Matching Items (15)
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- All Subjects: Entrepreneurship
- Creators: School of Accountancy
- Status: Published
DescriptionA group project working to implemented programs in the Town of Gilbert that build an entrepreneurial ecosystem within the town.
ContributorsCarneal, Tracy (Co-author) / Browning, Kelcey (Co-author) / Camoriano, James (Co-author) / Badulescu, Chris (Co-author) / Lindsey, Laura (Thesis director) / Riddel, Dana (Committee member) / Barrett, The Honors College (Contributor) / School of Accountancy (Contributor) / WPC Graduate Programs (Contributor)
Created2014-05
Description
This thesis discusses our path toward creating Cookies 4 Change (C4C), a student organization at Arizona State University. This organization works in tandem with the Community School's Initiative (CSI) at Children's First Leadership Academy (CFLA), a school for housing insecure K-8 students in the valley. This mission of Cookies 4 Change is to mentor 7th and 8th grade students of the CSI program at Children's First Leadership Academy in life, in entrepreneurial endeavors, in academic pursuits, and in fundraising to illuminate future potential in both education and careers beyond. To fulfill this mission, we researched three main fields: volunteer motivation, self-esteem in the classroom, and curriculum. This research helped us to first determine the best way to structure our organization to keep ASU students engaged, second to build the self-esteem of the middle school students, and third to create sustainable curriculum on the topic of entrepreneurship. In addition, to ensure the sustainability of Cookies 4 Change, we are developing strong and committed members to take the reigns of the organization when we graduate. We have created detailed pass along documents to complement this thesis and assist them in running C4C. Lastly, we discuss the potential scalability of Cookies 4 Change as a concept to different underprivileged schools in the valley and other cities with a similar socioeconomic makeup. By delving further into our story, the research, the organization, the curriculum, our future, and the scalability, we hope to detail the work we have done to help these students and how the organization will continue helping after we are gone.
ContributorsMiller, Jenna Marie (Co-author) / Lefever, Ian (Co-author) / Feeney, Mary (Thesis director) / Clausen, Tom (Committee member) / Department of Economics (Contributor) / School of Accountancy (Contributor) / Barrett, The Honors College (Contributor)
Created2018-12
Description
The following creative project was a two part study regarding the wedding and event planning industry. Part one consisted of planning and executing an event followed by an analysis of the event in terms of strengths, weaknesses, and customer feedback. Part two consisted of evaluating a potential wedding planning company by the standards of the Business Model Canvas Method. The overall goal of this project was to determine if I would be pursuing a career as an independent wedding and event consultant or exploring other career options based on the research conducted and which option would be best aligned with my desires and career aspirations.
ContributorsHawbaker, Christina Elizabeth (Author) / Peck, Sidnee (Thesis director) / LePine, Marcie (Committee member) / Barrett, The Honors College (Contributor) / Department of Marketing (Contributor) / W. P. Carey School of Business (Contributor) / Department of Management (Contributor)
Created2013-12
Description
A fun, interactive, and practical motivational speaking package designed to inspire and encourage high school and college students, as well as young adults, to achieve success and discover their leadership potential. Using secrets learned from starting my own business, Board Blazers LED Underglow Skateboard Lighting, and performing as Drum Major of the 400+ member ASU Sun Devil Marching Band, I share tips and tricks that can be applied in everyday life. Topics include surviving in difficult leadership situations unique to young leaders, celebrity confidence secrets, and creating infectious enthusiasm while working on a team.
ContributorsRudolph, Gregory James (Author) / Eaton, John (Thesis director) / Desch, Timothy (Committee member) / Barrett, The Honors College (Contributor) / Department of Marketing (Contributor) / Department of Supply Chain Management (Contributor) / W. P. Carey School of Business (Contributor)
Created2014-05
DescriptionThe following contains the reasons why one would want to start and own their own business, a brief analysis of the author's experience with his own business, and an eight step guide that will lead an individual through the preliminary work that is necessary when starting a small business.
ContributorsGriffen, Jack Henry (Author) / Peck, Sidnee (Thesis director) / Vanasek, James (Committee member) / Barrett, The Honors College (Contributor) / W. P. Carey School of Business (Contributor) / Department of Supply Chain Management (Contributor) / School of Historical, Philosophical and Religious Studies (Contributor)
Created2014-05
Description
This paper takes a look at developing a technological start up revolving around the world of health and fitness. The entire process is documented, starting from the ideation phase, and continuing on to product testing and market research. The research done focuses on identifying a target market for a 24/7 fitness service that connects clients with personal trainers. It is a good study on the steps needed in creating a business, and serves as a learning tool for how to bring a product to market.
ContributorsHeck, Kyle (Co-author) / Mitchell, Jake (Co-author) / Korczynski, Brian (Co-author) / Peck, Sidnee (Thesis director) / Eaton, John (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor) / Department of Economics (Contributor) / Department of Management (Contributor) / Department of Psychology (Contributor) / Department of Supply Chain Management (Contributor) / School of Accountancy (Contributor) / W. P. Carey School of Business (Contributor)
Created2014-05
Description
The purpose of this paper is to explore the question of whether there are objective truths about what is good and bad in a sense that extends beyond merely meeting (or failing to meet) certain pre-determined standards. An answer to this question would provide a basis for answering more specific questions, such as: Are there acts that are universally bad? Are there truths about what kinds of life are the most worth living independent of the aims people choose for themselves? Is it possible for one person to be right in the case of value disagreement in this non-pre-determined sense? If the answer to these questions is Yes, what facts make this true? Lastly, I will reflect on what conclusions this exploration warrants adopting, and their possible implications.
ContributorsMurphy, Henry (Author) / Marneffe, Peter (Thesis director) / Portmore, Douglas (Committee member) / Bednarchik, Lori (Committee member) / Barrett, The Honors College (Contributor) / W. P. Carey School of Business (Contributor)
Created2012-12
Description
My thesis is a creative project in which I designed, developed, marketed, and sold a mobile application on the iOS (iPhone) platform. In addition to developing a mobile application, I also formed a Limited Liability Company, Flem LLC, which I will own, manage, and operate for the duration of this project and beyond the thesis project. Flem LLC allows me to create a unique brand for my company, separate from myself, as well as providing legal protection for my personal assets. My initial application is titled "Derpy Calc". It is a basic calculator for iPhone capable of adding, subtracting, multiplying, dividing, and taking the square root of positive, negative, and decimal numbers. Derpy Calc is unique because before it will output an answer, Derpy, the calculator's personality, will make a remark or ask a question that is factual, random, or silly. This application is targeted at teenagers and young adults and the outputs Derpy gives will be targeted those demographic. The purpose of this application is to provide humor and spontaneity to the process of doing math and is currently the only iOS application with that focus. Derpy debuted on the Apple App store on March 1st 2013. As of March 27th, it is on Version 1.2, has had 457 advertisement views on 328 downloads. It has earned Flem LLC a total of $0.75 in advertising revenues.
ContributorsFleming, William Patrick (Author) / Peck, Sidnee (Thesis director) / Nemanich, Louise (Committee member) / Faucon, Christophe (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor) / School of Accountancy (Contributor)
Created2013-05
Description
Africa has some of the "fastest growing economies," yet there is a lack of a middle class (Economist). Natural resources have attracted foreign investments, however, most of the revenue exit these economies. What remains a consistent, permanent advantage is culture; it has been the most integrated core value before and after colonialism. The concept of culture has become a part of the identity of Africa and it has not been leveraged to its full potential. The 2013 Creative Economy Report states, "Culture is a way to create jobs and improve people's lives. It empowers people. It works for development" (UNESCO/UNDP). Cultural industries create local sustainable jobs that are less susceptible to the fluctuation of the global economy compared to jobs in factories and multinational companies. They are based on "local tacit know how" that is not accessible globally as they are people intensive rather than capital intensive (Scott A.J, 1999). Activ8 seeks to tap into this opportunity by maximizing the economic potential of developing economies by investing in their cultural industries. Activ8 aspires to accomplish this by targeting two sets of customers: creators, who are the activators, and investors. Our activators consist of two target segments: one living and working in these industries in a developing country, and the other being refugee clients who may have been exposed to a cultural industry and may want to pursue developing cultural products in their new country of asylum. Our investors are globally minded individuals who want to be culturally aware, have an appreciation for authentic cultural products, or seek to invest in entrepreneurial pursuits in Africa. During our first phase we will focus on the cultural industries in Ghana, West Africa. This will range from products in the textiles industry to sculptures and traditional instruments. We plan to pilot the first phase in Ghana and in the second phase, form a partnership with the International Rescue Committee, a refugee settlement agency, in Arizona. Our goals are to provide education and mentoring, market accessibility, product development, and financing to encourage and empower activators to be self-sufficient and successful cultural entrepreneurs, whiles improving economic development in their communities. Our online store will feature our activators' authentic products, their stories, and the cultural importance of each product. There will also be a platform for entrepreneurs in other industries in Africa to connect with venture capitalists or angel investors around the world. The educational component will be infused with product development and entrepreneurship training derived from the "From AHA!! to EXIT" strategy coined by Aram Chavez from the College of Technology and Innovation at ASU. In order for Activ8 to successfully execute its mission, Activ8 will need to be able to give our team and our activators access to technology, mentorship, and financial resources to operate an online store and rum Activ8's educational program. We also envision creating partnerships with boutiques and retail corporations to adapt these cultural products. Our long-term goal is formulate the conditions conducive for economic growth and sustainable development to ensure Africans become the main agents of development.
ContributorsAdusei, Esther (Author) / Chavez, Aram (Thesis director) / Schoellman, Todd (Committee member) / Department of Supply Chain Management (Contributor) / School of International Letters and Cultures (Contributor) / W. P. Carey School of Business (Contributor) / Department of Finance (Contributor) / Economics Program in CLAS (Contributor) / Barrett, The Honors College (Contributor)
Created2015-12
Description
Research has indicated that, with the rise of the digital age, social ability, emotional maturity, and the capability to empathize have decreased significantly in the newer generations (Generation X and Millenials) compared with previous generations. The primary purpose of this thesis was to discover a way to counteract the negative effects of constant screen-time with a space that encourages face-to-face interactions while also contributing monetarily to the community by which it is surrounded.
This thesis explores the viability of the creation of a board game café in downtown Phoenix that would donate a percentage of its profits to local charities and other initiatives for the improvement of the Phoenix area. Using a combination of different entrepreneurship and business model templates, fourteen questions were answered to complete the business model, including questions about resources and partnerships necessary for the venture’s success in addition to what the cost structure and revenue streams would look like. These fourteen questions make up the fourteen different parts of the Lean Launch Business Model Canvas, the template primarily used for the display of the final business model. The business model canvas undergoes “cycles” – that is, different drafts of the canvas are created and added to or modified as needed. This particular business model canvas underwent as many as 15 cycles before becoming finalized and receiving approval.
The completion of the business model canvas invites speculation about its actual viability, bringing up questions about financing, projected sales, and the length of the venture’s future. “Pivots,” modifications of the business model to either increase revenue or decrease costs, are also explored at this point. While this particular business idea does have a sustainable competitive advantage in the Phoenix area as a first mover, it would be unwise to pursue the idea further, as the costs are far too high and the required activities far too numerous to outweigh the revenues and benefits. In addition, it would be difficult to obtain funding at a reasonable interest rate for a venture with such a high risk of failure. In this case, a pivot was considered that eliminated nearly all costs and risk, while still relying on a very similar revenue stream. This pivot suggested a far simpler and more economical way of accomplishing the original goal of bettering the Phoenix metro community and giving customers the chance to rediscover in-person communication.
This thesis explores the viability of the creation of a board game café in downtown Phoenix that would donate a percentage of its profits to local charities and other initiatives for the improvement of the Phoenix area. Using a combination of different entrepreneurship and business model templates, fourteen questions were answered to complete the business model, including questions about resources and partnerships necessary for the venture’s success in addition to what the cost structure and revenue streams would look like. These fourteen questions make up the fourteen different parts of the Lean Launch Business Model Canvas, the template primarily used for the display of the final business model. The business model canvas undergoes “cycles” – that is, different drafts of the canvas are created and added to or modified as needed. This particular business model canvas underwent as many as 15 cycles before becoming finalized and receiving approval.
The completion of the business model canvas invites speculation about its actual viability, bringing up questions about financing, projected sales, and the length of the venture’s future. “Pivots,” modifications of the business model to either increase revenue or decrease costs, are also explored at this point. While this particular business idea does have a sustainable competitive advantage in the Phoenix area as a first mover, it would be unwise to pursue the idea further, as the costs are far too high and the required activities far too numerous to outweigh the revenues and benefits. In addition, it would be difficult to obtain funding at a reasonable interest rate for a venture with such a high risk of failure. In this case, a pivot was considered that eliminated nearly all costs and risk, while still relying on a very similar revenue stream. This pivot suggested a far simpler and more economical way of accomplishing the original goal of bettering the Phoenix metro community and giving customers the chance to rediscover in-person communication.
ContributorsNahon, Rachel Ann (Author) / Westlake, Garret (Thesis director) / Manning, Michael (Committee member) / W. P. Carey School of Business (Contributor) / School of Mathematical and Statistical Sciences (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05