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.

Open Innovation: The New Imperative for Creating and Profiting from Technology

The surge in academic and practical interest in the topic of value co-creation (VCC) highlights an equivocal understanding of its conceptual boundaries and empirical constituents. Our search of the diverse scholarly literature on VCC identified 149 papers, from which we extract the two primary conceptual VCC dimensions of co-production and value-in-use. Though the combination of these two distinct dimensions is theoretically necessary to describe VCC, 79% of the studies in our dataset consider only one or the other. Such underlying theoretical ambiguity may explain conflicting results in earlier studies and motivates our effort to offer four contributions to the literature. First, we conduct a rigorous review, integrating existing work to expose the theoretical core of VCC. Second, we utilize the results from our review to isolate the two main theoretical dimensions of VCC and expose the three conceptual elements which underlie each dimension. Third, we apply our theoretical findings to derive empirical measurement constructs for each dimension. Fourth, we refine, analyze, and test the resulting measurement index in an investigation into consumer satisfaction.

Value co-creation: concept and measurement

Purpose – The purpose of this paper is to summarize and classify extant research and to better understand the past, present, and future state of the theory of value co-creation. Its main objectives are: to identify the different theoretical perspectives and research streams that characterize and define the co-creation literature, and to highlight the connections between them; to look for emerging trends and gaps in the literature by comparing the most recent papers with those representing the field's core. Design/methodology/approach – The paper relies on bibliometric data: co-citation techniques were employed to select, analyze, and interpret citation patterns within the co-creation literature. Findings – The paper identified two main clusters, as well as specific research streams and common themes, representing scholarly journals’ publications on co-creation over the past years. These research streams and themes apply three different theoretical perspectives: service science, innovation and technology m...

Theory of value co-creation: a systematic literature review

Multiple versions of markets: Multiplicity and performativity in market practice

Strategic market management : an overview -- External and customer analysis -- Competitor analysis -- Market/submarket analysis -- Environmental analysis and strategic uncertainty -- Internal analysis -- Creating advantage : synergy and commitment vs. opportunism vs -- Alternative value propositions -- Building and managing brand equity -- Energizing the business -- Leveraging the business -- Creating new businesses -- Global strategies -- Setting priorities for businesses and brands -- From Silos to synergy : harnessing the organization.

Strategic Market Management: Global Perspectives

Markets-as-networks: notes on a unique understanding

This paper seeks to address a number of changes taking place in sponsorship, which have implications for performance measurement. One such change is the extent to which major sponsors now view sponsorship more holistically and strategically as a platform to address the entire range of stakeholder groups enabled by sponsorship. A second challenge involves the increased usage of social media in sponsorship and its capacity to engage and connect with sponsorship audiences. Both of these changes represent important challenges for the evaluation of sponsorship effects. These challenges are considered against the backdrop of key principles regarding evaluation and the current state of industry practice with regard to sponsorship evaluation.

New Challenges in Sponsorship Evaluation Actors, New Media, and the Context of Praxis

Outbound open innovation in bio-pharmaceutical out-licensing

This paper investigates how early venture entrepreneurs engage in socially embedded practices to resource their firm. We contribute to an emerging literature that calls for a shift in perspective from �resource� as an object to �resourcing� as a practice. This shift entails a focus away from whom entrepreneurs know toward how they engage with their venture's social contexts. Through the analysis of an in-depth longitudinal case study of a life-science venture, we show that social resourcing practices are more reminiscent of a creative coping with ambiguous and ever-changing environments over time than of �heroic� strategizing. We explore how entrepreneurs mobilize and creatively combine their social resources at hand, seek resources through engaging with other practice nets, negotiate differences between practice nets, and reflectively adapt their resourcing practices toward emerging resource contexts in ways that we describe as �riding the practice waves� of social resourcing.

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Damien McLoughlin

Papers

Strategic Market Management: Global Perspectives

Markets-as-networks: notes on a unique understanding

New Challenges in Sponsorship Evaluation Actors, New Media, and the Context of Praxis

Outbound open innovation in bio-pharmaceutical out-licensing

Riding the Practice Waves: Social Resourcing Practices During New Venture Development