Matching Items (26)
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- All Subjects: Marketing
- Creators: W. P. Carey School of Business
- Member of: Barrett, The Honors College Thesis/Creative Project Collection
- Status: Published
Description
I use Arizona State University's rebranding initiative with Nike as a starting point for examining how partnerships between elite brands and universities affect different types of students. I draw from literature on self-completion theory and identity salience to suggest that there are differences between athletes and non-athletes in how they believe elite sportswear products may affect their athletic performance. I propose that athletes feel more "complete" than non-athletes because they are more proficient in their respective sport. As such, non-athletes are more likely to use sportswear products (Nike) to become more proficient in athletics and have stronger beliefs that elite sportswear products will help them arrive at their goals. I also propose and find that students who feel that ASU plays an important part of their life perceive even greater performance boosts from using Nike products. These findings suggest that particular attention should be paid to the athletes and non-athletes in initiatives that link specific institutions and organizations to performance brands.
ContributorsGoldman, Alexa (Author) / Eaton, John (Thesis director) / Samper, Adriana (Committee member) / Kohler, Michael (Committee member) / Barrett, The Honors College (Contributor) / W. P. Carey School of Business (Contributor)
Created2012-12
Description
The following paper is a proposal for marketing materials advertising the W. P. Carey Leaders Academy and the experience of business students in Barrett, The Honors College. There is a distinct need for materials that market to and inform prospective students about the experiences and feeling of community that can be attained from being a student in the W. P. Carey Leaders Academy, which is "a community designed exclusively for premier students enrolled in the W. P. Carey School of Business" (W. P. Carey Leaders Academy). The challenge of successfully creating these materials was approached with various methods of data collection and research. The data collection included a review of Arizona State University (ASU), the W. P. Carey School of Business, and Barrett, The Honors College marketing materials, a review of materials from competing institutions, and scholarly articles on the subject of recruitment and marketing. Admission-based data from groups of excelling students was featured. Finally, interviews and surveys with current faculty, staff, and students were conducted to supplement the research and data collection. Analysis of the data provided insight into best practices when marketing from universities and provided an understanding of appropriate methods for marketing this information. The data indicated that creating an online viewbook, like the one currently marketing the entire business school, as well as providing a physical postcard mailer directing students to the online viewbook, would be the best strategy for marketing the W. P. Carey Leaders Academy. The sections of the viewbook this paper proposes to include are Why the W. P. Carey Leaders Academy, W. P. Carey Leaders Academy Experience, Student Life, Academic Success, Involvement, Scholarship, Professional Future, Barrett, The Honors College, For Parents, and Next Steps. Details of the Time, Cost, and Project Personnel follow.
ContributorsHerrold, Kelsey Jayne (Author) / Eaton, John (Thesis director) / Desch, Tim (Committee member) / Wilson, Jill (Committee member) / Barrett, The Honors College (Contributor) / Department of Marketing (Contributor) / W. P. Carey School of Business (Contributor) / Department of English (Contributor) / Hugh Downs School of Human Communication (Contributor)
Created2013-05
Description
This study aimed to extend beyond existing research on the male-grooming industry to examine the reality of marketing an everyday cosmetic product to men. This thesis contains a two-part original research study involving a qualitative, exploratory study (Study 1) clarifying college-aged men's attitudes toward male grooming products and makeup for men; and a quantitative, experimental study (Study 2) created to test theories developed from Study 1. Study 1 discovered a pattern among male participants of citing functional/medicinal qualities of male-grooming products as their justification for purchase. Study 2 tested whether this could be applied to makeup by comparing the effects of two advertisements for male cosmetic products on the likelihood of purchase of the product advertised. The main implications of this research suggest that one way to integrate makeup for men into the mainstream market is to release products in free trials before releasing them for sale, since men in the study were somewhat likely to use a free sample of the product in the test advertisements, but unwilling to purchase it. Additionally, the presence of acne in the participants moderated the effects of the ads such that men without acne were more likely to try a cosmetic product when presented with the medicinal benefits of the product in addition to the appearance-enhancing benefits, rather than appearance-enhancing benefits alone. Overall, men with acne were more willing than men without acne to use the product, regardless of the advertising appeal.
ContributorsGibson, Jessica Lajoie (Author) / Eaton, Kathryn (Thesis director) / Lisjak, Monika (Committee member) / Department of Marketing (Contributor) / W. P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
Description
Founded in November 2014, by owner Céline Rille, Rille & Co. is a creative studio that develops, implements and markets creative strategies for companies in hospitality, retail, entertainment, restaurant, and consumer product industries. Rille & Co. is coming to the end of its first year of business, and it is crucial that the company examines the previous year and evaluates its strategy to continue success in the future. Organized into three key sections of analysis, the following marketing plan is intended to set the company up to achieve, and surpass, all goals in the coming years of operation.
First, the environment in which the company was operating in during its first quarter of business is examined, along with the strategies that were in place at that time. Included in this first section is also a comprehensive competitive analysis that examines how Rille & Co. fits into the competitive market. Next, the success of the initial strategy for Rille & Co. is analyzed through a SWOT analysis of the company’s standing as of Fall 2015. Finally, the third section of analysis contains key recommendations and alterations to the original strategy in order for the company to experience continual growth and success.
In all, if Rille & Co. implements the strategies outlined in this marketing plan, it should be able to continue business for years to come. The most important aspects of operation for the business are its internal organization, finding clients with the correct fit, and boosting its website’s SEO to better implement inbound marketing techniques. For an agency, it tends to be difficult to focus on these internal problems when clients’ needs come first. In this case, Rille & Co. must prioritize its own operations to better meet the needs of clients.
As Rille & Co’s first year of business is coming to a close, it is extremely important to note how far the company has come, despite any obstacles that made for an exciting first year. The agency is well on its way to achieving the standards of success it set for itself, but the agency’s success is also measured in its resilience and adaptability – necessary traits for any agency (or company, for that matter). With huge changes on the horizon, now is the time for Rille & Co. to demonstrate its resilience and adaptability again – coping with the loss of an integral employee and adapting to the needs of clients who may not be financially sound. The team should be proud of the work accomplished, and although it is the “end of an era,” Rille & Co. should prepare itself for the adventures that have yet to unfold.
First, the environment in which the company was operating in during its first quarter of business is examined, along with the strategies that were in place at that time. Included in this first section is also a comprehensive competitive analysis that examines how Rille & Co. fits into the competitive market. Next, the success of the initial strategy for Rille & Co. is analyzed through a SWOT analysis of the company’s standing as of Fall 2015. Finally, the third section of analysis contains key recommendations and alterations to the original strategy in order for the company to experience continual growth and success.
In all, if Rille & Co. implements the strategies outlined in this marketing plan, it should be able to continue business for years to come. The most important aspects of operation for the business are its internal organization, finding clients with the correct fit, and boosting its website’s SEO to better implement inbound marketing techniques. For an agency, it tends to be difficult to focus on these internal problems when clients’ needs come first. In this case, Rille & Co. must prioritize its own operations to better meet the needs of clients.
As Rille & Co’s first year of business is coming to a close, it is extremely important to note how far the company has come, despite any obstacles that made for an exciting first year. The agency is well on its way to achieving the standards of success it set for itself, but the agency’s success is also measured in its resilience and adaptability – necessary traits for any agency (or company, for that matter). With huge changes on the horizon, now is the time for Rille & Co. to demonstrate its resilience and adaptability again – coping with the loss of an integral employee and adapting to the needs of clients who may not be financially sound. The team should be proud of the work accomplished, and although it is the “end of an era,” Rille & Co. should prepare itself for the adventures that have yet to unfold.
ContributorsChada, Rachel Anne (Author) / Ostrom, Amy (Thesis director) / Schlacter, John (Committee member) / Rille, Celine (Committee member) / School of International Letters and Cultures (Contributor) / W. P. Carey School of Business (Contributor) / Department of Marketing (Contributor) / Barrett, The Honors College (Contributor)
Created2015-12
Description
The development of music streaming services over the past 10 years has been an innovative way in which the music industry has adapted to the digital revolution and the increase in online piracy. Given millennials' increasing use of web and mobile platforms and the growth in audio and video streaming seen in the last few years, this paper will seek to identify and analyze the marketing strategies and product offerings of the streaming services currently on the market, and identify the listening and buying habits of millennials to see which of these services is most representative of these trends. One way this was measured is through a survey of 429 students attending the W.P. Carey School of Business at Arizona State University. Based on the findings of this survey in the context of the streaming services' current business models, it was discovered that people within this age group want a service that is low-cost, accessible, and rich with content. Second, they are not more likely to choose a streaming service over another if it pays out high royalties to others. Lastly, it was determined that while Spotify is currently the frontrunner for streaming services, Apple Music will likely see growth in usage and subscription revenue through its permanent presence on the world's most highly used phone. This will be dependent on Apple Music's ability to differentiate itself from other competitors on the market. Overall, it is likely that streaming services will have to provide a low-cost option for consumers while artists will need to find alternative sources of revenue given the substantial change in the business model of the recording industry.
ContributorsLopez, Jaylen Anthony (Author) / Eaton, John (Thesis director) / Eaton, Kathryn (Committee member) / Sandra Day O'Connor College of Law (Contributor) / W. P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
Description
Branding is one of the most important tools a business can use. Whether consumers know it or not, every purchasing decision that they make – be it for a product or service – is rooted in the brand. Thus, it is somewhat of a surprise that branding for individuals did not become popularized until 1997, with Tom Peters’ article “The Brand Called You.” In his article, Peters remarks on how changes in the marketplace and technology make developing a personal brand more accessible, as well as more important. The increasingly competitive marketplace combined with the rise of social media means that personal branding is even more important and more attainable today. Thus, it is vital for students entering the workforce to develop a brand that will allow them to distinguish themselves. This research examines whether or not students understand what personal branding is and if they have taken the steps to develop their personal brand. The research questions are as follows:
• Do students understand what personal branding is?
• Are students able to define their skills?
• Do students have a career plan?
• Do students have a plan to promote their brand?
A pilot study was first distributed to students of Arizona State University which found that students lack an understanding of what personal branding is and have a need for the knowledge and tools to develop a personal brand. A workshop was then developed to address these issues. This workshop was held three times: first, for a Landscape Architecture class, second, for a marketing class, and third, for a student sales organization. The workshop discussed branding, personal branding, and then the participants were able to begin working on developing their own personal brand. The students in the first workshop had two sessions and were able to complete their own personal brand process with the workshop leader, while participants from the second and third workshops completed it on their own, after only a single workshop session. After completing the in-person workshop, participants shared their brand with their fellow students in a Google Plus page. Finally, participants completed an exit survey. This exit survey was used to measure the research questions.
The first workshop proved to be most effective, even though the participants in the first workshop were all landscape design students and the majority of the participants in the second and third workshops were business students. It was found that unless the students’ own brand development process was finished during the workshop or affected the students’ grade, it would not be completed. It was also evident in all of the workshops that slides with imagery were more effective at starting discussions than the text-heavy slides. As such, future workshops should be designed with a greater time allowance, the intent of the students’ own brand development process to be completed during the workshop, and the presentation should be redesigned to better initiate discussion among participants.
• Do students understand what personal branding is?
• Are students able to define their skills?
• Do students have a career plan?
• Do students have a plan to promote their brand?
A pilot study was first distributed to students of Arizona State University which found that students lack an understanding of what personal branding is and have a need for the knowledge and tools to develop a personal brand. A workshop was then developed to address these issues. This workshop was held three times: first, for a Landscape Architecture class, second, for a marketing class, and third, for a student sales organization. The workshop discussed branding, personal branding, and then the participants were able to begin working on developing their own personal brand. The students in the first workshop had two sessions and were able to complete their own personal brand process with the workshop leader, while participants from the second and third workshops completed it on their own, after only a single workshop session. After completing the in-person workshop, participants shared their brand with their fellow students in a Google Plus page. Finally, participants completed an exit survey. This exit survey was used to measure the research questions.
The first workshop proved to be most effective, even though the participants in the first workshop were all landscape design students and the majority of the participants in the second and third workshops were business students. It was found that unless the students’ own brand development process was finished during the workshop or affected the students’ grade, it would not be completed. It was also evident in all of the workshops that slides with imagery were more effective at starting discussions than the text-heavy slides. As such, future workshops should be designed with a greater time allowance, the intent of the students’ own brand development process to be completed during the workshop, and the presentation should be redesigned to better initiate discussion among participants.
ContributorsBinsfeld, Jacqueline Rose (Author) / Montoya, Detra (Thesis director) / Gray, Nancy (Committee member) / Department of Marketing (Contributor) / W. P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2015-12