37th STAR Board Policy Document 2015

POLICY DOCUMENT 2015 th XXXVII STAR BOARD

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Table of contents

greatness is not ‘‘ where we stand but in what direction

we are moving - Oliver Wendell Holmes

”

Our Strategy Map

4

The 37th STAR Board

6

Fundamentals: Value Drivers

8

Projects: Value Drivers

12

Active Members: Value Drivers

18

Members: Value Drivers

22

Extra: Value Driver

26

Preface

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Each year the STAR Board draws up a policy document. After an intensive week of brainstorming, decision-making and building towards our strategy, we came up with the strategy for 2015. The highlights of this strategy will be presented to you in this document. Our strategy session took place under the supervision of STAR alumni working for PwC, Bol. com and the Boston Consulting Group, which we are truly grateful for. Our strategy focuses on guiding our association a couple of steps closer to towards our mission: to enrich the life of RSM students.

THE STRATEGY HOUSE

Figure 1.1 Strategy Map As can be seen from the strategy map in this document, we identify many different value drivers that help contribute to four main focus areas of our association. By supporting students in their career choice (1) and their academic development (2), making sure they have fun (3) and in the meanwhile realize what they can contribute to society (4) we try to provide a total package which enriches the life of RSM students. The fundaments of our four pillars are the students who organize the various activities that underpin these pillars, our ‘Active Members’. They are of crucial importance to our association and therefore we try to offer the opportunity to LEARN. GROW. EXCEL during their time as an ‘Active Member’ at STAR. In total four layers support the four pillars of our strategy, namely: fundamentals (base layer), active members (1st layer), projects (2nd layer) and members (top layer). We will explain the content of these layers in the following chapters. Furthermore we would like to stress that our association is ran by and for students, we thus always welcome feedback regarding our approach, events and/ or strategy. Please feel free to contact any board member if you would like to discuss your own ideas.

On behalf of the XXXVIIth STAR Board, Robbert Brouwer, Chairman

TH

37 STAR BOARD

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Robbert Brouwer Eline de Wit Sander van Vliet Friso Roscam Abbing Marieke Struijk Laurie Robben Bart-Floris Lensink Jurriaan Houtman Nikki Bueno de Mesquita

Financial Control

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Current Situation Zero Budget Policy - STAR controls its budget per cost driver and the overall STAR budget meets STAR´s zero budget policy.

High (periodic) expenses - During the year, high (periodic) expenses are made on a regularly basis. These expenses concern the overhead expenses, as well as STAR general expenses.

Unpredicted Plan - Committees are advised to make an unpredicted plan well before their event. This aims to ensure that the unpredicted costs are well spent.

F

Desired Situation

How to achieve the Desired Situation

Zero Budget Policy - Costs drivers are up to date and our zero budget policy is maintained for the cost drivers and the overall STAR budget. No profit or loss is made.

High (periodic) expenses - All high (periodic) expenses done during the year are considered well and qualified as the best possible option.

Unpredicted Plan - Each committee has an unpredicted plan two weeks after the approval of the budget. The expenses in this unpredicted plan are in line with the goal of the project.

Zero Budget Policy - Each cost driver is monthly checked, after receiving a monthly update of every committee or MSC. High (periodic) expenses - High (periodic) expenses (N>6 per year, €>2.000 per year) are listed, revised and checked for their relevance twice a year. Possible alternatives are investigated and enhancements are set in place. This concerns also the overhead costs.

Unpredicted Plan - The existing budget template will be expanded with a template for an unpredicted plan.

Hereby committees are stimulated to think of their unpredicted plan in an earlier stage.

Measurement

Zero Budget Policy

KPI 1: In the desired situation max 5% of all cost drivers deviate from our zero budget policy with less or

more than 5% of their turnover (5% profit or loss).

KPI 2: In the desired situation the overall STAR budget deviate from our zero budget policy with less or

more than 1% of their turnover (1% profit or loss).

KPI 3: 90% of all committees or MSC’s send a monthly update of their budget High (periodic) expenses

KPI 1: High (periodic) expenses (N>6 or €>2.000) are checked twice a year.

KPI 2: High (periodic) expenses decrease overall with 2%.

Unpredicted Plan

KPI 1: 90% of the committees (51 committees) succeed in handing in the unpredicted plan two weeks after

approval of the budget.

Acquisition Strategy Current Situation The current acquisition level is satisfactory regarding the financial need for our current project portfolio. However, the portfolio is mainly focused on Dutch students with a background in Finance or Business Information Management.

In addition, STAR is highly dependent on a small amount of large partners and has only limited cooperation with SME’s. The pricing model of STAR products does not generate an incentive to buy more employer branding products.

Furthermore the cooperation with the MBA Student Association is limited, yet very successful as proven during the International Career Event during the STAR Management Week.

Desired Situation

How to achieve the Desired Situation

The collaboration with RSM and the MBA Students Association increases and events are organized together.

The product list of STAR is diversified and products are sold as package deals.

The disired situation can be achieved by diversifying our portfolio by attracting new business, with a focus on international companies and SME’s. Collaborate more with the MBA Student Association. The new ERP should have a strong focus on connecting SME’s to RSM students.

UNDAMENTALSS

Measurement

KPI 1: International students evaluate the help of STAR in their search for a job with a NPS of 20% KPI 2: 10% of our acquisition follows from the cooperation with RSM Career Services, RSM professors or the MBAdepartment KPI 3: 25% of our partners would like to get in contact with international students KPI 4: 50% of our A-priority companies’ foreign offices are using STAR to get in touch with international students.

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Branding Strategy

Improve usage of information systems (software)

Current Situation

Current Situation

STAR is mainly branded by the promotion of upcoming events, all using comparable promotional plans. After these promotional periods, the experiences during the event and stories after the event are barely promoted. Because of this, the success stories of our events do not get the deserved amount of attention. In addition, no specific branding campaigns for STAR as an association as a whole are executed.

STAR makes use of Salesforce for member administration and for its commercial contacts. Google analytics is used as a tool to evaluate customer views and click rates. Additionally, max.rsmstar.nl is used to provide our active members with general information about doing a committee. Lastly, Magento is used to sell products (summaries, books, trips, parties) to our clients.

Desired Situation

How to achieve the Desired Situation

In the desired situation, the experiences of the events will be exposed. During the event, this can be done by posting pictures, videos and stories online. After the events, also pictures, videos and stories will be spread.

This makes the audience enthusiastic about the projects and a pull effect will be created: less promotion for activities (spam) will be needed in the first place to recruit participants. A more personal feel with the activities of STAR will be created.

People will feel also connected with STAR personally, due to campaigns focused on STAR and its members.

In this way, people feel connected to the brand and can identify theirselves with STAR, which inspires them to join (events of) the association. This can be evaluated by checking the motivation of new members to join STAR.

During each event, the marketeer of the committee will post pictures on Instagram, to show the best moments of the event. Also, tweets will be posted. After each event, at least 1 group picture or impression picture will be posted on Facebook. A blog of a participant will be posted on our website.

Measurement

How to achieve the Desired Situation

Students are stimulated through all our internet channels to purchase one of our products or to feel connected and informed by these channels. Active members make efficient use of all our software programs to step up their game and produce a better end result. STAR profits from the efficient data usage to serve its members better.

Magento: • Products are in on the right spot in the webshop

(place, time, €€) • Errors Magento are checked weekly through our

checklist • The design of the webshop makes it easy for stu

dents to find the right products • Increase the usability of the webshop Salesforce: • Take over separate tools (Campaign monitor) and

integrate new tools: Docusign, Social Media Man

agement • Optimize connection Magento • Make sure that all the data that is in Salesforce is

clean and up to date • Implement Salesforce broader into the association

(committees), explain Salesforce along with its

added value and explain how to document into Salesforce • Erase minor flaws out of the system Google Analytics: • Google analytics is efficiently equipped so that we

can optimally furnish our website and webshop

The STAR campaign will take place in September. During the campaign, STAR must be visible throughout the campus (and Rotterdam): through printed and online material, STAR will be visible all over campus, with messages of current enthusiastic members of STAR. A video will be made to show the background of our members and their experiences within STAR. Also, their quotes (based on experiences) will be used for printed materials. Each month, a member will write something about their experience with STAR. These can be used online, to give STAR a face towards the audience. This will create a more open image.

KPI 1: At least 20 committees post their experiences online during an event (Instagram) KPI 2: Words related to fun, openness and cohesion will be mentioned by at least 15% of the respondents when asking for words associated with STAR. KPI 3: There will be at least one STAR campaign focused on the association in general during the academic year 2015-2016 KPI 4: 30% of the respondents mentions to be aware of the experiences of participants of the events

Improve usage of information systems (hardware) Current Situation STAR has computers, phones and printers on T4 as well as on T5, Active Members can make use of these facilities.

Furthermore, active members can access their folders from home or via the FTP server. In addition to that, Active Members can log in to the STAR computers with their personalized codes. Active Members can work on T4 and T5 and can make use of the meeting room in T5.

Desired Situation

How to achieve the Desired Situation

Students can work efficiently and easy from anywhere, it should not matter if this is at home or at university. The necessary information is easy to find and reachable from every location. Members have the opportunity to make use of all our facilities and the board has an overview of who is using them. Furthermore, the STAR office should be equipped so that members can optimally profit from the space.

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Make sure that all hardware is functioning as ex pected by checking it regularly, with a checklist.

Purchase equipment necessary according to our active members Arrange the office so that active members can make use of flexible workplaces as well as the com puters of STAR. Create more meeting rooms for the committees to meet Centralized committee data

Measurement KPI KPI KPI KPI KPI

Desired Situation

1: Committees rated the facilities and office with a NPS of 20 2: When a committee is active their data should be updated at least once a week 3: By July 2015, a solution for the server should be found 4: By December 2015, there should be one central spot to save committee data 5: By July 2015, a plan for the reorganization of the office space is made

Measurement KPI KPI KPI KPI

1: Mailingtool and Docusign are incorporated into Salesforce by July 2015 2: All information of Magento is in Salesforce 3: At least 15 committees make use of Salesforce 4: A Google analytics specialist is contacted and plans for making use of Google analytics are made

Pricing Strategy

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Current Situation Membership - Students are member of STAR for their entire study phase. This is a fixed price: €40 for bachelor, €25 for pre-master, €14 for master, €7 for exchange and €7 for master upgrade. Most students become a member of STAR because of the discount on our study books (83%).

Activities and Trips - For almost every activity or trip there is a price difference between STAR and non-STAR members. The participation fees for the bachelor study trips are bound to a maximum of 750 euros per person for the past years.

P

ROJECTS

Desired Situation

How to achieve the Desired Situation

Membership - The price structure is set in such a way that it is attractive at every moment to become a member, with a focus on the beginning of the year. Becoming a member of STAR results in enough discounts/benefits whereby it is beneficial for every RSM student to become a STAR member, so the value of the membership is higher than the price. Besides, this value is clearly perceived by our members.

Activities and Trips - It is clear for which activities there is a price difference (available for STAR and non-STAR members) and for which activities there is not (available for only STAR members). In addition, the price/quality ratio of the activities and trips is valued as good by the RSM students, which results in enough applications.

Membership To achieve the desired situation regarding the price structure it is needed to investigate different options and choose the preferred option, e.g.: • Fixed membership price for entire study phase

(current situation) • Fixed membership price per year • Decreasing membership price per year • Discount during the first two weeks (e.g. Eu

rekaweek) Besides, the value of the membership

will be evaluated critically. The value of the mem

bership should be communicated in an unambigu

ous way. Collaboration with the value drivers ‘Stu

dent Journey’ and ‘Branding Strategy’ is needed.

Activities and Trips To achieve the desires situation a distinction is needed between activities that: • Are open for everyone. There is a price difference

for STAR and non-STAR members • Are open for RSM students only. A STAR member

ship is mandatory. Also the current price of the

bachelor study trips will be critically reviewed.

Measurement

Membership KPI 1: Research on the membership model is done and documentation is available per 01 June 2015 KPI 2: The value of the membership is obvious insightful for every RSM student KPI 3: The amount of sold memberships at 15-16 H1, compared to 14-15 H1, increased with 25% for bachelor, 50% for exchange, 25% for premaster, 10% for MSC and 10% for MSC-upgrades.

Activities and Trips KPI 1: The distinction between activities and trips is made per 01 June 2015 KPI 2: The price/quality ratio of the activities and trips is valued as good by the RSM students KPI 3: All social activities/trips with a selection process will have around 20% more applications than spots available, to cover unexpected cancellations.

Portfolio Management

SMW Processes

Current Situation

Current Situation

The current set of projects is divided by the following pillars: social, career, academic and community. Regarding the committees, those are divided by these pillars as well, including functional teams, consultancy and publishing. These pillars are visible on the STAR website and a distinction is made in the portfolio research. From the experiences of committee and board members, evaluation forms and the NPS scores from the portfolio research, projects and events are evaluated and adapted. Study Trips, and events itself have a high NPS and STAR as a whole a low NPS. Besides the portfolio research, information on our portfolio is gathered from our active members and the semi-annual policy dinners.

Desired Situation

How to achieve the Desired Situation

Evaluation - Social events are critically evaluated after their occurrence by using a tracking document. Here, goals are set in advance in terms of, for example, attendance. They are evaluated based on these goals and other weighted criteria such as variety in attending students, NPS, varying venues, presence on Facebook, etc.

This way, we can keep track of which events were successful and for what reason and use this information in the organization of future events and long-term strategy. Other projects are evaluated based on their NPS score and experience from both board, committee, and participants. Information like acquisition and number of applications should also be taken into account. We can also indicate why students seem to like our projects, but the association they have with STAR is not as good. The overall desired situation is that there are set criteria and moments when projects are evaluated, and it is easy to plan for these moments as well as look back on choices that were made.

Overview - We have a clear overview of what events are organized and for what group of students exactly.

At least twice per year, this will be evaluated. During the formation of the new policy in November-December, so also right before the recruitment period in January, and before the recruitment periods of September. Besides the Board, students are also aware of the aspects of their student life that STAR covers. They are aware that STAR adds extra value to their time in Rotterdam through the different pillars. This adds to the Student Journey value driver.

Research - We know more specifically how projects are rated and why. We know what the points of improvement are, not just their score. In addition, we have a rating system in place in which we can decide when a project / event is successful on different dimensions.

Gather information and evaluations about our projects via portfolio research, policy dinners, follow up of participants after events, and committee evaluations. A framework needs to be developed that structures the information flow and allows for a rapid evaluation and improvements if necessary. A tracking system can be created for social events, where there are set dimensions on which a party or social activity is rated and the success is objectively identified.

Measurement KPI 1: 60% of the students link the projects of STAR to the correct pillar in the portfolio research of 2016 KPI 2: Tracking system in place before the 38th Board starts KPI 3: Framework for the usage of the different resources in place before the 38th Board starts

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Students apply for the SMW using three different websites. A lot of manual labor is involved in the current processes.

Personal schedules are created by an external person, in combination with information supplied by the committee. All the CV’s are anonymized by the committee. Everyone who has a main ticket is able to apply for all the activities of the event.

Desired Situation

How to achieve the Desired Situation

Both CV anonymization and personal schedule crea- • Adapt the website. Integrate a tool that allows stution are automatically generated. There is one website dents to upload their CV on the SMW website and in which the entire application process is hosted, in an automatically anonymizes it. easily accessible way. Negligible error margin due to de- • Integrate an existing tool (ERD) that automatically crecrease in manual labor in IT processes. ates personalized schedules for all applicants.

Measurement KPI KPI KPI KPI

1: 90% of the applicants are selected for activities that they qualify for.

2: SMW 2015 uses a system that automatically generates personalized schedules for students 3: SMW 2015 uses a system that automatically anonymizes CV’s 4: Manual labor hours from the committee with regards to IT decrease by 50% in the last 3 weeks of the event.

Erasmus Recruitment Service Current Situation STAR offers students various channels to get in touch with companies for recruitment, namely, the Erasmus Recruitment Days, the career site and through mailings and Facebook posts.

Desired Situation

How to achieve the Desired Situation

• The ERD makes use of a user friendly website,

which reflects the professionalism that the ERD

retains. Thereby it is of utter importance that

companies and students have access to all the i

information necessary easily to increase their

user experience.

• Combined with the previous, the Erasmus Re

cruitment Platform should become the main por tal for job / intern

ship seekers. This again should be very

user friendly and ease to seek through.

Setting up the Erasmus Recruitment Service, consisting out of the Erasmus Recruitment Days and the Erasmus Recruitment Platform where EUR students can fulfill all their needs concerning recruitment. ERD for the physical event and the Erasmus Recruitment Platform for the online recruitment.

Measurement KPI 1: At least 20% of the students of the RSM and ESE are approached and familiar with the concept of the ERP by the end of 2015 KPI 2: By the end of 2015 there will be at least 15 multinationals on the platform along with 3 SME’s KPI 3: The system will tackle the issues identified in the ERD survey of 2014 and 2015 by the end of 2015 KPI 4: By the change of boards, the platform should be finished according to its definition of done defined in the first phase of building

Erasmus Consultancy Project

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Current Situation The ECP committee works fulltime on the project, besides their committee duties they also work as consultants during the acquisition phase. The consultants work different hours, ranging from 12 to 20 in the acquisition phase. Starting in October, the consultants work on finding out more information about Malaysia and interesting sectors. Together, they call thousands of companies during the acquisition phase in order to get a minimum of 4 contracts. After three months, there is a go/no go moment in which they have to get the minimum of 4 contracts. They then still have one month to get additional contracts before they start with the research phase. The project is assisted by two professors, which spent time evaluating the proposals, supporting in contract negotiation, doing research, support during the trip, and for writing the final report.

Desired Situation

How to achieve the Desired Situation

A situation in which the amount of time put into the project from the committee and consultants results in a predictable amount of contracts. A project in which the professors offer academic support in a way that helps the quality of the proposals and reports but does not slow down the lead funnel in any significant way.

Define the possibilities of how other associations organize their research projects. Identify the problems in the lead funnel and efficiencies in general, as well as the quality of proposals. In addition, look at factors that might also have an indirect influence on our success. For example, our website, presence on social media, etc.

Involving all stakeholders in this process is essential to make sure that we can improve the ECP processes is essential. The identified stakeholders are: the RSM, STAR in general, ECP RvA, Supervisory Board, ECP committee, ECP consultants, previous project managers and committee.

Measurement KPI 1: Identify new plan for collaboration STAR, RSM, and professors before ECP 2015 leaves to KL. KPI 2: Input from other Study Associations, and other stakeholders, managed in a clear document.

KPI 3: Plan of action before the new ECP committee starts.

‘‘

The essence of

strategy is what not to do

- Michael Porter

�

Active Members Development

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Current Situation All Active members receive an Effective Meeting Skills training. In addition, Active members receive trainings that fit with their function. We offer a Leadership training for all chairmen, call trainings for commercials and InDesign trainings for marketers. Next to that, Active members fill out Personal Development Plans in which they state what they want to learn during their year as an active member.

Desired Situation

How to achieve the Desired Situation

All active members follow a personal learning program A personal learning program will be developed which conto contribute to their personal development and learning sist of the Personal Development Plan, a meeting about experience at STAR. the Personal Development Plan, tip-top sessions and evaluation session with the committee. This program will run throughout the whole year. STAR will support the Active members with their personal learning goals. At the end, there will be an evaluation. The Personal Development Plan will be a clear route, so that Active members know exactly what is consists of.

Measurement

A

CTIVE MEMBERS

KPI KPI KPI

KPI KPI

1: Active members rate the contribution of STAR to their personal development with an NPS of 40 or higher.

2: A personal development program will be developed and communicated clearly to students.

3: Every Active Member gets one meeting to set their personal learning goals within one month after their announce ment with the HR Manager.

4: Every committee has tip-top sessions, once every six weeks.

5: Every committee has two evaluation meetings, one during the year and one at the end of the year, to monitor the contribution of STAR to their personal learning experience.

Active Members Fun Current Situation STAR spends a large amount of money on their Active members (â‚Ź50.000), for example on: Active members Weekend (2x), Active members Day, Christmas Gala, Sports Tournament, Dinner with the Board, Theme Nights at Divoza (4x), Active members BBQ and the Active members photo shoot.

Desired Situation

How to achieve the Desired Situation

Active members fully appreciate the social events and other investments of STAR. A new portfolio of Active Member events and other investments has been developed which meets the demands of the Active members.

This portfolio will have a balance between quantity and quality of the events we organize for Active members.

The true needs and wants of Active members will be mapped. Our current portfolio of Active members activities will be adjusted to the needs and demands of our Active members. This portfolio will have a balance between the quality and quantity of these events and investments. Until September 2015, the Activity Teams will be used as a pilot to create a new portfolio.

Measurement KPI

KPI KPI KPI

1: The needs and demands of Active members regarding Active members benefits is mapped before the end of academ ic year 2014-2015.

2: A new portfolio of Active members events is created before the start of academic year 2015-2016.

3: A critical analysis regarding the investments in Active members is made before the end of academic year 2014-2015.

4: Active members rate the social part of STAR with an NPS of 50 or higher.

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Knowledge Transfer

MSC’s

Current Situation

Current Situation

This value driver focuses on three areas of knowledge transfer, namely: 1.

From the previous committees to the new committees; 2.

From the previous board to the new board; 3.

The STAR server.

At the moment there are 11 MSCs at STAR, namely: Entrepreneurship, BIM , FM, GBSM, HRM, Marketing, Management, Innovation, Strategy, Supply Chain Management and OCC. There are big differences between the amount and type students among the MSCs.

Regarding the committee knowledge transfer, this is mostly done through the Board project manager. In addition, there are white books from previous committees, but the quality is piteous. For board members it is even more difficult to transfer the knowledge, because of the enormous amount of knowledge that the previous board gained during the year. Currently this is done through a two months overlap between the two boards.

Desired Situation

How to achieve the Desired Situation

Every committee creates its own white book, which meets certain requirements. White books should be both committee and function specific. Regarding the new board members, they should be able to start immediately working on high level, strategic projects, instead of reinventing the operational processes. By all means, creating a learning experience is at the core of our organizational values, but learning and getting the project to a higher level (quality increase) is preferred above reinventing and thriving for the same result.

All data is stored on the STAR server and no documents are lost in the transfer to the new committee. Committees also meet with the predeceasing committee to evaluate their year in terms of events.

Providing committees with a white book-template, in which they are generally guided through the process of writing a white book. Furthermore, the project manager should periodically check the status of the documents – by continuously improving the white book, quality is maintained and there should be a mandatory meeting between the previous and new committee.

During the two months overlap between the boards there should be an intensive cooperation between the board members and their successors.

Creating an environment in which it is an organic process of storing your documents on the STAR server, and maintaining a place where all data is stored.

Measurement KPI 1: By the switch of committees in September, all committees and members of the board have created a white

book that reduces the focus on reinvention.

KPI 2: 80% Of active members define the transfer of knowledge from the previous committee to them with a 7 or higher.

KPI 3: An NPS of 78% for the transfer from the old to the new board.

KPI 4: By the end of the academic year 2014-2015 there should be a solution regarding the server.

Policy Engagement Current Situation The STAR policy document is publicly available on the STAR website. During the semi-annual General Assembly of Members the policy is presented and explained.

Desired Situation

How to achieve the Desired Situation

In the desired situation we see the following aspects: • The active members are actively involved with

STAR’s policy, e.g.: ‘crowd source’ the STAR Pol icy.

• There are multiple moments during the year for

Active members to give their input.

• The Active members of STAR are familiar with

the strategy house. .

We will need to take the following steps to reach the desired situation: • Organize a policy dinner two times a year: right

before the Policy Week and after the GAM. • During functional cycles, Board members always

discuss the STAR Policy.

• Every committee fills in a questionnaire regarding

the Policy Week to give their input.

• Have the hard copy STAR Policy documents and a

poster with the strategy house present in the of

fice.

Measurement

KPI 1: 60% of our active members have the feeling that they contributed to the STAR Policy.

KPI 2: 70% of our active members is familiar with the STAR Policy.

KPI 3: 80% of the committees fills in a question form regarding the STAR Policy.

Desired Situation

How to achieve the Desired Situation

It is feasible for smaller MSCs to attract companies and earn money by doing this. Via this way they will be able to organize better events and STAR can be more attractive to MSc students at RSM. The activities portfolio of all the MSCs consists of a perfect balance between recruitment, social and academic events. At least 1 recruitment event per two months, 1 social event per academic block, and three academic events during the academic year.

To make smaller MSCs more attractive to companies cooperation between those MSCs should be fostered. This makes it more interesting and easy for companies to meet a specific type of students and will result in more income for the smaller MSCs. To create a better activities portfolio there should be a better transition between successive MSCs to minimize knowledge transfer loss and fasten the start-up period (October and November).

Both of these improvements will improve the market position of the MSCs as students can get more and better organized events.

Measurement KPI KPI KPI KPI

1: Evaluate market positions of MSCs. 2: At least two events are contracted for next year’s MSCs. 3: Improve transition period for MSCs and their successors with guidelines.

4: Create new ways of cooperation between MSCs.

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Student Journey Current Situation

STAR offers many freestanding activities for their members (passive- and active members). These activities can be divided into our four different pillars, namely; Academic, Social, Career and Society.

Desired Situation

How to achieve the Desired Situation

In the desired situation there is a clear route of activities • and services that STAR has to offer to all RSM students.

Moreover, students feel supported by STAR during their • whole studies.

Segment our students in three groups (First year, Second year and Third & up) Map clearly for each year layer what STAR offers in terms of our four pillars

Measurement First year KPI 1: First year students rate the academic added value of STAR with an NPS of at least 10.

KPI 2: First year students rate the career added value of STAR with an NPS of at least 5.

KPI 3: First year students rate the fun added value of STAR with an NPS of at least 20.

KPI 4: First year students rate the society added value of STAR with an NPS of at least 5.

M

EMBERS

Second year KPI 1: Second year students rate the academic added value of STAR with an NPS of at least 15.

KPI 2: Second year students rate the career added value of STAR with an NPS of at least 15.

KPI 3: Second year students rate the fun added value of STAR with an NPS of at least 10.

KPI 4: Second year students rate the society added value of STAR with an NPS of at least 5.

Third year and up KPI 1: Third year and up students rate the academic added value of STAR with an NPS of at least 15.

KPI 2: Third year and up students rate the career added value of STAR with an NPS of at least 20.

KPI 3: Third year and up students rate the fun added value of STAR with an NPS of at least 10.

KPI 4: Third year and up students rate the society added value of STAR with an NPS of at least 5.

STAR Sport Current Situation STAR contributes to many parts of student life. However, there is little support in sports activities for the STAR members, even though sports play a big part in the life of most students. As so, the mission ‘to enrich the life of RSM

Desired Situation

How to achieve the Desired Situation

STAR gives RSM students the opportunity to participate in sports activities together with other STAR members. Besides that, several STAR sports teams exist. With this, the community and cohesion within STAR will be developed. A STAR Sports Team (Committee) organize the cooperation with sports organizations and associations. Besides that, the sports team looks for charity opportunities and organizes supporters activities for fellow students.

A STAR Sports Team will be recruited in January. This team will make sure all upcoming activities are monitored. After that, the committee will look for opportunities to facilitate participation via STAR. Also, this committee will make sure several activities are organized for charity. Contacts should be made with sports associations to create STAR teams. Cohesion will be generated by facilitating supporters to watch a team match or activity together. Examples are: Excelsior Student Cup, Ringvaart, Marathon, Wednesday Night Skate, and Erasmus Sport Tournaments.

Measurement KPI KPI KPI KPI

1: Participating in at least 3 events in the academic year 2014-2015 and 5 events in 2015-2016.

2: At least 1 STAR sports team (team sport) (academic year 2015-2016) 3: At least 1 event must contribute to society (charity) 4: A wide range of supporters must be generated by promoting on social media and mouth-to-mouth.

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Improve member employability

Study Materials

Current Situation

Current Situation

STAR facilitates skill trainings for her active members via Personal Development Plans and for her passive members via the Skillsweek(s). However, the majority of STAR’s members is not reached via these two ways. Furthermore, STAR provides little guidance for her students on how to find the right employer and they are not taught a lot of practical skills.

STAR offers books with reduced prices in comparison with Study Store; STAR has a pilot with AthenaStudies until July 2015 for offering summaries and exam trainings via the STAR webshop written and hosted by AthenaStudies.

Desired Situation

How to achieve the Desired Situation

In collaboration with RSM we facilitate trainings for the majority of our members. During these trainings our members will be taught practical skills which will make them more employable when they have finished their degree. Even more, we will demonstrate our members in a practical matter what their future work will look like.

What exactly does a risk manager, strategic consultant, financial analyst or big data expert on a day-to-day basis?

We would also like to facilitate our international members with an event exclusively for them. During this event we invite international alumni to discuss tips and tricks on how to find a job in the Netherlands.

The volume of trainings that are provided by STAR has to increase. This should be done in collaboration with RSM and should partially be integrated in the curriculum. Next to our A-priority companies and other known partners, more companies should be addressed for trainings specifically.

Desired Situation

How to achieve the Desired Situation

Students buy their study support materials at STAR and • see STAR as a study supportive organization.

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Offer the cheapest summaries on campus.

Support master students with their studies by of fering thesis trainings, summaries etc.

More support and guidance for Bachelor students with summaries, exam trainings and information sessions about their curricular possibilities (e.g. ex change and internships).

Measurement KPI KPI KPI KPI

Measurement KPI 1: STAR facilitates 600 trainings spots per academic year.

KPI 2: At least 50% of the trainings are open to internationals.

KPI 3: Members evaluate the trainings provided by STAR with a NPS of 30.

STAR College

1: An NPS score of 20 regarding the academic added value of STAR. 2: At least 500 summaries are sold per trimester.

3: At least 150 students have participated in an exam training/crash course.

4: At least 1 information session is planned before the end of 2015 about curricular possibilities for students.

Booksale Quality Current Situation The STAR book sale is ranked second with regard to recognition in the portfolio research (2014) conducted.

STAR offers books during the first three weeks of the three Bachelor trimesters and during the beginning of every five MSc blocks. More than half of the books are sold to first year students.

Current Situation Guest speakers for lectures are arranged through RSM. The Case Society is in its first year and is still looking for a direction and long term plan. Student Representation (SR) is the mediator between students and professors when it comes to academic support.

Desired Situation

Desired Situation

How to achieve the Desired Situation

STAR and RSM collaborate to improve the educational quality for BA and IBA students. The Case Society is a popular honors program in which an active group of high potentials get the opportunity to learn about case solving and represent RSM in international competitions. STAR provides guest speakers for lectures and is known as an association that puts in effort to guarantee a high quality of education at RSM.

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Measurement

Create a long term plan for the Case Society that emphasizes the added value of another honors program next to the existing ones. Closely discuss and cooperate with people involved from RSM. Talk to RSM and corporate partners about the pos sibility of facilitating guest speakers for lectures.

Research on possibilities to cooperate with SR to provide support for academic feedback.

Measurement KPI 1: Case Society is an acknowledged honors program in the curriculum of 2016/2017 for both BA and IBA. KPI 2: STAR provides 2 guest speakers every trimester for lectures of both BA and IBA, starting in the first trimes

ter of 2015/2016.

KPI 3: STAR is known as the association that warrants the quality of academics. This is shown by an NPS of 20 on

this matter.

How to achieve the Desired Situation

Students are satisfied with the booksale at STAR which Offer possibilities for students that better match their exresults in students buying their books at STAR. pectations and needs to ensure the relevance of the STAR booksale.

KPI 1: The NPS score of the STAR book sale increases with 5 during the academic year 2014-2015.

KPI 2: There is a plan that includes student’s desires, better offered service, home delivery and online selling for the STAR booksale after the contract with Study Store ends in the summer of 2016.

Internationals

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Current Situation At RSM, half of the IBA students are international students which accounts for a group of around 250 students. STAR communicates mainly in English, the only exception are advertisements or events that are targeted only at Dutch students. There are few Internationals in part time committees and none in full time positions. At recruitment activities, the choices for Dutch speaking students are far more extensive than those for international students.

E

XTRA

Desired Situation

How to achieve the Desired Situation

International students feel involved with STAR and feel like they have equal opportunities compared to Dutch students. Internationals are more represented in committees, provided that they have the same (or higher) amount of commitment.

If it would be the case that an event or committee is only accessible for Dutch students, this is clearly communicated.

We have a diverse partner portfolio with companies interesting for internationals, which are also interested in international students.

Research our ways of marketing to internationals, in the Student Journey target them specifically. Also, look into collaborating with organizations who do appeal to internationals, such as ESN. • Add more international companies to our partner portfolio; • Recruit international students for full time pos itions; • More cooperation with organizations like ESN.

Measurement KPI 1: At least three activities for first year international students for the academic year 2015-2016 KPI 2: At least two activities in the academic year 2015-2016 are targeted specifically at internationals (all years) KPI 3: International students rate STAR overall with at least a 6.8 in the portfolio research of 2015 KPI 4: International students rate STAR overall with at least a 7 in the portfolio research of 2016 KPI 5: More than 90% of our activities are evenly accessible for both Dutch and international students (taking into

account all ERD, SMW, and other committee activities separately)

International aspect per Strategy Layer Fundamentals - In the fundamental acquisition and branding strategy, the international group should be taken into account separately. Identifying their needs, and also identifying to what kind of marketing they respond to. More specifically, broaden portfolio with companies meeting the needs of international students and target internationals specifically and clearly communicate accessibility for them.

Projects - Specify what events target the needs of international students and where STAR could do more. In addition, looking into the needs of this group of students.

Active members - Investigate opportunities for internationals to apply more for part time and full time committees.

Taking into account their level of commitment and the ease of knowledge transfer (e.g. commercial function). In addition, check if STAR could arrange special trainings for international active members.

Member - Find ways to identify where STAR could enrich the life of international RSM students. See on what pillars STAR can add more, such as study materials and second hand books.