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Marketing students represent their years of undergraduate education with resumes, which along with interviews, become the process recruiters use to assess student employability. This article reviews research on resume development and presents a study that examines recruiters' comments about the value they place on experience in and out of the classroom. Most recruiters indicate that internships, part-time jobs, and leadership positions in university organizations are better indicators of employability than classroom experiences. Recent changes in marketing/business pedagogy have led to more classes in which active learning approaches with client projects, field experiences, and skill-building activities are used. It is a concern that recruiters are unaware of, or pay little attention to, these classroom experiences where real-world knowledge and skills are developed. Suggestions are made regarding how to include more business-relevant skill development into our classrooms and how to communicate these classroom changes to both students and recruiters. DOES THE PROBLEM START WITH THE RESUME?A review of the literature on resume development suggests that a resume should include educational qualifications, work experience, and achievements (honors, awards, extracurricular activities) (Hornsby and Smith 1995). In addition, students should write resumes that describe their abilities, quali-

The proliferation of projects using student teams has motivated researchers to examine factors that affect both team process and outcomes. This research introduces an individual difference variable found in the business environment that has not been examined in a classroom context. The lone wolf appears to play a role in how teams function and perform. Described by practitioners and academics, the lone wolf is identified by a preference to work alone, a dislike of group process and the ideas of others, and a proclivity to see others as less capable and effective. This study finds the lone wolf phenomenon among marketing students working in teams through self-ratings and the assessments of team members. Furthermore, the inclusion of lone wolves on teams is found to have a negative impact on student team performance. Implications of these findings and ideas for managing the team process when lone wolves are present are considered.

Social entrepreneurship covers a broad domain, including social enterprise, defined as the use of for-profit strategies by nonprofit organizations. Driven by multiple factors, nonprofit organizations have increasingly turned to social enterprise in the hopes of funding their social missions. However, only limited research has fully delineated how the use of social enterprises affects overall funding and the conditions under which social enterprises are relatively more effective. This mixed-method, three-study project provides evidence that the introduction of a social enterprise negatively affects individual donations but that some of the negative effects can be mitigated when the social enterprise is perceived as mission consistent and competent. In addition, the results show that donor attitudes toward social enterprises moderate the effects. The results of these studies have important implications for marketing, social entrepreneurship, and public policy.

PurposeThis study of professional accounting firm clients identifies a set of common expectations, examines the opportunities to exceed expectations, and considers the potential of exceeding expectations and “delighting” clients.Design/methodology/approachUsing a subsample of accounting firm clients, common activities and behaviors thought to have the greatest potential for delivering exceptional service were identified. Two larger samples of business clients in the US Midwest were interviewed and they rated their accounting service provider on eight activities and then described an outstanding service encounter.FindingsDescriptive statistics showed that the strongest service expectations involve meeting deadlines, relating well to the client's employees, being available, and being knowledgeable about the client's firm and industry. The content analysis of the open‐ended question identified competency and expertise as areas where expectations were exceeded. Comments identified a few instances of client “delight.”Research limitations/implicationsSample size and the focus on one industry was a limitation. Given the competitive nature of professional services today, more studies from a variety of service providers in multiple settings (domestic and foreign) need to be conducted to assess whether other service providers exceed expectations and how they delight their clients to keep their loyalty.Originality/valueThe results indicate that service providers are meeting and exceeding client expectations, but may stop short of delighting them. The study found that there is no one way to create delight. Service providers need to know what causes client problems and listen to their desires, so that these clues can provide direction as to ways to create delight through cost‐effective endeavors.