Master of Science in Marketing

The largest university-based education non-profit center in North America focuses on providing expert knowledge to family and private business owners to ensure prolonged success for generations to come. This center is looking to increase membership engagement by understanding the targeted messaging and types of programming that can drive brand awareness and perception. Furthermore, they want to create a seamless pathway for first-generation business owners and leaders to transition their businesses to the second generation.

Cindy and Loreen aimed to bridge the gap between the center's offerings and member expectations. They conducted a comprehensive research strategy, including a survey and focus group, to gather insights into member needs and preferences, thereby informing strategic decisions for the center. Through this analysis, they identified these key findings:

1. Despite the rich programming offered by the center, members expressed frustration over insufficient advance notice, hindering their ability to align participation with their schedules effectively.
2. While recognizing the quality of content provided by the center, members indicated a need for more contemporary and diversified topics, highlighting a desire for programs that cater to a broader audience and address current industry trends.
3. In addition to seeking valuable programming, members expressed a desire for enhanced personalization in their interactions with the center, emphasizing the importance of fostering a deeper sense of connection and engagement beyond the content provided.

Based on these insights, Cindy and Loreen recommended that the center revamp its programming strategy to include more relevant topics, such as AI and remote work, addressing the evolving needs of its diverse membership base. Additionally, they proposed implementing a proactive communication plan to ensure members receive timely notifications about upcoming and current events, enhancing accessibility and participation. Furthermore, they proposed incorporating personalized touches and fostering a sense of community through initiatives such as networking events, mentorship programs, and personalized interactions with members. By prioritizing relevance, communication and community building, the center can strengthen membership engagement, creating a more vibrant and connected organization.

Our experience with the center has been enlightening and insightful. It has been rewarding and filled with growth, collaboration, and challenges. With the wellness and success of their members in mind, we are confident that the center will continue to be an invaluable asset to their current and future members. This capstone course has expanded our knowledge, and we are eager to implement the skills we have obtained as we continue our professional careers.

Breeaun Canady worked with a full-service video content agency dedicated to aiding businesses in achieving their marketing objectives through a systematic five-step approach. The agency offers personalized messaging, tools and creative direction beyond content creation to effectively address client challenges. Despite their premium pricing, the agency strives to rationalize their rates while simultaneously enhancing brand visibility, attracting new clients, and retaining existing ones through an innovative six-part email campaign emphasizing the intrinsic value of collaboration.

Utilizing customer market research, including competitor analysis, market segmentation and A/B testing, has yielded invaluable insights into customer preferences, behaviors, and needs for the agency, optimizing marketing strategies and fostering business growth. Through this research, Breeaun found that:

1. The agency hasn't effectively communicated why their services stand out from competitors, making it difficult to justify their premium prices to their intended customers.
2. While the agency's website is top-notch in design and usability, their marketing efforts beyond the website are lacking.
3. The agency doesn't have enough relevant contact information for their target audience, hindering their ability to run effective email campaigns and boost brand recognition.

This led Breeaun to develop a six-part email campaign, with each email sent every two days to recipients. Each email covered different topics and objectives, but remained relevant to all target audiences. Since its launch, the agency has seen an increase in brand recognition and consumer interest, validating the approach to addressing the agency's needs. Jesy Herron, the agency’s VP of Client Services, remarked, “Thanks so much for the push. We would NOT have done this campaign without the two of you. It’s a huge stride in our marketing efforts.”

Breeaun's experience with the agency during the development of their email campaign has been outstanding. Working alongside them has been incredibly rewarding, offering both challenges and chances for growth across various fronts. The company showcases a team of adept and dedicated content creators who readily embrace innovative concepts. Each aspect of this pivotal experience has played a significant role in shaping Breeaun's personal and professional advancement.

Cesseli and Karmen worked with a non-profit organization that hosts a one-day basketball camp to enrich the lives of youth in a different city each year since 2009. This organization grapples with a pressing challenge – the necessity of external donations from various sources to sustain its crucial operations. Recognizing the inherent unsustainability of relying solely on out-of-pocket funding, a strategic shift is imperative for long-term viability.

Cesseli and Karmen’s main focus was to create a strategy to increase the organization's brand equity amongst their target market of 18–35-year-olds and, in turn, lead to more consistent donations. To understand what would motivate this demographic to donate, they conducted a qualitative survey, three interviews to gather information about the current beliefs surrounding donating, and secondary research to help support the survey findings. Through this analysis, Cesseli and Karmen identified these key findings:

1. Potential supporters perceive a lack of disposable income, hindering their ability to donate.
2. The target demographic expresses a genuine desire to contribute but lacks clarity on how to do so effectively.
3. Accessibility and transparency are paramount; potential donors crave readily available information on the organization's impact.
4. Donors yearn to witness tangible outcomes; they seek assurance that their contributions directly translate into meaningful change.

Based on these insights, Cesseli and Karmen recommended that the non-profit organization reconstruct its messaging to potential donors, emphasizing that modest donations can make a large impact. They advised the organization to implement this messaging on their Instagram and TikTok, which are the most effective digital channels for their target market, and to launch two large donation campaigns per year. Additionally, they suggested organizing and participating in more community initiatives to bridge the gap and connect more with the community they are trying to serve.

Sammie and Bill worked with a boutique winery located in Livermore, CA, which aimed to increase its online sales through its eCommerce business, initially starting in the Greater Cincinnati area and expanding efforts to the Midwest as sales grow.

Sammie and Bill, the marketing student consultants, were primarily focused on helping the winery optimize its eCommerce platform for sales growth and brand awareness. Their approach combined extensive primary research with a focus on understanding the nuanced preferences and behaviors of the winery's target market. This encompassed qualitative and quantitative surveys to gauge demographics, online wine purchasing habits and branding preferences, alongside competitive analysis through social media, website and SEO audits. Furthermore, insights from a certified sommelier enriched their understanding of distribution and brand strategies essential for boutique wineries. Through this analysis, Sammie and Bill identified these key findings:

1. Consumers in this market expressed a strong desire to try wines before making a purchase, with the only consistent avenue for such tastings being through a local distributor.
2. A brand's aesthetic and story significantly influenced consumer preferences and buying habits.
3. Creating a user-friendly online shopping experience is crucial for driving online sales.

Sammie and Bill recommended that the winery prioritize building relationships with Midwest distributors to establish themselves, as these partners are crucial for brand awareness and organizing tastings. With consumers seeking further information online after tasting their wines, the winery should enhance its digital presence by refreshing its website and social media platforms. This online visibility can facilitate community building through events like winemaker dinners and wine clubs, fostering deeper connections within the region.

In conclusion, implementing these recommendations will help increase the winery's eCommerce sales, thereby generating increased revenue to invest in sourcing higher-quality grapes, ultimately elevating the caliber of their wines. By focusing on building robust relationships with Midwest distributors and enhancing their digital presence, the winery can pave the way for greater brand recognition and consumer engagement, leading to a positive impact on both sales and product quality.

Emma and Ashley worked with a startup company from the University of Cincinnati, which developed a medical device designed to improve the delivery of rescue breaths during CPR. This device, in the prototyping stages, is disposable and provides rescuers with real-time feedback on rescue breathing and CPR, to elevate patient care.

The project's scope and goals focused on conducting market research to inform the client about the product's fit in the market and price acceptance. Extensive market research was essential to understand consumer perceptions, willingness to pay and to establish the device's market potential and strategic positioning. Key questions addressed in this project included consumer perceptions of pricing fairness, typical pricing for similar products and the anticipated demand for the device. Through comprehensive market research using qualitative methods, the project sought to identify opportunities to solidify the brand's value proposition and competitiveness in the medical devices market.

The student consultants worked to build and conduct interviews with hospital physicians and nurses, showing the device and gaining immediate reactions and feedback from these experts. They gathered valuable insights on:

1. Price Affordability: Participants emphasized the significance of cost-effectiveness and ROI in device adoption.
2. Integration Strategy: Ease of use, hands-on exposure and robust support systems were identified as crucial for successful adoption.
3. Development Process: Adherence to regulatory standards, reliability and simplicity in design were highlighted as essential for market acceptance.
4. Target Market Identification: The device was recognized as beneficial across various healthcare settings, appealing to a diverse range of professionals.

The project team was able to solidify the belief of the positioning statement, clarifying who the startup is, and articulating what they stand for with confidence and clarity.

Ultimately, the project aimed to not only improve the efficacy of CPR and rescue ventilation, but also to reduce long-term healthcare costs associated with concomitant injuries. By introducing this product into hospitals, the startup seeks to make a meaningful impact on patient outcomes and healthcare delivery by providing a cost-effective solution backed by deep clinical expertise and innovative engineering.

Rory Edmonds worked with a folk duo based in the Midwest, which has been touring and recording together since 2005. The duo faced stagnation in both volume and revenue growth and sought recommendations to increase the number of live shows, the size of their crowds and the number of interested travelers in their travel adventures.

To gather the necessary data, various forms of primary research were conducted, including market research surveys and brand-building exercises, along with key pieces of secondary research the client shared during the process. Among the insights found in the data were the target audience's desire to review and read product reviews, the lack of an existing digital community, and the misalignment of social messaging with key benefits and values.

After research was completed and insights were revealed from the data, three recommendations were made:

1. Redevelop key sections of the website to feature customer reviews and high-quality imagery matching the benefits of the products.
2. Refine the use of social media platforms to communicate the right benefits and values and elicit the intended action.
3. Create and develop digital communities for fans to interact, communicate and advocate.

Each of these recommendations was designed to help move the target market down the marketing funnel. Using social platforms effectively will increase awareness of the products and benefits. The website will add credibility by displaying reviews that communicate benefits and values. And developing digital communities will benefit both previous efforts while also increasing the time fans can interact with each other and experience the benefits of a great community.

Bayley and Reese worked with a non-profit organization based in Cincinnati focused on building better lives for people with developmental disabilities. The organization's new initiative aims to foster a deeper understanding of the authentic experiences of individuals with disabilities through public education and awareness.

Bayley and Reese set out to define the initiative’s brand, consulted with universal design expert Patricia Moore and conducted an online survey to understand audience perceptions and provide a comprehensive communications and marketing strategy. Based on the videos, their conversation with Patricia Moore and the online survey results, Bayley and Reese identified three key insights:

1. Individuals within the social network of a person with disabilities often experience a sense of obligation to make up for their limited external connections and have observed the stereotypes people with disabilities experience, indicating support and a need for the initiatives described.
2. Using empathetic language, framing ideas to align with audience interests, and choosing terms that avoid reinforcing negative stereotypes, such as referring to individuals as "differently abled" rather than "disabled,” is vital for changing societal attitudes and creating truly inclusive designs.
3. The non-profit's existing audience indicated that each unique benefit of the new initiative was very important or extremely important. This reflects the diverse needs or interests within the disability support space that the initiative could address and help uncover those gaps.

Based on these insights, Bayley and Reese were able to define the essence of the initiative's brand, utilizing a comprehensive analytical toolkit to form the strategic foundation for its branding and marketing initiatives. They proposed a communications and marketing plan that underscores the unique benefits provided by the initiative, distinguishing it from current initiatives. They recommended utilizing the non-profit’s current audience as an ideal starting point for the new initiative to build on existing relationships. Lastly, they provided a roadmap for further engaging the public and fostering a broader societal inclusion beyond existing audiences.

Leveraging Bayley and Reese's efforts, the new initiative will effectively convey its messages, cultivating an inclusive and positive impact within the community.

Hannah Grilliot worked with a leadership organization aiming to increase event attendance to meet its 2024-2025 school year goals. The organization, which relies on event-specific marketing efforts, found these to be successful in the short term but recognized the need for an overarching marketing strategy. This project filled the gap by formulating a comprehensive marketing plan that aligns with the organization’s broader vision, mission, values and goals. Through a comprehensive marketing strategy, the organization can emphasize the importance of obtaining leadership training now within their target group (aspiring leaders on campus), subsequently allowing them to reach their 2024-2025 event attendance goals.

To collect the required data, several forms of primary research were conducted, including competitive market research analysis and brand development exercises. Additionally, key pieces of secondary research provided by the client were reviewed. The data revealed several insights, including challenges faced by customers in reaching the organization, difficulties in navigating its platforms, and the need for both print and digital materials to leverage a strong customer proposition.

Hannah formulated three key recommendations that expand upon the insights and guiding principles uncovered during this semester's work. These recommendations aim at enhancing the significance of obtaining leadership training for aspiring leaders as soon as possible:

1. Fully utilize free digital tools to leverage the customer proposition: email, Instagram/LinkedIn, the organization’s website and exit surveys.
2. Engage in the classroom environment: tailored flyers in high-traffic areas, promotional merchandise and developing leadership recognition in the classroom with prestigious training.
3. Specialize and actively promote executive education: develop a sales team and specialize in an underserved market.

Each recommendation is designed to help leverage the developed customer proposition to connect aspiring leaders in the most convenient way possible. Implementing these recommendations would position the organization as the premier center for leadership training, expand its reach, and establish a robust marketing strategy for future events.

Julia Kenny worked with a local book publisher located in Covington, KY, which sells woodworking books, tools, apparel and offers in-store classes. The publisher faced an overstock issue during the 2020 pandemic, leading to the need for a new offsite location to store books. The goal is to sell the books they have the most stock of to save space and money. Currently, they primarily promote their products to current customers. The issue with that strategy is that their loyal customers either have the books or are uninterested in purchasing them.

Emphasizing tactical execution, Julia proposed stimulating market share. This approach will enable the publisher to reach untapped potential customers, thereby expanding the category. Specifically targeting individuals who are either retired or nearing retirement age will further facilitate category growth. This specific audience is looking for new hobbies and activities to fill their time, and the publisher can step in by acquainting them with woodworking via introductory offers.

To execute this task, Julia gathered the book titles, familiarized herself with those they aim to clear out, noted the corresponding stock quantities for each, and gathered the prices of each. Afterward, she focused her efforts on identifying a growing audience with a consistent trajectory. Based on secondary research, she zeroed in on retirees in search of new hobbies. She then conducted primary research by surveying individuals who are currently retired or preparing for retirement. Through this process, she obtained additional insights into their preferences for hobbies, which the publisher can leverage in their communication strategies.

To connect with this new audience, she proposed incorporating a new section on their website dedicated to individuals interested in exploring woodworking as a new hobby. Within this section, they will showcase book bundles and coupons tailored specifically for beginners. These book bundles will emphasize a value-based approach, aiming to enhance consumer value by reducing prices and emphasizing the significance of hobbies. To extend their reach to these consumers, she suggested leveraging direct mail, Facebook advertising and alumni groups. 

Expanding the category offers the publisher the opportunity to boost sales while simultaneously addressing excess stock and enhancing brand visibility. By adopting the proposed marketing strategies, the publisher can not only move surplus inventory, but also differentiate themselves from competitors and expand their customer base. Additionally, this shift in strategy provides retirees and individuals in search of new hobbies with a safe and welcoming environment to begin their woodworking journey, offering them a sense of community and support. Overall, shifting their focus to a new demographic holds great potential for the publisher.

Chaitanya Kode worked with a subdivision of a prominent engineering education organization that is currently confronting a critical challenge. The organization’s growth is hindered by a lack of engagement from the vital younger demographic, which is essential for sustaining its future in the engineering education landscape.

To address this, a multifaceted research approach was undertaken. This included conducting in-depth interviews with existing members, analyzing membership data and distributing surveys to non-members. The goal was to deeply understand the barriers to membership uptake and to identify opportunities that the organization may have been missing. 

The research unearthed a significant issue: there is a considerable lack of brand awareness, with a majority of potential members not recognizing the organization or understanding its value proposition. Despite this, there is a clear interest among the surveyed audience in the professional development opportunities that the organization specializes in, such as skill development and experiential learning. Furthermore, the preference for digital engagement highlighted a path that the organization could take to enhance its connection with this audience.

Drawing from these insights, recommendations have been formulated to propel the organization forward. Emphasizing a marketing and communication strategy that leverages both the digital predilections of the target demographic and the strength of the organization’s professional development programs is paramount. This strategy involves clarifying the organization’s branding within its larger framework to reduce confusion and creating a digital presence that showcases the tangible benefits of membership through compelling content and success stories. By introducing a flexible pricing strategy and enhancing online visibility, the organization can remove barriers to entry, thereby broadening its appeal and membership base. 

Tapping into the insights from these detailed analyses, the organization can refine its strategies to not only elevate brand recognition, but also to meet the evolving needs of a younger, more digitally engaged audience, thus fostering a new generation of members who see the organization as a pivotal resource in their professional journey.

Molly Madden worked with a Division II university athletic department in the heart of Kansas City, Missouri. There is an opportunity for the department to more easily acquire desired recruits through improved communication of their value proposition: the athletics program is a tight-knit community that values each student individually and supports their desired endeavors inside and outside of their sport.

Molly conducted preliminary market research, in-depth interviews and exercises that analyzed the program’s core competency core values, and market positioning to reveal three key insights:

1. The unique brand promise of belonging is the key driver in recruit commitment and is often valued above commitment barriers.
2. Reputation is a driving factor for high school students committing to a college, and the market potential for aspiring college athletes is at an all-time high, creating the perfect environment for the program’s culture of belonging to shine among young athletes.
3. Immersing recruits in the community has proven to be the easiest way to secure commitment, as it allows the university and city culture of belonging to speak for itself.

Based on these insights, Molly recommends a comprehensive, personalized marketing strategy of increasing continued outreach with summer camp participants of all ages, improving customer relationship management (CRM) system usage, and ensuring official athlete visits are Kansas City focused. By intentionally reaching out to potential recruits and/or students during various points in their athletic career, momentum will build in favor of the athletics program and grow their positive reputation beyond Kansas City.

The goal of each marketing touchpoint is to better position the program’s value proposition at various stages of the recruitment process to encourage recruitment efforts being met with athletes that have an affinity to becoming part of the athletics program.

Jenny Sedlatschek and Nandita Kulkarni worked with the University of Cincinnati Center for Business Analytics, a renowned research and education hub dedicated to advancing the field of business analytics. Established within the Lindner College of Business, the Center collaborates with industry partners and conducts cutting-edge research to develop innovative solutions for complex business challenges. With a focus on interdisciplinary collaboration and practical application, the Center equips students and professionals with the skills and knowledge necessary to thrive in today's data-driven business environment.

Jenny and Nandita's task entailed utilizing data-driven approaches to improve content delivery, enhance user experience, and establish strong connections between the Center for Business Analytics and its stakeholders to strengthen brand identity. This effort aimed to boost awareness, foster active engagement, and guide customers through the purchase funnel in Center activities and initiatives. To accomplish this goal, they conducted secondary research on the Center's digital platforms and previous advertising strategies, along with primary research in the form of stakeholder interviews. Based on their analysis, Jenny and Nandita uncovered the following key findings:

1. Although the Center has made initial attempts to establish an online presence, it has yet to achieve the desired level of success in digital marketing. While there have been challenges with engagement on social media platforms and limited online interaction, there is an opportunity for growth and improvement in this area.
2. While the Center strives to establish itself as a leading innovator in the data analytics sector, it recognizes the need to overcome challenges in maintaining relevance, fostering innovation and making a substantial impact in today's dynamic landscape. This acknowledgment reflects the organization's commitment to continuous improvement and adaptation in an ever-evolving industry.
3. There is an opportunity for the Center to develop a strong internal infrastructure to bolster its marketing framework. This is highlighted by the current lack of digital tools and personnel to create cohesive and impactful marketing campaigns, as well as ineffective systems for assessing advertisement effectiveness and engagement.

Based on these insights, Jenny and Nandita suggested that the Center rejuvenate its digital marketing strategy by focusing on increasing engagement on social media platforms and delivering compelling content to enhance awareness and visibility among diverse demographics and competitors. They recommended that the Center consistently communicate captivating messages to potential stakeholders and enhance its visual identity to resonate better with the target audience to establish a stronger brand identity centered on innovation and collaboration.

Strengthening the marketing strategy would involve improving internal coordination, refining the digital framework and incorporating best practices for guiding customers through the purchase funnel, such as streamlining processes, fostering collaboration, investing in digital media tools, optimizing online presence, and recruiting skilled staff to support a robust internal infrastructure. To enhance its influence and increase resonance across various stakeholders, Jenny and Nandita advised the Center to prioritize continuous learning, foster partnerships, tailor communication to modern demographics, highlight practical applications across various contexts, and establish measurable evaluation criteria.

Sydney Stickels worked with a research and evaluation center within the UC College of Education, Criminal Justice, and Human Services. The center collaborates with community and academic partners to solve problems, evaluate program effectiveness and conduct various research through surveys and focus groups. The center’s work and partnerships can increase opportunities for successful funding, improve overall study design, identify areas for improvement, and maximize the integrity and reporting of the results. Their partnerships include UC faculty & departments, schools & school districts, government agencies, community-based organizations & human service agencies, foundations & other funders, college & university programs and faculty, and other evaluators & researchers.

As part of their evaluation process, the center conducts surveys and focus groups. Through these methods, they gain qualitative and quantitative data as part of their research. Survey and focus group participants can include those who have gone through a program, staff who implemented a program, or target populations who chose not to engage in a program. This typically leads to a very niche audience being recruited for surveys and focus groups. The center is seeking to increase participation in these surveys and focus groups. The overall goal for this capstone project was to evaluate the current recruitment communications that the center uses, research industry best practices, and provide the center with a communication toolkit for increasing survey and focus group participation.

The research conducted included primary research from interviews and secondary research from external sources. The goal was to focus on information specifically related to the problem: survey and focus group recruitment. The research was centered on communication and data analysis strategies geared towards increasing participation. Each source of information was evaluated and integrated to provide the center with a comprehensive toolkit. The ultimate intention of this toolkit was to supply the center with a quick-reference handbook.

Sydney’s top three key insights into the center’s current problem are as follows:

1. The center has the drive and knowledge to conduct complex research. However, they lack the resources to refine their communication and recruitment tactics.
2. The center needs more personalized data due to the niche audience they recruit.
3. There are multiple tools available that the center can use to communicate and generate communication templates without additional costs or increasing staff.

Based on these insights along with primary and secondary research, Sydney recommended that the center utilize industry best practices and psychological research surrounding recruitment to create tactical survey and focus group recruitment communication tailored to various research projects. Additionally, the center can take advantage of A/B testing and post-focus group surveys to analyze the effectiveness of their communications. The center can also use generative tools, such as AI, to reduce manpower in adjusting and generating communications to fit their needs.

A leading mental toughness organization based in Israel, founded in 2010 by military veterans, is poised to revolutionize resilience training within the industry. Catering to executives, entrepreneurs and academic institutions, its innovative blend of physical activities and theoretical executive programs distinguishes itself in the market. The company's mission is to empower individuals and institutions to thrive amidst evolving challenges, emphasizing resilience, adaptability, determination and hope. Its unique selling proposition centers on leveraging pressure through a military and academically based approach, setting it apart and enabling leaders to transform challenges into opportunities in today's competitive business landscape.

The marketing objective revolved around establishing itself as the premier mental toughness solution provider globally, aiming to increase brand awareness and engagement internationally among executives, entrepreneurs, and academic institutions. The research approach involved a comprehensive analysis of dynamic variables in the mental toughness training market, which helped in identifying the importance of resilience and key insights that differentiate the company from competitors.

The market research results highlighted the need for a rebranding effort, which led to a recommendation for a product name change to enhance international appeal and align with the company’s vision. Pricing strategies included offering competitive rates for targeted segments, which will ensure accessibility without compromising program value. In terms of distribution, the company focuses on creating an English social media presence through various platforms to cater to international markets, fostering engagement and driving traffic. The emphasis on in-class activities addressed the insight that hands-on, theoretical application enhances program effectiveness.

An extensive marketing plan outlining next steps and key performance indicators (KPIs) to track success was provided, ensuring alignment with company messaging and customer values. This strategic approach will guide the client towards achieving their objectives and maintaining a competitive edge in the industry.

The capstone project focused on addressing a key marketing challenge presented by a regional chamber of commerce: How to attract and retain young professionals to a specific region over the next five years.

Through rigorous research and analysis, the project team conducted interviews and gathered insights from recent college graduates and returning professionals (boomerangs) across the targeted region. These efforts aimed to understand the factors influencing their decisions to stay, leave, or return to the area.

Key findings revealed a deep-rooted desire among recent college graduates to remain in environments where they feel a sense of belonging and comfort. This insight led to the recommendation that the regional chamber of commerce concentrate its efforts on engaging recent college graduates in its growth initiatives.

The project team developed detailed personas and archetypes based on their research, providing a foundation for targeted marketing and retention strategies. Recommendations included establishing communication channels to showcase career opportunities, fostering community engagement and highlighting the region's unique attributes.

By implementing these recommendations, the regional chamber of commerce can create an environment that encourages long-term career and personal growth for young professionals, ultimately contributing to the region's economic development and vitality.

The capstone project team remains committed to supporting the chamber in its efforts to attract and retain top talent, ensuring a prosperous future for the region.

A grief support nonprofit in Southwest Ohio embarked on a strategic initiative to redefine its brand, enhance market awareness and attract a wider audience to its adult grief support groups.

Sierra led the endeavour, conducting comprehensive quantitative and qualitative research to understand the diverse needs and perspectives of the target audience and analyse the competitive landscape. Key insights were uncovered, highlighting the need for a more personalized approach to grief support, strategic differentiation, and a strong focus on the ‘why’ behind the non-profit’s mission.

Critical observations revealed:

• Despite its long history, the nonprofit’s brand awareness is limited within the industry, and its name does not fully reflect the breadth of its services.
• While existing digital channels meet the target audience's needs, they require further optimization to expand reach cost-effectively.
• The organization needs to better prioritize and articulate the ‘why’ behind its mission, emphasizing the importance of grief support and working to destigmatize it.
• In response, Sierra recommended restructuring the nonprofit’s brand identity, including conducting additional research to explore a potential full-name rebrand. She also advocated for a new cost-effective digital marketing strategy, utilizing platforms like Instagram and Facebook to increase visibility and community engagement. This strategy includes adding a testimonials page on the non-profit’s website to highlight the necessity of grief support.

By implementing these recommendations, the nonprofit can increase attendance in adult grief support groups, boost community awareness and contribute to a destigmatized perception of grief support. This will enable the organization to better fulfil its mission and provide essential support to individuals navigating the journey of grief.

A Community Outreach Initiative, a 501(c)(3) non-profit organization, focuses on delivering vital services in health, education, and life improvement to remote villages in East Africa. This initiative aimed to enhance its digital media engagement strategies to better connect with donors and volunteers and aimed to optimize its internal marketing processes for more cohesive brand representation.

Autumn and Xiyanna embarked on a mission to understand the perspectives of current donors and volunteers regarding the organization's external communications. They utilized a blend of university student interviews, comprehensive market research surveys, and Xiyanna's direct experiences to identify key insights:

• Despite the initiative's significant impact on the university community and surrounding areas, the avenues for donor and volunteer engagement are limited, which restricts the organization's growth potential.
• Donors are more inclined to engage with organizations that have a presence in social media groups aligned with their interests, particularly on platforms like Facebook and Instagram.
• Increased volunteer participation could be achieved by enhancing promotion of the initiative's activities on popular social media platforms, including Instagram, TikTok, and Facebook.

Based on these insights, Autumn and Xiyanna recommended that the initiative broaden its digital touchpoints, including adopting TikTok and increasing its visibility on Instagram and Facebook, to more effectively reach their target audience. They also suggested that some marketing efforts be outsourced to strengthen the brand without overburdening the internal team. By adopting these recommendations, the initiative can improve its communication with key stakeholders and invigorate its mission.

An AI-driven innovation firm, specializing in consultative ideation, merges systematic thinking with advanced AI technology to provide unique solutions for companies focused on growth and innovation. Led by student consultants from a notable university, the firm's marketing strategy was revamped to highlight its pivotal role in enhancing the innovation processes within organizations.

Their extensive market research, which included dialogues with industry leaders and analysis of current trends, brought to light three key insights:

• A significant number of businesses are not fully aware of the immense benefits that integrating AI-powered ideation with systematic approaches can bring.
• Many organizations, despite having specialized R&D teams, fail to employ AI in the ideation phase, overlooking potential efficiencies in time and resources.
• The need for ideation and innovation consulting is universal, cutting across all industries in search of innovative breakthroughs.

In light of these findings, the students proposed a detailed three-phase marketing strategy for the AI innovation firm:

• Develop an Engaging Value Proposition: The firm will offer facilitated ideation sessions utilizing AI, appealing to clients seeking to optimize their ideation processes.
• Create a Marketing Journey Map with Milestones: The firm will navigate through the evolving AI landscape and competitive pressures by defining key milestones to ensure relevance and scalability.
• Initiate Targeted Marketing Initiatives: The firm will assert its expertise and advanced platform across industries, enhancing brand visibility and influence.

By executing this comprehensive marketing strategy, the AI innovation firm is set to significantly enhance its market presence, attract a broad clientele, and establish a distinct niche in the realm of ideation and innovation consulting.

Nathan L. Stark spearheaded a strategic initiative for a forward-thinking company dedicated to mitigating the financial impact of grief on businesses and educational institutions. The company's main hurdle is attracting its first customers and establishing trust without having prior testimonials. Their goal is to gain market share and attract customers by offering proactive solutions for grief management.

The marketing objective was to create a strong brand identity through a website and social media platforms, designed to educate potential clients and draw them in. Shifting from traditional direct outreach to digital channels aims to simplify customer interactions and sales processes, enhancing the brand's visibility and reach.

Comprehensive market research, including analyses of similar services like Employee Assistance Programs (EAPs), provided valuable insights into the industry's landscape and potential opportunities. Collaborative efforts with industry experts contributed to a deeper understanding of the company's unique propositions and the challenges it faces, pinpointing opportunities for gaining a competitive edge through strategic pricing and product diversification.

The recommended strategies are designed to make an immediate impact and boost the company's visibility. Customized digital platforms will enable better engagement with potential clients, driving sales, while revised pricing and product options are intended to increase customer engagement and build lasting relationships.

Overall, Nathan L. Stark's strategic planning sets the stage for the company to establish itself as a leader in providing pre-emptive grief management solutions for the corporate and educational sectors, facilitating its entry into the market and acquisition of its initial customer base.

A medical device company has developed a novel system designed to monitor and enhance the effectiveness of rescue breaths during CPR, aiming to reduce adverse clinical outcomes associated with incorrect ventilation techniques. To attract potential investors for the device's development and market launch, two graduate marketing students undertook an extensive market analysis, guided by a seasoned professor.

Their research aimed to identify the ideal target market, establish product-market fit, and determine acceptable pricing strategies. The students collaborated with the product's innovation team, designed logos, produced demo videos, and conducted targeted interviews with hospital physicians and EMS personnel. Additionally, they organized a workshop to develop a compelling value proposition statement.

Key insights from their study included:

• EMS personnel showed a positive attitude towards adopting new technologies, indicating a readiness to integrate this new system into their procedures.
• Concerns were raised about the learning curve associated with the new system, highlighting the need for effective training programs and intuitive user interfaces.
• There was a strong interest in the system's evidence-based benefits and its potential to improve patient outcomes, emphasizing the importance of clear communication of these advantages for broader adoption.

Using these findings, the students crafted three value proposition statements, which were tested with relevant audiences, including EMTs, physicians and hospital management. The feedback obtained was then analysed and incorporated into strategic recommendations for effectively marketing the new system, ensuring it meets the expectations and needs of healthcare professionals.

The University of Cincinnati’s 1819 Innovation Hub fosters an innovative and collaborative community, allowing students, faculty and corporate sponsors, such as Altafiber, to meaningfully engage with one another. Altafiber sought assistance in discovering new methods to earn market share, while maintaining a mutually-beneficial relationship with the 1819 Innovation Hub.

Dates' main focus was to help Altafiber retain University of Cincinnati students as customers after they graduate. To understand what would motivate these students to continue using Altafiber's services, she conducted qualitative surveys, inquired about values of certain product attributes (Attribute Value Mapping or AVM), and interviewed students to gather information about their current beliefs and attitudes toward Altafiber.

Through this analysis, Dates identified these key findings:

1. Despite having a presence on campus and launching a recent rebranding campaign, Altafiber's brand awareness and name recognition were lacking. 
2. Altafiber’s current messaging didn’t resonate with their target audience’s needs. 
3. The current digital channels being used by Altafiber are not the channels most frequented by their target audience.

Based on these insights, Dates recommended that Altafiber evolve their messaging to better resonate with its younger target audience. She invited Altafiber to implement a new unique value proposition through alternative digital channels (such as Instagram) and innovative content. As a result, Altafiber launched a new campaign that includes a series of touchpoints that introduce fiber-optic services with new content types for this audience. They saw gains in impressions and purchases, validating the approach and providing the basis for expanding the new strategy.

The University of Cincinnati’s 1819 Innovation Hub fosters an innovative and collaborative community, allowing students, faculty and corporate sponsors, such as Kroger Labs, to meaningfully engage with one another. Kroger Labs sought to effectively communicate its value to Kroger's corporate team in order to utilize and grow its successful internship program, while maintaining a mutually-beneficial relationship with the 1819 Innovation Hub.

Walsh's main objective was to understand the value proposition of the Kroger Lab and how to effectively communicate that purpose to affiliated individuals. To gather this information, Walsh conducted a series of research activities that included attending tours and events and interviewing former Kroger interns and current Kroger employees.

Her research led to three main insights:

1. The Kroger Lab at 1819 stands out to affiliated individuals due to its commitment to using advanced technologies to transform Kroger's processes and challenge existing tools and systems.
2. Kroger employees are most likely to engage with brief emails that have interesting headlines and eye-catching graphics that serve as internal marketing materials. 
3. Adopting more collaborative communication methods after 1819 Kroger Lab tours would help establish new relationships with internal and external audiences who are interested in the lab.

Based on these findings, Walsh proposed a new, innovative communication plan consisting of three phases:

1. Implement creative email campaigns targeted at key Kroger divisions to promote innovative growth.
2. Implement a new program called “1819 Kroger Lab Roadshow” where the lab would visit affiliated individuals to showcase its work and its benefits.
3. Organizie post-show sessions with QR codes and feedback collection to enhance engagement and gather input, guiding the development of future events. 

By implementing this communication plan, the 1819 Kroger Labs will be able to effectively convey its importance to key corporate divisions while utilizing more engaging internal communication methods.

The University of Cincinnati’s 1819 Innovation Hub fosters an innovative and collaborative community, allowing students, faculty, and corporate sponsors, such as KAO USA Inc., to meaningfully engage with one another. KAO USA Inc. was seeking new ways to engage UC students in their innovation challenges and amplify the ideas that emerged from these sessions.

Sumajstorcic's primary focus was to understand KAO’s current recruiting processes and gain the perspective of UC students - interest, actual experience of participating in the challenges, excitement and interest in the new concept ideas. To gather information, Sumajstorcic conducted interviews with marketing employees at KAO USA Inc., distributed surveys among UC students, and discussed affiliated resources with 1819 Partners.

Her research yielded three crucial insights:

1. UC students desire more in-person touchpoints with the KAO USA Inc. team throughout the entire sprint to achieve closer alignment to the expected deliverables.
2. There is strained cooperation and communication between KAO USA Inc.’s internal departments, which negatively affects overall awareness and participation in the challenges.
3. Recruiting efforts are failing to attract UC students, resulting in student turnover and disengagement among students.

Based on these findings, Sumajstorcic recommended that KAO USA Inc. revamp the challenges and clearly communicate their purpose and expected outcomes to students, through digital and tangible assets. By doing so, KAO USA Inc., in partnership with the 1819 Innovation Hub, successfully generated maximum student interest and engagement in design challenges, while also improving the success rates of the deliverables.

The University of Cincinnati’s 1819 Innovation Hub fosters an innovative and collaborative community, allowing students, faculty and corporate sponsors, such as Procter & Gamble (P&G), to meaningfully engage with one another. P&G sought to increase involvement, engagement and recruitment efforts among research students, while enhancing a mutually-beneficial relationship with the 1819 Innovation Hub.

Redfield's main objective was to understand how P&G is currently integrated within the activities of the 1819 Innovation Hub and explore alternative collaborations that could better align with partnership goals. To gather this information, Redfield conducted first-person interviews with 1819 partners, surveyed UC students and distributed polls to gather thoughts and perspectives on the collaboration between P&G and the 1819 Innovation Hub.

Her research led to three key insights:

1. Future student interactions should prioritize collaborating with other 1819 partners, leveraging competitive events as a means to drive company innovation. 
2. Implementing a retention/recruitment marketing database would facilitate easier and more accurate technological communication touchpoints with recent graduates. 
3. Organizing a joint seminar featuring speakers from UC and P&G and showcasing "behind-the-scenes" innovation, would generate increased interest and awareness among students due to overlapping interests.

Based on these findings, Redfield recommended that P&G, in collaboration with the 1819 Innovation Hub, implement an improved record-keeping database and develop a more effective recruitment plan. As a result, P&G was able to strengthen their relationships with 1819 partners and implement strategies to retain upcoming and recent research graduates more successfully.