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.

Local and regional food systems (LRFS) innovated during COVID-19 to respond to market demand and policy changes. Given their unique characteristics, we identify drivers that explain why local responses to COVID-19 vary when compared with the national dialogue on food supply chain disruptions. We suggest LFRS enterprises are nimble and connected to supply chain partners, allowing them to innovate quickly with a targeted approach. Considering the shorter supply chains and smaller operations typical of LRFS, we assert the current regulatory environment's fairness and relevance may be scrutinized. In conclusion, we articulate an updated research and technical assistance agenda for LRFS.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/aepp.13121

Local Food Supply Chain Dynamics and Resilience During COVID ‐19

Know Your Farmer, Know Your Food

As policymakers, researchers, and practitioners seek new opportunities to support rural communities and agri-businesses, interest in local food systems1 continues to grow (Clancy 2010, Jensen 2010,Kingetal.2010, Low et al. 2015, O'Hara and Pirog 2013, National Research Committee on Twenty-first Century Systems Agriculture 2010). The role of small-scale and medium-scale producers in developing local and regional food systems has also attracted renewed attention as their importance in supplying alternative food markets has gained recognition (Low and Vogel 2011). Despite the purported potential for local food systems to increase farm sales, particularly for small-scale and mid-scale producers, and support rural economic development, the U.S. Department of Agriculture (USDA) acknowledged a "lack of distribution systems for moving local foods into mainstream markets" (Martinez et al. 2010, p. iv) as posing a barrier to efforts to "scale up" local food and meet consumer demand.Access to markets that provide positive returns on investment is increasingly difficult for small and mid-sized farms as supply chains become more vertically integrated and consolidated. Large-scale supermarket retail and wholesale operations demand large volumes, low prices, and consistent quantities and qualities that meet increasingly strict safety standards, and the procurement systems in such markets are often vertically and horizontally integrated, global in scale, and aimed at maximizing efficiency (King et al. 2010, Richards and Pofahl 2010, Sexton 2010, Tropp, Ragland, and Barham 2008).In their efforts to support smaller-scale producers and foster opportunities for rural development, public agencies and private foundations are increasingly financing and promoting development of "food hubs":Business(es) or organization(s) that actively manage the aggregation, distribution, and marketing of source-identified food products primarily from local and regional producers to strengthen their ability to satisfy wholesale, retail, and institutional demand. (Barham et al. 2012,4)For example, the Food Hub Collaboration is a public-private effort between USDA, the Wallace Center at Winrock International, the National Good Food Network (NGFN), the Farm Credit Council, and other organizations that work to:Ensure the success of existing and emerging food hubs in the United States by building capacity through connection, outreach, research, technical assistance, and partnership. (NGFN 2010)Similarly, USDA's "Know Your Farmer, Know Your Food" (KYF2) task force has established a regional subcommittee to address food hubs. That committee prepared a list in 2011 of fifteen agency programs that provided funding to support food hubs, including Rural Development, USDA's Agricultural Marketing Service (AMS), the National Institute of Food and Agriculture, the Farm Service Agency, the Natural Resources Conservation Service, and USDA's Risk Management Agency (KYF2 Regional Food Hub Subcommittee 2011).2 Some state governments have also used public funds to support development of food hubs; for example, in February 2013 the governor of New York announced $3.6 million in state funding to support four new food hubs (Cuomo 2013). As of 2013, there were more than 220 self-reported food hubs across the United States, an increase of 68 percent since 2008 (USDA 2013).Despite this growing interest in food hubs and a burgeoning literature describing food hub development (e.g., Abatekassa and Peterson 2011, Barham 2011, Barham et al. 2011, Clancy and Ruhf 2010, Conner et al. 2011, Day-Farnsworth and Morales 2011, Diamond and Barham 2011, Feenstra et al. 2011, Hardesty et al. 2014, Jablonski, Perez-Burgos, and Gomez 2011, Schmidt et al. 2011, Stevenson and Pirog 2008), no comprehensive, datadriven assessments of the economic impact of such hubs have been completed to date. Nor is there an agreed-upon methodology for conducting such economic assessments (O'Hara and Pirog 2013). …

/pdf/assessing-the-economic-impacts-of-food-hubs-on-regional-b5yp1dcepb.pdf

Assessing the economic impacts of food hubs on regional economies: a framework that includes opportunity cost.

As demand for locally grown food increases there have been calls to ‘scale-up’ local food production to regionally distribute food and to sell into more mainstream grocery and retail venues where consumers are already shopping. Growing research and practice focusing on how to improve, expand and conceptualize regional distribution systems includes strategies such as value chain development using the Agriculture of the Middle (AOTM) framework. When the Ohio Food Policy Advisory Council asked how they could scale-up the distribution of Ohio fresh fruits and vegetables to Ohioans, we decided to use this practical opportunity to not only provide recommendations to this council, but to simultaneously contribute to the literature on AOTM, value-based and spatially–proximate relationships, and conceptualizations of food system hybridity. We do this while examining an entire sub-sector of the Ohio agricultural economy, namely fruit and vegetables and applying the AOTM framework beyond the farm, namely to distributors and retailers. Through interviews with Ohio retailers and a survey of all fresh fruit and vegetable distributors Ohio we: (1) Describe current distribution systems within the state; (2) Identify firms interested in scaling-up distribution, and; (3) Inform state-level policy efforts by identifying opportunities to better target any state-level policy and program efforts. We demonstrate support for the concept of AOTM applied beyond the farm, for value chain development strategies that can transmit ‘quality’ via spatially proximate supply chains, and support for considering hybrid solutions, such as piggybacking for scaling-up local food systems. This work highlights the role a statewide food policy council can have in facilitating market development and their unique position to provide public sector and institutional support to facilitate meaningful connections in the food system.

Scaling-up regional fruit and vegetable distribution: potential for adaptive change in the food system

Values-based supply chains (VBSCs) have emerged as a structure to enhance the viability of mid-scale farms while preserving jobs and rural economies. They involve partnerships between producers, pr...

https://www.pdx.edu/sustainability/sites/www.pdx.edu.sustainability/files/Values-based%20Supply%20Chains-%20PSU%205-16-14-v4.pdf

Tracy Lerman

Papers

Values-Based Supply Chains: Supporting Regional Food and Farms