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

체험마케팅(Experiential Marketing)의 오해와 진실

Cornell hotel and restaurant administration quarterly

Why are a select few service firms better at what they do - year in and year out - than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.

The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value (Цепочка создания прибыли в сфере услуг: как ведущие компании связывают прибыль и рост с лояльностью, удовлетворением и ценностью)

A study of experiential quality, experiential value, trust, corporate reputation, experiential satisfaction and behavioral intentions for cruise tourists: The case of Hong Kong

A hierarchical model of service quality in the airline industry

This study aims to examine the interrelationships among the festival quality dimensions, festival quality, emotion, festival image, festival satisfaction and festival loyalty. Analysis of data from 454 attendees in the 12 th Macau Food Festival indicates that the proposed model fits the data. The result of this study will assist festival management in developing and implementing market-orientated service strategies to increase quality and image, and enhance the emotion and satisfaction of attendees in order to attain their loyalty toward food festivals. Copyright © 2014 John Wiley & Sons, Ltd. Received 12 August 2013; Revised 22 April 2014; Accepted 20 May 2014

An Empirical Analysis of Synthesizing the Effects of Festival Quality, Emotion, Festival Image and Festival Satisfaction on Festival Loyalty: A Case Study of Macau Food Festival

The purpose of this study is to test the relationships among experiential quality, perceptual evaluation, perceived ease of use, perceived usefulness, experiential involvement, experiential satisfaction and experiential loyalty. The data used in this study were acquired from a sample of 494 customers ordering their meals using facial recognition at one fast food restaurant (KFC) in Beijing, China. The empirical findings reveal that experiential quality exerts a direct influence on experiential involvement, perceived ease of use and perceived usefulness. Perceived ease of use is an antecedent of perceived usefulness and experiential quality, perceptual evaluation, perceived ease of use and perceived usefulness that can bring about experiential satisfaction. Experiential involvement moderates the relationship between experiential satisfaction and experiential loyalty. Perceptual evaluation, perceived usefulness, experiential involvement and experiential satisfaction contribute to experiential loyalt...

What Drives Experiential Loyalty Toward Smart Restaurants? The Case Study of KFC in Beijing

Purpose




This study aims to fill a conceptual gap by identifying the dimensions of green experiential quality and empirically examining the interrelationships among green experiential quality, green equity, green image, green experiential satisfaction and green switching intention. A multi-dimensional model is used as a framework to synthesize the effects of green experiential quality, green equity, green image and green satisfaction on green switching intention of green hotel customers.




Design/methodology/approach




The data used in this study were collected from a sample of 535 customers staying in one green hotel of Taipei City, Taiwan. Data were analyzed using structural equation modeling and hierarchical regression analysis.




Findings




The findings support a multi-dimensional model consisting of four dimensions (interaction quality, physical environment quality, access quality and administration quality) to conceptualize and measure perceived green experiential quality. Perceived green experiential quality significantly influences green equity and green image, which, in turn, result in green experiential satisfaction. Green switching intention is influenced by green experiential satisfaction and green image. However, outcome quality is not a component of perceived green experiential quality, which, in turn, insignificantly results in green experiential satisfaction. Green image plays a role in moderating the relationship between green experiential quality and interaction quality, outcome quality, access quality and administration quality.




Practical implications




To increase green experiential quality and green equity, enhance green image and green experiential satisfaction and decrease green switching intention, the finding of this study will help green hotel management to develop and implement market-oriented service strategies.




Originality/value




This is the first study to synthesize the effects of green experiential quality, green equity, green image and green experiential satisfaction on green switching intention in a green hotel setting.

Ching-Chan Cheng

Papers

A study of experiential quality, experiential value, trust, corporate reputation, experiential satisfaction and behavioral intentions for cruise tourists: The case of Hong Kong

A hierarchical model of service quality in the airline industry

An Empirical Analysis of Synthesizing the Effects of Festival Quality, Emotion, Festival Image and Festival Satisfaction on Festival Loyalty: A Case Study of Macau Food Festival

What Drives Experiential Loyalty Toward Smart Restaurants? The Case Study of KFC in Beijing

Synthesizing the effects of green experiential quality, green equity, green image and green experiential satisfaction on green switching intention