Browsing by Subject "marketing"
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Item Business development strategies used by general contracting construction companies in Texas for market diversification(Texas A&M University, 2004-09-30) Kurien, Seenu AnnaThe construction industry in recent times is seen to be highly competitive and dynamic. To remain progressive in such an environment construction companies need to be aggressive in terms of getting business. This is where the importance of marketing and business development comes into play. This thesis addresses the different business development strategies used by general contracting construction companies in Texas for market diversification. Initially, a framework is established for this study through the presentation of brief history and marketing theories. Then, through literature review, four common business development strategies are identified, which are in turn later used to compare the data collected from the industry. Data are collected via surveys of general contractors in Texas. Results show that companies which satisfied majority of the four characteristics identified previously showed better growth. Further conclusions are discussed and future recommendations are also presented.Item Change your police agencies' image: a modern marketing solution(Law Enforcement Management Institute of Texas (LEMIT), 2014) Roberson, Roman W.Item Implementing Key Account Strategy Implementation in the Sales Force(2012-04-19) Bolander, William; Ahearne, Michael J.; Du, Rex; Hu, Ye; Phillips, JamesThis dissertation examines how key account (KA) managers from an organization’s marketing department (i.e., KA marketing managers) implement a new KA program by simultaneously influencing sales managers and frontline salespeople, despite not having the authority to direct individuals in the sales department. Specifically, this dissertation focuses on the effectiveness of different KA marketing manager influence tactics over time and considers how sales managers’ KA implementation commitment (KAIC) moderates the relationship between KA marketing manager’s salesperson-directed influence behaviors and salespeople’s KA product sales performance (KASP). Findings show that KA marketing managers’ use of inspirational influence tactics have no impact on KAIC or KASP initially, but that this impact grows and levels off over time. On the other hand, KA marketing managers’ use of pressure influence tactics has a positive initial impact on KAIC and KASP, but this impact diminishes and bottoms out over time. The results for KA marketing managers’ use of consultative influence tactics are mixed: exhibiting an effect on KAIC that grows over time, but showing no effect on KASP. Furthermore, I demonstrate how KAIC moderates the effectiveness of KA marketing managers’ salesperson-directed influence tactics in a way that may not be intuitively obvious to managers.Item Reflecting on a year and a half of progress: ScholarWorks at UTRGV(Texas Digital Library, 2021-05-24) Flores, WilliamItem The Sweet Smell (and Taste) of Success: Incentivizing ORCID iD Sign-Ups Among Faculty and Graduate Students(2015-04-28) Chan-Park, Christina; Peterson-Lugo, Billie; Baylor UniversityORCID identifiers (ORCID iDs) are a persistent unique identifier for researchers and scholars and enable the automation of links to research objects such as publications, grants, presentations, data, patents and more -- a DOI for researchers and scholars. ORCID iDs also help research offices oversee the research activities of campus scholars. However, in order to reap the benefits of having a unique identifier, most scholars must sign up individually for a free ORCID iD. As ORCID iDs become the de rigueur id, institutions have an increased need for a record of their researchers’ ORCID iDs, and many who have the resources have joined as institutional members which allows them both to assign ORCID iDs and to mine information from the ORCID registry. For example, in 2014 personnel at the Texas A&M libraries implemented a system, using the Vireo electronic theses and dissertations software, to mint ORCID iDs for more than 10,000 graduate students. They also assign ORCID iDs to any faculty who request one. (http://tinyurl.com/mdbr8x5) The Baylor University Libraries do not have the resources to take on the assignment of ORCID iDs at this level. However, we know Baylor researchers are encountering the need to establish ORCID iDs when they submit articles for publication or apply for grants. We also see value in new researchers (graduate students) establishing ORCID iDs early in their research careers. Consequently, personnel in the Baylor University Libraries developed a cost-effective, low-tech ORCID iD campaign with input from ORCID. The campaign had two projected outcomes: * Raise awareness of ORCID iDs and their benefits with Baylor faculty and graduate students; and * Have at least 300 Baylor faculty or graduate students (10% of the research population) establish their ORCID iDs. We believe that the concepts and processes we used for our ORCID campaign can be transferred to other institutions that face comparable resource challenges. This 24x7 presentation will cover the processes (and incentives) we used during our Spring 2015 campaign to entice faculty and graduate students to obtain ORCID iDs and to help them add content to their ORCID accounts. In addition, we will analyze the perceived success of the campaign and discuss our plans and ideas to keep the momentum going.Item Tapping the invisible market: the case of the cruise industry(2009-06-02) Park, Sun YoungThe definition of business success has evolved from winning larger market share in fierce competition to creating one?s own markets. Exploring new markets is crucial especially for tourism businesses, as one of the basic motives for leisure travel is seeking new or different experiences. Nonetheless, current non-customers have rarely been studied in the context of tourism. Using the cruise industry as a case, the first purpose of this study was to enhance the understanding of current non-customers (i.e., ?the invisible market?). Current noncustomers of the cruise industry were defined as leisure travelers who take other leisure vacation types, but have not taken a cruise vacation in the last five years (i.e., pastcruisers) or have never taken a cruise vacation (i.e., non-cruisers). The second purpose was to propose practical approaches for the cruise industry to utilize to tap the invisible market based on the findings. This study consists two phases using a sequential study design. In Phase 1, 22 guided conversations were conducted with people with and without cruise experiences using a modified Zaltman Metaphor Elicitation Technique to explore their images of cruise vacations. The findings suggested that current non-customers had different images of cruise vacations than current customers. In Phase 2, a conceptual model was developed based on the findings of Phase 1 and the literature on destination image and choice, the Model of Goal-directed Behavior and the leisure constraints model. Eleven hypotheses were tested with data collected from a survey of U.S. leisure travelers using descriptive statistics and structural equation modeling. Most relationships (e.g., directions and valence) among constructs were found to be in accordance with previous studies. Further, results suggested that current non-customers were more similar to than different from current customers in terms of socio-demographics and general vacation behavior. However, results implied that current non-customers? biases or negative images of cruise vacations could be the underlying factors that influence their decisions not to choose cruise vacations over other leisure vacation types. Practical recommendations for innovative marketing strategies are presented for the cruise industry.