...CORNELL Prof. Michael Giebelhausen School of Hotel Administration Office: 607-255-8362 545 Statler Hall Cell: 217-689-1318 Ithaca, NY 14853-6902 E-mail: mdg234@cornell.edu HADM 2430: MARKETING MANAGEMENT FOR SERVICES Section 1: Mon Wed 11:40-12:55, 398 Statler Hall Section 2: Mon Wed 2:55-4:10, 196 Statler Hall Office Hours: Monday – Friday from 9:00 a.m. to 4:30 p.m., no appointment necessary Course Objectives / Outcomes The mission of this course is to provide you with an introduction to the business discipline of marketing (and services marketing in particular). Marketing, more than any other business activity, links companies to their customers. Even if you don’t pursue a career in marketing, it is useful for you to understand how marketing works. Upon successfully completing this course, you should be able to: 1) Speak the language – In your daily life, you have probably encountered many of the phenomena we will discuss in class. However, if you want to pursue a career in business, you need to be fluent in the terminology, frameworks, and models related to marketing and corporate social responsibility (see service learning project). 2) Apply the concepts learned in class – Knowing the terminology, framework, and models is important. It is more important, however, that you are able to combine and apply them across different contexts in order to make justifiable recommendations. 3) Critique current practice...
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...She tells us about her and her son’s journey that changed their lives. Her son was diagnosed with autism after have seizures and being falsely diagnosed with epilepsy. (McCarthy 1). At first when he was diagnosed with epilepsy she didn’t believe it and she found the world’s best neurologist hoping to get the right diagnoses. In her interview she said, “I was praying he would say, ‘Yes it’s epilepsy’. But after an eval he canceled all the rest of his clients the rest of the day. And I just thought I was getting VIP treatment, but he sat me down and said, ‘I’m sorry, but Evan has autism’” (McCarthy 1). After the doctor told her this news she said that, “At that moment I died but I knew he was right” (McCarthy 1). She that that their lives were going to change. After her son was diagnosed she didn’t know what was going to happen, but one thing she did know was that she knew was that she needed to treat her son. She was looking online one night to see treatment plans, she said, “At the corner of my eye in sponsored links it said ‘Generation Rescue.’ So I decided to click on it because right underneath it said ‘Autism is Reversible” (McCarthy 1). She found...
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...2013/2014 Course Manual Business Innovation Block Period 5 Code: EBC2068 © Maastricht University 2014 ------------------------------------------------- COORDINATOR Dr. Wilko Letterie Department of Organization & Strategy Secretaries’ office (pigeon holes), room A2.16 Email: w.letterie@maastrichtuniversity.nl ------------------------------------------------- COURSE OBJECTIVES The topics covered in this course are Open Innovation and Management of Technology and Innovation. The objectives of the course are: 1) to understand a number of crucial theoretical, empirical and managerial issues in business innovation; 2) to develop the ability to apply theory to real world cases; 3) to develop the ability to critically assess the usefulness of competing or complementary theories. ------------------------------------------------- STUDY MATERIAL Books Burgelman, R.A., Christensen, C.M. and Wheelwright, S.C. (2009). Strategic Management of Technology and Innovation, 5th Edition, McGraw-Hill International Edition, ISBN 978-007-126329-0. In this course manual the abbreviation BCW refers to this book. Chesbrough, H. (2006). Open Innovation, The New Imperative for Creating and Profiting from Technology, Harvard Business School Publishing Corporation: ISBN 1-4221-0283-1. Articles ...
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...USN/USMC Commander’s Quick Reference Handbook for Legal Issues 2008 i Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2. REPORT TYPE 2008 4. TITLE AND SUBTITLE 00-00-2008 to 00-00-2008 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER USN/USMC Commander’s Quick Reference Handbook for Legal Issues 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) Naval Justice School ,Newport ,RI 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION REPORT NUMBER 10. SPONSOR/MONITOR’S ACRONYM(S)...
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...INTELLIGENT AGENTS In which we discuss what an intelligent agent does, how it is related to its environment, how it is evaluated, and how we might go about building one. 2.1 INTRODUCTION An agent is anything that can be viewed as perceiving its environment through sensors and acting upon that environment through effectors. A human agent has eyes, ears, and other organs for sensors, and hands, legs, mouth, and other body parts for effectors. A robotic agent substitutes cameras and infrared range finders for the sensors and various motors for the effectors. A software agent has encoded bit strings as its percepts and actions. A generic agent is diagrammed in Figure 2.1. Our aim in this book is to design agents that do a good job of acting on their environment. First, we will be a little more precise about what we mean by a good job. Then we will talk about different designs for successful agents—filling in the question mark in Figure 2.1. We discuss some of the general principles used in the design of agents throughout the book, chief among which is the principle that agents should know things. Finally, we show how to couple an agent to an environment and describe several kinds of environments. 2.2 HOW AGENTS SHOULD ACT RATIONAL AGENT A rational agent is one that does the right thing. Obviously, this is better than doing the wrong thing, but what does it mean? As a first approximation, we will say that the right action is the one that will cause the agent to be most successful...
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...`PRINCIPLES OF MANAGEMENT Summer 2015 MGT 307 J. ANDREW MORRIS andrew.morris@csuci.edu 805-437-2771 “The function of education, therefore, is to teach one to think intensively and to think critically. But education which stops with efficiency may prove the greatest menace to society. The most dangerous criminal may be the man gifted with reason, but with no morals…We must remember that intelligence is not enough. Intelligence plus character — that is the goal of true education. The complete education gives one not only power of concentration, but worthy objectives upon which to concentrate…”– Martin Luther King Jr, The Purpose of Education INTRODUCTION TO MANAGEMENT OBJECTIVES: 1. Understand the different managerial functions and roles. 2. Explore the five basic managerial skills/competencies and their relative importance. Management can be defined as: the process of planning, organizing, and controlling the efforts of organization members and of using all other organizational resources to achieve stated goals. Management blends together two types of knowledge: Science - based on established general laws Art - skill acquired through experience; the application of knowledge. The Management Process Management is an ongoing process which includes the following functions: Planning - set objectives and procedures Organizing - Design the organization to carry out objectives Leading - getting others to perform necessary tasks Controlling - monitoring performance...
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...OFFICE OF FINANCIAL MANAGEMENT S T A T E O F W A S H I N G T O N PERFORMANCE MEASURE GUIDE BUDGET DIVISION AUGUST 2009 Table of Contents What is a performance measure? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Why do we need performance measures? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 What are characteristics of good performance measures? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Where do we start to develop performance measures? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Are there other types of performance measures we should consider? . . . . . . . . . . . . . . . . . . . . . . . . .8 How many performance measures should we have? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 How do we narrow down the list of potential performance measures? . . . . . . . . . . . . . . . . . . . . . . .10 How do we write a performance measure? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 How do we set meaningful performance targets? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 What is the difference between a target and an estimate? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 How do performance measures relate to OFM budget processes? . . . . . . . . . ....
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...Marketing - Session 0 Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of value with others. Core marketing concepts: 1. Needs, wants, & demands : Needs : Basic human requirements (Air, water, food, clothing, and shelter ) Wants : Needs directed to specific objects that might satisfy the need (Shaped by society ) Demands :Wants for specific products backed by an ability to pay (Necessity to measure how many people are able buy a company’s products ) Offerings & brands Companies address customer needs through a value. Proposition: Set of benefits that satisfy customer needs. Offerings: Physical representation of those benefits. Brands: Offering from a known source, a brand’s name carries many associations in people’s mind that makes up its image. 2. 3. Value & satisfaction Value: sum of tangible and intangible benefits and costs to a customer (perceived value increases with the quality and services) Satisfaction: A person’s judgment of a product’s perceived performance in relationship to his expectations. 4. Exchanges & relationships Exchange: The act of obtaining a desired object from someone by offering something in return. (= ONE sale, to ONE customer) Relationship: several exchanges with several customer = the goal. Relationships are built through delivering value and satisfaction. The marketing process: 1- Analyzing the environment...
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...MOB Final Review Ch 8- Motivation: From Concepts to Applications * Developed by J. Richard Hackman and Greg Oldham, the job characteristics model (5) 1.Skill variety: the degree to which a job requires a variety of different activities so the worker can use specialized skills and talents. The work of a garage owner operator, who does electrical work, rebuilds engine, does body work, and interacts with customer’s scores high on skill variety. The job of a body shop owner worker who sprays paints 8 hrs. a day scores low on this dimension. 2.Task identity: the degree to which a job requires completion of a whole and identifiable piece of work. A cabinet workers who designs a piece of furniture, selects wood, builds the object, and finishes it to perfection has a job that scores high on task identity. A job scoring low on this dimension is operating a factory lathes solely to make table legs. 3.Task significance: the degree to which a job affects the lives or work of other people. The job of a nurse handling the diverse needs of patients in a hospital intensive care unit scores high on task significance; sweeping floors in a hospital scores low. 4.Autonomy: the degree to which a job provides the workers freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out. A salesperson that schedules his or her own work each day decides on the sales approach for each customer without supervision...
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...Water scarcity and the West. Water is a scarce and highly prized commodity in the arid Western states. Not surprisingly, water policy creation is very much a challenge for a number of reasons. Citizens hold multiple water values such as economic development and the protection of wildlife which are often contradictory. State prior appropriation laws are not easily reconciled with federal reserve rights and the public trust doctrine. There are multiple governmental and nongovernmental actors who work to influence and implement policy in a decentralized political system. If actors lose a policy battle in one decisionmaking arena (such as a legislature), they often try to influence policy at another venue (a court, Congress or an agency). Policymaking involves water issues that are dynamic over time. Furthermore, there are several types of water policy (distributive, allocative, redistributive and cooperative) that vary according to who pays costs and receives benefits, the level of conflict, the openness of decision- making to interested parties, and the level of government which dominates. Long ago, Mark Twain was correct when he said “Whiskey’s for drinking, water’s for fighting about.” © 2001 Elsevier Science Inc. All rights reserved. 1. Introduction In the arid Western states, water has always been an important resource. For over 100 years, federal and state governments and local water users have worked to provide water to agriculture, industry and residents. Since 1902 the...
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...CHAPTER-1 INTRODUCTION BACKGROUND OF THE STUDY:- Once the seventh largest company in America, Enron was formed in 1985 when InterNorth acquired Houston Natural Gas. The company branched into many non-energy-related fields over the next several years, including such areas as Internet bandwidth, risk management, and weather derivatives (a type of weather insurance for seasonal businesses). Although their core business remained in the transmission and distribution of power their phenomenal growth was occurring through their other interests. Fortune Magazine selected Enron as "America's most innovative company" for six straight years from 1996 to 2001. Then came the investigations into their complex network of off-shore partnerships and accounting practices The saga of the ENRON Corporation has been unfolding in the media for well over a year. In the span of only three years, ENRON has gone from public and professional acclaim of the company and its senior executives to scorn, infamy and bankruptcy. Its public auditing firm, Arthur Andersen, has basically been destroyed, as well as publicly disgraced. Tens of thousands of employees and investors have been emotionally and financially affected. Major financial services firms in banking, securities brokerage and insurance have been, and may yet be, drawn into the legal battles regarding who is to blame for the ENRON failure. Enron grew wealthy due largely to marketing, promoting power, and its high stock price. Enron was...
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...Natural Computing Series Series Editors: G. Rozenberg Th. Bäck A.E. Eiben J.N. Kok H.P. Spaink Leiden Center for Natural Computing Advisory Board: S. Amari G. Brassard K.A. De Jong C.C.A.M. Gielen T. Head L. Kari L. Landweber T. Martinetz Z. Michalewicz M.C. Mozer E. Oja G. P˘ un J. Reif H. Rubin A. Salomaa M. Schoenauer H.-P. Schwefel C. Torras a D. Whitley E. Winfree J.M. Zurada For further volumes: www.springer.com/series/4190 Franz Rothlauf Design of Modern Heuristics Principles and Application Prof. Dr. Franz Rothlauf Chair of Information Systems and Business Administration Johannes Gutenberg Universität Mainz Gutenberg School of Management and Economics Jakob-Welder-Weg 9 55099 Mainz Germany rothlauf@uni-mainz.de Series Editors G. Rozenberg (Managing Editor) rozenber@liacs.nl Th. Bäck, J.N. Kok, H.P. Spaink Leiden Center for Natural Computing Leiden University Niels Bohrweg 1 2333 CA Leiden, The Netherlands A.E. Eiben Vrije Universiteit Amsterdam The Netherlands ISSN 1619-7127 Natural Computing Series ISBN 978-3-540-72961-7 e-ISBN 978-3-540-72962-4 DOI 10.1007/978-3-540-72962-4 Springer Heidelberg Dordrecht London New York Library of Congress Control Number: 2011934137 ACM Computing Classification (1998): I.2.8, G.1.6, H.4.2 © Springer-Verlag Berlin Heidelberg 2011 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations...
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...NCO-ER EVALUATION REPORT PREPARATION GUIDE 1. PURPOSE: To provide a simplified, easy-to-read, guide to preparing Noncommissioned Officer Evaluation Reports (NCO-ERs). The intent of this guide is not to replace the governing Regulation, AR 623-205. Rather, this guide will serve as a useful 'teaching' tool for young NCOs and officers. Users should still become familiar and comply with the provisions of AR 623-205. 2. APPLICABILITY: This guide applies to all Army NCOs, officers, and civilian personnel, as well as members of other services, who rate and senior rate Army NCOs. 3. SUGGEST IMPROVEMENTS: This is a one-time only publication and will be distributed electronically. Users may change it to meet the needs of their own installations/units and publish locally if desired. Hardcopies will not be distributed by PERSCOM. 4. TABLE OF CONTENTS: CHAPTER I PERFORMANCE COUNSELING Definition/requirement Page 2 How to Plan & Conduct Performance Counseling Page 3 CHAPTER II PREPARING AN NCO-ER Part I, Administrative Data Pages 4-6 Part II, Authentication Pages 6-7 Part III, Duty Description Pages 8-9 Part IV, Values/NCO Responsibilities Pages 9-13 Part V, Overall Performance and Potential Pages 14-15 Sample of Completed NCO-ER Pages 16-17 CHAPTER III RESPONSIBILITIES AND TIPS FOR RATING ...
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...The Effects of Brand Relationship Norms on Consumer Attitudes and Behavior PANKAJ AGGARWAL* The key premise underlying this work is that when consumers form relationships with brands they use norms of interpersonal relationships as a guide in their brand assessments. Two relationship types are examined: exchange relationships in which benefits are given to others to get something back and communal relationships in which benefits are given to show concern for other’s needs. The conceptual model proposes that an adherence to or a violation of these relationship norms influences the appraisal of the specific marketing action and also the overall brand evaluations. Results of three experiments provide converging evidence in support of the theory. B randing and brand-based differentiation are powerful means for creating and sustaining competitive advantage. Prior research has examined differences in how consumers perceive and evaluate brands, for example, through investigating brand equity (Keller 1993; McQueen, Foley, and Deighton 1993), brand personality (Aaker 1997; Plummer 1985) and brand extensions (Aaker and Keller 1990; Nakamoto, MacInnis, and Jung 1993). More recently, researchers have noted that consumers differ not only in how they perceive brands but also in how they relate to brands (Fournier 1998; Muniz and O’Guinn 2001). This line of research has suggested that people sometimes form rela- *Pankaj Aggarwal is an assistant professor of marketing at the Division of...
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...A Case Study Comparison of Charter and Traditional Schools in New Orleans Recovery School District: Selection Criteria and Service Provision for Students with Disabilities By Copyright 2008 Nikki L. Wolf B.S., Northwest Missouri State University, 1985 Submitted to the Department of Special Education and the Faculty of the Graduate School of the University of Kansas in partial fulfillment of the requirements for the degree of Doctor of Philosophy. Dissertation Committee: _____________________________ Chairperson _____________________________ ___________________________________ ___________________________________ ___________________________________ Dissertation defended: April 28, 2008 3336479 Copyright 2008 by Wolf, Nikki L. All rights reserved 2008 3336479 The Dissertation Committee for Nikki L. Wolf certifies that this is the approved version of the following dissertation: A Case Study Comparison of Charter and Traditional Schools in New Orleans Recovery School District: Selection Criteria and Service Provision for Students with Disabilities __________________________ Chairperson Date approved _________________ ii ABSTRACT In post-Katrina New Orleans, there is a growing concentration of charter schools. The Recovery School District (RSD) has oversight for the majority of these schools. To explore charges from community advocates that RSD charter schools restricted admission and provided inadequate services for students with disabilities...
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