<p> The value of customer loyalty to business sustainability should not be taken lightly. Research shows that loyal customers are more profitable than non-loyal customers. Indeed, this study found that loyal supermarket customers shop more often and spend more when shopping. Retaining customers makes good business sense and costs less than attracting new ones. Negligible switching costs and the quest for value strain the loyalty relationship between supermarkets and their primary shoppers. Therefore, the purpose of this study was to identify how the independent variables of value (price, quality, service, convenience, and assortment) contribute to customer loyalty among supermarket customers. The research design for this study was quantitative non-experimental. Data for the study was collected from an electronic email invite through Survey Monkey. With a confidence level of 95% and a margin of error of +/-5%, the targeted sample size was 384, with a final filtered total of 354 usable surveys. Multiple linear regression and Spearman rho correlation techniques were used to determine significance of data collected to customer loyalty. Results from this study indicate that quality has the greatest effect on customer loyalty. However, significant interaction and modifying effects were also detected, indicating that predictors of loyalty should not be examined in isolation. Collectively, data from this study indicated that as quality, service, assortment, loyalty programs, and high quality perishables increased, loyalty also tended to increase.</p>

Three aspects of complexity in a Production-Marketing System are identified, namely the Model, Decision-Making and Behavioural complexities. Control theoretic and other techniques are reviewed in the context of their contribution to the resolution of these complexities and the modelling and simulation of the PMS is also viewed in this light. Several analytical models of a consumer-durable marketing system are developed, reflecting various assumptions of market conditions ranging from the single-product constant-decision marketing system to the multiproduct variable-decision marketing system, the latter explicitly accounting for price, advertizing, distribution and quality decisions for each product, repeat purchase dynamics and the tastes, income and population of consumers. A production system model is also developed involving a multiple final product, multi-stage production process, permitting the backlogging of demand, variation of production rate by variation in workforce levels and overtime and subcontracting of manufacture of intermediate products. Computer simulatiors of the marketing system based on the models developed and using assumed data are carried out. An optimization routine is used to generate the variable decisions. The variable-decision marketing model is combined with the production model and the resulting limited capacity PMS is simulated using assumed data. The simulation results are presented graphically and attention drawn to their realism. The use of the PMS simulation programme as a nucleus for a comprehensive PMS simulation and control package is commented upon.

<p>Faced with increasing domestic competition from non-U.S. firms and a growing global marketplace, U.S.-based engineering firms have turned their focus to globalizing their services. Understanding the multifaceted cultural aspects of marketing and penetrating the global engineering market requires heightened cross-cultural leadership competencies in tandem with a strategic market orienting activities. The purpose of this quantitative correlational study was to determine any relationship that may exist between the variables of cultural intelligence and market orientation of decision makers at U.S.-based engineering firms to the dependent variable of entering the global marketplace. Participants were composed of senior-level global engineering and marketing decision makers from U.S.-based engineering firms listed on ENR?s Top Global and International Design Firms listings. The study included an online survey consisting of the Cultural Intelligence Scale and the individual market orientation scale, the I-MARKOR instrument. Statistical correlational analysis of the collected data indicated some positive relationships between factors of cultural intelligence and global market orientation. The analysis indicated a significant relationship exists between the aggregates of cultural intelligence and global market orientation. The study conclusions should assist globally-focused engineering firms to better penetrate the worldwide marketplace and to recognize the benefits of cultural intelligence and global market orientation leadership skillsets. Since there was a significant relationship between cultural intelligence and individual market orientation, global-looking domestic engineering firms are encouraged to invest deeper in enhancing the factors that comprise cultural intelligent leadership decisions in the organization. The recommendations presented in the research study outline suggestions for future research and practice.

<p> Business-to-business (B2B) marketing involves several components including the marketing management decision-making process and the buying behaviors of the B2B clientele and the end users. Disregarding customer knowledge management (CKM) and inaccurate analysis of data cost companies billions of dollars per year. The objective of this exploratory single-case study was to develop an in-depth analysis of the problem that some marketing managers have limited knowledge of how to use CKM strategies to improve B2B customer engagement. The dynamic capabilities and technological opportunism theories comprised the study&rsquo;s conceptual framework. Data collection consisted of participant observations, member checking, and semistructured interviews with 4 Dallas-based, managers at various levels of responsibility within a single B2B company. The data analysis entailed using an adaptation of Giorgi&rsquo;s systematic text condensation and inductive coding techniques of reoccurring themes. The themes that emerged indicated a need to improve marketing strategies. These themes included developing a division wide marketing plan, devising a CKM tool, and initiating organization wide CKM protocols and training. Beneficiaries of this research are marketing managers, marketing practitioners, organizational strategy and policy makers, and students of business administration. Implications for social change include specifying the strategies that business leaders need to improve sustainability.</p>

This dissertation develops a conceptual framework for the types of performance appraisal systems used to evaluate the performance of marketing managers. This framework identifies: (1) the performance appraisal systems (PAS) currently in-use to evaluate marketing managers, (2) the antecedents that influence the selection of specific appraisal systems, and (3) the subsequent effects of these systems on marketing managers' "gaming" behavior, performance, satisfaction with the appraisal system, and interdepartmental coordination. To test the developed hypotheses a national survey of marketing managers was conducted. Among other findings, the research identifies four characteristics of PAS that capture the range of systems currently used. These four attributes are: output-oriented PAS, behavior-oriented PAS, interpersonal evaluation, and document-based appraisal systems. Further, the research suggests that environmental characteristics, organizational characteristics, and organizational strategy influence the PAS used in marketing departments. Moreover, the results support the notion of direct effects of the performance appraisal systems on dysfunctional behavior, satisfaction with the appraisal system, and interdepartmental coordination. Further, this study is the first investigation, not only in the marketing literature but also in the human relations literature, to advance and examine a contingency perspective with regard to the appraisal systems. The results, overall, provide mixed support for the proposed contingency relationships. Namely, that the external and internal context of the organization lead marketing managers to respond differently to the appraisal systems in-use. More importantly, the research findings imply that when organizations design their strategies they need to also implement the appropriate internal processes (i.e., appraisal systems) if these strategies are to be successful. Finally, our research indicates that if marketing managers are given the opportunity to participate in various stages of the appraisal process then they respond positively to the appraisal system and the evaluation process.

<p> In the 21^st century, prospective undergraduate students decreasingly identified with a particular denomination, and this impacted the marketing of faith-based institutions. These prospects and their parents also were increasingly price-conscious, so the faith-based universities were competing against lower-priced public universities and community colleges. The problem addressed in this qualitative, multiple case study was that marketing executives at faith-based universities who failed to implement marketing performance measurement systems could not adequately measure marketing effectiveness or determine whether marketing activities affected the organization&rsquo;s performance. The purpose of this study was to explore how marketing executives at three faith-based universities in the Midwestern United States were measuring the performance of their marketing activities and how they compared these marketing metrics to indicators of organizational performance. Face-to-face interviews were held with nine participants, who had executive marketing responsibilities at three different faith-based universities. University websites and IPEDS reports were analyzed in order to achieve triangulation. The findings supported the literature that quantitatively measuring marketing performance was difficult. Measures, such as enrollment numbers or dollars raised, could only sometimes be linked to particular marketing campaigns. As was shown in the literature, the faith-based university marketers who had limited knowledge of their marketing performance measurement were unable to justify all of their marketing expenditures and could not necessarily make a case for these marketing activities&rsquo; relationship to the performance of their institution. The emergent themes from the face-to-face interviews all supported the literature, which underscored the importance of using marketing performance measurement to justify budget requests. The findings from the case study and literature showed that faith-based institutions were found to be more at risk to suffer from decreased or stagnant enrollment, because they could not compete with community colleges or public universities on price. By expanding on the results of this study, the self-designed interview questions could be used with other higher education marketing executives. Practical applications of this study and recommendations for future research were presented as they would benefit marketing executives in faith-based higher education as well as those in private and public higher education, in general, and in the business environment.</p>

M.Com. / This study originated from the thought that the principles and practices of modern marketing management can be used more effectively in the South African Railways as one of the largest public organisations in the world. The objectives of the study were an investigation into the principles and practices of modern marketing management in the service industry in general and the extent to which these principles and practices are applied in the marketing of goods services by the South African Railways. The study included a survey of the literature on the marketing of services, including some railway organisations in other countries as well as an in depth investigation of the present approach to and practice of marketing management in the South African Railways.

<p> Social media is rising in popularity as a credible source of information for consumers worldwide. Access to online product reviews appears limitless, and consumer voices are now influencing purchasing behavior far beyond the reach of traditional marketing campaigns. Joining the Internet influencers is a relatively new platform for sharing opinions, employer-review websites. Comments from current and former staff on employer review sites such as Glassdoor and Indeed offer a glimpse into company culture and the employer brand (Ambler &amp; Barrow, 1996). This qualitative, phenomenological study explored the lived experiences of hotel/casino resort employees through an examination of employer reviews posted on the Glassdoor and Indeed web pages of four Las Vegas gaming corporations. A thematic analysis of 1,063 employer reviews was conducted to identify the trio of employer-brand benefits (e.g., functional, economic, and psychological) drawn from Ambler and Barrow&rsquo;s (1996) employer-brand equity theory. Themes related to social identity theory (Tajfel, 1974), signaling theory (Spence, 1973), and the instrumental-symbolic framework (e.g., Lievens &amp; Highhouse, 2003) were examined in this study. </p><p> Two questions guided the research: (1) Which employer-brand benefits, if any, cited in the employer reviews of hotel/casino resorts are most frequently associated with positive and negative employee sentiment? (2) What is the relationship between employer benefits (e.g., functional, psychological, and economical) and the overall employee rating given by the reviewer? The results revealed that all three of Ambler and Barrow&rsquo;s (1996) employer-brand benefits appeared in the employer reviews as both positive and negative attributes of employment, with psychological and economic benefits most frequently referenced. Specific to employment in the Las Vegas hotel/casino resort industry, reviewers who gave high employer ratings were quite positive about economic benefits (i.e., salary and wages, unspecified benefits, and the free meal in the EDR) and psychological benefits (i.e., co-worker interactions and company atmosphere), while reviewers who gave their employer low ratings were disappointed with their position&rsquo;s economic (i.e., salary and wages), psychological (i.e., management behaviors, work schedule, and company atmosphere), and functional (i.e., promotional opportunities) benefits. The findings from this study have implications for both marketing and HR practitioners, and this study contributes to the growing body of employer-branding literature. </p><p>

<p> Organizational brands can be powerful, and it is risky to rebrand and potentially alienate stakeholders with a change (Abramovich, 2014). Yet, despite its high failure rate and cost, rebranding has become commonplace (Zhao, Calantone, &amp; Voorhees, 2018). Research on the topic of organizational rebranding is considered to be in an early stage and so far, researchers have largely ignored the employee perspective of rebranding initiatives (Chad, 2016). In this qualitative case study, the employees&rsquo; views of a rebranding initiative were explored, including their perspectives on how to engage them to strengthen buy-in and alignment with the new brand. Interviews&mdash;supported by multiple sources&mdash;were the primary form of data collection. Individual and group interviews were conducted with selected employees of a nonprofit private university in California that recently engaged in the process of rebranding. The data were triangulated and reported in comparative tables and in narrative form. The findings from this study reinforce prior rebranding research by Miller, Merrilees, and Yakimova (2014) about enablers and barriers and also contribute to the literature by adding employees&rsquo; perspectives and by proposing two new barriers to successful organizational rebrands. A better understanding of employee viewpoints will help organizations to build better rebrands with their stakeholders, including customers, organization leaders, organizers of these initiatives and, of course, with employees.</p><p>

<p> The focus of this qualitative descriptive single case study was exploring and developing an understanding of how to leverage the service-dominant (S-D) logic framework theory and service ecosystem concept to assist small family farm owners from the crops category in Connecticut to attain a sustainable future. Participants answered 10 questions about their experiences and perceptions of the service ecosystem concept and the innovative strategies they have implemented into their business plans. Data were collected through in-depth, face-to-face interviews, unstructured observation, social media analysis, and document collection to achieve data triangulation. MAXQDA software was used to assist with coding and analysis. Two research questions guided this study. The first was as follows: How can the development of a service ecosystem influence the ability of small family-owned farms in Connecticut to advance and achieve a sustainable future? The second was the following: What strategic methods are designed in the farms&rsquo; business model for innovation and sustainability? The findings indicated that a service ecosystem was present at the metatheoretical and micro aggregation levels. The value of this research study is the contributions to the literature in the first investigation that describes the relationship between the S-D logic framework and service ecosystem concept where the farmers of small family farms have efficiently developed, implemented, and managed a service ecosystem to advance sustainability. Recommendations for future research include: (a) a study of cooperative marketing (farmers markets) in a structural equation modeling analysis with the imperfect competition theory and the phenomenon of small farmers and (b) a study on an expanded service ecosystem with multiple actors, where the phenomenon of small and mid-sized farms are extended to the midrange theoretical and meso aggregation levels from the S-D logic landscape.</p><p>