The Interactions Between Cultural Intelligence, Job Burnout, and Task Performance of Expatriates

In this chapter, cultural intelligence, one of the most crucial capabilities of employees for overcoming the cultural obstacles of different countries, is figured out in depth. This is attained by checking out the relationships between cultural intelligence, job burnout and task performance of expatriates who are employees sent by their company to a host country for a period. Since expatriates are the employees who face actual barriers in adapting and living in different cultures, a quantitative research was conducted among 156 expatriates working at the marketing department of different multinational companies, operating in Turkey. According to the results, expatriates with high cultural intelligence face burnout less at the workplace. Moreover, task performance of these employees tends to increase because of their cultural intelligence. Consequently, with the help of this chapter, a paramount empirical study on cultural intelligence and its correlates is added to the literature.

NHS International Hospital Branding Image Strategy Through Integrated Marketing Communication

This article results from research on the brand image strategy carried out by the National Hospital Surabaya (NHS) through integrated marketing communications. This study is on health services bases in the community currently entering the industrial and business era. The main problem arises in-hospital services, which have developed into an industry and are profit-oriented. This problem puts pressure on hospital managers and owners, especially on the cost dimension in private hospitals. Private hospitals must continue to improve management capabilities in carrying out hospital operations with good quality standards to the best compared to other hospitals. The research uses a case study research method with a qualitative approach. Data collection and analysis techniques use observation and in-depth interviews so that they can be analyzed exploratively. The results of this study are the first are there are many reasons why the marketing department of NHS adopts Integrated Marketing Communication (IMC) in their sales strategy. It also happens in the healthcare industry, namely hospitals. One of the reasons that become the basis is that marketers understand and recognize strategies integrating into various communication functions rather than running these communication functions alone. Second, marketing communication theory becomes the rationale for processing data and analyzing the phenomenon of problems regarding strategic concepts in policy determination to the direction of marketing communication strategies carried out by NHS hospitals. This research concludes that the main problem arises in hospital services, which have developed into an industry and are profit-oriented. Strategic management skills will become more critical as pressure increases to find future revenue and growth opportunities. These opportunities will come through various combinations of new healthcare products and services, increasing penetration into high-priority market segments, or accessing new markets that are not serving currently.

Can the marketing department benefit from socially responsible marketing activities? The role of legitimacy and customers’ interest in social responsibility

Purpose In a world where corporate social responsibility (CSR) is a meaningful trend valued by firm stakeholders, it is still not clear how the marketing department integrates corporate-level social responsibility strategy into its departmental activities i.e. socially responsible marketing activities (SRMA) and whether such activities can benefit the department. Using legitimacy as the underlying theoretical explanation, this paper aims to study two instrumental returns from SRMA at the marketing department level, i.e. marketing department’s performance – impact outside the firm on multiple marketing-related outcomes and influence within the firm – the power of the marketing department compared to other departments. Design/methodology/approach Three studies were performed. Study 1 is a survey that offers a validated measure of SRMA and examines its relationship with the focal outcome variables. Study 2 is also a survey that investigates the mediating role of the marketing department’s legitimacy and the moderating role of customers’ interest in social responsibility and uses actual sales data of firms. Study 3 is an experiment that examines the main findings in a controlled setting using participants other than marketing executives i.e. chief executive officers. Findings Study 1 shows that SRMA is different than the closely related variable socially responsible business strategy and is positively related to the marketing department’s performance and influence within the firm. Study 2 complements these findings by demonstrating these impacts are mediated by the marketing department’s legitimacy and strengthened with higher customers’ interest in social responsibility. Study 3 sets the causality between the focal variables and the mediating role of legitimacy. Research limitations/implications This work extends the study of firm-level CSR to the department- and implementation-level, in the context of marketing departments. It reveals the underlying mechanism driving the positive impact of SRMA, i.e. legitimacy, and identifies a moderating condition, i.e. customers’ interest in social responsibility. It further extends research on the role of the marketing department and its contribution to firm performance. Practical implications Marketers can benefit from the reported findings by understanding when and how CSR-related, domain-specific activities that feature the traditional responsibilities of marketing, including market research, customer relationship management and the product, promotions, price and place (4Ps) may be reshaped to include a broader set of stakeholders and a socially responsible angle and thereby generate more legitimacy and impact – inside and outside the firm. Originality/value This study provides a novel perspective on how marketing departments evaluate CSR in their daily activities where such engagement vests increasing returns to the marketing department and underpins the successful implementation of CSR.

PENINGKATAN KOMPETENSI BISNIS ONLINE BAGI GURU MGMP BISNIS DARING DAN PEMASARAN DI SURABAYA

ABSTRAKKegiatan Pengabdian Kepada Masyarakat (PKM) ini bertujuan meningkatkan kompetensi dan skill guru-guru Musyawarah Guru Mata Pelajaran (MGMP) Jurusan Bisnis Daring dan Pemasaran di Surabaya dalam bidang bisnis online. Metode pelaksanaan kegiatan PKM yaitu melalui pelatihan dan pendampingan: a) Merancang strategi Bisnis Online b) merancang pembuatan website. c) merancang prosedur Pemasaran Online dengan menggunakan/ memanfaatkan e-mail dan Media Sosial. d) melakukan pemasaran melalui situs mobile. e) membuat Blog. Hasil Pelatihan yang dilaksanakan dirasa bermanfaat bagi mitra, dimana dari segi kompetensi pengetahuan yang didapat setelah kegiatan PKM, 86% peserta memberikan respon sangat setuju, dan 14% menjawab setuju. Para peserta mengharapkan adanya kegiatan seperti ini lagi, dimana ada kelanjutan kegiatan webinar atau pelatihan mengenai bisnis online. Akan tetapi dalam pelaksanaan selanjutnya peserta mengharapkan kegiatan untuk dilakukan secara luring atau offline sehingga kegiatan serupa bisa terlaksana lebih maksimal lagi. Kata kunci: bisnis online; MGMP BDP kota Surabaya; pelatihan ABSTRACTThis Community Service activity aims to improve the competence and skills of MGMP teachers of the Online Business and Marketing Department in Surabaya in the field of online business. The method of implementing PKM activities is through training and mentoring: a) Designing Online Business strategies b) designing website creation. c) designing On-line Marketing procedures by using/utilizing e-mail and Social Media. d) conduct marketing through mobile sites. e) create a blog. The results of the training carried out were felt to be useful for partners, where in terms of knowledge competence obtained after PKM activities, 86% of participants responded strongly agree, and 14% answered agree. The participants hope that there will be more activities like this, where there will be a continuation of webinars or training on online business. However, in the next implementation, participants expect activities to be carried out offline or offline so that similar activities can be carried out more optimally. Keywords: online business; MGMP BDP Surabaya city; training

Implementasi Customer Relationship Management (CRM) di Atria Hotel Malang

Atria Hotel Malang adalah salah satu hotel bintang empat yang terletak di Kota Malang, tepatnya berada di jantung kota Malang. Pihak manajemen hotel perlu menerapkan strategi pemasaran berupa Customer Relationship Management (CRM) untuk menciptakan kepuasan pelanggan terhadap pelayanan yang diberikan. Dalam melaksanakan strategi CRM, ada empat implementasi untuk menciptakan dan mengelola hubungan dengan pelanggan, yaitu: (1) identifikasi; (2) diferensiasi; (3) interaksi; (4) Customize. Metode penelitian yang digunakan peneliti adalah metode penelitian kualitatif. Berdasarkan hasil penelitian dapat disimpulkan bahwa Implementasi Customer Relationship Management (CRM) pada sales and marketing department dalam memelihara dan menjaga hubungan baik dengan pelanggan sudah dilaksanakan dengan baik dalam pengembangan brand awareness kepada publik, namun dalam penerapan customer relationship management masih belum dilakukan secara efektif karena masih terdapat banyak database pelanggan pada corporate segment yang menumpuk dan tidak valid lagi akibat dari pengelolaan hubungan yang tidak merata kepada pelanggan. Atria Hotel Malang memerlukan ide yang kreatif dan inovatif di setiap tahunnya agar mampu meningkatkan kualitas produk dan citra perusahaan di hadapan konsumen.

Implementing Big Data Analytics in Marketing Departments: Mixing Organic and Administered Approaches to Increase Data-Driven Decision Making

This study examines the experience of marketing departments to become fully data-driven decision-making organizations. We evaluate an organic approach of departmental sensemaking and an administered approach by which top management increase the influence of analytics skilled employees. Data collection commenced with 15 depth interviews of marketing and analytics professionals in the US and Europe involved in the implementation of big data analytics (BDA) and was followed by a survey data of 298 marketing and analytics middle management professionals at United States based firms. The survey data supports the logic that BDA sensemaking is initiated by top management and is comprised of four primary activities: external knowledge acquisition, improving digitized data quality, big data analytics experimentation and big data analytics information dissemination. Top management drives progress toward data-driven decision-making by facilitating sensemaking and by increasing the influence of BDA skilled employees. This study suggests that while a shift toward enterprise analytics increases the quality of resource available to the marketing department, this approach could stymie the quality of marketing insights gained from BDA. This study presents a model of how to improve the quality of marketing insights and improve data-driven decision-making.

ANALYSIS OF THE EFFECT OF EMPLOYEE TRAINING AND DEVELOPMENT ON EMPLOYEE ACHIEVEMENT PT PACIFIC MEDAN INDUSTRY MEDAN

This study aims to describe the effect of employee training and development on employee performance at PT Pacific Medan Industry. This research uses simple random sampling method. Research respondents are part of the Marketing Department of PT. Pacific Medan Industry, totaling 85 (eighty five) people. The instrument used is a questionnaire to collect data from training variables, employee development variables, and employee performance variables, multiple linear regression analysis, multiple linear correlation coefficient tests, partial hypothesis testing or t test, simultaneous hypothesis testing or F test, and calculations. coefficient of determination. The results of the descriptive analysis for the training variable are in the fairly good category, the employee development variable and work performance are in the good category at PT Pacific Medan Industry. Industry. Simultaneously, employee training and development has a positive and significant effect on employee performance at PT Pacific Medan Industry. The contribution of training variables and employee development variables to the increase in employee performance variables at PT Pacific Medan Industry is 0.753 or 75.3%, while the remaining 0.247 or 24.7% is influenced by other variables not examined by the authors in this study. such as work motivation, work culture, work discipline, and so on.

Analysis of an Online Digital Marketing: A Case Study

Digital marketing became an effective way to create a relationship with the consumers having its depth and relevance widely used in day-to-day lifestyle. The work associated with this paper is carried out in the marketing department of STYLETRENDZ. It will help to get an idea about digital marketing and how the digital marketing has an impact on revenue generation for digital marketing companies. The paper highlights the methodology of study and analysis of an online media and companies growing economically to sustain in the competitive market. Index Terms: Digital marketing, revenue generation.

ANALYSIS OF LEADERSHIP STYLE BY USING THE MODEL OF HERSEY AND BLANCHARD

Introduction/Main Objectives: This research raises human resources management within the crediting bank, where employees require reliable and competent leadership. Leadership is categorized as the concept of empowering when the leader shares direction, a support system, friendly, synergizing, and providing exemplary examples to his subordinates.Background Problems: Through scientific ways, this study attempted to respond to the research questions, which are: 1) how is the maturity of employees in the Anugerah rural bank located in Purwosari, 2) what are the applications of leadership styles, duty behavior, and relationship behaviors at there, and 3) in which quadrant of leadership styles of the chief of operational, general, administrations, and marketing department? Novelty: The current study engaged four situational leadership in a model. Research Methods: The survey design administered the questionnaire, interviews, and observation to the target samples. The data, then analyzed using descriptive analysis and the range scale. Finding/Results: The operational and general divisions reflect their leadership styles in quadrant II representing a consultation or low task and relationship behavior. Besides, quadrant III, which implies a participating leadership style with high task and relationship behavior, has been practiced by the marketing department. The administrative division tends to use the leadership style from quadrant IV or delegating with high task behavior relationship. Conclusion: Leaders can select any leadership style, but they must remain aware of task and relationship behavior. This recent study has many limitations; hence, the future researcher can apply other leadership styles under different conditions.