In recent years, retailers have evolved to offer higher levels of hedonic value in shopping experience, thereby intensifying levels of the competition within the industry. The reason for success of President Chain Store Corporation¡¦s integrated marketing of whole store also is hedonic value. However, academic research on consumer reactions to these efforts is limited. This study focuses on the integrated marketing of whole store carried out by two leading convenience store in Taiwan, and investigates consumer reactions to these promotions enhancing hedonic value in shopping experience.Research results find that, hedonic benefits of sales promotion have positive relationship with customer satisfaction, word of mouth, repatronage anticipation, and resource expenditures. On the contrary, utilitarian benefits of sales promotion have negative relationship with those retail outcomes. And results show that the distinct categories of sex and age have different level of effect on the benefits of sales promotion¡¦s relationship with customer satisfaction, word of mouth, re-patronage anticipation, and resource expenditures. According to the research findings, this study provides useful insight for the further development of marketing strategies.

Thesis (PhDBusinessandManagement)--University of South Australia, 2007.

Zugl.: Saarbrücken, Univ., Diss., 2007 / Includes bibliographical references (p. 257-272) and index.

Thesis (J.S.M.)--Stanford University, 2005. / Submitted to the Stanford Program in International Legal Studies at the Stanford Law School, Stanford University. "May 2005." Includes bibliographical references. Also available online.

Originally presented as the author's thesis, Mainz, 1971. / Bibliography: p. [231]-252.

D.Comm. / The market orientation construct describes the behaviours and activities necessary for an organisation to become market oriented - in other words reflect its adoption of the marketing concept. In this study an organisation's perceived level of market orientation was determined using salespeople to assess the extent to which their organisations exhibited market oriented behaviours. The results obtained revealed that on the whole salespeople tend to see their organisation as having above average levels of market orientation. Market oriented organisations provide salespeople with a support system that enable them to provide their customers with optimal satisfaction since everyone in the organisation is focused on this objective. Salespeople operating in market oriented organisations will tend to experience less role stress than those salespeople operating in organisations with lower levels of market orientation. Salespeople with certain personality traits are better able to cope with role stress and therefore these individuals would probably be found in organisations with low levels of market orientation. In this study the personality trait profiles of salespeople working for organisations with different perceived levels of market orientation were determined and the results obtained were correlated with their perceptions of their organisations level of market orientation. The results obtained revealed that there was a correlation between two of the salesperson's personality traits namely, gregarious and energies and their organisation's perceived level of market orientation. The personality dimensions measured in this study were also used to develop a model whereby one could predict 68% ofthe overall respondents correctly in terms of their customer or competitor orientations. Two factors namely apprehensive and conservative, with a negative loading entered into the model in this order, would enable one to predict the salesperson's dominant orientation.

LL.M. (International Commercial Law) / The Original BRIC Organization comprising Brazil, Russia, India and China, was first conceived in 2001 as part of an economic modeling exercise to forecast global economic trends. Fast forward almost a decade into its existence and BRIC was up for a change. The BRIC foreign Ministers at a meeting held in New York in 2010, came to an agreement to invite South Africa to join the Organization. On the 14 April 2011, South Africa attended the first joint summit, evolving the former BRIC to what is known today as BRICS, the “S” referring to South Africa. This move is seen as a significant step, as its members‟ now come from four different continents and is sure to turn heads in the “old North”, what used to be the traditional Western dominance over the global economy. BRICS comprises some of the world‟s fastest growing and biggest economies, as illustrated by the statistics that emanated from the most recent summit held in Durban in March 2013. Senior Goldman Sachs economist Jim O‟ Neil, the person responsible for coining the „BRIC‟ acronym, predicted in 2001 that the combined economies of Brazil, Russia and China would overtake the United States and the G-7 countries. Since that bold statement in 2001, the words uttered by O‟Neil have become more than just a prediction. As Bidwai points out, BRICS account for over 40% of the world‟s population, 18% of its market- exchange GDP, 15% of world trade and two-fifths of its foreign currency reserves. It goes without saying that the BRICS group has many advantages and strengths that would stand it in good stead going forward. As previously stated, its members are among the fastest growing in the world, economically speaking, and were also least affected by the financial crisis that rocked many of the world‟s powerhouses. There has even been talk of a BRICS Development Bank, which was first tabled in 2012 at the Delhi summit. Although discussions are in its infancy, a proposed $100-billion currency-stabilization contingency reserve arrangement is to be negotiated...

The study examines the potential of conjoint analysis to provide and apply quantitative data to situations previously limited to non-quantitative analysis within the selection process. Chapter I presents a brief introduction to the sales force selection process. A discussion of the importance of effective selection to the organization as well as an explanation of the objectives, methodology, research questions, and limitations complete the chapter. Chapter II provides a detailed description of the contemporary sales force selection process. The chapter explains the objective and subjective activities and techniques utilized by management in selection decisions. Chapter III describes the steps involved in conjoint analysis and the specific conjoint measurement technique employed in the study. The questionnaire employed and the source of data are described in Chapter IV. An analysis of the results of the research completes the chapter. Chapter V presents the summary, conclusions, and recommendations of the study.

M.Com. (Sales Management) / This study emphasizes that the sales effort is linked to the sales opportunities in the most profitable way. To make this possible, the sales potential of a sales area must first be analysed scientifically. Only then can the allocation of sales personnel to a sales area be made in the best possible way. The consumer, rather than the sales area, is the starting-point. In other words, the emphasis is on the satisfaction of needs in the sales area. The role of sales potential and forecasting in sales quota allotment is also analysed, since these contribute to the most effective allocation of sales personnel to the sales area. Optimum allocation of sales personnel to the sales area takes place, based on information from the sales area (market needs).

Today we are no longer only motivated by a paycheck, the new generation needs to feel that the work they are doing is stimulating, fun, and challenging. Gamification is based on the old concept of sales competitions. It is about using game elements in non-game contexts to bring out the fun in work. However, one has to keep in mind the culture in which the gamified system in implemented. Since it is in culture, values and goals are developed. These goals and values have an effect on our motivation, by affecting how we are motivated. Masculinity is one of Hofstede’s six cultural dimensions. Masculine cultures are more focused in achievements and rewards. This is something that is also commonly employed in gamified systems. Consequently, what is researched is: Does the cultural dimension of masculinity have an impact on the motivation from gamification? – Why, or why not? The question is studied with theoretical foundation from three perspectives: motivation, gamification, and culture. Furthermore, to answer this question, both qualitative and quantitative research was conducted. The study was done with Volkswagen in Sweden and their employees, and it centered around Volkswagen’s use of gamification in their sales department, and employee motivation. The results indicated that the employees generally appreciate the sales competitions and that they generally feel motivated. However, the results also indicated that they were not motivated in accordance with traditional gamification elements and theory. Nevertheless, it could be concluded that in Volkswagen’s case, gamification does have a motivational impact on the employees, even though they belong to a feminine culture.