RSM STAR Policy 2024

YOUR GROWTH IS OUR STRATEGY STAR POLICY 2024 XLVIth STAR Board

PREFACE Dear Reader,

We proudly present you the 2024 STAR Policy. This document has been the result of weeks of collecting feedback from both Active as well as Passive Members and critically evaluating everything we do. All projects mentioned in this document are designed to

the life of RSM

.

We would like to thank STAR alumni that have helped us draft this document,

as well as all students that have provided us with valuable feedback. Since STAR is run by students, for students we continue to welcome feedback during the implementation of this policy. Please feel free to contact us via info@rsmstar.nl.

On behalf of the XLVIth STAR Board,

Bastiaan van der Kolk

f.l.t.r.: Bastiaan van der Kolk (Chairman), Jeanne Balvers (Project Manager Master), Rosalie Duijndam (Secretary), Timo Zandvliet (Commercial Relations Manager), Ruben Talen (Treasurer), Max Zijlstra (Project Manager Career), Marijn Douma (Project Manager Bachelor), Caroline Debets (Brand Manager), Lars Klijn (Information Processes Manager)

Chairman STAR Board 2023-2024 2

EXECUTIVE SUMMARY STAR is acting in a rapidly changing environment. The needs of students and other stakeholders shift from year to year. By critically assessing these demands and listening to direct feedback of both Active as well as Passive Members, a policy for 2024 has been composed. Every new project or enabler contributes to

mission

enrich RSM student

and

contributes to our three key ambitions for 2025: Be the association for RSM, lead in innovation, and win with partners.

In 2024,

1.

policy consists of six initiatives, focusing on the following areas:

Expanding consulting-related offerings by leveraging the Case Club strengths and perceived value

2. Improving STAR's marketing strategy by clarifying the value of our 3 pillars and refreshing our brand 3. Strengthening the cohesion and dedication within the Active Member (AM) Community 4. Enhancing STAR's social image by providing a recurring portfolio of diverse events each year 5. Enhancing the accessibility of relevant information for STAR members through a unified information platform 6. Increasing career value for Master Students by organizing cross MSC events for popular topics

3

CONTENTS WHAT THIS DOCUMENT COMPRISES

FOR WHOM IT IS INTENDED

Our 2025 ambitions

Page 5

Supervisory Board, Verification Committee, Public

STAR’s Strategic House

Page 6

Supervisory Board, Verification Committee, Public

Value Drivers 2024

Page 14

Supervisory Board, Verification Committee, Public

Elaboration on Value Drivers 2024

Page 15-16

Supervisory Board, Verification Committee, Public

OUR AMBITION FOR THE NEXT TWO YEARS TO ENRICH RSM STUDENT LIFE

By being the RSM association for everyone

By leading from the front with persistent innovation

By partnering with our ecosystem to better serve

Foster an inclusive STAR community by striking a balance reflective of RSM's diverse student body

Push on innovation, making STAR future proof in all we do

Push on cooperation with other stakeholders incl. other associations to better serve our students

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BY FOCUSING ON SIX CORE COMPETENCIES WE WILL ACCOMPLISH THESE AMBITIONS

TO ENRICH RSM STUDENT LIFE

CAREER START SUPPORT

DEVELOPMENT & ACADEMIC SUPPORT

SOCIAL INTERACTION

DIVERSITY & INCLUSION SOCIETAL IMPACT & SUSTAINABILITY ACTIVE MEMBERS AND THEIR PERSONAL & PROFESSIONAL DEVELOPMENT

6

CAREER START SUPPORT Be the main connector between RSM students and their future employees by supporting RSM students in figuring out for which industry / company they would like to work for by offering e.g., recruitment events, orientation cycles.

In addition, offer trainings to RSM students related to job searching e.g., LinkedIn training, CV training.

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DEVELOPMENT & ACADEMIC SUPPORT Support RSM students in enhancing their hard and soft skills by offering trainings. In addition, be an access point for RSM students for all their academic related needs e.g.,

summaries, books, and academic training sessions.

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SOCIAL INTERACTION

The social pillar of STAR contains all the activities STAR organizes to enrich the social life of its members. We offer RSM students a way to connect with other RSM students by facilitating different activities to interact.

We organize events like after exam drinks, BBQs, Parties and many more! Members are always welcome to join our weekly drinks on Wednesday as well!

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DIVERSITY AND INCLUSION

Fostering a secure, considerate, and inclusive space where every student feels embraced and can express their authentic selves. We aim to achieve this by providing a diverse array of events that cater to the interests of all students.

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SOCIETAL IMPACT & SUSTAINABILITY Raise awareness among students about their potential impact on society and sustainability. This is achieved by incorporating

considerations

of

societal

impact

and

sustainability into our daily operations and the events we

host.

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ACTIVE MEMBERS PERSONAL & PROFESSIONAL DEVELOPMENT Offering all Active Members of STAR a place to develop themselves on a personal and professional level. We facilitate this development by personal guidance and by offering trainings. We encourage and ensure maximum development among our members.

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THE CORE COMPETENCIES WILL BE REALIZED THROUGH SIX VALUE DRIVERS TO ENRICH RSM STUDENT LIFE

CAREER START SUPPORT

DEVELOPMENT & ACADEMIC SUPPORT

SOCIAL INTERACTION

SOCIETAL IMPACT & SUSTAINABILITY

DIVERSITY & INCLUSION

ENABLER

PROJECTS

ACTIVE MEMBERS AND THEIR PERSONAL AND PROFESSIONAL DEVELOPMENT

1

Expanding consultingrelated offerings by leveraging the Case Club strengths and perceived value

3

2

Improving STAR's marketing strategy by clarifying the value of our 3 pillars and refreshing our brand

Strengthening the cohesion and dedication within the Active Member (AM) Community

5

Enhancing the accessibility of relevant information for STAR members through a unified information platform

4

6

Enhancing STAR's social image by providing a recurring portfolio of diverse events each year

Increasing career value for Master Students by organizing cross MSC events for popular topics

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THE OBJECTIVE OF EACH VALUE DRIVER IS TO REALIZE THE LONGTERM AMBITIONS (1/2)

VALUE DRIVER

CURRENT SITUATION

1

TARGET SITUATION To enhance the Case Club's impact, our main goals include

Expanding consulting-related offerings by leveraging the Case Club strengths and perceived value

The RSM STAR Case Club excels globally in undergraduate

attracting graduate students, elevating corporate events, and

case competitions but faces financial constraints, attributed to

reintroducing consultancy services. Revenue increase is a

a historical focus on undergraduates. As a top STAR flagship,

strategic tool to achieve objectives like expanding competition

the Case Club boosts RSM's global appeal.

participation. We aim to reduce the financial dependency on RSM and foster greater self-sustainability.

2

Improving STAR's marketing strategy by clarifying the value of our 3 pillars and refreshing our brand

3

Strengthening the cohesion and dedication within the Active Member (AM) Community

RSM students lack clarity on the value STAR provides in terms

To enhance our marketing strategy by truly understanding the

of Career, Academic, and Social aspects. The current

needs of RSM students. We plan to articulate a compelling

communication strategy fails to convey this effectively,

value proposition focused on the three pillars Career,

sometimes leading to a perception of STAR as unappealing

Academic, and Social. This clear and persuasive messaging will

and resulting in low engagement and interest from RSM

be communicated with a new marketing strategy and brand

students.

elements

To create a social strategy that focuses on strengthening our the AM community. This results in a trend of committees facing

Social Pillar, including a reward program for Active Members

challenges, including decreased operational quality,

and a strong onboarding program reflecting our values. This

decreasing amount of returning active members and reduced

will result in a stronger community feeling, which will increase

cohesion.

the cohesion and dedication among AM.

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THE OBJECTIVE OF EACH VALUE DRIVER IS TO REALIZE THE LONGTERM AMBITIONS (2/2)

VALUE DRIVER

CURRENT SITUATION

Enhancing STAR's social image by

prompting a rebuilding effort. In the post-Covid phase, there's

providing a recurring portfolio of diverse

recognition of the need to blend pre-Covid appeal with new

TARGET SITUATION

4

events each year

The Covid disruption unsettled community cohesion,

RSM student needs, focusing on organizing large-scale events to revive member excitement and unity.

To strengthen community bonds within STAR and enhance its social image to attract (new) members. This involves organizing diverse recurring events, increasing attendance, and researching student needs for social activities.

5

Enhancing the accessibility of relevant information for STAR members through a unified information platform

6

Increasing career value for Master Students by organizing cross MSC events for popular topics

STAR's active members face obstacles in obtaining essential

To enhance the student experience in STAR through the

information for their tasks, leading to unnecessary questions

implementation of the Unified Information Platform. With

directed at the Board. The absence of a clear platform results

features like a weekly schedule, push notifications, photo

in extra operational tasks, causing delays and demotivating

albums, in-app event tickets, discounts, and a committee

members from organizing additional events.

overview, fostering engagement and operational efficiency.

STAR faces heightened competition, resulting in decreased

To enhance STAR's career events for master students, we will

event participation and challenges in committee recruitment

explore cross-MSC opportunities, leverage STAR's network for

and motivation, leaving MSCs underfilled. Despite this, career

differentiation, and create new events based on student

events remain successful, especially among master's students.

preferences. Clear cooperation boundaries will be established,

Strategic adjustments are needed to address these issues and

and the PMM year planning will be adjusted for better

adapt to the competitive landscape.

alignment with Master programs.

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YOUR GROWTH IS OUR STRATEGY STAR POLICY 2024 XLVIth STAR Board

Contact Study Association RSM STAR Burgemeester Oudlaan 50, T04-53 (Mandeville) T: +31 (0)10 408 2037 M: info@rsmstar.nl