Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential
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Marketing Management 14 PHILIP KOTLER Northwestern University KEVIN LANE KELLER Dartmouth College Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Melissa Sabella Development Editor: Elisa Adams Director of Editorial Services:
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Marketing strategy effectiveness in Nigerian banks Abstract: Motivated by the substantial changes in the Nigerian banking industry, a survey research was designed to assess the effectiveness of the marketing strategies used by Nigerian banks to cope with the changes in the industry. Overall results from the study show encouraging levels of effectiveness in many dimensions of composite marketing strategies. The findings were discussed along the relevant dimensions of the research, and managerial
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develops loyalty. Also, brand-trust association and brand awareness indirectly contribute to creating brand equity through their influence on loyalty. Loyalty is by far the most important source of brand equity because of its direct influence and mediating role in creating brand equity. Originality/value – While many studies have identified and ratified the importance of brand equity dimensions among traditional firms, few have tested the model
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“A critical component of any winning business is an HR function that improves business results. I highly recommend this book to HR and business leaders everywhere.” —William S. Allen, Senior VP, Group HR, AP Moller-Maersk AS, Copenhagen, Denmark “Got business? This book does. By asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and
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possessions, and the homogenization of global consumption. The extent of convergence of cultural values across nations has been debated by international marketing researchers. However, from a practical standpoint, transnational firms require a cross-national, cross-cultural approach to market segmentation that can be used to guide the development of global marketing strategies. In this study, the authors investigate the application of cross-national versus cross-cultural approaches to market segmentation through
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854-8762 (f) drl2@columbia.edu August 2004 Revised February 2005 Second Revision May 2005 Thanks to Kathleen Chattin from Intel Corporation and Darin Klein from Microsoft Corporation, members of the Marketing Science Institute Brands and Branding Steering Group, and participants at the Marketing Science Institute Research Generation Conference and 2004 AMA Doctoral Consortium for helpful feedback and suggestions. BRANDS AND BRANDING: RESEARCH FINDINGS AND FUTURE PRIORITIES ABSTRACT Branding
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THE DELONE AND MCLEAN MODEL OF INFORMATION SYSTEM SUCCESS 9 The DeLone and McLean Model of Information Systems Success: A Ten-Year Update WILLIAM H. DE LONE AND EPHRAIM R. MCLEAN W ILLIAM DELONE is an Associate Professor of Information Systems and Chair of the Information Technology Department at the Kogod School of Business at American University in Washington, DC. Professor DeLone’s primary areas of research include the assessment of information systems effectiveness and value, the implementation
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lead to rigid behaviour of employees 7 4. Marketing & Sales Division 8 4.1 Inapplicable method of recruitment & selection 8 4.2 Lack of training and development 9 Conclusions 9 Proposal for a Recommendation on Training and Developing Staff in Gateaway Engineering Limited 10 1. Introduction 10 2. Proposed recommendation for each division 11 2.1 Operations Division 11 2.2 Support Services Division 12 2.3 IT Services Division 12 2.4 Marketing & Sales Division 14 3. Case Study Examples:
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