Is your marketing vision 20/20?

Guest post by Marissa Freeman, UW undergraduate and VP of public relations, UW American Marketing Association

UW American Marketing Association Regional Marketing ConferenceOver 150 students and professionals gathered in PACCAR Hall in February for a full day of keynote speakers, breakout sessions, a case competition and a career fair as part of the first annual UW American Marketing Association Regional Marketing Conference. The conference’s theme was “Vision 20/20: A Clear Vision into Marketing in the New Millennium,” and it was sponsored by Eddie Bauer. Foster’s EY Center for Undergraduate Career Advancement and the UW American Marketing Association co-facilitated the event.

Professionals from 4th Avenue Media, KeyBank, Razorfish, Eddie Bauer and Edelman participated in the conference and students from UW, Seattle University, Pacific Lutheran, University of Montana and Western Washington University attended the conference. During the breakout sessions, marketing professionals led students in discussions about how to stand out in the marketing industry. The breakout sessions covered how marketing in a digital world means understanding the language of a digital market. Mel Carlson, founder of Delightful Communications, shared his take on how social media is more than a way to flood people with information, but rather a way to begin discussions with customers. He made the point that conversations online have shared the B2C dynamic for the better.

Keynote speakers included Lucas Mack, founder of 4th Avenue Media, and William Boucher, senior vice president of marketing at KeyBank. Mack opened up the conference with encouraging our attendees to understand “the why” behind their actions and how it fits into their larger story. Standing out in the marketing industry means finding creative ways to tell a story. Story telling is at the core of the marketing world, as suggested by Mack, and helps marketers connect with their audiences like never before. Adding the story telling element to any marketing campaign allows for the target audience to understand why they should look more into a product or idea. Mack also shared his personal mantra: “Discover truth through story, discover story through truth.” This helped attendees see how crucial it is to be open and excited about advertising and marketing so the truth behind the product or idea’s story comes to life.

Students shared that the conference as a whole was worth the early wake-up call. While marketing classes teach the core ideals of the industry, nothing can compare to hearing from professionals in a more casual, intimate setting. The UW AMA’s Regional Marketing Conference created an environment for students to raise their hand and open up a discussion between marketers in Fortune 500 companies and aspiring marketers.

The buzz throughout PACCAR Hall was one of excitement, intellect and passion. There was an excitement for conversations, the intellect of those professionals in attendance and students’ passion to learn. The UW AMA and EY Center for Undergraduate Career Advancement are proud to have hosted the first annual Regional Marketing Conference and look forward to organizing this event again next year.

$27,500 Awarded to Entrepreneurial Student Innovators

UW EIC 2014 Winners Korvata and NOVA Solar Window
UW EIC 2014 Winners Korvata and NOVA Solar Window

 

The annual UW Environmental Innovation Challenge (EIC), now in its sixth year, challenges interdisciplinary student teams to define an environmental problem, develop a solution, produce a prototype, and create a business summary that demonstrates the commercial viability of their product, process or service.

23 teams were selected to compete in the 2014 UW EIC. Each of these teams proved that students have the potential to address our most pressing environmental needs—alternative fuels,  recycling, solar power, water treatment—with novel solutions that have market potential. After pitching their innovations to a group of 170+ judges—investors, entrepreneurs, policy-makers, and experts from across sectors—the six teams with the highest scores were awarded up to $10,000 in prize money. Congratulations to this year’s winners:


$10,000 Grand Prize
Korvata (University of Washington)
Korvata has created a cutting edge alternative energy product that allows companies to mitigate their environmental impact by replacing the use of nitrous oxide as a whipped cream propellant.
(sponsored by the UW Center for Commercialization)
 
$5,000 Second Place Prize and $5,000 Clean Energy Prize
NOVA Solar Window (Western Washington University)
NOVA Solar Window combines the power producing capabilities of a solar panel with the utility of a traditional window. The utilization of transparent solar energy technology allows solar windows to provide renewable energy where traditional solar panels cannot.
(sponsored by Puget Sound Energy the UW Clean Energy Institute)
 
$2,500 Honorable Mentions
Loopool (Bainbridge Graduate Institute, Seattle Central Community College, University of Washington)
Loopool is reinventing the garment industry business model by creating a closed-loop supply chain, transforming reclaimed cotton garments and textiles into high-quality, bio-based fiber.
(sponsored by Starbucks) 

Salon Solids (University of Washington)
Salon Solids reduces the amount of plastic waste and hazardous chemical consumption that occurs with most hair products. Its six-ingredient shampoo and conditioner comes in solid form, eliminating the need for the preservatives necessary for a product with water in it, and its packaging is recyclable, biodegradable and does not contain plastic, further reducing waste.
(sponsored by Fenwick & West) 

Ionometal Technologies (University of Washington)
Ionometal Technologies has created a metal plating technique that allows for precise metal-on-metal deposition which can be used to repair gold test boards. The Ionometal printer prints metal plates that are smaller than can be seen with the naked eye.
(sponsored by WRF Capital)

 

Check out what guests, judges, and teams had to say about the 2014 UW EIC on Twitter: #UWEIC2014

Helping businesses reach their potential: Business Certificate Program

Ryan Mathews, principal at Fulcrum Environmental Consulting based out of Spokane and Yakima, Washington, reflects on the value of the Business Certificate Program offered by the Consulting & Business Development Center.

At the heart of Fulcrum’s values are our people. Our staff is our key asset, and our people are one of the most important things our company can invest in. This is the message driven home by the instructors of the six-week Business Certificate Program here in Yakima. Instilling trust and developing our staff, and how we lead teams or promote teams from behind, is very critical to our business success.

Business Certificate Program

Fulcrum Environmental Consulting consists of nine staff based out of our Yakima office and seven in our Spokane location. Our objective as managers is not to pit one of our offices against the other; rather, we term our company as a team to encourage performance. It’s us as an organization that is successful as we service our clients, as we try to provide answers to a school district who is experiencing flooding issues, or to a client who is just embarking on a construction project and realizes that they have all the wrong materials. We are about solving problems, and we achieve success as a team. Our team is developed to go out and solve these problems together. So, as you look at your staff, this is one of main ideas I encourage you to take away from this course. Success is about building your team to solve your clients’ needs more effectively.

The Business Certificate Program has provided us with the fundamentals and methodologies to unlock our company’s potential. For instance, our Board of Directors met recently to discuss our service area’s needs. One of the services Fulcrum offers is testing paint for the presence of lead—a serious health issue, especially for small children whose cognitive development can be severely harmed by lead poisoning. A new technology has been developed to assist in detecting lead paint, and we knew that investing in this technology was vital. Knowing we would need to spend about $20,000 in equipment costs and another $20,000 in training expenses, we reviewed the fundamental tools in the decision making process the instructors of this program taught us. Tools such as anchoring and framing our biases, helped us position our arguments on whether we needed to purchase this technology based on what are competitors are doing and what we could lose if we did not invest in this market. We conducted a financial analysis on this technology purchase to ensure it was a viable and profitable decision for our company, comparing cost vs. lease perspectives and even discussed abandoning the service area. Following our decision, we began to examine the ways in which we could improve our marketing plan to reach our target market and differentiate ourselves from our competition.

The Business Certificate Program is not only for business owners. The program can provide the management skills your staff needs to achieve your company’s growing goals. I am the sixth person from Fulcrum to attend the UW Business Certificate Program, and access to this type of continuing education will be the key to our company’s success.

Learn more about the six-week Business Certificate Program courses offered in Seattle, Yakima, the Tri-Cities, Spokane and Everett year round in English and Spanish.

Checking in on YEOC: The January and February Sessions

January: iCreate
Imagine going to a meeting and finding out that you and your team must write, film and produce a commercial for a client within a few hours. How do you think you’d do? This is exactly what Young Executives of Color (YEOC) students were tasked with during their January session. Upon arriving to campus, students were separated into groups, paired with a mentor and presented with iCreate. According to Korrie Miller, YEOC Program Manager, “iCreate allows students to create their own commercial for a client that follows their branding, strategy and business goals.” The client in this case was APLUS Youth, a non-profit based in Washington state that focuses on character development and education through sports. “APLUS Youth is launching a new running program and asked the YEOC students to act as consultants and create not only commercials (on our YouTube Channel), but also fresh ideas for their program,” says Miller.  Watch the session video below:

February: Information Systems
This session’s business activity was inspired by the ABC Show “Shark Tank.” When describing the project, Miller says, “On the show, investors called “sharks” consider offers from aspiring entrepreneurs seeking investments for their business or product. At YEOC, students decided on a problem they wanted to solve and came up with creative solutions involving technology. Each team presented their product in front of the sharks, who were professionals from EY (YEOC sponsors).” Students also heard lectures on social image and online correspondence and information systems. Watch the session video below (and don’t miss the Seahawks gear!):

This blog post is a part of a series focusing on monthly YEOC student activities. Visit the YEOC page to learn more about the program.

PhD alumnus wins Poets&Quants teaching award

Greg FisherGreg Fisher (PhD 2012) recently made Poets&Quants “Top 40 Under 40” list. The list recognizes the rising stars in academia who represent elite schools from around the world. To determine who should receive this award, Poets&Quants asked business school officials, faculty, students and alumni for their top picks.

Fisher, who received a PhD in entrepreneurship and strategy from the Foster School in 2012, is now an assistant professor of entrepreneurship at the Kelley School of Business at Indiana University. Suresh Kotha, professor of management at the Foster School and Fisher’s PhD advisor, said, “In addition to being a great teacher and researcher, he was one of those really focused PhD students who knew what he wanted. Rarely do you see a PhD student who is so focused and knows what he wants from his PhD program in such a short period of time.” Fisher was also one of the few PhD students at the Foster School to receive an invitation to teach in the Executive MBA Program—positions typically reserved for senior faculty.

In response to winning the award, Fisher said, “It was nice to receive recognition for teaching because you often don’t know if you’re having an impact.” He also said he was honored to be part of the cohort of professionals who also received the award.

When teaching, Fisher brings the content to life. For example, at Foster he taught the business case about HomeGrocer, one of the first online grocery delivery services. In addition to analyzing the case, Fisher invited Terry Drayton, co-founder of HomeGrocer, to his class to talk about the rise and fall of the company. At the Kelley School, he teaches a business case about a bowling alley that goes through a turnaround. To make the case more memorable, Fisher teaches the class at a bowling alley. It’s experiences such as these that Fisher hopes provide a deeper, more impactful learning experience for his students.

Fisher also made the point that becoming a teacher who has impact doesn’t happen overnight. He said, “I’ve been teaching since 2005 and am always looking for ways to improve.” According to Fisher, the five years he spent at Foster as a PhD student served as an apprenticeship. He had the opportunity to see many excellent teachers in action, and would spend time figuring out what they were great at and how to emulate that in his classroom. He also said his time at Foster gave him the confidence and insights necessary to be able to experiment in the classroom.

According to Poets&Quants, “A few common characteristics cut through the whole group: Most, if not all, of the top profs leverage their youthful energy and Generation Y knowledge to create an engaging classroom environment. They naturally build genuine and meaningful relationships with their students, and they pursue another profession or serious hobby on the side.” Fisher’s serious hobby is running. He has run 45 marathons, 16 ultra-marathons and completed three Ironman Triathlons. As for upcoming races, he’s running a marathon in May and doing a triathlon this summer.

Learn more about Greg Fisher and the other “Top 40 Under 40” professors.

Bright ideas for Seattle City Light

SCL_WinnersSeattle City Light has been trying to shine a light on the issue of how to derive 15% of its energy from renewable sources by 2020. This deadline based on state legislation presents a clear goal, but not a clear solution. The utility is actively debating how to most effectively balance between hydro-power, wind and solar energies while being mindful of the interests of their various stakeholders. The Foster School of Business partnered with City Light to put teams of students to work on innovative solutions to this issue through the strategic management course.

This required capstone course for all graduating seniors features a customized case competition. Instructors and case writer Alex Murray, a Foster PhD student, worked closely with senior leaders at Seattle City Light to understand this strategic question. Using publicly available research, the case was created and then analyzed by nearly 250 students in 46 competing teams.

The teams were charged with providing recommendations as to what Seattle City Light’s strategic position(s) should be regarding solar energy, including whether the utility should actively promote and develop its use or invest in other renewable energy sources; and how to most effectively market and price various solar projects, including a viability analysis of an existing Community Solar program.

The case study focused on short-term and long-term strategies to satisfy key stakeholders, encourage supporters and overcome detractors. As a publicly owned utility, Seattle City Light operates as a non-profit organization that must balance environmental, financial and social considerations in its decisions. The complexities of the case required a great deal of research and a thoughtful approach.

“The most challenging aspect (of the case) was hashing out with my team what view we were going to take,” case competition participant Cara Haas said. “(Many) of our meetings were solely focused on researching and discussing alternatives before we decided on our approach.”

Her team’s solution: a marketing program, Solar|Sea, to build awareness and support amongst the community and important constituents. The YDC Consulting team members Ken Luginbuhl, Ryker Young, Erin Hoffinger, Julia Kuhn, and Cara Haas attribute their success to the synergies they found in their ideas and team dynamics.

Hoffinger found the most valuable takeaways from the case competition experience centered on knowing “how to speak and pitch ideas to members of the executive board… and being able to think on your feet about (responses) with concrete numbers and analysis in order to answer questions.” These skills she and her peers will surely be able to put to good use as they enter the workforce in just a few short months.

The case competition proved to be another win-win for Foster School of Business students and a local organization. “Seattle City Light was pleased to partner with the Foster School of Business to examine one of the most complex and important issues the utility faces in the medium to long-term,” general manager and CEO Jorge Carrasco said. “It’s also an issue that confronts the industry as a whole. We were excited by the fresh ideas and perspectives the students brought to the table.”

MBAs sharpen consulting skills with local non-profits

ServiceCorp7MBAs at the Foster School are honing their consulting skills and giving back at the same time. The Net Impact Service Corps initiative matched teams of Foster students with local non-profits that needed assistance with a specific business problem. This year, 20 MBAs worked on projects with the YMCA and the Children’s Therapy Center, an organization that serves families of children with special needs.

Foster Net Impact, with the help of MBA Career Management, organized and brought together Social Venture Partners, McKinsey and Accenture around the Service Corps projects. Paul Shoemaker, executive director of Social Venture Partners (SVP) – an organization devoted to cultivating effective philanthropists and strengthening organizations that drive community change – provided preliminary contacts with local nonprofits needing strategic consulting help. Paul came to Foster to launch the Net Impact Service Corps initiative and discuss how MBA skills can be leveraged in ways that make a huge impact to nonprofits. McKinsey and Accenture played a key role in mentoring Foster students, helping them develop business models and consulting skills that were used in working with their clients.

ServiceCorp5During the course of the project, the MBAs attended seminars where Jun Kamata, a former McKinsey consultant now in charge of strategy at Nordstrom, presented models used by consultants on how to manage project workflow, manage client engagement, present data and make recommendations to clients. Mike Quinn of Social Venture Partners instructed students on how to navigate from the profit to non-profit world while building consulting skills with clients.

The student’s primary goal in working with each of the non-profits was to enhance their current effectiveness in the non-profit sector while also investigating opportunities to diversify the non-profits into opportunities that might support the core mission. For Children’s Therapy Center, the students helped the center develop a sales and marketing plan for products that would provide additional revenue opportunities for the organization. The students helped the YMCA develop a new donor strategy to increase annual funding.

As Jun Kamata, director of strategy at Nordstrom noted, this collaboration is a win for the nonprofits, for the students, and for the consulting firms. Nonprofits get needed help in developing their strategy and effectiveness, students get hands-on experience with some of the leading consulting firms in the world, and McKinsey and Accenture get the opportunity to mentor and engage with Foster students

ServiceCorp11According to Jon Botten, executive director of the Children’s Therapy Center, “We have been blown away by the commitment of the students! They asked probing questions, listened to our needs, generated quality ideas and delivered beyond our expectations. I can honestly say that we will be implementing many of their suggestions, and as a result, the children we serve will be that much closer to reaching their full potential.”

Foster students benefit too. John Czerniak, a first-year MBA who accepted a McKinsey summer internship, stated, “As a part of Net Impact’s Service Corps program, I have had the opportunity to work with some amazing people – including our client, Children’s Therapy Center, and Social Venture Partners, McKinsey, and of course, my Foster teammates. I have been able to use the skills and classroom experiences from my MBA to influence a real business decision for an organization making a big difference in peoples’ lives. In addition to the wonderful parts of the project, we have faced several challenges that only come with working on a real-world project. Working through these challenges with my team and client was one of the most valuable parts of my Foster experience thus far. As I go into consulting for my internship this summer, I’m confident that my Service Corps experience will serve me well in working with clients and solving complex business problems.”

Building the business case for applied learning: Strategic Management Case Competition

Alaska Airlines presentation team
Alaska Airlines presentation team: Kenny Thompson, Tyler Waterer, Mackenzie Meier and Jordan Barr

An Alaska Airlines jet soared overhead as a group of four Foster School seniors emerged from the Customer Services and Innovation team headquarters last Friday. Spirits were soaring too as Jordan Barr, Mackenzie Meier, Kenny Thompson and Tyler Waterer had just presented their recommendations on how to make Alaska Airlines the “easiest airline to fly” to a senior leadership team. The students landed the opportunity to present their ideas to the Customer Innovation team because they outperformed 33 teams of their peers (161 participants) in the fall 2013 Foster Strategy Development case competition.

The competition has been described as the capstone experience to a capstone course. All graduating seniors are required to take strategic management, a course designed to assimilate and apply academic theory to real business issues. The goal is to provide students with practical experience prior to launching into their careers. Offered in the fall, winter and spring and summer, the course draws between 150-300 students per quarter.

Beginning in the fall of 2012, undergraduate program faculty, staff and administrators had the vision of bringing valuable case competition experiences to all Foster School of Business students. Initially, the case competition was optional, done in lieu of a final exam. During the first fall quarter, about 100 students in 25 teams (80% of total class population) participated. Quickly, the value of this experience was recognized by all stakeholders.

According to Clay Schwenn, case competition coordinator and assistant director of student leadership and development, a key learning for students is to be “able to take the theoretical knowledge they have acquired over the years and create something concrete. They generate a set of recommendations to people who could actually implement them.” This is powerful for the students and for the client companies.

Course coordinator Rick McPherson, a veteran of the telecom business for over 25 years, knows the importance of how to “sell” ideas to executives. He sees incredible benefit not only to the students in terms of richness of learning, but also for the companies. McPherson noted “particularly with the presentation to Alaska Airlines you saw how a well thought-out analysis and recommendations were really attractive to a company. Our students demonstrated that they can come up to speed to understand an industry and a business opportunity and create realistic ideas that a business can pursue.”

At Alaska Airlines Customer Innovation headquarters, the moment the students began their pitch, the dozen company leaders in attendance began taking notes, and then asking questions and soliciting the student’s perspective on wide raging issues from the usability of their web interface to competitive market analysis. Student team members Mackenzie, Kenny, Jordan and Tyler’s polished presentation skills left a strong impression on the leadership team. Their confidence, depth of knowledge and ability to respond quickly and thoughtfully to challenging questions will translate well to job interviews and future executive level presentations. From Jordan Barr’s perspective, “the most rewarding aspect of making our pitch to the Customer Innovations team at Alaska Airlines is the thought that our solution could be implemented in the company. It clearly shows that Alaska Airlines didn’t just do this to say they were involved—they did this because they truly want to innovate and do something different. It is an incredible feeling to know that they will be using our advice moving forward in their solutions—and it doesn’t hurt that they want to hire us.” Tyler Waterer commented, “Without Foster’s partnership with Alaska Airlines, we wouldn’t have had the opportunity to have this kind of learning experience (while) still in college.”

The success of the case competitions has focused on sourcing local businesses (past case companies have included: Microsoft, Amazon and Seattle City Light) and creating forward-looking cases on current issues the company is tackling. This approach of what should a company DO, not what they should have done creates urgency for the issue and maximizing the impact the students can make. Stay tuned to see student ideas take flight in other businesses.

CEOs and investment bankers give a rare glimpse into the IPO and M&A process

This event was hosted by Neal Dempsey, the Foster School’s visiting 2013-2014 Edward V. Fritzky Chair in Leadership.

You’ve probably seen the headline; “Major company goes public.” Perhaps you’ve even heard the breathless analysis that follows when said company’s stock prices decrease. What you’re probably less likely to hear or read in the news are the debates between CEOs and investment bankers, the strategy CEOs use to discuss going public with their employees, and how bankers negotiate stock price. These are the exact conversations current Fritzky Chair Neal Dempsey had in mind when he invited Vice Chair of JP Morgan Chase Cristina Morgan, former Eloqua CEO Joe Payne, Guidewire CEO Marcus Ryu and Head of Capital Markets at JP Morgan Chase Mike Millman to participate in a panel discussion on the IPO and M&A process. Moderated by Foster Professor Jennifer Koski, the panelists gave what is probably the most inside view possible of going public. Below are a few of the questions they tackled:

How do companies decide they’re ready to go public?
All of the panelists agreed that there are several things you must take in to consideration before making a final decision. For Ryu, it is asking one’s self, “Why do you want to go public?” Payne agreed, adding “Going public as a sole goal is an empty goal.” When preparing to take Eloqua public, Payne said that he and his colleagues spent a lot of time thinking about their customers and how they would feel about the move. Speaking from the investment bank perspective, Morgan argued that “the worst thing you can do is take a company public before they’re ready.” Furthering this point, Millman said that companies must consider three points before they go public; 1) Currency 2) Branding and 3) Capitol.

How do you maintain enthusiasm among your employees during the IPO process?
Ryu believes it is important for companies to operate with a long-term outlook. Since the stock market isn’t exactly the most steadfast entity, he came up with a two-pronged strategy for communicating with his employees about the IPO process: 1) Talk down the IPO and 2) Get everyone to understand the fickleness of the stock market. Having survived the dot com bubble of the 90s, when CEOs gained —and lost— millions of dollars in a matter of months, Payne had a similar revelation. “The issue of stock prices and IPO is only as important as you make it,” he stated in agreement with Ryu.  In fact, Payne and Ryu said that they both designated a few minutes during staff meetings to answer questions about the IPO.

What is the biggest source of contention when going public?
When discussing the relationship between investment bankers and entrepreneurs, Morgan said “We’re [the investment bankers] representing the buyers as well as the sellers” and that all involved parties act as each other’s “checks and balances.”  Adding, “[There’s a] natural suspicion that the investment bank is slightly more in league with the other side than with the company.” Simply put, bankers are predisposed to believe that the company is trying to get the stock prices higher while the company believes investment bankers are trying to get the price lower.
For Millman, there are three sources of contention:

1)      Evaluation- It’s difficult to educate the company’s board on the IPO.

2)      Employee selling- It can be very confusing for employees to know when and if they should sell.

3)      Fees- Banks will argue with each other on the best way to “divide the pie.”

Speaking to Morgan’s “natural suspicion” comment, Ryu admitted that he was initially skeptical of investment bankers. However, having gone through the IPO process, he now understands the importance of the work they do. Looking to Millman, whom he worked with when Guidewire went public, Ryu stated “I can say emphatically that the fee is well-earned.”

Watch the discussion in its entirety below:

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The 2014 UW EIC challenges student innovators to think like entrepreneurs

The U.S. Department of Energy recently held its fifth Advanced Research Projects Agency-Energy  (ARPA-E) Innovation Summit—an annual event that brings together academics, entrepreneurs, innovators, and thought-leaders to discuss our most pressing energy issues, the technologies being developed to address them, and the market potential of innovative energy technologies.

A central message of the three-day summit was the importance of entrepreneurship. Keynote speakers like U.S. Secretary of Energy Ernest Moniz and Pulitzer Prize-winning author Thomas Friedman stressed the importance of commercializing new technologies. Their message was clear: it’s one thing to develop a breakthrough technology. It’s another thing to turn that brilliant technology into something commercially viable. If you want to advance energy innovation and solve our energy crises, you have to think and act like an entrepreneur.

Pure Blue Adam Greenberg
Pure Blue Technologies, UW EIC 2013

For the past five years, the UW Environmental Innovation Challenge (EIC) has been delivering that same message to innovative and entrepreneurial students from colleges and universities throughout the Pacific Northwest. Each year, interdisciplinary student teams are challenged to define an environmental problem, develop a solution, produce a prototype, and create a business summary that demonstrates market potential. The quarter-long process culminates in a large, DemoDay-like event where a select group of teams pitch to a group of 150+ judges—investors, entrepreneurs, policy-makers, and experts from across sectors. The top teams are awarded up to $10,000 in prize money, and everyone comes away with valuable feedback and experience to help them realize the market potential of their innovations.

The 23 teams selected for this year’s UW EIC run the gamut of clean technology and environmental innovation: Loopool is addressing waste in the garment industry by creating a closed-loop supply chain that transforms reclaimed cotton garments and textiles into high quality, bio-based fiber; NOVA Solar Window combines the power-producing capabilities of a solar panel with the utility of a traditional window, providing renewable energy where traditional solar panels cannot. Korvata, in response to the harmful environmental effects of greenhouse gas emissions, has created a mixture of proprietary gasses to replace the use of nitrous oxide as a whipped cream propellant.

For the next month, these competitors, along with 20 others, will refine their prototypes, perform market analyses, hone their pitches, and prepare to prove that their innovation has the potential to succeed in the marketplace—and transform our world.

Follow the progress of the 2014 UW Environmental Innovation Challenge:

- Faculty perspectives, alumni happenings, student experiences, Seattle and Pacific Northwest community connections, and a taste of life around the Foster School.