Author Details

E-marketing plays a major role in the globalised environment, as it contributes to the economic growth and ease of trading. Considering marketing as an economic engine to drive global development, this research seeks to understand the practices and activities of electronic marketing, marketing performance and the effectiveness of search engines. In order to do this a comparative study is made between various search engines. The research also highlights the techniques of measuring e-marketing performance. The main aim of this work is to identify links between the conceptual framework and empirical analysis in the field of e-business, in particular, e-marketing because they appear to be highly integrated, and if reviewed separately may present distorted results. A purposive sampling approach was used,. Quantitative data was collected through structured questionnaires for testing hypotheses and address the research objectives.

Keywords

E-Marketing, Search Engines, Consumer Perceptions.

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References

Day, G.S., “Market-Driven Strategy: Processes for Creating Value”, the Free Press, New York, NY. (1990).

Hoffman, D and Novak, T, “A new marketing paradigm for electronic commerce”, The information Society, 13 (1), (1996a),43-54.

Hoffman, D and Novak, T, “Marketing in Hypermedia computermediated environment: Conceptual foundation”, Journal of Marketing, 60 (July), (1996b), 50-58.

Kokkinaki, F. and Ambler, T., “Marketing performance assessment: an exploratory investigation into current practice and the role of firm orientation”, working paper No. 99-114, Marketing Science Institute, Cambridge, MA. (1999).

Kotler. P (2006). “Marketing Management” 13th Edition, Pearson Education, 2006.

Ng, E.. “An empirical framework developed for selecting B2B e-business models: the case of Australian agribusiness firms.” Journal of Business & amp, 20 (4/5), (2005), 218 - 225.

Porter, M.E., “Strategy and the Internet”, Harvard Business Review, 79 (3), (2001), 63-78.

Strauss, J. and Frost, R. (2001) “E-marketing”, NJ: Prentice Hall.2001.

Evaluating the Differences between Managerial and Executive Level Personal Competencies - A Critical Analysis of Select IT Companies

Abstract Views :175 | PDF Views:80

Authors

K. G. Raja ¹, Swapna Rose ¹

Affiliations
1 Malik Deenar Institute of Management Studies, Kumbla, IN

Source

DHARANA - Bhavan's International Journal of Business, Vol 4, No 2 (2010), Pagination: 71-76

Abstract

This paper focuses on competency mapping. Competency mapping is a process an organization uses to identify and describe a competency which is critical to its success. This paper intends to understand the competencies of managerial and executive level employees in IT industry. This empirical study analyzes the difference between the personal competencies of executive and managerial level employees.

Keywords

Competency Mapping, Managerial and Personal Competency.

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References

Boyatzis, Richard E.. The competent manager, a model for effective performance. McBer and Company, John Wiley and Sons, Inc., 1982.

Ganesh Shermon, Competency based HRM, 1st edition, 2004.

McClelland, D. C., Testing for competence rather than for intelligence. American Psychologist, 28, 1973: 1–4.

Seema Sanghi,“The Handbook of Competency Mapping: Understanding, Designing and Implementing Competency Models in Organizations, Sage Publications Pvt. Ltd.; Second Edition, November 5, 2007.

Spencer, Lyle M. Jr., Spencer M. Signe. Competence at work: Models for superior performance, John Wiley & Sons, Inc. 1993.

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