Master of Science in Marketing

The Master of Science in Marketing program provides aspiring marketers with the contemporary tools and practical experience necessary to successfully accelerate their career in today’s fast-paced business environment.

Lindner's MS in Marketing program is designed to provide students with innovative and specialized curriculum choices, helping them gain both breadth and depth to their marketing skills.

Students learn alongside our world-renowned faculty, who rank in the top ten for publications in consumer psychology journals. The program core courses are intended to strengthen your foundation in strategy, analytics and consulting, while electives allow you to pursue the areas of marketing that interest you the most—whether that's digital marketing, consumer psychology, marketing innovation tools, or branding.

Your goals are unique, so we encourage you to incorporate courses from across the University, adding an additional layer of interdisciplinary specialization and competitive differentiation to your resume. Courses can be completed on campus or online, full-time or part-time.

This program is open to students who have a bachelor's degree or other graduate degrees in business or in non-business disciplines.

How does the Master of Science in Marketing degree differ from an MBA degree?

An MBA degree from the University of Cincinnati provides you with a graduate-level portfolio of learning in all aspects of business, including finance, accounting, economics, and management. The Master of Science in Marketing program is structured to concentrate on the breadth and depth of learning and experience available in marketing and marketing-related areas. For those who are interested in a degree that concentrates solely on marketing, the Master of Science in Marketing is the more appropriate program

I do not have a business background. How will this affect my chances of getting accepted to the Master of Science in Marketing program?

Students in the Master of Science in Marketing program come from a variety of backgrounds. While some of our students do have undergraduate business degrees, many others have degrees and experience in sociology, design, liberal arts and political science, to name a few. The diversity of background provides a richer and fuller shared experience for all Master of Science in Marketing students.

Can full-time students begin studies only in the fall semester?

Students may begin the Master of Science in Marketing program in either the spring or fall semesters. Students typically start in the fall semester, but it is not required. Some students prefer to start in the spring term in order to complete a few Basic Business Knowledge courses.

Marketing Curriculum

The MS in Marketing program provides students with an innovative and specialized academic curriculum that covers a wide range of marketing topics. Required classes include Buyer Behavior, Marketing Ethics, and Data Analysis. Students receive in-depth training and experience in all areas of marketing, including:

  • Branding
  • Strategy
  • Market research
  • Buyer behavior
  • Product management
  • International issues

Experience-based learning is an integral component of the Master’s in Marketing program. Real-world field-study experiences provide students with the opportunity to acquire practical, hands-on knowledge to establish or further their careers in the marketing profession.

MKTG 7012: Marketing Research (4 credit hours)
Students will explore the role of marketing research to solve contemporary business challenges, with a focus on the development and implementation of best-practices on premier research platforms. Students will collect and analyze data to identify trends and generate insights and strategies.

MKTG 7015: Buyer Behavior (2 credit hours)
Consumer behavior is the study of human responses to products/services, and the marketing of these products and services. The topic is of critical importance to marketing managers because the development of successful programs is predicated on developing a rich understanding of the consumer’s values, behaviors and motivations. Students will examine the ways in which understanding consumer psychology assists the marketing manager.

MKTG 7028: Marketing Ethics (2 credit hours)
Graduate students will be provided with a broad, practical overview of ethical issues in marketing. Drawing from moral philosophy and cognitive psychology, students will acquire and refine analytical and managerial decision-making skills through the application of ethical principles to moral dilemmas represented in case examples.

MKTG 7035: Marketing Strategy (2 credit hours)
This course presents a foundational framework for strategic business and marketing planning, starting with the analysis of business and marketing positioning in market through the tactical execution of strategies across a full complement of channels and content. Marketing professionals must understand at a very deep level how a firm competes in the marketplace, and this course will provide you with the ability to analyze a marketing opportunity and create programs that change customer beliefs in a way that is favorable to the organization. Students will learn how to make marketing decisions when faced with ambiguity.

MKTG 7099: MS Marketing Capstone (4 credit hours)
The capstone course is the final course in which the student must demonstrate competency in all areas of the MS Marketing program. The student is assigned an organization (for-profit or not-for-profit), becomes the marketing consultant, and is expected to solve the client’s marketing question utilizing the strategic framework introduced in the marketing strategy course.

BA 7077: Career Management (full-time students only, 0 credits)
Designed for Graduate Business students, this course focuses on helping you develop your brand, position yourself in the job market, resume construction and salary negotiations. It is recommended that you take this course in the semester before you graduate.

MKTG 7014: Innovation Tools (2 credit hours)
This interactive course focuses on creating value and organizational growth through product innovation and market expansion. Students develop innovation ideation skills and apply those skills within the context of a marketing strategy framework.

MKTG 7016: Professional Sales (2 credit hours)
This interactive course uses a combination of discussions, exercises, role-playing, and a simulated sales presentation, which are intentionally designed to improve the student’s understanding of the principles of professional selling and enhance the student’s executional competence.

MKTG 7017: Consumer Insights (2 credit hours)
Students will learn the skills necessary to plan and execute a qualitative research project that uncovers actionable consumer insights.  Through a project for a client, students will conduct research and understand how consumers think and feel about a particular product/service, and will learn the process of how to uncover key insights that can support marketing practice.

MKTG 7019: Product Management (2 credit hours)
This course is an examination of the contemporary economic, technological and political conversations that influence the strategic product portfolio decisions of an organization and the transformational role of product management viewed through the lens of GEIST Analysis.

MKTG 7020: New Product Development (2 credit hours)
This interactive course focuses on using a robust market analysis to outline customer needs, which are then used to direct the development of new products and market launch strategies.

MKTG 7021: Design Thinking for Business (2 credit hours)
This interactive course introduces design thinking as a business problem solving approach.  Students will work with the design thinking model, and will understand innovative techniques that will enable them to practice applying these new skills to classic business challenges. The course fosters creativity and collaboration in the increasingly ambiguous business world in which today’s business leaders compete.

MKTG 7025: Advertising and Marketing Communications (2 credit hours)
Students will learn the key elements of advertising and promotion.  The course is designed from the perspective of managers who make decisions about marketing communications programs as part of the overall marketing mix. Students will learn about topics such as setting program objectives, positioning, target audience selection, creative strategy, media strategy, advertising research and evaluation.

MKTG 7026: Influence Strategies (2 credit hours)
This course examines the principles of social influence, leveraging noted psychologist Robert B. Cialdini's authoritative book "Influence: Science and Practice." Students will learn the psychological secrets underlying powerful persuasion techniques used by advertisers, sales professionals, direct marketers, politicians, religious cults, and others.

MKTG 7027: Digital Marketing Tools (2 credit hours)
Students will explore the use digital technologies for the purpose of understanding customer digital behavior and using that information to market, sell, and distribute products and services. New developments unfold rapidly in this arena; hence the course content changes as appropriate.

MKTG 7030: Branding Strategy (2 credit hours)
Students will cover a range of issues related to strategic brand management including brand equity, brand positioning, the design and implementation of brand strategies, and the management of brand equities across geographic boundaries. Emphasis is on the application of strategic brand management theory to practical applications and case studies including consumable and non-consumable products, services, retail outlets, people, organizations, places, and even political or social causes.

MKTG 7032: Sales Management (2 credit hours)
In today’s organizations, sales and marketing teams collaborate on the development and execution of marketing programs, leveraging digital platforms and databases to identify the highest value leads and implement strategies to cultivate interest. You will learn about and experience contemporary sales processes and management strategies as an indispensable aspect of a marketing career.

MKTG 7033: Retailing Strategy (2 credit hours)
This course gives an overview of the retailing industry focusing on theoretical and managerial perspectives, with a special emphasis on the most current developments in the industry. Students will learn about topics such as graduate level principles of retailing, retailing research, retail atmospherics, customer service, CRM and technology, and the globalization of the retailing industry.

MKTG 7036: Consumer Decision Science (2 credit hours)
To influence consumers’ decisions, marketers first need to understand how those decisions are made. Such decisions would be quite easy to understand if we assume consumers (1) are perfectly accurate information processors, and (2) always choose options that maximize their happiness. In this course, you will learn how and why both of these assumptions are rarely true. Specifically, we will look at how things like risk and uncertainty, heuristics and biases, feelings and emotions, contextual factors, and even our evolutionary history lead consumers to both systematically deviate from traditional notions of rationality, and even define new ways in which we think about rationality itself.

MKTG 7037: Digital Marketing Strategy (2 credit hours)
This course explores the use of digital marketing — the integrated use of demand generation digital platforms and multiple social channels — to create digital conversations that enable brands to send the right message, to the right person, at the right time. A digital conversation is a sequence of communications, or "touch points," that nurture a prospect through each of the marketing funnel stages. It is the execution of the brand’s storytelling in a digital format, addressing the prospect's “moment that matter” in each funnel stage, and progressively profiling the prospect to optimize content delivery. The goal is to quickly connect with the prospect, reduce the time it takes to convert them to customers, and create long-term loyalty.

MKTG 7038: Digital Marketing Analytics (2 credit hours)
Digital Marketing Analytics refers to the analysis of quantitative and qualitative data associated with digital marketing touch points. Students will understand the role that digital marketing analytics plays within organizations, perform analysis of digital data, and create a plan that includes data architecture, integration and measurement for digital marketing touchpoints that support retailing, marketing, and advertising strategies.

MKTG 7040: Marketing Performance Metrics (2 credit hours)
This course examines the tools and approaches for gauging the impact of marketing actions—short and long term. You will learn about currently available marketing metrics, how to determine the most appropriate marketing measures (Key Performance Indices—KPI) for a specific company, and whether that data is available or needs to be created, and how to construct a marketing measurement system (or dashboard) to enable return on marketing investment (ROMI).

MKTG 7041: Marketing for Social Change (2 credit hours)
In this course you will learn the foundations of cause marketing and how a well-designed, brand-aligned program can be beneficial to an organization. Both financial and reputational benefits to the organization will be considered.

Study Abroad courses are also available and vary each year (prior locations include Italy, Chile and France).

Many students elect to intentionally focus their graduate work in a specific area and may choose a maximum of 6 credits of electives from other Lindner College of Business graduate programs, or, other University of Cincinnati colleges' programs (prior approval may be required).

MS Marketing applicants must demonstrate basic business competency when applying to the program, either through undergraduate curriculum or demonstrated business and marketing experience. Should the admission committee determine that a candidate meets the admission criteria for the program but additional business knowledge is required, the applicant may be directed to take any or all of the pre-requisite courses.

MKTG 7000: Marketing Foundations (1 credit hour)
This course is an introduction to the fundamentals of Marketing at the graduate level. Students are exposed to the essentials of consumer and market analysis, basic marketing planning and messaging, and basic executional tactics such as segmentation, targeting, positioning.

ECON 7000: Economics (2 credit hours)
This course is an introduction to the fundamentals of economics at the graduate level. Students are exposed to the essentials of both microeconomics and macroeconomics including supply and demand mechanisms, the impacts of regulation and taxation, production cost variances, changing market structures, measures of the aggregate economy, sources of economic growth, and the impact of governmental policies.

ACCT 7000: Foundations in Accounting (2 credit hours)
This course is an introduction to the fundamentals of finance and accounting at the graduate level. Students are exposed to the essentials of the accounting process including development and analysis of financial statements, using accounting information to support management decisions, and using time value of money techniques to evaluate capital asset decisions.

BANA 7011: Data Analysis (2 credit hours)
This course is an introduction to the fundamentals of data analysis and statistical methods at the graduate level with focus on practical decisions using quantitative models in a spreadsheet environment. Students are exposed to the essentials of source data development, descriptive and graphical statistical methods, probability, distributions, sampling and sampling distributions, estimation, confidence intervals, and hypothesis testing.

Capstone Projects

Experience-based learning is an integral component of Lindner’s MS Marketing program. Through a capstone project, students partner with an organization to problem-solve a real-world business issue the company is facing. Students then provide recommendations to improve the organization's overall marketing strategy and execution.

Read on about the recent capstone projects completed by MS Marketing students.

Headshot of George Amoako, MS ’23

George Amoako, MS ’23

Headshot of Alex Tide, MS ’23

Alex Tide, MS ’23

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.

Headshot of Abigail Erickson, MS ’23

Abigail Erickson, MS ’23

Headshot of Natalie Van Auken, MS ’24

Natalie Van Auken, MS ’24

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.

Headshot of Sierra Irvin, MS ’23

Sierra Irvin, MS ’23

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.

Headshot of Autumn Jenkings, MS ’23

Autumn Jenkings, MS ’23

Headshot of Xiyanna Kellogg, MS ’23

Xiyanna Kellogg, MS ’23

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.

Headshot of Zhané Broomfield, MS ’23

Zhané Broomfield, MS ’23

Headshot of Sachin Ruparelia, MS ’23

Sachin Ruparelia, MS ’23

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.

Headshot of Nathan L. Stark, MS ’23

Nathan L. Stark, MS ’23

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.

Headshot of Sarah Fortsch, MS ’23

Sarah Fortsch, MS ’23

Headshot of Ala’a Ghaben, MS ’23

Ala’a Ghaben, MS ’23

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.

Headshot of Corrine Dates, MS '23

Corrine Dates, MS '23

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.

Headshot of Katie Walsh, MS '23

Katie Walsh, MS '23

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.

Headshot of Matea Sumajstorcic, MS '23

Matea Sumajstorcic, MS '23

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.

Headshot of Shannon Redfield, MS '23

Shannon Redfield, MS '23

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.

University of Cincinnati College of Nursing RN-BSN Online, Adaptive Educational Approach

Headshot of Arizzona Albright, MS '22

Arizzona Albright, MS '22

The RN-BSN programs offered at the University of Cincinnati are a necessary step for associate degree-prepared nurses looking to continue their education for personal and professional advancement. The college was seeking assistance in adapting to industry changes while continuing to ‘win’ in the marketplace.

Arizzona focused on understanding where students, both past and present, found opportunities within their education and the industry to further leverage ideas. She collected information through surveys, evaluations of current marketing efforts, and considerations of students’ beliefs and motivations.

From this collected data, Arizzona acquired three primary insights:

  1. Despite the highly competitive nature of online RN-BSN programs worldwide, UC’s program is considered one of the best, given the staff’s care for their students.
  2. All three unique behavioral segments chose UC’s RN-BSN program for the same reasons — its flexibility, support and credit transferability.
  3. UC’s RN-BSN program satisfies several emotional values of students — self-respect, self-fulfillment, accomplishment and respect from others.

Arizzona recommended that the program continue to focus on the excellence of their online RN-BSN program, alongside maintaining its flexibility and community connectivity. The RN-BSN online program at UC was able to better articulate their prestige as a nursing institution, providing students with unparalleled experience, knowledge and status.

NeuroCoaching, Cognitive Coaching Awareness

Headshot of Emma Focht, BBA '21, MS '22

Emma Focht, BBA '21, MS '22

NeuroCoaching is a modern approach to coaching that turns good managers into great coaches to better connect with their employees. The primary physician, Dan Docherty, PhD, wanted to improve awareness of the service by increasing the number of keynote speakers to 15-20 each year.

Emma conducted research finding that communication strategies and an expanded digital presence were required by NeuroCoaching in order to effectively achieve the goals outlined by Docherty.

From collecting this data and completing these requested tasks, Emma acquired three primary insights:

  1. Spend time getting to know your client personally, because it will employ a sense of deeper understanding and appreciation for the completed work.
  2. Understand that there is a balance between giving the client exactly what they want versus what they need in order to be successful long-term.
  3. Identifying a personal ‘why’ for the organization makes the project more interesting and engaging.

Emma recommended that the NeuroCoaching team should tailor their messaging towards managers seeking to foster stronger employee relationships, create a specified content plan for blogs and social media, and refresh their website. Due to her work, NeuroCoaching gained greater understanding of how consumers interact with its content and implemented strategies that increased awareness, conversions and engagements.

The Village Players of Fort Thomas, Cultural Arts Expansion

Headshot of Kelly Larson, BBA '18, MS '23

Kelly Larson, BBA '18, MS '23

The Village Players of Fort Thomas (VPFT) is a performing arts theater that offers a variety of community theater options while promoting general community and preservation of the arts. VPFT was seeking assistance with the expansion of its business operations in order to increase membership and engagement, and understand if a name change would benefit the company. Kelly and her capstone partner focused on surveying the target audiences, conducting employee interviews and utilizing Qualtrics to observe notable quantitative and qualitative data.

Kelly and her partner were able to acquire three primary insights:

  1. There was an overwhelming lack of awareness with regards to the facility, with few people having heard of or visited the business.
  2. There were far more competitors within the Cincinnati community theater market than initially expected.
  3. The name ‘Village Players’ holds major brand equity, so a change-of-name would not be feasible.

Kelly recommended that VPFT launch an awareness campaign, host a street fair, celebrate cultural awareness months and nominate members to be monthly brand advocates. VPFT was able to obtain new supporters while maintaining existing members, allowing the expansion of their offered programs. It also increased awareness of the arts, culture and historical importance of theater.

Start-Up by Executive Coaching Client, Executive Coaching Remodel

Headshot of Temple Covington, DAAP '19, MS '22

Temple Covington, DAAP '19, MS '22

The Executive Coaching Client, early in the launch of their practice, wanted to create an executive consulting company that provided guided self-help coaching to interested individuals. The client wanted detailed information regarding the competitive landscape in order to proceed with the implementation of testing from the research Temple conducted.

Temple completed first-person interviews, company audits and secondary research to collect data while creating insights.

From the data collected, Temple acquired three primary insights:

  1. The overarching ‘self-help’ industry was heavily saturated, requiring the client to narrow the presentation of their brand.
  2. The majority of executives have a feeling of ‘wariness’ and concern over changing the structure of their business, requiring the client to focus on the alleviation of these concerns.
  3. Within a start-up, it’s not all black and white, and this project required a lot of focus within the gray in order to find success.

Temple addressed her client's needs by recommending that the company diversify their offerings and authentically connect with personal networks in order to build awareness. The company went on to create a thorough testing plan that allowed the founders to refine their business development and create core competencies to attract prospective clients.

Why earn a Marketing master's degree?

Earning an MS in Marketing opens the door onto a wide array of career opportunities. This program has helped our alumni find careers at high-profile organizations such as Abercrombie & Fitch, the Cincinnati Reds, Oracle, and Toyota. Many manager and director positions either require or recommend that candidates have a graduate degree.

Lindner College of Business’ Marketing faculty includes world-renowned thinkers in the fields of consumer behavior and market insights, who challenge students to reach new levels of marketing expertise in areas ranging from quantitative and qualitative research to branding and advertising.

Here are some of the employers who have recently hired Lindner graduates:

  • 84.51
  • Abercrombie & Fitch
  • Accenture
  • BB&T
  • Burke Marketing Research
  • Cincinnati Children's 
  • Concentrix
  • Curiosity Insights
  • DHL Express
  • Dish Network
  • E.W. Scripps
  • Empower Media Marketing
  • Enquirer Media
  • Ethicon
  • Fifth Third
  • GE Healthcare
  • Great American Insurance Group
  • Ipsos
  • Kia Motors America
  • Kroger
  • Louis Vuitton
  • LPK
  • McDonald’s
  • Navigant Consulting
  • P&G
  • Paycor
  • PepsiCo
  • Restaurant Brands International
  • Reynolds and Reynolds
  • Standard Textile
  • The Berry Company
  • The Garage Group
  • U.S. Bank
  • University of Cincinnati
  • UPS


At the discretion of the Master of Science in Marketing Program Director, candidates offered admission to the program may also be offered a university scholarship. The amount of these scholarships is dependent upon on the candidate's GMAT or GRE score. All Master of Science in Marketing students are automatically considered for these awards and no additional application is required.

University scholarships range in value from $2,000 to $9,000. These scholarships must be used for coursework in the Master of Science in Marketing Program and cannot be combined with other awards.

Graduate Assistantships

Candidates offered admission to the Master of Science in Marketing Program who return their acceptance forms can apply for paid positions as graduate assistants, teaching assistants, or research assistants.

We encourage all interested candidates to apply by emailing their resume to the Marketing Department Head, Karen Machleit at

Contact Us

Headshot of Dianne Hardin

Dianne Hardin

Assistant Professor-Educator, Department of Marketing

2390 Carl H. Lindner Hall