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The rapidly emerging digital economy is challenging the relevance of existing marketing practices, and a radical redesign of the marketing curriculum consistent with the emerging student and business needs of the 21st century is required. To remain relevant to our students and to the ultimate consumers of our output, businesses, the marketing curriculum must evolve with both the changing technological environment and the way marketing is perceived by its own academic architects. After an overview of recent marketing trends, this article describes the need for a fundamental change in the teaching of marketing in today’s environment, performs a curriculum audit of existing digital marketing initiatives, and then details a new curriculum reflective of marketing in a digital age and an approach to implement it. Finally, the new major is discussed in the context of specific challenges associated with the new age of marketing. The approach developed here provides other universities a target to serve as one measure of progress toward a curriculum more in tune with the emerging digital environment.

Recent research has addressed the heterogeneity among MNEs in terms of their tendency to agglomerate. In this paper, we extend the scope of the firm-specific attributes considered to affect this agglomeration tendency by examining product differentiation. We find significant association between product differentiation and the preferences of firms for proximity to other firms in their industry. These findings imply that the value of agglomeration varies for firms pursuing different product differentiation strategies. We propose a conceptualization of product and location differentiations as two related dimensions of MNEs’ strategy. Journal of International Business Studies (2005) 36, 415–434. doi:10.1057/palgrave.jibs.8400151

Some radically new, technological products soar smoothly from introduction to stunning market growth, just as textbooks say they should. However, that is not always the case, nor is it even the most likely outcome. The case of the videophone is an extreme one to be sure but it offers six important lessons that apply to many other radically new technological products: (1) not every new technology leads to stunning market success; (2) just because the press says it will, does not mean it will; (3) growth often takes longer than expected; (4) growth often reaches lower levels than expected; (5) technological convergence is not a certainty; and (6) innovations involving complex systems face more hurdles to market acceptance than “stand-alone” innovations.

As business becomes more global in scope, managers are increasingly looking to both traditional and net-centric market research to provide direction in this increasingly uncertain world. This analysis provides firsthand accounts from industry experts and practitioners via interviews and surveys of the current state, future trends and risks facing the market research industry in the emerging information economy.

As we enter the brave new world of interactive digital technology, teachers of International Business are being confronted with the problems and opportunities associated with integrating the new medium with a subject area that is inherently geographically dispersed. This analysis extends the traditional marketing tradeoffs between richness (depth of knowledge) and reach (geographic area coverage) to the emerging technology-mediated education industry, and then specifically evaluates their effect on the teaching of International Business. We believe that interactive learning, particularly as it applies to team building and problem solving in a multicultural environment, will prove valuable as the next generation of business leaders begins to emerge from academic institutions.

United Nations Conference on Trade and Development (UNCTAD). 2001. World Investment Report 2001: Promoting Linkages. New York and Geneva:United Nations. 384 pages. ISBN: 92-1-112523-5.

The analysis identifies factors driving the modality choices used by US firms to enter the European telecommunications marketplace during the 1990s. Using three independent research streams (an in-depth case study; a survey of major US players; a micro-look at an individual firm's foreign projects), it was found that complex interactions among country size, government role, technology, firm, and project variables affect firms' international modality choice behaviors; that an eclectic evolutionary theory of telecommunications investment appears most appropriate; that a tentative theory/research/policy agenda can be developed for the future based on inferences drawn from the exploratory analysis.

We examine the extent to which the eclectic paradigm of international production, and its composite theories, can help explain the coming E-commerce revolution. Our findings are that the basic tenets of the paradigm appear to hold well, but the operational application of several of the constituent parts and the context in which they are being considered, need to be redefined in the light of some of the unique characteristics of Internet transport.

Services account for over 50 percent ($3.6 trillion) of the 1997 gross domestic product for the USA, and more than 25 percent of world trade. However, information technology and the Internet are causing fundamental changes in the economics of service industries as new, network‐based, global e‐commerce business models emerge and begin to dominate. This analysis attempts to isolate the key factors driving the competitive transformation and globalization of the services industries. Highlights how the Internet is changing the level of information asymmetry between the buyer and seller and how this in turn is altering industry profitability.

Much has been written about how the Internet removes time and locational constraints associated with global commerce (Wymbs, 1997).Traditional studies describing international activity focus on how firms and individuals from two or more cultures, countries or regions are broughttogether to accomplish a particular business purpose. The Internet, as an informational exchange medium, is beginning to be used in international business; however, the specific areas where it creates value are just being defined. The intent of this study is to identify those areas where the Internetvia electronic commerce will have the greatest effect in changing the relative components of the value chain and then explore areas of international business (International Trade, Foreign Direct Investment and Strategic Alliances) which likely would be early users of the Internet. Research questions that will be partially addressed in this analysis include: - Does the current information-intensive environment represent a fundamental change in the business paradigm of just five years ago? - If so, how will electronic commerce transform business and redefine the nature of products and the form of deliverables? - How will electronic commerce affect trade, foreign direct investment and strategic alliances of global firms?

Telecommunications is a critical sector which dramatically shapes New Jersey’s role in a globalizing economy from both a service and a technology perspective. New Jersey has universal telephone service, more than 500 service providers and the lowest telephone rate in the nation and in virtually all developed countries (Perone, 1996). On the technology side, (State, NJ, 1996) reported that New Jersey has more engineers and scientists per capita than any other state in the United States, more software engineers than any state except California, and more privately funded basic and applied research in telecommunication related areas, e.g., software, microprocessors, voice, video and data compression, etc., than any other state and all but a few nations in the world. New Jersey also has the highest density of cable TV users and is a global center for the research in High Definition Television (HDTV) and the establishment of its standards (Sherman, 1995). In addition, New Jersey is the home of the second largest provider of paging and personnel communication services in the United States and a lead player in the Caribbean and Canadian markets (MobileMedia, PR, 1996).