snarayan Classroom: Tisch LC-12 Office Hours: By appointment Course Description This course is designed to provide you with a framework for understanding the dynamics of marketing in several major sectors within the entertainment industry. The focus is on understanding the development and application of marketing strategies and tactics for entertainment companies competing for a share of the consumer's discretionary spending. The course will cover recent activities including mergers, acquisitions in those key sectors of the entertainment: movies, television, music, radio, interactive games, and publishing. The course will explore marketing techniques that apply across the entertainment companies. Specifically, this course will help you: 1. Analyze and identify opportunities in key sectors of the entertainment industry. 2. Understand the basic concepts, terms, measurements, and principles that apply to marketing in the entertainment industries. 3. Appreciate recent trends within the industry such as globalization, convergence and cross-media synergies. 4. Understand the strategies followed by some key global media conglomerates. These objectives will be achieved through a combination of lectures, readings, discussions, and case analysis. Class participation during lectures and meaningful contributions to discussions are extremely important. Required Course Material 1. Case packet available in the bookstore. Course Evaluation 1. Class participation 10% (individual) 2. Exam 40% (individual) 3. Case Presentation 20% (group) 4. Case Report 30% (group) Class Attendance and Participation (10%) Your attendance and participation is an essential feature for learning in this course. Before coming to class, you are expected to read the assigned readings. My lectures will build on the assigned readings. Also, the quality of class participation in class will count toward your grades. Failure to attend class or come prepared will adversely affect your participation. 1Final Exam (40%) The final exam will be held in class on the scheduled date. It will cover all material discussed in class and all reading assignments (textbook, handouts and class discussions). The exam is open book and notes. More information on the exam will be provided later. Case Presentation (20%) Each group will be assigned one of the cases for a group analysis and class presentation. Your group is required to analyze the case and make a 20-minute presentation in class on the date assigned for the case. All members of the group are required to take part in the presentation. The case for your group will be assigned on the second class of the semester. A comprehensive analysis of the case is expected. Please use the guidelines given below as a framework to help you organize your analysis. Please turn in a copy of your presentation slides before class begins on the day of your presentation. Case Analysis (30%) You are required to analyze the RealNetworks Rhapsody case in groups of 4 or 5. The case analysis should not exceed ten pages (double-spaced, 12-point font) including all tables and exhibits. The case examines RealNetwork's (Real's) strategy for the rapidly emerging online music market. In contrast to rivals who sell individual copies of songs, Real offers online music on a subscription basis. For a $10 monthly fee, subscribers to Real's Rhapsody service have unlimited rights to stream all songs from a 600,000-title library to any PC and can burn CD copies of these songs for 79 cents apiece. Real faces significant marketing challenges in persuading consumers to "rent" rather than own their music. The company must decide which channel partners--broadband access providers, consumer electronics retailers, PC manufacturers, or portals--are best equipped to help sell its services. Finally, Real must determine how to differentiate its services from those soon to be offered by a glut of new competitors poised to enter the online music market, including Wal-Mart, Viacom, Sony, Dell, and Microsoft. Please use the guidelines given below to prepare your analysis. Your report on this case will be evaluated on the quality and comprehensiveness of your analysis, and the quality of your recommendations. You are strongly encouraged to do external research to obtain and use outside information on the firm and the industry while preparing your case analysis. Please reference all external sources used in your report. Some Guidelines for Case Analysis. Although each case is different, your own case analysis skills will develop more effectively if you approach each with a similar framework. In approaching each case you should think of a twofold approach. First, plan a quick reading several days in advance of your analysis, taking notes of key issues, critical facts and their implications. The case is then 'in play,' and you will find it easier to start your analysis. In performing your analysis, the following framework is offered as a method of approach. Please modify the framework to suit the particular situation facing your firm. 1. Decisions: What are the key decisions that have to be made by the focal decision maker? Often you will isolate relatively minor decisions; push your analysis so that you can identify the full decision scope. 22. Objectives: What objectives are management trying to achieve? These often take the form of growth, market share, profit or cash goals. Do these make sense, given your analysis? 3. Market Analysis: What do you know about the market size, growth, presence/evolution of market segments? What markets for other products forms impinge upon the market you are considering? 4. Environmental Analysis: What are the key imperatives and/or changes taking place outside of the industry that affect both your firm and its competitors? Examine the economic, technological, social, regulatory, political, and legal environments. 5. Industry