Matching Items (18)
Description
As two students who have benefitted immensely through engagement in the ASU Professional Sales Program, Emily Herring and Lauren Coles attempt to address the ASU Professional Sales Program as a brand. This is accomplished through an extensive investigation into the current brand in terms of brand inventory and positioning, integrated marketing communications and digital brand strategy, landscape data collection and consumer brand perceptions, and brand development strategies. For this investigation, primary and secondary research via online resources, including competitor websites, articles, etc., was used to analyze the brand and competitors. We collected primary research for the landscape data and consumer brand perceptions via a survey of sales students and coaches from other schools as well as a survey of incumbent participants of the various parts of the program. From this analysis of these data using brand management theory sourced from academic texts, we concluded that there are issues with our brand awareness and consistency. In order to mitigate this, we recommend many changes, the most pertinent and current of which are amalgamated within a holistic 3-pronged positioning campaign. The rest are included in considerations for the future. Within the holistic 3-pronged positioning campaign, the internal and external positioning drive, the customer-driven communications, and the various co-branding initiatives include strong and decisive changes, like changing the name of SPARK, the general student sales club at ASU, and using recaps of events to drive engagement on social media. We hope these changes will engage more students with the ASU Professional Sales Program earlier in their career, with increased dedication to and interaction with the various program offerings.
ContributorsHerring, Emily Nicole (Co-author) / Coles, Lauren (Co-author) / Montoya, Detra (Thesis director) / Dietrich, John (Committee member) / Department of Supply Chain Management (Contributor) / Department of Marketing (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
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
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
Description
Becoming good at selling is a nuanced skill. Many pivotal techniques are often not communicated properly in the training and onboarding phases, leaving many members of the sales force "crippled" before they even get into the field. We set out to discern the "best practices" of selling, and the underlying causes as to why they work. Through meticulous research obtained via study of experiments, sourced articles and other academic papers we compiled a thorough outline detailing the most efficient ways to build a relationship with the buyer and close the sale. From there we discussed the methodology to implement those skills into a complete sales training program. This paper serves as an informational guide to the necessary skills to complete a sale and how to train for those skills.
ContributorsSweeney, Connor (Co-author) / Reid, Tyler (Co-author) / Dietrich, John (Thesis director) / Ostrom, Lonnie (Committee member) / Economics Program in CLAS (Contributor) / Department of Management and Entrepreneurship (Contributor) / Department of Marketing (Contributor) / W. P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
Description
This paper discusses the levels of job satisfaction amongst practicing lawyers, with a distinction between government-employed lawyers (public) and those in the private sector. The purpose of this report is to provide insight into the joys and sorrows of practicing law and provide those who are curious about becoming a lawyer with the tools to be the happiest lawyer that they can be throughout their career. The paper includes analysis of a primary research survey, comparisons with existing research, and a brief overview of happiness based research. It concludes with personal applications of the knowledge gained. Findings of the project conclude that publicly employed lawyers are, on average, slightly happier than lawyers in the private sector. On a scale from 1-7 public lawyers held an average happiness rating of 6.8, while private lawyers came in at a 6.06. Both factions were found to be satisfied in their work, which can dispel the myth that lawyers in general are unhappy with their job or field. Research into happiness shows that only 40% of an individual's overall happiness can be directly affected by their mindset and actins. The other 60% is comprised of genetic and circumstantial factors. Steps and advice to increase happiness derived from a profession or life are offered. The key to finding satisfaction in the workplace lies in aligning one's strengths with one's values. This paper concludes by imploring those who seek a job in the legal field to spend time understanding what their values are, and pursuing satisfaction in the workplace instead of prestige or pay.
ContributorsGattenio, Scott Robert (Author) / Koretz, Lora (Thesis director) / Dietrich, John (Committee member) / Department of Marketing (Contributor) / W. P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2017-12
Description
Almost all surfboard wax on the market today is made of paraffin wax, a product made from crude oil. Paraffin wax is not an environmentally friendly product for surfers. I believe that there is a market for and environmentally friendly surfboard wax. My thesis/creative project will be to create this business and prepare it for launch. My main deliverable will be a business plan detailing:
• An Executive Summary
• Description of the Business
• Market Analysis Summary
• Sales and Marketing Strategy
• Company Management Summary
• Funding Plan
• Financial Projections
• Appendix if Necessary
By the time I defend, the ECO-Wax (Working Title) business will be ready to launch.
• An Executive Summary
• Description of the Business
• Market Analysis Summary
• Sales and Marketing Strategy
• Company Management Summary
• Funding Plan
• Financial Projections
• Appendix if Necessary
By the time I defend, the ECO-Wax (Working Title) business will be ready to launch.
ContributorsTingey, Cameron M. (Author) / Dietrich, John (Thesis director) / McIntosh, Daniel (Committee member) / Department of Marketing (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description
My thesis was designed as a creative project. My overall mission was to develop an idea that involved both my major in marketing and minor in health and wellness. My topic was how to start... a start-up business. My business, PEAK4U, is a professional fitness center that provides classes in therapeutic yoga, meditation, Physical Therapy, massage, and personal training. The customers are other business entrepreneurs who would like to provide their service at our facility. I obtained an LLC, Articles of Organization, and started a bank account for PEAK4U. I located a space to house all of these activities where I charge 25$ per hour no matter what service they provide. I have created a website that provides all the information on our instructors, classes, products we sell, and an area where instructors can apply online. This idea has been developed over my four-year academic career at ASU. A few of my honors classes here at Barrett have given me the knowledge in how to start a business. With the help from my director John Dietrich and my committee member Tiffany Gray, I was given insight from both the business and fitness sides on how to create this business. This thesis was designed to help finance doctorate school in Physical Therapy and help me to gain experience in a field that I am passionate about. Overall, the creation of this business was not very time consuming because our entrepreneurs are accountable for creating their own marketing, but must pass it through me for approval.
ContributorsGuido, Trevi (Author) / Dietrich, John (Thesis director) / Gray, Tiffany (Committee member) / Department of Marketing (Contributor) / School of Nutrition and Health Promotion (Contributor) / Barrett, The Honors College (Contributor)
Created2017-12
Description
This paper examines how marketing has been used as a tool to promote awareness among consumers about environmental issues and to encourage them to make sustainable choices. Marketing campaigns have been instrumental in the widespread adoption of sustainable practices such as recycling, second-hand shopping, and reducing personal waste. As consumers become more conscious of their choices, companies use green marketing to capitalize on these social trends. While many companies do have the intent to sell a truly sustainable product to fulfill customer needs, others simply use the label to profit, without putting forth a sustainable product. This practice is referred to as “greenwashing.” The Federal Trade Commission (FTC) has put forth regulatory guidelines to combat this issue, but does not seem to have the necessary resources to penalize companies who do not follow the regulations. In fact, there are many guidelines that are optional for companies to follow, but not mandatory, making it difficult to spot false claims. We conducted two surveys of over 300 college students to assess their perceptions of sustainability and how it influences their everyday choices. We asked questions about perceived sustainability of various brands, some of which with known sustainability campaigns, and others without. We found that many students hold similar perceptions of sustainability and saw interesting trends in how sustainability affects their day-to-day purchase habits.
ContributorsChrisemer, Quinn (Author) / Hussen, Sahra (Co-author) / Eaton, John (Thesis director) / Dietrich, John (Committee member) / Barrett, The Honors College (Contributor) / Department of Supply Chain Management (Contributor) / Department of Marketing (Contributor)
Created2023-05
Description
For my Barrett Honors Creative Project, I created a guide titled, Digital Marketing and Social Media Branding Guide for Newly Established and Growing Pediatric Therapy Companies in 2022. I created this guide as I have noticed a lack of knowledge regarding social media and digital marketing within pediatric therapy companies due to a lack of resources. As a Social Media Specialist for a small pediatric therapy company, I know that pediatric therapy companies that are new or rather small can benefit from a visual, research, and example-based guide so they can succeed on various digital marketing platforms. The purpose of my guide is to assist owners and marketing professionals within the pediatric therapy industry who are starting their journey or need a little extra help with marketing by helping them set and attain their marketing goals and develop strategies, tips, and tools that can support them in their marketing efforts. My guide will have everything they need to know - right at their fingertips.
In order to create this guide, I obtained secondary research from various online sources and guides to identify the industry background and supporting information for the guide, analyzed it, and derived common facts, themes, tips, and advice. Second, I conducted primary research by surveying 365 marketing students at Arizona State University through Qualtrics and analyzed that research. The purpose of this survey was to discover how familiar respondents are with pediatric therapy, services, companies, as well as their social media usage, types of content they would interact with, and to see if they would follow a pediatric therapy company. Third, I created my 57-page digital guide via Canva.com using the information I found through my secondary and primary research. The guide has a total of six sections: Section 1) Starting Steps, Section 2) Social Media, Section 3) Digital Marketing, Section 4) Management Tools, Section 5) Advertising, and Section 6) Final Tips.
This paper component explains the pediatric therapy industry, my reasoning and methodology for creating the guide, the information that is in the guide, recommendations, and next steps.
ContributorsLynch, Shelby (Author) / Eaton, John (Thesis director) / Dietrich, John (Committee member) / Barrett, The Honors College (Contributor) / Department of Marketing (Contributor)
Created2022-05
Description
With the onset of the Covid-19 pandemic in March of 2020, the world has learned to adapt to a new normal, which has largely centered around building relationships, learning, and conducting business with other in ways that could not be done in person. As marketing students, we wanted to see how the impacted the way Business-to-Business marketing and sales were conducted. Digital strategies have been on the rise prior to the Covid-19 pandemic, but were forced to grow at a much faster rate when technology became the leader in allowing us to engage and communicate with others. Despite the pressure to introduce digital strategies across the Business-to-Business market, many firms have been hesitant to do so, since they are so comfortable with the way in which they practice their business now. Previous research in this area has primarily focused on traditional marketing strategies and how technology has affected them, but we aim to study how the advancements in technology and the incorporation of digital marketing and sales strategies has ultimately impacted the relationships and efficiency of business within the B2B market. We are looking to gain insight through our research and speaking with members of the industry to understand where the future of B2B Marketing and Sales is heading now that it has evolved at such a rapid pace. We will conduct mixed methods of research within this thesis, incorporating both quantitative and qualitative data from our primary and secondary resources of reliable online sources/studies as well as our one-on-one interviews with industry leaders. Our studies will characterize the past and present of marketing and sales strategies utilized in the B2B industry, as well as aim to predict what the future holds.
ContributorsStepanek, Nicole (Author) / Shyman, Katie (Co-author) / Dietrich, John (Thesis director) / Willman, Sherry (Committee member) / Barrett, The Honors College (Contributor) / Department of Marketing (Contributor) / The Design School (Contributor)
Created2022-05
Description
With the onset of the Covid-19 pandemic in March of 2020, the world has learned to adapt to a new normal, which has largely centered around building relationships, learning, and conducting business with others in ways that could not be done in person. As marketing students, we wanted to see how this impacted the way Business-to-Business marketing and sales were conducted. Digital strategies have been on the rise prior to the Covid-19 pandemic, but were forced to grow at a much faster rate when technology became the leader in allowing us to engage and communicate with others. Despite the pressure to introduce digital strategies across the Business-to-Business market, many firms have been hesitant to do so, since they are so comfortable with the way in which they practice their business now. Previous research in this area has primarily focused on traditional marketing strategies and how technology has affected them, but we aim to study how the advancements in technology and the incorporation of digital marketing and sales strategies has ultimately impacted the relationships and efficiency of business within the B2B market. We are looking to gain insight through our research and speaking with members of the industry to understand where the future of B2B Marketing and Sales is heading now that it has evolved at such a rapid pace. We will conduct mixed methods of research within this thesis, incorporating both quantitative and qualitative data from our primary and secondary resources of reliable online sources/studies as well as our one-on-one interviews with industry leaders. Our studies will characterize the past and present of marketing and sales strategies utilized in the B2B industry, as well as aim to predict what the future holds. The results prove that despite the widespread push toward utilizing digital strategies within the B2B market, marketing and sales will never be successful without the in-person element. Ultimately, we found that B2B firms will utilize digital strategies as a means of maintaining customer relationships once they have been established via traditional methods.
ContributorsShyman, Katie (Author) / Stepanek, Nicole (Co-author) / Dietrich, John (Thesis director) / Willman, Sherry (Committee member) / Barrett, The Honors College (Contributor) / Department of Marketing (Contributor)
Created2022-05