Theses and dissertations

This collection includes both ASU Theses and Dissertations, submitted by graduate students, and the Barrett, Honors College theses submitted by undergraduate students. 

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Enabling Data Analytics in Small to Medium Businesses

Description

As Clive Humby said, “Data is the new oil” and is becoming ever more important to every industry, profession, and business with incredible applications like artificial intelligence and machine learning. Looking specifically at the Small and Medium Businesses (SMB) market segment, there is a significant gap in the use of…

As Clive Humby said, “Data is the new oil” and is becoming ever more important to every industry, profession, and business with incredible applications like artificial intelligence and machine learning. Looking specifically at the Small and Medium Businesses (SMB) market segment, there is a significant gap in the use of data analytics. Only 15% of SMBs have a “data-driven” culture. Companies that leverage data to drive decision-making have seen increased revenue, profit, and employee output. Despite the benefits, SMB owners run into three main issues. First, a lack of bandwidth as time and human capital are stretched thin. Second, technical expertise as many analytics tools require coding expertise or knowledge of systems and tools which many SMBs do not possess. Lastly, many SMBs lack the finances to invest in costly tools or subject matter experts. Enterprise-level organizations will continue to invest in analytics leaving SMBs behind and increasing economic inequality. Our solution is DataMate, a Data as a Service (DaaS) no-code, low-cost, and low-time intensive platform designed to provide end-to-end analytics solutions for SMB owners. The platform allows users to automatically pull data from sources (ex. point of sale, customer relationship management, etc.), store data in a centralized location, and lastly, visualize data through dashboards to enable SMBs with data-driven decision-making capabilities. Once at scale, we will be able to create models and deliver advanced predictive and prescriptive analytics.
ContributorsSidhwa, Zain (Author) / Ramakumar, Kiran (Co-author) / Byrne, Jared (Thesis director) / McCreless, Tam (Committee member) / Ferrara, Justin (Committee member) / Barrett, The Honors College (Contributor) / Department of Supply Chain Management (Contributor) / Department of Information Systems (Contributor)
Created2023-05
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Creating a Sustainable Home Cooling System with LG

Description
The Innovation Space program is a joint venture among the Herberger Institute for Design and the Arts, Ira A. Fulton Schools of Engineering and W.P. Carey School of Business in order for transdisciplinary students to develop a product that creates social change. LG was the sponsor for 2018-2019 class with…

The Innovation Space program is a joint venture among the Herberger Institute for Design and the Arts, Ira A. Fulton Schools of Engineering and W.P. Carey School of Business in order for transdisciplinary students to develop a product that creates social change. LG was the sponsor for 2018-2019 class with the goal of creating comfortable cooling that is better for the environment. Throughout seven phases, the Sumo team developed three product ideas, selected one product idea, developed a business plan and implementation plan. The Ciel vent system was picked and tested for any assumptions made in the initial business plan. After adjustments were made to the final phase seven business plan, a reflection was completed about the W. P. Carey School of Business and Innovation Space experience.
ContributorsHarris, Madison Nicole (Author) / Rhett, Trujillo (Thesis director) / Craig, Hedges (Committee member) / Department of Finance (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
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Competitive Differentiation Strategy Plan: A Golf Ball Recycling Industry Deep Dive

Description
The On Par Golf team loves and respects the fulfilling game of golf and understands the positive impact it can make in the lives of others. With this in mind, On Par Golf strives to ensure golf ball equipment cost is not a deterrent of play and the game is…

The On Par Golf team loves and respects the fulfilling game of golf and understands the positive impact it can make in the lives of others. With this in mind, On Par Golf strives to ensure golf ball equipment cost is not a deterrent of play and the game is accessible to all who wish to enjoy it. To better meet this objective, On Par Golf’s competitive differentiation strategy plan serves as a short-term strategic operational plan to determine business best practices and future courses of action. This plan is designed to be quantifiable and versatile to the changing business environment. Over the next three to five years, On Par Golf will be continuing in its growth stage in the business lifecycle, rapidly expanding to support annual volumes by 2022. This document focuses on two major business functions: Supply Chain and Marketing. Each initiative is designed to address specific challenges and create opportunities for improvement in their respective categories to better position On Par Golf for future competitive success. After a variety of internal and external analyses as well as competitive benchmarking, unique approaches were developed for On Par Golf to use to grow its market share and presence. As a result, this strategy determined new methods of demand creation for competitive differentiation and refines the demand fulfillment process for On Par Golf to better serve emerging customer needs.
ContributorsEngland, Kyle Kasem (Co-author) / Faulkner, Darian (Co-author) / Denning, Michael (Thesis director) / Wiedmer, Robert (Committee member) / Department of Management and Entrepreneurship (Contributor) / Department of Supply Chain Management (Contributor) / Department of Marketing (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05

Strategic Market Planning and Consumer Behavior for Top Cup Coffee House

Description
Top Cup plans on opening its doors by 2020 in Gilbert, Arizona. This differentiation strategy goes into depth about the steps needed to properly and efficiently introduce Top Cup to the coffee industry. A market analysis determined that Top Cup’s ideal consumer is to be described as the “sophisticated” customer…

Top Cup plans on opening its doors by 2020 in Gilbert, Arizona. This differentiation strategy goes into depth about the steps needed to properly and efficiently introduce Top Cup to the coffee industry. A market analysis determined that Top Cup’s ideal consumer is to be described as the “sophisticated” customer between the ages of 18-54. They are described as affluent, working professionals who value quality and will spend on luxury items. Considering that Top Cup is advertising its high-quality products, a zip analysis was performed on 85293 to validate the practicality of targeting this market segment. 64% of the population residing in this zip code, labeled Boomburbs, encompass the same appeals as the ideal consumer Top Cup should seek. Top Cup’s mission is to serve consumers the best quality premium coffee products in an ambience-centric environment. By utilizing a product value strategy and expert-recommended strategy, Top Cup can access higher margins of profit in their asking price. The implementation of a pub-themed coffee shop will differentiate Top Cup from industry competitors and provide a unique experience to consumers on a daily basis.
ContributorsJaber, Ranine (Co-author, Co-author) / Eaton, Kate (Thesis director) / Schlacter, John (Committee member) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05