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East Bay MBAJAN/FEB 2016 PRICELESS
COVER LETTER/INTRODUCTION pg. 2 RESUME pg. 3-4 PORTFOLIO pg. 5
KYIAKHALID RUIZ Marketing Communications Strategic Brand Management Social Entrepreneurship
InternationalMBA
of the Year2015
“…I want to help your company grow…”
East Bay MBA JAN/FEB 2016
Kongresszentrum: Davos, Switzerland
At this “World Economic Forum” site, Kyiakhalid Ruiz receives
a well-earned Master’s in Business Administration (specializing
in Social Entrepreneurship).
Seeking an enduring relationship in Marketing, Communications or Business Development 2
KYIAKHALID RUIZ, MBA kyiakhalid.com [email protected] (510) 813-3352
Manage
Project Management • End-to-end project
management capabilities (big picture overview + attention to detail) honed from 15 years of entrepreneurship
• Innovative problem-solving aptitude (to resolve issues without the panacea of money)
• Productive supervisory skills with direct reports & outside contractors
Robust cultural sensitivity • Forged from living overseas
and working deeply with many global citizens
Create
Design • Artistic savvy shaped from a
deep, lifelong appreciation of the arts
Software • Recognized proficiency in
presentation (PowerPoint & Keynote), image editing (GIMP & Photoshop), audio & video editing, page layout (Office & iWork) and data visualization (Tableau) software tools.
Analyze
• Outside-the-box strategic analysis considering all the variable inputs
Communicate
• Listening, hearing, asking clarifying questions, and taking detailed notes to translate ideas into a message.
• Tailoring the message towards its intended audience(s), then confirming that they understood it.
• Using the right tools (extensive vocabulary, fundamental English grammar, current Social Media #conventions, software,…) to convey that message at the right time.
Meet your new teammate!
Kyiakhalid Ruiz, MBA: Manage ✨ Create ✨ Analyze ✨ Communicate
Oakland, CA, USA • (510) 813-3352 ☎
[email protected] • www.kyiakhalid.com • linkedin.com/in/kyiakhalid
Profile _________________________________________________________________
• Skilled at exceeding client expectations through productive communication, strategic decision-making via effective data analysis & innovative problem-solving.
• Immense cultural sensitivity gained from years of travel and living overseas allows Kyiakhalid Ruiz to interact positively and productively with members of diverse communities.
• Social Causes: Animal welfare, education, underserved sociologically disadvantaged & minority communities, environmental sustainability
Relevant Knowledge, Skills, and Training
Asset Portfolio Management ☀ Strategic Business Development ☀ Entrepreneurial Experience &
Initiative ☀ Internal Communications ☀ External Public Relations ☀ Brand Marketing Management
☀ Content/Media Creation & Curation
Education ______________________________________________________________
Master’s in Business Administration (MBA) August 2015
HULT INTERNATIONAL BUSINESS SCHOOL: San Francisco, US• Hult Impact Challenge: Social Entrepreneurship track
▪ “Arara da Mata: Reversing Deforestation in Brazil’s Mata Atlântica Biome” • Club Memberships: Global Women in Business, Hult Venture Club, Hult Golf Club, The Art of
Living Club
Associate of Arts (AA), Real Estate (Highest Honors) June 2014
MERRITT COLLEGE: Oakland, California, US • 4.0 GPA and recognized as the top-ranked student in a 25-person class • Specialties: Residential/Commercial Property Management, Real Estate Brokerage
Bachelor of Arts (BA), American Studies June 1999
UC SANTA CRUZ: Santa Cruz, California, US • Researched the creation of the United States via the contribution of many disparate cultural
experiences (LGBT, African-American, Asian-American, Mexican-American, European,…)
Professional Experience __________________________________________________
FDIP Intern: Peralta Community College District 2015 - present
• Developing the skills to teach undergraduate students • Published the survey “Tips for Future Educators: Establishing the Best Practices to help the
Educators of tomorrow” • Created innovative lesson plans & syllabus designed to optimize student potential
Real Estate Consultant: Oakland & Monterey, California, US 2006 - present
• Increasing client portfolio value by…o Actively managing & consulting client portfolios o Proposing strategic recommendations o Implementing efficiencies to substantially decrease outflows
Creative Media Consultant: San Francisco Bay Area, California US 1999 - 2014
• Produced and Communicated clients visions to their internal and/or external audiences (via documentaries, commercials, and big-budget theatrical releases).
• Required to meet and quickly establish long-lasting and trusting relationships with clients and with other independent contractors in order to fulfill the client’s objectives in a timely and budget-friendly manner.
• Cross-departmental communication liaison between multiple key stakeholders within and across strategic business units
• Managed multiple projects with tight deadlines and budgets• Designed clear, concise presentations, simplifying complex ideas and language into lay-
speak • Presented strategic recommendations to key stakeholders, from external client-side to internal
senior management• Clients include: Cisco, Google, Apple, IBM, Bank of America, Kaiser, SAP, Federal Reserve of
San Francisco, State of California, VISA, Gap, Levi’s, BlackRock, Wells Fargo,…• Responsible for content production: writing, editing, and proof-reading, keeping a consistent
voice, tone and vision across multiple media channels (print, video, audio, web publishing,…)
Additional Information ____________________________________________________
Languages: English (fluent), Spanish (advanced proficiency) Technologies: Microsoft Office (Excel, Word, and PowerPoint), Mac OS (Apple), Windows PC, audio/video editing software, image editing software (Photoshop,…), Tableau (data visualization software), website development (WordPress, iWeb), Search Engine Optimization (Google Analytics, AdWords, AdSense, Webmaster Tools,…)
Kyiakhalid Ruiz, MBA 2014-2015 Hult International Business School International Marketing, Module B
Is time running out on this women’s basketball league?
Diana Taurasi's Russian Team Is Paying Her To Skip The WNBA Season
The year-round nature of women's basketball takes its toll and the financial opportunity with my team in Russia would have been irresponsible to turn down. They offered to pay me to rest and I've decided to take them up on it. I want to be able to take care of myself and my family when I am done playing.
http://deadspin.com/diana-taurasis-russian-team-is-paying-her-to-skip-the-w-1683643165
In a world with numerous entertainment options, is domestic demand strong enough to fully financially support a women’s basketball league?
Brittney Griner Makes 12 Times More Playing In China Than In The United States
While the Mercury could only pay Griner $49,440 in 2013, the WCBA's Zhejiang Golden Bulls signed her for approximately $600,000, according to ESPN The Magazine. Even with a $1 million endorsement contract from Nike, that type of money is hard to turn down. That's roughly six times more than the maximum salary in the WNBA.
http://www.thepostgame.com/blog/dish/201404/brittney-griner-made-12-times-more-playing-china-us
How much money has the WNBA lost (or cost the NBA) since it's inception?
So far the WNBA has not mirrored the monetary success of the NBA, though it is targeting profitability in 2007. The NBA has provided annual subsidies of approximately $12 million dollars to cover operating losses. The average attendance of WNBA games, league-wide, is roughly half the average attendance of NBA games. As of the agreement signed in 2003, WNBA players who had up to three years of experience were capped at $42,000. By comparison, $385,277 was the minimum salary of an NBA rookie. WNBA rookies earned $30,000 per year. The maximum salary for a WNBA player in 2007 was $100,000. Many WNBA players choose to supplement their salaries by playing in European or Australian women's basketball leagues during the WNBA off-season.
https://ph.answers.yahoo.com/question/index?qid=20080522090322AAhvfqx
Executive Summary
Strategic Problem is twofold: 1. the WNBA is losing revenue annually 2. the WNBA is losing talent to other global women’s basketball leagues.
Strategic Opportunity is for the WNBA to grow domestic interest & demand by expanding their league internationally to parlay nationalistic sympathies.
Strategic Insight is that low domestic American demand is threatening the league’s survival.
Strategic Implication is that without a strategic repositioning, the league will wither within 5 years.
Strategic Alternatives are: 1. Do nothing drastic. 2. Create an annual global championship to entice new domestic American consumers.
Strategic Recommendation is to create an annual global championship to entice new domestic American consumers.
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
WNBA competes against other live sports entertainment (NBA, NFL, MLB,…), other live entertainment (movies, television, video games,…)
The WNBA struggles in a crowded entertainment landscape.
The WNBA is in danger of folding within 5 years.
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
The WNBA struggles in a crowded entertainment landscape.
The WNBA is in danger of folding within 5 years.
Demand
Consumer demand is not strong enough to support the WNBA’s basic operating costs (attendance averaging 30+% cannot cover stadium costs,…)
(see Exhibit 3)
Risk
Without creating value, the WNBA is at risk of further contraction and/or folding altogether. WNBA on brink of losing another cornerstone franchise
The Los Angeles Sparks were given up by their ownership and now the franchise's future is in flux with the season just months away. (AP)
http://www.mercurynews.com/national-sports-news/ci_24846524/wnba-brink-losing-another-cornerstone-franchise
WNBA: Founded in 1996, headquartered in New York City
12 current teams/franchise partners (see Exhibit 1)
Not the first U.S. women’s basketball league
Women’s Pro Basketball League (1978-1981)
Also, American Basketball League (1996-1998)
WNBA was created despite low demand.
Did the WNBA learn the lessons from the defunct WBL & ABL fiascoes?
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
Atlanta Dream New York Liberty Phoenix Mercury
Chicago Sky Washington Mystics San Antonio Stars
Connecticut Sun Los Angeles Sparks Seattle Storm
Indiana Fever Minnesota Lynx Tulsa Shock
WNBA popularity is constrained by numerous alternate entertainment options.
Three “High” threats? Congratulations! You’ve entered a crowded market!
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
Threat of Substitutes Enhance value of the “purity” of the women’s game.
Bargaining Power of Suppliers Create alternate viewing networks that specialize to delivering WNBA content.
Bargaining Power of Buyers Create relationships with consumers to enhance value.
Why is the market entered? The WNBA was created with major backing from the NBA as an avenue for professional women basketball players and to provide inspiration for women & girls.
What the entrant brings to the new market? The WNBA hoped to bring stability to the women’s basketball market.
What the entrant meets unto the new market? The WNBA met higher demand initially, but has declined in recent years. During its launch, the WNBA competed directly with another new women’s basketball league (the ABL, 1996-1998).
How is the market entered? The live sports entertainment market for women was entered into by the WNBA with lots of economic backing by the men’s basketball league, the NBA.
The WNBA was initiated as a venture by the deep-pocketed men’s league, the NBA.
Without the NBA’s money, the WNBA is dead-on-arrival.
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
Relative Strengths
Dominant existing mindshare (older forms of entertainment)
Relative Weaknesses
Not much entertainment caters positively to women & girls (excepting “chick flicks”, children’s toys,…)
Relative Opportunities
Opportunity to create entertainment that gives positive role-models to women & girls
Relative Threats
The threat of other forms of entertainment that will cater to women & girls, enter and achieve dominant mindshare/walletshare position.
The “role-model for women & girls” market is crying out for positive entertainment.Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
The competitor who can accurately provide role-model entertainment, wins.
Protect Position Invest to build Build Selectively
Build Selectively Manage for Earnings Expand or Harvest
Protect position & refocus Manage for Earnings Divest
Competitive Strength of Business UnitLow
Low
High
High
Indu
stry
Attr
activ
enes
s
Strategic Alternative 1 Strategic Alternative 2
Consumers’ allowance for entertainment is a small sliver of their budgets.
The WNBA needs to create value in their product to grab more walletshare.
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
Consumer entertainment expenditures are a critical portion of their annual budgets.
Entertainment budgets shrink during tough economic times.
(see Exhibit 4)
Consumers derive greater perceived value from WNBA’s competitors.
WNBA needs to offer greater value for their product to compete for consumer walletshare.
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
Perceived Performance
Rel
ativ
e Pr
ice
Thrifty
Average
Premium
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
WNBA needs the support of powerful allies to survive.
WNBA Strategic Collaborators
Proctor & Gamble (“…$83.6 billion in sales and more than $10 billion in net earnings. Its beauty, grooming, and healthcare household names, such as Secret, Tampax, Cover Girl, and My Black is Beautiful, are focal points of the multi-brand partnership.”) http://www.forbes.com/sites/alanaglass/2013/07/26/in-its-17th-season-the-wnba-continues-to-defy-odds/
Boost Mobile
NBA ($12 million/year subsidies to WNBA)
Economic: Consumers’ budgets shrink during tough economic times.
Sociological: WNBA exists to provide role-model leadership to women & girls as well as job opportunities for American women professional basketball players.
Technological: WNBA among leaders of “second-screen” viewing, social media fan interactivity.
Category Company Competition Customers/Consumers Collaborators Centers of Influence Context
WNBA exists in an attempt to equalize opportunities for women.
Strategic Problem is twofold: 1. the WNBA is losing revenue annually 2. the WNBA is losing talent to other global women’s basketball leagues.
Strategic Opportunity is for the WNBA to grow domestic interest & demand by expanding their league internationally to parlay nationalistic sympathies.
Strategic Insight is that low domestic American demand is threatening the league’s survival.
Strategic Implication is that without a strategic repositioning, the league will wither within 5 years.
Strategic Alternatives are: 1. Do nothing drastic. 2. Create an annual global championship to entice new domestic American consumers.
Strategic Recommendation is to create an annual global championship to entice new domestic American consumers.
Summary Recap
Pros
Easy to maintain the status quo.
Cons
Missing the opportunity to grab critical mindshare.
Costs
Opportunity cost of doing nothing to create & increase value. Potential loss of sponsorships if ratings & attendance continue to slip. Have to survive on continued NBA subsidies.
($12+ million/year)
Benefits
Money savings from not having to spend to realign.
Easier to maintain the status quo than to invest in something new.
Strategic Alternative 1: Do nothing drastic
Strategic Alternative 2: Create an annual global championship to entice new American consumers.
Pros
Opportunity to expand exposure to American audiences of women’s basketball Opportunity to acquire additional sponsors
Cons
Difficult scheduling dilemma to accommodate players commitments to WNBA season and/or overseas teams Difficult to obtain required buy-in from the WNBA stakeholders
Costs
Initial cost of coordinating and administrating annual global women’s basketball championship (est. $5 million) Cost of marketing annual global women’s basketball championship (est. $50 million)
Benefits
Increased exposure of women’s professional basketball Increased opportunity to create new positive role models for women & girls
Strategic Recommendation
To create and manage an annual global women's basketball championship to compete against other basketball playing counties.
Doing so has the opportunity to increase exposure of women's basketball to American audiences, create more positive role-models for women & girls, and to acquire more sponsors to support the WNBA.
Tactical Marketing PlanSolutions: Market the global women’s basketball championship, relying on nationalistic tendencies to increase demand among American consumers.
Benefits: To increase exposure of women's basketball to American audiences, create more positive role-models for women & girls, and to acquire more sponsors to support the WNBA.
Information/Incentive: The incentive for new audience attention will “grease the wheels” of opposition both among WNBA and other concerned stakeholders.
Value: Having a nationalistic stake in the champion will enhance the value of women’s basketball in the U.S.
Access: Increased exposure to new consumers will create opportunities for advertisers.
Relationships: Playing an annual women’s basketball championship and/or creating positive role-models for women and girls will create lasting relationships with affected consumers.
Digital Marketing Plan
2015 GLOBAL WOMEN’S BASKETBALL CHAMPIONSHIP
Barcelona, Spain Win an exclusive, all-expenses VIP package to the 2015 Global Women’s Basketball Championship in Barcelona, Spain for you and 3 of your family! Meet your favorite players!
All you have to do is retweet #iheartwnba for your chance to win! Good luck!
31JULYLeveraging the power of social media will
go a long way toward creating the buzz around the 2015 Global Women’s Basketball Championship.
A digital marketing campaign using social media could conceivably use the popularity of retweeting and hashtags along with the incentive of winning an all-expenses trip for 4 to the site of the Global Women’s Basketball Championship to increase mindshare among interested consumers.
Exhibit 1: Map of WNBA teams, customer demographics
Seattle population (2013): 652,405Average Salary: $62,000Seattle Storm attendance: 6,717 (17,072 capacity)
Los Angeles population estimate (2013): 3,884,307Average Salary: $62,000Los Angeles Sparks attendance: 8,288 (19,079 capacity)
Minneapolis population (2013): 400,070Average Salary: $51,000Minnesota Lynx attendance: 9,333 (19,356 capacity)
Phoenix population (2013): 1,513,367Average Salary: $48,000Phoenix Mercury attendance: 9,557 (18,422 capacity)
San Antonio population (2013): 1,409,019Average Salary: $52,000San Antonio Stars attendance: 7.719 (18,581 capacity)
Tulsa population (2013): 398,121Average Salary: $51,000Tulsa Shock attendance: 5,566 (17,839 capacity)
Atlanta population (2013): 447,841Average Salary: $72,000Atlanta Dream attendance: 5,864 (18,729 capacity)
Washington D.C. population (2014): 658,893Average Salary: $72,000Washington Mystics attendance: 8,377 (20,674 capacity)
Uncasville population (2010): 19,571Average Salary: $58,000Connecticut Sun attendance: 5,980 (9,323 capacity)
New York population (2013): 8,405,837Average Salary: $70,000New York Liberty attendance: 8,949 (19,563 capacity)
Indianapolis population (2013): 843,393Average Salary: $50,000Indiana Fever attendance: 7,900 (18,165 capacity)
Chicago population (2013): 2,718,782Average Salary: $69,000Chicago Sky attendance: 6,685 (17,500 capacity)
Exhibit 2: Map of the global women’s professional leagues
Europe Asia Australia
Women’s basketball enjoys global success.
Exhibit 3: Attendance Relative Mindshare
WNBA Teams Attendance Stadium Capacity Attendance Percentage Average WNBA Attendance (2014) Relative Attendance Share
Atlanta Dream 5,864 18,729 31.31% 7,578 0.77
Chicago Sky 6,685 17,500 38.20% 7,578 0.88
Connecticut Sun 5,980 9,323 64.14% 7,578 0.79
Indiana Fever 7,900 18,165 43.49% 7,578 1.04
Los Angeles Sparks 8,288 19,079 43.44% 7,578 1.09
Minnesota Lynx 9,333 19,356 48.22% 7,578 1.23
New York Liberty 8,949 19,563 45.74% 7,578 1.18
Phoenix Mercury 9,557 18,422 51.88% 7,578 1.26
San Antonio Stars 7,719 18,581 41.54% 7,578 1.02
Seattle Storm 6,717 17,072 39.35% 7,578 0.89
Tulsa Shock 5,566 17,839 31.20% 7,578 0.73
Washington Mystics 8,377 20,674 40.52% 7,578 1.11
WNBA Teams Average WNBA Ticket Price
Team City Average Salary
Average US Entertainment
Budget
WNBA Average City Salary Entertainment
“Family Night” (4 tickets, parking, concessions,…)
Percentage of Annual Entertainment Budget
How many visits per year?
Atlanta Dream $49.25 $72,000 5.4% $3888 252 6.48% 15.43
Chicago Sky $49.25 $69,000 5.4% $3726 252 6.76% 14.79
Connecticut Sun $49.25 $58,000 5.4% $3132 252 8.05% 12.43
Indiana Fever $49.25 $50,000 5.4% $2700 252 9.33% 10.71
Los Angeles Sparks $49.25 $62,000 5.4% $3348 252 7.53% 13.29
Minnesota Lynx $49.25 $51,000 5.4% $2754 252 9.15% 10.93
New York Liberty $49.25 $70,000 5.4% $3780 252 6.67% 15.00
Phoenix Mercury $49.25 $48,000 5.4% $2592 252 9.72% 10.29
San Antonio Stars $49.25 $52,000 5.4% $2808 252 8.97% 11.14
Seattle Storm $49.25 $62,000 5.4% $3348 252 7.53% 13.29
Tulsa Shock $49.25 $51,000 5.4% $2754 252 9.15% 10.93
Washington Mystics $49.25 $72,000 5.4% $3888 252 6.48% 15.43
Exhibit 4: American Entertainment Walletshare
Exhibit 5: Works Cited “Impact of WNBA losing Taurasi”, Pardon the Interruption, ESPN, February 4, 2015 “How Much the Average American Spends on Entertainment”, http://visualeconomics.creditloan.com/average-american-spends-on-entertainment/ Women’s National Basketball Association: https://en.wikipedia.org/wiki/Women's_National_Basketball_Association American Basketball League: https://en.wikipedia.org/wiki/American_Basketball_League_(1996–98) Women’s Pro Basketball League: https://en.wikipedia.org/wiki/Women%27s_Professional_Basketball_League Atlanta Dream: https://en.wikipedia.org/wiki/Atlanta_Dream Chicago Sky: https://en.wikipedia.org/wiki/Chicago_Sky Connecticut Sun: https://en.wikipedia.org/wiki/Connecticut_Sun Indiana Fever: https://en.wikipedia.org/wiki/Indiana_Fever Los Angeles Sparks: https://en.wikipedia.org/wiki/Los_Angeles_Sparks Minnesota Lynx: https://en.wikipedia.org/wiki/Minnesota_Lynx New York Liberty: https://en.wikipedia.org/wiki/New_York_Liberty Phoenix Mercury: https://en.wikipedia.org/wiki/Phoenix_Mercury San Antonio Stars: https://en.wikipedia.org/wiki/San_Antonio_Stars Seattle Storm: https://en.wikipedia.org/wiki/Seattle_Storm Tulsa Shock: https://en.wikipedia.org/wiki/Tulsa_Shock Washington Mystics: https://en.wikipedia.org/wiki/Washington_Mystics
Rosner, Scott R. and Kenneth L. Shropshire, “Basketball and the Women’s National Basketball Association”, The Business of Sports, edited by Scott R. Rosner and, Jones and Bartlett Publishers, Sudbury, MA, Print. “WNBA on the Brink of Losing Another Cornerstone Franchise”, http://www.mercurynews.com/national-sports-news/ci_24846524/wnba-brink-losing-another-cornerstone-franchise “Editorial: Women Face Disparity”, http://baylorlariat.com/2013/02/05/editorial-women-face-disparity/ “Diana Taurasi's Russian Team Is Paying Her To Skip The WNBA Season”, http://deadspin.com/diana-taurasis-russian-team-is-paying-her-to-skip-the-w-1683643165 “Brittney Griner Makes 12 Times More Playing In China Than In The United States”, http://www.thepostgame.com/blog/dish/201404/brittney-griner-made-12-times-more-playing-china-us “How much money has the WNBA lost (or cost the NBA) since it's inception?”, https://ph.answers.yahoo.com/question/index?qid=20080522090322AAhvfqx “In its 17th Season, the WNBA continues to defy odds”, http://www.forbes.com/sites/alanaglass/2013/07/26/in-its-17th-season-the-wnba-continues-to-defy-odds/
