2. S
W
O
1. Emerging social media platforms
2. Trans-disciplinary opportunities
across NKU (INKUbator) or other
universities
3. Partnerships with local non-profits
(FuelNKU)
4. Clients from different industries,
countries with more funding
5. Relationships with former students
6. Outreach to high schools
7. Students from lower income
communities (paid apprenticeships)
T
1. Limited to Raska’s NKU marketing
students
2. No funding
3. One client per semester – limited time
4. Not able to pay “dream team”
students
5. Low social media interaction
6. One-man show (limited time)
7. Students’ experience doesn’t count as
official internship
1. Competition in marketing/branding
field
2. Other marketing courses and
professors
3. Increasing cost of education
4. Decreasing marketing enrollment
5. New school entering market
6. Students’ heavy workloads, other
internships
7. Limited funding/support from
NKU
Assessing
landscape
Methodology: Team Marketing Magic in the marketing capstone was asked to complete assessment of Bluezzoon’s marketing
landscape, including interviewing the client, assessing his value chain, general consumer segments, competition and substitutes,
and industry. They were limited to information from the interview with the client (Founder of Bluezzoon) and information available
from a client’s owned and earned media, Google Finance, and any other secondary data source deemed credible. Their work was
summarized by Bluezzoon and shared with the rest of the class via Bluezzoon’s social media on September 17, 2015. Images are
courtesy of David Raska and NKU.
1. Collaborates with students and
start-up clients from US and abroad
2. Passionate about students, high energy
3. Resume building, real work experience
4. Low over-head, access to NKU
resources
5. Highly qualified (industry+academic
experience)
6. Students getting internships and jobs
7. High quality services, no charge, visible
impact
