March 3rd Week - MBA Management Knowledge Revision

March 3 week  (15 to 19)

15 March

Developing Enterprisewide or Company Wide Marketing Orientation
Management of Marketing Department and Function

Operations Management  Revision Starts (16 March)

Introduction to the Field of Operations Management
Operations Strategy and Competitiveness - Review Notes

Optimizing the Use of Resources with Linear Programming

Learning Curves - Review Notes

Operations Project Management
Process Analysis - Operations Management

Product Design - Review Notes
Manufacturing Process Selection and Design

March 4th Week - MBA Management Knowledge Revision

March - Management Knowledge Revision

Ud on 16.3.2022, 11.3.2016

March 4th Week - MBA Management Knowledge Revision

March 4 Week  (23 to 27 of 2016)

Facility Layout - Review Notes
Product Design and Process Selection—Services

Total Quality Management: and Six Sigma - Process Capability and Statistical Quality Control
Operations Consulting and Reengineering

Supply-Chain Strategy - Review Notes
Strategic Capacity Management


Just-in-Time and Lean Systems - Review Notes
Forecasting - Operations Management Review Notes


Aggregate Sales and Operations Planning - Review Notes
Inventory Control - Review Notes for Chase et al.

29 March
Subject Update: Principles of Management
http://nraomtr.blogspot.com/2015/04/principles-of-management-subject-update.html

30 March
Subject Update: Marketing Management

To April - Management Knowledge Revision

Ud. 16.3.2022, 26.3.2022

Operations Research - An Efficiency Improvement Tool for Industrial Engineers

In the IE journals and magazines we need to read articles and papers that point out how IEs are able to come out with solutions to data development challenges of OR models.

Operations Research methods are characterized as efficiency improvement techniques by many scholars.

1. From efficiency measurement to efficiency improvement: The choice of a relevant benchmark, Eduardo González, and Antonio Álvarez, European Journal of Operational Research, Volume 133, Issue 3, 16 September 2001, Pages 512-520

2. Measuring Efficiency in Primary Health Care Centres in Saudi Arabia, ASMA M. A. BAHURMOZ,
http://www.economics.kaau.edu.sa/Faculty_Mag/Magallat/A12A2_PDF/122-ASMA999.pdf

3. Improving Transportation Efficiency at the Nanzan Educational Complex, 
http://www.scienceofbetter.org/can_do/success_stories/iteatnecm.htm

4. Operations Research: The Productivity Engine: How to create unassailable productivity gains in your business, Lew Pringle, OR/MS Today, June 2000
http://www.lionhrtpub.com/orms/orms-6-00/pringle.html


Lew Pringle wrote:

"Operations research, as a field, is all about the creation and management of Productivity Gain. In fact, in a very real sense, productivity gain is virtually the sole purpose of OR. It's what we do. To raise the question of improvement in an organization's productivity without taking full advantage of all that OR offers would be analogous to pursuing a required improvement in one's health while ignoring the entire medical community. The realm of operations research is Productivity Gain.

OR people, in turn, are identifiable by: 1. our focus on productivity, and 2. the way we find, identify and come to describe, understand, appreciate and represent a problem. Operations research people are problem-conceptualizers. Our "solutions," in this sense, can (and should) be seen as flowing naturally and easily from the unique way in which we have visualized the problems/opportunities in the first place. We operate on such traditional quantities as profit, cost, efficiency and other practical, measurable items. Our goal, ordinarily, is to achieve higher and higher levels of performance. We are the people whose job it is to create productivity. We are, in fact, the productivity engine of an organization."

5. Productivity Improvement through Operational Research
G. W. Sears
Journal of the Royal Statistical Society. Series A (General) Vol. 126, No. 2 (1963), pp. 267-269
https://www.jstor.org/stable/2982368?seq=1#page_scan_tab_contents

6. The Necessity of Implementation of Operations Research for Managers for Decision-Making and Productivity Increase in Production
M. K. Amoli, S. M. T. Hosseini, M. Salehi, "The Necessity of Implementation of Operations Research for Managers for Decision-Making and Productivity Increase in Production", Advanced Materials Research, Vols. 488-489, pp. 1651-1656, 2012
http://www.scientific.net/AMR.488-489.1651


________________________________________________________________

Synergy Between Industrial Engineering and Operations Research

Industrial engineering is developed by engineers working in engineering departments of business companies engaged in manufacture using machines and metals. No doubt construction which is the earliest engineering activity also contributed in the development of industrial engineering as Frank Gilbreth was from construction sector. Operations Research as a discipline is identified with persons from science background working in the area of military operations. Industrial engineering and Departments of Mathematics and Statistics embraced the discipline of operations research in a big way. What is the synergy between industrial engineering and operations research?

Industrial engineering is system efficiency improvement. It examines proposed ways of doing work and improve them. Operations research has number of efficiency improvement tools. Operations researchers developed various standard models and have the ability to develop custom models that improve the efficiency of operations. Linear programming models, transportation, and assignment can be cited as examples using which the operations of an organization can be evaluated for efficiency of resource use subject to the constraints and optimal or efficient solutions can be found. Hence industrial engineers have to be the first group among various corporate organizations to recognize and implement OR models in the business organizations. This opportunity was correctly identified by the industrial engineering profession and OR was adopted as an important technique in the arsenal of industrial engineering.

What is the Contribution of IE to OR?

Industrial engineers could have promoted the practical utilization of OR by proving data in the form the OR models require. In systems engineering, there is mention of this step. From the synthesized design for a system design problem, various models are to be developed to evaluate the proposed design. To use OR models, various types of data are required and industrial engineers have the advantage of developing the required data. Why IEs have the advantage? Industrial engineers have the advantage because they have a strong attachment to measurement in one of their core subjects work measurement. Industrial engineers also are given inputs in understanding the financial and cost accounting data. Thus they are in the unique position to develop and provide the data that OR models required and come out the most efficient solutions and help the operating managers in implementing the solutions. But this does not seem to have happened in big scale.

The reason for the lack of popularity for OR in many organizations is the lack of this viewpoint in IEs. IEs have to use OR models as efficiency improvement avenues. To use OR models they have to develop the required data from the operations of the organization. They have to interact with the accounting departments meaningfully and acquire the required accounting data and statements. They have to develop engineering data and then use appropriate OR models. In the IE journals and magazines we need to read articles and papers that point out how IEs are able to come out with solutions to data development challenges of OR models.

Engineering Optimization

Optimization Principle of Industrial Engineering. Maximize the benefit. Minimize the cost. Maximize the difference.

https://nraoiekc.blogspot.com/2017/06/optimization-principle-of-industrial.html

In engineering design as well as in process planning, optimization is now used. Industrial engineers have to optimize their engineering redesigns and also check whether the current engineering solutions are optimized or not? Thus the industrial engineering optimization focus area is concerned with optimization problems of product design and process design. Industrial engineering is also concerned with planning of jobs and flow of material quantities in processes.

Lessons - IEOR - Optimization Module of Industrial Engineering Online Course Notes
_______________________________________________________________

Problem Areas for Applying Operations Research

Loading machine centers for maximum utilization of equipment.
Controlling raw materials and in-process inventories.
Planning the minimum production costs schedules through the sequencing and allocation of men and machines.
Minimizing waiting times between operations
Determining the true incremental benefits of adding new production equipment.
Scheduling direct labour.
Determining the most favourable preventive maintenance plans.
Assigning individuals to specific jobs
Specifying least-cost shipment patterns in multiplant multivendor purchasing situations.
Locating warehouses so as to minimize freight and production costs.
Allocating advertising budget in the most efficient manner.

Source:
"Operations Research", Chaper 9-3 in Industrial Engineering Handbook, H.B.Maynard (Ed.) 2nd Edition

____________________________________________________________

OR Case Studies Discussed in Chapter 11.2 of Maynard's Industrial Engineering Handbook, 5th Edition

http://www.pitt.edu/~jrclass/or/or-intro.html

REFERENCES

Leachman, R. C., R. F. Benson, C. Liu and D. J. Raar, "IMPReSS: An Automated Production-Planning and Delivery-Quotation System at Harris Corporation - Semiconductor Sector," Interfaces, 26:1, pp. 6-37, 1996.
Rigby, B., L. S. Lasdon and A. D. Waren, "The Evolution of Texaco's Blending Systems: From OMEGA to StarBlend," Interfaces, 25:5, pp. 64-83, 1995.
Flanders, S. W. and W. J. Davis, "Scheduling a Flexible Manufacturing System with Tooling Constraints: An Actual Case Study," Interfaces, 25:2, pp. 42-54, 1995.
Subramanian, R., R. P. Scheff, Jr., J. D. Quillinan, D. S. Wiper and R. E. Marsten, "Coldstart: Fleet Assignment at Delta Air Lines,", Interfaces, 24:1, pp. 104-120, 1994.
Kotha, S. K., M. P. Barnum and D. A. Bowen, "KeyCorp Service Excellence Management System," Interfaces, 26:1, pp. 54-74, 1996.

Recent Case Study Papers

Energy Cost Optimization in a Water Supply System Case Study
Daniel F. Moreira and Helena M. Ramos
Journal of Energy
Volume 2013 (2013), Article ID 620698, 9 pages
http://www.hindawi.com/journals/energy/2013/620698/



Cost Minimizing Coal Logistics for Power Plants Considering Transportation Constraints
Ahmet Yucekaya
Industrial Engineering Department, Kadir Has University, istanbul, Turkey
Journal of Traffic and Logistics Engineering, Vol, 1, No. 2 June 2013
http://www.jtle.net/uploadfile/2013/0514/20130514045651963.pdf






_________________________________________________________________


Bibliography


OR Models - Good brief description of Linear programming, Network Flow Programming, Integer programming, Nonlinear programming, Dynamic programming, Stochastic programming and Simulation etc.
http://www.me.utexas.edu/~jensen/ORMM/models/index.html


The Periodic Vehicle Routing Problem: A Case Study
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1368749


A Review of Integrated Analysis of Production-Distribution Systems, 1995
http://www.eng.buffalo.edu/~nagi/papers/ana.pdf


Optimization of Container Process at Multimodal Container Terminals, Phd Thesis, 2008, Andy Wong
http://eprints.qut.edu.au/16626/1/Andy_Wong_Thesis.pdf


Operations Research Models for Railway Rolling Stock Planning, Ph.d thesis, (2006), Gabor Maroti
http://alexandria.tue.nl/extra2/200610302.pdf


IFORS 2002 Conference Proceedings - Abstracts only 285 page file
http://meetings2.informs.org/IFORS2002/working_files/program.pdf


________________________________________________________________

Recent papers about OR models and applications

The costs of poor data quality
Summary of Anders Haug, Frederik Zachariassen, Dennis van Liempd, "The costs of poor data quality", Journal of Industrial Engineering and Management, 2011 – 4(2): 168-193 – Online ISSN: 2013-0953 Print ISSN: 2013-8423


Updated 23 July 2013
Posted in the blog 14 December 2011
Article originally posted at
http://knol.google.com/k/operations-research-an-efficiency-improvement-tool-for-industrial-engineers#

Industrial Engineering Knowledge Revision Plan - One Year Plan

January - February - March - April - May - June

July - August - September - October - November - December

Industrial Engineering ONLINE Course

Online Handbook of Industrial Engineering

Updated  15 March 2022,  21 September 2019,  27 August 2016,  15 July 2016, 13 July 2016,  23 July 2013

Theory of Cooperation - Introduction

F.W.Taylor - The Principles of Scientific Management  - Third Principle

They (The managers) heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed.

F.W.Taylor - The Principles of Scientific Management and Industrial Engineering

Principle of Cooperation

It should be stated here emphatically that there is nothing that can permanently bring about results from scientific management, and the economies that it is possible to effect by it, unless the organisation is supported by the hearty co-operation of the men. Without this there is no scientific management. - Gilbreth in Applied Motion Study, Book. Page No. 29-30

The status of any culture is mirrored in its religion, its science, its literature, and its educational system.

In the first place the present world crisis is indeed due largely to the lack of intelligent cooperation, lack of democratic cooperation between individuals as such, between individuals and groups, and between groups and groups. In the second place, if we could bring individuals to cooperate intelligently, the crisis could easily be overcome. Such an answer is, however, so obvious and generalized as to be of little help. Experience has shown us quite plainly that cooperation, like so many good things, may not be had simply for the wishing. The mere fact that we recognize the value of cooperation presupposes that conflict and competition are also existent as human behavior forms. Perhaps under certain circumstances they are valuable and necessary. And so, although we shall provisionally accept these facile answers to our questions, we must realize that in so doing we are only setting up a working hypothesis. 

___________________

https://www.youtube.com/watch?v=ERTudf7Ij0A   

Competition Temporary Cooperation Eternal - Deendayal Upadhyay – Adam Smith – Karl Marx, 2 Feb 2018 - Narayana Rao, 3.25K subscribers

Social Processes - Cooperation, Competition,  and Conflict. Conflict is a disease of the society. Competition has some benefits but negative consequences also. Cooperation is a win-win activity. Minimize conflict and the negative consequences of competition. Increase cooperation. The issue in examined in more detail in the video.

___________________

The modern man is in a position to extract immeasurably more from nature than he does. Exactly how much more may be extracted depends on the assumptions made with regard to the reorganization in the economic system. But all serious students are in agreement that by making very minor changes in economic organization considerably more goods might be regularly produced than in even the best times of the immediate past. 

In so-called economic good times, although the standard of living leaves much to be desired for large segments of the population, there is no question about a cultural crisis arising. And even in economic good times maximal production efficiency is the exception rather than the rule. We may consider it as axiomatic that man is not able to consume what he is able to produce because of the recurrent jamming of our delicate machinery for economic distribution. 

Each and every economic  theory would require for its application the cooperation of large numbers of men. And to be able to influence men to cooperate presupposes a greater knowledge of applicable social psychology than we now possess. This inability to cooperate applies to problems other than the economic. For instance, the vast majority of individuals are opposed to war. If they could all cooperate in refusing ever to take part in war, war would disappear as a social force. But even at the present time, when it is common knowledge that the next world war may almost destroy civilization itself, it is almost inconceivable that a current war should be stopped by a peace strike. 

We shall not get far until we characterize cooperation and its antithesis, competition, as forms of social behavior between individuals and between groups. The world of tomorrow will be a world in which cooperative states made up of cooperative individuals live in peace and plenty, or it will be a world of continual chaos from which the values of civilization will gradually disappear. There is no alternative. 

Cooperation is not only important, it is essential. The world is in a critical state because it cannot overcome the conflicts. The world may well go on for several centuries before any complete chaos is established. Even with wars and depressions life is in many ways improving. The human constitution can stand an amazing amount of suffering, and if everyone does not become insane under the stress of increasing chaos, there is no reason for believing that the human race is threatened with immediate annihilation. What is most deplorable in the modern world is the great gap between the actuality of the bad society and the potentiality of the good society. Since the time of Plato’s Republic, political scientists have envisaged the better society as possible and failed to see it realized. In the Laws written in his old age, Plato himself became more realistic. Even if a world of cooperative states made up of cooperative individuals is Utopian, it seems the ideal toward which we must strive. 

Marketing Management for Service Firms

Marketing Management Revision Article Series

Marketing Strategies for Service Firms

The Nature of Services

A service is any act or performance one party can offer to another that is essentially intangible and does not result in the ownership of anything.

Services are also offered along with sales or exchange of goods. In the continuum of pure goods to pure services, Kotler and Keller gave five categories of goods-services mix.

1. A pure tangible good.

2. Tangible good with service

3. Hybrid

4. A major service with accompanying goods.

5. Pure service.

In USA, service sector is becoming the dominant economic sector. Manufacturing share of jobs is also expected to go down to 8%. Hence service companies are important and their marketing activities are important for marketing professionals.

Services have four distinctive characteristics that determine the design of marketing activities or programs related to services. They are: intangibility, inseparability, variability, and perishability.

Services firms require attention additional 3Ps according to Booms and Bitner. The additional 3Ps are people, physical evidence and process.

The marketing department or function has a say and a view on these additional Ps.

In a service business companies employees are in direct contact with the customer and hence their behavior with the customer has an influence on customer satisfaction. Ideally employees should exhibit competence, a caring attitude, responsiveness, initiative, problem solving ability, and goodwill. So they have to be trained to exhibit appropriate behavior. The employees must have authority to solve problems that arise in service encounters without much delay and contacting various levels of supervisors. This is empowerment of service employees.

The physical facilities are important because customers come there and have the service. Hence the design and maintenance of the facility becomes a marketing issue.

The processes used to deliver the services are marketing issues. If the customer does not like the process he will not come back. Hence market research has to find out the customer’s likes and dislikes about the processes.

Hence the idea that service marketing requires internal marketing or involvement of marketing function in internal aspects of the company or the firm emerged. Internal marketing describes the work done by the company and marketing department to convey the needs of the potential customers to the service employees and the effort to train them and motivate them to provide exceptional service to customers.

Another concept in services marketing is interactive marketing. It refers to the skill of employees to interact with the client in serving the client. Clients judge services by technical quality as well as the interaction quality. Whether the surgeon has done the operation properly or not is the technical quality. Whether he has shown concern and inspired confidence or not is interaction quality. Service providers must provide high touch along with high tech.

In 9th Edition, Kotler mentioned that three areas are important in services marketing: managing the differentiation, managing the service quality and managing the productivity or service systems. In the 13th edition also all the three are discussed. But discussion related to productivity was reduced to a paragraph.

Managing the Differentiation


What are sources for differentiating in service businesses?

Service offer: while the core service could be the primary service package, a firm can come out with secondary service features that provide differentiation. We always have to remember that an additional feature added to a product must be valued by the customer and has to be profitable to the company. Hence marketers are involved to find those features which are valued by the customers and operations or process specialists are involved to deliver the feature at a cost that is profitable to the company.

Delivery: Reliability in service can be differentiating feature. Many firms find it difficulty to provide reliability.

Image: Developing an image that inspires trust is a differentiating feature.


Developing Brand Strategies for Services

Service use decisions are done away from actual service locations (customer come to a service facility after deciding to have service). Hence brand recall is essential or critically important for a customer to arrive at the location itself. So easy to remember brand names have to be used. Apart from name, other brand elements like logos, symbols, slogans also help in building brand awareness and brand image.

Because, service is not a physical product, physical facility of the service provider become a tangible facility associated with the service. Brand personality becomes important in services. A brand portfolio and hierarchy are required to position various services catering to different segments of the market.

Managing Service Quality

Quality is a differentiator. Parasuraman, Zeithaml, and Berry formulated a service-quality model that highlights the main requirements for delivering high service quality.



They identified possible five gaps that result in poor service.


1. Gap between consumer expectation and management perception

2. Gap between management perception and service quality specification

3. Gap between service quality specification and service delivery

4. Gap between service deliver and external communication

5. Gap between perceived service and expected service


The same researchers identified five determinants of service quality.


According to the order of preference of the variables is:


1. Reliability

2. Responsiveness

3. Assurance

4. Empathy

5. Tangibles


References


Philip Kotler, Marketing Management (Main text for revision and article)

More Details

Services Marketing

Christopher Lovelock, Paul Patterson

Pearson Australia, 20-May-2015 - Business & Economics - 529 pages

"Services Marketing is well known for its authoritative presentation and strong instructor support. The new 6th edition continues to deliver on this promise. Contemporary Services Marketing concepts and techniques are presented in an Australian and Asia-Pacific context. In this edition, the very latest ideas in the subject are brought to life with new and updated case studies covering the competitive world of services marketing. New design features and a greater focus on Learning Objectives in each chapter make this an even better guide to Services Marketing for students. The strategic marketing framework gives instructors maximum flexibility in teaching. Suits undergraduate and graduate-level courses in Services Marketing."

https://books.google.co.in/books?id=BqyaBQAAQBAJ

Article originally posted in
http://knol.google.com/k/ marketing-management-for-service-firms

Updated 7 March 2022, 5 June 2014, 3 Dec 2011

University Marketing

 

Management Theory Article

Marketing Management for Service Firms

Many foreign universities have marketing departments.

2022

7 Higher Education Marketing Ideas to Inspire You for 2022

https://www.ama.org/marketing-news/higher-education-marketing-ideas-for-2022/

Top 30 Higher Education Marketing Blogs and Websites

https://blog.feedspot.com/higher_education_marketing_blogs/

https://collegemarketinggroup.com/blog/the-best-print-and-digital-marketing-resource-for-universities/

https://collegemarketinggroup.com/blog/5-college-student-marketing-trends-to-know-in-2022/

https://collegemarketinggroup.com/universities/

Inbound marketing focuses on building brand awareness by pulling potential customers to the organization's website through keyword-driven blogs,  social media messages, and email marketing. 

Outbound marketing focuses on getting the message to potential customers through messages in  paid online channels and properties. From these messages customers may come to organization's website.

https://collegemarketinggroup.com/blog/announcing-the-launch-of-student-targeted-inbound-marketing-services/

Higher Education Marketing: A Panel Discussion Part II, Careers

https://www.higheredjobs.com/HigherEdCareers/interviews.cfm?ID=581

Part I.  https://www.higheredjobs.com/HigherEdCareers/interviews.cfm?ID=562

Enrollment Management

Art, Science, or the Job that Everyone's Job Depends On?

https://www.higheredjobs.com/HigherEdCareers/interviews.cfm?ID=190

2021

https://www.pushhere.com/blog/5-lessons-from-successful-university-marketing-campaigns/

https://www.mediacurrent.com/blog/5-digital-focus-areas-navigate-university-marketing-challenges/

https://www.wcupa.edu/_services/STU/dosa/univeristyMarketingResource.aspx

https://unibuddy.com/blog/student-to-student-marketing-5-questions/

2020

https://thebrandeducation.com/blog/how-to-allocate-university-marketing-budget/

https://www.universityworldnews.com/post.php?story=20200525092551396

https://slidesgo.com/theme/university-marketing-campaign

https://marcom.purdue.edu/about/   Purdue Marketing and Communications

https://www.oho.com/blog/higher-ed-digital-marketing-objectives-2020

2019

https://cliquestudios.com/higher-education-marketing-trends/

https://insights.digitalmediasolutions.com/articles/best-university-campaigns

https://www.marketing91.com/marketing-mix-oxford-university/

https://www.insidehighered.com/news/2019/10/08/how-marketing-helped-southern-new-hampshire-university-make-it-big-online

https://ink.library.smu.edu.sg/cases_coll_all/265/

2018

https://www.timeshighereducation.com/news/career-advice-how-run-university-marketing-campaign

https://www.hsutx.edu/about-hsu/leadership-administration/university-marketing/

https://www.redbrickresearch.com/2018/11/29/lessons-australian-approach-university-marketing/

https://www.uncfsu.edu/about-us/fsu-leadership/office-of-the-chancellor/communications-and-events/marketing

FSU Integrated Marketing

FSU takes an integrated approach to marketing to increase the overall visibility of the university and to enhance its reputation among both internal and external audiences for the purpose of increasing engagement.

Five Pillars of FSU’s Integrated University Marketing Plan

Branding

Recruitment Marketing

Event Marketing

Fundraising Marketing

Internal Communications

https://www.printtechofwpa.com/top-10-tips-for-promoting-your-university/

https://ums.group/

https://www.webfx.com/industries/education/colleges/

https://www.fullfabric.com/articles/how-universities-use-social-media-for-marketing

Marketing your university on social media: a content analysis

https://www.tandfonline.com/doi/abs/10.1080/08841241.2018.1442896

Integrity in higher education marketing and misleading claims in the university prospectus: what happened next…and is it enough?

John Bradley 

International Journal for Educational Integrity volume 14, Article number: 3 (2018)

https://edintegrity.biomedcentral.com/articles/10.1007/s40979-018-0026-9

2017

https://www.credohighered.com/blog/18-lessons-university-marketing-departments

https://bigwing.com/blog/ideas-give-higher-education-digital-marketing-campaign/

https://www.indstate.edu/university-marketing/brand-toolbox

https://weareclearhead.com/video-marketing-ideas/

2016

https://www.qs.com/3-rules-for-effective-university-marketing/

2012

https://research.utwente.nl/en/publications/higher-education-marketing-a-study-on-the-impact-of-social-media-

University Marketing - Books

How to Market a University: Building Value in a Competitive Environment

Teresa Flannery

JHU Press, 12-Jan-2021 - Education - 256 pages

At a time of declining public support, a shrinking pipeline of traditional college-bound students, and a steady rise in tuition and discount rates, higher education leaders have never been under more pressure. How can they ensure steady or growing enrollments while cultivating greater philanthropic support, increasing research funding, and diversifying revenue streams? In How to Market a University, Teresa M. Flannery argues that institutions can meet all of these goals by implementing strategic integrated marketing in ways that are consistent with academic culture and university values.

Flannery provides a road map for college leaders who want to learn how to build value—both in terms of revenue and reputation—by differentiating from competitors and developing personalized, supportive, and long-lasting relationships with stakeholders. Defining marketing while identifying its purposes in the context of higher education, Flannery draws on nonprofit marketing scholarship, the expertise of leading higher education marketing practitioners and administrators, and her own experiences over two decades at two different institutions. She teaches readers how to

• set up their marketing leadership for success

• find or build the necessary organizational capacity

• set a firm foundation through market research

• establish a differentiated value proposition and strong brand strategy

• encourage enterprise-wide integration of marketing and communications

• consider technical and resource requirements to succeed in digital marketing

• develop appropriate and rigorous measurement

• plan for appropriate investment

• anticipate and prepare for future trends

This practical guide reveals how to cultivate student, alumni, donor, and partner loyalty through strategic marketing. How to Market a University offers leaders and their CMOs the language, examples, and even questions they should discuss and answer in order to build or refine their marketing strategy.

https://books.google.co.in/books?id=sPsMEAAAQBAJ

Marketing University Outreach Programs

Ralph S Foster, William I Sauser, Donald Self

Routledge, 14-Jan-2014 - Business & Economics - 292 pages

Discover the successful marketing strategies of programs which have extended the resources of a university to its community. Marketing University Outreach Programs covers all aspects of continuing education program construction and the marketing process for positioning the university into the public. This book begins to eradicate academicians’ fears of marketing by showing them a contemporary marketing plan using terminology and examples familiar to them.

Seventeen contributors--professors, administrators, and outreach professionals--comprehensively describe the strategies being successfully used to extend the resources of a university to its community through programs of extension, public service, and continuing education. Although many existing models of the education process contain parallels to elements in a generic marketing process, education is not viewed as a consumer product. Even educators may not view themselves as marketers involved in a marketing process. This attitude can place barriers between understanding the marketing process and how it relates to education. Marketing University Outreach Programs helps educators overcome these potential barriers; it explains marketing as a comprehensive process using terminology and examples which university extension and education professionals will find familiar and understandable.

Application-oriented, it cites numerous examples of how the marketing process can be put to use immediately. Each chapter explores in-depth a separate segment of the marketing process involved in public university outreach programs:

issue-based versus discipline-based programs

program delivery and delivery technology

funding outreach programs

comprehensive promotional strategy

customer service

long-range planning

marketing research

information resources

future trends

model programs

This book is of value to the faculty of universities, specifically those in the disciplines with a mandate for professional renewal or recertification (engineering, medicine, education); faculty and professional staff in divisions of continuing education; program leadership in cooperative extension organizations (as well as those in other identifiable university extension units); and faculty affiliated with applied research centers. Members of professional associations focused on higher education outreach can also successfully apply these strategies.

https://books.google.co.in/books?id=DCqvAgAAQBAJ

March - Management Knowledge Revision

Sharpen the Saw - The Mental Dimension - Stephen Covey's Explanation

Read, Write, Think, Plan
http://nraomtr.blogspot.com/2015/03/sharpen-saw-mental-dimension-stephen.html

___________

Henry Fayol

The Engineering Manager who provided the modern description of Industrial Management.
Planning - Organizing - Commanding - Coordinating - Control

It was changed subsequently to Planning - Organizing - Staffing  - Directing - Control by Koontz and O'Donnell

Changed to Planning - Organizing - Resourcing  - Directing - Control  by Narayana Rao K.V.S.S.

Picture Source:
http://en.wikipedia.org/wiki/Henri_Fayol

___________

March 1st week  (1 March  to 5 March)

Analyzing Competitors
Strategy of Market Leader



Marketing Strategies for Challenger Firms 
Competitive Strategies for Followers and Nichers



Managing Product Lines and Brands
Marketing Strategy for New Industry Products




Marketing Management for Service Firms
Pricing Strategy and Tactics 


Marketing Channel Management – Important Issues
Managing Wholesaling and Retailing Network



March 2nd week ( 8 to 12)



Marketing Communication: Channels and Promotion Tools
Advertising



Sales Promotion 
Marketing Public Relations


Sales Process and Sales Training
Direct Marketing




Online Marketing
Marketing and New Product Development



International and Global Marketing
Sales Force Management


March 3 week  (15 to 19)

Developing Enterprisewide or Company Wide Marketing Orientation
Management of Marketing Department and Function

Operations Management  Revision Starts (16 March)

Introduction to the Field of Operations Management
Operations Strategy and Competitiveness - Review Notes

Optimizing the Use of Resources with Linear Programming

Learning Curves - Review Notes

Operations Project Management
Product Design - Review Notes


Process Analysis - Operations Management
Manufacturing Process Selection and Design

March 4 Week  (22 to 26 )

Facility Layout - Review Notes
Product Design and Process Selection—Services

Total Quality Management: and Six Sigma - Process Capability and Statistical Quality Control
Operations Consulting and Reengineering

24 March - Birthday - Martin Shubik - Economics Professor - Yale University

Supply-Chain Strategy - Review Notes
Strategic Capacity Management


Just-in-Time and Lean Systems - Review Notes
Forecasting - Operations Management Review Notes


Aggregate Sales and Operations Planning - Review Notes
Inventory Control - Review Notes for Chase et al.

29 March
Subject Update: Principles of Management

30 March
Subject Update: Marketing Management

To April - Management Knowledge Revision

Industrial Engineers support Engineers and Managers in Efficiency Improvement of Products, Processes and Systems

One Year MBA Knowledge Revision Plan

January  - February  - March  - April  - May   -   June

July  - August     - September  - October  - November  - December

March - Birthdays - Management Scholars

1
2
3 - Lyndall Urwick (1891)
4
5 - Edgar Schein (1928),  Stuart Anspach Umpleby (1944)
6 - Raymond Gilmartin (1941
7
8 - Warren Bennis (1925), Nirmalya Kumar (1960)
9
10 - Kenneth R. French (1954)
11
12
13
14 - T.V. Rao (1946)
15 - Rosabeth Moss Kanter (1943)
16 - Ferdinando Pennarola (1963)
17
18 - Water A. Shewart (1891)
19
20 -  Frederick Taylor (1856), Kim B. Clark (1949),  Marshall Goldsmith (1949)
21
22
23
24 - Martin Shubik (1926)
25 - David Meerman Scott (1961)
26 - Larry Page (1973)  http://www.biography.com/people/larry-page-12103347
27
28
29 - Sam Walton (1918)
30 - Arthur White (1924),   Dr. Arno Antlitz (1970)

31

Updated  5 March 2022, 3 March 2017,  25 March 2016