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and drove sales. The target market for the travel company was the business traveler. The company conducted an event to support the launch of a new



 

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This case study explains how an agency used event marketing to meet its business objectives and change customers' perceptions of an existing brand and drove sales. The target market for the travel company was the business traveler. The company conducted an event to support the launch of a new vacation product. The event was designed to generate awareness of the new vacation product, educate and inform customers about this new product, and introduce the new offering to the target market. The event consisted of a concert that promoted the new product, a panel discussion that featured two travel industry experts, and a wine-tasting event at an upscale restaurant that included live music. The company's objective was to educate and inform consumers about the product and to build brand awareness for the product. The new vacation product, an upscale cruise for two, was designed to appeal to higher-income consumers. Marketing researchers had studied the target market and determined that business travelers would be interested in the new vacation product. The event was targeted at a high-income audience that would be interested in the new product. Three months after the event, the target market purchased the new product. In addition to generating sales, the company achieved its business objectives and changed customers' perceptions of the brand and its service. This study was written by Lisa Monkemeyer.Title Author Date of Award 2012 Degree Name Doctor of Philosophy School School of Business Faculty School of Business First Advisor Dr. Carolyn Barksdale Second Advisor Dr. Ben Pierce Abstract Emerging middle market enterprises (EMMEs) are a fast growing segment of the economy. Because of their small size and relatively unstable form, these businesses have historically not been well-studied by economic research. Therefore, as with other middle market firms, there is a significant knowledge gap with respect to how to effectively manage and/or grow EMMEs. This dissertation primarily focuses on understanding how corporate governance structures influence the performance of small and mid-sized U.S. businesses, using M&A data. Based on a theoretical model, we hypothesize that governance structures are a critical determinant of financial performance and that the effect is moderated by the size of the firm. Using data from various sources, we show that the proposed theoretical model applies to EMMEs, while accounting for important moderating effects. The study is unique in three key ways: 1) it examines both proactive and reactive EMMEs, 2




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