Innovate Possible Executive Summary

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The AdLab team at Boston University ran a semester long campaign to raise perception levels of AT&T on campus, as well as educate students about AT&T's College Development Programs and 10% student discount.

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Innovate Possible Executive Summary

  1. 1. Innovate Possible Executive SummaryA semester of growth, learning, and innovation. Boston University’s AdLab + AT&T Where ideas take off. +1 540 860 2441 | bostonuadlab@gmail.com | www.buadlab.com
  2. 2. Executive Summary 2014 [Table of contents ] 01Introduction Statement from management What is AdLab? Our team The situation Advertising objectives 03 04 05 06 07 02Campaign Execution Research Creative strategy Digital strategy Public relations “Innovate Possible” event Strategic partnerships 08 12 17 22 24 29 03Campaign Results Post-campaign survey Financial report Campaign summary 30 33 33 04Appendix Research Sources Focus Group Questions Financial Statement Talent Catch Registrations 34 34 35 36 2
  3. 3. Hands-down, this has been the craziest semester that I have ever experienced. Internships, clients, classes, projects, papers -- you name it, I was juggling it. Sleep became a luxury. I ate when I remembered to. Group meetings were the pinnacles of my social life. That being said, I am still amazed at how much I’ve learned in such a short period of time, and I am confident that I can speak for my entire team when saying that they experienced the same. We all grew this semester; we grew academically, we grew creatively, and we grew professionally. Words cannot express how proud I am of my team and what we were able to accomplish for our client, AT&T -- especially given the bandwidth of everyone involved. This document will provide more insight into our strategy and campaign, detailing the tasks AT&T gave us, and how we achieved positive results. I am so proud to be a part of Adlab and am duly impressed by everyone on my team. This competition has been a great learning and growth experience for us all, and I want to thank EdVentures and AT&T for providing us with this opportunity. Chris Hurlbert (AdLab, Account Executive) Boston, 5th of May 2014 Executive Summary 2014 [Executive statement ] 3
  4. 4. Think. Rethink. Create. Repeat. Bred to think in big ideas, these men and women make up the country’s largest student-run agency. AdLab had humble beginnings. In 1975, four Boston University students formed the agency to serve a single client, with only a desk and a broken typewriter at their disposal. The founding four all wanted one thing: to create ad campaigns for real clients. Now, almost four decades later, this philosophy still holds true. Over 100 ambitious students work to achieve advertising excellence for dozens of clients each semester, making up the country’s largest full-service student-run agency. Under the guiding wisdom of industry vets Tobe Berkovitz and John Verret, we pump out cutting edge work for local and national clients. And, though we charge a nominal fee, it is passion-- not money--that drives us. A passion to create agency-caliber work that builds both clients’ businesses and our own portfolios. And, with ever new semester comes the next set of big ideas, ready to incubate and develop. Ready to sharpen the cutting edge of advertising. This is AdLab, where ad men and women are born. Executive Summary 2014 [What is AdLab? ] 4
  5. 5. The team at Boston University spent many days (and nights) building a rock-solid strategy for our client, AT&T. With only 9 members we had to be nimble and were forced to work fast -- but we wouldn’t have wanted it any other way. Through executing this campaign we each gained tremendous insight into what working for a real client is like, how to work as part of a diverse team, and how to achieve advertising objectives. The AdLab team made the decision early on to partner with Boston University’s PRlab this spring in order to leverage their skills in public relations. This partnership was critical to our campaign’s success, as awareness of our event had to be achieved with virtually no paid media. Below is a list of our team and the role each of us served for the duration of this campaign. Chris Hurlbert Account Executive Morgan Perry Account Supervisor Liana Franklin Creative Supervisor Blair Bailey Planner / Strategist Briana Brochu Art Director Jay Schwartz Copywriter Danni McGovern Copywriter Winnie Chen Public Relations Leah Ellner Public Relations Executive Summary 2014 [About our team ] 5
  6. 6. AT&T came to us with a distinct problem. They want to hire top talent from the Boston market, but students currently view the telecommunications company as storied and too corporate. We were also asked to help increase the Net Promoter Score (NPS) on Boston University’s campus and make students aware of AT&T’s 10% student discount. Our team was responsible for identifying key factors driving purchase consideration within our target audience of young Millennials and work to promote AT&T as an innovative employer, especially within the STEM majors. We know that younger Millennials (those aged 18-25) seek exciting careers in roles where they feel valued and important. We also know that, for these individuals, experiences provide better channels of messaging than traditional media vehicles. Through secondary research we know that for brands to matter to Millennials, being “average” is no longer enough. Consumers must be engaged at all touch points, the brand must provide users with a sense of authenticity, and the product must have a fundamental purpose or reason for being that is relevant to the Millennial’s everyday life. Leveraging these insights became critical to the success of our campaign. Executive Summary 2014 [The Situation] 6
  7. 7. Executive Summary 2014 [Advertising objectives ] Increase awareness on Boston University’s campus of AT&T’s College Development Programs. Increase awareness on Boston University’s campus of AT&T’s 10% student discount. Run a successful campus event to promote AT&T’s core values. Generate positive press coverage in local, campus and community media (traditional and non-traditional channels). Increase the number of applicants to AT&T’s College Development Programs. Increase the Net Promoter Score for AT&T by addressing key issues and misconceptions. 7
  8. 8. Background AT&T is one of the largest technology companies in the world, and continues to accelerate innovation for their customers by hiring talented employees and running the fastest, most reliable network. AT&T would like to be promoted as an employer of choice and attract the best and brightest of current students and recent graduates to AT&T’s college development programs. AT&T and EdVenture Partners would like our team to work to educate students about AT&T’s full time and internship college development programs, particularly in the areas of business sales, retail management, and technology, and position AT&T as an employer of choice. The Client would like our team to achieve this overall goal by creating an innovate solution to capture and deliver diverse and qualified candidates to the College Recruiting team. In addition, the Clients would like the team to highlight and increase awareness of the student discount offered by AT&T. Research Objectives Currently, Millennials have negative perceptions of a sales position, both in retail and business. Millennials are also unaware of the many innovative training programs AT&T provides in order to advance their careers. AT&T wants to position themselves as a highly attractive employer and raise awareness of their College Development Programs in order to change the perceptions of their target audience. In order to accomplish this, we needed to: Executive Summary 2014 [Research and planning] 8
  9. 9. • Gain insight on the target audience’s (18-24 Millennial Market) opinions on career paths and identify key drivers in Millennial ideal employer selection considerations. • Get feedback from the target audience about their knowledge of AT&T as an employer and AT&T’s College Development Programs. • Gain insight on the relationship between AT&T as a brand with the target audience. Research Methodology Qualitative Research The Account Planner conducted three focus groups: • Two focus groups discussing ideal careers were conducted on March 3, 2014 at 5 p.m. and 6:30 p.m. • One focus group discussing experiences with and impressions of AT&T was conducted on March 4, 2015 at 5 p.m. • In total, the focus groups consisted of 21 participants (18 Boston University undergraduate students, 3 Boston University graduate students). Student participation is broken down further in Appendix C. • Participants were recruited through Facebook and other social media platforms, the BU job board, and in person. Each participant was offered a $15 Starbucks gift card as compensation. Quantitative Research The Account Planner conducted two surveys in order to measure awareness and change in opinions before and after the event. The Account Planner conducted a pre-event survey via Qualtrics. • The survey was distributed to Boston University students via Facebook, Reddit, and e-mail and received 512 responses. Survey respondents were given the chance to win a $30 Starbucks gift card for their participation. • The survey asked students about their opinions on careers, their interaction with brands over social media, and their opinions of AT&T and awareness of the College Development Programs and student discount. • The Account Planner conducted a post-event survey via Qualtrics. • The survey was distributed to Boston University students via Facebook, Reddit, e-mail, and University contacts and received over 400 responses. Two survey respondents were given the chance to win a $10 Starbucks gift card for their participation. • The survey asked students about their opinions on careers, their awareness of and participation in Innovate Possible, and their opinions of AT&T and awareness of the College Development Programs and student discount. Key Findings Our target audience feels unprepared for working in the professional environment due to a lack of experience with soft skills, yet they understand the importance of having said skills. • Secondary research about our target audience reveals that 66% of recent college graduates say that unpreparedness is a real problem among their own cohort (Bentley University). • Additionally, 6 in 10 [recruiters] say they wish students had developed more soft skills in college (Bentley University). • In our pre-event survey, we asked participants how important certain soft skills were, including being a team player, having communication skills, flexibility, time management, patience, and motivation. Survey results showed that an average of 35% found all the skills very important and an average of 55% found all the skills listed extremely important. Our target audience is apprehensive about the internship and job application process. • During our focus groups, participants expressed concern that they often felt either overqualified or under-qualified for jobs and there was no in-between, making it difficult to find an entrance point to their careers. • Many students in our focus groups also said that networking appears increasingly important in launching a career, although they often do not have a proper opportunity for networking and feel they are at a Executive Summary 2014 9
  10. 10. disadvantage. • According to our pre-event survey results, when asked whether or not the job application process discourages students from applying to jobs, 58% of participants selected “sometimes” and 21% of participants selected “most of the time.” • Pre-event survey results also showed that 47% of participants identified disliking the job application process to some extent. Our target audience finds the idea of training programs appealing. • All of our focus group participants agreed that a training program to introduce them into their careers as well as keep up their skills throughout their careers was appealing. Although participants agreed that the theory they learned in their courses was relevant, they also said that skills learned on-the-job were incredibly beneficial. • According to our pre-event survey results, 63% of survey respondents said that learning skills on-the-job and training programs were equally important. • Our pre-event survey results also showed that 39% of survey participants were at least “somewhat interested” in applying to one of AT&T’s College Development Programs. Our target audience is cause-driven and environmentally concerned. • According to secondary research about our target audience, they are a generation that “embraces business and government and believes that such institutions can bring about global change” (Barton, Fromm, & Egan, 2012). • Our secondary research also shows that Millennials, more than non-Millennials, prefer to actively engage in a cause campaign by encouraging others to support it (30% versus 22%) or by participating in fundraising events (27% versus 16%) (Barton, Fromm, & Egan, 2012). • On our pre-event survey, when asked to rate the importance on certain factors in a career, 40% of respondents labeled “Social Responsibility” as most important. Our target audience had conflicting, yet overall positive opinions of AT&T. • During our focus group, our participants reported both exemplary service – kind employees, personalized customer service – and substandard service – long lines, few employees, lack of basic practices, lack of service follow ups. • Although the reports of customer service were conflicting, overall participants had a good impression of AT&T as a company. They found AT&T professional, especially when compared to its competitors. Overall, our participants agreed that AT&T would be an excellent company to work for, both because of the brand image as well as the reported benefits. • The pre-event survey showed that 33% of our participants would consider working for AT&T. Our target audience found price and rate plans the most important driver when deciding on a mobile service provider. • The pre-event survey showed that 55% of participants identified “Price/Rate Plan” as the most important driver when choosing a mobile service provider. • Although our pre-event survey showed that only 14% of participants were aware of the student discount, the above insight shows that our target audience, while not aware, would be incredibly open to the idea of the student discount. Our target audience spends a significant time on social media. • Millennials are “digital natives” who have grown up with technology and social media and use these tools as a natural part of life and work (Barton, Fromm, & Egan, 2012). • Secondary research also shows that Millennials prefer communicating with brands and retailers via text or email rather than in-store visits (O’Donnell, 2012). Our target audience has an entrepreneurial spirit. • Our secondary research revealed that 48% of Millennials say that owning their own business is a top life goal (Berland, 2012). 10
  11. 11. Recommendations Create an event that shows AT&T as a potential employer to consider. • Millennials will respond to an event that highlights their entrepreneurial spirit as well as gives them a chance to practice their soft skills. • At the same time, this event will show the target audience how they can fit into and contribute to AT&T as a future career. Though this event, Millennials will see AT&T as a cause-driven, innovative company and will be able to place themselves in the mind of Millennials as a potential employer. • During the event, the College Development Programs will be promoted in order to future promote AT&T as a future potential employer and appeal to our target audience’s desire to move ahead in the workplace. Highlight the student discount via social media. • Millennials find price and rate plans to be the biggest drivers when choosing a mobile service provider, therefore, we know that the target audience will respond well to the student discount. • In addition, many Millennials connect with brands over social media, so using channels such as Twitter and Facebook will be an effective method for spreading awareness of AT&T’s student discount. Summary AT&T would like to be promoted as an employer of choice and attract the best and brightest of current students and recent graduates to AT&T’s college development programs. Currently, Millennials have negative perceptions of a sales position, both in retail and business. Millennials are also unaware of the many innovative training programs AT&T provides in order to advance their careers. AT&T wants to position themselves as a highly attractive employer and raise awareness of their College Development Programs in order to change the perceptions of their target audience. Overall our focus group participants had a good impression of AT&T as a company. They found AT&T professional, especially when compared to its competitors. Overall, our participants agreed that AT&T would be an excellent company to work for, both because of the brand image as well as the reported benefits. In addition, all of our focus group participants agreed that a training program to introduce them into their careers as well as keep up their skills throughout their careers was appealing. Once we introduced the College Development Programs to focus group participants, they were very interested in learning more about the programs. By creating an event that responds to the entrepreneurial spirit of our target audience as well as offering students the chance to network and develop soft skills, AT&T will be able to promote their College Development Programs to a responsive audience. The event will prevail the brilliant minds students could be among at AT&T and will put the company in their mind as a potential employer after graduation. In addition, to promote their student discount, AT&T should promote the discount via social media platforms where their target audience of interest will be most responsive. 11
  12. 12. The creative department was responsible for creating an integrated campaign that could be launched on multiple media platforms, including print, Online, social media, experiential marketing and mobile. The “Innovate Possible” campaign targets students that think big. They’re passionate about their careers and becoming innovative minds in their industries of choice. Versatile creative depending on the medium made for a constantly changing but also consistent voice throughout the campaign. Product/Service AT&T is one of the largest technology companies in the world, and continues to accelerate innovation for their customers by hiring talented employees and running the fastest most reliable network. AT&T would like to be promoted as an employer of choice and attract the best and brightest of current students and recent graduates to AT&T’s college development programs. They would also like to raise awareness of the student discount. Challenge To establish AT&T as the employer of choice and industry leader in the mind of the target audience and encourage Boston-area students to get involved. To achieve this, several goals needed to be met: • Raise awareness of AT&T’s full time and internship College Development Programs in business sales, retail management, and technology. • Dispel myths about sales and AT&T. Executive Summary 2014 [Creative strategy ] 12
  13. 13. • Develop an innovative solution to capture diverse applicants to the College Recruiting team. • Raise awareness of available student discounts. Role of Communication Communication with the target audience was vital to our campaign’s success. We encouraged audience engagement at every stage of our campaign and through every communication medium. By creating a dialogue (and thus word of mouth buzz) through social media and interactive ads that encouraged audience participation via hashtags and Instagram competitions, we extended reach of our communication and awareness of our campaign. Target Audience Boston-area Millennial students, ages 18-25. They are a group of entrepreneurial problem-solvers and though many are unemployed, they are the largest and most educated demographic in American history. They value experiences over possessions and consider socially-conscious practices a business imperative. Because of this, they aspire to work for companies that share their socially-conscious, innovative drive. Current Beliefs College students view AT&T solely as a mobile service provider. Boston-area students never considered AT&T as an innovative company, or an employer of choice, simply because they were not blatantly exposed to that information. Millennials have negative perceptions of a sales position, both in retail and business. Desired Beliefs We want the best and brightest college students to pair Boston and AT&T’s innovative spirit together in their minds. Boston-area college students will view AT&T as an innovator, an employer of choice and a place where they can develop and grow within their career path. What Makes This Believable? AT&T’s College Development programs feature tracks in management, corporate, technology and sales and provide trainees with challenging work in order to advance them to their ideal careers. AT&T also runs the AT&T Foundry and Labs Research in order to develop innovative technology to benefit their consumers and improve the future. What is the Desired Brand Personality? The AT&T brand is innovative, inspiring, and passionate. The brand is caring both because of its Research Labs and Foundry that work to make technological advancements for consumers and its dedication to customer service. Campaign Theme & Message Based on insights found during pre-campaign research, our campaign revolved around a personalized, aspirational approach. We emphasized the power of the individual and importance of working for a company that embraces that power. Our strategy was that AT&T provides meaningful and exciting work opportunities for driven Millennials because of its company values (socially conscious, always innovative, constantly improving) and college development programs. Executional Considerations The team must organize an event in order to raise awareness and consideration of AT&T as a potential employer. The event will feature a competitive component in order to attract the brightest and most innovative students and reflect the innovative attitude of AT&T. During the event, the team will promote AT&T as a potential employer and the College Development Programs, the AT&T Foundry and Research Labs, and the AT&T Student Discount. The event will be promoted using a mix of traditional advertising, including posters, digital, including social media, and experiential outdoor advertising. Executive Summary 2014 13
  14. 14. We used the following media to engage our target audience: • Print ads • Outdoor advertising • Microsite • Social Media • Flyers • Booths set up in high traffic areas • Stickers • E-mail newsletters BU Shuttle Ad 14 Event Challenge Books
  15. 15. Sticker BU Shuttle Ad Flyer 15
  16. 16. APRIL 19TH 11:00 am - 3:00 pm { } REGISTERTODAY 775CommonwealthAve,Boston,MA02215 innovatepossible.com S A T U R D A Y WICKEDSMAHT? Tweet us a selfie of your lightbulb moment. Tag @ATT_InnoBoston with #InnovatePossible and be entered to win a Starbucks gift card. RegisterforInnovatePossible <<SELFIEHERE Warren Towers Poster
  17. 17. Our digital strategy was created based on insight gathered through our pre-campaign research. We know that our target is active on social media, so promoting messaging there was obvious. We created a microsite to hold information about Innovate Possible, our campus event. The site also served as a landing page for us to promote AT&T’s College Development Programs. We leveraged various other digital platforms such as HootSuite, ScoreMyPitch and MailChimp to help manage our digital footprint. Social Media Strategy Our social interactions were focused on innovation and technology news within Boston. From our ATT_InnoBoston Twitter account, we remained active in the conversation with news outlets tweeting about technology or related matters. We joined the the discussion to generate awareness and publicize our event. We retweeted relevant articles and actively searched for keywords and/or hashtags to participate in relevant ongoing conversations and to stay relevant. We created a number of infographics and other vector-based art that was posted to social media (see images on next page). These graphics had creative messaging in order to raise awareness about the various aspects of our campaign, staying colloquial and relevant to our target audience Digital Strategy Our microsite was designed to be minimal and responsive so that our target would not be confused when trying to access our content. Screens are on the following pages. [Digital strategy] Executive Summary 2014 17
  18. 18. Facebook Campaign Over the course of 50 days: 1,299,015 impressions 18,867 viral impressions 232,196 daily reach 9,570 daily viral reach 112 total page likes 58 total likes on posts 28 total shares On a daily basis, an average of 4,738 unique users saw our FB content.
  19. 19. Twitter Campaign Our most popular Tweet was clicked 61 times: French could be the official language of the future according to @Forbes. Maybe it’s time to start practicing? http://ow.ly/v1qpj 103 total followers 28 total retweets 53 total favorites
  20. 20. In order to generate awareness for our campaign we had to rely on word of mouth and earned media. To get the word out, our PR team contacted professors and student groups at various schools throughout Boston to tell them what we were up to. Many professors got back to us and were thrilled to hear about our competition. Over the course of only three weeks we were able to gain media coverage from four total outlets. The first media coverage we received was from WTBU Radio, a Boston University student- run radio station. We gave them a five-minute interview during which we promoted our event and AT&T’s mission. That interview played during their Tuesday, April 15th show at 6:15pm. The second media outlet to cover our AT&T Innovate Possible Campus Challenge was BostInno PRLab Blog. They allowed us to publish our own blog via their channel to promote our event. This went live on Friday April 18th, the night before Innovate Possible. http://bostinno. streetwise.co/channels/att-innovate-possible- campus-challenge/ Our third coverage came from The Heights, the Boston College newspaper. They covered post- event happenings to report on our results. The article was a feature about Innovate Possible that came out on Wednesday April 23rd, the week after the event. http://www.bcheights.com/ metro/at-t-brings-innovation-challenge-to-boston- university-1.3163682#.U2a4BSh7F38 Our fourth and final media outlet coverage came from the Boston University graduate student Executive Summary 2014 [Public Relations strategy ] 22
  21. 21. podcast, COMUGrad. This coverage was also a post-event report that talked of our results from Innovate Possible. Since this was a podcast about COM graduate students, Chris Hurlbert was interviewed. https://audioboo.fm/boos/2122834- bucomgrad-podcast-adlab-with-chris-hurlbert While we are very proud with the amount of media coverage we received, we believe that there could have been more attention if we had planned the event on a different weekend. April 19th was a weekend that included not only Passover and Easter, both of which are holidays that many students leave the city for, but also the Boston Marathon bombings one-year anniversary. We believe that had it not been for those reasons, we may received more interest from the media in covering our event. Executive Summary 2014 23
  22. 22. College students in Boston are unique. They push themselves in all aspects of life and are driven to succeed by an entrepreneurial spirit that seems to thrive in this city. While this is true, collaboration and networking between the city’s 250,000 students is surprisingly uncommon. Innovate Possible, our campus event, aimed to change this. Through primary and secondary research, we know that Millennials are willing to engage with a brand that understands them and makes an effort to organically connect with them. We also know that Millennials will accept brand messaging when it is exposed to them in an experiential setting. Innovate Possible created an engaging and potentially ongoing experience for everyone involved and worked to position AT&T as the innovative company that it truly is. In order to get Millennials excited about a potential career at AT&T, we had to convince them that the company has shed it’s corporate, dated image. We invited students from Boston’s many colleges and universities to compete at Innovate Possible. At the event they were given information about AT&T’s College Development Programs and signed up for more information via Talent Catch (an app used to capture data). Many students also asked if the event was going to take place again next year, which shows that there was genuine excitement about the event and for AT&T. Statement of Purpose This event will provide an opportunity for Executive Summary 2014 [Innovate Possible campus event ] 24
  23. 23. students to network and will take the form of an intercollegiate competition, testing the ability of students to think strategically while leveraging their innovative nature and creative minds. Participants will be asked to leverage technology (branded AT&T) into their solution of the problem we present to them. The event will be limited to 200 participants, and we will use Eventbrite in order to control the amount of entrants and gauge community interest. There will also be a wait-list and people will be encouraged to come watch if they don’t make the initial list. Participants will arrive to our event at 11:00 AM and will network for one hour. While networking they will be asked to form teams of 4. At 12:00 PM we will stop the networking and pair up anyone who is not currently in a team. We will then distribute a “challenge pack” to each team and they will be given 60 minutes to ‘solve’ the problem presented and develop a succinct, elevator pitch presentation. At 1:00 PM we will stop the teams from working and start the pitch (teams called to the stage at random). Each team will be given 3 minutes to ‘sell’ their idea to a panel of judges. Judges will score the team on the following criteria: creativity, use of technology, pitch skills, overall idea. Below is the copy that was distributed to each team in their challenge pack, images of which are displayed on following pages. Introduction to the Problem America’s success in today’s global, digital economy hinges on an educated workforce. Yet one in every five students in this country graduates high school later than they should. Luckily, technology allows us to reach at-risk students more effectively than ever before. AT&T blends their passion for innovation and education in an effort to raise graduation rates through their AT&T Aspire initiative. To date, they have raised $350 million but won’t stop there. AT&T has set the bar high for philanthropic innovation. Now your task is to raise it even higher. Problem Background Nationwide, 1.8 million students leave school without a diploma; 66% of them are unemployed. In today’s world, a high school diploma is a prerequisite for many aspects of life and people without one struggle to succeed. Students have trouble graduating for a variety of reasons. Some have learning and aural disabilities, some are learning English as a second language, and some come from underprivileged homes. To address this, ASCD, a global leader in education success, suggested schools offer: • Tutoring • Easier access to school materials • Support services for at-risk students Example AT&T has already begun to address the major problems facing students’ education. They leverage existing AT&T technology, re-purposing it in innovative ways. Recently, AT&T Research Labs created two different types of eReaders designed to make learning more accessible. The eReader prototype features speech commands and keyboard shortcuts, designed to make it more accessible for students with visuals disorders. The other eReader, StorEbook, is designed to engage children with learning disabilities through its expressive speech and text highlighting features. The Challenge Through their Aspire initiative, AT&T has already begun to re-purpose technology to raise graduation rates through their Aspire Mentoring Academy and socially innovative approach to education. They focus on developing interactive electronic ways to foster learning, ranging from educational programs that allow students to simulate scientific experiments to promoting e-mentoring programs. Using their innovative solutions such as StorEbook and The eReader as inspiration, your challenge is to address one of ASCD’s proposed educational solutions using technology existing or imagined. Given what you know about the low graduation rate in America (1 in 5 students do not graduate Executive Summary 2014 25
  24. 24. with their peers) and the problems that face these students (lack of learning materials, lack of attention, lack of educational stability) what technology could you re-purpose or create to help AT&T raise the U.S. graduation rate? The Challenge Each team will have 60 minutes to brainstorm a solution for the problem. When those minutes are up, it’s time to move onto the planning stage and get ready to convince the judges that your idea is the most innovative, philanthropic, technological thing they’ve ever heard before or ever will again. You will each get 3 minutes for your proposal presentation, and after a short judging period, the judges will present the winners. Feel free to use any technology you may have at your disposal including smartphones, tablets or laptops. Executive Summary 2014 26
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  27. 27. In order to add value to our campaign, we were able to partner with a number of startups and local AT&T stores to raise awareness and help with our larger repositioning goal. Score My Pitch A local startup reached out to us with and asked if we’d like to demo their innovative software in our competition. We eagerly said yes, and with the help of Score My Pitch we were able to tabulate scores live and instantly announce winners at Innovate Possible. Uber The upscale taxicab service company Uber partnered with us and offered participants in our event a free ride. They gave new users a $25 credit, which is more than enough to get around the city of Boston. Handybook This startup reached out to us to offer one hour of free cleaning service to our participants. Local AT&T Stores We reached out to local retail stores and were able to have a few people on site for our event. This team showcased the new and innovative technology that AT&T has to offer. [Strategic partnerships] Executive Summary 2014 29
  28. 28. With Innovate Possible and its accompanying campaign, our team was able to raise awareness of the College Development Programs by 10% between our pre-event and post-event surveys as well as effectively capture interest in the College Development Programs. When asked about their interest in the Programs, our survey findings showed a 2% increase in interest with our student sample, with a 5% increase in those being extremely interested. With the Innovate Possible campaign, our team was effectively able to place AT&T as a reputable and prospective employer in the minds of Boston University students. Additionally, our campaign resulted in a 3% raise in awareness of the student discount offered by AT&T. Executive Summary 2014 [Post-campaign survey results ] 30 Have you heard of AT&T’s College Development Programs?
  29. 29. Executive Summary 2014 31 How interested are you in applying for one of AT&T’s College Development Programs? Would you consider working for AT&T? Are you aware that AT&T offers student discounts to current college students?
  30. 30. Post-campaign Question: How likely are you to recommend AT&T to family, friends and colleagues? 1 = very unlikely ; 10 = very likely Post-campaign Question: Are you considering AT&T as an employer of choice? Executive Summary 2014 32
  31. 31. Our Innovate Possible campaign leveraged paid, owned and earned media, along with corporate donations and two events to achieve an ROI of 363%. With a cost of $2321.98 we were able to achieve $10,768.20 in value earned assets. These assets include traditional media impressions, digital media impressions, journalistic coverage, and value created by increasing brand perception and the Net Promoter Score on campus. Our Innovate Possible intercollegiate challenge worked to reposition the AT&T brand in Boston among Millennial college students. These students were able to experience the innovative spirit of AT&T and were engaged with branded content through the duration of the event. These students then shared the story of our event with their friends and family, which will help build the AT&T brand organically through word of mouth. We were able to generate 194 hot leads for AT&T talent recruiters through both of our events, and many participants were enthusiastic about possible careers with AT&T in the future. A list of our Talent Catch registrations can be found in the Appendix on page 36. We established a Net Promoter Score of 4.60 at Boston University. Our campaign was also $691.02 under budget, resulting in a 23% savings for our client. A detailed financial analysis of our campaign can be found in the Appendix on page 35. [Campaign finances and summary ] Executive Summary 2014 33
  32. 32. References Primary Research • Three focus groups with 21 students of Boston University. • One pre-event survey with 512 total respondents. • One post-event survey with 442 total respondents. Secondary Research • Barton, C., Fromm, J., and Egan, C. (2012, April). The Millennial Consumer: Debunking Stereotypes. The Boston Consulting Group. • Berland, E. (2012). 8095© Refreshed. Edelman.Millennials in the Workplace: An Infographic Storybook. (n.d.) Bentley University. • O’Donnell, F. (2012, August). Marketing to Millennials – US – August 2012. Mintel Oxygen. • Pew Research Center. (2010, February). Millennials: Confident. Connected. Open to Change. Focus Group Questions “Ideal Career” Focus Group Questions 1. What is your program of study at Boston University? 2. How close are you to graduating? 3. Have you already started applying for jobs? 4. If so, how many? 5. If not, do you already have a list that you’d like to start with? 6. How’s the process going? 7. What is it that you do/do not like about the process? 8. What decisions do you make in where to apply for a job? 9. What factors make you decide to apply to certain places? Demographic Profile One focus group of nine participants included: • Nine Boston University students; eight undergraduate students and one graduate student • Six female participants and three male participants One focus group of five participants included: • Five Boston University students; four undergraduate students and one graduate student • Two male participants and three female participants. “Ideal Career” Focus Group Questions 1. How long have you been a customer of AT&T? 2. Why did you choose AT&T as a service provider? 3. Is AT&T the only service provider you’ve had? 4. If not, what made you switch to AT&T? 5. What has your experience with AT&T been like so far? (in-store/customer service) 6. What words or experiences come to mind when you think of AT&T as a business overall? 7. What do you think it would be like working for AT&T? 8. Have you heard of AT&T’s College Development Programs? 9. Would you ever consider applying to AT&T to start you career? Demographic Profile One focus group of seven participants included: • Seven Boston University students; six undergraduate students and one graduate students • Four female participants and three male participants [Appendix additional information] Executive Summary 2014 34
  33. 33. Donations Company Donation Remark Cost Value Score My Pitch Use of their software $79 per month $0.00 $79.00 Uber $25 credit per registered atendee 82 registered $0.00 $2,050.00 Handybook 1 hour credit per registered atendee ($35 per hour rate) 82 registered $0.00 $2,870.00 Total $0 $4999 Earned Media Company Remark Estimated Impressions Cost Value WTBU Radio 5 minute interview 20000 $0.00 $59.20 BostInno PRlab Blog Post about our event 1000 $0.00 $10.00 The Heights (Boston College Newspaper) Summary of event and campaign 30000 $0.00 $400.00 COMUGrad Podcast 15 minute interview 200 $25.00 Total 51200 $0 $494.2 Owned Media Channel Remark Followers / Impressions Cost Value Facebook 112 $0.00 $50.00 Twitter 103 $0.00 $50.00 Microsite 937 $20.00 $100.00 Flyers Relevant information 1000 $25.00 $50.00 Total 2152 $45 $205 Paid Media Company Remark Estimated Impressions Cost Value BU bus ad space 2W before 20000 $120.00 $60.00 GSU digital ad space Free 1000 $0.00 $50.00 Total 21000 $120 $110 Events Event Remark Number of People Cost Value Innovate Possible Talent Catch & Brand Positioning value ($60 per registration) 27 $1,502.54 $1,620.00 Career Fair Talent Catch value ($10 per registration) 167 $104.00 $3,340.00 Total 167 $1606.54 $4960 Research Costs Item Remark Description Cost Value Starbucks Gift Cards Focus group 35 x $10 $350.00 $0.00 Dominos Pizza Focus group $167.44 $0.00 Supplies Name tags, cups, soda, ice $33.00 $0.00 Total $550.44 $0 Cost Value Campaign Total $2321.98 $10768.2 ROI 363.75% AT&T Account Budget Cost versus value analysis Executive Summary 2014 35
  34. 34. Talent Catch Results Executive Summary 2014 36 First  Name Last  Name Email ZIP  Code Mobile Position  of  Interest Graduation  Month Graduation  Year Alexandros Stefanakis avstef@bu.edu 02138 617-­‐864-­‐3994 Leadership May 2015 Nadeem Istfsm nadeemi@bu.edu 02090 617-­‐840-­‐9777 Internships January 2015 Zheng  Jie Zhong zhengjie@bu.edu 02215 917-­‐583-­‐6063 Internships|Leadership May 2014 Christina Lester christina.lester722@gmail.com 19119 215-­‐439-­‐3643 Internships May 2017 John Stooker heelforward@hotmail.com 02139 Esther Wu esthrwu@gmail.com 02134 Technical January 2015 Chelsea Berkowitz crberkowitz@yahoo.com 78230 210-­‐488-­‐8485 Leadership|Sales|Internships May 2014 Ro Li rosheru1@gmail.com 02115 813-­‐464-­‐1099 Tuquan Watt tuquanwatt@gmail.com 02134 617-­‐704-­‐3107 Leadership|Internships|Technical May 2015 Rachael Murphy rachael@bu.edu 02215 631-­‐662-­‐6085 Internships January 2015 Ang Gao gaoang@gmail.com 01810 978-­‐807-­‐2655 Technical May 2014 Jesse Goldshear jesselg@bu.edu 02215 215-­‐896-­‐1178 Leadership|Technical May 2014 Neha Gangasani ngangasani1@yahoo.com 75002 972-­‐740-­‐6342 Joseph Re joere@bu.edu 11694 718-­‐598-­‐0279 Internships|Technical May 2015 Marguerite Morgan mmorgan1194@yahoo.com 07820 Joshua Cole joshcole@bu.edu 02215 404-­‐243-­‐9078 Leadership|Internships May 2014 Sam bloom sammydude77@aol.com 06117 860-­‐906-­‐4019 Leadership May 2014 Francesco Deluca fdeluca@bu.edu 01821 401-­‐965-­‐5775 Leadership May 2014 anais Arias-­‐Aragon anaisaaa@bu.edu 02215 415-­‐265-­‐7464 May 2017 Philip Noonan philip.j.noonan@gmail.com 02134 Internships|Leadership May 2017 Hailee Smith hsmith@bu.edu 02215 978-­‐393-­‐8292 2015 Kayla Tutino ktutino@bu.edu 02215 James Minto jamesmrminto@yahoo.com 34747 518-­‐320-­‐2534 Leadership June 2011  to  2006 Sarah Green greensogreen@hotmail.com 02215 617-­‐862-­‐6221 Leadership May 2015 Bethany Moore bemo@bu.edu 04239 207-­‐491-­‐2728 Leadership May 2015 Felicia Patel feliciapatel12@gmail.com 02215 617-­‐668-­‐9754 Technical May 2015 Ariana Rosenthal arianarosenthal@live.com 02189 617-­‐599-­‐4249 Internships June 2016 Greg Macatee gmacate@bu.edu 02134 610-­‐908-­‐9966 Internships May 2015 Bridget Johnson bcjoh@bu.edu 02134 612-­‐205-­‐2164 Internships 2014 Kirstie Urgasan kurgasan@gmail.com 02215 401-­‐865-­‐9787 Sales May 2016 Shelbi Ferber ferbers@bu.edu 02215 631-­‐524-­‐4858 Leadership|Sales|Technical|Internships May 2014 Sophie Alvi salvi@bu.edu 10514 914-­‐417-­‐5685 Internships May 2015 Jennie Petit jenniepetit1@gmail.com 02136 781-­‐492-­‐5880 Leadership June 2011  to  2006 Amanda Lynn alynn4981@yahoo.com 02215 617-­‐756-­‐4130 Internships|Technical August Before  2000 Chris Brooks option2401@gmail.com 02215 Ruth Dike mrdike@bu.edu O2119 Abraham Benavides abraham1@bu.edu 02215 617-­‐780-­‐8402 Internships May 2014 Yves Bouquet jacksonmr69@gmail.com 02136 617-­‐637-­‐1299 Sales April 2011  to  2006 Emily Hayman ehayman94@gmail.com 94956 Leadership|Internships|Sales|Technical May 2016 Alexandros Stefanakis avstef@bu.edu 02138 617-­‐864-­‐3994 Leadership May 2015 Nadeem Istfsm nadeemi@bu.edu 02090 617-­‐840-­‐9777 Internships January 2015 Zheng  Jie Zhong zhengjie@bu.edu 02215 917-­‐583-­‐6063 Internships|Leadership May 2014 Christina Lester christina.lester722@gmail.com 19119 215-­‐439-­‐3643 Internships May 2017 John Stooker heelforward@hotmail.com 02139 Esther Wu esthrwu@gmail.com 02134 Technical January 2015 Chelsea Berkowitz crberkowitz@yahoo.com 78230 210-­‐488-­‐8485 Leadership|Sales|Internships May 2014 Ro Li rosheru1@gmail.com 02115 813-­‐464-­‐1099 Tuquan Watt tuquanwatt@gmail.com 02134 617-­‐704-­‐3107 Leadership|Internships|Technical May 2015 Rachael Murphy rachael@bu.edu 02215 631-­‐662-­‐6085 Internships January 2015 Ang Gao gaoang@gmail.com 01810 978-­‐807-­‐2655 Technical May 2014 Jesse Goldshear jesselg@bu.edu 02215 215-­‐896-­‐1178 Leadership|Technical May 2014 Neha Gangasani ngangasani1@yahoo.com 75002 972-­‐740-­‐6342 Joseph Re joere@bu.edu 11694 718-­‐598-­‐0279 Internships|Technical May 2015 Marguerite Morgan mmorgan1194@yahoo.com 07820 Joshua Cole joshcole@bu.edu 02215 404-­‐243-­‐9078 Leadership|Internships May 2014 Sam bloom sammydude77@aol.com 06117 860-­‐906-­‐4019 Leadership May 2014 Francesco Deluca fdeluca@bu.edu 01821 401-­‐965-­‐5775 Leadership May 2014 anais Arias-­‐Aragon anaisaaa@bu.edu 02215 415-­‐265-­‐7464 May 2017 Philip Noonan philip.j.noonan@gmail.com 02134 Internships|Leadership May 2017 Hailee Smith hsmith@bu.edu 02215 978-­‐393-­‐8292 2015 Kayla Tutino ktutino@bu.edu 02215 James Minto jamesmrminto@yahoo.com 34747 518-­‐320-­‐2534 Leadership June 2011  to  2006 Sarah Green greensogreen@hotmail.com 02215 617-­‐862-­‐6221 Leadership May 2015 Bethany Moore bemo@bu.edu 04239 207-­‐491-­‐2728 Leadership May 2015 Felicia Patel feliciapatel12@gmail.com 02215 617-­‐668-­‐9754 Technical May 2015 Ariana Rosenthal arianarosenthal@live.com 02189 617-­‐599-­‐4249 Internships June 2016 Greg Macatee gmacate@bu.edu 02134 610-­‐908-­‐9966 Internships May 2015 Bridget Johnson bcjoh@bu.edu 02134 612-­‐205-­‐2164 Internships 2014 Kirstie Urgasan kurgasan@gmail.com 02215 401-­‐865-­‐9787 Sales May 2016 Shelbi Ferber ferbers@bu.edu 02215 631-­‐524-­‐4858 Leadership|Sales|Technical|Internships May 2014 Sophie Alvi salvi@bu.edu 10514 914-­‐417-­‐5685 Internships May 2015 Jennie Petit jenniepetit1@gmail.com 02136 781-­‐492-­‐5880 Leadership June 2011  to  2006 Amanda Lynn alynn4981@yahoo.com 02215 617-­‐756-­‐4130 Internships|Technical August Before  2000 Chris Brooks option2401@gmail.com 02215 Ruth Dike mrdike@bu.edu O2119
  35. 35. Talent Catch Results Executive Summary 2014 37 Abraham Benavides abraham1@bu.edu 02215 617-­‐780-­‐8402 Internships May 2014 Yves Bouquet jacksonmr69@gmail.com 02136 617-­‐637-­‐1299 Sales April 2011  to  2006 Emily Hayman ehayman94@gmail.com 94956 Leadership|Internships|Sales|Technical May 2016 Kevin Zhao kzhao9988@gmail.com 98006 425-­‐753-­‐8616 Internships May 2015 Syed  Ali  Raza Zaidi a7ireza@gmail.com 02215 617-­‐460-­‐4350 Technical July 2015 Mengtan Xu xumh@bc.edu 02135 Leadership May 2014 Jiashu Li jasonlee@bu.edu 02134 857-­‐210-­‐3332 Leadership May 2014 Thinh Nguyen thinhnguyen007@gmail.com 02125 857-­‐260-­‐0167 Sales May 2015 Luisa Reyes luisa.sophia.reyes@gmail.com 08873 Internships May 2015 Amanda Maizel amaizel@bu.edu 02215 Leadership|Sales May 2014 Blair Bailey bmbailey@bu.edu 02370 781-­‐424-­‐8849 Internships September 2014 Victor Hanas vhanas1@bu.edu 02215 410-­‐916-­‐7232 Internships January 2015 Theresa Bui tbui22@gmail.com 02155 Annie Tran annie.tr_109@yahoo.com 02135 617-­‐922-­‐8474 Internships May 2015 Leslie Fung lesliecfung@gmail.com 94122 415-­‐963-­‐2968 Internships May 2017 Cassandra Kocek ckocek@bu.edu 02215 207-­‐251-­‐3725 May 2016 Will Sampson wwlsampson@gmail.com 02134 434-­‐987-­‐2837 Technical 2011  to  2006 Carissa RyAn thenightmarebeforevalentines@gmail.com 02134 978-­‐935-­‐8358 Sales January 2015 Saif Wilkes-­‐Davis saifmaria@yahoo.com 29206 Internships May 2019 Viktor Gennadievich vgennadievich@bu.edu 06089 985-­‐2134 Leadership May 2015 Ron Glandian rgland@bu.edu 91202 818-­‐823-­‐5154 Leadership|Internships May 2015 Jake Gordon jgordon1@bu.edu 20854 301-­‐787-­‐6088 Sales May 2017 Angela Nawang nawang@bu.edu 11377 347-­‐671-­‐3864 Internships May 2016 Pietro Contu contu@bu.edu 02215 617-­‐869-­‐4148 Technical|Internships Lauren Ribner lribner@bu.edu 02467 617-­‐122-­‐1333 Ben Greene bmgreene@bu.edu 02446 Neha Khemani khemani1@aol.com 60156 847-­‐554-­‐6758 Leadership May 2015 Nick Taylor x8theclash8x@aol.com 02134 Leadership May 2014 Francis Zamora funkyconversechick@yahoo.com 97007 971-­‐563-­‐5889 Leadership|Internships May 2014 Drew Bergman dbergman@bu.edu 02215 763-­‐486-­‐0268 May 2017 Ariele Friedman arielef@bu.edu 02446 908-­‐745-­‐9392 Technical|Internships May 2015 Matthew Higgins higginsmt@gmail.com 02134 413-­‐636-­‐4483 Leadership September 2014 Rui  Min Sim rmsim@bu.edu 02215 347-­‐334-­‐4229 Leadership May 2017 Yasmine Baez yb9449@att.com 02108 617-­‐971-­‐7032 Joo  Sung Kim jskim@bu.edu 02215 201-­‐566-­‐8335 Leadership|Sales|Technical|Internships May 2017 Morgan Perry map200@bu.edu 19060 610-­‐742-­‐8433 Leadership May 2014 Ali  Raza Zaidi a7ireza@gmail.com 02215 Leadership|Sales|Internships July 2015 Winnie Chen wchen@bu.edu 02215 857-­‐284-­‐9526 Leadership|Sales October 2014 Michael Beucler michael.beucler@gmail.com 02446 860-­‐318-­‐1220 Sales|Internships|Leadership May 2014 Briana West bmwest@bu.edu 02215 Leadership May 2014 Ariana Papas arianapappas@gmail.com 02215 508-­‐596-­‐2005 Leadership|Internships May 2014 Yomerys De  Leon yomerys23@yahoo.com 02215 Leadership|Sales|Internships May 2014 Salman T  Hussain salman.hussain2@mail.mcgill.ca 02215 Leadership|Technical|Internships June 2014 Diana Freyman dfreyman@bu.edu 02215 Leadership|Sales May 2014 Michelle Jay mjay@bu.edu 02246 603-­‐589-­‐4258 Internships May 2014 Riley Cameron rileyecam@gmail.com 02215 Leadership|Sales January 2014 Sajan Bathla sbathla92@hotmail.com 02215 Leadership May 2014 Elan Plotkin elanp@bu.edu 02215 Leadership|Sales|Technical|Internships May 2017 Esther Wu estherwu@bu.edu 02215 Leadership|Technical|Sales January 2015 WonJae Yang wjbyang@bu.edu 02215 Internships December 2015 Saniya Datwani saniya17@bu.edu 02215 Internships May 2017 Max Timchenko maxvt@bu.edu 02215 Internships May 2015 Greg Soffera gsoffera@bu.edu 02215 Internships May 2015 Joyce Fu joycefu@bu.edu 02215 Internships May 2015 Matthew Alex matthewcalex@gmail.com 02215 Leadership|Sales May 2014 Dana Centofanti dcento@bu.edu 02215 Technical|Internships January 2013 Philip Jeng philip.j.jeng@gmail.com 02215 Leadership|Technical|Sales May 2014 Sean Lee seanelee@bu.edu 02215 Leadership|Technical|Sales May 2014 Jiaranai Fuganjananon jiaranai@bu.edu 02215 Leadership|Technical|Sales|Internships May 2015 Xin Xu xunx@bu.edu 02215 Internships May 2017 Anna Stathopoulos astath@bu.edu 02215 Leadership|Internships May 2015 Sheena Banerjee sheenab@bu.edu 02215 Internships May 2015 Diep Tran dntran@bu.edu 02215 Leadership|Sales|Internships May 2017 Alisha Mehra alisham@bu.edu 02215 Leadership|Technical|Sales May 2014 Mark Benilov mark.benilov@gmail.com 02215 Technical|Internships May 2016 Amanda Durocher aedurocher@bu.edu 02215 Leadership|Technical|Sales January 2014 Sejute Guha seguha138@gmail.com 02215 Leadership|Sales May 2014 Dhanush Ram dhanush91@hotmail.com 02215 Internships|Leadership May 2014 Michael Tang tangmichael.hk@gmail.com 02215 Leadership|Sales|Technical|Internships May 2015 Quinn Rodriguez quinnrod@bu.edu 02215 Leadership|Sales|Internships May 2015 Sara Ryan sryan15@bu.edu 02215 Leadership|Internships May 2017 Hsin-­‐Chiao Lin hsinlin@bu.edu 02215 857-­‐272-­‐6647 Sales|Leadership May 2015 Ashlee Goedken agoedken@bu.edu 02215 630-­‐999-­‐7781 Leadership|Sales May 2014 Leora Klachkin unknown@bu.edu 02446 973-­‐953-­‐0313 Leadership|Internships May 2014 Shiffas Salim ssalim@bu.edu 02169 617-­‐858-­‐7285 Leadership|Technical May 2014 Caroline Shaw cshaw16@bu.edu 02215 203-­‐644-­‐6805 Technical|Sales|Internships May 2014
  36. 36. Talent Catch Results Executive Summary 2014 38 Emily Downes end@bu.edu 43230 614-­‐260-­‐4215 Leadership|Sales|Internships January 2015 Krystal Ayala kayala@bu.edu 32940 321-­‐626-­‐2502 Leadership|Sales|Internships May 2015 Elissa Blank evb92@bu.edu 11753 516-­‐987-­‐0703 Leadership May 2014 Lindsey Scheinthal linds@bu.edu 02215 713-­‐253-­‐2062 Leadership|Sales|Internships May 2014 Yaojie Chen yachen@bu.edu 02215 Leadership|Sales|Technical|Internships May 2017 Jonathan Porter jport@bu.edu 02215 321-­‐506-­‐9482 Leadership|Internships May 2016 Jonathan Reyes jrr@bu.edu 02215 408-­‐839-­‐8587 Internships May 2015 Sergei Alievsky alievsky@bu.edu 02446 617-­‐462-­‐6064 Internships May 2015 Meaghan Knox meknox@bu.edu 06851 203-­‐218-­‐0444 Leadership|Sales|Internships May 2014 Jenna Schreder jennaes@bu.edu 02215 Leadership|Internships May 2017 Chiraag Devani chiragg@bu.edu 02215 Leadership|Sales|Technical|Internships May 2016 Brandon Koh bkoh47@bu.edu 02215 Leadership|Sales|Technical|Internships May 2017 Brittany Murphy bmmurphy@bu.edu 02215 Leadership|Sales|Technical|Internships May 2015 Danika Guilley dnkgly@bu.edu 02215 Leadership|Sales|Technical|Internships May 2017 Mary Yatrousis myatrou@bu.edu 02215 Leadership|Sales|Technical|Internships May 2014 John Gendi jgendi@bu.edu 02215 Leadership|Sales|Technical|Internships May 2016 Victoria Kwan vkwan93@bu.edu 02215 Leadership|Sales|Technical|Internships January 2015 Laura  Elise Falotico lef2@bu.edu 02215 Leadership|Sales|Technical|Internships May 2015 Zachary Eisenberg zake@bu.edu 02215 Leadership|Sales|Internships|Technical May 2014 Rosie Silver rosilver@bu.edu 02215 Leadership|Sales|Technical|Internships May 2016 Elettra Fucelli elettra@bu.edu 02215 Leadership|Sales|Technical|Internships May 2016 Aneri Desai akdesai@bu.edu 02215 Internships|Technical|Sales|Leadership January 2015 Richard Marine rmarine@bu.edu 02215 Technical|Sales|Leadership|Internships May 2017 Rachael Caldwell rcald@bu.edu 02215 Leadership|Sales|Technical|Internships May 2017 Brenda Lin b.lin.22.13@gmail.com 02215 Leadership|Sales|Technical|Internships May 2015 Jennifer Collins jenncoll@bu.edu 02215 Internships May 2016 Barbara Marban bdm@bu.edu 02215 Internships|Technical|Sales|Leadership May 2017 Alejandro Barba ambarba@gmail.com 02215 Leadership|Sales|Technical|Internships May 2017 Chelsea Waida cwaida@bu.edu 02215 Leadership|Sales|Technical|Internships May 2016 Samantha Miller samim@bu.edu 02215 Leadership|Sales|Technical|Internships December 2017 Phillip Jeng phillip.j.jeng@gmail.com 02215 Leadership|Sales|Technical|Internships May 2014 Amita Singh amita1994@yahoo.com 02215 Internships|Technical|Sales|Leadership May 2016 Monica Weitekamp mweite@bu.edu 02215 Leadership|Sales|Technical|Internships May 2015 Sandra Yoon sandray@bu.edu 02215 Leadership|Sales|Technical|Internships May 2016 Meruyert ? maassybl@bu.edu 02215 Leadership|Sales|Technical|Internships May 2016 Jing Xu jxu47@bu.edu 02215 Leadership|Sales|Technical|Internships May 2017 Melissa Dang mdang@bu.edu 02215 Leadership|Sales|Technical|Internships May 2014 Aine Russell ainerrussell@gmail.com 02215 Leadership|Sales|Technical|Internships May 2017 Chandlier Burke cwb@bu.edu 02215 Leadership|Sales|Technical May 2016 Alyssa Laiacona laiacona@bu.edu 02215 Leadership|Sales|Technical May 2016 Courtney Boid cboid@bu.edu 02215 Leadership|Sales|Technical|Internships May 2016 Mark Barrasso barrasso@bu.edu 02215 Leadership|Sales|Technical|Internships May 2015

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