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.

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

Experience quality, perceived value, satisfaction and behavioral intentions for heritage tourists

체험마케팅(Experiential Marketing)의 오해와 진실

Cornell hotel and restaurant administration quarterly

Visitors' experience, mood and satisfaction in a heritage context: evidence from an interpretation center.

This study explores the linear and non-linear effects of previous experiences in a tourist destination (satisfaction and visit intensity) on the intention to return and to make a positive recommendation to others. We also consider the external drivers or the appeal of the destination as well as individuals' internal drivers as moderating factors in intensity–loyalty and satisfaction–loyalty relations. The analysis conducted on a sample of 687 tourists in a UNESCO World Heritage Site in Spain supports a non-linear effect of satisfaction on the intention to return. Moreover, time intense and expenditure intense visits positively impact the intention to return when the motivation for the trip is internal, yet have a negative effect if tourist motives are external.

Towards a new approach of destination loyalty drivers: satisfaction, visit intensity and tourist motivations

Most previous research on consumers' switching intention has focused on individual variables that have immediate effects on consumers' intentions or behaviors, rather than analyzing it as a complex phenomenon. This article provides evidence that some service provider behaviors precipitate relationship dissolution, whereas other behaviors create a predisposition to switch. This different effect is observed through the mediating effect of customer satisfaction. While poor service quality and low firm commitment undermine consumer satisfaction and have only an indirect effect on switching intentions, price unfairness and anger incidents have a strong effect on switching, both directly and indirectly through satisfaction. Implications are discussed for customer relationship management. © 2007 Wiley Periodicals, Inc.

The mediating effect of satisfaction on consumers' switching intention

Purpose – The objective of this work is to provide evidence of customer switching intentions as a complex phenomenon involving a series of firm actions – service quality failures, unfair price, low perceived commitment and anger incidents – and factors relating to the purchase situation or the consumer that also play an important role as moderators in the dissolution process.Design/methodology/approach – An empirical study has been carried out in the case of customers of car‐insurance firms.Findings – Results demonstrate the existence of some factors that have a weak influence on the switching intention – service quality and company commitment – and other factors that have a strong influence and precipitate the consumers' decisions – price changes and critical incidents. This study also underlines the moderator role of knowledge about alternatives and switching costs in this process.Practical implications – This findings show that a continuing dissatisfaction with the firm as a consequence of a quality th...

Analysing firms' failures as determinants of consumer switching intentions

Purpose – The current work aims to analyze the complementary effects of relationship and service‐quality orientations on market and economic performance and their mediating role in the relationship between market orientation and performance.Design/methodology/approach – In order to test the hypotheses proposed, an empirical analysis for financial and insurance companies was conducted.Findings – The study reveals that market performance relates highly to relationship orientation and service quality as two alternative but complementary strategies, whereas the effect on economic performance is basically indirect through the market performance.Practical implications – Results suggest that applying relational policies such as preferential treatment, communication and adaptation to customers' needs is critical for customer retention, reducing complaints and conflicts or improving the positioning. Moreover, the firms need to focus on quality service, as a consequence of relationship orientation and another requi...

Carmen Camarero

Papers

Visitors' experience, mood and satisfaction in a heritage context: evidence from an interpretation center.

Towards a new approach of destination loyalty drivers: satisfaction, visit intensity and tourist motivations

The mediating effect of satisfaction on consumers' switching intention

Analysing firms' failures as determinants of consumer switching intentions

Relationship orientation or service quality