Account Executive Portfolio

1. PORTFO L I O
account executive
AARON J ANMOHAME D

2. 3-4
TABLE OF CONTENTS
Resumé
1
NikeiD
2-3
Don’t Almost Give
4-5
CAT Financial
6-7
Cinnabon
8-9
Sprint
10

3. BUSINESS
EXPERIENCE EDUCATION
OTHER
INTERNATIONAL
EXPERIENCE
1
RESUME

4. NIKEiD
AGES 15 - 30
C o n c e p t u a l Ta r g e t :
An online workshop which
Group 1: Getting the shoe for
enables the user to customize
themselves
shoes with unique text and
color patterns. Group 2: Getting the shoe as
a gift for someone else
Core Desire:
PROBLEM:
Want a Nike shoe that is not mainstream
A significant portion of •
potential users want a
In search of a unique style & feel to fit the individual
customized product but don’t •
want to design it on their own.
Too intimidated to create the right style on their own
Currently, Nike ID •
is not tailored for this
unique customer niche.
The Next Step:
Engage the target consumer by adopting a feature
that enables them to select a designer with the
right style in order to obtain the “ideal shoe”.
Attracting this unique niche will result in a more
comprehensive and far-reaching workshop.
2
NIKEiD

5. PRO-D
professionally designed
Pro-D is an extension of NikeID which
offers customization, but includes the option of
selecting one of Nike’s featured breakthrough
professional designers with unique styles
to personalize the shoe.
CRITIC AL MESSAGE:
the right style
+ pro-d talent
the ideal shoe
3
NIKEiD

6. DON’T
ALMOST
GIVE
AGES 30- 50
The Ad Council asks people C o n c e p t u a l Ta r g e t :
• Middle to Upper Class
to consider: “Does my action
• Want to help
equal my compassion?”
• Make excuses to not get
Their noble goal is to
involved Core Desire:
motivate people towards
increased action. Don’t want to leave
•
comfort zones
PROBLEM:
• Want information
1. Most people are
quickly and conveniently
sympathetic towards the
less-fortunate but don’t
act on that sympathy.
Their excuses act as a wall
between thinking about The Next Step:
helping and actually helping. Make it quick and convenient to “change thoughts into actions”.
2. The existing website fails
Address the core consumers’ excuses.
to encourage continued
involvement.
Encourage continued involvement by tracking consumer info
and offering suggestions.
4
DON’T ALMOST GIVE

7. Creative Considerations:
Communicate that it can be accessed
in their areas of comfort.
Motivate action by clarifying the difference
between almost giving and giving.
Track consumer info:
• Simple questionnaire
• Track searches
• Record previous
involvement
Examples of how it works:
A father of four uses the site to donate to
Ex 1:
the poor, he then is referred to:
A local soup kitchen that his family decides to
work at on a Saturday
A single businesswoman gives to en educa-
Ex 2:
tional foundation, she then is referred to:
An organization that hosts an annual educa-
tion banquet and auction
5
DON’T ALMOST GIVE

8. CAT Analysis of Problem:
FINANCIAL • Data is difficult to access
• Data is spread through hundreds of files making it complicated to track and update
CAT Finance organized a team • Protocols and business processes are not effectively communicated to CAT employees
to work exclusively with their
highest priority corporate
accounts (CAS) customers.
C o n c e p t u a l Ta r g e t :
This team was assigned the
responsibility of providing
+
a superior level of customer
service and of ensuring
that employees have
Group 1: CAS Team Group 2: CAT Employees
access to accurate data.
Key contacts for CAS customers Don’t know who the CAS customers are
Manage CAS business processes Don’t know CAS team functions
PROBLEM: Receive limited communication about CAS
CAS customer information is
unreliable, causing employee
Core Desire:
confusion and inconsistent
• Want quick access to
customer service.
accurate information
• Want clear definition
of team functions and
The Next Step:
CAS processes
Create CAS website to provide central location
for employees to access accurate information.
Send CAS business update in weekly
CAT Newsletter to keep employees up-to-date.
6
C AT F I N A N C I A L

9. C o r p o r a t e A c c o u n t s We b s i t e :
• Managed by CAS Team Leader
• Updated weekly by CAS
Team department reps
CORPORATE ACCOUNTS
Customer:
Customers Te a m Calendar Message Board Home
Customer info
Processes
Reports
Carmeuse Lime
Cemex Background
CAS Team:
Knife River Corporation Customer Website
Granite Construction Dealerships
Members and contact info
National Gypsum Critical Processes
Meeting notes
MDU Construction Services Contract Status Report
Intercompany protocols
Smur t Stone Invoices
US Gypsum Spreadsheets
Calendar:
Zachary Construction Subsidy Programs
Zachary Industrial Cusomter visits
CAS Team meetings
Strategy sessions
1 2 3 4 5
Message Board:
News and updates
Suggestions for improvement
7
C AT F I N A N C I A L

10. P R I N T, N E W S PA P E R , W E B B A N N E R S o r O O H .
CINNABON
AGES 25-55
International franchise of C o n c e p t u a l Ta r g e t :
Anticipates “additional costs”
bakeries that specializes
Craves but doesn’t cave
in cinnamon rolls.
PROBLEM:
Core Desire:
Women often associate
Wants to stay in shape
“additional costs” with Wants a good excuse to indulge
Cinnabon. Whether it’s Wants someone to give her the excuse
worrying about weight-gain,
“I have to watch my figure.”
guilt for not controlling
their appetite, or holding off
“Only on special occasions.”
for special occasions, these
“additional costs”
drive women away.
“ I’ll pamper myself only when
I feel like I deserve it.”
The Next Step:
Help the core consumer feel entitled to a Cinnabon
by illustrating that they can afford those additional costs.
8
CINNABON

11. Creative Considerations:
Create sense of accomplishment:
• Reward for skipping escalator
and taking the stairs
• Praise for handling specific
stressful situations
Identify “special occasions” for women
to feel they deserve it:
• Took care of kids all day
• Relieve stress
N O N -T RA D I T I O N A L A D S P L A C E D I N
• Went to gym 3x this week A I R P O RT S A N D M A L L S
• A pat-on-the-back for not
buying that expensive dress
CRITIC AL MESSAGE:
You do deserve it.
9
CINNABON

12. C o n c e p t u a l Ta r g e t : Core Desire:
Want immediate benefits
•
SPRINT Want to feel in control
•
+
Support socially-aware
•
AGES 25-50 AGES 18-25
institutions
Sprint’s current rewards
Younger customers
Family plan customers.
program offers deals, Expect rewards
•
opening their first
Provider preferences carry
discounts, gift cards and for being active customers
cellular account.
over from parents to children.
upgrade options to
premier customers.
The Next Step:
PROBLEM:
Stimulate customer retention through an innovative points reward program.
The program is not
distinctive from other
providers’ and does little to Re s e a r c h - B a s e d P r o d u c t P l a n :
encourage extended customer
Successful rewards programs Customers are drawn to
loyalty. It is confusing, hard encourage specific customer behaviors: socially aware institutions:
to track and fails to reinforce
Early payment pts Electronic billing – “go green”
critical consumer behaviors.
Payment consistency Donations
Referrals - “acquisition”
Touches an emotional chord:
Customers respond best
to immediate benefits:
Birthdays and Holidays
Every month offers opportunities to earn pts
Sign-up points
Using points as “Sprint Currency ”:
Transfers
• Buy down monthly payments
• Buy new phones, accessories & gift cards
Customers want to feel they are in control: • Tickets to selected events
• Music downloads
Managing your pts
Using pts on rewards you want
10
SPRINT

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