1. Jessica Hallenbeck
UPS Marketing Intern
06/29/2015 – 09/17/2015
SegmentsWorkedOn:
A. Retail
B. Professional Services
C. Industrial and Automotive
D. Small Business
Overview:Asa marketinginternforUPSforthe summerof 2015, I wasable to learnhow to begina
careerworkingina corporate environmentfor marketingandsales.The wholeprocessof interningata
globallyestablishedcompanyhasbeenextremelyhelpful andinformational forme because ithas
improvedmyknowledge base onseveralplatforms, likehow tocommunicate effectivelywithbusiness
professionals,howtoreadandanalyze problemsandsuggestsolutions,implementapilotprogramfrom
start to finishbystrategicthinkingonnew waysforUPSto increase theirbottomline, helpboththe
retail segmentthree andprofessional servicesuncoverthe reasonsof whysome topaccountsare lostor
declining,volunteerforthe Special Olympicsandnetworkingevents,be activelyinvolvedinthe 3rd
quartermarketingmeetingandpresentprojectstotopmarketingexecutives, findandhelpwiththe
processof signingnewleadsforthe retail,professional services,industrial andautomotive,andsmall
businesssegments,domarketresearchonthe mosteffective waystotargetdemographicaudiences,
drop box marketing,andgoon five accountexecutiveridestouncoverprofessional servicesleadsalong
withexperience whataccountexecutivesdoona day to daybasisto effectivelypositionUPSandsell the
company’sservices. BelowIwill gointodetail onthe differentsegmentprojectsIhadthe privilege of
workingonand give anoverviewoneachof how I thoughteach projectwent.
Retail
Intra State BeerShippingCampaign- Process
A. What the othertwo internsandI didisstartedwitha listof 260+ craft breweriesinthe SoCal
districtandnarrowedthemdownto a selectgroup that are ideal forintra state beershipping.
We accomplishedthisbygatheringinformationfromtheirwebsites, callingsome togather
informationif theirwebsiteswere unclear, D&Breportsandsocial media.Fromthere we
checkedif theyhadeCommerce,soldbottledorcannedbeerintheirlocal taprooms,shipped
merchandise andwhethertheywere shippingviaUPSoranothercarrier.
B. We thendidfurtherresearchonthe competitionandwhattheywere offeringforintrastate
beershippingbycompanyresearchandphone calls.
C. I didresearchon packagingdesignsbycontactingU-line,researchingbestpackagingmethods
for bottlesandcans,as well asgatheredinformationfromabrewerythathaspreviouslyshipped
withUPS.
D. I designedaninitial internalinfographic andPowerPoint forthe salesteam, andwithTom
Sooter’shelp,UPSwasable to designanofficial internal infographicforthe accountexecutives
so theyhada brochure of talkingpointsfortheirnew leadsandadditional informationfromIBIS
reportand ABC lawsforbeershipments.

2. E. We thenindividuallycontactedaccountexecutiveswiththeirspecificcraftbreweriesintheirzip
codesand providedthemwithinformationontheircontactinformation,andspecificsonour
findingsforthe brewerieswe believetobe perfectcandidatesforintrastate beershipping.
F. The account executivesprovideduswithfollow upe-mailsandinformationonthe leadsonif
theydecidedtoopena beershippingaccountwithUPS.
G. The successof the intra-state beershippingprojecthadsuccessof openingatotal of four
accounts:Karl Strauss,LeftCoast Brewing,HelmBrewery,andMissionBrewery.
Intra State BeerShippingCampaign- Results and Feedback
A. Althoughwe startedwithalarge leadslist,afterdoingthoroughresearchoneachcraft brewery
inSouthernCalifornia,we foundthatwiththe exactcriteriaUPSwas lookingfor(bottledor
cannedbeer,hasa license tosell theirbeerintheirtaproom, andalreadyhaseCommerce),the
listnarroweddowntoabout fifty. Eventhoughfouraccountswere opened,we were hoping
that we couldhave openedmore accountsthanthis.I believethat itwasnot as successful aswe
had hopedbecause:some of the accountexecutivesdidnotreplytothe e-mailsandphone calls
sentout,some of the brewerieshadmultiplelocationsandthe headquarterswere inadifferent
zipcode (althoughwe were able totargetthese andsignboth Karl Straussand Missionwith
theirheadquarters),since the originallistof 260 droppedsignificantlysowe didn’thave asmany
optionstosignaccounts,and alsosince some of the breweriesthatthe accountexecutives
visitedwere eitherunresponsive oruninterested.Ialso believethatif me and the otherinterns
had a little more time tocommunicate withthe accountexecutivesabouttryingtogetthe
businessof the breweriesthatsell theirbottled/cannedbeerintheirtaproombutdoNOT have
eCommerce, thatwe couldgainmore accountsby havingUPS helpthese craftbreweriesget
theireCommerce setupwithUPS.Thisway,UPS wouldhave a largeramountof potential
revenue andcouldraise awarenesstothese craftbrewerieswithouteCommerce togetitto
helptheirbusinessesgrowaswell asgainmore businessforUPSinthisspecificmarket.
B. I verymuch enjoyedworkingonthisprojectbecause itshowedthe fullspectrumof startinga
campaignfromthe verystart to finishingwithfollow upsfromaccount executives.Since thisisa
veryniche andsmall marketrightnow butSoCal districtistryingto gain thismarketbefore the
competitiondoes,itprovidedme withgreatinsightonhow a companygrowsfrom the inside by
findingnewmarketopportunitiesthathaspotential toeventuallybe nation-wide if alcohollaws
and UPS corporate approvedof it.
Retail Segment3 Lost/DeclinersSurvey- Process
A. What we were lookingforisa solidunderstandingof the rootcausesof some of the top
declining/lostaccountswithinsegment3.Thissegmentisatalarminglylow levelsof growth;
and insome instancesnegativegrowthdependentuponthe time periodthatisresearched.
Withresearch,I looked togeta confirmedunderstandingof the rootcausesof decline.
B. The processincluded:
Collectdataon decliner/lostaccountsthroughBIA/CVBATforPeriod:July2014,and Period:July
2015.
Checkif any "reasons"were indicated.If so,is the reasonrecent(currentyear) anddid it
provide agood explanationastothe cause.

3. Contact the AE to see if theyhave anyknowledge of theiraccountandwhateverfeedback/info
theycan provide.
If those previoustwoprocessesdidn’t provideasufficientreason,thenacall and/orvisitwas
needed.
Do homeworkbefore the call.Checktheirwebsite (if possible),know whatthe companydoes,
and knowthe volume levelsthey hadpreviousyearandcurrentyear.
Make the callsand/orvisitsanddocumentfindings.
Documentresultsinreason"buckets"andpie charts.
Provide analysis,actionplan andrecommendations.
Retail Segment3 Lost/DeclinersSurvey- Resultsand Feedback
A. Aftergatheringall of the informationforsegment3,fromindividuallye-mailingAE's,lookingup
informationonwebsites,aswellasphone calls,the final analysisshows thatthere are several
uncontrollablereasonsforthe declinedandlostaccounts,aswell asseveral controllable reasons
that UPS can work onimprovinginthe future.Outof 101 accounts,83 accounts were useful for
informationforthe project,and18 were unreachable.Outof the 83 accountsthat I gathered
data for,36% of the reasonswere controllable (price,dimweight,andbilling/invoicing),and
64% uncontrollable (wentoutof business,3rdparty decision,movedtonew location,Amazon
fulfillmentdistributionchange,andseasonality.Afterfindingthe rootcausesandsegmenting
the uncontrollable andcontrollablereasons,Ifoundthatthere were several controllable
reasonsthat UPS couldimprove inthe future byfindingbetteroptionsfortheirdeclined/lost
accounts inpricing,assistingtheircustomerswithdimensionalweightissuesandfindingbetter
optionsforthemso theydon'thave to divert,andpossiblydoingpaymentplansforthe
accounts withbillingissuestotryto keeptheirbusiness.Obviously,there were some
uncontrollablereasonsaswell.Goingoutof businesswe cannotcontrol,the decisionbeing
made somewhere besidethe accountassignedinthisproject,accountsmovingtoAmazon
fulfillment,andaccountsthatmovedtoa new locationandstarteda new account numberbut
stayedwithUPS,and seasonalityforaccountsthathave volatile ADV overthe year.
B. I enjoyedworkingonthisprojectbecause Ihadgood luckwithgettingresultsformyanalysis.
Reachingoutto the account executiveswasthe mosteffective wayof gettingfeedbackabout
segment3 accounts.Out of the 101 measured,Igotabout 65 repliesfromAE’s,aswell assome
informationalreadyinCVBAT.Forthe onesthatI didnot receive areplyfromAE’s,Ididmy own
research by lookingcompaniesupandcallingthemtogetanswers.Thiswasa goodprojectto
workon to findoutthe topreasonsof why accountsare lostor decline andIwas able to putin
my inputonhowUPS can improve onthese issuesforthe future.
Professional Services
Account Executive Rides- Process
A. To gain a perspectiveonthe professional servicesfield,IwouldgetleadsfromMichele Cooper
and sendoutnextday airlettersto10 professional service firmsperweek.Iwouldputtheir
mailinginformationintoWorldShipandputmye-mail intothe QuantumView Notice soIcould
receive the deliverynotice forthese leads.
B. I wenton five accountexecutive rideswhere we woulddocoldcallsforthe professionalservice
leads,aswell asappointmentsthatthe AE’shadalreadyhad setup.

4. C. EveryAE ride was a differentexperience andIlovedeachandeveryone of theirdifferent
approachesto howto go abouttheirdays.Withsome of the AE’s,theywouldwantme to call
the leadsbeforehandtosee if we couldmake anyappointments,andwithsome,theywantedto
do coldcall walkinsto drop off additional informationabouthow UPScan shipfor them.Doing
thisprovidedme withvaluableknowledge onhow toapproachnew businessestoopen
accounts as well ascurrentaccounts andhow the AE’sgo about helpingwiththeirproblemsby
providingsolutionsandhavingstrongrelationshipswiththeiraccountsthatshipa lot.Seeing
the account executivescommunicate withtheircustomershelpedme understandaday inthe
life insalesandproblemstheyhave toovercome aswell asthe benefitof beinganaccount
executive.
Account Executive Rides- Resultsand Feedback
A. The pointof thisassignmentwastogetexperience inthe professionalservicesindustrybygoing
on account executive ridesandgainingaccountsinprofessional services.Althoughthese
attemptsto gainprofessionalservicesdidn’tworkoutaswell thatwe wouldhave liked,itwas
still worthwhile since Ilearnedwhatprocessesanaccountexecutive goesthroughonadaily
basis.Before Iwaskindof underthe assumptionthatanaccount executive doesmostlysales
callsand once theyopenan account,theydon’thave much workto do afterthat. However,I
learnedquicklythatanaccount executive isthere constantlyfortheircustomersandhasto be
able to have a flexible schedule inordertofitthe needsof theircustomers.Inordertokeep
accounts andmaintaingoodrelationshipswiththe topaccounts,ittakesa lotof work,and so
beingable tobe right there withmythree accountexecutives,Iwasable togain insightonwhat
it takesto have a salescareerwithUPS andsome of the challengesandrewardsitoffers.
B. For the future,myrecommendationsare forwhenfindingprofessionalservice leads, if there is
betterresearchdone onthe companiesthatthe marketingmaterial isbeingsentoutto,there
may be betterpotential forsuccessinsteadof havingthe disappointmentof notbeingable to
generate anythingfromthe leads.Insteadof usingleads fromlastyear,orevenbefore that,
findingfreshleadsthatare upto date will provide benefitsforprofessional services.
Professional ServicesTopDecliner/Lost CustomerSurveys- Process
A. I designedasurveythroughSurveyMonkeyonhow tobestapproach UPS customersthathave
eitherdeclinedinvolumefromlastyear,andcustomersthathave completelystoppedshipping
withUPS.
B. The processof thissurveywasto addressthe issuesthatthese customershadfacedfortheir
reasonson decline ornot shippingwithUPSanymore.Some of these questionswere onaskingif
there wasan issue withservice,price,competition,orwere theyjustsimplynotshippingas
much volume aslastyear.
C. The other internandI splitthe lost/declinerlistintotwoparts:The account executive accounts,
and the senioraccountexecutive accounts. We were able togetsome answersforthese
accounts throughthe AE’sand SAE’s,however,founditmore beneficial withthe SAE’sbecause
manyof the accounts we foundinformationonforthe AEaccounts were verysmall anddidnot
findanyinformationanddidnotgetmany phone callsback.
Professional ServicesTopDecliner/Lost CustomerSurveys- Resultsand Feedback

5. A. For the portionof the projectIdid,my resultswere outof the 40 accounts,18 were
unreachable forinformationdue toeithernot beingavailable forasurvey,notinterested,not
callingbackaftervoice messagesleft,orthe wrongphone numberandunable tofindthe
correct line. Also,outof the 40 accounts,5 hadseenno problemfortheirdecline,andthattheir
ADV monthly2015 was similartoADV monthly2014 (same or similarADV asthisyear compared
to lastyear).
B. The resultsforwhat informationIwasable toget,is (fromn=17), 47% wasbecause of price and
thenmovingtothe competition,12% movedtoan outside fulfillmentcenter,11% movedtoa
newarea butstill have UPSaccounts, 6% 3rd
partydecision,6% billing/invoicing,6% outof
business,6% seasonal,and6%economichardship.
C. The other part of the projectfor SAE,the otherinternwasincharge of that portionandwe are
awaitingresults.
D. For the lost/declinersprojectforprofessional services,Ibelievethatthere wassome progress
made inuncoveringthe reasonsonwhyaccounts maydivertor stopshippingasmuch.I do wish
that on myportionI wouldhave hadbetterluckwithgettingintocontactwiththe rightperson,
however,manyof the accountswere low volume inthe firstplace anddidnotwant to speak
withme for a short surveyorI didnot get anyphone callsback.Some of the contact namesfor
whoto speakto were outdated,andevenwithresearchitwasdifficulttogetaholdof the right
person.Overall,Istill learnedalotthroughthe professional serviceslost/declinersurveyonwhy
accounts were declining.Myrecommendationforthe future istoalsobe able to sende-mails
out to the accounts,or if there was more time,visitingthe largeraccountswithlostand
declinedADV withthe AEinthatzip code.
Industrial and Automotive
Auto eCommerce Study- Process
A. Our projectforthe industrial andautomotive segmentwas todivide alistof 900 leadsbetween
the three internsandgatherinformationoneachbusinessthroughtheirwebsites.Whatwe
were tofindon eachindividual businessisif theywouldbe agoodbusinessforUPSto ship.The
waywe wentaboutthisisthroughan excel file,inputtingdataoneach businessonourfindings
on if they:had tangible productforsale,were transactionalonline,hadfree shipping,finding
theirshippingoptionsandwhotheircarrier(s) are,figuringoutif theyhadaneasycheck out
process,returns,couldtrackshipmentsthroughtheirsite,if theyshippedinternationally,and
informationthroughthe website “SimilarWeb”onthe websitesvisits,anddataonpercentages
of international anddomesticviewing,aswell astheiroverallsearchtraffic.
B. The outcome of thisprojectisfor the industrial andautomotivesegmenttohave accumulated
data for these businesstoidentifynew opportunitiesformanyindustrial andautomotive
businesstoshipwithUPSwhichwill inturngainprofitforUPS.
Auto eCommerce Study- Resultsand Feedback
A. Thisprocessis still ongoing,howeverwe were able togetalarge amount of data for thisstudy
and I believe thatitwill helpthe industrialandautomotive segmentwithnothavingtohave
multiple peoplewaste time tolookupinformationaboutacertainwebsite,since the processfor
manyhas alreadybeendone.Thiswill save the AE’s,ASM’sandmarketingmanagersvaluable

6. time andcan simplylookatthe spreadsheettofindoutananswertheymayhave beenlooking
for.
DealershipSurvey- Process
A. The industrial andautomotive segmentwishestogeta betterideaof what dealershipsin
SouthernCaliforniaare lookingforwhenitcomestoshipping.The surveydesignedhad
questionssuchas:
-Do youhave an online outlettosell yourparts?
-If youship,whois yourprovider?
-Howmuch do youshipout ona weeklybasis?
-Howmany nextdayair letters/documentsare beingshippeddaily/weeklyin
finance/sales/marketing/accounting?
-Would you be interested in being contacted by an account executive about what UPS can offer
your company?
-Who makes the shipping decisions at your dealership?
-And is that decision different for parts vs. other departments in the dealership (i.e.finance,
sales)?
-How many dealerships adhere to your shipping carrier decision?
B. The planwasto call dealershipsandaskthese questions andputthe resultsintoSurveyMonkey.
Consideringwe didnotstartthis projectuntil recently,Iwasonlyable togettensurveysback.
The surveysthat I didgetback providedagoodamount of informationforwhatdealershipsdo
for shipping.
DealershipSurvey-ResultsandFeedback
A. Althoughthisisstill anongoingprocess,the resultsthatIhave are:
30% hadan online outlettosell parts,70% didnot.
All dealershipsIspoke withshipUPS,andthenontop of that, 20% alsodid FedEx fromtime to
time and10% freightforwarders.
20% shipout0-10 packageson a weeklybasis,20% do10-20, 40% do 30 or more,and 20% do
about25.
33% were interestedinspeakingtoanaccount executiveonadditionalUPSoffers,77% were
not.
40% saidthat the decisionisdifferentforpartsvs.other departments,60% saidsame.
Small Business
Hispanic Demographicand GoGlobal Drop Box Toppers
A. One of the veryfirstprojectsfor the internshipwas todomarket researchonthe bestdrop
boxestoplace the Go Global DropBox Toppersandthe SpanishDrop Box Toppersto besttarget
SpanishspeakingaudiencestoshipwithUPSthroughthe drop boxes,andto besttarget
customerstoshipinternationally.
B. These twoprojectshelpedme withfindingthe best waystotarget certainaudiencesforthe
potential of maximumresourcesused.The marketresearchinvolvedwashelpfulandithelped
me findnewwaysof how to findinformationoutfordemographicsinvolvedprojects.

7. Everythingbesidesthe segmentprojects:
Besidesthe segmentprojects,Ialsohadthe opportunitytovolunteeratthe Special Olympics,gotoa
networkingeventwiththe Irvine Chamberof Commerce togetleads,attendthe Women’sBusiness
Resource Group,and attendandpresentat UPS’s3rd
QuarterMarketingMeeting.
All of these eventswere extremelyimportanttome and I enjoyedeachone thoroughly.Volunteeringat
the Special Olympicswasagreat wayto be involvedinfestival activationandgetinvolvedwiththe
community.Attendingthe networkingeventforthe Chamberof Commerce wasgreatbecause Iwas
able to networkwithfellow businessindividualsandgenerate some leads.Attendingthe WBRGwas
veryinspiringforme toreach my owngoalsas a womanin a corporation.Andmostimportantly,
attendingthe 3rd
QuarterMarketingMeeting,listeningtothe marketingmanagerspresentationsaswell
as beingable topresentmyself wasawonderful experience tobe apart of. Presentinginfrontof
marketingmanagersprovidedme withconfidence forfuture businessmeetings.
Final Summary of UPSMarketing Internship
It trulywas a pleasure tointernatUPS for the summerof 2015. I have learnedsomuchthroughout
the processof workinghere andIhave lovedgettingtoknow the marketingmanagers,workingon
the projects,meetingmanyAE’s,andpeople fromotherdepartments.UPShasa greatworkculture,
whichI am sure iswhy somany stay here fortheirlife-longcareer.There were challengesIhadto
face at times,butIenjoyedtakingonthe challengesandgivingall mystrengthtobe a good
communicator,listentomyweaknessesandstrengthsfromthe marketingmanagers,learningevery
stepof the way,and workingfull time forthree monthstogeta broadview of how workingina
large corporationis. I do see UPSas a possibilityforacareerin mynear future andbelievethatI
have made a great impressiononthose thatIhave workedfor.I believethatworkinghard,listening,
communicating,andtakingonchallengesatUPShas grownme as an individual inmarketingand
salesandI am extremelyfortunate tohave hadthisexperience.Iwill missworkinghere,however
will mostdefinitelybe keepingintouchandkeepingmyeye out foropportunitieswithUPSasI head
closerto graduatinginMarch 2016.
Thank youto all that I have workedwithatUPS. It was an extremelyfulfillingexperienceandIam
veryappreciative of all the help,advice,andcommunicationIhave receivedfromeveryone.
Jessica Hallenbeck
Marketing Intern
UPS, South California District
(530) 957-1516
jnhallen@comcast.net