New York University (NYU) Major: Direct and Interactive Marketing Thesis: Strategic Marketing Plan for a New Startup Online Audio Company

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1 LINLIN CHAI Iowa State University, College of Business Gerdin Business Building, Ames, IA, Phone (917) EDUCATION Ph.D. Iowa State University (ISU), College of Business Major: Marketing Strategy Minor: International Business Dissertation Topic: Essays on Marketing-NPD interface, Marketing-SCM interface and Marketing-financial interface M.A. M.A. B.A. Michigan State University (MSU) Major: Business Research in International Business Thesis: From Market-based Assets to Shareholder Value: A Meta-Analytic Assessment New York University (NYU) Major: Direct and Interactive Marketing Thesis: Strategic Marketing Plan for a New Startup Online Audio Company Dongbei University of Finance and Economics (DUFE) Major: International Economics and Trade Thesis: Globalization of Chinese Brands: Past, Present and Future RESEARCH INTERESTS Marketing-new product development (NPD) interface, marketing-supply chain management (SCM) interface, marketing- financial interface and international marketing. PAPERS UNDER REVIEW Linlin Chai, S. Arunachalam, and Sridhar N. Ramaswami, CRM Capability and its Consequences Customer Leadership in Supply Chain and Firm Performance, under review, Decision Sciences. Michael J. Barone, Sanjeev Agarwal and Linlin Chai, Use of Market Leadership Claims as a Positioning Strategy in International Markets, under review, Journal of Business Research 1

2 RESEARCH IN PROGRESS Linlin Chai, with Sridhar N. Ramaswami Synergy of Market-based Assets on Firm Performance, Target International Journal of Research in Marketing. Submission in July 2015 (Essay 1 of Dissertation) Linlin Chai with Sridhar N. Ramaswami and S.Arunachalam, Innovation-Oriented Strategic Flexibility and Firm Growth: Does CEO s Social Ties with Marketing and R&D Matter? Target Journal of Marketing. Submission in August 2015 (Essay 2 of Dissertation) Ahmet Kirca H., Linlin Chai, with Tomas G. M. Hult, Nguyen Hang, and Roger J. Calantone, From Market-based Assets to Shareholder Value: A Meta-Analytic Assessment, Target Journal of Marketing Research. Submission in September 2015 Linlin Chai with Sridhar N. Ramaswami and Saurabh Ambulkar, Building Market Responsiveness: Role of Strategic Partnerships and Market Intelligence, Target Journal of Operations Management. Submission in Feb Linlin Chai, with Sridhar N. Ramaswami Synergy of CRM and SCM Process: Concept Refinement, Antecedents and Consequences Data Collection. (Essay 3 of Dissertation), Target Journal of Marketing. Submission in May Linlin Chai, with Sanjeev Agarwal, Salespeople Strategic Insulting, Write-up stage, theoretical paper. CONFERENCE PRESENTATIONS Linlin Chai, Arunachalam Swaminathan and Sridhar Ramaswami, Market Orientation and Firm Performance: The Role of Intellectual and Relational Market-Based Assets. Winter AMA Educators Conference 2013, Las Vegas, Nevada (Abstract published in the Conference Proceedings). Linlin Chai, Arunachalam Swaminathan and Sridhar Ramaswami, Synergic Impact of CRM and other Core Business Processes on Firm Efficiency and Effectiveness, Mittelstaedt Doctoral Symposium, 2013, Lincoln, NE (Full paper published in the Symposium Proceedings) Roger J. Calantone, C. Anthony Di Benedetto, Gaia Rubera and Linlin Chai, Effective Downstream Coupling of Innovations: High Performance Antecedents and Implications for Management, Summer AMA Educators Conference 2010, Boston, NY (Abstract published in the Conference Proceedings) 2

3 DISSERTATION: Essays on Marketing-New Product Development (NPD) Interface, Marketing-Supply Chain Management (SCM) Interface, and Marketing-Financial Interface Chair: Sridhar N. Ramaswami Committee: Stephen Kim, Sanjeev Agarwal, Doug Walker and Pol Herrmann Proposal Defense: 31 July 2015 Final Defense: April 2016 (Expected) Essay 1: Preparation for International Journal of Research in Marketing Synergy of Market-based Assets on Firm Performance Market-based assets, principally of two related types named relational and intellectual, are widely recognized as important indicators of marketing activities, yet marketing executives are challenged to provide their value to a firm. The key objective of this study is to extend the literature in terms of assessing the direct and combined contributions of market-based assets to firm performance. Relational assets refer to the outcome of the relationships with customers (e.g., customer satisfaction and retention); whereas intellectual assets refer to the knowledge residing within the company. Because brands and customers are the two major sources of competitive advantage, I further refine the intellectual assets into branding intellectual assets and customer intellectual assets. The results reveal that, 1) relational assets have a direct impact on firm performance, and this relationship is stronger for firms that excel in customer intellectual assets; 2) customer intellectual assets have a direct impact on firm performance, but not branding intellectual assets; and 3) customer intellectual assets have an indirect impact on firm performance via relational assets, and this indirect impact is stronger for firms that excel in branding intellectual assets. To sum up, this study provides empirical support for the central thesis that relational assets and intellectual assets intertwine and their synergies impact firm performance. This study provides managerial implications for managers on how to optimize the market-based assets to achieve the best outcomes to a firm. Essay 2: Preparation for Journal of Marketing Innovation-Oriented Strategic Flexibility and Firm Growth: Does CEO s Social Ties with Marketing and R&D Matter? Because of globalization, increased competition and technological progress, organizations are increasingly facing an accelerating rate of change in the markets they serve. It is a truism that manner in which firm handle such change is at the heart of their market success or failure. One prescription for handling dynamic business environments is for organizations to increase their strategic flexibility, which is defined as the capability of a firm to sense, precipitate and adapt to environmental changes by altering strategies. 3

4 Therefore, the intent in this study is to show how firms use strategic flexibility in the creative process to impact their innovation outputs and profit performance and how firms can build strategic flexibility capability. I draw upon the upper echelon and social capital literatures to offer and test the proposition that the CEO plays a central role in using his/her intra-firm social capital to build this capability. This proposition is based on the notion that the development of a strategic capability will not be possible without leadership from the top managers of the firm. Specifically I examine the role played by two dimensions of CEO s social capital - strength of ties and breadth of ties- with the marketing and R&D functions. Using stochastic frontier method, I create an index to measure strategic flexibility capability and use this index to understand its drivers and consequences. I find that tie strength has a positive impact on strategic flexibility capability, but the tie breadth has a negative impact. The interesting implication of this finding is that the more people a CEO knows in the company and the longer the interaction between the two parties, the less flexibility the CEO can foster within the firm. This study also supports the positive impact of strategic flexibility capability on a firm s growth. Essay 3: Data Collection Synergy of CRM and SCM Process: Concept Refinement, Antecedents and Consequences Synergy between customer relationship management (CRM) and supply chain management (SCM) is critical to a firm; however, little is known about the key antecedents of CRM-SCM synergy. Therefore, using in depth interviews with chief marketing officers and supply chain managers, this study aims to identify the key antecedents of CRM-SCM synergy. The plan is to adopt a conjoint analysis method to rank the relative importance of antecedents identified in interviews to develop a CRM-SCM synergy index. To demonstrate the value of this synergistic index, I will link it to the firm value. This study will use multiple data sources including in depth interviews, survey data and secondary data. Now I am conducting the interviews with managers on the key antecedents of CRM-SCM synergy. Survey data and secondary data collection will start in Aug HONORS AND AWARDS Inaugural AMS Doctoral Consortium Fellow 2015 AMS Doctoral Consortium Grant 2015 Doctoral Dissertation Grant, College of Business, Iowa State University 2015 ISBM Business Marketing Doctoral Fellow 2014 Professional Advancement Grant, Iowa State University 2012 Mittelstaedt Doctoral Symposium Fellow 2013 Professional Advancement Grant, Michigan State University 2010 Summer Research Grant, Michigan State University

5 Graduate Student Fellowship, New York University 2006, 2007 Dissertation Research Award, Dongbei University of Finance and Economics 2003 Dalian Excellent Student, Dalian City, China 2003 TEACHING INTERESTS Principles of marketing, marketing research, database mining, social and digital media marketing, data analytics, internet marketing, customer relationship management, business-to-business marketing, marketing channel and logistics, marketing strategy and global marketing. TEACHING EXPERIENCE Sole Instructor: Principles of Marketing (at ISU) Rating for the course as a whole o Fall /5.0 o Spring /5.0 Sole Instructor: Marketing Research (at MSU) Rating for the course as a whole o Summer /5.0 o Summer /5.0 o Summer /5.0 Teaching Assistant: Marketing Research (at MSU) o Spring 2009 o Fall 2008 Teaching Assistant: Database Mining (at NYU) o Fall 2006 Teaching Assistant: Social and Digital Media Marketing (at NYU) o Summer 2006 Teaching Assistant: Data Analytics (at NYU, Graduate-level Course) o Summer 2007 o Fall

6 REVIEWER Journal of International Marketing, Ad hoc reviewer, AMA Winter Conference, reviewer, 2013 PROFESSIONAL DEVELOPMENT Inaugural AMS Doctoral Consortium, Denver, CO 2015 AMS Annual Conference, Denver, CO 2015 ISBM Business Marketing Doctoral Symposium, San Francisco, CA 2014 AMA Summer Marketing Educator s Conference, San Francisco, CA 2014 Mittelstaedt Doctoral Symposium, Lincoln, NE 2013 AMA Winter Marketing Educator s Conference, Las Vegas, NV 2013 PROFESSIONAL AFFILIATIONS American Marketing Association 2008-Present American Marketing Association DocSig 2012-Present Academy of Marketing Science 2015 Society for Marketing Advances 2015 INDUSTRY EXPERIENCE Marketing Analyst; Drake Direct Marketing Data Scientists, New York, NY Helped clients develop acquisition and retention models to enhance clients performance on marketing and sales programs Analyzed clients customer and product data to produce business intelligence reporting for both the senior management and marketing team Implemented web analytics to improve customers experience to meet the needs of clients Performed marketing database analysis for support Drake Direct s on-going marketing projects Developed, executed, managed, monitored and optimized online campaigns to continuously improve campaign results for Drake Direct Assistant Consultant; YERU Business Consulting Inc., Shanghai, P.R. China Helped clients (such as Hainan Airlines) design and propose customer predictive models through analyzing customer data to create individualized customer profiles that could support clients future business and marketing strategies Conducted various marketing research (e.g., survey, interview, focus group) to help clients better understand their customer s latent needs 6

7 Supported the planning and implementation of corporate image strategy (CIS) for major clients with the aim to create an image that builds on trust and consumer loyalty to all products and services carrying client s brand name Played leadership role in the planning, coordination and execution of various public relations initiatives such as press conference and community events during the SARS outbreak in 2003 that effectively enhanced client s overall corporate image RELEVANT SEMINARS AND COURSEWORK Seminar in Customer Management Strategy Seminar in Marketing Strategy Seminar in Strategic Management of Technology and Innovation Seminar in International Business Theory International Business Research Issues International Marketing Seminar in Consumer Behavior Organizational Theory Statistical Theory for Research Workers Quantitative Methods in Education Research Causal Models in Marketing Econometrics Philosophy of Science Dr. Sridhar Ramaswami, Marketing Dr. Tomas Hult, Marketing Dr. Pol Herrmann, Management Dr. Tomas Hult, Marketing Dr. Tomas Hult, Marketing Dr. Sanjeev Agarwal, Marketing Dr. Russel N. Laczniak, Marketing Dr. Marc Anderson, Management Dr. James Peter, Statistics Dr. Maier Kim, Education Dr. Roger Calantone, Marketing Dr. Jeffrey M. Wooldridge, Economics Dr. Anthony Townsend, Information System REFERENCE Sridhar N. Ramaswami Dean's Faculty Fellow in Marketing Professor of Marketing Iowa State University sramaswa@iastate.edu (515) Tomas Hult Byington Endowed Chair and Professor Director of MSU-CIBER Executive Director and Foundation President Michigan State University hult@broad.msu.edu (517) Russell N. Laczniak Associate Dean for Graduate Programs John and Connie Stafford Fellow Professor of Marketing Iowa State University laczniak@iastate.edu (515) Sanjeev Agarwal Dean s Faculty Fellow in Marketing Professor of Marketing Iowa State University sagarwal@iastate.edu (515)

8 Infographic of Linlin Chai s Research Map 8

9 Infographic of Linlin Chai s Teaching Philosophy Catch Students Interests Clarify Difficult Topics Facilitate Critical Thinking Match Learning Styles Bring a lot of energy to my class Make marketing topics relevant Make marketing to students topics Use relevant multiple to students method teaching techniques (e.g., lectures, Use multiple in-case teaching debate, research techniques projects, (e.g., lectures, group projects, in-case debate, case study, research role playing, projects, visuals group projects, and audios) case study, role playing, visuals and audios) Use mini-case teaching approach Encourage students to discuss questions, and treat mistakes as opportunities to explore and clarify their misunderstanding Encourage students to share their own experience and help each other Provide opportunities to students to compile and synthesize evidence outside the textbooks Respectfully challenge students Challenge answers students to make answers them respectfully think at a to deeper make them level think at a Promote deeper level a safe environment and an expectation Promote a safe for success environment and an expectation for success Match different learning styles and learning rates via course customization Provide more visualbased materials for visual learners (e.g., Chinese, Korean, Japanese students) Customize time given to students in class discussion (e.g., more time to reflection oriented learners) I view myself not only as an expert to deliver information, but also as a facilitator of learning 9