bluuebunny/crossref_metadata_2025_split huggingface dataset:
Ultrashort Laser‐Pulse Medical Imaging
Authors: Ben‐David Moshe , Cohen Reut , Harbater Osnat , Steinberg Idan , Tepper Michal , Gannot Israel 
Published: December 2010

AbstractShort‐pulse tunable lasers are powerful tools that enable us to measure photon time of flight, lifetime changes, trigger processes, and operation in a nonionizing spectral range. Monochromatic X‐ray radiation can also be achieved with the use of a free‐electron laser (FEL). In this case, the amount of hazardous radiation is significantly lowered; however, the resolution is much higher. Therefore, FELs can serve as important tool for various imaging methods in vitro or in vivo. This article covers a few optical imaging methods such as optical tomography, optical coherence tomography (OCT), fluorescence lifetime imaging, FEL X‐ray tomography for in vivo imaging, and coherent anti‐Stokes Raman spectroscopy (CARS) for accurate chemical structures detection in live cells in vitro. All these imaging and spectral methods became possible only because of these lasers.
Nuclear Magnetic Resonance and Statistical Analysis
Authors: Ye Tao , Zhang Shucha , Gowda G. A. Nagana , Raftery Daniel 
Published: December 2010

AbstractThe impressive high resolution of nuclear magnetic resonance (NMR), its large dynamic range, and especially robust reproducibility lend themselves to advanced statistical methods that can be harnessed to analyze a large variety of complex samples. The primary example of this approach is in the rapidly expanding field of metabolomics that is focused on better understanding systems biology and for the identification of biomarkers of various biological states. In metabolomics, a large number of small‐molecule metabolites from body fluids or tissues are detected quantitatively in a single step, and then analyzed with multivariate statistical methods to yield information that is essential for systems biology, drug discovery, early disease diagnosis, toxicology, food and nutrition sciences, and other studies. NMR‐based metabolomic studies have been very successful due to the high quality and reliability of the methodology. In this article, we summarize the major experimental and statistical methods used in combining NMR and advanced statistical analyses especially in metabolomics along with a description of some important applications.
Friction Ridge Examination (Fingerprints): Evaluating the Extent and Scope of “Verification” in Analysis Comparison Evaluation and Verification (ACE‐V)
Authors: Black John P. 
Published: December 2010

Abstract
Preliminary research has shown that nearly every agency is performing verifications on 100% of reported fingerprint identifications. However, exclusion, inconclusive, and no value decisions are not being verified as a matter of course. Surprisingly perhaps, it is not erroneous identifications that comprise the bulk of errors, but rather erroneous exclusions as well as incorrect “inconclusive” and “no value” decisions. Therefore, it is appropriate to examine both the extent and scope of the “verification” phase of the analysis, comparison, evaluation, and verification (ACE‐V) methodology as utilized by fingerprint examiners.
The Forensic Investigation of Sexual Assault: AnAmerican Perspective
Authors: Smith Ann C. 
Published: December 2010

AbstractThis article describes the process and issues involved in the forensic investigation of sexual assault. Many changes have occurred in the past 20 years in this area because of increased sensitivity to the victim, continual advances in technology, and the growth of specialized professional expertise. Legislation at the federal level and in many of the states has greatly affected the collection of evidence, particularly from the person of the victim. The forensic investigation at the scene of the alleged assault, forensic examination of the person of the victim and that of the alleged perpetrator, the process conducted in the forensic laboratory, and the federal database of DNA profiles are discussed herein. The use of “sexual assault evidence kits” for both the victim and the alleged perpetrator is detailed, as is the aspect of drug‐ and alcohol‐facilitated sexual assault. The existence of ano‐genital injuries on the victim's person is a subject that needs more research to serve as more effective evidence for eventual prosecution, but the lack of any such observable injury is not a reliable indicator that no forced or coerced sexual act occurred. The expansion of the FBI (Combined DNA Index System) CODIS database versus individual rights is another subject at issue.
Brand Growth Strategy
Authors: Crittenden Victoria L. 
Published: December 2010

Abstract
Brands have long been considered one of the most important intangible assets owned by companies. Driven by competitor innovations, changes in customer wants and needs, and brand atrophy, corporations should plan strategically for brand growth. Companies must understand the various brand growth strategies so as to create brand value/equity and customer equity. While there are no hard and fast rules as to when one brand growth strategy takes precedence over another, the five major strategies for brand growth are line extension strategy, brand extension strategy, cobranding strategy, flanker strategy, and new brand strategy.
Brand Strategy
Authors: Jevons Colin 
Published: December 2010

AbstractBrands have been around for hundreds of years, but sophisticated brand strategies (beyond mere identification) are a more recent phenomenon. Business, communication, and society generally are changing and any understanding of brand strategy must be highly contextualized. Managers must understand the drivers of brand positioning both within their businesses and from the customer point of view, which is increasingly important as consumer cocreation of brand meaning develops. Particular short and medium term challenges for strategic brand managers are outlined.
Bundling
Authors: Sarin Shikhar 
Published: December 2010

AbstractBundling is the practice of marketing two or more products and/or services in a single package. Buyers are thought to evaluate bundles using an anchoring and adjustment heuristic. That is, buyers make an initial evaluation of the bundle based on the component perceived to be most important; this initial evaluation is then adjusted up or down by evaluating the remaining items in the bundle in decreasing order of perceived importance. Bundle evaluations obtained using the anchoring and adjustment approach are similar to those obtained using a weighted average evaluation of the bundle components. Research on valuation of a bundle seems to offer inconsistent guidelines, indicating a need for further exploration of this topic. Recent work suggests that research needs to look beyond the issue of price bundling to the larger strategic implications of bundling.
Communications Budgeting
Authors: Beltramini Richard F. 
Published: December 2010

Abstract
Communications budgeting refers to appropriating the human, financial, and physical resources needed to support the integrated marketing communications (IMC) activities of an organization, and then allocating these resources among the various IMC components (e.g., advertising, public relations, sales promotion, etc.). While a somewhat complicated and inexact process, a number of commonly accepted budgeting methods are typically used today, including the percentage of sales method, the share of market methods, and the objective method. While none of the communications budgeting method is appropriate in all instances, several issues are discussed which impact the method to be used.
Cannibalism
Authors: Merunka Dwight R. 
Published: December 2010

Abstract
In a sales context, cannibalism refers to the extent to which sales of one product occur at the expense of other products from the same brand or sold by the same company. Sales or margins generated through new‐product introductions may not result in increased overall sales or profit improvements if these new products cannibalize existing products. Yet the concept of cannibalism should be extended to firm's current investments and capabilities, including their willingness to cannibalize, which refers to the firm's disposition to cannibalize its prior investments and current organizational know‐how beyond the sales of its current products. Willingness to cannibalize drives radical product innovation, which implies that the cannibalization of current products and technologies may be a desirable strategy that favors radical innovations and new‐product introductions and determines firm's long‐term success in the marketplace. The concept of cannibalism thus is important for brand management and innovation management, as well as for channel management.
Competitive Advantage: Its Sources and the Search for Value
Authors: Caruana Albert 
Published: December 2010

Abstract
This article highlights the salient role played by value and how it underpins the identification of viable sources of competitive advantage. It commences by taking into account the centrality of cost leadership and differentiation as two important sources of competitive advantage. These interact with particular target markets to provide three main generic strategies. Marketing advantage is then considered as a further basis of competitive advantage and while discussing cost leadership and differentiation advantage, a typology is investigated that explicates major sources that sustain each of these advantages. This is followed by consideration of how the value chain enables the identification of activities that underline a particular value offering that underpins the different types of competitive advantage that the firm can provide. Finally, the main generic strategies are discussed while attention is also drawn to other perspectives on competitive advantage. In conclusion, the point is made that the various frameworks available are best viewed as aids and not as substitutes for management thinking on competitive advantage.
E‐Commerce and Internet Marketing
Authors: El‐Ansary Adel I. 
Published: December 2010

Abstract
The advent of the Internet created a new forum for consumers and companies to interact and transformed traditional, localized “market places” into vast contemporary global “market spaces.” The transition has been enabled by features that characterize the Internet such as digitization, interconnectivity, interactivity, global reach, time‐free and location‐free access, personalization and customization, and market deconstruction. While e‐commerce, that is, enabling buying and selling transaction via the Internet, rendered business more competitive, economic, and widespread, e‐marketing, that is, marketing on the Internet, enabled marketers to create, communicate, and deliver the value to intended target markets more effectively, efficiently, and equitably.
First‐Mover (Pioneer) Advantage
Authors: Golder Peter N. 
Published: December 2010

Abstract
First‐mover (or pioneer) advantage is the long‐term reward that may accrue to the first company to enter a new market. Five key theories underlie a potential first‐mover advantage: ease of recall, brand loyalty, technological leadership, economies of scale and experience, and resource capture. Many empirical studies report results that support a first‐mover advantage. However, subsequent research has found that correcting for important limitations results in first movers having substantially lower rewards than found previously. These diminished rewards have led to a reconsideration of first movers' theoretical advantages. All such theories rely on the presumption that first movers are successful on one or more important dimensions. While some first movers are successful, most are not. Companies seeking to establish a first‐mover advantage would be wise to regard the situation as a first‐mover opportunity instead.
Go‐To‐Market Strategy
Authors: Srinivasan Raji 
Published: December 2010

Abstract
The firm's go‐to‐market strategy is the delivery mechanism to market the selected product. It involves the development of a marketing program to create, capture, and sustain value with the firm's offering for the firm's customers, given that the firm has identified a product to market. Typically, the firm's go‐to‐market strategy can be conceptualized into two stages: (i) market segmentation, target market selection and positioning, given the product's (good or service) unique selling proposition, (ii) the marketing mix for the product, given the market segment the firm seeks to target for the product. An effective go‐to‐market strategy will ensure that there is a match between the firm's target market and the marketing mix developed for the product so that both consumer needs and the firm's performance objectives are met.
Market Definition
Authors: Voss Glenn 
Published: December 2010

Abstract
A product market is an exchange system defined by sellers, offerings, and customers. In its simplest form, a product market is a single seller providing a single offering to a single customer. At its most complex, a product market is synonymous with industry, with multiple competitors offering diverse portfolios of offerings that satisfy the diverse needs of a multisegment market. Meaningful product market analysis requires careful delineation of the target market and competitive offerings. Target market definition identifies the package of benefits customers are willing to purchase and includes an assessment of relative preferences for variations in benefit dimensions. This process may yield multiple segments within the product market or segments seeking sufficiently divergent benefits that warrant creation of separate product markets. It is often useful to define the product market differently for different levels of strategic decision‐making. Common distinctions include direct versus indirect competitors, business versus consumer markets, different geographic markets, customer needs or product uses, and types of channels.
Market Evolution
Authors: Voss Glenn 
Published: December 2010

Abstract
A product market is a dynamic exchange system that evolves over time. The number of competitors, the diversity of product offerings, and the needs of the customer market are in continuous flux. As dynamic systems, product markets exist along a continuum ranging from relatively stable, incremental evolution to frequent and radical change. Market dynamism is driven by interactions between sellers who experiment with products and prices to increase market share and customers who have heterogeneous, changing preferences. Innovation, imitation, economies of scale and scope, and customer preferences play key roles in product market evolution. If innovation is easy to imitate and economies of scale and scope are modest, both innovation and imitation can be profitable and product markets can remain fragmented indefinitely (e.g., restaurants and hair stylists). If innovation is easy to imitate and economies of scale and scope are significant, imitative firms can build scale and scope advantages into dominant positions (e.g., Walmart). However, when entry barriers are low and customers are heterogeneous and variety‐seeking, small innovators can enter stable markets with new offerings (e.g., craft beer breweries). The product life cycle concept is one of the best‐known frameworks for considering product market evolution.
Market Segmentation and Targeting
Authors: Sarin Shikhar 
Published: December 2010

Abstract
Segmentation is the process of dividing heterogeneous markets into homogeneous subgroups which display similarities in needs, preferences, and/or behaviors. Effectiveness of the segmentation process is evaluated on the basis of measurability, accessibility, substantiality, and responsiveness of the segments identified. Owing to resource constraints, firms are often unable to pursue all the segments they identify and have to concentrate on selected segment(s). This is known as targeting. The discussion here briefly outlines the bases commonly used to segment consumer and business markets. Consumer segmentation based on geographic, demographic, psychographic, and product‐related approaches is discussed. Macrolevel bases (i.e., characteristics of the buying organization and purchase situation, product/service application) and microlevel bases (i.e., key criteria, purchasing strategies, structure of decision‐making units) of segmenting business markets are also discussed. The discussion concludes by describing popular strategies for targeting market segments (i.e., undifferentiated marketing, differentiated marketing, macromarketing, and micromarketing).
Market/Industry Structure
Authors: Cote Joseph A. 
Published: December 2010

Abstract
Economics broadly categorizes markets as perfect competition, monopolistic competition, oligopoly, or monopoly – with a focus on policy implications. Marketing differs, emphasizing the managerial implications of market structure. They define market/industry structure as the characteristics of a competitive space that affect organizational strategy and tactics. The effects of market/industry structure can be examined using a wide variety of frameworks including Porter's model, the marketing environment, critical success factors, the resource‐based view, stakeholder relationships, network effects, value chain analysis, growth/life cycle, and prototypical business models. The more prominent market structure frameworks are summarized in the article.
Marketing Audit
Authors: Clark Bruce H. 
Published: December 2010

Abstract
A marketing audit is a comprehensive, systematic, independent, and periodic examination of a company's or a business unit's marketing. It is designed to evaluate marketing assets and activities in the context of market conditions, and use the resulting analysis to aid the firm in planning. An audit should cover both an analysis of the external situation facing the firm and a thorough review of internal marketing goals, strategies, capabilities, processes, and systems, and should result in actionable recommendations for the firm. Auditors use an audit framework to conduct a structured consulting project that identifies ways in which the audited firm can improve its marketing. A key benefit of the audit process is the deep, objective (and iterative) learning and planning process it can generate. Despite the compelling logic of the audit process, it is difficult to tell how widespread marketing audits are in practice, partly because many firms may engage in elements of an audit (e.g., situation analysis) without calling the process an “audit.” While empirical evidence is limited, it suggests that firms can benefit from the auditing process in terms of both planning and performance.
Marketing Costs
Authors: Bhargava Mukesh 
Published: December 2010

Abstract
Recently, there has been an increasing pressure on marketers to rein in costs. Marketing costs are budgeted as the cost of “selling” the goods, but include decisions that impact all the other marketing mix elements. Discussion of marketing costs includes estimating the levels and amounts (in a business plan) as well as appropriate cost analysis for setting prices, channel decisions, and so on. Strategically, cost advantages can lead to a viable competitive advantage, and is one of the more common strategies. It is a common misperception that the marketing costs are too high and often not justified. Marketing costs are treated as an expense and not as an investment. Tracing productivity of these expenses to financial outcomes continues because marketing costs produce both short and long term, direct as well as indirect benefits. What compounds the problem is that reliable cost data is not available for research. On the positive side, more fine‐grained data and the ability to set up experiments will allow managers to develop their own guidelines for the best returns on their investments.
Marketing Planning
Authors: Piercy Nigel F. 
Published: December 2010

Abstract
Marketing planning is the organizational process that produces strategic and annual marketing plans. Strategic marketing planning can cover a three‐ to five‐year period, in contrast to an annual marketing plan more directly linked to operating budgets. The marketing plan indicates marketing objectives and strategy, and tactics for achieving objectives, providing executives with a written statement of strategy and programs for each target market. While plan formats vary, a marketing plan would normally include a strategic situation summary, market target description, objectives for each market target, marketing program positioning strategy, coordination priorities with other functions, performance metrics, and forecasts and budgets. Marketing plans are closely linked to obtaining financial budgets and other resources required for strategy implementation. Considerable emphasis in the marketing planning process is placed on effective coordination with other functions, such as R&D and operations. Managing marketing planning process effectively requires addressing issues of process design, gaining executive support for the process, and clear links to strategy implementation.
Multichannel Marketing
Authors: El‐Ansary Adel I. 
Published: December 2010

Abstract
Once considered a risky strategy, multichannel marketing has now become the norm, not the exception, in the business arena. Innovative multichannel strategies such as text messaging and Internet stores have allowed companies to more effectively and efficiently segment and reach target markets. In the meantime, target customers evolved into multichannel users desiring to be more active in the buying experience. This combination of suppliers and customers alike desiring to connect with each other propelled the deployment of multiple channel marketing strategy to new heights. The numerous benefits of multichannel marketing to suppliers leading to increased revenue and reduced transaction costs leads one to conclude that the marketer's future viability depends, more than ever before, on the adoption and effective implementation of multichannel strategy.
Point of Difference and Product Differentiation
Authors: Sisodia Rajendra 
Published: December 2010

Abstract
Product differentiation refers to distinguishing what might be a homogeneous product from other competing products by adding meaningful points of difference. These points of difference may include price, quality, additional features, or even image enhancements that appeal to certain groups of customers. Product differentiation is a core concept of marketing and often serves as the basis of a marketing strategy.
Pricing Strategy
Authors: Venkatesh R. 
Published: December 2010

AbstractPricing is that element of a firm's marketing mix focused on generating value to the firm in the form of revenues. This article takes a broad yet introductory look at pricing strategy. Starting with guidelines on how to set the initial price of a product, the article moves on to the discussion of (i) how the price should be varied over the product's life cycle, (ii) why and how prices should be varied across segments of the market, (iii) how to understand, preempt, or respond to competitors' price changes, and (iv) how to price a portfolio of complements or substitutes. The pricing opportunities and challenges arising out of the Internet are briefly discussed. Pricing illustrations and strategic implications are provided throughout. The article concludes with a possible road map for exploring the domain of pricing in greater depth.