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The rising age of the Baby Boomer generation has made a significant impact on the workforce, leaving leadership gaps that Generation X is unable to fill. This leaves an opportunity for the Millennial generation to step up and use their strengths and skills to become stronger leaders of the business

The rising age of the Baby Boomer generation has made a significant impact on the workforce, leaving leadership gaps that Generation X is unable to fill. This leaves an opportunity for the Millennial generation to step up and use their strengths and skills to become stronger leaders of the business and sales industry.
To bridge the gap between the growing sales industry there is the ability to properly train Millennials so they are successful and stay within their roles longer. By attacking this problem from a university level by strengthening sales programs as well as having employers understand and respond to needs of the Millennial generation, this will create an overall successful Millennial salesperson that will stay with their employer long term.
Strengths and weaknesses of this generation are also important to understand. Millennials are known to be tech-savvy, open-minded, collaborative, and connected, resourceful networkers. They also carry weaknesses and stereotypes of being lazy, lacking communication skills, impatient, entitled, and demanding of feedback and work flexibility. From an employer, they expect a large salary as well as a good culture, manager feedback, a mentor, work-life integration, an employer with a social responsibility mindset, and a sense of purpose.
An analysis of 12 sales programs at various universities across the country helped to understand what is being taught and offered to students as well as commonalities and differences that make a strong sales program. Commonalities among these programs include, about 250+ students, high job placement, sales labs, hosting and competing in sales competitions, and a desire to expand and grow their programs. Unique aspects of various programs were partnerships with the sales industry, hosting fundraisers, student ambassadors for the sales program, CRM courses, and internships and competition requirements.
Primary research was conducted to understand various sales development programs from companies in the sales industry. The 12 companies that participated in this research were from Arizona State University’s Sales Advisory Board. These companies completed a survey that provided detailed information of their onboarding and training process as well as their opinions of Millennial employees.
From this research, recommendations were formed for employers,
• creating a collaborative and innovative culture
• A mentorship program
• work flexibility
• continuous learning
• sense of purpose
As for Arizona State’s Sales Program, recommendations include,
• a mentorship program between Sales Scholars and the Sales Advisory Board
• creating a sales lab
• implementing CRM curriculum in classes
• continued support from the Board and alumni of the sales program
ContributorsQuinn, Jacklyn Michelle (Author) / Montoya, Detra (Thesis director) / Dietrich, John (Committee member) / Department of Marketing (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
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Description
Camp Carey is an annual freshman orientation program that takes place before the beginning of the semester in late July and early August. As the incoming W. P. Carey classes continue to grow each year, so to does the size of Camp. Beginning this project, we looked at potential that

Camp Carey is an annual freshman orientation program that takes place before the beginning of the semester in late July and early August. As the incoming W. P. Carey classes continue to grow each year, so to does the size of Camp. Beginning this project, we looked at potential that we could directly impact the quality of the camp experience, and ensure that Camp remains a memorable and quality experience for all involved. Camp is directed and facilitated every year by W. P. Carey staff members and a group upperclassmen, the camp directors and facilitators. Due to the direct impact that these upperclassmen have on the camp experience, we decided to focus our attention on improving the training provided to these individuals, and to emphasize a process of continuous data collection and improvement. The director training is broken into three modules that focus on risk management, facilitator selection, and facilitator training. Each of the seven exercises in the director training is based on a tool or practice used by modern companies in project management and human resources management. They were designed with three goals in mind: to immediately increase the directors' level of preparedness for Camp, to produce a written record to be used by directors in subsequent Camp seasons, and to provide directors with an introductory level of experience with concepts and tools that will benefit them in their professional careers. The facilitator training portion centers around the creation of a 1 credit, repeatable hybrid course to both reward facilitators, train them in proper conduct and materials for camp, as well as collect valuable feedback from the facilitators. The creation of a larger spring training session, designed to prepare the facilitators for activity facilitation, emergency preparedness, and representing W. P. Carey and ASU, and the implementation of a summer review training session are designed to prepare facilitators to lead the best camp possible. Further, the essays and surveys involved in the class are set up to gather valuable information and feedback from the facilitators for further improving the program year-over-year.
ContributorsJansma, Bradley (Co-author) / Cogell, Grant (Co-author) / Pfund, Michele (Thesis director) / Reali, David (Committee member) / Department of Supply Chain Management (Contributor) / Department of Information Systems (Contributor) / School of Accountancy (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
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Description
The millennial generation is quickly solidifying its place as the dominate generation within the workforce. As millennials transition through workplace hierarchy it is essential organizations understand how to properly develop incoming talent. This is especially important within sales as the opportunity cost for hiring and developing new sales professionals is

The millennial generation is quickly solidifying its place as the dominate generation within the workforce. As millennials transition through workplace hierarchy it is essential organizations understand how to properly develop incoming talent. This is especially important within sales as the opportunity cost for hiring and developing new sales professionals is much higher compared to other professions. Downward trends in millennial retention rates is also a strong contributing factor to the importance of understanding the millennial generation. This paper aims to identify key concepts and elements employers should incorporate into their sales training programs in order to better develop millennials entering sales roles. Through an analysis of each generation and sales training a clear framework will be identified to achieve this goal. Analyzing millennials unique strengths and weaknesses will provide the basis for the key areas employers need to focus on when designing their sales development programs. The framework identified is easily adaptable within any organizations as the concepts discussed can be universally applied.
ContributorsStensland, Zachary William (Author) / Montoya, Detra (Thesis director) / Schlacter, John (Committee member) / Department of Marketing (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
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Description

This thesis looks at the digitalization process holistically. It recognizes that for a digitalization initiative to be successful, it takes input from multiple departments and experts from diverse backgrounds. This paper will be evaluating the interconnectivity needed between the supply chain and human resources departments to spearhead the creation of

This thesis looks at the digitalization process holistically. It recognizes that for a digitalization initiative to be successful, it takes input from multiple departments and experts from diverse backgrounds. This paper will be evaluating the interconnectivity needed between the supply chain and human resources departments to spearhead the creation of a digitalization team. Both sectors must have a firm understanding of the other’s needs, in order to acquire, train, and maintain people who will have the necessary hard and soft skills to develop the digital processes. After conducting extensive research around hiring and training, the researchers identified several best practices that companies can utilize to build a successful digital logistics team. Regarding hiring, companies can improve their current practices by collaborating with universities to create synergy between enterprise needs and college curriculum, as well as utilizing talent acquisition data analytics. They must also employ targeted recruiting strategies to attract high-quality talent and create explicit and attractive job postings. In addition to hiring, companies must also continuously improve their training initiatives to ensure their team’s success. In order to do so, firms should conduct training needs analysis, personalize training using technology, offer non-traditional learning modalities, provide holistic supply chain training, and create a learning culture.

ContributorsRogers, Morgan Leigh (Co-author) / Veverka, Madison (Co-author) / Byrne, Jared (Thesis director) / Locke, Sandy (Committee member) / School of International Letters and Cultures (Contributor) / Dean, W.P. Carey School of Business (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
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Description

This thesis looks at the digitalization process holistically. It recognizes that for a digitalization initiative to be successful, it takes input from multiple departments and experts from diverse backgrounds. This paper will be evaluating the interconnectivity needed between the supply chain and human resources departments to spearhead the creation of

This thesis looks at the digitalization process holistically. It recognizes that for a digitalization initiative to be successful, it takes input from multiple departments and experts from diverse backgrounds. This paper will be evaluating the interconnectivity needed between the supply chain and human resources departments to spearhead the creation of a digitalization team. Both sectors must have a firm understanding of the other’s needs, in order to acquire, train, and maintain people who will have the necessary hard and soft skills to develop the digital processes. After conducting extensive research around hiring and training, the researchers identified several best practices that companies can utilize to build a successful digital logistics team. Regarding hiring, companies can improve their current practices by collaborating with universities to create synergy between enterprise needs and college curriculum, as well as utilizing talent acquisition data analytics. They must also employ targeted recruiting strategies to attract high-quality talent and create explicit and attractive job postings. In addition to hiring, companies must also continuously improve their training initiatives to ensure their team’s success. In order to do so, firms should conduct training needs analysis, personalize training using technology, offer non-traditional learning modalities, provide holistic supply chain training, and create a learning culture.

ContributorsVeverka, Madison (Co-author) / Rogers, Morgan (Co-author) / Byrne, Jared (Thesis director) / Locke, Sandy (Committee member) / Department of Information Systems (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
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Description

COVID-19 has proved that our society can be adaptable in the most unexpected situations. Chaos and fear struck the nation causing people to react in a variety of ways in an attempt to protect their own self interests. The retail space has had to adjust in large scales, making the

COVID-19 has proved that our society can be adaptable in the most unexpected situations. Chaos and fear struck the nation causing people to react in a variety of ways in an attempt to protect their own self interests. The retail space has had to adjust in large scales, making the shopping experience safer both for the customer and the employees. I was able to experience this first hand at Target, working there many years previous to and during the pandemic, getting to see the shift in consumer patterns. I noticed customers would purchase more products in one department, then the next month it would shift to another department. This paper will analyze those shifts in sales trends both departmentaly and within shopping methods at Target to help identify the largest changes and the possible reasons behind these.

ContributorsSalow, Alexandra (Author) / Byrne, Jared (Thesis director) / Broyles, Katie (Committee member) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
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Description
Companies are constantly looking for a way to increase sales and productivity from their workforce. A popular way to spark motivation and competition is through employee sales contests or incentive-based plans. In theory, these contests are geared to include every employee at the sales level in the organization and are

Companies are constantly looking for a way to increase sales and productivity from their workforce. A popular way to spark motivation and competition is through employee sales contests or incentive-based plans. In theory, these contests are geared to include every employee at the sales level in the organization and are thought to boost motivation across the board. But, sales contests receive substantial attention regarding their effectiveness from the academic and professional press due to some unethical incidents happening at large corporations. There have been many studies regarding the effectiveness of contests, but many have inconclusive results and do not produce a definite answer. Because of this, further research is needed to confirm the effectiveness of such contests used in the professional world. Further research would require a study that is much longer in length, as there are many variables that are behind the psychological factors associated to sales contests.

I conducted a study on the effective design, implementation, motivational factors, and takeaways upon completion of such contests. The purpose of this study is to find out whether or not sales contests are an effective way of motivating a diverse workforce. The results suggest that sales contests are a hyper-efficient tool to increase employee motivation but must be prepared for and implemented correctly in order to achieve efficient results. I recommend that sales managers use contests as a tool to gauge the motivational and behavioral changes in their employees resulting from such contests, instead of just trying to gain more revenue. Also, to combat the growing threat of unethical behaviors as a result of running sales contests, leaders need to implement appropriate measures, like unethical behavior diversion courses.
ContributorsWitt, Tyler Lee (Author) / Montoya, Detra (Thesis director) / Dietrich, John (Committee member) / Department of Marketing (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
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Description
I conducted a study on women’s success, behaviors, and experiences in professional sales. The purpose of this study is to determine the extent that women are successful in professional sales careers and what the driving forces are behind that success. I did this through exploring a variety of factors like

I conducted a study on women’s success, behaviors, and experiences in professional sales. The purpose of this study is to determine the extent that women are successful in professional sales careers and what the driving forces are behind that success. I did this through exploring a variety of factors like historical statistics, recruitment and selection, and women in sales leadership. I conducted both a literature review and informational interviews with sales women to gain valuable insights. The results suggest that women are successful in professional sales in a variety of industries due to several reasons. These reasons include their ability to form strong relationships with clients, to assess client needs, and to stay organized. I recommend that companies take a series of measures such as implementing mentorship programs, changing language used on job applications, and intentionally promoting women in order to attract and retain more women within their sales organizations. This will lead to higher profitability as the workforce is more diverse from a gender perspective.
ContributorsStaal, Hannah (Author) / Dietrich, John (Thesis director) / Montoya, Detra (Committee member) / Department of Finance (Contributor) / Department of Marketing (Contributor) / Barrett, The Honors College (Contributor)
Created2020-12