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establishing traditions in the current digital landscape. Contemporary marketing
practices adhere to formulaic social media campaigns that we wanted to experiment
within establishing the tailgate event, Devils on Taylor, as a tradition on the Arizona
State University Downtown Phoenix campus. Drawing inspiration from established
traditions on the main, Tempe campus at Arizona State University, we focused on how
social media could grow our event to a comparable caliber of long-standing events such
as Devils on Mill & Devils on College. There were three major components in creating
this project: 1) creating an event with significance and meaning to the surrounding
community; 2) making the given community aware and excited about participating in the
event on a recurring basis; and 3) cultivating new leadership to continue executing this
tradition and successfully passing it down each semester/year. Effective marketing
campaigns cater to the tendencies of the targeted demographic and are imperative to
modify based on the audience. Understanding the target demographic of 18-24-year
olds fundamentally altered our marketing strategy for Devils on Taylor and resulted in
our heavy concentration on social media. This project compares the effectiveness of
marketing strategies such as Facebook, Instagram, flyers and word of mouth and
develops conclusions based on the turnout to Devils on Taylor events, membership
in Inferno Insiders, which is the organization that hosts these events, and the potential
for these two entities to sustain themselves in the following years. Interestingly, the
symbiotic relationship between Inferno Insiders and Devils on Taylor presented unique
challenges. We note the consequences of creating an organization to create a tradition
and project our confidence in the longevity of Devils on Taylor.
• The ability of establishments to obtain and maintain insurance coverage
• Limits the number of insurance carriers in Arizona, which increases the cost of such coverage.
• Expensive insurance directly affects business profitability:
o restricting their ability to make capital purchases
o limiting their ability to make local investments
o reduces state income tax revenue
o the need to reduce their staff or close their doors completely
o less money that any local business can bring to their bottom line is less money that they are able to
o reinvest in their community, their city, and in their state
In an effort to reduce the burdens imposed on Arizona’s restaurant and bar industry, I propose legislative changes to Arizona Revised Statute 4-311. These legislative changes would not only aid these small businesses in their efforts to be profitable and serve their communities, but would be beneficial to local cities and the State of Arizona alike. I would propose the following:
• Place a burden of proof on the plaintiff that a customer was served in an “obviously intoxicated” state as defined in A.R.S 4-311 (D), diminishing the ability to file suits based solely on the driver’s BAC of .08 or above.
• Strike all claims with basis on “known or should have known” judge made and judge applied common law standard that has not been incorporated in to the Arizona Dram Shop Statutes through legislation.
With these changes to Arizona Dram Shop Statutes, local restaurants and bars could contribute not only to their local economies, but also to support deterrence of the crime through a .5% tax on liquor sales generated through the sale of such in a liquor licensed establishment. This tax would amount to approximately $27* million dollars annually for the State of Arizona. This additional tax revenue would go directly to their local police departments to specifically fund increased efforts to deter instances of drunk driving. This deterrence could be achieved through increased police presence, hiring and training officers in the specialty of detecting drunk drivers, and/or conducting additional sobriety checkpoints throughout the state. Currently, a few other states (MD 9%, MN 2.5%, ND 7%, D.C 10%) have implemented a small tax on retail sales of liquor in addition to the various excise tax imposed at the wholesale and/or manufacturing level.
Americans today face an age of information overload. With the evolution of Media 3.0, the internet, and the rise of Media 3.5—i.e., social media—relatively new communication technologies present pressing challenges for the First Amendment in American society. Twentieth century law defined freedom of expression, but in an information-limited world. By contrast, the twenty-first century is seeing the emergence of a world that is overloaded with information, largely shaped by an “unintentional press”—social media. Americans today rely on just a small concentration of private technology powerhouses exercising both economic and social influence over American society. This raises questions about censorship, access, and misinformation. While the First Amendment protects speech from government censorship only, First Amendment ideology is largely ingrained across American culture, including on social media. Technological advances arguably have made entry into the marketplace of ideas—a fundamental First Amendment doctrine—more accessible, but also more problematic for the average American, increasing his/her potential exposure to misinformation. <br/><br/>This thesis uses political and judicial frameworks to evaluate modern misinformation trends, social media platforms and current misinformation efforts, against the background of two misinformation accelerants in 2020, the COVID-19 pandemic and U.S. presidential election. Throughout history, times of hardship and intense fear have contributed to the shaping of First Amendment jurisprudence. Thus, this thesis looks at how fear can intensify the spread of misinformation and influence free speech values. Extensive research was conducted to provide the historical context behind relevant modern literature. This thesis then concludes with three solutions to misinformation that are supported by critical American free speech theory.
A research study comparing social media strategies in the National Hockey League from a large market team and a small market team.