When examining the average college campus, it becomes obvious that students feel rushed from one place to another as they try to participate in class, clubs, and extracurricular activities. One way that students can feel more comfortable and relaxed around campus is to introduce the aspect of gaming. Studies show that “Moderate videogame play has been found to contribute to emotional stability” (Jones, 2014). This demonstrates that the stress of college can be mitigated by introducing the ability to interact with video games. This same concept has been applied in the workplace, where studies have shown that “Gaming principles such as challenges, competition, rewards and personalization keep employees engaged and learning” (Clark, 2020). This means that if we manage to gamify the college experience, students will be more engaged which will increase and stabilize the retention rate of colleges which utilize this type of experience. Gaming allows students to connect with their peers in a casual environment while also allowing them to find resources around campus and find new places to eat and relax. We plan to gamify the college experience by introducing augmented reality in the form of an app. Augmented reality is “. . . a technology that combines virtual information with the real world” (Chen, 2019). College students will be able to utilize the resources and amenities available to them on campus while completing quests that help them within the application. This demonstrates the ability for video games to engage students using artificial tasks but real actions and experiences which help them feel more connected to campus. Our Founders Lab team has developed and tested an AR application that can be used to connect students with their campus and the resources available to them.

Over the course of 2020, individuals and organizations were thrown various unprecedented obstacles that necessitated flexibility, empathy, and understanding. Many organizations were forced to reevaluate their financial status, their purpose, and how they could provide for their employees. The COVID-19 pandemic meant that most companies had to introduce a ‘work from home’ policy, drastically decreasing the face-to-face contact that employees had with each other and leadership. The virus, coupled with the social and political unrest in the U.S. in the wake of the Black Lives Matter movement and the 2020 presidential election, inspired many companies to reframe their organization and redefine their goals.<br/> The B2B (business-to-business) Marketing Agency, The Mx Group, is preparing for a change in leadership, with the current Chief Executive Officer and Founder stepping down, being replaced by the President of the company. The company plans to execute the transition in the spring of 2022, allowing them the rest of 2021 to plan for the change, catering to employees’ individual and the company’s collective needs. It was also prompted by factors such as the COVID-19 pandemic to reevaluate the values that it upholds as an organization, coinciding with the change in leadership. Leaders of the company are actively encouraging employees to engage with these values by recognizing when a colleague performs in alignment with a value.<br/> In reframing their organization, The Mx Group has a significant opportunity to uniquely position itself in the industry. Lee G. Bolman and Terrence E. Deal (2017) introduced four frames: human resources, symbolic, structural, and political, as a way to guide a transformative application of leadership and management in business. Analyzed from these perspectives, The Mx Group can utilize contemporary ideas to efficiently and effectively seize its opportunity of embedding new values and a change in leadership.

This thesis will bring together students to engage in entrepreneurship by finding, measuring and sharing strategic market opportunities. From a student’s perspective, it will take a deep dive into the world of startup ecosystems, markets and trends utilizing both qualitative and quantitative market research techniques. The information gathered has been curated into a productive, meaningful manner, through a report titled “The State of Startups: A Student Perspective.” <br/> The first key theme of this thesis is that market intelligence can be a powerful tool. The second key theme is the power of knowledge implementation towards competitive strategies. The first section of the thesis will focus on identifying and understanding the current “startup” landscape as a basis on which to build strategic and impactful business decisions. This will be accomplished as the team conducts a landscape analysis focused on the student perspective of the student-based North American “entrepreneurial” ecosystem. The second section of the thesis will focus specifically on the personal experiences of student startup founders. This will be accomplished through the analysis of interviews with founders of the startups researched from the first section of the thesis. This will provide us with a direct insight into the student perspective of the student-based North American “entrepreneurial” ecosystem.

Human beings have long sought to conquer the unconquerable and to push the boundaries of human endurance. There are few such endeavors more challenging than venturing into the coldest and harshest environments on the planet. The challenges these adventurers face are nearly countless, but one that is often underestimated is the massive risk of dehydration in high mountains and the lack of sufficient technology to meet this important need. Astronauts and mountaineers of NASA's Johnson Space Center have created a technology that solves this problem: a freeze-resistant hydration system that helps stop water from freezing at sub-zero temperatures by using cutting-edge technology and materials science to insulate and heat enough water to prevent dehydration over the course of the day, so that adventurers no longer need to worry about their equipment stopping them. This patented technology is the basis of the founding of Aeropak, an advanced outdoor hydration brand developed by three ASU students (Kendall Robinson, Derek Stein, and Thomas Goers) in collaboration with W.P. Carey’s Founder’s Lab. The primary goal was to develop traction among winter sport enthusiasts to create a robust customer base and evaluate the potential for partnership with hydration solution companies as well as direct sales through online and brick-and-mortar retail avenues. To this end, the Aeropak team performed market research to determine the usefulness and need for the product through a survey sent out to a number of outdoor sporting clubs on Arizona State University’s campus. After determining an interest in a potential product, the team developed a marketing strategy and business model which was executed through Instagram as well as a standalone website, with the goal of garnering interest and traction for a future product. Future goals of the project will be to bring a product to market and expand Aeropak’s reach into a variety of winter sport subcommunities, as well as evaluate the potential for further expansion into large-scale retailers and collaboration with established companies.

In this paper, our Founders Lab team members — Jacob Benevento, Sydney Evans, and Alec Whiteley — recount the year-long entrepreneurial journey that led to the creation and launch of our venture, Certified Circular. Certified Circular is a program that certifies on-campus events for implementing circular practices into their activities as well as off-campus businesses. The venture was formed in response to our group’s propelling question and industry selection, which called on us to create and market a venture within the ethical circular economy.

In the current age of global climate crisis, corporations must confront the rising pressure to mitigate their environmental impacts. The goal of this research paper is to provide corporations with a resource to manage waste through the implementation of a circular economy and by increasing Corporate Social Responsibility (CSR). Navigating this large and complex system required the use of various methodologies including: the investigation of the relationships between waste management systems and sustainable development across major companies; literature reviews of scholarly articles about CSR, circular economies, recycling, and releases of company reports on sustainable development and financials. Lastly, interviews and a survey were conducted to gain deeper insight into the problems that make circular economies so difficult to achieve at scale.

The PPP Loan Program was created by the CARES Act and carried out by the Small Business Administration (SBA) to provide support to small businesses in maintaining their payroll during the Coronavirus pandemic. This program was approved for $350 billion, but this amount was expanded by an additional $320 billion to meet the demand by struggling businesses, since initial funding was exhausted under two weeks.<br/><br/>Significant controversy surrounds the program. In December 2020, the Department of Justice reported 90 individuals were charged for fraudulent use of funds, totaling $250 million. The loans, which were intended for small business, were actually approved for 450 public companies. Furthermore, the methods of approval are<br/>shrouded in mystery. In an effort to be transparent, the SBA has released information about loan recipients. Conveniently, the SBA has released information of all recipients. Detailed information was released for 661,218 recipients who have received a PPP loan in excess of $150,000. These recipients are the central point of this research.<br/><br/>This research sought to answer two primary questions: how did the SBA determine which loans, and therefore which industries are approved, and did the industries most affected by the pandemic receive the most in PPP loans, as intended by Congress? It was determined that, generally, PPP Loans were approved on the basis of employment percentages relative to the individual state. Furthermore, in general, the loans approved were approved fairly, with respect to the size of the industry. The loans, when adjusted for GDP and Employment factors, yielded a clear ranking that prioritized vulnerable industries first.<br/><br/>However, significant questions remain. The effectiveness of the PPP has been hindered by unclear incentives and negative outcomes, characterized by a government program that has essentially been rushed into service. Furthermore, limitations of available data to regress and compare the SBA's approved loans are not representative of small business.

The Covid-19 pandemic has made a significant impact on both the stock market and the<br/>global economy. The resulting volatility in stock prices has provided an opportunity to examine<br/>the Efficient Market Hypothesis. This study aims to gain insights into the efficiency of markets<br/>based on stock price performance in the Covid era. Specifically, it investigates the market’s<br/>ability to anticipate significant events during the Covid-19 timeline beginning November 1, 2019<br/><br/>and ending March 31, 2021. To examine the efficiency of markets, our team created a Stay-at-<br/>Home Portfolio, experiencing economic tailwinds from the Covid lockdowns, and a Pandemic<br/><br/>Loser Portfolio, experiencing economic headwinds from the Covid lockdowns. Cumulative<br/>returns of each portfolio are benchmarked to the cumulative returns of the S&P 500. The results<br/>showed that the Efficient Market Hypothesis is likely to be valid, although a definitive<br/>conclusion cannot be made based on the scope of the analysis. There are recommendations for<br/>further research surrounding key events that may be able to draw a more direct conclusion.

The product our team is commercializing is a NASA designed technology designed to store waste in space. This product works on Earth as well and has applicable multi-use capabilities. Throughout the last several months, the team has identified different markets to determine which of them would experience the most value from this product. The team conducted 25 interviews to grasp the landscape of the different markets related to this product. After a thorough analysis, it was found that vendors who support the disposal of different types of waste and sludge would be the best fit for this product. Vendors like Waste Management, Sharps, Stericycle, Sludge USA, etc.,” have large contracts with hospitals, biotech firms, labs, and cities to manage a wide spectrum of waste. The companies bring value to their clients by making a difficult process easier. However, the process is not seamless and, with certain types of waste, there are significant costs associated with not following an exact process. Throughout this process and interviews with companies like Sludge USA and Waste Management, the team identified a niche market in supporting sludge processes. Caked: Sludge Management is designed to bring value to this market by making their waste disposal process seamless, and saving these institutions significant costs in the long run, while creating additional value.

Though about 75 percent of American waste is recyclable, only 30 percent of it is actually recycled and less than ten percent of plastics disposed of in the United States in 2015 were recycled. A statistic like this demonstrates the immense need to increase recycling rates in order to move towards cultivating a circular economy and benefiting the environment. With Arizona State University’s (ASU) extensive population of on-campus students and faculty, our team was determined to create a solution that would increase recycling rates. After conducting initial market research, our team incentives or education. We conducted market research through student surveys to determine the level of knowledge of our target audience and barriers to entry for local recycling and composting resources. Further, we gained insight into the medium of recycling and sustainability programs they would be interested in participating in. Overall, the results of our surveys demonstrated that a majority of students were interested in participating in these programs, if they were not already involved, and most students on-campus already had access to these resources. Despite having access to these sustainable practices, we identified a knowledge gap between students and their information on how to properly execute sustainable practices such as composting and recycling. In order to address this audience, our team created Circulearning, an educational program that aims to bridge the gap of knowledge and address immediate concerns regarding circular economy topics. By engaging audiences through our quick, accessible educational modules and teaching them about circular practices, we aim to inspire everyone to implement these practices into their own lives. Though our team began the initiative with a focus on implementing these practices solely to ASU campus, we decided to expand our target audience to implement educational programs at all levels after discovering the interest and need for this resource in our community. Our team is extremely excited that our Circulearning educational modules have been shared with a broad audience including students at Mesa Skyline High School, ASU students, and additional connections outside of ASU. With Circulearning, we will educate and inspire people of all ages to live more sustainably and better the environment in which we live.