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.

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

At What Level (and in Whom) We Trust Trust Across Multiple Organizational Levels

Management: Tasks, Responsibilities, Practices

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Basic marketing, a managerial approach

This paper aims to examine the role(s) that the various vehicles of marketing communications can play with respect to communicating, publicising and highlighting organisational CSR policies to its various stakeholders. It will further endeavour to evaluate the impact of such communications on an organisation’s corporate reputation and brand image. The proliferation of unsubstantiated ethical claims and so-called ‘green washing’ by some companies has resulted in increasing consumer cynicism and mistrust. This has made the task of communicating with, and more importantly convincing, an organisation’s stakeholders vis-a-vis its CSR credentials even more difficult. This paper argues that marketing communications tools can play a major role in conveying a company’s CSR messages and communicating a more socially responsible image.

Marketing Communications and Corporate Social Responsibility (CSR): Marriage of Convenience or Shotgun Wedding?

Further and higher education have witnessed something of a paradigm shift in recent years. This article aims to examine the reasons behind, and the possible impact on, academic staff and students of one aspect of the so‐called marketisation of education – namely, the increased importance of institutional marketing. Aspects of marketing theory are used to argue that gaps have developed in some cases between the marketing rhetoric and the experienced reality of staff and students. It is suggested that such gaps can create tensions and difficulties, that action needs to be taken to bridge any such gaps, and that there is a need to reaffirm some of the previously valued aspects of further and higher education.

Marketisation of education: marketing, rhetoric and reality

Purpose – The purpose of this article is to investigate the basis of conveying a socially responsible image of organisations through a cause-related marketing (CaRM) approach. Design/methodology/approach – The research was conducted mainly through the evaluation and review of material on the subject area, i.e. secondary research. Findings – The findings of the research indicate that CaRM has the potential to improve an organisation’s stance in the society and depict it as a socially responsible entity. One major finding of the research is that without an appropriate and relevant “strategic fit”, time and effort invested in CaRM might prove futile. Research limitations/implications – The limited material on the subject of CaRM in general and its relationship with CSR in particular makes the task of preparing such a paper something of a challenge. Practical implications – The results show that the quality of an organisation’s image and reputation in the eyes of its stakeholders can be influenced by its CSR-...

Cause-related marketing (CaRM) and corporate social responsibility (CSR)

Marketing is a much-misunderstood discipline within the business world as well as amongst consumers and society. This is hardly surprising considering that marketing can appear in so many different guises. King (1985) refers to four such misinterpretations: 
• Thrust marketing- with its emphasis on selling by undercutting rivals but with little regard to customer requirements. 
• Marketing department marketing- a so called ‘bolt-on’ department aimed at understanding (current) customer needs of current products. 
• Accountant marketing- the organisation’s senior management have no direct marketing experience and tend to focus on short term profits while neglecting long term survival. 
• Formula marketing- control is regarded as more important than innovation. Tried and tested formulas are used while averting risks where possible. 
It is conceivable to ‘introduce’ social responsibility at any of these levels or categories in order to improve the overall brand image and take genuine steps towards achieving that goal. 
However, this paper will seek to go further than that and to suggest potential strategic repositioning of the discipline ‘brand’ of marketing. This will be done by outlining branding opportunities in terms of CSR impact and the emerging values convergence between Generation Y consumers and vanguard CEO’s orientation to social responsibility. Our paper argues that marketing has not only the potential to contribute to an organisation’s CSR and is already being employed as a powerful tool by some companies for this purpose. Paradoxically, given the stereotypical views of marketing and its role in business, the discipline is ideally placed today to deliver the CSR and bottom-line gains today than ever before. 
However, the scope and extent of such contributions can vary dramatically from one firm to another. For instance, in the way that CSR strategies are formulated and implemented, and even more importantly in the types of specific responsibilities that have been allocated to marketing in order to achieve company CSR objectives. The paper will also explain the success, significance and implications of marketing’s CSR contribution. For example, in the variety of approaches deployed in order to create, sustain, review and monitor an organisation’s CSR branding strategies whilst ensuring consumer values alignment is sustained.

Social Responsibility and Marketing

Purpose – The purpose of this paper, which has been to a large extent based on a recently completed PhD thesis, is to examine the case of Pease Drum and Tank Recycling and Reconditioning Company based in Leeds.Findings – Legislation and the nature of industry have been the prime drivers of the company's green efforts. However, despite the MD's genuine commitment to green issues and the impact of legislation, limitations are imposed directly or otherwise on the degree and extent of caring for the environment.Design/methodology/approach – The company MD participated in an interview carried out in 1999 as part of primary research for a PhD in green marketing, however, attempts at the second interview with the new owners of the organisation in 2003 were not successful.Originality/value – This paper illustrates how organisations that are required by legislation to be green comply and in this case go beyond mere compliance.

Khosro Jahdi

Papers

Marketing Communications and Corporate Social Responsibility (CSR): Marriage of Convenience or Shotgun Wedding?

Marketisation of education: marketing, rhetoric and reality

Cause-related marketing (CaRM) and corporate social responsibility (CSR)

Social Responsibility and Marketing

Pease Drum and Tank Recycling and Reconditioning: The Impact of Legislation and Limitations on Being Green