世界経済・社会統計 = World development indicators

计量经济分析 = Econometric analysis

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

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

We assess the extent young rural women (YRW) participate in the federal government (FGN) e-wallet programme and the subsequent impact on usage intensity of modern agricultural inputs in Nigeria. Si...

Young rural women’s participation in the e-wallet programme and usage intensity of modern agricultural inputs in Nigeria

The amount of improved seed used in Nigeria is extremely low. Overall, only 5–10% of cultivated land is planted with improved seeds, and about 10% of rural farmers use improved varieties. The objec...

/pdf/adoption-of-improved-crop-varieties-by-involving-farmers-in-3543m7vefr.pdf

Adoption of improved crop varieties by involving farmers in the e-wallet program in Nigeria

The purpose of this paper is to critically examine the multinational oil companies’ (MOCs) corporate social responsibility (CSR) initiatives in Nigeria. Its special focus is to investigate the impact of the global memorandum of understanding (GMoU) on rural women livestock keepers in the oil producing communities.,This paper uses a quantitative methodology. Data were collected from primary sources using participatory rural appraisal technique. The use of participatory research technique in collecting CSR impact data especially as it concerns the small-scale women livestock keeper is based on the fact that it involves the people being studied, and their views on all the issues are paramount. The primary tool used for household survey (collection of the primary data) is a structured questionnaire which is divided into two sections. Section one of the instrument elicited information on the socio-economic characteristics of respondent, while the other section elicited information on the research questions. Both descriptive and inferential statistics were used to analyze the data so as to answer the research questions and test the hypothesis. To answer the research questions, descriptive statistics of measurement of central tendency was used, and the results were presented in tables and charts. While in testing the hypothesis, inferential statistical tool-estimation of logit model (of receipt and non-receipt of MOCs CSR through the GMoU by rural women livestock keepers as function of selected socio-economic and domestic empowerment variables) was used.,The findings show that GMoU model is gender insensitive as rural women rarely have direct access to livestock interventions except through their husband or adult sons, which is attributed to the cultural and traditional context of the people, anchored in beliefs, norms and practices that breed discrimination and gender gap in the rural societies.,The structured questionnaire was directly administered by the researchers with the help of local research assistants. The use of local research assistants was because of the inability of the researchers to speak the different local languages and dialects of the many ethnic groups of Ijaws, Ogonis, Ikweres, Etches, Ekpeyes, Ogbas, Engennes, Obolos, Isokos, Nembes, Okirikas, Kalabaris, Urhobos, Iteskiris, Igbos, Ika-Igbos, Ndonis, Orons, Ibenos, Yorubas, Ibibios, Anangs, Efiks, Bekwarras, Binis, Eshans, Etsakos, Owans, Itigidis, Epies, Akokoedos, Yakkurs, etc., in the sampled rural communities.,If the rural women do not feel GMoUs efforts to eliminate discrimination and promote equality in the livestock sector, feminized poverty would create a hostile environment for MOCs in the region.,The livestock development in Nigeria can only succeed if CSR is able to draw on all the resources and talents and if rural women are able to participate fully in the GMoUs intervention plans and programs.,This research contributes to gender debate in livestock keeping from CSR perspectives in developing countries and rational for demands for social projects by host communities. It concludes that business has an obligation to help in solving problems of public concern, and that CSR priorities in Africa should be aimed toward addressing the peculiarity of the socio-economic development challenges of the country and be informed by socio-cultural influences.

/pdf/corporate-social-responsibility-initiatives-in-nigeria-and-4qmyq1c8tr.pdf

Corporate social responsibility initiatives in Nigeria and rural women livestock keepers in oil host communities

https://www.econstor.eu/bitstream/10419/204981/1/1664481052.pdf

Does corporate social responsibility (CSR) impact on development of women in small-scale fisheries of sub-Saharan Africa? Evidence from coastal communities of Niger Delta in Nigeria

Low productivity among female farmers when compared with their male counterparts is considered an outcome of limited access to agricultural land and inputs. The objective of this investigation was to assess the impact of multinational oil companies’ (MOCs’) CSR on rural women access to modern agricultural inputs in the Niger Delta, Nigeria. A total of 700 rural female farmers were sampled across the region. Results from the use of a logit model indicated that CSR recorded significant success in agricultural development generally, but has undermined equality. This implies that if a woman’s agricultural productivity is continuously hindered by unequal access to agricultural resources (or opportunities) and widespread inequality will limit poverty reduction efforts in Nigeria. The results also showed that women depended on CSR of MOCs for policy dialogue and advocacy for women’s access to agricultural land and inputs. Supporting agricultural initiatives that focus on empowering women would boost food security in sub-Saharan Africa.

/pdf/corporate-social-responsibility-and-the-role-of-rural-women-20aduyyg3l.pdf

Corporate social responsibility and the role of rural women in sustainable agricultural development in sub-Saharan Africa: Evidence from the Niger Delta in Nigeria

Joseph I. Uduji

Papers

Young rural women’s participation in the e-wallet programme and usage intensity of modern agricultural inputs in Nigeria

Adoption of improved crop varieties by involving farmers in the e-wallet program in Nigeria

Corporate social responsibility initiatives in Nigeria and rural women livestock keepers in oil host communities

Does corporate social responsibility (CSR) impact on development of women in small-scale fisheries of sub-Saharan Africa? Evidence from coastal communities of Niger Delta in Nigeria

Corporate social responsibility and the role of rural women in sustainable agricultural development in sub-Saharan Africa: Evidence from the Niger Delta in Nigeria