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

The notion of dynamic capabilities complements the premise of the resource-based view of the firm, and has injected new vigour into empirical research in the last decade Nonetheless, several issues surrounding its conceptualization remain ambivalent In light of empirical advancement, this paper aims to clarify the concept of dynamic capabilities, and then identify three component factors which reflect the common features of dynamic capabilities across firms and which may be adopted and further developed into a measurement construct in future research Further, a research model is developed encompassing antecedents and consequences of dynamic capabilities in an integrated framework Suggestions for future research and managerial implications are also discussed

https://repository.royalholloway.ac.uk/items/591eb589-5df7-45b1-89e0-6ed34222d85d/1/Wang%20C%20IJMR%20final.pdf

Dynamic capabilities: A review and research agenda

Purpose – To provide important empirical evidence to support the role of knowledge management within firms.Design/methodology/approach – Data were collected using a mail survey sent to CEOs representing firms with 50 or more employees from a cross‐section of industries. A total of 1,743 surveys were mailed out and 443 were returned and usable (27.8 percent response rate). The sample was checked for response and non‐response bias. Hypotheses were tested using structural equation modelling.Findings – This paper presents knowledge management as a coordinating mechanism. Empirical evidence supports the view that a firm with a knowledge management capability will use resources more efficiently and so will be more innovative and perform better.Research limitations/implications – The sample slightly over‐represented larger firms. Data were also collected in New Zealand. As with most studies, it is important to replicate this study in different contexts.Practical implications – Knowledge management is embraced in...

Knowledge Management, Innovation, and Firm Performance

Measurement of the process of innovation is critical for both practitioners and academics, yet the literature is characterized by a diversity of approaches, prescriptions and practices that can be confusing and contradictory. Conceptualized as a process, innovation measurement lends itself to disaggregation into a series of separate studies. The consequence of this is the absence of a holistic framework covering the range of activities required to turn ideas into useful and marketable products. We attempt to address this gap by reviewing the literature pertaining to the measurement of innovation management at the level of the firm. Drawing on a wide body of literature, we first develop a synthesized framework of the innovation management process consisting of seven categories: inputs management, knowledge management, innovation strategy, organizational culture and structure, portfolio management, project management and commercialization. Second, we populate each category of the framework with factors empirically demonstrated to be significant in the innovation process, and illustrative measures to map the territory of innovation management measurement. The review makes two important contributions. First, it takes the difficult step of incorporating a vastly diverse literature into a single framework. Second, it provides a framework against which managers can evaluate their own innovation activity, explore the extent to which their organization is nominally innovative or whether or not innovation is embedded throughout their organization, and identify areas for improvement.

/pdf/innovation-management-measurement-a-review-2ulub0c559.pdf

Innovation management measurement: A review

https://isiarticles.com/bundles/Article/pre/pdf/9623.pdf

Entrepreneurial orientation of SMEs, product innovativeness, and performance

http://sgounaris.yolasite.com/resources/An%20Empirically%20Based%20Typology%20of%20Product%20Innovativeness%20For%20New%20Financial%20Services.pdf

An empirically‐based typology of product innovativeness for new financial services: Success and failure scenarios

While a strong association between Marketing Orientation development and company performance has been established, the understanding of the Marketing Orientation remains unclear since some studies have suggested a philosophical nature for Marketing Orientation and some other studies concluded that Marketing Orientation represents a behavioural notion. As a result of this antithesis, research has not proceeded in the investigation on the factors that determine the degree of Marketing Orientation development. Shows that Marketing Orientation should be conceptualised synthetically since it represents the integration of a certain culture with specific behaviour. Closely examines the major determinants of Marketing Orientation development. Although exploratory in nature, suggests that Marketing Orientation development is determined by company‐specific, as well as by market‐specific factors with the former having a facilitating effect and the latter a coercive effect.

Marketing orientation and its determinants: an empirical analysis

http://sgounaris.yolasite.com/resources/Marketing%20Orientation%20and%20Company%20Performance%20A%20Comparative%20Study%20of%20Industrial%20vs.%20Consumer%20Goods%20Companies.pdf

Marketing Orientation and Company Performance Industrial vs. Consumer Goods Companies

https://isiarticles.com/bundles/Article/pre/pdf/863.pdf

George J. Avlonitis

Papers

Entrepreneurial orientation of SMEs, product innovativeness, and performance

An empirically‐based typology of product innovativeness for new financial services: Success and failure scenarios

Marketing orientation and its determinants: an empirical analysis

Marketing Orientation and Company Performance Industrial vs. Consumer Goods Companies

Antecedents and consequences of CRM technology acceptance in the sales force