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.

物件導向軟體之架構(Object-Oriented Software Construction)探討

Internet of Things (IoT) is an emerging domain that promises ubiquitous connection to the Internet, turning common objects into connected devices. The IoT paradigm is changing the way people interact with things around them. It paves the way for creating pervasively connected infrastructures to support innovative services and promises better flexibility and efficiency. Such advantages are attractive not only for consumer applications, but also for the industrial domain. Over the last few years, we have been witnessing the IoT paradigm making its way into the industry marketplace with purposely designed solutions. In this paper, we clarify the concepts of IoT, Industrial IoT, and Industry 4.0. We highlight the opportunities brought in by this paradigm shift as well as the challenges for its realization. In particular, we focus on the challenges associated with the need of energy efficiency, real-time performance, coexistence, interoperability, and security and privacy. We also provide a systematic overview of the state-of-the-art research efforts and potential research directions to solve Industrial IoT challenges.

Industrial Internet of Things: Challenges, Opportunities, and Directions

The Internet of Things (IoT) is defined as a paradigm in which objects equipped with sensors, actuators, and processors communicate with each other to serve a meaningful purpose. In this paper, we survey state-of-the-art methods, protocols, and applications in this new emerging area. This survey paper proposes a novel taxonomy for IoT technologies, highlights some of the most important technologies, and profiles some applications that have the potential to make a striking difference in human life, especially for the differently abled and the elderly. As compared to similar survey papers in the area, this paper is far more comprehensive in its coverage and exhaustively covers most major technologies spanning from sensors to applications.

/pdf/internet-of-things-architectures-protocols-and-applications-46rpfbd58i.pdf

Internet of Things: Architectures, Protocols, and Applications

Global software development is rapidly becoming the norm for technology companies. Previous qualitative research suggests that distributed development may increase development cycle time for individual work items (modification requests). We use both data from the source code change management system and survey data to model the extent of delay in a distributed software development organization and explore several possible mechanisms for this delay. One key finding is that distributed work items appear to take about two and one-half times as long to complete as similar items where all the work is colocated. The data strongly suggest a mechanism for the delay, i.e., that distributed work items involve more people than comparable same-site work items, and the number of people involved is strongly related to the calendar time to complete a work item. We replicate the analysis of change data in a different organization with a different product and different sites and confirm our main findings. We also report survey results showing differences between same-site and distributed social networks, testing several hypotheses about characteristics of distributed social networks that may be related to delay. We discuss implications of our findings for practices and collaboration technology that have the potential for dramatically speeding distributed software development.

/pdf/an-empirical-study-of-speed-and-communication-in-globally-4h7x7sn60c.pdf

An empirical study of speed and communication in globally distributed software development

Software development involves teamwork and a lot of communication. It seems rational to put all your engineers in one place, encourage them to share objectives, and let the project run. Why use distributed sites when it's easier to work in one location without the overhead of remote communication and planning? How is it possible to survive (and succeed with) globally dispersed projects? Working in a global context has its advantages, but it also has drawbacks. On the plus side, you gain time-zone effectiveness and reduced cost in various countries. However, working on a globally distributed project means operating costs for planning and managing people, along with language and cultural barriers. It also creates jealousy as the more expensive engineers (who are afraid of losing their jobs) are forced to train their much cheaper counterparts. In this case study, we try to summarize experiences and share best practices from projects of different types and sizes that involve several locations on different continents and in many cultures.

Surviving global software development

The Internet of Things (IoT) is about innovative functionality and better productivity by seamlessly connecting devices. But a major threat is the lack of architecture standards for the industrial Internet and connectivity in the IoT. This article reviews recent IoT architecture evolution and what it means for industry projects.

Reference Architectures for the Internet of Things

This instalment of the Software Technology department discusses how the digital transformation is affecting software technology and the software industry.

Digital Transformation

Software engineering involves people collaborating to develop better software. Collaboration is challenging, especially across time zones and without face-to-face meetings. We therefore use collaboration tools all along the product life cycle to let us work together, stay together, and achieve results together. This article summarizes experiences and trends chosen from recent IEEE International Conference on Global Software Engineering (IGSCE) conferences.

Christof Ebert

Papers

Surviving global software development

Reference Architectures for the Internet of Things

Digital Transformation

Collaboration Tools for Global Software Engineering

The impacts of software product management