MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

Marketing for management.

行銷硏究 : Marketing research

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

The World is Flat: A Brief History of the Twenty-First Century Thomas L. Friedman Farrar, Straus and Giroux, 2005 Thomas Friedman is a widely-acclaimed journalist, foreign affairs columnist for the New York Times, and author of four best-selling books that include From Beirut to Jerusalem (1989). His eminence as a journalist is clearly demonstrated in the way he prepared for The World is Flat. He traveled throughout the world, interviewing in depth the political and business leaders who have the most direct, hands-on knowledge of the truly incredible developments occurring in the business structures and technology of globalization. Only a journalist who moves freely at the highest levels could interview the likes of Sir John Rose, the chief executive of Rolls-Royce; Nobuyuki Idei, the chairman of Sony; Richard Koo, the chief economist for the Nomura Research Institute; Bill Gates of Microsoft; Wee Theng Tan, the president of Intel China; David Baltimore, president of Caltech; Howard Schultz, founder and chairman of Starbucks; Nandan Nilekani, CEO of Infosys in Bangalore - and many others, each of whom gave him the inside story of how, specifically, the barriers of time and space separating economies, workforces, sources of capital, and technical abilities are crumbling. The result of this unfolding story, already far along but with much farther to go, according to Friedman, is that "the world is flat." With some notable exceptions in sub-Saharan Africa and the Islamic swathe, everything is connected with everything else on a horizontal basis, with distance and erstwhile time-lags no longer mattering. Friedman describes in detail the galloping globalization that has unfolded in even so limited a time as the past five years. Under the impetus of a worldwide network of interconnectivity, the world economy is much-changed from what it was at the turn of the century a mere half-decade ago. Friedman quotes the CEO of India's Infosys: "What happened over the last [few] years is that there was a massive investment in technology, especially in the bubble era, when hundreds of millions of dollars were invested in putting broadband connectivity around the world, undersea cables," while (Friedman paraphrases him) "computers became cheaper and dispersed all over the world, and there was an explosion of software - e-mail, search engines like Google, and proprietary software that can chop up any piece of work and send one part to Boston, one part to Bangalore, and one part to Beijing...." Microprocessors today have 410 million transistors compared to the 2800 they had in 1971. And now, "wireless is what will allow you to take everything that has been digitized, made virtual and personal, and do it from anywhere." The effect on productivity is revolutionary: "It now takes Boeing eleven days to build a 737, down from twenty-eight days just a few years ago. Boeing will build the next generation of planes in three days, because all the parts are computer-designed for assembly." The most strikingly informative aspect of this book, however, is not about technology. Most especially, Friedman explores the rapidly evolving global business systems, each constantly regenerating itself to keep ahead of the others. These are systems that span the continents seeking the lowest-cost providers of everything from expert scientific and engineering work to the lowliest grunt work. Friedman points out that India produces 70,000 accounting graduates each year - and that they are willing to start at $100 a month. It is no wonder that Boeing employs 800 Russian scientists and engineers for passenger-plane design when "a U.S. aeronautical engineer costs $120 per design hour, a Russian costs about one-third of that." Friedman describes a call center in India where outbound callers sell "everything from credit cards to phone minutes," while operators taking inbound calls do "everything from tracing lost luggage for U.S. and European airline passengers to solving computer problems for confused American consumers. …

The World Is Flat: A Brief History of the Twenty-First Century

Young consumers' intention towards buying green products in a developing nation: Extending the theory of planned behavior

This paper applies Narver and Slater's (1990) conceptualisation of market orientation to non-profit organisations The study constructs a reliable and valid scale of the market orientation in non-profits in order to test the relationship between non-profits' market orientation and their performance outcomes in the context of a developing country We surveyed 211 Indian non-profits and received 102 usable responses We used principal axis factoring with oblique rotation to analyse the data The scale was tested for its dimensionality, reliability, and various validities The findings show a positive link between non-profits' market orientation and their performance in the context of a developing country Market-oriented non-profits were found to be more effective in achieving their organisational mission, beneficiary satisfaction, and peer reputation than those that were less market oriented

Conceptualising market orientation in nonprofit organisations: definition, performance, and preliminary construction of a scale

Definition and domain related issues of ‘rural marketing’ need further clarification and revision. Often, rural marketing is equated with marketing by multinationals in rural India. The extant literature on rural marketing has uncritically used the same theories, models, concepts and frameworks as have been used in the mainstream marketing discipline. So far, rural marketing has not produced its own unique theories, concepts, frameworks and distinct vocabulary. As a result, rural marketing cannot claim the status of a separate subdiscipline within the broader marketing discipline. This article provides a critique of the extant work in rural marketing and its dependence on the mainstream business marketing. It is argued that rural marketing must find its own distinct perspective before theory construction can begin in the field. After reviewing the literature on marketing and economic development, it is proposed that development of rural people should be the perspective of rural marketing. In this article, an outcome based definition and domain of rural marketing is proposed and a few potential areas for theory construction work to begin in the subject are suggested.

Rural Marketing Its Definition and Development Perspective

https://researchportal.port.ac.uk/portal/files/2404154/GORDON_WILSON_2015_cright_F_Personality_and_Older_Consumers_Green_Behaviour_in_the_UK.pdf

Personality and older consumers’ green behaviour in the UK

The theory of market orientation, emerging from the context of for-profit organizations, has potential application and use in the nonprofit sector. This research proposes links between market orientation, innovativeness, resource scarcity, funding source, and performance related variables in the nonprofit context. Based on the empirical data from 579 nonprofit organizations in India engaged in service delivery to beneficiaries, the study shows that market orientation in nonprofit organizations improves peer reputation, beneficiary satisfaction, and innovativeness. However, market orientation alone is not enough. Innovativeness is the missing link that mediates the market orientation and effectiveness relationship. The study shows that market orientation does not help in attracting resources in the Indian context, a finding which runs counter to the evidences from previous studies carried out in the context of developed countries. The study finds that resource scarcity and funding sources do not moderate t...

Market orientation in nonprofit organizations: innovativeness, resource scarcity, and performance

Past studies have shown that market orientation improves performance in nonprofit organizations. As a result, nonprofit practitioners' and researchers' interest in the theory of market orientation has been growing over the years. However, much less attention has been paid to developing a proprietary scale of market orientation in the nonprofit context. Previous studies have relied on the MARKOR scale with minor changes in its wordings to suit the nonprofit context. Synthesizing B. Shapiro's (1973. Marketing for nonprofit organizations. Harvard Business Review, 51(5), 223–232) dual target-customer perspective with J. Narver and S. Slater's (1990. The effect of a market orientation on business profitability. Journal of Marketing, 54(2), 20–35) view of market orientation, P. Modi and D. Mishra (2010. Conceptualising market orientation in non-profit organisations: Definition, performance, and preliminary construction of a scale. Journal of Marketing Management, 26, 548–569) offered a conceptualization of mark...

Pratik Modi

Papers

Conceptualising market orientation in nonprofit organisations: definition, performance, and preliminary construction of a scale

Rural Marketing Its Definition and Development Perspective

Personality and older consumers’ green behaviour in the UK

Market orientation in nonprofit organizations: innovativeness, resource scarcity, and performance

Measuring market orientation in nonprofit organizations