samantha lynn bishop portfolio

BISHOPPORTFOLIO

TABLE OF CONTENTSGirl

Scouts Playbook

UA Career Services Manual

Sample Competitor

analysis

Sample Recommendation

letter

Sample Persuasion

Letter

Page 66

Page 68Page 67

Page 50

Contact information

Page 77

GI RL SCOU TS OF SOU TH ERN ARI Z ON A

PL AYB OOKFal l 2015

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Tableof

Contents

In t r o d u c t io n ............................................................

C o m p e t i t o r An a l y sis ...........................................

V o lu n t e e r Re p o r t ....................................................

In t e r n sh ip Pr o g r a m ................................................

Fa c i li t a t o r Pr o g r a m .............................................

Sa le s Ap p r o a c h .....................................................

Hu m a n Re so u r c e s Re p o r t ..................................

In t e r n a l Su r v e y ......................................................

C h a n g e M a n a g e m e n t ........................................

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5

7

10

14

19

21

22

24

N e w sle t t e r ................................................................

Po st Su r v e y ............................................................

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This report was prepared by student consultants from the Eller College of Management .

Wr itten by: Jessica J arvis, Samantha Bishop, Br ittany

Rudolph and Pamela Contreras

C o n c lu sio n .................................................................32

V o lu n t e e r K e y F in d in g s ...................................... 8

Re c r u i t m e n t D u r in g C o o k ie Sa le s ................ 17

Ap p e n d ix ....................................................................33

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he Girl Scouts of Southern Arizona (GSSoAZ) is experiencing a turning point. Currently, national Girl Scouts volunteer rates are declining. For Southern Arizona, this has caused

reductions in programs and staff . In order to combat this decline, the Girl Scouts of Southern Arizona aims to adopt a year-round plan to recruit more volunteers. The organization itself has undergone recent internal changes with an enhanced focus on sales. In addition, the organization wishes to maintain its positive organizational culture throughout the operational changes.

As a result, GSSoAZ needs new methods to successfully improve its recruitment strategy while supporting its staff . The following playbook details our recommendations for GSSoAZ, including the primary and secondary research that we have conducted over the past three months, as well as our recommendations regarding how to revise the Girl Scouts of Southern Arizona?s recruitment strategies.

Within this playbook, you will f ind three sections. The f irst focuses on GSSoAZ?s expansion to new volunteer demographics along with suggestions for enhancing the recruitment currently completed. Here, we have included our relevant secondary research regarding competitors and relevant demographics within Southern Arizona.

This section is followed by sales tactics recommendations, where we describe best practices for transitioning to a sales mentality. The third portion provides suggestions for internal techniques to support these new external strategies, along with our secondary and primary research regarding them.

We have integrated each of these components to present GSSoAZ with a comprehensive guide to ensure future success. Each of our recommendations supports the long term goal of enhancing the Girl Scouts as an organization, and we look forward to watching the organization continue to empower girls within Southern Arizona and beyond.

TI N TROD U CTI ON

GIRL SCOUTS OF SOUTH ERN ARIZON A | 35

GUIDE TO RECRUITMENT

YEAR ROUND


VOLU N TEER REPORT


This section of the report details our secondary and primary research regarding volunteers, as well as our recommendations for strategies to enhance GSSoAZ's recruitment processes. Our team conducted secondary research in order to gain more information about Southern Arizona and relevant target markets within it. Through our research, we found that predominate markets within Southern Arizona include college students, caregivers, and retirees. Both college students and caregivers are now part of the Millennial generation. We researched information about best practices to engage these groups and took this research into account when formulating our f inal recommendations. Our research about these groups, and Southern Arizona in general, can be found here. We have also conducted a competitor analysis of other comparable organizations in the area.

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Col l eg e St u d en t s an d Car eg i ver s

The Millennial generation consists of two sub-populations that are relevant to GSSoAZ. The f irst is the college student and the second is the caregiver. After conducting secondary research, we found that college students are typically concerned with their busy schedules and state that the balance between school and other obligations is the biggest obstacle when it comes to volunteering. Caregivers also struggle to strike a balance between their ordinary obligations and volunteer interests. They desire to be personally asked to volunteer in order to be motivated. Like most Millennials, they do wish to be civically engaged, but they may not seek opportunities out for themselves without being asked. According to our research, most specif ically an article entit led ?Ways to Catch and Keep Great Volunteers,? caregivers and other volunteers enjoy feeling personally appreciated. Thus, in order to inspire more volunteers to join the organization and stay in the organization, GSSoAZ will need to be mindful of the way it personally approaches both current and future volunteers. As our Competitor Analysis will show, GSSoAZ may be able to learn from others.

Mil lennial Generat ion

Our research shows that the Millennial generation cares deeply about doing work that benefits others. They wish to feel that they are making a dif ference, but they may not always have the necessary time to consistently volunteer. As a result, we recommend that Millennials be provided with f lexible volunteer opportunities that emphasize the real impact of their actions.

The Case Foundation, through the Millennial Impact Project, analyzes what motivates Millennial people. After reading several of the organization?s annual reports, we found that Millennial people do enjoy feeling that their current profession makes a dif ference in the world. Some of the organization?s largest f indings consisted of the following, and we have been mindful to incorporate each into our f inal recruitment plan:

- Millennials value social issues more than organizations themselves. For example, the welfare of young girls would be more important to a Millennial than the Girl Scouts as an organization.

- Millennials value time, money, and connections equally. Time is very important to a Millennial, and he or she may be unwill ing to commit to many hours per week without personal gain.

- Millennials prefer to be involved in small ways before becoming completely committed to a cause. A millennial would be more likely to volunteer at a single event for GSSoAZ than to become a Troop Leader.


Sou t h er n Ar i zon a

Southern Arizona is a diverse region with crucial sub-populations. According to the Community Foundation for Southern Arizona, the area is relatively economically weak. This organization states that more than 20% of Tucson?s total population is impoverished. It is important to keep this fact in mind, since Southern Arizona does not have all of the resources available to it that a wealthy community would. However, it does contain groups that are comparatively well-off . The University of Arizona plays a large role and much of the population involves college students. Winter visitors are also a large group, making retirees an important segment of the population.

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In addition to conducting research about Southern Arizona's market, we researched comparable organizations in the area in order to gain more information about the most appropriate recommendations for GSSoAZ?s recruitment and HR strategies. Relevant competitors for GSSoAZ are as follows:

1. The Boys and Girls Club of Tucson: This organization focuses on helping underprivileged children of both genders. The primary dif ference in terms of volunteer management between this organization and GSSoAZ, according to The Boys and Girls Club website, is that The Boys and Girls Club has a wider range of volunteer opportunities available. Anyone can volunteer, regardless of the amount of t ime they want to commit. Research has shown that this style of volunteering is more conducive to working with Millennials, which we will discuss in detail later in this report. We aim to incorporate this style in some of our recommendations.

2. The Boy Scouts of America: Catal ina Council The Boy Scouts of America strives to accomplish similar goals to that of GSSoAZ. This organization util izes its website to enable people to volunteer, but it has more opportunities than being a troop leader or co-leader. While the majority of GSSoAZ?s opportunities involve troop leadership, the Boy Scouts actively recruit volunteers for administrative tasks. This allows volunteers to experience the organization in a low-pressure environment. While GSSoAZ does have some non-leadership opportunities available, it should consider emulating the Boy Scouts by expanding the amount of shorter volunteer opportunities available.

After considering these organizations, one of our f irst recommendations becomes clear: volunteer opportunities within Southern Arizona usually need to be more f lexible in order to attract participants. GSSoAZ will l ikely need to revise its volunteer procedures in order to compete with these types of organizations. Generally speaking, people are more will ing to volunteer when they can make decisions regarding how much time they dedicate and when they participate. Analyzing the Boys and Girls Club of Tucson and the Boy Scouts of America: Catalina Council, proves that such f lexible positions can be found elsewhere in Tucson, so GSSoAZ will need to keep this mind moving forward. We will discuss specif ic tactics for increasing f lexibil ity later in this section. In order to gain more information, we have also conducted primary research.

COM PETI TOR AN ALYSI S


Pr i m ar y Resear ch

In order to gain more information about volunteer habits, we conducted a primary research survey to gauge interest in the Girl Scouts of Southern Arizona. This survey was distributed to people of all age groups, but through the use of skip logic, we were able to tailor our questions to people from every age. We had 106 responses, and 73 came from people ages 18-22 years of age. As a result, we feel that we have gathered useful data about college students, though the lack of data from people of older ages is l imiting. Although we originally wished to engage retirees in volunteering for the GSSoAZ, we found that retirees actually struggled heavily with taking the survey itself . Since GSSoAZ is in the process of transitioning to a more technologically focused approach, we do not think that retirees would be a viable market to explore at this time. Our results are consistent with our secondary research in that Millennials value personal approaches and college students are interested in course credit. We have taken both of these characteristics into account when it comes to our f inal recommendations. Our specif ic results from this primary research appear in tables below.

The questions asked in the survey were to measure the current trends for volunteers and non-volunteers in Southern Arizona, as well as awareness levels of opportunities with GSSoAZ. The survey indicated that 70% of individuals do volunteer in their communities. Out of those volunteers, most tend to commit about once or twice a month at varying times. Out of the individuals that volunteer, 86% volunteer during the school year.

In addition, the three main reasons why individuals volunteer are as follows: volunteers believed in the organizations mission, enjoyed volunteering, and wanted to add more experiences to their resume. Results indicated that most volunteers did not commit to one organization or a specif ied time during the year.

K ey Fi n d i n g s


The majority of the individuals surveyed would much rather take on a participant role since they like to commit to varying times and with dif ferent organizations. It would be extremely beneficial for GSSoAZ to accommodate these new volunteer trends by offering less intensive volunteer opportunities to individuals that stil l want to contribute to the organization. This approach will build a network of volunteers who are active within the organization, are learning about the Girl Scout mission, and will be more likely to share their experiences with others around the community. We will describe specif ic tactics for doing so later in the report.

Our survey also demonstrated that even though the Girl Scouts is a highly recognized organization around the nation, people are unaware of its volunteer opportunities. People know of the organization and the purpose, especially during the cookie season but what they do not know is the dif ferent ways they can get involved. People are not well informed about the dif ferent roles volunteers can take in the organization; hence it is extremely important to promote more volunteer opportunities around dif ferent communities in Southern Arizona. According to this survey, most volunteers found out about opportunities through word of mouth, school, and social media. GSSoAZ should keep this in mind when it comes to communicating with potential volunteers and marketing its opportunities.

Another key f inding was that 86% of full-t ime or part-t ime students who took the survey were will ing to volunteer more of their t ime if they knew they would receive course credit. Additionally, 96% of the participants who volunteer would also spend more time if they knew it would lead to career opportunities. Millennial college students are looking for professional and personal development through volunteer activit ies. The Girl Scouts is an organization that could offer a great a network and provide valuable learning experiences for individuals who are looking to volunteer their t ime in the organization. With this in mind, we recommend that GSSoAZ develops an internship program to fully engage college students and boost volunteer participation rates.


consistent manner. According to our research, internship credit gives college students the incentive they need to dedicate more time to volunteering with a single organization. Our proposed internship program will dif fer depending upon students? majors, but we have conducted primary research regarding which colleges at the U of A would be good matches for GSSoAZ. We have contacted relevant departments and received positive responses regarding this opportunity. The recommended departments and standard steps for enrolling in internship credit appear below, along with general guidelines to interning for credit at the University of Arizona.

e propose an internship program developed in conjunction with the University of Arizona. This

internship program will give University of Arizona students the opportunity to earn academic credit for volunteering with the Girl Scouts of Southern Arizona. The internship positions held could vary from Social Justice work to Troop Leader positions. The exact duties of each intern would depend upon how much credit he or she wished to earn, as well as the needs of GSSoAZ. If GSSoAZ were to select students for Troop Leader positions, these students could visit schools that do not currently have Girl Scouts Troops at the beginning of the year and promote the Girl Scouts as an organization. This would ideally lead to the formation of a troop, which could meet either at the school or at the GSSoAZ Headquarters if necessary. Regardless of specif ic duties, we believe that enrolling in internship credit will keep students accountable for volunteering in a

W

I N TERN SH I P PROGRAM


Recommendation 1

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The University of Arizona Internship Regulat ions

Some standards for enrolling in internship credit pertain to any student regardless of department. In order to gain one unit of credit, the student must complete 45 hours per unit of credit. Students have the option to enroll in either one unit, two units (requiring 90 hours), or three units (requiring 135 hours). In terms of hours worked per week, these values correspond to three hours, six hours, and nine hours respectively. Thus, students participating in the internship would be required to work with the Girl Scouts of Southern Arizona for up to nine hours per week. Beyond these standards, department requirements vary. We reached out to four relevant academic colleges, and received tentative confirmation that an internship with the Girl Scouts of Southern Arizona would be viable opportunities for the Department of Psychology, Honors College, and College of Social and Behavioral Sciences. We have included contact information for each college, including others from whom we have yet to receive a response. We recommend continuing to reach out to all of these colleges, since some advisers were too busy to discuss this opportunity with us at this time. We have also included brief suggestions for marketing this program below.

Internship Promot ion

If the Girl Scouts of Southern Arizona decides to pursue an internship program, we recommend that the organization promotes this program in a variety of ways. Our primary recommendations for ensuring that students participate in the internship are as follows:

1. Campus Listservs: Listservs are used to contact all students enrolled in each college. GSSoAZ will need to contact the academic advisers listed in this playbook and request that promotional material be distributed via listserv beginning in February to promote internship credit beginning in the following fall semester. This will give students adequate time to learn about the opportunity and enroll in the credit, as well as enable GSSoAZ to make adequate plans according to how many interns it will accept. The promotional material should include a description of the internship duties and enticing information about the dif ference students can make in the lives of young girls through the Girl Scouts.

2. Flyers in advising of f ices and around campus: GSSoAZ should also provide college advisers with physical copies of promotional materials so that they can be hung in advising off ices where students are likely to see them. These f lyers should be given to the academic advisers in person by February. The f lyers can also be hung for free in the library and in the Student Union. In order to hang f lyers in the Student Union, a GSSoAZ representative will f irst need to visit the Information Desk. The Student Union is able to accept a maximum of seven copies of f lyers, and the Student Union employees hang them. GSSoAZ will need to remember to make the aff il iation with the University of Arizona (through internship credit) clear on the f lyer.

Recommendation 1


Campus Advisers:

The contact information for the campus advisers we recommend continuing to contact is l isted below. We have included both names and e-mails. We have also made notes regarding whether or not we were able to receive responses from each person at this time. We recommend contacting each advisor to confirm this program in early January.

Department of Psychology

Contact Information: Christy Ball, [email protected]; Liz Sandoval-Marchand, [email protected]

Conversation status to date: Both advisers from the Department of Psychology believe that this internship would be an excellent opportunity for students. They stated that they would be happy to assist the Girl Scouts of Southern Arizona and would like to list the organization on their website as a community partner. The website for Psychology internships appears here: http:/ / psychology.arizona.edu/ internships_Tucson

Credit process: Most of the responsibil ity for enrolling in credit falls on the student. The student must show the connection between psychology and the Girl Scouts of Southern Arizona in his or her paperwork; we believe serving as a Troop Leader would allow students to gain insight about children?s development, making this connection clear. The Girl Scouts of Southern Arizona would simply be responsible for signing a form stating the student?s contributions.

Honors Col lege

Contact Information: Sharon Overstreet, [email protected]

Conversation status to date: Sharon, the Honors internship advisor, met with us and expressed interest in exploring this opportunity. She believes that students would be able to enroll in independent study credit. She is enthusiastic about the opportunity, and she would like to meet with the GSSoAZ in person.

Credit process: Honors College internships typically involve more interaction with faculty. Sharon would likely be able to assist GSSoAZ in f inding a faculty member to volunteer to monitor student progress. The student is also required to f il l out a proposal.


Col lege of Social and Behavioral Sciences (SBS)

Contact Information: Jesse McCain, [email protected]

Conversation status to date: Jesse, the SBS internship advisor, is enthusiastic about this opportunity but would like to meet with a GSSoAZ representative in person to discuss pursuing this program. We met with him and he was very positive about partnering with GSSoAZ.

Credit process: The student is required to f il l out simple forms and the GSSoAZ must agree to monitor student progress. SBS also has a specif ic course credit program that GSSoAZ could explore, and this program applies to any of the 28 dif ferent majors that SBS offers.

Col lege of Humanit ies

Contact Information: Lyn Durán, [email protected]; Jeremiah Webb, [email protected]

Conversation status to date: Although we have not currently received a response from the College of Humanities, we see potential within the College to pursue this internship thanks to the college?s focus on community development.

Credit process: The student is required to work with an advisor to f il l out basic forms, which GSSoAZ may sign.

Next Steps

Based upon our conversations with these advisers, the most promising partners for the GSSoAZ appear to be the Department of Psychology, SBS, and the Honors College. However, we recommend e-mailing all contacts listed within this document regarding potential internship credit for students. This should be done by early January. The internship itself should be formalized and promoted to students in February, so that students can begin to sign up for the internship during registration in March and April.


Restructure Volunteer Posit ions

According to our research, one of the largest obstacles in terms of volunteering for caregivers is the amount of t ime involved. Many people have commitments with their children, work during the week, or have other obligations that prevent volunteering consistently. The Milennial generation tends to lean more towards the idea of volunteering inconsistently at varying events, rather than volunteering with the same organization constantly during the week. In order to accommodate these changes within the population, GSSoAZ may consider restructuring the manner in which people are able to volunteer. Currently, troop leaders typically adopt most of the responsibil ity for their troops, though other parents will offer to help. This means that the troop leaders are the ones handling administrative tasks for their girls, as well as planning the majority of the meetings, activit ies, and special events. In order to accommodate people?s increasingly busy schedules and limited time, we propose a new concept aimed to help alleviate some of the burden from troop leaders if he or she chooses.


FACI L I TATOR PROGRAM Recommendation 2

We propose altering the concept of the Troop Leader. Rather than giving the responsibil ity for planning almost all aspects of a troop to a Troop Leader, we would like to see Troop Leaders eventually adopt more of a facil itator role. Although this would not be mandatory for current Troop Leaders, GSSoAZ may have more success recruiting parents as volunteers if parents knew that they could simply do administrative tasks and receive more support during the girls? daily activit ies or weekly meetings. The Troop Leader role will transition from a complete manager of all aspects of a troop to more of a facil itator, responsible for fewer individual activit ies. While a Troop Leader would stil l be responsible for facil itating the girls? paperwork, scheduling meetings, and overseeing administrative duties, GSSoAZ should look into developing a pool of volunteers who are able to run specif ic meetings.

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In order to accomplish this, GSSoAZ could seek volunteers from the community with specialized skills and encourage them to volunteer with a variety of troops around Southern Arizona for minimal t ime commitments per month. For example, a local chef could volunteer to run cooking workshops with dif ferent troops during the month. This would reduce time commitments for Troop Leaders, since they would not necessarily have to actively run every meeting. With proper recruitment, this idea could also lead to a pool of volunteers will ing to work at varying times for minimal t ime commitments, such as only two meetings per month. As a result, this idea functions to increase volunteer levels in two ways: it reduces the responsibil it ies on the shoulders of the Troop Leaders, thus making caregivers more will ing to volunteer. The program also allows GSSoAZ to target more people such as working professionals who may be will ing to volunteer sporadically for minimal amounts of t ime, but are not will ing or able to dedicate the time required of a Troop Leader.

The contact information for each of these specialized volunteers should be kept in a centralized space, so that facil itators seeking volunteers with specif ic skil ls should be able to easily locate and contact those volunteers. Although the pool of volunteers for specif ic meetings may not init ially be large, the pool will ideally grow over the years along with effective recruitment.

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Recruit ing Volunteers for Specif ic Act ivit ies

GSSoAZ typically recruits predominately from elementary schools at the beginning of the year. According to our research, this does appear to be an effective way to engage caregivers, but the GSSoAZ will now need to make itself clear that there are other volunteer opportunities for caregivers available beyond the traditional roles of Troop Leader or Cookie Mom. The organization should create f lyers that target people with specialized skills specif ically. For example, the f lyers could read: ?Have a talent you want to share? Volunteer with the Girl Scouts! The time commitment is all up to you!? Doing so could recruit people from a variety of dif ferent backgrounds, including caregivers at the school who may not have a child participating. Beyond continuing to visit schools, GSSoAZ should place these f lyers in strategic places around the community at all t imes. Public spaces like the library, YMCA, and even coffee shops have areas to hang f lyers and encourage civic engagement. However, our research shows that physical promotion will not be satisfactory in this digital age.

Ef fect ively Ut i l izing an Onl ine Presence

GSSoAZ should take advantage of its already strong social media presence to promote its volunteer opportunities. Our research shows that people are more will ing to volunteer when they are given one-on-one acknowledgement and are personally encouraged. Specif ically using social media to highlight volunteer opportunities may add a personalized touch to recruitment year-round.

Conclusion

Our recommendations for year-round recruitment hinge upon expanding recruiting from targeting caregivers with children in the program to all people with relevant abilit ies and interests in the community. The primary method is to transition the role of the Troop Leader into a more administrative role, and to allow other types of volunteers to assume the responsibil ity for running and planning individual meetings. The goal is to establish a database of people with specialized skills that Troop Leaders can draw from in order to expand their girls? curriculum. Engaging these types of volunteers through promoting the Girl Scouts as a means for volunteering in a f lexible manner, through both physical and virtual promotions, will enable this plan to occur. Additionally, recruitment during the cookie sales process will give GSSoAZ a platform to reach out to community members who may be interested in these new volunteer opportunities. Restructuring positions will make recruitment easier, but recruitment will stil l need to actively occur.


We recommend taking advantage of the public nature of cookie sales to continue recruiting possible volunteers. When selling cookies, Girl Scouts have the opportunity to interact with countless members of the community, from their own family and friends to members of the public that they meet by happenstance. This presents an opportunity to gather the contact information from many people in a relatively easy, accessible way. Since a person is already in the process of making a transaction with a Girl Scout when participating in a sale, he or she is already in a position to give his or her name and e-mail address to the Girl Scout. The Girl Scout can also distribute f lyers regarding the volunteer programs to her buyers, and parents and supervisors of the Girl Scouts should be encouraged to promote volunteer opportunities within the organization. Although people simply buying cookies may not wish to adopt the time commitment of a Troop Leader, recruiting people to occasionally share his or her skil ls with already existing troops will be easier according to the research ref lected in our survey.

Each Girl Scout should be given a place to keep track of people?s contact information along with her cookie order forms. At the end of the cookie selling period, these lists of contact information should be given to the Troop Leader and turned in to the Girl Scouts of Southern Arizona headquarters. Much like girls who sell the most cookies are given incentives, girls who gather the most amounts of verif iable contacts should be provided with prizes. GSSoAZ will be responsible for inputting the contacts into a database and sending e-mails detailing volunteer opportunities to the contacts. Although synthesizing the information will be work-intensive, doing so will allow GSSoAZ to take advantage of a market with whom it is already frequently interacting.


RECRU I TM EN T D U RI N G COOK I E SAL ES Recommendation 3

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Volunteer Engagement and Retent ion

It is not only important that GSSoAZ generates new volunteers, but also that GSSoAZ retains and engages volunteers already involved with the organization. According to our research, volunteers who feel that their work is appreciated, that the organization is well-run, and that the work itself is impactful are most l ikely to return.

As a result, GSSoAZ must focus on maintaining the volunteers it already has along with recruiting new volunteers. The facilitator program may enable it to do so, since it will give parents with children no longer participating in the program a means to keep volunteering with a manageable , f lexible time commitment. Establishing easy communication between volunteers and employees will also be important.

Feedback and Communicat ion

GSSoAZ will need to remain mindful of its volunteers? experiences. In order to properly track feedback, the GSSoAZ should send out an annual survey to monitor volunteer feedback. We recommend that this survey ask the following questions:

- How content are you with your volunteer experience? Please rate 1-10.

- Do you plan on continuing to volunteer with GSSoAZ? Yes or no. - If yes, why? - If no, why? - Do you have any recommendations for how we can improve?

In addition to distributing this survey, the GSSoAZ will need to remember to mindfully integrate the feedback into future endeavors. If upper-level management notices any particularly negative trends, staff may consider meeting with volunteers on an individual basis to address concerns if there is interest and time permits.


Overview

By reading this particular guidebook, the Girl Scouts of Southern Arizona 's staff and volunteers will equip themselves with the basic knowledge and information needed to identify, understand and promote effective sales techniques and practices that will help improve the organization and the quality of services it provides within their communities.

Sales people are storytellers, They love to share their experiences and enjoy overcoming obstacles. They engage and are open to collaborating with people in order to overcome organizational and personal challenges. Having a sales mentality about recruitment and about an organization can be extremely beneficial because salespeople do not think in terms of ?sales? but rather about building the organization as a whole. Therefore, sales inclusion has become an important factor in every organization. Leaders are putting increasing emphasis on implementing selling strategies to boost up top-and bottom-line results and expecting more out of those who are part of the organization.

The Girl Scouts of Southern Arizona is in the process of making that shif t in order to improve its recruitment efforts and to continue thriving in the nonprof it sector. It is important to understand what the Girl Scouts can offer to volunteers that join the organization, such as their resources, network, and reputation nationwide. This transition to a sales mentality will take some thought and effort. We have outlined steps to guide GSSoAZ through this transition on the following page.

A N EW SAL ES APPROACH


Make a connection

To make a strong connection with potential volunteers, you will have to share your personal experiences in an engaging manner. Paint a picture for volunteers and be as clear as possible when you are sharing opportunities. While engaging the potential recruits, always be respectful and see things from their point of views as well. Start by identifying possible obstacles (ex. Time constraints). In order to create an easier path for them, give them options and offer them a solution to get involved.

- Express your experiences in an engaging manner to create a strong and positive impact - Share your point of view- Exercise your beliefs without violating others

Answer Questions and Question Effectively

People in the community will have many questions about the organization, the time commitments and other general questions about the dif ferent opportunities offered to volunteers by the Girl Scouts of Southern Arizona. The new sales force will need to be able to answer any question effectively and be able to offer other resources if more information is needed. In addition, volunteer recruiters will also have to ask the right questions of people effectively to better engage and understand the needs of volunteers.

- Good questions lead to good answers

Listen

It is also extremely important to listen carefully to understand what volunteers' concerns are. Start by asking opened ended questions and let them speak. Read their cues and evaluate their behaviors. If you are able to understand how they feel you will be able to make a stronger connection and make them feel comfortable.

- Active listening

Be Authentic and Accountable

Being genuine comes a long way , especially when you are trying to build a relationship with someone. Therefore:

- Be genuine and establish trust - Create a good image for the Girl Scouts and yourself - Always be optimistic about the challenges you are currently facing- Explore the possibil it ies together - Commit jointly to take action- Establish a relationship- Focus on their goals and help them pursuit them by overcoming barriers

Share Benefits and Structure

Be able to explain all the dif ferent opportunities the organization has to offer to volunteers. For example: a good network, leadership experience and responsibil ity. Those shared benefits can either be tangible or intangible. The importance of this is that through sharing those benefits volunteers will see how they can also benefit from their t ime invested.

- Features include traits, characteristics, programs, and concepts - Benefits are why people would want to participate

- Ex. what the program will do for them

Insights

Volunteers really want to get a deep understanding of the organization and what it represents. If they feel passionate about the works of the organization naturally volunteers will become more engaged. Also, be able to provide facts about the organization and its progress. Opinions are important but being able to backup your opinions with actual data is far more credible,.

- Share the Mission- Quantify the number of volunteer hours, girl engagement


B EST PRACTI CES

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hroughout the organization, GSSoAZ has prepared to launch a new customer engagement init iative and operating model to ensure its two main customers are experiencing a consistent Girl Scout experience. With these changes can come a lot of confusion and

frustration amongst employees and management. The changes will affect company technology, specif ically the website and volunteer recruitment sign-up, company strategies, and affect internal employees directly as roles are redesigned. Employee changes will be an important factor to acknowledge as employees may feel resistant and uncertain. In order to assist GSSoAZ with the internal changes, we have conducted primary research through the internal staff survey and secondary research on change management. In order to apply this information we have also developed three step-by-step recommendations.

H U M AN RESOU RCES SCOPE

T


Secondary Research

In order to successfully make these internal changes among employees, we have conducted secondary research on change management tactics to supplement our primary research and to help create our recommendations for the organization as they move through these internal and external changes. We have compiled the research and have developed a list of steps that could be beneficial for implementing changes.

1) Start at the top. Top management must embrace the changes f irst, both to challenge and to motivate the rest of the organization. Management must remember that the organization is made up of individuals who may be going through stressful t imes and need to feel supported. Remember to guide changes and lead by example. Sustaining change in an organization is most l ikely when a strong management team is leading the organization and allows the organizational members to see how their efforts contribute to the organization.

2) Make a case. Employees may question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. It is up to leaders to provide answers and explain why these changes are necessary. Management should formulate answers and be confident when relaying this information. These changes must also be seen as urgent in order to get the attention and commitment needed from everyone in the organization. The best ways to do this, according to Cummings and Worley, are to ?Reveal discrepancies between current and desired states... [and] Convey credible positive expectations for the change.?

3) Communicate the message. Often change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce the core messages through timely advice that is both inspirational and practicable. According to Kotter, ?A plan must be developed to communicate the vision and strategic plan to everybody in the organization.? Some of the best ways to communicate all information is through team meetings, conferences, performance reviews, and active participation in the change.

4) Prepare for the unexpected. No organizational change goes completely according to plan. People react in unexpected ways. Some may resist changes altogether while others may embrace the change. Effectively managing change requires continual reassessment of its impact and the organization?s will ingness and ability to adopt the transformation. Real data from the f ield supported by information and solid decision-making processes will allow change leaders to make the adjustments necessary to maintain momentum and drive results.

5) Speak to employees one-on-one. People spend many hours each week at work; many think of their colleagues as a second family. Individuals need to know how their work will change, what is expected of them during and after the change program, how they will be evaluated, and what success or failure will mean for them and those around them. Management leaders should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved in the change process. Highly visible rewards, such as promotion or recognition should be provided as reinforcement for embracing the new change, and will help to sustain the momentum of the changes being made.

CH AN GE M AN AGEM EN T


OverviewSupplementing our secondary research, we wanted our primary research to be focused on GSSoAZ's employees. In order to do this we surveyed the GSSoAZ employees in order to see how they were reacting to the changes being made in the organization. Each of our questions involved getting their opinions on their organization?s culture and the new changes that are being put in place.

Em p l oyee Rol e Qu est i on sThe f irst question that we asked the employees was whether the employees felt that the Girl Scout mission, ?Girl Scouts builds girls of courage, confidence, and character, who make the world a better place.", was being upheld. When looking at the results, 27 of the 30 employees surveyed said that they felt that the mission was being upheld. This tells us that the organization is on the right track when keeping their employees happy and making them feel l ike they are making a dif ference in girls? lives.

The next two questions that we asked the employees were about where they see themselves currently and in the future at the organization. Our analysis found that:

- A majority of employees that answered were not in upper management roles- The majority of employees would like to continue in their current roles- Only 2 employees surveyed did not see themselves with the organization in the future

These opinions are important because it shows the organization whether these changes are hurting their employees? morale and making them want to leave the organization, or in this majority?s case, continuing to grow with the organization.

Our next question was important in order to understand whether the employees were comprehending the demands of their new roles or not. Our analysis showed that they had very mixed understandings of their new roles, as seen in the chart below.

These mixed results show us that there is some confusion in the organization that needs to be addressed and clarif ied, that way everyone can move forward on the same page.

" 2 7 ou t o f 3 0 em p l oyees f el t

t h e m i ssi on was b ei n g u p h el d "

Primary research

GIRL SCOUTS OF SOUTH ERN ARIZON A | 22 GIRL SCOUTS OF SOUTH ERN ARIZON A | 2325

Our next three questions addressed what the employees enjoy about the organization and their role, along with the organization?s culture. In the f irst question, we asked what the employees enjoyed about their current role in the organization. Our responses were very strong in all categories:

- 83% liked the f lexibil ity of their role- 93% liked the meaning of the work- Their positions were largely favored by 80%- The benefits were less important, only being chosen by 63%- 70% said that the people they work with are important, which was also echoed in the

comments section with 2 of the 5 comments stating how they liked the family dynamic of the organization

- 73% liked the organization?s overall culture

We also provided a section for comments on that question, where we received 3 responses. Some of the important points were that employees enjoy the relationships between workers at the organization. Others liked the impact that they have on volunteers and on girls? lives.

The second question addressed what aspects of their role that they would like to have maintained through the transition. An overwhelming majority said that they would like to keep the dress code, f lexibil ity, and the family atmosphere encouraged both at work and at home.

These two questions are great because they tells us what the organization should keep doing that the employees like, and gives us an insight into what is most important to them, which is important to keep in mind when going through a big transition like the current one.

The last question that we asked in this section was whether the employees felt that they had a specif ic supervisor that they could report to if they had questions. The responses were again mixed:

Cu l t u r e i n t h e Or g an i zat i on

26

I will do my best to be h on est an d f ai r ,

f r i en d l y an d h el p f u l ,

con si d er at e an d car i n g ,

cou r ag eou s an d st r on g , an d

r esp on si b l e f or wh at I say an d d o,

and to

r esp ect m ysel f an d ot h er s,

r esp ect au t h or i t y,

u se r esou r ces w i sel y,

m ak e t h e wor l d a b et t er p l ace, an d

b e a si st er t o ever y Gi r l Scou t .

his data table shows us that at least one employee replied that they don?t have a supervisor that they feel they can ask questions to. This is hugely important and needs to be addressed by the organization because this can affect many other parts of the employees work life and

knowledge, such as whether they feel comfortable with the changes being made, whether they feel they have a voice in the organization, and even how much they like the job if they don?t have someone they can go to to be more informed.

Tr an si t i on U n d er st an d i n g Qu est i on s Next, we got into more detail about the employee?s feelings and understanding of the changes being made. The f irst question asked whether the employee understood the changes being made due to the new customer engagement and operating model. The results showed us that most people felt comfortable with the changes, with only a few feeling a litt le confused about what was going on. This shows us that the organization has been fairly clear about the changes being made, but could be improved with some better communication.

The second question asked how the employees felt about the new customer engagement and operating model. These results were also fairly positive with the majority of people liking the new changes. This is great because it means that the employees are very open to new changes which will help with the change management tactics being put into place to help preserve the culture.

Finally, we asked whether the employees felt comfortable with becoming more data and technology oriented. The data, as seen below, shows that an overwhelming amount of employees are very open to becoming more data and technology oriented.

This is extremely positive considering the Girl Scouts is moving towards a more data and technology-oriented system. This makes it much easier for the organization to implement and teach their employees about the new systems being put in place.

Rol e Tr an si t i on Qu est i on s

Next, we asked the employees whether they were transitioning to a new role in the organization. Of the 30 responses we received, only 12 were moving into a new role. We then asked what would make the transition smoother. Of the 11 that responded, many said that they would like a more specif ic l ist of job duties, a set t ime-line, and hardware that works. Many also responded that they thought the transition was going smoothly. This tells us exactly what the organization needs to focus on as they are going through the transition and helps give them goals that they can work towards.

T


1 2 3 N 3 2 1 E

Sal t L ak e Ci t y, U t ah

em ai l @web si t e.com

Recr u i t i n g Rol e Qu est i on sWe then split the employees into groups depending on their role in the organization. The f irst group was those in a recruiting role or transitioning into a recruiting role. 15 of those that took the survey responded that they were a part of the recruiting role. The f irst question we asked this group of employees was what type of recruiting has proven successful. The 13 responses that we received were very mixed, as seen in the screen-shot below.

This gives us some good ideas moving forward of what could work with the new revamping of the recruiting system. It also gives us a good idea of what recruiting tactics we should definitely keep moving forward.

We also asked this group whether they had any concerns about moving into their new role. Many responses were that they were confused about the specif ic duties of their new role, while others expressed concern over not having room to grow in the role and skepticism towards the new database. This is important to know so that the management in the organization can address these issues and concerns through the tactics that we give them.

Next we asked whether the employees felt comfortable with a sales/marketing mentality. While half of the group in this role said yes, the other half was unsure. This may be due to not having experience with sales/marketing as well as some confusion to what they will be selling. We want to make sure that there is clarity in this so that everyone is comfortable and strong in their role.

In order to gain some insight into the recruiting process, we asked those in the recruiting role what they looked for in volunteer recruits. Of the many answers that we received, f lexibil ity, positive attitude, passion, and will ingness to learn were the most popular. This is good information to have as we move forward in providing sales techniques because it allows us to know exactly what the organization is looking for in its volunteers.

Finally, we asked this group whether they would like to see any changes in the transition thus far. All of the comments that were received were that they do not want to see any specif ic changes besides faster follow up.

Soci al Ju st i ce Rol e Qu est i on sWe then asked the entire organization another question to split them into another smaller, more specif ic group: are you in a social justice program role? We wanted to make sure that we hit this group because they are going through a lot of changes during this transition due to major cuts. Of the 30 people that we surveyed, 29 responded to the question and 11 had a role in the social justice program.

When asked how they felt about the changes being made, the responses were all over the spectrum, ranging from somewhat negative to very positive. Overall, the average answer for this question was that they were neutral about the changes being made. This is good to know because this means that the majority are open to the changes, even if they don?t have any specif ic response to them. This makes it easier to make the changes and provide tactics that can help make the transition a more positive experience.

When asked if they understood the reasoning behind the changes, the responses were again very mixed, with the average being neutral. This shows us that there could be more clarity in why these changes are being made, because although the management understands why they are being made, if the employees do not, it will cause a rif f in the culture and could cause resistance to the new changes being put into place.

The last question that we asked this group was if they had any ideas of how to keep a relationship with the girls who might lose the social justice program.


The 10 responses that can be seen above had some great ideas that might be good to think about in the future during the transition to help the employees feel as if they are not completely abandoning girls who might need the program in their community.

Addit ional Comments Quest ionThe last question that we asked all of the employees was whether they had any additional comments.

While the responses were mixed, they contain good crit icism that can help the organization as it moves through the transition and strives to make the organization better in the future.

GIRL SCOUTS OF SOUTH ERN ARIZON A | 26 GIRL SCOUTS OF SOUTH ERN ARIZON A | 2729

Our f irst suggestion for providing better communication throughout the organization is to continue to send out a weekly newsletter or hold a weekly staff meeting. Many employees in the survey suggested this recommendation, as well as the secondary research we completed on change management .

We suggest that meetings are held or newsletters are sent out weekly so that staff is informed every week on any changes, updates, and events. These communication channels will also allow employees to ask questions about any information they are confused about, which has the possibil ity of clearing up confusion about the new changes being put into place.

If the organization chooses to provide staff with a weekly newsletter, we would like to suggest some updates that could be made to the weekly newsletter currently being sent out, that could also be applied to staff meetings if this medium of communication is chosen. Our f irst suggestion is to include information about what each department in the organization is doing, that way everyone is up to date on what is going on. We also suggest that there be a spotlight section, highlighting one or two employees each week who are going above and beyond. We found that some of the comments made at the end of the survey regarded being recognized for their work. By providing a spotlight section in the newsletter, employees will hopefully begin to feel recognized for the work that they are doing. Another suggestion is that the newsletter contains a section listing all of the upcoming events that week. This will also allow employees to be clued into what is happening in all departments and programs in the organization.

In order to address all of these topics every week in a newsletter, we suggest that you use a template to create the newsletter every week. This will not only provide the management with an easier way to put together the information every week, but also allow consistency in the information being sent out every week.

We also suggest that GSSoAZ util izes an email platform, such as MailChimp, to send out the weekly emails. We suggest MailChimp because it is a free platform when sending out to groups less than 1000 people. MailChimp is also great because you can load your own documents, util ize their templates, as well as track when people open and read emails to make sure that everyone is staying informed.

Weekly staff meetings are another way to ensure that everyone is receiving all of the necessary information because everyone will be present and receiving the information at the same time. This is also a great way to receive immediate feedback during the meeting to ensure everyone is understanding everything and that suggestions are being heard.

We believe that this is a relevant suggestion because a major theme that was found throughout our survey was that employees wanted better communication, and many suggested newsletters or weekly meetings. By util izing these mediums, everyone will have shared knowledge and will be able make an easier transition.

Based on the data that we collected in our primary research, there is a clear need for better communication in the organization.

Due to this need to improve communication, we have provided three recommendations that will help the transfer of communication:

1.) providing the employees with a weekly newsletter or staff meeting,

2.) providing employees with a manual regarding all of the changes affecting the organization, and

3.) sending out a survey every 6 months to employees.

Recommendat ions


N EWSLETTER/WEEKLY M EETIN GS Recommendation 1

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N EW SL ET TER EXAM PL E


The second recommendation that we have is to send out a post-survey to the employees of the organization twice every year in order to gauge where they are in their work, to f ind any problems that need to be f ixed in the organization, as well as receive suggestions and opinions for improving the organization. This method is supported through our secondary research from our resources received through an Organizational Management course. In the course, we learned that surveys and suggestion boxes were one of the best ways to receive employee input, while keeping their anonymity so that they were able to speak freely.

We recommend that the survey contain questions from both the pre-survey conducted for our research, as well as questions about what circumstances the organization is currently in. By re-asking questions from the pre-survey, you will be able to track the changes and make sure that the organization is continually improving and heading in the right direction. Some questions from the pre-survey that we think would be beneficial to restate in the post-survey are:

- What do you enjoy about your current role in the organization?- Where in the organization do you see yourself in the future?- Do you understand your role?- What are some cultural aspects that you would like to see maintained throughout your time

at the Girl Scouts?

We feel that these are important topics to touch upon because we want to make sure that each employee understands their role, is passionate about their role, and can share their suggestions for the organization.

We also believe that it would be beneficial to ask employees about the current environment and circumstances because you will be able to receive suggestions and opinions from employees in order to continue to make improvements to the organization. Questions that would be most beneficial ask in the post-survey are:

- Do you feel recognized for your work?- Do you feel comfortable sharing your opinions and suggestions? If yes, do you feel that your

opinions or suggestions are heard?- Do you feel that information is being communicated well in the organization?- Do you feel informed from the weekly newsletters and emails?- What would you like to see changed in the organization?

These questions are important to make sure that the correct changes are being made and maintained. We also want to make sure that employees feel that the communication to and from management is better and always improving.


POST-SURVEY Recommendation 2

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The last deliverable we wish to propose is the creation of a go-to manual. The manual is intended to be a resource available to all of the GSSoAZ staff . The manual would be a compilation of any information you feel should be shared among the employees.

- A complete list of the upcoming and recently enforced changes.- A timeline for the changes from start to f inish.- The organizational chart of the GSSoAZ organization.- Job descriptions for employees- Contact information by department

The manual could be available to the entire staff . This way there is a central location to obtain this necessary information. Whether the manual is available online near the staff directory or printed into a physical book, employees will always have clarity on the organization structure and staff .


As stated before, we suggest that the survey be sent out to employees every 6 months. We believe that 6 months is the correct amount of t ime because the organization might take longer than 3 months to put changes from the last survey into place, and 1 year may be too long if changes needed to be addressed sooner.

We would also like to suggest that GSSoAZ uses Qualtrics to conduct the surveys. Qualtrics is a free, online medium where you can create and conduct surveys, as well as receive, track, and analyze results. Qualtrics is easy to use, provides those who take the survey anonymity, and provides reliable data analyzation. For these reasons, we think that Qualtrics would be the best f it for GSSoAZ to conduct the surveys on because they will be able to keep track of all the responses they receive and analyze the data in a quick and eff icient way.

M AN UAL Recommendation 3

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N EXT STEPSWith these recommendations and tools that have now been presented, we hope that you feel prepared to lead the organization through the internal and external changes being made. From here, the GSSoAZ should review and select the recommendations that will be implemented into the organization. After that, employees should be assigned to the implemented projects. Next, if the internship program is selected, GSSoAZ will need to contact the University of Arizona contacts that we have presented in order to begin the application process. Lastly, in May or June of 2016, the post-survey should be sent out to employees if that recommendation is also chosen.

As the Girl Scouts of Southern Arizona navigates this dif f icult transition period, it will l ikely f ind success in revising its volunteer programs to meet the needs of today?s millennials. Furthermore, an HR strategy in which communication is maintained and feedback from employees is frequently sought will ensure that external growth is accompanied by effective internal procedures. By enhancing its focus on sales, the organization will continue to be supported by both volunteers and employees. Our team is confident that, based on our primary and secondary research, GSSoAZ will become a stronger organization based on our recommendations.

We are happy to support you in the future if any questions arise. Please contact Kimberly Marchesseault at [email protected] to request more information and to get in touch with our team.


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APPEN D I XA- Wor ks CitedB- Inter nship Pr oposalC- Inter nship FlyerD- H R M anual Template

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W ORK S CI TED

"25 Ways To Catch and Keep Volunteers - PTO Today." PTO Today. Web. 8 Oct. 2015.

Anderson, Donald L. Organization Development: The Process of Leading Organizational Change. 2nd ed. N.p.: SAGE Publications, 2011. Print.

Beitler, Michael. Strategic Organizational Change, Third Edition. 3rd ed. N.p.: Practioner International, 2013. Print.

"Catalina Council - BSA." Catalina Council BSA. Web. 17 Oct. 2015.

Cummings, Thomas G., and Christopher G. Worley. Organization Development and Change. 10th ed. N.p.: South-Western College Pub, 2014. Print.

D'Andrea, Ron. "Improving Sales Performance: New Rules for Leaders." Training Industry. BayGroup International. Web. 8 Nov. 2015.

"Demographics & Trends Impacting Our Community." Community Foundation for Southern Arizona. CFSA: Strategic Directions. Web. 3 Nov. 2015.

Kotter, John P. Leading Change. 1st ed. N.p.: Harvard Business Review, 2012. Print.

"Millennial Impact Report: 2015 - Case Foundation." Case Foundation. Web. 30 Oct. 2015.

"Volunteer Opportunities." Boys Girls Clubs of Tucson. Web. 17 Oct. 2015.

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APPEN D I X B

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Internship Program5:00 PM

2 0 16MARCH 19

The Gir l Scouts of Southern Ar izona is offer ing an In ternship oppor tun i ty to col lege students.

- Two-sem esters - Earn course credi t- Real l i fe learn ing exper iences - Develop leadership sk i l ls

Contact:

Daniel le Fl ink

Business Process Analyst

Girl Scouts of Southern Arizona

O: (520) 319-3148

BE A LEADER

VOLUNTEER GSSoAZ also offer s year -round volunteer oppor tun i t ies for anyone who would l ike to lead a tr oop of young gir ls or to becom e a regular volunteer to help the organizat ion fu l f i l l i ts m ission of suppor t ing gir ls.

To l ear n m or e v i si t ou r w ebsi te at : h t tp :/ /w w w .gi r l scou tssoaz.or g/

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H R M AN UAL - Change Infor mat ion- Timel ine of Changes- Or ganizat ional Char t- GSSoAZ Contacts- Job Dut ies

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CON TACTSExecu t i ve

D eb b i e Ri ch Ch i ef Execu t i ve Of f i cer 5 2 0 -3 1 9 -3 1 6 8

K r i st en Gar c i a-H er n an d ez Ch i ef Op er at i n g Of f i cer 5 2 0 -3 1 9 -3 1 7 2

D en i se B i r g er Ch i ef Fi n an ci al Of f i cer 5 2 0 -3 1 9 -3 1 6 6

M acGyver Tan k Ch i ef Pr op er t i es an d L og i st i cs Of f i cer 5 2 0 -3 1 9 -3 1 7 7

T i m al ee N evel s Ch i ef o f St af f 5 2 0 -3 1 9 -3 1 5 9

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CON TACTSJOB D U TI ES

I N SERT JOB D U TI ES FOR EACH POSI T I ON I N TH I S SECTI ON. I N FORM ATI ON TH AT SH OU L D B E I N CLU D ED :

- JOB T I TL E- JOB REQU I REM EN TS- JOB D ESCRI PT I ON- JOB EXPECTATI ON S- SU PERVI SOR/D EPARTM EN T

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Team Members Burton Bennett, [email protected]

Samantha Bishop, [email protected]

Kaitlin Bloom, [email protected]

Thomas Daniel, [email protected]

Natalie Joost, [email protected]

Greg Vogt, [email protected]

Date

April 1, 2015

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Table of Contents

Executive Summary……………………………………………………………………………….3 Introduction………………………………………………………………………………………..4 Survey Development……………………………………………………………………………....4

Designing the Survey……………………………………………………………………...4 Distributing the Survey…………………………………………………………………....4

Data Analysis……………………………………………………………………………………...4 Demographics……………………………………………………………………………..4 Colleges Represented in Survey…………………………………………………………..5 Activities…………………………...……………………………………………………...5 Knowledge of Location……………………………………………………………….…...6 Program Interests………………………………………………………………………….6 Marketing Interests………………………………………………………………………..6 Website Use……………………………………………………………………………….7 Feedback………...………………………………………………………………………...7

Recommendation #1……………………………………………………………………………....7 On Campus Visibility……………………………………………………………………..7

Recommendation #2……………………………………………………………………………....8 Social Media Improvements……………………………………………………………....8

Recommendation #3……………………………………………………………………………..10 Freshman Orientation……..……………………………………………………………...10

Next Steps………………………………………………………………………………………..12 Timeline………………………………………………………………………………….12 Budget…………………………………………………………………………………....13

Summary………………………………………………………………………………………....13 Appendix…………………………………………………………………………………………14

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Career Services Executive Summary This report is designed to provide The University of Arizona Career Services with marketing recommendations that will help to achieve their goal of the 100% engagement initiative of Freshman and Sophomore students. The recommendations are based on analyzed data from the survey that our team administered to large lecture classes within the University. Our primary research indicates that by implementing these suggestions, Career Services can engage more of the Freshman and Sophomore population. The top three recommendations that we comprised from our research include increasing oncampus visibility, expanding social media and reaching out to freshman at their orientation.

Survey Background In order to find out more about the Freshman and Sophomore population and what they are interested in, we administered a 12question survey. We were able to reach these students through the help of Professors Neumann, Reff, and Ricketts, sending out the survey to their students in their large lecture classes. From these classes, we received responses from 144 freshman and 121 sophomores.

Data Analysis Our data covered 6 different areas that career services had discussed interest in exploring for use in marketing tools. These areas are: demographics, activities, location, program interests, marketing interests, and website use. We also provided a comment section at the end of the survey for students to provide their own feedback and recommendations for Career Services if they chose to do so.

Recommendations From our analyzed data, we have come up with three recommendations for Career Services. Our first recommendation is to market to students by increasing oncampus visibility through posters, flyers, and involvement on the mall. Our second recommendation is to improve social media presence and email updates through consistency in format and timing of the mediums. Our third recommendation is to have more of a presence in incoming freshmen activities.

Conclusion Based on the analyzed data from our survey, we will be able to provide three marketing recommendations of increasing oncampus visibility, utilizing social media and email updates, and maintaining a presence at incoming freshman activities, in order for Career Services to increase their engagement from freshman and sophomore students. These recommendations will allow Career Services to streamline their marketing towards freshman and sophomore and increasing their participation in the 100% engagement initiative.

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The University of Arizona Career Services offers a wide variety of services and resources to increase the student’s readiness for their careers. Unfortunately, there has been a lack of engagement for reasons previously unknown to the professionals in UA Career Services. The purpose of this project was to gain an understanding of how to engage 100% of the students at the university, specifically the freshman and sophomore students. We have gathered information by administering surveys to the students of the University to make recommendations to the UA Career Services pertaining to our project scope. With the data that was collected and analyzed from the survey, we have constructed the recommendations for UA Career Services to increase campus visibility, boost social media presence, and to market towards the freshman class during orientation. These three recommendations will have the potential to remove the barriers that prevent the student body from utilizing the resources and services that UA Career Services offers. Survey Development Designing the Survey In order to develop the best survey possible, our team relied on prior knowledge of survey formatting and data from classes taken in previous semesters to design the survey. Along with data of a previous survey that was given to us by Career Services, we also used topics discussed at our initial meeting with Career Services to design our questions. Based on our prior knowledge, we decided that it would be best to provide an all multiple choice survey, with some choices providing text boxes for written answers, and making our best effort to keeping it as short as possible. We also covered the major points of interest that Career Services had expressed, including what activities students were already involved in, what programs would interest them, what marketing attracts them, and their thoughts on the website. Distributing the Survey Once our survey was finished and approved by Career Services, we decided that the best way to reach students was through their classes. From this idea, we developed a list of 6 professors with large lecture classes to reach out to, which were then approved by Career Services. After reaching out to the professors, we received responses from 3: Professor Neumann, of the MIS department, Professor Reff, of the Economics department, and Professor Ricketts, of the Nutrition department. These professors provided their students with links to the survey, which was conducted from March 9thMarch 27th. From these responses, we received the data that is analyzed and explained below. Data Analysis Demographics Through the help of Professors Neumann, Reff, and Ricketts, we received 354 responses to our survey, 265 of which were freshman and sophomore responses. For the purposes of finding ways

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to encourage 100% engagement in freshman and sophomores, we filtered out all junior and senior data. Our first few questions were about the basic demographics of our survey. The data that we received showed that:

60% of responses were from females and 40% from males 144 freshman and 121 sophomores responded 98% of responses were from full time students

Colleges Represented When analyzing our responses from freshman and sophomores, we found that 12 out of the 13 colleges at the University of Arizona were represented. The one college with no responses from freshman and sophomores was the College of Humanities. The breakdown of the colleges represented can be seen in this chart:

Activities Once we concluded the questions on the demographics of our responders, we moved onto finding more about their interests and knowledge. We first asked students what activities they were involved in. The top three responses are listed below:

54% of freshman and sophomores are involved clubs 34% do volunteer work 26% are involved in greek life

We next asked students why they chose to participate in these activities. The majority of students answered that they participated in these because they wanted to be involved or enhance

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their resumes. The majority of the comments that we received on the question pertained to the fact that students had jobs that took up most of their time or were participating in an activity that would help them with their major or career, such as ROTC. From these responses we can draw the conclusion that that majority of the students are engaged in campus activities, so now we must take it a step further to engage students in more career developing activities. Students want to develop career readiness, which is a topic that Career Services can market to students when promoting their services.

Knowledge of Location Our next results were the most shocking to us, and the most telling of why Career Services is not receiving as much participation as they would like. We asked students whether they knew where Career Services was located on campus; 50% of freshman and sophomore students did not know where Career Services is located. This is a huge problem that needs to be addressed. We will discuss and provide suggestions for this later on. We believe that it is also worth noting that at the end of the survey, many business students commented that they thought the Eller Professional Development Center was Career Services, showing some confusion between the two.

Program Interests After testing students on their knowledge of Career Services, we wanted to find out what programs that Career Services could offer that would attract students. Of the responses, an overwhelming 46% said that they would like help with job and internship searches, more specifically finding jobs, reviewing resumes, holding interviews and mock interviews, and more. Another popular response was being able to access a counselor that could help them find career areas that might interest them. These responses are great news for Career services as these are services that they already offer, and just need to work on promoting these services.

Marketing Interests In our final section of the survey, we asked students about their marketing interests. When asked what advertising techniques interest them the most, students responded:

Oncampus visibility (on the mall, sports games, etc.)58% Weekly email updates 41% Social Media 40%

To go along with this question, we asked students which social media sites they used, the majority of which used Facebook and Instagram. We will later provide suggestions on how to use these responses as marketing tools and what strategies would be best when using them.

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Website Use We also asked students about their use of the UA Career Services Website. When asked how many had been to the website, 46% said that they had never been on the website and another 46% said that they had only been between 15 times. When students who had been to the website were asked what it could improve upon, the majority responded on navigation and more information on Career Services.

Feedback We ended the survey by asking students if they had any comments. Some of the most popular responses were that they wanted more personalized counselors to help with career searches and that they would like to see more of a presence of Career Services on campus in order to learn more about it. There were also many comments about Wildcat Joblink and how they felt that the employers could be better at responses and that it was hard to use. There were also many positive responses from students that they had been to Career Services and were extremely happy that they did, and plan on utilizing Career Services more in the future. Based on our analysis we have developed the recommendations below. The three recommendations that we have designed are to improve campus visibility, increase social media presence, and to cater towards the freshman class during orientation.

Recommendation #1 Due to the fact that half of students we surveyed had no knowledge of UA Career Services’ location and 58% would like to see more involvement around campus, our first objective is to increase oncampus visibility. To enable the students to engage with UA Career Services, the program needs to be engaging with its students. For this to happen, career services need to inform the students of the location of Career Services. One way Career Services can accomplish this goal is by utilizing the campus mall as a resource to get in contact with many students on a ground level. A department tent can be stationed on the mall at various strategic times throughout the semester to answer student’s questions, provide quick resume checks, and to distribute informational flyers.

One University of Arizona campus organization that has particularly portrayed exemplary campus visibility is ZonaZoo. They have created and administered marketing techniques to increase the level of awareness about their organization and events through engaging flyers, commercials, informational booths, and incentives for students’ involvement. As seen in the picture below, ZonaZoo has representatives engaging students on the university’s mall, raising awareness and increasing campus visibility of their program. We have formulated this recommendation by analyzing tactics that have contributed to ZonaZoo’s success in the area of campus visibility.

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Our analysis of the success of ZonaZoo, we were able to create wellsupported recommendations to increase campus visibility for UA Career Services. By distributing brochures and flyers at a booth on the mall, you can address all formal information about the UA Career Services location, services provided, upcoming events, and all social media sites as part of the Follow Us! campaign. Simultaneously, while information is being distributed, advisors or representatives can provide a “Quick Resume Check” service as a primary foundation in starting the professional development process right there on the mall. Having Career Service’s representatives on the mall will get your name noticed and heard by many students.

In achieving greater oncampus visibility, UA Career Services can maximize its student interaction, resulting in an accelerated rate of achieving 100% student engagement. Along with improving oncampus presence, we recommend that Career Services improve on social media.

Recommendation #2 With our team’s thorough process of analyzing the survey results, our second recommendation to UA Career Services is to improve its social media outlets and email updates. This is important because every college student uses some form of social media. Enhancing the social media presence will bring greater awareness of UA Career Services to students. Our data showed that 40% of students said that social media posts would interest them to utilize Career Services, while another 41% said weekly email updates would do the same. There are various ways to improve the social media outlets and email updates.

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While most students use multiple social media sites, 62% of students said Facebook is their preference. Another 58% stated that they use Instagram on a regular basis. These statistics demonstrate how critical it is for Career Services to effectively relay information to students on these sites. There are certain suggestions we have to improve the effectiveness of these strategies, based upon our survey results. Our team recommends starting the updates with the upcoming events for the week, and then provide further event information below in greater detail if necessary. After the event information, Career Services can include a short highlight of one of the services that they provide. Each week can highlight a different service so that students can see the different services that you provide without getting bombarded with information in each update. We also suggest that the posts and updates should be more condensed and include bullet points, pictures, and graphics instead of long paragraphs of information. Students often get disengaged when there is too much information all at once. Highlighting the important updates in a short and effective way is important to gaining attention from students. Each social media post and email update should be the same in regards to the format and the type of information that is included. It is essential to have each social media post and email update consistent in regards to the format and the timing of the post. Once an email update gets released, the social media outlets should mirror that by posting the same update in the identical format to provide consistency to the viewers. The email updates called “Suit Up Sundays!” that is sent out by Eller each week is a great reference for Career Services in regards to the format and consistency of the post. This email update has had great success recently because of how it is sent out at the same time each week in an identical format. Our recommendation of improving social media and email updates is largely based on the model from “Suit Up Sundays!” You can see an example of the format below.

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It is evident that “Suit Up Sundays!” provides very condensed posts that focus on the main points and upcoming events. It is important to enhance the social media and email updates due to the fact that students stated that they wanted to see improvement upon these. Having consistency between the format and timing of the posts, and condensing the content will assure improvement for this recommendation. These suggestions can greatly improve the engagement of students with Career Services. Along with social media, it is also important to focus on enhancing communication to incoming freshman.

Recommendation #3 Our team recommends that Career Services markets their exceptional program at incoming freshman activities. These activities are when students absorb the opportunities the university provides. Career Services needs to start marketing to incoming students as soon as they are accepted, which is why we recommend that career services add a flyer to the acceptance packet. We believe that by immediately exposing students and parents to Career Services, it is more likely to become a regular campus name. From looking at the survey, we can see that many students are looking for the services that Career Services already offers. Career Services needs to market their services in different ways to let students know where to come when looking for help.

Furthermore, the flyer should explain that the location of Career Services is very convenient to access because it is at the student union, a place where freshman students constantly travel to eat. In addition, the flyer should explain how Career Services offer resume guidance, interview preparation, help with job searches oncampus and offcampus, internship opportunities, finding activities, and career guidance. An example of a flyer is shown below:

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We also recommend that it is in Career Services best interest to provide a booth at freshman orientation that explains to freshman the free services available to them by Career Services. If a booth is already present at this event, we suggest making it more interactive by adding a raffle or swag. This marketing focal point will provide significant leverage to engage students because they are the first class to have the benefit of free services. According to the data from our survey, 58% of students wanted more on campus visibility and 50% of students did not know where Career Services was located. In addition, 46% of students wanted a service that helps with finding internships and improving resumes. These statistics would drastically change for the better if Career Services were to market themselves at freshman orientation. The flyer that is included in the student’s acceptance letter packet could also be handed out at orientation. Another way that Career Services can be acknowledged at freshman orientation is to be included in the tour they give to incoming freshman. This will allow students to know right off the bat where Career Services is located. We also think it would be a good idea for Career Services to be

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present at the workshop for ‘undecided major students’. At this workshop Career Services can teach students that they can use your services to figure out what major would best suit their personality and help them achieve their future goals.

We also recommend that Career Services participate in the Residence Hall Association’s Annual Block Party held at the Student Union Memorial Center. At this event, students are given a map with places to explore in the student union for food and other services. When students find these designated places, they receive a stamp, and at the end of the night receive a prize based on how many stamps they have collected. Our suggestion is that Career Services offers to be put on this map, helping students to learn where Career Services is located because 50% of current freshman and sophomore students are unaware of the location. At this event, Career Services could offer students information on what they offer and how to get involved on campus through clubs and other fun activities. This would expose students to the location at a fun and popular event and hopefully make them more aware of Career Services and what they offer. With these three recommendations in mind, we will continue with the Next Steps you can take to start implementing these new programs.

Next Steps Timeline In the next 6 months, we would like to see Career Services make progress on these recommendations. We recommend that Career Services immediately begin working on recommendation #3. Although the time has passed to get flyers in acceptance letters for this year, Career Services can start planning for the upcoming freshman orientations by putting together a booth and new flyers to hand out to students. Career Services can also immediately start working on their social media and email updates, reaching out to current students and incoming freshman as the end of the school year approaches. This is a great time to consider this as many current students are looking for summer jobs or internships and need help. It is also best to make incoming freshman aware of career services before they come for orientation, and without the flyers this year, social media and email updates are the best way to do this.

After these first recommendations are taken care of, we suggest that Career Services start planning for the RHA Block Party in June or July, because the event is in August when students arrive back at school. In August, we recommend that Career Services start planning and reserving dates to be out on the mall. These spots fill up quickly in the beginning of the school year as clubs and other organizations are recruiting, so it is crucial to get a spot reserved early. In August they also need to design flyers, email updates, and social media posts for these dates so that they are prepared when the large back to school rush comes.

Once these main recommendations are taken care of on the timeline, we suggest that Career Services maintain their social media posts and email updates, starting immediately and carrying out through next school year.

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Budget Throughout this project, we have kept in mind the fact that Career Services is not given a large budget. With this in mind, we have maintained that the majority of our recommendations come with little to no cost.

For Recommendation 1, the only costs that Career Services would need to take into consideration to be out on the mall are to be able to provide a tent, table, and chairs (if necessary), as well as the costs for any paperwork being handed out.

For Recommendation 2, there are no known costs to redesigning weekly email updates or social media accounts.

For Recommendation 3, there are some costs that Career Services needs to be aware of. The first cost is for all of the paperwork being handed out in acceptance letter packages and paperwork handed out at freshman orientation. Career Services would also need a table or booth for freshman orientation, along with some food or prizes to hand out at the RHA Block Party.

We did not recommend anything that would be out of Career Services budget, or would be hard to get approval for. Many of these costs are minimal and can be eliminated based on the recommendations Career Services decides to follow through with.

Summary The 354 responses that were collected from our survey provided quality information from widely diverse demographics across the university. This made it possible for the construction of three applicable and advantageous recommendations for the benefit of University of Arizona Career Services. The first recommendation is to improve oncampus visability. The next recommendation pertains to increasing the presence and affluence in social media to better reach prospective students, and the freshman and sophomore classes. Lastly, we recommend that UA Career Services promotes its program to the freshmen at their initial orientation to encourage their engagement immediately as they enter the university. With these three recommendations, the University of Arizona Career Services will better reach the freshman and sophomore classes, increase the involvement and move towards achieving 100% engagement throughout the university. If any questions, comments or concerns arise from the content of this report, please do not hesitate to contact the group leader, Natalie Joost at [email protected].

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mailto:[email protected]

Appendix

Demographics Data Charts

Activities Data Chart

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Location Data Chart

Program Interests Data Chart

Marketing Interests Data Chart

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Website Use Data

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Memorandum

To: [email protected]

From: [email protected]

Subject: Social Media Recommendation

As you requested, my recommendation for social media for your business is Facebook. Through Facebook, you will be given many opportunities to try different strategies to market to customers. With Facebook, you will be able to give information about the business, interact with your customers, and boost sales and marketing through a possible virtual gifting process. Facebook will allow you to explore multiple social media ideas and find out what social media connects best with your customers.

Homepage On your Facebook page, you will be able to set up an about or homepage for your bakery. On this page, I would suggest using a video to introduce you and your bakery to give the page a personal touch and create a better interaction with your customers. I would also suggest regularly changing the content to constantly create interest in the bakery, since it can be lost if the content isn’t fresh and new. Posting on your homepage is also a good way to let the customer know what values you stand for and what you would like their experience to be at your bakery, whether it be a place for families, one of celebration, happiness, etc.

Interact with Customers On Facebook you will also be able to interact with your customers through comments and surveys that you can post on your page. By working and interacting with customers, you will be able to find out more of what they want to see in your products which will save you money on products that could not create as much of a profit. This creates a personal touch because customers will see that you are taking notes on their suggestions and will respect your business more because of that. It will also improve marketing because these interactions can show on customer’s pages, creating interest in their friends and possible new customers.

Marketing Lastly, a possible marketing idea through Facebook is giving customers the option of sending gifts to one another using your products. At Cold Stone Creamery, they used this to let customers by ice cream for their friends. For your business, you could adapt this by using cupcakes or cookies instead of ice cream. This would not only increase your sales but would also increase your marketing because people could be introduced to the bakery that may not have heard of or tried it before.

Conclusion By starting Facebook, you are providing your business the opportunity to grow and reach out to customers through different opportunities on the site. Facebook will also allow you to explore other social media that could be beneficial to your bakery without creating the hassle of creating an account your customers will not respond to. Please call or email me at (555) 555-5555 to set up a meeting to create a bakery Facebook page. Thank you for your time and consideration into these ideas.

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Memorandum



Subject: Executive Team Persuasion

Date: 2/25/15

Good afternoon and thank you for taking the time to read this proposal. As a company that is continually trying to grow, we need to expand our opportunities by bringing a CSR-focused coffee brand to the market. Our goal is to bring to the market a CSR coffee that consumers will feel good about buying, knowing that it will be sustainable and beneficial to our farmers. Green Mountain Coffee already has a foundation for starting this brand and will be able to use resources that we already have.

Competitive Advantage Many coffee companies in the industry have focused more on CSR, such as Starbucks and Dunkin’ Donuts. In order to compete with these brands and stay ahead of the game, we need to introduce a 100% CSR-focused product. None of our competition has a brand of coffee like this, with Starbucks focusing on sustainability in their paper products and Dunkin’ Donuts focusing on donating to the Rainforest Alliance and Homes for our Troops. This new product will allow us to help our farmer’s maintain a better quality of life by making sure that the farmers have the money and resources to take care of their families.

Marketing Advantages Along with helping the farmers in the countries we grow our products, we also will receive marketing and publicity benefits by introducing this product, as well. By introducing a product that is completely focused on CSR, our consumers that are conscience of CSR will immediately be drawn to this product, giving us marketing benefits. Also, with the publicity we will most likely receive when bringing out the new product that is best for society, we will create hype and even more marketing opportunities not only for this brand of our coffee, but for all of our brands when they associate our name with CSR.

Conclusion A CSR-focused coffee brand is exactly what our company needs in order to beat out the competition. With more competitors focusing on ways to promote their CSR products, this new product will give us the edge needed to stand out from our competitors because no other competitor has a product focusing on the same initiative. I urge you to support this new product that is being initiated. To confirm your support, please contact me at (555) 555-5555 or [email protected].

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Memorandum



Subject: Competitor Analysis

With the new concept being put into place, it is necessary to know who the company will be competing against in this new initiative for corporate responsibility. The purpose of this email is to provide information on the coffee industries in the United States and an analysis of Green Mountain Coffee’s three main competitors: Starbucks Corporation, Dunkin’ Donuts, and Nestlé SA. Included in each company analysis you will find what kind of corporate social responsibility each company is utilizing and whether they have products on the market that promote corporate social responsibility. By the end of the analysis, you will know all of the competitors exploring the market of corporate social responsibility and their products promoting corporate social responsibility.

The United States Coffee Retail Industry According to IbisWorld data, the coffee retail industry has a revenue of $27.1 billion and a profit of $1.6 billion with an annual growth rate for 2014-2019 of 2.7%. Key competitors in this market and their corresponding market share are:

• Starbucks Corporation- 36%• Caribou Coffee Company, Inc. – N/A• Dunkin’ Brands Group, Inc. – 1.1%The coffee retail industry includes many products and services. The rankings of products and servicessold in the industry can be seen in the chart below:

Product Ranking Fresh brewed coffee 37%

Coffee beans and grounds 30% Ready-to-drink coffee 15%

Single-cup brewer coffee 13% Instant coffee 5%

The United States Coffee Production Industry The coffee production industry is not nearly as lucrative with revenues of $11.1 billion and profits of $543.3 million. The annual growth rate for the coffee production industry from 2014-2019 is 1.5%. The ranking of products in the industry can be seen in the chart below. Major competitors in this market and their corresponding market share are:

• Green Mountain Coffee Roasters Inc. -27.3%• JM Smucker Company -22.3%• Nestlé SA- 19.1%• Starbucks Corporation- 15.4%• Kraft Foods Inc.- 10.6%• All Others- 5.3%

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The coffee production industry has 3 main products. These products and their rankings can be seen below:

Products Rankings Specialized ground roasted coffee 37.5% Traditional ground roasted coffee 36.1%

Roasted coffee 13.4% Other 13%

Starbucks Corporation Analysis Starbucks Corporation is known for its many initiatives for corporate social responsibility. Starbucks offers many stock options and health coverage to its US employees but also helps its farmers all over the world by donating cows and offering ways to take care of their families. Starbucks’ CEO Howard Schultz is also known for using his position to help address political issues, such as uniting with other companies to pressure Washington into ending the fiscal crisis and passing a long-term budget. They also have become more environmentally aware through their Conserve Sustainability Education program which creates efforts for reductions in energy, waste and water. They have also been working towards a 100% recyclable cup and have let customers in the meantime bring in their own reusable cups and thermos’ if they choose, helping to cut back on the amount of waste that the company produces.

Nestlé SA Analysis Nestlé SA, much like Starbucks Corporation, is focused on the people affected by their company for corporate social responsibility, instead of their products. They were awarded the SAM Gold Class Membership for their sustainability efforts, one of the highest awards. They also have sponsored programs around the world that “...assist and train farmers in coffee producing countries...[and they] also support the Fairtrade Foundation through Nescafe Partners’ Blend”. Finally, Nestlé has started an initiative that helps teach children around the world about nutrition, helps with projects in the rural development of Africa, and awards a prize every other year to help solve problems of “nutrition, water, and rural development.”.

Dunkin’ Donuts Analysis Much like Nestlé SA, Dunkin’ Donuts has focused on their impact around the world. They have introduced tea and coffee that are Rainforest Alliance Certified and have started using palm oil that uses suppliers that “...are not developing in rainforests, peatlands, or other “High Conservation Value areas.” In the United States, the company ran an offer that donated 5 cents per 16-ounce iced coffee to Homes for Our Troops. They have also introduced almond milk at the majority of their locations in order to appeal to more customers. Lastly, Dunkin’ Donuts has been researching ways to reduce their use of foam coffee cups, their signature cup. Instead, they have been testing polypropylene coffee cups that are recyclable as long as No. 5 plastic is accepted.

In conclusion, this competitor analysis should lay out the aspects of competitors also exploring the market of corporate social responsibility and whether they have products to promote this or not. This information will effect what our focus towards our new product should be, whether sustainability or people. It also shows that even though there are many competitors dabbling in corporate social responsibility, no company has a specific product just for that reason, making GMCR the first. If you have any questions, please feel free to call me at 555-5555. Thank you for your time.

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Annotated Bibliography

(2009). Community Service. Franchising World, 41.6, 62. Retrieved from Business Source Complete. http://eds.b.ebscohost.com.ezproxy2.library.arizona.edu/ehost/detail/detail?sid=980af596-602d-415c-b962-cbff33377449%40sessionmgr113&vid=0&hid=119&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d

Summary

This article states examples of initiatives that companies are using for corporate social responsibility. In the article, Dunkin’ Donuts is raising money for Homes for Our Troops by donating 5 cents from every 50 cent 16-ounce iced coffee sold. This initiative motivates consumers to go out and buy their product since they know that what they are doing is going towards a good cause. The article also mentions how Nestlé expanded initiatives that it participates in to teach children around the world about nutrition, create new projects in rural development in Africa, and foster approaches to solve the problems of nutrition, water, and rural development in these developing countries around the world.

Quality and Accuracy

This article is from a quality source and is very unbiased. It equally talks about the different companies and provides the facts, not opinions behind them.

Relevance

This source is relevant because it talks about two of the competitors and their initiatives in corporate social responsibility directly.

Cooper, Lou. (2013). The Virtuous Cycle. Marketing Week, 10-14. Retrieved from Business Source Complete. http://eds.b.ebscohost.com.ezproxy2.library.arizona.edu/ehost/detail/detail?sid=cb494338-666e-4a41-aa96-559b681ea30d%40sessionmgr112&vid=0&hid=119&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d

Summary

This article talked about different companies, the public’s view of them, and their corporate social responsibility. The article stated how each company went through some hard times with consumers, from scandals at Aldi and Tesco which cost them major scrutiny from consumers. They also talked about Starbucks Corporation in the UK and how they had paid much less in corporation taxes than they were expected, even though it was not illegal. The article then gave consumers’ opinions on certain companies such as PayPal and Amazon, showing how these hiccups in corporations do effect the consumer’s view and trust in the company.


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This was a very unbiased article because each company listed in the article was talked about both negatively and positively.

Relevance

This article is relevant because it talks about how Starbucks has used its “bad press” to increase its corporate social responsibility and improve opinions of customers.

Field, David. (2015). The Industry Must Stick To Its CSR Commitments. Caterer & Hotelkeeper, 199.4576, 35. Retrieved from Business Source Complete. http://eds.b.ebscohost.com.ezproxy2.library.arizona.edu/ehost/detail/detail?sid=53eba2f0-9409-49b7-9413-10391b313e3a%40sessionmgr110&vid=0&hid=119&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d

Summary

This article is important because it talks about Nestlé SA’s efforts towards sustainability and corporate social responsibility. The article states how Nestlé has won multiple awards for their efforts including helping and training farmers in coffee producing countries and supporting the Fairtrade Foundation through the Nescafe Partners’ Blend. The article also talks about their efforts to reduce energy consumption in the UK and using recyclable packaging also in the UK.


This source is accurate but does emit a strong bias towards Nestlé as the article was written by a program sponsored by Nestlé.

Relevance

This article is relevant because it shows how Nestlé puts in a lot of effort towards being sustainable and helping those affected by their production and products.

Handley, Lucy. (2013). Brands and Politics: Thinking Inside the Ballot Box. Marketing Week, 6. Retrieved from Business Source Complete. http://eds.b.ebscohost.com.ezproxy2.library.arizona.edu/ehost/detail/detail?sid=4cb93ad8-14ac-4401-8bc3-f9caa5927877%40sessionmgr112&vid=0&hid=119&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d

Summary

This article is about how companies are now using their political and religious views as marketing and ways to incorporate corporate social responsibility into their companies. For example, Starbucks Corporation’s CEO Howard Schultz expressed his political view of the need to get the fiscal budget passed in Washington, and how he rallied together multiple large companies to get more support for his view. The article also states how he openly expressed his

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support for Barack Obama during the 2012 elections, something that would not have been done many years ago because it would have been taboo.


This article is very accurate and does not show bias towards one company or another in the article, but looks at them all in a positive light.

Relevance

This article is relevant because it shows how Starbucks is incorporating its views into the workplace and relating to consumers on a basic belief level.

(2014). IbisWorld Industry Report 31192A Coffee Industry in the US. Retrieved from http://clients1.ibisworld.com.ezproxy2.library.arizona.edu/reports/us/industry/default.aspx?entid=272

Summary

This article is a report on the coffee industry in the United States. In the report, it talks about the revenues, profits, and annual growth rate of the industry. The report also tells about the locations where the most growth and potential along with current levels are. Most importantly, the report breaks down the major players of the industry, listing Starbucks, Green Mountain Coffee, JM Smuckers, Dunkin’ Group, and Nestlé SA as the top competitors, and breaking down their market share of the industry.


This report is extremely accurate and unbiased.

Relevance

This report is important because it is the basis of which this competitor analysis is based off of. Without this report, this information would be a lot harder to obtain.

(2014). IbisWorld Industry Report OD6098 The Retail Market for Coffee in the US. Retrieved from http://clients1.ibisworld.com.ezproxy2.library.arizona.edu/reports/us/industry/default.aspx?entid=6098

Summary

This article is a report on the coffee retail market in the United States. In the report, the profit, revenue, and annual growth rates of the industry are reported. Along with the information on the finances, locations that show the most growth and are the most concentrated parts of the market are also given. The report also shows how Starbucks Corporation is the leader of the industry by far, holding 33.7% of market shares while all other companies make up the other 66.3%.


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This report is extremely accurate and unbiased.

Relevance

This report is relevant because it is the basis of which the competitor analysis was written. Without this report, it would have been harder to choose which companies to focus on and why.

Johnson, Jim. (2014). Dunkin’ Donuts Tests New Hot Cup. Plastics News, 26.26, 0001. Retrieved from Business Source Complete. http://eds.b.ebscohost.com.ezproxy2.library.arizona.edu/ehost/detail/detail?sid=7486088e-1057-4bc4-ba27-5e668d094921%40sessionmgr114&vid=0&hid=119&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d

Summary

This article describes Dunkin’ Donuts’ search for a 100% recyclable cup. The company is testing out a new polypropylene cup that is No. 5 recyclable. Currently, they are using these in stores in Massachusetts, Vermont, and California as trial runs. As the article states, the company uses more than 1 billion foam cups every year, so changing to completely recyclable cups would have a huge impact. The article also states how even though the cups would be more expensive, it would be up to the franchise owners to decide whether prices should go up or not, but most likely they would not.


This source is somewhat biased as it looks at Dunkin’ Donuts in a positive light but does try to just give the facts behind the story.

Relevance

This article is relevant because it shows Dunkin’ Donuts taking action on their corporate social responsibility and trying to create a more sustainable and environmentally friendly product to keep up with their consumers wants.

Kamenetz, Anya. (2010). What Are You Going To Do About This Damn Cup. Fast Company, 150, 116-122. Retrieved from Business Source Complete.http://eds.a.ebscohost.com.ezproxy2.library.arizona.edu/ehost/detail/detail?sid=d0d20d78-4bec-4d82-bc58-d6efdb20b0d1%40sessionmgr4003&vid=0&hid=4205&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d

Summary

This article describes Starbucks Corporation’s pursuit of a 100% recyclable cup to replace its current paper cups, based on its customers and shareholders pushing for the cups and the company’s core values. Kamenetz describes CEO Howard Schultz’s goal of having the cups in all stores by 2011, a goal that was unrealistic and not able to be met, even though the company is

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still working on its mission. The article also describes how Starbucks holds a goal of having recyclable bins in every store by 2015 and serving certain drinks in recyclable cups also by 2015.


This article is accurate but does show some bias toward Starbucks, even though the facts and opinions are fairly neutral.

Relevance

This article relates to corporate social responsibility because it proves how Starbucks Corporation is listening to its customers and thinking about its sustainability and environmental impact all over the world. This article can be used to prove that Starbucks is using corporate social responsibility in its favor to expand to more customers because more environmentally conscience consumers will want to use their environmentally friendly products.

Koehn, Nancy. (2013). The Brain—And Soul—Of Capitalism. Harvard Business Revie, 91.11, 44. Retrieved from Business Source Complete. http://eds.b.ebscohost.com.ezproxy2.library.arizona.edu/ehost/detail/detail?sid=e466ff37-0618-4443-8f5d-e974f50aa25b%40sessionmgr115&vid=0&hid=119&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#

Summary

This article gives information on how Starbucks and Unilever are tackling corporate social responsibility. The article describes how Starbucks is focused on job creation and politics in the world. As an example, the article states how Starbucks offers stock options and health coverage to part-time United States workers, and how around the world they donate cows to families of coffee farmers and have forums to take care of their employee’s families in China. The article also talks about how Starbucks CEO Schultz has expressed his political views and used his influence to unite with other executives to take a stand against Washington.


This article is very accurate but more biased towards Starbucks seeing as it provides more examples of their corporate social responsibility.

Relevance

This article is relevant because it lays out exactly major points in Starbucks’ corporate social responsibility.

(2013). Starbucks’ Turner: Industry Must Take Lead On Sustainability Issue. Nation’s Restaurant News, 47.18, 19. Retrieved from Business Source Complete. http://eds.b.ebscohost.com.ezproxy2.library.arizona.edu/ehost/search/advanced?sid=7a7a9f86-b47b-4c60-9773-9a9907de6864%40sessionmgr112&vid=3&hid=119

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Summary

This article talks about how Starbucks Corporation is trying to get other companies and restaurants to join in on sustainability and environmental efforts. Starbucks’ Vice President Clarice Turner talks about how Starbucks has reduced its waste, energy, and water through their Conserve Sustainability Education program. The article also talks about her efforts to get local and federal governments on board for making certain sustainability measures mandatory in restaurants around the country, in order to help the environment and also save money, increasing their profit.


This article is a biased as it portrays Starbucks as a company that can do no wrong in its efforts towards sustainability.

Relevance

This article is relevant to corporate social responsibility because it states how Starbucks Corporation has made an effort to become more efficient and reduce its waste, water, and energy. This awareness will appeal to customers and it could possibly make prices cheaper if the company is saving enough with its reductions.

Thorn, Bret. "The Starbucksification Of Dunkin' Donuts." Nation's Restaurant News 48.19 (2014): 110. Business Source Complete. Web. 3 Feb. 2015.

Thorn, Bret. (2014). The Starbucksification Of Dunkin’ Donuts. Nation’s Restaurant News, 48.19, 110. Retrieved from Business Source Complete. http://eds.b.ebscohost.com.ezproxy2.library.arizona.edu/ehost/detail/detail?sid=c2f5b784-91f5-4cc1-8e8e-ab1152fdb0c1%40sessionmgr112&vid=0&hid=119&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#

Summary

This article talks about the changes that Dunkin’ Donuts is making in order to be able to compete more with Starbucks. Many of these changes are focused in corporate social responsibility, such as introducing a new coffee and tea line that is Rainforest Alliance Certified, appealing to consumers that are more concerned with sustainability and the environment. They also have committed to using 100% sustainable palm oil and making sure the suppliers are not developing in rainforests, peatlands, or exploiting people and communities. Finally, they are also now offering almond milk at many of their locations, making it easier to appeal to more people based on their dietary wants or needs.


This article is definitely biased towards Dunkin’ Donuts as it bashes on Starbucks’ worldwide takeover.

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Relevance

This article is relevant because it provides multiple examples of Dunkin’ Donuts engaging in corporate social responsibility and how they are exploring more efforts.

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Contact Information

Samantha Lynn Bishop

Phone: (518) 429-7875

Email: [email protected]

Linkedin: linkedin.com/in/samanthabishop

Resume and recommendations available upon request

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