Thursday, January 19, 2017

Sport Business Management Student, Allaire Primiano, Breaking Barriers For Women in Athletics



As a first year MSBM student, Allaire Primiano is far from a rookie in the field of Athletic Administration. At the young age of 26, Primiano has managed to transform herself from a Division I stud middle-infielder playing for Fairleigh Dickinson University to an Associate Athletic Director at Monroe College – Bronx Campus. As a fellow student in the M.S Sport Business Management  program I reached out to Primiano in an effort to inquiry about her experience as a woman in this industry as well as her time at Manhattanville School of Business 
Christina Surrusco, M.S. MSBM '18

CS: You rose through the ranks quickly at Monroe College. Can you tell me a bit more about which positions you have held and your responsibilities during your time at Monroe College?
AP: When I initially applied to the position as an assistant softball coach for Monroe College, I recognized that many of the student-athletes needed assistance throughout the Admissions process and then moving on to the NCAA Level being that we are a Junior College athletically. I then took on the role of the Athletic Admissions Advisor as well as assisting each student-athlete moving onto an NCAA School once they become eligible. I continued to ask for more of a challenge and a transition into Athletic Administration, which eventually led me into the position of the Associate Athletic Director for our Bronx Campus. Now that I am the Associate AD for Monroe College’s Bronx Campus, it has been a great transition and I honestly enjoy every single day as I learn something new!

CS: What inspired you to continue your education at Manhattanville College?
AP: I initially researched the Masters in Sport Business Management Program when I graduated with my undergraduate degree from my Alma Mater, Fairleigh Dickinson University. However, as soon as I moved back home after I graduated, I began applying for coaching positions at the Collegiate level in order to get a foot in the door and gain experience from the ground up. Being that Graduate School was not in the plans while coaching at the time, I told myself that I had to set a goal in order to further my education within a reasonable time frame. That goal was to start Graduate School at the age of 25 and that, I did. I always had my eye on the MSBM program at Manhattanville and after speaking with my former College Softball Coach at Fairleigh Dickinson University, Dale Martin, now Manhattanville’s Softball Coach, I was even more intrigued in pursuing the program. I then emailed, David Torromeo, in order to meet with him one-on-one to discuss the details of the program. After hearing the great qualities that the program had to offer from Dave, himself, along with the amount of networking that could take place, I was sold!

CS: Balancing both a full-time position and working towards a master’s degree can be challenging. How have you been able to maintain a full time position and continue your education?
AP: Everything comes down to time management and prioritizing. Yes, balancing both is most definitely challenging at times, however I believe work ethic plays an integral part, as well as being self-driven. I always make sure to set aside ample time on the weekends in order to complete everything for the upcoming week as I know that my daily schedule throughout the week days will not allow me to complete work for Graduate School.

CS: How do you feel this program has met or unmet your expectations?
AP: This program has surpassed my expectations without a doubt. The amount of knowledge that I have been able to gain and the amount of networking that this program offers is wonderful. Students within the program have the opportunity to develop a long-term relationship with their Professors, who all have extensive experience in the field, and the Professors also open doors by bringing in Guest Speakers, which one can connect with on a professional level for future advice and knowledge.
  
CS: Do you feel you have been able to apply your work in the classroom to your career?
AP: Yes, I actually become quite excited in class when a Professor speaks on a specific topic that I can translate to my profession the next day and even provide knowledge to my fellow Colleagues. For example, one of the first assignments for Leading in Sport Organizations is to interview an individual that is involved in the administration of sport and a career path which is of interest to you. This presented the opportunity to network beyond my own personal network. I then had the honor of connecting to a female Athletic Director within the area who holds a position that I hope to attain one day. The experience spoke for itself.

CS: As you are moving quickly in your career, where do you see yourself within the next 5 years?
AP: First and foremost, I envision myself assisting in the exponential growth for Monroe College’s Bronx Campus with our implementation of Athletics. I firmly believe that having an Athletic Program on Campus, brings about the intangibles that each and every Campus life can only long for. For myself, I would like to become a Head Athletic Director at the Collegiate Level. Whether I stay at the NJCAA Level or I make the transition to the NCAA Level in the future, I believe that I am gathering all of the essential tools as I move along. This all begins with the MS Sport Business Management program which offers an endless amount of knowledge, networking and most important of all, vision, leadership and experience.

Wednesday, December 14, 2016

Preparedness, Risk Management, and What We Don’t Know




Michele Braun, Director IMR
No, we can’t be prepared for all eventualities.  “It’s a stochastic world,” my grad school stats prof would remind us.  There is variability associated with all possible outcomes:  just ask the National Weather Service’s forecasters or, for that matter, political pollsters.

Still, I was more than a little surprised to read the lead-in quotation for the New York Times’ post-election DealB%k coverage [November 15, 2016], in which the CEO of a major corporation admitted that “If you were to look at our game board of all the possible outcomes of the election, this one wasn’t even on the sheet.”  Given that there were only two possible outcomes to the November 8 U.S. presidential election—a Clinton victory or a Trump victory—and two possible timings for that outcome—immediate or delayed—how is it that two of the four cells in a two-by-two matrix weren’t “even on the sheet”?

Enterprise risk management is the practice of reviewing possible outcomes and preparing to take advantage of or avoid them.  Sometimes the focus is on the most likely, but sometimes the degree of impact drives consideration of responses to less likely events.  Turning to the New York Times again, the November 27, 2016, “Vocations” column featured a senior emergency preparedness administrator for a gas and electric power utility.  His job is to plan for the unexpected and deploy staff to respond, both on home turf and as-needed to other states.  “Everyone in the company steps in when needed, and we hold drills to give them practice.”  Yes, storms and storm damage generally can be anticipated, but not the specifics.  So experts practice, review their data, and anticipate far more than one possible outcome.

A December 10 Bloomberg article reports that a Group of 20/Financial Stability Board panel will shortly recommend that “Companies should tell investors how their profits may be hit by tighter pollution rules and extreme weather events coming from climate change.”  In September, Financial Stability Board chairman and Governor of the Bank of England Mark Carney, identified three key risk categories when considering risk associated with climate change:  physical risks, liability risks, and transition risks.  As identified, these are macro risks, that is, risks to economies on a broad scale.  They are also micro risks, that is, broad changes that might make significant differences in how an individual firm manages its business.   

Take that power utility contingency planner, for instance:  changes in weather patterns undoubtedly would change the “emergency” events for which his firm prepares as well as the amounts of electrical and gas power it needs to provide.

These examples raise the good questions of which outcomes should be anticipated and which prepared for as well as what level of effort and investment should an organization spend on preparedness.  The short, and not so easy answers, are that the answers will be different for every organization and will vary depending on industry, size, maturity, location, funding base, and other factors.   

Not every firm should have pondered its potential risks and plans for the election outcomes, but every organization should periodically assess what risks it should plan for, plan to avoid, or embrace.  And, every board of directors or trustees should be asking its executives what “what ifs” they are considering and which they plan to tackle or ignore, and why.

Michele Braun is the Director for the Institute For Managing Risk at the School of Business (IMR).
For more information on IMR email Michele.Braun@mville.edu

Photo courtesy of Norman W. Bernstein 

Wednesday, October 19, 2016

Great Challenges and Opportunities for B to B Marketers



As ubiquitous as digital technology may be in our world today, it has created a set of complex challenges for modern marketers. 

On one hand, digital communications and technologies have made it easier than ever to connect with buyers and customers. On the other hand, tracking, nurturing, and engaging potential buyers and current customers digitally can often seem completely disorganized, with no means of effectively managing or measuring the value of those interactions.

Adding to this challenge is the fact that many marketers today are expected to integrate and organize those digital marketing efforts while still maximizing the value of non-digital assets, experiences, and resources. Not all of the marketers in today’s companies are digital natives, nor are the companies themselves. This means that businesses and their marketers are expected to market digitally, yet still incorporate and transition the decades of experience and millions of dollars invested in event management, traditional lead management, and non-virtual content creation. 

For many organizations, this is essentially asking them to run two entirely different types of marketing, often with half their previous budgets. Nowhere is this duality more present than in business-to-business (b-to-b) marketing, where companies sell products and services to each other.

B-to-b marketing is complicated by the fact that it typically involves a much longer buying cycle, larger purchases averaging millions of dollars each, more educated buyers, and more complex needs. All of these unique features mean that b-to-b digital marketing is one of the most complicated areas of marketing today.

Manhattanville School of Business along with SiriusDecisions partnered to provide an online B2B digital marketing certification to address these challenges and opportunities.  Join our free live online demo on Friday, October 21st at 1EDT to learn more. 


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