Department of Marketing College of Business Florida State University Strategic Plan

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1 Department of Marketing College of Business Florida State University Strategic Plan Updated Version Adopted December 10, 2007 International Acclaim. Individual Attention.

2 Department of Marketing Strategic Plan Mission Statement Our mission is to educate the next generation of marketing, sales, operations, supply chain, and multinational business professionals in an atmosphere that values innovation, excellence, and integrity. We recognize that this is a multifaceted effort consisting of quality scholarly research, innovative curriculum, and active participation in the broader community of our profession and society. Core Values In support of our mission, we embrace several core values: We value innovation in teaching and research, and constantly strive to push the boundaries of marketing theory and practice. We constantly seek new opportunities to disseminate marketing knowledge to our students, colleagues, business professionals, and society. We value excellence in all that we do, and continuous improvement to ensure that we do not become complacent. We value integrity in our interactions with colleagues, students, and the community at large. We seek to act in accordance with the highest standards of professionalism at all times. We value collegiality and strive to be a supportive community of scholars and colleagues. We ensure that our commitment to each other and our mission remains strong. About the Marketing Department Relative to other marketing departments around the world, ours is unique in terms of composition and focus. In addition to faculty in the traditional areas of marketing and consumer behavior, our department also houses faculty in operations management, operations research, supply chain management, and multinational business operations. In most colleges of business, these faculty groups reside in separate departments. Our ability to leverage the synergies among these academic areas is a key competitive advantage and strength for our department. In addition, most of our faculty (regardless of academic area) have a scholarly focus in services marketing or service operations management. This is also a key strength of our department in that our services focus coincides with the thrust of our nation s and state s economies, virtually all of the placement opportunities for our marketing graduates, and a growing scholarly interest in the interdisciplinary nature of services.

3 Strategic Thrust of the Department This strategic plan takes advantage of our key strengths in interdisciplinary synergy and services focus to develop more robust teaching, research, and service opportunities for our faculty, students, and community. Specifically, our strategic thrust is based on two interrelated facets: the growing importance of services science and the increasing challenges faced by sales professionals. Services science is an interdisciplinary approach aimed at improving operations, performance, and innovation in the service industries that dominate our nation s economy. As a field of study, services science fosters a broad perspective that includes research from marketing, operations management, engineering, economics, law, technology, and human resources to tackle the problems of service quality, productivity, efficiency, and innovation that plague service industries around the world. This need for an interdisciplinary perspective carries over into the sales force and their ability to foster long-term customer relationships. In today s business climate, salespeople are heavily involved in new product/service development, supply chain management, strategic planning, and the facilitation of international commerce. Departmental Goals and Action Steps This document outlines our plans for the next five years. Our strategy and goals are consistent with our mission and values, as well as the mission and strategic plan of the College of Business and Florida State University. Although the strategic thrust of our plan is based on orienting our department toward services and professional selling, our overall plan is designed to support our College s goal of becoming a preeminent college of business. As a result, our goals and action steps are specifically designed to coincide with the College s strategic goals: 1. Become a preeminent College of Business 2. Create a stronger sense of community within the College 3. Explore innovative teaching and curriculum 4. Create and disseminate knowledge 5. Infuse global principles throughout the College 6. Infuse ethical leadership principles throughout the College 7. Engage in exemplary service We recognize that many of our goals and action plans require significant investments of time, energy, and financial resources. However, these investments are needed to move our department toward preeminence.

4 College Goal #1: Become a Preeminent College of Business The College s goal of becoming a preeminent College of Business is based on facets such as branding, increased funding, increased industry participation, the creation of centers of excellence, and the quality of our faculty and students. Department Goal #1: Develop and launch the Center for Service Innovation (CSI) and the Center for Sales Leadership (CSL) The purpose of the proposed Center for Service Innovation (CSI) and the Center for Sales Leadership (CSL) is to encourage excellence in education, research, and public service related to service science and professional selling. Both centers will be housed in the College of Business, and will interdisciplinary in both scope and operation. Each center will serve as a means of collaboration and coordination among a variety of programs at FSU and will act as a conduit of education, research, and service for students, business executives, federal, state, and local governments, political leaders, industry analysts, and academic researchers. Submitted, but denied 1. Partner with the College of Engineering to develop a Pathways of Excellence proposal in Services Science 2. Seek external funding to name and endow the Center for Service Innovation (proposal is developed) 3. Hire two additional faculty in the sales/services area 4. Develop a proposal for the Center for Sales Leadership 5. Seek external funding to name and endow the Center for Sales Leadership 6. Add an Executive-in-Residence in Sales or Services On Hold Dean and department chair Departmental faculty Dean and department chair Departmental faculty recruiting committee

5 Department Goal #2: Increase Recognition and Funding of the Marketing Department There are three main objectives within this goal. First, the department needs to do a better job in communicating with alumni at all levels. This can enhance the awareness and reputation of our efforts. Second, the department needs to increase the level of recurring funds that are available in the department s foundation account. This would allow us to better support research and instruction among our faculty and doctoral students. We feel that the creation of an advisory board, a departmental newsletter, a new major in Professional Selling, and launching a regional marketing/sales conference will help us achieve these objectives. Finally, to attract and retain the highest quality faculty, we will work with the Dean to find creative solutions to ongoing issues related to faculty salary inversion and adjustments needed to raise faculty salaries to national market averages. 1. to attend AACSB seminar on advisory boards 2. Develop a Marketing Department newsletter Spring Communicate with Ph.D. alumni to garner feedback and funding aimed at improving the quality of the doctoral program Doctoral program director and department chair 4. Actively pursue President s Club members dedicated to the Marketing Department Dean, department chair 5. Establish a Marketing Department Advisory On Hold by request Dean, department Board 6. Establish a Professional Selling Advisory Board to increase funding for the sales program 7. Establish a new undergraduate major in Professional Selling 8. Develop and launch a regional marketing/sales conference 9. Work with the Dean to resolve issues related to faculty salary inversion and adjustments needed to raise faculty salaries to national market averages. of Dean and ongoing Pending funding of Sales Center chair, and director of the sales program Undergraduate curriculum committee

6 College Goal #2: Create a Stronger Sense of Community The College s goal of creating a better sense of community is based on facets such as branding initiatives within each major, celebrating faculty and student accomplishments, involving staff in decision making, and increasing overall communication. Department Goal #3: Increase Departmental Pride and Collegiality The Marketing Department has always maintained a great deal of pride and collegiality. In fact, we consider collegiality to be among our major strengths and one of the reasons that most of our faculty have been with the university for a relatively long time. It is also one of the strengths of our doctoral program in that collegiality encourages significant research collaboration. 1. Create department-branded t-shirts or polo s in conjunction with the AMA student group, but needs revision, AMA faculty advisor 2. The department will become a hub of information regarding faculty and student accomplishments and will make such information available on a regular basis. 3. Regular updating of the Department News section of our website 4. Increase transparency of decision making within the department 5. Maintain emphasis on regular departmental social engagements that include faculty, staff, and doctoral students (biweekly happy hour, back-to-school party, holiday social, spring fishing trip) College Goal #3: Explore Innovative Teaching and Curriculum The College s goal of exploring innovative teaching and curriculum is based on facets such as experimentation, hybrid courses, niche courses, and general curriculum revision. Department Goal #4: Restructure Undergraduate Marketing Curriculum Both majors housed in the Marketing Department (marketing and multinational business) are popular with students. In addition, all three tracks in the marketing degree (service operations, personal selling, and supply chain management) are popular. However, the demand for the sales concentration is growing rapidly. Furthermore, the regional business community has become very interested in our sales students. Many of these businesses are willing to support this program financially. As a result, our faculty feel that adding a major in Professional Selling will 1) allow us to better meet the needs of students and businesses, and 2) create a significant fundraising mechanism through the creation of a Professional Selling advisory board. Another

7 major change will involve the conversion of the Multinational Business major into a certificate program. This change will permit more students to explore international issues in business practice. Finally, our faculty are interested in working with others in the College and across campus to develop additional undergraduate majors and concentrations. 1. Hire additional faculty in the sales area Departmental faculty recruiting committee 2. Establish a new undergraduate major in Professional Selling 3. Establish a Professional Selling Advisory Board to increase funding for the sales program 4. Convert the Multinational Business major into a certificate program 5. Add an undergraduate certificate program in Professional Selling aimed at other majors 6. Create a basic marketing course for business minors (possibly offered online) 7. Work with others to develop new undergraduate majors, concentrations, or certificates in areas such as financial services marketing, real estate marketing, healthcare administration, engineering management, or marketing and mass communication. and ongoing In place by Fall 2012 On Hold Undergraduate Curriculum and director of the sales program Undergraduate Curriculum Undergraduate Curriculum Undergraduate Curriculum

8 Department Goal #5: Restructure Graduate Marketing Curriculum One of the major resource constraints in our department is the fact that current MBA offerings are too closely tied to individual faculty. Hence, faculty turnover, sabbaticals, or professional leaves interrupt our ability to offer these courses on a consistent basis. By refocusing our MBA concentration, we can offer courses that can be taught by a wider range of faculty. Our faculty are also interested in working with others in the College or across campus to develop additional graduate programs. Cancelled by Master s Policy Master s Policy 1. Convert current 3-course (9 hour) MBA concentration into a 2-course (8 hour) concentration. Courses to be Supply Chain I and Supply Chain II. 2. Streamline all MBA elective course offerings across the full-time, part-time, and online programs. 3. Work with others to develop new graduate programs in areas such as healthcare administration, engineering management, joint degrees (MBA/MD, MBA/Nursing, MBA/Engineering, MBA/Mass Communication), and/or online professional certificates., but MS in Marketing to launch Spring 2011 Master s Policy College Goal #4: Create and disseminate knowledge The College s goal of creating and disseminating knowledge is based on facets such as increasing A quality research, developing new centers of excellence, participating in the Pathways of Excellence initiative, and increasing funded research. Department Goal #6: Increase the Quality of Faculty Research Our faculty already excels with respect to publishing high quality academic research. However, consistent with our Pathways of Excellence initiative and our two center proposals, we need to take steps to encourage more faculty to pursue contract and grant funding. We expect that this funding would not only increase research output, but it would also allow the department to grow the doctoral program without seeking additional resources from the College. Summer faculty internships are also a key way to increase research quality. Finally, the department is currently developing an online subject pool (ilab) to allow research studies to be done more efficiently than using student subjects in the classroom.

9 1. Pursue Pathways of Excellence 2. Develop and launch the Center for Service Innovation and the Center for Sales Leadership 3. Send faculty to contracts and grants workshops 4. Provide release time to faculty who make a commitment to pursue contracts and grants 5. Pursue summer faculty internships 6. Orient departmental merit criteria toward the Department faculty publication of high quality research 7. Develop ilab an online panel (subject pool) of research participants Cancelled, Qualtrics adopted by College and doctoral 8. Develop proposal to name and endow the Distinguished Marketing Scholars Series 9. Seek funding to name and endow the Distinguished Marketing Scholars Series (now the Wachovia Scholars Series) program director Dean and department chair College Goal #5: Infuse Global Principles Throughout the College The College s goal of infusing global principles throughout the College is based on facets such as cultivating an international focus, working with the International Programs Office, and encouraging more faculty to participate in study abroad programs. Department Goal #7: Expand International Awareness Among Faculty and Students Given that our department houses the Multinational Business Operations (MULBUS) degree program, we will take the lead in promoting international awareness among faculty and students. We will work to create an undergraduate certificate in MULBUS as a creative way to allow students to learn about this critical area without requiring them to major in MULBUS. In terms of both international awareness and course scheduling, we plan to encourage more faculty and students to participate in FSU International Programs, particularly during the summer. We will continue to maintain and promote the International Business Association, our student organization. Given the large Hispanic constituency in Florida and beyond, we will investigate developing joint, interdisciplinary courses in Hispanic Marketing. 1. Convert the Multinational Business major into a certificate program Undergraduate Curriculum

10 2. Encourage broader participation among faculty to teach abroad during the summer 3. Encourage more students to participate in FSU International Programs 4. Maintain and promote the International Business Association 5. Collaborate with the College of Communication to examine the potential of interdisciplinary courses or programs in Hispanic-related marketing 6. Work with the dean to add a faculty line in Multinational Business On Hold Departmental advisors Marketing faculty Departmental faculty recruiting committee College Goal #6: Infuse Ethical Leadership Principles Throughout the College The College s goal of infusing ethical leadership principles throughout the College is based on facets such as creating an ethics center, inviting speakers to campus, and funding the Bowden Center for Ethical Leadership. Department Goal #8: Expand Ethical Awareness Among Faculty and Students The nature of marketing as an academic discipline naturally orients classroom instruction toward ethics and social responsibility in virtually every course offered by the department. We intend to work closely with others in the College to ensure that broad-based coverage of ethics in provided throughout the curriculum. 1. Work closely with the ethics roundtable and the Bowden Center for Ethical Leadership On Hold 2. Use the Distinguished Marketing Scholars Series to bring recognized experts in business ethics to campus and doctoral program director 3. Leverage the Hardwick and Pfizer gifts to create educational opportunities in ethics and social responsibility, MS in Marketing to launch Spring 2011 Dean and department chair

11 College Goal #7: Engage in Exemplary Service The College s goal of engaging in exemplary service is based on facets such as interacting with the outside community, creating annual conferences, rewarding faculty service participation, and adopting community service projects. Department Goal #9: Expand Departmental Service Activities The Marketing Department has always excelled in service to the discipline, the university, and the college. We anticipate making stronger service contributions through the Center for Service Innovation and the Center for Sales Leadership. 1. Give faculty release time for significant service activities that are consistent with the mission of the department and the College 2. Give faculty release time and recognition for service activities that are consistent with active participation in the Marketing discipline and that bring national and international notoriety to the department (e.g., editorships, journal editorial review boards, conference program chairs, prestigious honorary appointments) 3. Develop and host a regional conference in marketing or sales with respect to sales

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