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Modern Database Management Free Pdf

  • Step 1 of 16

    a.

    Data:

    • Data is basically the collection of raw or recorded facts,figures, or numbers.

    • It is unorganized and has no meaning.

    • Data by itself is useless and cannot be put to use in itsnative form.

    • Data exists in a variety of form such as number, value,variable, and so on.

    • For example: Employee number, employee name, job, salary.

  • Step 2 of 16

    b.

    Information:

    • Information is data which is organized and has meaning.

    • It is the collection of processed data and figures.

    • It can be used to derive relevance from the existing data andcan be put to use.

  • Step 3 of 16

    c.

    Metadata

    • Description about data or data about data is calledmetadata.

    • It provides the description about the characteristics orproperties of end user data and environment of the data.

    • The main use of metadata is to help discover the informationwhich is required quickly and effortlessly.

  • Step 4 of 16

    d.

    Database application

    • A database application serves as a medium between the user andthe DBMS.

    • It is a set of related programs that provide information tothe user.

    • It is an application program which performs updating,entering, and retrieving information from the database on behalf ofthe database users.

    • The application program is used to interact with the user. Theuser enters the information in the form and the information isprocessed by the application program.

  • Step 5 of 16

    e.

    Data warehouse

    • Data warehouse refers to a database which is used forreporting and data analysis.

    • Data warehouse is defined as central repository of the datathat is created with the help of integrating the data from manysources.

    • A combination of two or more databases from an enterprisedatabase system is called a Data warehouse.

    • Current as well as historical data can be stored into a datawarehouse and this data can be used for creating reports.

  • Step 6 of 16

    f.

    Constraint

    • Constraint is the condition which has to be followed andcannot be violated by the users.

    • Database management system insists the database designer toimplement the integrity constraint.

    • An entity integrity constraint specifies that every table musthave a primary key and the primary key should contain unique valuesand cannot contain null values.

  • Step 7 of 16

    g.

    Database

    • Database is collection of related data, stored in an organizedmanner in the tables according to the user specified forms.

    • It is a collection of needed information, data, and facts,figures and is managed by a special type of software known as theDBMS.

    • In database, one can perform the operation such as storing,manipulating, and retrieving the data.

  • Step 8 of 16

    h.

    Entity

    • An entity is a person, place, event, idea or any real objectfor which user wants to store in the database.

    • Entity is the basic block for building the data collectedabout person, place, event, or thing.

    • Entities has attributes that describe the entity.

    • Employee, orders, sales, students, and products are theexamples of entities.

  • Step 9 of 16

    i.

    Database management system

    • DBMS is a collection of programs that enables users tocreate, maintain, and manipulate a database.

    • The DBMS is a general purpose software system thatfacilitates the process of defining, constructing, and manipulatingdatabase.

  • Step 10 of 16
    j.

    Client/server architecture:

    • Client/server architecture is a distributed application thatseparates the workload between the client and server.

    • Database in the server performs the operation needed by theclient and sends it to the client.

    • User interface function of the client is managed by theapplication program.

    • Server shares the resources with the client.

    • Client doesn’t share the resources but requests the resourcesfrom the server.

  • Step 11 of 16

    k.

    Systems development life cycle (SDLC):

    • SDLC provides the groundwork to develop an information systemproject.

    • It refers to the end-to-end process of designing, building,and delivering an Information System (IS) that will meet therequirements of the business processes.

  • Step 12 of 16

    l.

    Agile software development:

    • This process involves the simple and iterative applicationdevelopment in which every iteration includes the planning,requirement analysis, testing, coding, design, anddocumentation.

    • It is an approach for the development of database andsoftware.

    • It focuses on the individuals and interaction, working of thesoftware, customer relationship, and response to the feedback.

  • Step 13 of 16

    m.

    Enterprise data model

    • It is the initial stage in the software development andspecifies the scope and general content of the organizationaldatabase.

    • It creates the graphical model of the database used by theorganization.

  • Step 14 of 16

    n.

    Conceptual data model (or schema)

    • It is a specification which is detailed and does not depend ontechnology to give the general structure of database.

    • Conceptual schema is the output of the conceptual modelingphase.

    • The conceptual schema hides the details of physical storagestructures and concentrates on describing entities, data types,relationships, user operations and constraints.

  • Step 15 of 16

    o.

    Logical data model (or schema)

    • Logical data model represents the domain information in aconceptual form.

    • It represents the data for a data management technology suchas relational model.

    • Elements of the relational model are tables, rows, columns,primary key, foreign key, and constraints.

  • Step 16 of 16

    p.

    Physical data model (or schema)

    • Physical data models are used to described data at the lowestlevel.

    • It provides the information that how the particular managementsystem stores the data from the logical schema into computer’ssecondary memory.

    • Each logical schema contains one physical schema.

Marketing

Modern Database Management, 11th edition. Author: Heikki Topi, Jeffrey A. Hoffer, Ramesh Venkataraman ISBN-10:. Modern Database Management presents sound pedagogy and includes topics that are critical for the practical success of database professionals. Download PDF (124 MB) Related eBooks. This is completed downloadable package SOLUTIONS MANUAL for Modern Database Management 12th Edition by Jeffrey A. Hoffer, Ramesh Venkataraman, Heikki Topi Instructor Manual, Case studies (SQL, MS Access Files) are included. Visit link for free download sample: Solutions Manual Modern Database Management 12th Edition by Hoffer Venkataraman Topi.

Business administration
Management of a business
  • Change
  • Commercial
  • Enterprise resource planning
  • Human resource
  • Network
  • Operations
  • Risk
  • Systems

Marketing management is the organizational discipline which focuses on the practical application of marketing orientation, techniques and methods inside enterprises and organizations and on the management of a firm's marketing resources and activities.

  • 1Structure

Structure[edit]

Marketing management employs tools from economics and competitive strategy to analyze the industry context in which the firm operates. These include Porter's five forces, analysis of strategic groups of competitors, value chain analysis and others.[1]

In competitor analysis, marketers build detailed profiles of each competitor in the market, focusing on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor's cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of vertical integration, historical responses to industry developments, and other factors.

Marketing management often conduct market research and marketing research to perform marketing analysis. Marketers employ a variety of techniques to conduct market research, but some of the more common include:

  • Qualitative marketing research, such as focus groups and various types of interviews
  • Quantitative marketing research, such as statistical surveys
  • Experimental techniques such as test markets
  • Observational techniques such as ethnographic (on-site) observation

Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis.

Brand audit[edit]

A brandaudit is a thorough examination of a brand's current position in an industry compared to its competitors and the examination of its effectiveness. When it comes to brand auditing, six questions should be carefully examined and assessed:

  1. how well the business’ current brand strategy is working,
  2. what the company's established resource strengths and weaknesses are,
  3. what its external opportunities and threats are,
  4. how competitive the business’ prices and costs are,
  5. how strong the business’ competitive position in comparison to its competitors is, and
  6. what strategic issues are facing the business.

When a business is conducting a brand audit, the goal is to uncover business’ resource strengths, deficiencies, best market opportunities, outside threats, future profitability, and its competitive standing in comparison to existing competitors. A brand audit establishes the strategic elements needed to improve brand position and competitive capabilities within the industry. Once a brand is audited, any business that ends up with a strong financial performance and market position is more likely than not to have a properly conceived and effectively executed brand strategy.

A brand audit examines whether a business’ share of the market is increasing, decreasing, or stable. It determines if the company's margin of profit is improving, decreasing, and how much it is in comparison to the profit margin of established competitors. Additionally, a brand audit investigates trends in a business’ net profits, the return on existing investments, and its established economic value. It determines whether or not the business’ entire financial strength and credit rating is improving or getting worse. This kind of audit also assesses a business’ image and reputation with its customers. Furthermore, a brand audit seeks to determine whether or not a business is perceived as an industry leader in technology, offering product or service innovations, along with exceptional customer service, among other relevant issues that customers use to decide on a brand of preference.

A brand audit usually focuses on a business’ strengths and resource capabilities because these are the elements that enhance its competitiveness. A business’ competitive strengths can exist in several forms. Some of these forms include skilled or pertinent expertise, valuable physical assets, valuable human assets, valuable organizational assets, valuable intangible assets, competitive capabilities, achievements and attributes that position the business into a competitive advantage, and alliances or cooperative ventures.

Modern

The basic concept of a brand audit is to determine whether a business’ resource strengths are competitive assets or competitive liabilities. This type of audit seeks to ensure that a business maintains a distinctive competence that allows it to build and reinforce its competitive advantage. What's more, a successful brand audit seeks to establish what a business capitalizes on best, its level of expertise, resource strengths, and strongest competitive capabilities, while aiming to identify a business’ position and future performance.

Marketing strategy[edit]

Two customer segments are often selected as targets because they score highly on two dimensions:

  1. The segment is attractive to serve because it is large, growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or other factors; and
  2. The company has the resources and capabilities to compete for the segment's business, can meet their needs better than the competition, and can do so profitably.[2]

A commonly cited definition of marketing is simply 'meeting needs profitably'.[3]

The implication of selecting target segments is that the business will subsequently allocate more resources to acquire and retain customers in the target segment(s) than it will for other, non-targeted customers. In some cases, the firm may go so far as to turn away customers who are not in its target segment. The doorman at a swanky nightclub, for example, may deny entry to unfashionably dressed individuals because the business has made a strategic decision to target the 'high fashion' segment of nightclub patrons.

In conjunction with targeting decisions, marketing managers will identify the desired positioning they want the company, product, or brand to occupy in the target customer's mind. This positioning is often an encapsulation of a key benefit the company's product or service offers that is differentiated and superior to the benefits offered by competitive products.[4] For example, Volvo has traditionally positioned its products in the automobile market in North America in order to be perceived as the leader in 'safety', whereas BMW has traditionally positioned its brand to be perceived as the leader in 'performance'.

Ideally, a firm's positioning can be maintained over a long period of time because the company possesses, or can develop, some form of sustainable competitive advantage.[5] The positioning should also be sufficiently relevant to the target segment such that it will drive the purchasing behavior of target customers.[4]To sum up,the marketing branch of a company is to deal with the selling and popularity of its products among people and its customers, as the central and eventual goal of a company is customer satisfaction and the return of revenue.

Implementation planning[edit]

The Marketing Metrics Continuum provides a framework for how to categorize metrics from the tactical to strategic.

If the company has obtained an adequate understanding of the customer base and its own competitive position in the industry, marketing managers are able to make their own key strategic decisions and develop a marketing strategy designed to maximize the revenues and profits of the firm. The selected strategy may aim for any of a variety of specific objectives, including optimizing short-term unit margins, revenue growth, market share, long-term profitability, or other goals.

After the firm's strategic objectives have been identified, the target market selected, and the desired positioning for the company, product or brand has been determined, marketing managers focus on how to best implement the chosen strategy. Traditionally, this has involved implementation planning across the '4 Ps': product management, pricing (at what price slot does a producer position a product, e.g. low, medium or high price), place (the place or area where the products are going to be sold, which could be local, regional, countrywide or international) (i.e. sales and distribution channels), and promotion.

Taken together, the company's implementation choices across the 4 P's are often described as the marketing mix, meaning the mix of elements the business will employ to 'go to market' and execute the marketing strategy. The overall goal for the marketing mix is to consistently deliver a compelling value proposition that reinforces the firm's chosen positioning, builds customer loyalty and brand equity among target customers, and achieves the firm's marketing and financial objectives.

In many cases, marketing management will develop a marketing plan to specify how the company will execute the chosen strategy and achieve the business' objectives. The content of marketing plans varies for each firm, but commonly includes:

  • An executive summary
  • Situation analysis to summarize facts and insights gained from market research and marketing analysis
  • The company's mission statement or long-term strategic vision
  • A statement of the company's key objectives, often subdivided into marketing objectives and financial objectives
  • The marketing strategy the business has chosen, specifying the target segments to be pursued and the competitive positioning to be achieved
  • Implementation choices for each element of the marketing mix (the 4 P's)

Project, process, and vendor management[edit]

More broadly, marketing managers work to design and improve the effectiveness of core marketing processes, such as new product development, brand management, marketing communications, and pricing. Marketers may employ the tools of business process reengineering to ensure these processes are properly designed, and use a variety of process management techniques to keep them operating smoothly.

Effective execution may require management of both internal resources and a variety of external vendors and service providers, such as the firm's advertising agency. Marketers may therefore coordinate with the company's Purchasing department on the procurement of these services. Under the area of marketing agency management (i.e. working with external marketing agencies and suppliers) are techniques such as agency performance evaluation, scope of work, incentive compensation, RFx's and storage of agency information in a supplier database.

Modern Database Management 11 Pdf

Reporting, measurement, feedback and control systems[edit]

Marketing management employs a variety of metrics to measure progress against objectives. It is the responsibility of marketing managers to ensure that the execution of marketing programs achieves the desired objectives and does so in a cost-efficient manner.

Marketing management therefore often makes use of various organizational control systems, such as sales forecasts, and sales force and reseller incentive programs, sales force management systems, and customer relationship management tools (CRM). Some software vendors have begun using the term marketing operations management or marketing resource management to describe systems that facilitate an integrated approach for controlling marketing resources. In some cases, these efforts may be linked to various supply chain management systems, such as enterprise resource planning (ERP), material requirements planning (MRP), efficient consumer response (ECR), and inventory management systems.

International marketing management[edit]

Globalization has led some firms to market beyond the borders of their home countries, making international marketing a part of those firms' marketing strategy.[6] Marketing managers are often responsible for influencing the level, timing, and composition of customer demand. In part, this is because the role of a marketing manager (or sometimes called managing marketer in small- and medium-sized enterprises) can vary significantly based on a business's size, corporate culture, and industry context. For example, in a small- and medium-sized enterprises, the managing marketer may contribute in both managerial and marketing operations roles for the company brands. In a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product.[7]To create an effective, cost-efficient marketing management strategy, firms must possess a detailed, objective understanding of their own business and the market in which they operate.[2] In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning.

See also[edit]

References[edit]

  1. ^Porter, Michael (1998). Competitive Strategy (revised ed.). The Free Press. ISBN0-684-84148-7.
  2. ^ abClancy, Kevin J.; Peter C. Kriegafsd (2000). Counter intuitive Marketing. The Free Press. ISBN0-684-85555-0.
  3. ^Kotler, Philip.; Kevin Lane Keller (2006). Marketing Management, 12th ed. Pearson Prentice Hall. ISBN0-13-145757-8.
  4. ^ abRies, Al; Jack Trout (2000). Positioning: The Battle for Your Mind (20th anniversary ed.). McGraw-Hill. ISBN0-07-135916-8.
  5. ^Porter, Michael (1998). Competitive Advantage (revised ed.). The Free Press. ISBN0-684-84146-0.
  6. ^Joshi, Rakesh Mohan, (2005) International Marketing, Oxford University Press, New Delhi and New York ISBN0-19-567123-6
  7. ^Kotler, P. and Keller, K.L. Marketing Management, 12th ed., Pearson, 2006, ISBN0-13-145757-8

Further reading[edit]

  • Lenskold, James D. (2003). The Path to Campaign, Customer, and Corporate Profitability by James D. Lenskold. McGraw-Hill Professional. ISBN0-07-141363-4. Retrieved 2008-11-03.
  • Patterson, Laura (2008). Marketing Metrics in Action: Creating a Performance-Driven Marketing Organization. Racom Communications. ISBN978-1-933199-15-3.
  • Masi, R. J.; Weidner, C. K, AS (1995). Organizational culture, distribution and amount of control, and perceptions of quality. Group & Organization Management. doi:10.1177/1059601195202004.CS1 maint: Multiple names: authors list (link)2

External links[edit]

  • Marketing at Wikibooks
  • Quotations related to Marketing management at Wikiquote
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