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.

The Concept of Corporate Strategy. Por Kenneth R. Andrews. Homewood, III.: R. D. Irwin, 1980 Revised Ed. xi, 180 p.; 24 cm. Incluye referencias e indice. ISBN 0-256-02371-9.

The Concept of Corporate Strategy

Ethnocentrism: Theories of conflict, ethnic attitudes, and group behavior.

Scale and scope: the dynamics of industrial capitalism

This article reviews the book titled ‘Strategic Management – Formulation, Implementation and Control’ authored by John A. Pearce II, Richard B. Robinson Jr. and Amita Mital. As of 2017, John A. Pearce II is a Professor of Strategic Management and Entrepreneurship at the College of Commerce and Finance at Villanova University; Richard B. Robinson, Jr is a distinguished Professor Emeritus at the Moore School of Business at University of South Carolina and Amita Mital is Professor at Indian Institute of Management, Lucknow. Professor Pearce has co-authored more than 40 books and has authored several articles in referred journals. Professor Robinson also has authored several books on Strategic Management and has published his research work in the area of Strategic Management and Entrepreneurship in major journals. Professor Amita Mital is Professor in Strategic Management at Indian Institute of Management, Lucknow and his research areas include Strategic Management, Strategic Change, Strategies of Collaboration, etc.,

http://www.stic.ac.th/ojs/index.php/sjhs/article/download/116/65

Strategic Management – Formulation, Implementation and Control*

This study investigates the effect of reward system on employee performance in selected manufacturing firms in the Littoral Region of Cameroon. Specifically, the study assesses the degree to which profit sharing affects employee commitment in manufacturing firm; ascertains the effect of flat-rate systems on employee work values in manufacturing firms; and appraises the influence of collective bargaining reward systems on employee cohesiveness in manufacturing firms. This research work is a survey which makes use of a sample of 538 employees drawn from a population of 5146 employees of ten selected manufacturing firms within the Cameroon Littoral Region. The sample was selected by the use of the Cochran’s formula for finite population sample at a 95% confidence level. The major source of data used for the study was primary data and the instrument used for data collection was questionnaire. The findings revealed that, profit sharing had a significantly positive effect on employee commitment in manufacturing firms; flat rate systems had a significantly negative effect on employee work values in manufacturing firms; and collective bargaining reward systems had a significantly positive impact on employee cohesiveness in manufacturing firms. The study concluded that there is a positive link between reward systems and employee performance. This link creates an opportunity for employers to use reward system as a motivating factor to fine-tune employee behaviour towards efficiency and effectiveness. Based on the findings, it was recommended amongst others that reward systems for manufacturing firms should be designed such that employees are entitled to percentages of profit earned by the firm as a means of promoting productivity and group cohesiveness amongst employees. The study further advised that employees in manufacturing firms should not be paid fixed salaries as it could result in a high rate of tardiness and reluctance of employees within a group to put in anything more than the performance of an average performer in the group.

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Effect of Reward System on Employee Performance among Selected Manufacturing Firms in the Litoral Region of Cameroon

Family businesses in many developing economies have continually been plagued with the issues of leadership tussle emanating from the owner-manager power. The study assesses the effect that leadership plays on the survivability (survival success) of family businesses in Nigeria. This study utilized a survey design, to gather data from five hundred and two respondents who were owners/founders and top management of selected family businesses in southwestern Nigeria. The data collected through the closed ended questionnaires were tested with linear regression at 0.05 level of significance. The finding revealed that leadership roles positively affect the long-run success of family businesses in Nigeria. Informed by this finding, the study concluded that there is a positive link between leadership method and survivability (i.e. survival) of family businesses in developing economy like Nigeria. The study advised that a new paradigm shift in leadership (i.e. adaptive type of leadership) should be considered by family businesses operating in Nigeria. This would ameliorate the owners-managers leadership tussle that derails many family businesses in Nigeria.

/pdf/do-leadership-roles-affect-survivability-of-family-3wpeuq309x.pdf

Do Leadership Roles Affect Survivability of Family Businesses in Developing Economies

This study investigates the effect of forward integration strategy on the organizational growth of selected banking and insurance firms in Nigeria. The specific aim of the study is to examine the nature of the relationship between direct marketing and the firm’s profitability. The study utilized a descriptive survey design, and data were collected through a self-administered questionnaire from a sample of 753 respondents who were the staff of twelve selected banking and insurance organizations in south-western Nigeria. The hypothesis was tested with productmoment correlation coefficient at 0.05 level of significance. The finding revealed that there was a significant positive relationship between direct marketing activities and profit growth in the selected organizations. Informed by this finding, the study concluded that there were a limited number of strategic integration moves, especially vertical integration among most of the Nigerian financial organizations. The Nigerian banking and insurance organizations are therefore advised to enhance the personalization of their service to ensure that the existing customers remain locked in and new customers continue to be attracted.

/pdf/effect-of-forward-integration-strategy-on-organizational-3nfxci56g8.pdf

Effect of Forward Integration Strategy on Organizational Growth: Evidence from Selected Insurance and Banking Organizations in Nigeria

The globalised world has become more integrated and has witnessed an unprecedented dispersal of Multinational Enterprises (MNEs) across various nations and regions of the world. Most of these MNEs advertently or inadvertently exhibit tendencies that show them off as ethnocentric- possessing superior culture than those of their host country. This study assessed the effects of ethnocentric behaviours on the performance of MNEs in the South West of Nigeria. Adopting a survey design, the study made use of primary data collected mainly through administering a set of questionnaire to 207 management staff of selected MNEs from Oyo, Lagos and Ogun states respectively. Findings inter alia revealed that: engaging expatriates in strategic positions by MNE's leads to increased operating costs; foreign culture of MNE's home country negatively affects the local acceptance of management techniques by employees in host countries and MNE's standardized marketing strategies encouraged customers' loyalty and patronage in the Nigeria business environments. The work among other things, recommends that local employees in host nations must be incorporated into key decisions to aid MNE's continuous effectiveness. The work, in addition to that, also advised that MNE's should guide against culture shock i.e. the disorientation, cultural risks and stress associated with being in a foreign environment.

/pdf/ethnocentric-behaviour-and-business-performance-of-2m41zhz155.pdf

Ethnocentric Behaviour and Business Performance of Multinational Enterprises (MNES): Evidence From South-West Nigeria

This study examined the challenges associated with knowledge management implementation and academic staff retention in selected tertiary institutions in South East, Nigeria. The research design adopted was a cross-sectional survey design. The main instrument used for data collection was questionnaire. The population consisted of 7,423 academic staff of the 10 randomly selected institutions in the South East Nigeria. A total sample size of 555 was drawn from the population. The instrument was checked for reliability using Cronbach method and the reliability co-efficient result of 0.915 showed that the instrument had high degree of item reliability. The hypothesis formulated was tested using Friedman chi-square statistics. The findings indicate that there is positive significant challenge in knowledge management implementation and academic staff retention in selected tertiary institution. The study concluded that lack of Knowledge Management implementation has posed a great challenge in academic staff retention in tertiary institutions. It was advised that tertiary institutions in Nigeria should adequately manage the process of knowledge acquisition, sharing and development so as to enjoy a Stella performance

/pdf/challenges-associated-with-the-implementation-of-knowledge-4xlcq8j7os.pdf

Bamidele S. Adeleke

Papers

Effect of Reward System on Employee Performance among Selected Manufacturing Firms in the Litoral Region of Cameroon

Do Leadership Roles Affect Survivability of Family Businesses in Developing Economies

Effect of Forward Integration Strategy on Organizational Growth: Evidence from Selected Insurance and Banking Organizations in Nigeria

Ethnocentric Behaviour and Business Performance of Multinational Enterprises (MNES): Evidence From South-West Nigeria

Challenges Associated with the Implementation of Knowledge Management in Nigerian Tertiary Institutions