The document provides a case study and instructions for an assignment on improving the response rate of email marketing. Students are asked to: 1) conduct a design of experiment using the provided data to test cause-and-effect relationships, 2) determine an appropriate graphical display for the results and provide rationale, 3) recommend actions to increase email response rates with rationale, and 4) propose an overall strategy to develop a process model to increase response rates and obtain effective business processes with rationale. The assignment requires a 2-3 page paper following APA formatting guidelines.

1. · Case Study 2: Improving E-Mail Marketing Response
Due Week 8 and worth 160 points
Read the following case study.
A company wishes to improve its e-mail marketing process, as
measured by an increase in the response rate to e-mail
advertisements. The company has decided to study the process
by evaluating all combinations of two (2) options of the three
(3) key factors: E-Mail Heading (Detailed, Generic); Email
Open (No, Yes); and E-Mail Body (Text, HTML). Each of the
combinations in the design was repeated on two (2) different
occasions. The factors studied and the measured response rates
are summarized in the following table.
Write a two to three (2-3) page paper in which you:
1. Use the data shown in the table to conduct a design of
experiment (DOE) in order to test cause-and-effect relationships
in business processes for the company.
2. Determine the graphical display tool (e.g., Interaction Effects
Chart, Scatter Chart, etc.) that you would use to present the
results of the DOE that you conducted in Question 1. Provide a
rationale for your response.
3. Recommend the main actions that the company could take in
order to increase the response rate of its e-mail advertising.
Provide a rationale for your response.
4. Propose one (1) overall strategy for developing a process
model for this company that will increase the response rate of
its e-mail advertising and obtain effective business process.
Provide a rationale for your response.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size

2. 12), with one-inch margins on all sides; citations and references
must follow APA or school-specific format. Check with your
professor for any additional instructions.
. Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date. The cover page and the reference page are not included in
the required assignment page length.
The specific course learning outcomes associated with this
assignment are:
. Build regression models for improving business processes.
. Design experiments to test cause-and-effect relationships in
business processes.
. Use technology and information resources to research issues in
business process improvement.
. Write clearly and concisely about business process
improvement using proper writing mechanics.
Read each discussion 1-4 and then write a 200 word response
for each.
With your response, you can either expand on the initial post
with similar, formally cited, specific examples or additional
information regarding the original example(s) (be sure the
additional information isn’t simply a re-statement of what has
already been posted) or you can respond with a well-supported
(based on formally cited information) counter point.
APA FORMAT
Response should have 1 source for each discussion
1. A message in sports is brought to sports economists in
Jeremiah 29:11. This verse states, “For I know the plans I have
for you, declares the Lord, plans for welfare and not for evil, to

3. give you a future and a hope” (Jeremiah 29:11, ESV). This
verse implies that God gives us everything that we need in the
sporting world to be successful. For a sports economist, this
includes everything to manage a good inventory and revenue
stream for any given facility.
One example of a facility that God gives us to create a
good inventory and/or revenue stream is the home of the
Cleveland Indians, Progressive Fields. By looking at the basic
information, there is a lot of stuff that they do right in regarding
there inventory and revenue stream. The first is selling their
seats, correctly. This occurs by them selling better seats for
more and worse seats for less in a given game (Cornell, 2013).
This is shown by upper bleacher seats being $17; worse seat, to
diamond box front row seats being $143; best seats (MLB
Advanced Media, 2019). This shows that the Cleveland Indians
are using the space in Progressive Field well by having space
that is much better, priced more (Cornell, 2013).
The second example is using the space outside of baseball
activities, such as renting space for business meetings, parking
space, parties, and so on (Cornell, 2013). This is an area that
the sporting facility of Progressive Fields does well. This is
accomplished through requesting this occurrence through a team
official, which a $500 non-refundable deposit on a first-come
first-basis (MLB Advanced Media, 2019). This helps use the
space more wisely. This occurs by having another revenue
source of income, in addition to not having a lack of empty
space in the offseason (Cornell, 2013).
Besides the stuff that the home of the Cleveland Indians,
Progressive Field does well, there is one thing that needs to
improve. The one thing that Progressive Fields needs to improve
on is using the space more often in the idle time (Cornell,
2013). There are two distinct ways to improve the use of the
space, in order to gain revenue. The first is mentioned above
through renting out space in the winter for business meetings
and/or other events (Cornell, 2013). The second idea is going
back to events in the past, like “Snow Days”. These events

4. consist of ice hockey matches and sled riding (Badger, 2011).
This helps use the area more wisely by giving more inventory
and revenue sources on just in the regular season, but offseason
as well.
RESPONSE:
2. The East Tennessee State University football team, while
being a program that is in its third year after a long hiatus, has a
well-run and eventful setup at their games. They are able to
generate revenue, from what I could see as an outsider, by
selling box seats, selling “bricks” that adorn the donor’s name,
and by filling their small stadium. These revenue sources are
great because it allows for consumers (the football and school
fans) to purchase extra services and additions while they are at
the stadium (Revenue, 2013). Box seats seemed to always be
filled at the games I attended, mainly by executives and well-
known people in the small community. It helps that there is a
major health system centered in Johnson City and ETSU and the
hospital system have close ties in regards to fundraising efforts
and using each other as an avenue for careers after completing
nursing and medical schools (for example). In addition to the
box seats, bricks were used as prizes for donors to the school
and football program. These bricks were inscribed with the
names of the donors and laid into the ground in a designated
area near the football stadium. Lastly, by promoting the football
team well (as it seemed, at least) they were able to fill the
stadium to capacity on most gamedays. This allowed for
revenue to be generated and hopefully afford the school the
ability to upsell their fans once they reach the stadium.
On the other hand, I believe there could have been
some opportunities that are being missed by ETSU and their
sport management team. For instance, there didn’t seem to be
any form of way to grab leads from prospective customers.
Being a new program, it seems likely that their pool of leads
may not be sufficient to grow into a larger revenue-generating

5. venture. Something as simple as having a drawing for a free t-
shirt or ticket to a future game in exchange for providing a
phone number and e-mail address could be just what they need.
That will allow for future marketing toward multi-game and
season ticket packages. Additionally, ETSU lacked signage and
promotional items strewn around campus and without any sort
of way of knowing that there is a game occurring then the
student body may not have an understanding. It is understood
that tickets to games can serve as experience goods, something
that our generation seems to value highly, and this can be a very
marketable approach (Veeraraghvan & Vaidyanathan, 2011). As
2 Corinthians 9:6 states, “The point is this: whoever sows
sparingly will also reap sparingly, and whoever sows
bountifully will also reap bountifully” (ESV).
RESPONSE:
3. Working for the Tampa Bay Buccaneers over the last couple
of seasons I have been able to go to multiple stadiums across
the US. The stadium that consistently sticks out in my mind is
the Atlanta Falcons new stadium. Some people would argue
that the stadium sticks out in their mind because of the looks
and creation, but it sticks out to me because of the fan
experience that they are giving people.
When Arthur Blank created the new stadium, he had it
is his mind that he would create a better atmosphere for the
fans. He wanted to bring fans back to the stadiums, so he
created a new model that feeds into this weeks discussion about
inventory and revenue. Because of his model, the “team saw
direct monetary benefits from this innovative approach to food
and beverages (in the form of a 16% increase in fan spending on
F&B despite a 50% price reduction compared with their last
season in the Georgia Dome.)” (Rishe, 2018)
His model worked so well, that they are cutting prices
again this year to try and attract more people to the stadiums.
This is all because of inventory and revenue. The stadium is
going through more inventory because the prices are lower and

6. in return can cause lower costs up from because you are buying
more each purchase and on the back end, because you are going
threw more inventory, you have less spoilage because it is not
sitting there as long, once again cutting cost. Because of these
two things, “As part of MBS’s year-two success, stadium
executives created operational efficiencies that further helped to
improved bottom line margins by 15 percent over 2017 without
raising prices, and while offering reduced prices on six
concession items in 2018.” (Mercedes Stadium, 2019).
Sometimes, larger prices do not always equal larger
profits and this model proves it. This model is working so well
that there are many stadiums that are looking at moving towards
the exact same thing. They want to see if their stadium can
create the same profit for themselves while helping out the Then
he said to them, “Watch out! Be on your guard against all kinds
of greed; a man's life does not consist in the abundance of his
possessions.” (12:15) Greed is a dangerous thing and can hurt
many people as sports teams have noticed over the past 10 years
as their attendance has dropped because they continued to raise
prices. I hope this model sticks and more and more stadiums do
the same.
RESPONSE:
4. A stadium that I just recently visited was the “The Diamond”
in Richmond, VA. This is the closest venue and sports facility
that we have to a professional team since we don’t have one.
The Richmond Flying Squirrels are a double A-team for the San
Francisco Giants. They usually have a few good years and then
a few bad years, but recently it’s been every other year type of
thing between a winning season or a losing season. The playing
field and the venue have not gone through significant upgrades
as they have just done minor things to the site and the stadium.
One of the significant changes that I have seen is in the number
of people that go to the games.
Back when we had the Richmond Braves before they
moved the stadium used to be packed until the end when people

7. stopped going to the games. When the Flying Squirrels came
here, the same thing continued to happen. The idea is though is
that they had the second highest total in the “Eastern League
Attendance for 2018 at 396,686.” (Eastern League Attendance |
Richmond Flying Squirrels Stats) for attendance. The more
surprising thing was that they averaged the most fans in the
stadium at “6,198 people per game” (Eastern League Attendance
| Richmond Flying Squirrels Stats). The problem I notice while
I was at the games as I have gone to a few this year and last
year the stadium is not full like they say it is. Most to the seats
are bought by season ticket holders each year and never come to
the games. That’s how they get a lot of their revenue through
ticket sales.
Also, they “installing advertising banners over 2,574 seats”
(O'Connor, 2018), which gives them “about $25,000 apiece
annually” (O'Connor, 2018). This is a good revenue stream for
them as it allows them to get more money to come in. Another
great way that the Richmond Flying Squirrels get a good amount
of the revenue is by promotions. Even though it costs money, it
brings in more fans. “The Richmond Flying Squirrels, Double-A
affiliate of the San Francisco Giants, unveiled their most loaded
promotional schedule in team history” (Flying Squirrels Unveil
Fully Loaded Promotional Schedule, 2017). It says that their
“schedule boasts a record 36 giveaway items” (Flying Squirrels
Unveil Fully Loaded Promotional Schedule, 2017). They have to
make sure they balance out the way they lose money with the
way they gain money but make sure they are still making a
profit, in the end, to be successful. Psalm 37:4 says, “Take
delight in the LORD, and he will give you the desires of your
heart” (Psalm 37:4, New International Version).
RESPONSE:
DUE Thursday May 9, 2019

8. Grading for this assignment will be based on answer quality,
logic / organization of the paper, and language and writing
skills, using the following rubric.
Points: 160
Case Study 2: Improving E-Mail Marketing Response
Criteria
Unacceptable
Below 70% F
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Use the data shown in the table to conduct a design of
experiment (DOE) in order to test cause-and-effect relationships
in business processes for the company.
Weight: 20%
Did not submit or incompletely used the data shown in the table
to conduct a design of experiment (DOE) in order to test cause-
and-effect relationships in business processes for the company.
Partially used the data shown in the table to conduct a design of
experiment (DOE) in order to test cause-and-effect relationships
in business processes for the company.
Satisfactorily used the data shown in the table to conduct a
design of experiment (DOE) in order to test cause-and-effect
relationships in business processes for the company.
Thoroughly used the data shown in the table to conduct a design
of experiment (DOE) in order to test cause-and-effect
relationships in business processes for the company.
2. Determine the graphical display tool (e.g., Interaction Effects
Chart, Scatter Chart, etc.) that you would use to present the
results of the DOE that you conducted in Question 1. Provide a
rationale for your response.
Weight: 20%

9. Did not submit or incompletely determined the graphical display
tool (e.g., Interaction Effects Chart, Scatter Chart, etc.) that you
would use to present the results of the DOE that you conducted
in Question 1. Did not submit or incompletely provided a
rationale for your response.
Partially determined the graphical display tool (e.g., Interaction
Effects Chart, Scatter Chart, etc.) that you would use to present
the results of the DOE that you conducted in Question 1.
Partially provided a rationale for your response.
Satisfactorily determined the graphical display tool (e.g.,
Interaction Effects Chart, Scatter Chart, etc.) that you would
use to present the results of the DOE that you conducted in
Question 1. Satisfactorily provided a rationale for your
response.
Thoroughly determined the graphical display tool (e.g.,
Interaction Effects Chart, Scatter Chart, etc.) that you would
use to present the results of the DOE that you conducted in
Question 1. Thoroughly provided a rationale for your response.
3. Recommend the main actions that the company could take in
order to increase the response rate of its e-mail advertising.
Provide a rationale for your response.
Weight: 25%
Did not submit or incompletely recommended the main actions
that the company could take in order to increase the response
rate of its e-mail advertising. Did not submit or incompletely
provided a rationale for your response.
Partially recommended the main actions that the company could
take in order to increase the response rate of its e-mail
advertising. Partially provided a rationale for your response.
Satisfactorily recommended the main actions that the company
could take in order to increase the response rate of its e-mail
advertising. Satisfactorily provided a rationale for your
response.
Thoroughly recommended the main actions that the company
could take in order to increase the response rate of its e-mail
advertising. Thoroughly provided a rationale for your response.

10. 4. Propose one (1) overall strategy for developing a process
model for this company that will increase the response rate of
its e-mail advertising and obtain effective business process.
Provide a rationale for your response.
Weight: 25%
Did not submit or incompletely proposed one (1) overall
strategy for developing a process model for this company that
will increase the response rate of its e-mail advertising and
obtain effective business process. Did not submit or
incompletely provided a rationale for your response.
Partially proposed one (1) overall strategy for developing a
process model for this company that will increase the response
rate of its e-mail advertising and obtain effective business
process. Partially provided a rationale for your response.
Satisfactorily proposed one (1) overall strategy for developing a
process model for this company that will increase the response
rate of its e-mail advertising and obtain effective business
process. Satisfactorily provided a rationale for your response.
Thoroughly proposed one (1) overall strategy for developing a
process model for this company that will increase the response
rate of its e-mail advertising and obtain effective business
process. Thoroughly provided a rationale for your response.
5. Writing / Support for ideas
Weight: 5%
Never uses reasons and evidence that logically support ideas.
Rarely uses reasons and evidence that logically support ideas.
Partially uses reasons and evidence that logically support ideas.
Mostly uses reasons and evidence that logically support ideas.
6. Writing / Grammar and mechanics
Weight: 5%
Serious and persistent errors in grammar, spelling, and
punctuation.
Numerous errors in grammar, spelling, and punctuation.
Partially free of errors in grammar, spelling, and punctuation.
Mostly free of errors in grammar, spelling, and punctuation.