Issuu on Google+

2013 Lauder Global Alumni Weekend Final Report to Lauder Leadership


Contents


Executive summary......................................................................................................... 4 2013 Summary and lessons learned.................................................................... 6-15 Appendixes: 2013 in numbers.............................................................................. 16-37 • Attendance....................................................................................................................17 • Email marketing.......................................................................................................... 30 • Hotel............................................................................................................................. 36 • Lauder Lounge NYC..................................................................................................... 37 2013 event-specific information and best practices....................................38-51 • Weekend time and location........................................................................................ 39 • Website....................................................................................................................40-41 • Registration desk......................................................................................................... 42 • Class Dinners............................................................................................................... 43 • After-Dinner Dessert Reception.................................................................................. 44 • A Passion to Innovate............................................................................................ 45-46 • Fellow Fellows Networking.......................................................................................... 47 • Small Group Big Ideas Conversations on Innovation................................................ 48 • A Passion for New York City........................................................................................ 49 • Lauder Global Alumni Gala......................................................................................... 50 • Lauder Alumni Day in the Country.............................................................................. 51 • Lauder Dim Sum.......................................................................................................... 52 Financials.................................................................................................... 54-59 • 2013 Budget/Actual Report...................................................................................55-58 • Projected 2016 budget............................................................................................... 59 Alumni surveys...........................................................................................60-83 • Pre-weekend survey............................................................................................... 61-63 • Post-weekend survey..............................................................................................64-83 List of attached handoff items.................................................................................. 84

Final Report to Lauder Leadership 3


Executive Summary


With great excitement we report that the 2013 Lauder Global Alumni Weekend proved a phenomenal success. More than 500 Lauderites - one third of our alumni community - and 200 guests came together in New York City to celebrate the Institute’s thirtieth anniversary. It marked the largest gathering in Lauder history. The weekend’s monumental attendance was a testament to alumni passion for Lauder. Its success was due to the vision, leadership, and support of Ronald S. Lauder, Chairman of the Board of Governors, the Lauder Advisory Committee, the Lauder Institute Alumni Association, the Lauder Institute, and the over 100 alumni who served on the 2013 Lauder Global Alumni Weekend Committee. It was truly an honor to chair this event. The Lauder Global Alumni Weekend is a cornerstone of the Lauder Institute’s community spirit. Continuous improvement will not only enhance future alumni experiences but also benefit our community. We are therefore pleased to provide this summary report to Lauder leadership, and the as yet to be named planners of the 2016 reunion, as a resource to help future planning. This report includes a summary of 2013, data and documentation, survey results, lessons learned, and suggested best practices. While the report is oriented to future planners, there are three foundational contributions Lauder Leadership can make to set weekend planners up for success: 1) Align strategically: Identify excited alumni to chair the Weekend. Convey to them the weekend’s importance, set realistic expectations of its scope and scale, and provide them with the resources required for success. 2) Prepare financially: Envision a world-class event and devote the necessary resources to fulfill that vision. Develop a sustaining source of funds for Weekend planning and execution. Assume funding responsibilities, thereby freeing the weekend Chairs to focus on content. Net of ticket sales, we estimate a $300-400,000 funding requirement for 2016. 3) Execute professionally: Hire a professional event planner 24 months in advance of the Weekend. This resource will enable alumni organizers to focus on the most value-add tasks: content, marketing, and communications. Operations and logistics are best left to professionals who have developed the tools required to deliver a high-quality service. It is with immense gratitude and goodwill that we once again thank Lauder leadership for their support. We look forward to working together to further strengthen the Lauder Institute and its alumni community. Sincerely, Matthew Axelrod and Leonardo Navarro Co-Chairs, 2013 Lauder Global Alumni Weekend Final Report to Lauder Leadership 5


Final Report


2013 Summary and Lessons Learned The 2013 Lauder Global Alumni Weekend (LGAW), the fourth Lauder Institute alumni triennial reunion, was held in New York City on October 4-6, 2013. Previous weekends were held in New York City, London and San Francisco. The 2013 reunion celebrated the Lauder Institute’s 30th Anniversary. The weekend theme was “A Passion for Lauder”. The weekend culminated with the Lauder Global Alumni Gala, celebrated at The Museum of Modern Art. 775 alumni, students, administrators and guests attended the weekend. It is our belief that the LGAW is one of Lauder’s most important assets - it is the largest, most-inclusive, best-attended event. It has the power to strengthen our bonds and to energize our passion for our community and the Institute. Three major lessons emerged from planning 2013 LGAW: • Align strategically: Develop a weekend vision early, and align support and contributions of all stakeholders • Prepare financially: Estimate a realistic budget for the entire weekend, identify revenue sources and secure necessary financing • Execute professionally: Recognize the enormity of the task, prepare to dedicate hours weekly to the planning, and build a team of dedicated alumni and professional event planners to assist

Final Report to Lauder Leadership 7


Align Strategically Reunion organizing committee: Realistic expectations of scope and scale of the task at hand are fundamental for success. Identification and recruitment of a group of excited alumni who understand the importance and the time investment required to bring the LGAW to fruition is key. Previous experience in event planning and execution will be a valuable asset. Start early: Determine major logistics two years in advance (e.g., dates, locations). When planning, consider the calendars of key stakeholders and ensure dates do not conflict with major occasions: • Relevant Penn events (e.g., Wharton Global Alumni Forum, Parents Weekend) • Key stakeholders calendars (e.g., Lauder Family members, Lauder, Wharton and Penn administrators, Members of the Board of Governors) • Global events (e.g., IMF meetings, Davos, Olympics, World Cup, World Series) • Local events (e.g., industry conferences, major university reunions, homecomings) • Religious holidays • General vacation times Develop the vision: Decide what the weekend will be. A cohesive vision with stakeholder buy-in enables appropriate estimates for resource and planning needs. A weekend vision should include: • Theme and purpose • Supporting programming pieces • Targeted value propositions (alumni, guests, families, students, staff, faculty, Lauder Family, Board of Governors, etc.) • Keynote speakers Identify stakeholders and sell your vision: The LGAW is the most-inclusive event of the Lauder Institute community. As such, several parties have a stake in its design and success. Obtaining early stakeholder buy-in will avoid rework and secure early support. Stakeholders include but may not be limited to the following (in alphabetical order): • • • • • • • • • •

The Campaign Committee and Campaign Class Ambassadors Lauder Advisory Committee (LAC) Lauder Global Alumni Weekend former organizers Lauder Institute administration Lauder Institute alumni Lauder Institute Alumni Association (LIAA) Lauder Institute Board of Governors Lauder Institute class captains Lauder Institute current students Lauder Institute faculty and staff

8 2013 Lauder Global Alumni Weekend


• • • • •

Lauder Institute former affiliates (e.g., former directors, language faculty, staff) The Lauder Family University of Pennsylvania Administration Wharton Communications Wharton Development

Build a leadership team: Whatever the organizing committee structure is, support from fellow Lauderites to plan the weekend is crucial. A leadership team of close advisors – a Lauder brain trust – will help develop ideas, identify resources, and navigate the Lauder community. Deliberately expand the team into a larger planning committee as you progress. Ideally, include a representative from at least the LIAA, the LAC, and the Lauder Institute, and try to cover as many classes (from 1986) as possible to tap into the community when needed.

Final Report to Lauder Leadership 9


Prepare Financially Develop a comprehensive budget: An early, comprehensive, and conservative budget enables you to estimate and helps to secure required funding. Include total estimated expenses and total ticket sale revenues to estimate your funding shortfall. In all past weekends, ticket sales did not cover costs. You will likely need to share this budget several times when requesting funds and reporting expenditures. Therefore, update it regularly. Estimate start-up funding needs: Start-up funds are necessary to cover the costs you will incur months prior to generating ticket revenue. These costs include but are not limited to venue and hotel deposits, website design, and event planning fees. When developing your budget, estimate required start-up costs and identify sources for these funds. Identify funding sources: In all past weekends, ticket sales did not cover weekend costs. 2013 was possible through the generous contribution of the Lauder Family, as well as alumni and the Lauder Institute. It is our estimate that the 2016 reunion will require funding of $300400,000 (see attached budget). It is important to understand the funding shortfall and the sources of these funds. In the past, funding sources have included: • • • •

The Lauder Family Foundation (traditionally provides start-up capital of $25,000) The Lauder Institute The LIAA (contributes to start-up capital generated by previous alumni weekends) Ronald S. Lauder (underwrote 2013 After-Dinner Dessert Reception, A Passion to Innovate and Lauder Global Alumni Gala) • Lauder alumni (2013: LAC in response to specific requests. 2010: Chair and Alumni team approached other alumni directly) • Corporations (requires a deliberate campaign to solicit corporate sponsorships) Distinguish fundraising from organizing: It is our recommendation that fundraising fall outside the scope of the reunion organizers for three reasons. First, the event requires early startup investments that will likely precede the recruitment of the organizing committee. Second, fundraising requires a different set of responsibilities than weekend planning. Third, and most importantly, fundraising falls within the context of long-term relationships between the Lauder alumni community and its donors. Leaving fundraising to organizers with short-term funding interests could affect these relationships to the detriment of the community as a whole. Maintain records: Maintain careful revenue and expense records to provide transparency 10 2013 Lauder Global Alumni Weekend


to all stakeholders and donors. Regular maintenance of ‘the books’ will save time and allow you to provide financial information on quick notice as potential donors step in with offers of financial assistance. Establish a payment process: You will need to make payments and reimbursements prior to, during, and after the weekend. Timely payments are necessary to maintain goodwill among service providers and alumni. You will therefore need to establish an expeditious process at the start of weekend planning.

Final Report to Lauder Leadership 11


Execute professionally Commit: The LGAW is not a side project to be accomplished during free time. Plan on dedicating 5-10 hours per week 12-24 months out; 10-15 hours per week 6-12 months out; and 15-20 hours per week 0-6 months out. Plan on dedicating time during the workday to communicate with dedicated service providers (e.g., event planners, venues staff) via phone, email, or in person. Hire an event planner: Professional event planning support is necessary to execute a successful weekend. The efforts of LGAW alumni leadership will be best invested in content and less so on developing event-planning tools from scratch. Professional planners have developed event-planning tools over time that can deliver high-quality services to attendees. Recognize that event professionals will still need guidance and oversight from the LGAW leadership team, most especially in the final 4 to 6 weeks prior to the event, when the committee can expect to spend several hours a day working with planners. It would be beneficial to include an alumni member on the planning committee with event planning experience. Operations activities include but are not limited to project planning, website planning and development, venue selection, venue negotiation, venue contracting, ticket sales, attendee database management, program design, and nametag production. We recommend hiring an event planner that is familiar with academic conferences, and ideally Wharton events. Partner with the event planner 18-24 months in advance of the event. Develop a timeline: Work with the event planner to construct a high-level timeline for weekend planning. Treat the timeline as a tool that you can make more detailed over time. A “Gantt-chart” type project plan will provide transparency to all planning volunteers and enable you to spot challenges early. Expand your execution team: As weekend planning continues, your small leadership team will grow into a larger execution team. This larger team will include several roles, including but not limited to: • Flagship event leads: Coordinate major weekend events (e.g., class dinners, cocktails, conference, Gala, Day in the Country) • Activity leads: Plan discrete activities within weekend events (e.g., a single class dinner, a single panel during the conference, a single afternoon event) • Functional leads: Coordinate a specific support activity such as Marketing, Programming, Technology, Finance Build a website: Ensuring a successful website requires a clear definition of functions the website will address. Development includes three parties: a designer, a developer and your professional event planner. Do not cut corners, no matter how appealing “off-the-shelf” solutions may look, a website developed by MBAs will perform exactly like a website developed by MBAs.

12 2013 Lauder Global Alumni Weekend


Mandatory website functions include: • • • • • •

Event information Event registration Event payment functionality Waitlist functionality “Who else is attending” lists Individual account information (e.g., list of registered events)

You should expect numerous information requests for near immediate turn around. Therefore, anticipating these reporting requests is critical to website planning and development. Information asks may include but are not limited to: • Attendees sorted by various criteria (e.b., by event, by class, by name, by language track, by home country) • Registrant statistics • Attendee statistics • Revenue statistics • Postal mailing addresses Develop a ticket pricing strategy: There are several options for pricing and selling tickets to the weekend and its events. In 2010, planners sold tickets in two all-in packages, as well as two a la carte options – the latter during the weeks and days leading up to the event. Tickets largely sold out in August and early September prior to the October event date. 2010 A la Carte • Saturday Evening Gala $135 • Saturday Afternoon Napa $120 In 2013, all tickets were sold on an a la carte basis, due to the fluid timeline of event development and finalization. Although most alumni attended a handful of events and not the entire weekend, on average, attending all events would have cost alumni $300 Discounted pricing for students and young alumni increased attendance in 2013. [See appendix for all event pricing and attendee data] Market the event: A coordinated marketing campaign is critical. You will want to leverage several avenues to communicate with the Lauder community: • • • •

Planning committee emails Class captain emails Social networks (e.g., LinkedIn, Lauder Facebook pages) Written communication (e.g., LIAA Lauder Times, letters from the Lauder Family and Institute Directors) • Regional events (e.g., happy hours in major metropolitan cities) Final Report to Lauder Leadership 13


In 2013, direct emails from the Weekend Planning Committee proved the most successful way to reach attendees, with 80% of attendees reporting having learned of the Weekend from these emails. Direct emailing strategies that worked well included: • Sending weekly emails until events sold out • Segmenting email audiences (e.g., continuing email campaigns to individuals who had not signed up for events, reducing email frequency to those who already signed up) • Highlighting one component of the weekend on each marketing email • Embedding clear hyperlinks to registration and additional information in emails • Sending a one-click ‘add to my calendar’ save the date email • Including the high-level weekend agenda at the bottom of each email • Including a call to action in each email (e.g., “sign up for the Gala”) • Setting registration deadlines and indicating scarcity (e.g., “sign up by Friday, the Gala will sell out”) • Ensuring that Class Captains followed up emails with encouragement for classmates to register Plan registration: Event registration requires special attention. The simpler the process, the better the user experience. If not properly communicated, a la carte ticket purchase can lend itself to confusion. Keep the following in mind: • What does ‘registration’ mean? • For an alumnus, at what point are they “in”? When they register on the website (i.e., create an account)? When they pay for a ticket? • When will events be made available? • In phases or all at once? • How can ‘signup fatigue’ be avoided? • What are the different registration processes by attendee type (e.g., Alumni, guests, students, VIPs, Institute members)? • What will the payment options be? • How will wait lists be managed? • What will be the ticket cancellation policy? • What will be the refund policy? • What will be the exchange policy? • What will be the secondary market policy? • How can exception be accommodated with the greatest ease (e.g., checkout of closed events, guaranteeing of discounted rates once they have ended, etc.)? Even with a well-designed registration website, some alumni will require personal support to complete their purchase. Most times, this will mean answering information requests over email. Sometimes, this will mean helping alumni via phone.

14 2013 Lauder Global Alumni Weekend


Leverage media: Media, including social, remains untapped. A comprehensive media strategy, in partnership with other stakeholders (Lauder Institute, Wharton, Penn, corporate sponsors), can improve alumni awareness and can elevate the reunion’s media presence before, during, and after the event. Possibilities include: • • • • •

Facebook Twitter Blogs Penn outlets (Knowledge@Wharton, etc.) Stories on various media outposts: business, business education

Hire a photographer: Coordinate with the professional event planner to hire a professional photographer to document the Weekend. Develop a plan for cataloging, displaying, and providing photographs to Weekend attendees after the event. Prepare the registration packet: The registration packet will likely include several documents. Among the most complicated is the Weekend Program, which includes welcome letters, complete event information, and weekend attendee statistics. Other components of the registration include name badges, mini schedules, additional handouts/flyers (e.g., from LIAA, LAC, the Lauder Institute), last minute change notifications and tickets as necessary. It is a good idea to have at least two dedicated volunteers coordinating this effort. Plan the “wrap-up” activities: When preparing the full list of planning activities, be sure to include the wrap-up activities that occur after the Weekend has concluded. These include but are not limited to: • • • •

Thank you notes or gifts as appropriate to all Weekend organizers, contributors, and donors Reimbursements, refunds, payments Final reports (e.g., financial reports, lessons learned) Planning guidance for 2019

Final Report to Lauder Leadership 15


Appendixes: 2013 Numbers


Attendance Total attendance by ticket type % of total attendance 1%

1%

Alumi

4%

Students Guests Lauder Institute

25%

Wharton Board of Governors

61% 9%

Total attendees: 775

Final Report to Lauder Leadership 17


Total alumni and student attendance by class Total attendees per class 1986

26

1987

22

1988

12

1989

14

1990

19

1991

7

1992

36

1993

12

1994

6

1995

17

1996

6

1997

22

1998

19

1999

18

2000

14

2001

10

2002

12

2003

14

2004 2005

8 5

2006

9

2007

14

2008

19

2009

22

2010

26

2011

34

2012

22

2013

25

2014

26

2015

43

10 Total attendees: 539

18 2013 Lauder Global Alumni Weekend

20

30

40

50


Weekend attendance as % of total class % of total class 26

1986 22

1987 12

1988

14

1989

36

1992 12

1993 1994

6

23%

52

12%

54

32%

54

11% 35%

54

33%

51 44

60

23%

59

14%

54

65

22%

65

29% 36%

62 34

2011

70

22

57

2013

25

2014

26

20

68 65

40

49%

39%

43

2015

Class total: 1,697

43%

61

26

68%

17%

19 22

32%

9%

14

2010

Attending the Weekend Not attending

22%

27%

57 9

% of total alumni and student body

20%

8 5

Weekend attendance as % of total alumni and student body

37%

54

14

2004

2012

52

63

12

2003

2009

71%

59

10

2002

2008

51

14

2001

Alumni and student attendance: 539 Total alumni and student body: 1,697

37% 14%

18

2000

2007

Not attending

50

19

1999

Attending the Weekend

28%

22

1998

2006

25%

6

1997

2005

49

17

1995 1996

45%

52

7

1991

49 50

19

1990

52%

50

66 60

37% 40% 65% 80

Final Report to Lauder Leadership 19


Total alumni and student attendance by language track % of total alumni and student attendance

1% 1%

1% French 6%

Spanish Chinese

20%

4%

Portuguese German

6%

Japanese Russian 6%

English Arabic Global Hindi

8%

19%

13%

16%

Total alumni and students: 539 30 alumni and students did not report a language track

20 2013 Lauder Global Alumni Weekend

Unreported


Individual event registration Registrants (#) Friday Class Dinners After-Dinner Dessert Reception Saturday A Passion to Innovate Fellow Fellows Networking Small Groups Big Ideas Conversations on Innovation A Passion for New York City Lauder LGBT Pre-Gala Cocktail Hour Lauder Global Alumni Gala Sunday Lauder Alumni Day in the Country Lauder Dim Sum Total

374* 399 411 62 75 162 58 686 110 66 2,403

* Classes of 1986, 1988, 1997, 2001, 2002, 2004, 2005, 2006 and 2007 did not report registrants

Final Report to Lauder Leadership 21


Class Dinners registrants and ticket prices

1986 1987 1988 1989 1990-1991 1992 1993 1994-1996 1997 1998 1999 2000

Registrants (#) n/a2 34 n/a2 17 29 44 38 10 23 16 15

Ticket Price ($)1 $03 $148 $03 $127 $40 $104 -4 $127 $0 $77 $87 $67

2001 2002 2003 2004-2005 2006 2007 2008 2009-2010 2011 2012 2013 Total/Avg. Price

Registrants (#) 22 n/a2 20 n/a2 42 n/a2 18 52 23 12 17 374

All ticket prices include a $2 credit card processing fee charged to registrants Classes of 1986, 1988, 2001, 2002, 2004, 2005, 2006 and 2007 did not report registrants 3 Class Dinner generously contributed in kind by organizer, no payment was collected 4 Payment collected at the venue by Class Dinner Organizer; dinner price was not reported 5 Class of 2006 charged a ‘reservation fee’ of $12; actual payment was settled at the venue 1

2

22 2013 Lauder Global Alumni Weekend

Ticket Price ($)1 $87 -4 $153 $03 $124, 5 -4 $85 $27 $40 $47 $57 $86.32


After-Dinner Dessert Reception registrants by class Alumni and students 1986 16 1987 18 1988 6 1989 7 1990 13 1991 6 1992 19 1993 6 1994 2 1995 10 1996 4 1997 17 1998 7 1999 15 2000 4 2001 3 2002 3

Guests Total 7 11 4 5 4 2 7 5 0 6 3 4 4 4 1 2 3

23 29 10 12 17 8 26 11 2 16 7 21 11 19 5 5 6

Alumni and students 2003 10 2004 4 2005 4 2006 6 2007 9 2008 11 2009 12 2010 9 2011 22 2012 8 2013 12 2014 1 2015 3 Board of Governors Lauder Institute Wharton Total 267

Guests Total 7 3 1 3 5 1 3 4 5 6 5 0 0 0 12 5 132

17 7 5 9 14 12 15 13 27 14 17 1 3 0 12 5 399

Final Report to Lauder Leadership 23


After-Dinner Dessert Reception wait list Registrants (#) Tickets Requested (#) Total (%) Processed Processed tickets Did not process ticket1 Subtotal Unprocessed Alumni2 Students3 Subtotal Total

131 17 148

188 24 212

60.8 7.8 68.6

59 12 71 219

79 18 97 309

25.6 5.8 31.4 100.0

1

Did not finalize purchase because they decided not to attend, were unable to attend, or purchased tickets from other alumni

2

Tickets could not be processed due to venue capacity

3

Event not open to students

24 2013 Lauder Global Alumni Weekend


A Passion to Innovate registrants

Breakfast Lunch

Registrants (#) 355 411

Fellow Fellows Networking registration by alumni/students

Alumni Students Total*

Registrants (#) 44 18 62

* Website registration; last-minute shows and no-shows not taken into consideration

Small Groups Big Ideas Conversations on Innovation registration Talk to Kim Conroy, Career Support at Lauder Talk to Regina Abrami, Global Program Talk to Mark Neustadt, Branding at Lauder Talk to Lauder Alumni Leadership Brainstorm - Online Tools Total*

Registrants (#) 8 8 16 27 16 75

* Website registration; last-minute shows and no-shows not recorded

Final Report to Lauder Leadership 25


A Passion for New York City registrants and ticket prices

Lauder at the Whitney Lauder at the American Museum of Natural History Lauder at the Guggenheim Lauder at the Met Lauder at Neue Galerie Lauder at Sea2 Lauder at the Zoo2 Lauder at the Museum of the City of New York2 Total

Registrants (#) Ticket Price ($) 43 -1 34 -1 27 33 25 -

$12 $30 -1 -

162

$21.90

Lauder at the Whitney, Lauder at the American Museum of Natural History and Lauder at Neue Galerie were generously contributed in kind by the EstĂŠe Lauder Companies Inc. and the Lauder Family. 1

2

Lauder at Sea, Lauder at Zoo and Lauder at the Museum of the City of New York were cancelled due to low interest.

Lauder LGBT Pre-Gala Cocktail Hour registrants

Lauder LGBT Pre-Gala Cocktail Hour Total

26 2013 Lauder Global Alumni Weekend

Registrants (#) 58 58


Lauder Global Alumni Gala registrants by class Guests Total

1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999

Alumni / Student 23 14 12 13 19 7 36 11 6 12 4 20 17 15

8 9 3 6 7 3 23 3 1 6 2 5 13 3

31 23 15 19 26 10 59 14 7 18 6 25 30 18

2000

12

2

14

2001 2002

10 9

7 5

17 14

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Board of Governors Lauder Institute Wharton Total

Alumni / Student 10 5 4 7 10 17 21 25 31 21 21 18 41 -

Guests

Total

7 4 1 3 5 4 6 10 5 9 10 2 3 4

17 9 5 10 15 21 27 35 36 30 31 20 44 4

-

31

31

471

5 215

5 686

* Event was oversubscribed

Final Report to Lauder Leadership 27


Lauder Global Alumni Gala wait list

Processed Purchased tickets Did not purchase ticket1 Unreachable2 Subtotal Unprocessed Alumni3 Students4 Subtotal Total

Registrants (#)

Tickets Requested (#)

Total (%)

157 29 11 197

208 42 18 268

72.2 14.6 6.3 93.1

1 16 17 214

1 19 20 288

0.3 6.6 6.9 100.0

1

Did not finalize purchase because they decided not to attend, were unable to attend, or purchased tickets from other alumni

2

Could not be reached to finalize purchase

3

Ticket requested was a second guest; against policy

4

Student tickets no longer on sale

Sunday Activities’ registrants, ticket price and ticket sales

Lauder Alumni Day in the Country Shuttle requested No shuttle requested Lauder Dim Sum Total

Registrants (#)

Ticket Price ($)

19 91 66 176

$50 $37 $39.91*

* Lauder Alumni Day in the Country was generously contributed in kind by Tony Davis (French ’97).

28 2013 Lauder Global Alumni Weekend


Average price paid per event Average price paid ($) Friday Class Dinners After-Dinner Dessert Reception Saturday A Passion to Innovate Fellow Fellows Networking Small Groups Big Ideas Conversations on Innovation A Passion for New York City Lauder LGBT Pre-Gala Cocktail Hour Lauder Global Alumni Gala Sunday Sunday Activities Average Weekend Ticket Price

$86.32 $21.90 $152.83 $39.91 $300.96

Final Report to Lauder Leadership 29


Email Marketing 2013 Lauder Global Alumni Weekend email marketing statistics List size Emails sent* Average open rate Average click rate Total unsubscribers * Some emails were sent multiple times

30 2013 Lauder Global Alumni Weekend

1,766 26 41.2% 8.5% 10


Individual campaign performance Campaign

Target

Date

Recipients Open Rate Click Rate

Lauder Global Alumni Weekend Join Us in New York Lauder Global Alumni Weekend Join Us in New York The Lauderites Have Spoken! Announcing the Lauder Global Alumni Weekend Schedule!!! Is your date saved? All it takes is one click. Announcing preferred Gala rates for Young Alumni 2009-2013 Announcing preferred Gala rates for Lauder Students! Lauder Global Alumni Gala tickets now available for sale! Announcing the Lauder Gala at MoMA... and more! Back to nature - Lauder Day in the Country at our Alumni Weekend Tri-state area Lauderites, help welcome your classmates to New York!!! 221 Lauderites have bought their tickets; the only one missing is YOU

All

4/7/13

1,493

47.14%

11.8%

All*

4/8/13

22

61.11%

5.56%

All

5/19/13

1,460

51.74%

18.06%

All

6/4/13

1,482

41.29%

12.04%

Young Alumni 6/25/13 Students 2014-2015 All

305 46.56% 6/25/13 51

8.52% 56%

14%

6/25/13 1,486

40.05%

6.31%

All

6/30/13 1,483

43.74%

6.73%

All

7/8/13

1,480

41.32%

3.81%

243

46.5%

0.0%

1,339

44.29%

13.82%

1,467

40.93%

5.8%

51

56.86%

0.0%

NY, NJ, 7/11/13 PA-based alumni Alumni who 7/21/13 have not purchased tickets All 7/28/13

Lauder Lounge New York City on 8/8 Lauder Global Alumni Gala Ticket Students Sales on Hold 2014-2015

7/29/13

Final Report to Lauder Leadership 31


Individual campaign performance continued Campaign

Target

Date

Recipients Open Rate Click Rate

Don't end up on the waitlist Lauder Global Alumni Gala at MoMA selling out Join us on Thursday 8/8 for Lauder Lounge NYC

All

7/30/13

1,464

39.51%

9.5%

8/4/13

309

51.78%

2.91%

8/8/13

308

38.31%

3.57%

8/8/13

308

46.1%

2.92%

8/14/13

1,462

35.96%

1.44%

9/2/13

1,460

44.06%

6.38%

9/5/13

1,059

30.53%

4.91%

9/8/13

1,415

41.76%

18.19%

9/14/13

1,391

45.85%

9.01%

9/21/13

366

70.44%

34.25%

NY, NJ, PA-based alumni Lauder Lounge NYC is TODAY :-) NY, NJ, PA-based alumni VENUE CHANGE: Lauder Lounge NY, NJ, NYC PA-based alumni Share Your Lauder Memories, a All special request from our Director Lauder Global Alumni Weekend All registration opens this week Registration for Neue Galerie Alumni opens today at 12 noon ET! not yet registered for MoMA, waitlisted Registration for All Lauder All alumni Weekend events now OPEN to all alumni Top global leaders are coming to All alumni Lauder... are YOU? not yet registered Lauder - Will you join us Saturday Attendees morning? Please do let us know not yet registered to Saturday morning

32 2013 Lauder Global Alumni Weekend


Campaign

Target

Date

Join us on Thursday 9/26 for Lauder Lounge NYC <3

NY, NJ, PA-based alumni All attendees All attendees

9/22/13 341

56.01%

6.16%

10/4/13

628

71.13%

40.19%

10/15/13 641

54.84%

25.94%

41.2%

8.5%

Your logistical guide to #LauderNYC Four minutes today can improve your Lauder experience in 2016 All email campaigns

Recipients Open Rate Click Rate

Final Report to Lauder Leadership 33


Alumni email engagement Rating 3-5 Star 2 Star 1 Star

Description Recipient opens or clicks campaigns Recipient most likely a new member, or a previously engaged member who's gone dormant Recipient has either unsubscribed and resubscribed, or soft bounced in the past Total

Alumni email clients Email Client Desktop Apple Mail Outlook 2010 Outlook 2007 Gmail Hotmail Mobile iPhone Android IE Mobile BlackBerry Total

34 2013 Lauder Global Alumni Weekend

Total (%) 26.2 7.8 5.8 4.1 3.8 2.0 73.8 69.3 3.8 0.6 0.1 100.0

966 798

Total (%) 55% 45%

2

0%

1,766

100%


Alumni top locations Location USA UK Other Total

Total (%) 57.5 4.5 38.0 100.0

Final Report to Lauder Leadership 35


Hotel Weekend bookings at the Westin New York at Times Square

Thursday, 10/3/13 Friday, 10/4/13 Saturday, 10/5/13 Sunday, 10/6/13 Total Nights

36 2013 Lauder Global Alumni Weekend

Nights 2 13 13 2 30


Lauder Lounge NYC Lauder Lounge 1 Lauder Lounge 2 Lauder Lounge 3

Date Thursday, 4/25/13 Thursday, 8/8/13 Thursday, 9/26/13

RSVP Yes 33 4

Maybe Other* Total 63 63 9 42 5 9

* Yes / maybe option not provided.

Final Report to Lauder Leadership 37


2013 Event-Specific Information & Best Practices


Weekend time and location Timing: The 2013 LGAW occurred one weekend before the Wharton Global Alumni Forum in Paris - anecdotally, some alumni attended Paris instead of New York; a best practice will be to schedule more than one weekend away from the WGAF Location: 2013 had no central location - accommodations were provided at the Westin New York at Times Square, conferences were held at the Grand Hyatt New York, etc. – this was a source of confusion and disappointment; a best practice going forward will be to concentrate all events in one venue Attendance: 2013 marked a record attendance; there were several factors behind these numbers. Anecdotally, the below drove attendance: • • • • • • •

New York City Student attendance Discounted ticket prices to young alumni and students Early bird ticket prices Landmark locations, e.g., The Museum of Modern Art, Neue Galerie Big name keynote speakers (e.g., Indra Nooyi, William Lauder) Active support of the Lauder Family

Anecdotally, the below limited attendance: • • • •

Wharton Global Alumni Forum in Paris Few options for family activities Limited capacity of flagship events and waiting lists Limited availability of tickets for plus ones (i.e., some alumni requested to bring two plus ones) • Piecemeal ticket availability and registration procedures Others: • A clear ticket refund policy that is communicated to alumni will help set expectations and minimize burden on organizers • Consider unstructured mingling time; a tightly-packed agenda will leave no time for open ‘mingling’ • 2013 lacked structured inter-class networking

Final Report to Lauder Leadership 39


Website Description: Tool to distribute information and to process registration and ticket purchase; Wordpress platform, Woo Themes theme and Woo Commerce add-on; payment processing via Stripe, including credit cards and Paypal, Waiting lists, Google Forms Attendees: 1,791 transactions (one or multiple ticket signup / purchase), 619 individual user accounts Timing/location: http://www.lauderglobalalumniweekend.com/ Planning lead: Matthew Axelrod (Arabic ’11) and Leo Navarro (Chinese ’11) / Cooper Dukes (Inneo Pte, Ltd.) Funding source: Budget of $4,000; actual spend of $2,837 Lessons learned and best practices: • The website is the public face, and only interaction with most alumni before the event – do not cut corners • Thorough planning that anticipates future needs as well as the alumni purchase experience will be a good investment • Invest time in determining what the website will be used for: º Information º Event registration º Ticket purchase • Account management - what am I attending • Attendance lists - who is attending what • Plan the registration / purchase experience as much as possible, the process must be simple and clearly communicated • A ‘user account’ where alumni registration is stored was a good practice, however execution is key: º Alumni use more than one email - therefore some alumni had multiple accounts (in some cases 3) - which creates confusion for alumni and organizers º Alumni forget their passwords - an ineffective password retrieval process can be frustrating for alumni º Alumni forget they have purchased tickets – alumni need to receive written confirmation when they sign up / purchase, and be able to simply review what they are registered to attend º Guests (including alumni guests) - must be ‘linked’ to their host for various purposes including invitations, seating arrangements; information on the relationship to the host (spouse, fiancée, fellow alumni, etc.) must be clear

40 2013 Lauder Global Alumni Weekend


• Information required from alumni and its uses º Title (Formal invitations) º First Name º Last Name (Maiden?) º ‘Display my name as’ º Specific personalization needs (Title, Male / Female, etc.) º Preferred email address º Mailing address º Class year º Language track (nb some alumni have more than one track) º Guest information (nb some guests are also Lauder alumni) º Industry (standardized dropdowns) º Company º Current regional focus º Professional interests • Accommodate exceptions, such as: º Ability to purchase / checkout for events where registration is closed º Ability to guarantee expired price offers, i.e. early bird prices º Ability to “switch names” of purchasers and their guests • Accommodate various types of ‘admins’ and access to lists, such as: º Other committee members º Activity leads º Alumni volunteer hosts, e.g., Class Dinner Organizers – the ability for organizers to access their lists in real time was a best practice • If possible, integrate waiting lists to the website – 2013 had manual waiting lists which proved cumbersome

Final Report to Lauder Leadership 41


Registration Desk Description: Opportunity for attendees to check-in for the weekend and pick up weekend materials (e.g., program, name badge) Attendees: 411 registered to attend Saturday morning, 248 captured per Sequence Events Timing/location: Saturday morning at A Passion to Innovate Planning lead: Sequence Events Funding source: N/A - included in A Passion to Innovate Lessons learned and best practices: • Prepare name badges in advance, but also have the ability to produce name badges immediately if necessary • Ribbons are useful to identify staff, volunteers, speakers, VIPs, etc. • The registration desk is the best opportunity to distribute last-minute information to attendees (program updates) and items (gifts, pins) • Schedule Weekend Registration as the first weekend event, or integrated with the first weekend event (e.g., check-in and welcome cocktails) • Locate Weekend Registration at the Lauder-recommended hotel where most people are staying and where the Weekend conference takes place

42 2013 Lauder Global Alumni Weekend


Class Dinners Description: Dinners organized by class Attendees: Average of 25 alumni/guests per dinner, 374 total; average dinner price of $86 Timing/location: 7pm-10pm, Friday evening, various restaurants/homes throughout Manhattan Planning lead: Leonardo Navarro (Chinese ‘11), and individual organizers by class Funding source: Attendees Lessons learned and best practices: Format • In a pre-weekend survey, respondents overwhelmingly preferred that dinners be organized by class, rather than by industry or by language track • According to the post-weekend survey, the most successful dinners were moderately priced events with standing service (e.g., buffet, snacks) that facilitated mingling and interaction. Anecdotally, sit-down events limited interaction • Consider scheduling meals as the last event of the evening. Survey respondents cited Class Dinners as a great time to socialize, and some were disappointed that they had to leave for a dessert reception, especially since the dessert reception could not accommodate everyone • A ‘Class Dinner Information Kit’ for captains will be useful, especially detailing suggested dinner formats - some captains were very unsure of what would be ‘best’ (price, format, location) Class Dinner Organizers • Reducing the burden of organizing on the Class Dinner Organizers is a general best practice – this was especially well received in 2013 • Registration and ticket sales via website • Access to real-time registration lists • Ticket collection issued on demand • LGAW charged $2 per ticket sold for credit card transaction fees • Ticket sales and payments via the website in advance of the dinner reduces the burden of coordinating payment at the restaurant and minimizes the risk of ‘no-shows’ for the Class Dinner Organizer • The priority was to make the experience as stress-free as possible to organizers • Class Dinner Organizers are financing the event out of their own pocket - solid execution is fundamental to ensure volunteers are paid immediately or as needed

Final Report to Lauder Leadership 43


After-Dinner Dessert Reception Description: Alumni-wide event held after Class Dinners Attendees: 399 alumni/guests (venue was capped at 400, there was an unfulfilled waitlist of 71 alumni and students and 26 guests) Timing/location: Friday evening, 10pm-12am, Neue Galerie Planning lead: Ronald Lauder Office (Lauren Arata); Matthew Axelrod (Arabic ‘11), Leonardo Navarro (Chinese ‘11) Funding source: Lauder Family Lessons learned and best practices: • Providing transportation (i.e., coach buses) from Class Dinners to the event facilitated people’s arrival and willingness to not skip the event • If an all-alumni event is planned for Friday evening, recommend cocktails to take place before the Class Dinners, as Class Dinners were a highlight for many • Limited space was a source of disappointment; a venue that can accommodate all weekend attendees should be a priority

44 2013 Lauder Global Alumni Weekend


A Passion to Innovate Description: Conference programming including continental breakfast, seated lunch, keynote speeches and panels Attendees: 411 registrants for lunch Timing/location: Saturday, 8:15am - 1:15pm, Grand Hyatt New York Funding: Lauder Family Planning lead: Janifer Burns (Portuguese ‘86) and Sequence Events Lessons learned and best practices: • Programming º Plan an impressive speaker line-up (2013 included William Lauder, Executive Chairman and Chairman, The Estée Lauder Companies Inc. Board of Directors, and Indra Nooyi, Chairman and CEO of PepsiCo) º Match programming to reflect the Weekend’s theme. 2013 highlighted Innovation at Lauder in anticipation of Campaign Launch that evening, and so the panelists were Lauder-centric (i.e., Lauder branding initiative, Lauder leadership forum, Lauder Global Program information) • Participants º If event is close to Philadelphia encourage student participation and language faculty participation • Registration º Require attendees register for discrete events in advance (e.g., keynotes, breakouts, panels and especially meals / food service) to inform head count planning and room selection at the venue º Should be at least a nominal charge for the event º Plan on attrition - there will be no-shows • Venue selection º Locate the conference in the recommended hotel where people are staying º Understand the capabilities and constraints of the hotel and its staff (e.g., union rules have strict parameters on division of labor, food sources etc) º Select a venue the Event Planner has already worked with; or if not possible, ensure the Event Planner is comfortable they will have good access to Catering, Food and Beverage professionals during contract negotiations and execution. • Food and beverage catering and head count º Plan on attrition - there will be no-shows º Negotiate different food service levels for different headcount numbers throughout the event (e.g., fewer attendees at breakfast than at lunch) Final Report to Lauder Leadership 45


º

For continental breakfast appropriate to order for 1/2 to 3/4 of registered attendees (ie most people don’t eat what is allocated for a single person buffet style versus seated breakfast) º Buffets should be made available for more than one hour at a time º Negotiate ahead of time with catering to dispatch uneaten food in a responsible way (e.g., to place food in the staff room as appropriate, partner with a food pantry) Run of Show and VIP planning º VIP Run of Show Schedules should be completed - subject to last minute adjustment only - three weeks prior to event. º Finalize the Total Event Run of Show at least two weeks prior to event º Create seating charts for VIP tables at least one week in advance º Develop an approval process for any last minute seating changes (e.g., to account for VIP additions or no shows, and to ensure changes are not made without appropriate sign off) º Coordinate Run of Show with the Food and Beverage manager in advance (e.g., understand process to minimize service noise during speeches) Volunteers and staff º Understand required number of staff/volunteers for the conference (~30 people required in 2013) º Develop strategies to ensure that staff/volunteers complete their commitments (e.g., ensure people show up on time, do not leave early, understand their roles and responsibilities) Tracking attendees and recording notes º Assign volunteers to manage an attendee list for each breakout, as appropriate and necessary (e.g., for follow-on conversations) º Assign volunteers to take notes at breakout sessions, as appropriate (e.g., to be used for future use) Timing º 9AM is an early start, especially if Friday includes a late night event º Consider having Keynote Speaker separate from a meal - avoids service disruptions and allows full socialization opportunities during meals. º Consider a lunch buffet (vs seated luncheon) with open tables (or cocktail rounds) to facilitate networking / socializing.

46 2013 Lauder Global Alumni Weekend


Fellow Fellows Networking Description: Dedicated opportunity for Weekend attendees to network by industry Attendees: 62 alumni/students Timing/location: 1:30pm-2:30pm, directly after the general conference, Grand Hyatt New York Planning lead: Audrey Berg Clothier (Portuguese ‘90) Funding source: N/A - included in A Passion to Innovate Lessons learned and best practices: • Higher student to alumni ratio than desired • Connecting supply with demand is an opportunity; a potential best practice going forward is to provide the opportunity to schedule ‘coffee chats’ based on interest • Use registration system to identify student interests and alumni willing to interact with students in context of sectors or regions • Networking after lunch competed with pure socializing in main dining room -- especially because of delay in luncheon service • Work with language faculty (or coordinator of all language faculty) and event planner / venue to facilitate language / regional socializing • Room was very cold (could have been anticipated by EP/venue), and not easy to find.

Final Report to Lauder Leadership 47


Small Group Big Ideas Conversations on Innovation Description: Conversations with Lauder Leadership about various topics (e.g., global program, technology, career support, branding, alumni community) Attendees: on average, 15 alumni/students per session Timing/location: 1:30pm - 2:30-pm Planning lead: Audrey Berg Clothier (Portuguese ‘90) Funding source: N/A - included in A Passion to Innovate Lessons learned and best practices: • Take attendance and notes to facilitate follow-up conversation • Alumni feedback indicated a strong interest in a conversation, interaction with audience, instead of a one-direction message • A way to carry on the conversations is to feature the notes / outcomes from these sessions in upcoming Lauder newsletters, presenting what came out of them and, where applicable, requesting feedback / further suggestions. This might help the goal of increasing alumni engagement.

48 2013 Lauder Global Alumni Weekend


A Passion for New York City Description: Small social events for attendees around NYC (e.g., museum tours) Attendees: 22 alumni/students/guests per event; 162 total Timing/location: 2:30pm-5:00pm, various venues around Manhattan Funding: Attendees Planning lead: Kathryn Harrison (French ‘12), Leonardo Navarro (Chinese ‘11) Lessons learned and best practices: • Anticipate that participation in small activities will be much lower than overall event participation. Suggest one to three activities targeted to out-of-towners • Communicate what exhibits will be toured to minimize disappointment (e.g., permanent vs. special collections) • Make any activities included in overall price of Gala ticket and have one major sign up if at all possible • Each activity must have volunteer coordinators; printed registrant lists • Make sure there is sufficient time from the end of the morning event to the afternoon event start time. Some alumni were late or had a tough time getting into the museums because they were running late. Allocate more than 90 minutes if possible. • Women spend significant time getting ready for the Gala. A potential option is to leverage the Estée Lauder Companies Inc. connection to do hair, makeup and networking for Lauder Ladies. That would create more Lauder networking opportunities; provide marketing exposure for Estée Lauder brands.

Final Report to Lauder Leadership 49


Lauder Global Alumni Gala Description: Landmark weekend event to celebrate Lauder Attendees: 686 alumni/students/guests (Venue capped at 700, several could not attend because they made alternate plans after being placed on the waiting list; there was an unfulfilled waitlist of 17 alumni and students and 3 guests) Timing/location: 7:30pm - 12:00am, The Musem of Modern Art Funding: Attendees; Subsidized by the Lauder Family Planning lead: Ronald Lauder Office (Lauren Arata); Matthew Axelrod (Arabic ‘11), Leonardo Navarro (Chinese ‘11) Lessons learned and best practices: • Venue º Select a venue that can accommodate all attendees º Ensure the AV system can be heard throughout the Gala room • Registration and attendance º Plan for significant attrition and last minute interest, including name changes and ticket purchases • Programming º Minimize speeches º Maximize dancing º Plan an after-party • Seating º Identify seating charts and especially VIP tables at least one week prior to the event º Seat consecutive years close to each other º Provide an overall seating chart at the entrance to easily identify where classes are seated º Consider that staff and faculty prefer to sit with alumni rather than with each other

50 2013 Lauder Global Alumni Weekend


Lauder Alumni Day In the Country Description: Outdoor, day-long event of activities and socializing in a casual environment Attendees: 110 registered alumni/students/guests Timing/location: Sunday, 9:30am - 5:30pm, Davis Family Farm, Roxbury, CT Funding: Tony Davis (French ‘97) Planning lead: Eric Bohren (French ‘97) Lessons learned and best practices: • • • •

Live music, great food, fun family activities (e.g., soccer, hiking, zip line) are all big hits Outside events highly dependent on weather, so prepare a rain plan Select a venue under 1 hour from the main event Self-direction to the event (even with GPS navigation) proved a challenge

Final Report to Lauder Leadership 51


Lauder Dim Sum Description: Casual brunch open to all alumni Attendees: 66 alumni/students/guests Timing/location: 12:00pm - 2:00pm, Jing Fong Restaurant Funding: Attendee Planning lead: Leonardo Navarro (Chinese ‘11) Lessons learned and best practices: • Charge in advance through the website • Allow for flexibility in service - venue was strict in terms of ‘all at once or nothing at all’ scenario was most like a wedding brunch, everyone showed up as they pleased for one last, quick, catch-up • Plan for no-shows and last minute additions

52 2013 Lauder Global Alumni Weekend


Final Report to Lauder Leadership 53


Financials


2013 Budget/Actual Report (Unaudited) Revenue (1) Ticket sales (2) Donations Total Revenue Expenses Events (3) Class Dinners (4) After-Dinner Dessert Reception (5) A Passion to Innovate (6) A Passion for New York City (7) Lauder Global Alumni Gala (8) Lauder Alumni Day in the Country (9) Lauder Alumni Day in the Country Shuttle (10) Lauder Dim Sum Organization (11) Credit card processing fees (12) Refunds to alumni (13) Three Sixty (14) Website (15) Design / print (16) Nametags (17) Language pins (18) Various Total Expenses Net Income

Budget

Actual

Over/(Under) Budget

$45,500 $25,000 $70,500

$123,955 $25,204 $149,159

$78,455 $204 $78,659

($35,000) -

($28,862) ($1,180) -

($28,862) ($1,180) -

-

-

-

-

($2,450)

($2,450)

($3,000) ($35,000) ($4,000) ($11,300) ($11,000) ($3,000) ($102,300) ($31,800)

($2,848) ($6,967) ($31,500) ($2,837) ($9,309) ($4,150) ($4,900) ($2,583) ($97,586) $51,573

$152 ($6,967) $3,500 $1,163 $1,991 $6,850 ($1,900) ($2,583) $4,714 $83,373

Final Report to Lauder Leadership 55


Notes (1) Gross ticket sales detail:

Event Class Dinners* A Passion for New York City Lauder At Sea Lauder at the Zoo Lauder Global Alumni Gala Early Bird Student Young Alumni Alumni Other Standard Student Young Alumni Alumni Other Lauder Alumni Day in the Country â&#x20AC;&#x201C; Transportation Lauder Dim Sum Total

Tickets Sold 364 57 11 6 628 498 41 118 332 7 130 1 36 90 3 19

Gross ticket sales $30,590 $1,260 $990 $90 $87,633 $65,908 $2,300 $12,608 $49,800 $1,200 $21,725 $75 $5,375 $15,750 $525 $950

66 1,151

$2,442 $123,955

Gross ticket sales of $11,400 were processed via the LIAA AlumniMagnet legacy system. Remaining ticket sales of $112,555 were processed via the LGAW website / Stripe. Gross ticket sales of $6,962 were paid by PayPal. Remaining ticket sales of $116,993 were paid by credit card. (2) Donations include Lauder Family Foundation traditional contribution of $25,000, an alumnus voluntary contribution of $150 and a contribution in name of the Class of 2011 of $54. (3) The LGAW collected ticket sales on behalf of Class Dinner Organizers. A credit card processing fee of $2 was collected per ticket sold. The following disbursements were made to organizers:

56 2013 Lauder Global Alumni Weekend


Class Dinner 1987 1989 1990-1991 1992 1994-1996 1998 1999 2000 2003 2006 2008 2009-2010 2011 2012 2013 Total

Total Disbursement ($4,964) ($2,125) ($1,026) ($4,488) ($4,250) ($1,725) ($1,360) ($975) ($3,020) ($40) ($1,494) ($1,100) ($820) ($540) ($935) ($28,862)

All other classes either did not charge a fee or collected payment on their own. (4) The After-Dinner Dessert Reception was generously contributed in kind by the Lauder Family. (5) A Passion to Innovate budget included contributions by the Lauder Family and the Lauder Institute; budget was managed by the LIAA, thus not included in this report. (6) Neue Galerie Collection Permanent Collection Tour was generously contributed in kind by the Lauder Family. Lauder at the American Museum of Natural History and Lauder at the Whitney were generously contributed in kind by the EstĂŠe Lauder Companies Inc. Tour fees of $175 and $1,005 were paid to the Solomon R. Guggenheim Museum and The Metropolitan Museum of Art, respectively. (7) The Lauder Global Alumni Gala at The Museum of Modern Art was generously contributed in kind by the Lauder Family. (8) Lauder Alumni Day in the Country was generously contributed in kind by Tony Davis (French â&#x20AC;&#x2122;97). (9) Shuttle fees of $950 were collected from alumni. Transportation, however, was generously contributed in kind by the Lauder Family. (10) Catering fees of $2,450 were paid to Jing Fong Restaurant.

Final Report to Lauder Leadership 57


(11) Includes $677 in credit card processing fees charged to Class Dinner attendees at $2 per ticket. Gross credit card processing fees of $3,525 represented 2.9% of gross ticket sales. (12) Refunds to alumni of $1,066 for cancellation of Lauder at Sea and Lauder at the Zoo, credits of $950 issued to young alumni who paid regular ticket prices and $4,651 for various ticket refunds. (13) Three Sixty was originally contracted to host the Lauder Global Alumni Gala. Two payments totaling $37,800 were made to Three Sixty before cancellation. Per contract, the LIAA was liable to a contract cancellation fee of $31,500. A refund of $6,300 was issued by the venue to the LIAA. (14) LGAW website spend of $2,837 includes $2,491 for development paid to Inneo Pte, Ltd., and various hosting, platforms, off-the-shelf add-ons, certifications and stock photography fees to various providers of $346. (15) Design / print fees of $9,309 includes $6,086 for printed materials and $3,223 for design paid to Visually Dynamic. (16) Nametag fees of $4,150 paid to Sequence events. (17) Language pinsâ&#x20AC;&#x2122; fees of $4,900 paid to Sequence events. (18) Various fees of $2,583 include various recognition gifts, name tags, stationery, postage and office services.

58 2013 Lauder Global Alumni Weekend


Projected 2016 budget Revenue (1) Ticket sales (2) Lauder Family Foundation (3) 2013 Lauder Global Alumni Weekend Total Revenue Events (4) Friday cocktails (5) Weekend conference (6) Alumni Gala Organization (7) Event planning support (8) Credit card processing fees (9) Technology (10) Printed materials (11) Other Total Expenses Total Shortfall

Budget 175,000 25,000 35,000 235,000 (25,000) (200,000) (250,000) (85,000) (5,100) (25,000) (15,000) (15,000) (620,100) (385,100)

1) 700 tickets at $250 each. (2) Traditional contribution from the Lauder Family Foundation of $25,000. (3) $35,000 contribution from the 2013 Lauder Global Alumni Weekend net income net of LIAA costs of ~$50,000. (4) General alumni-wide event, per 2013 quote from the Penn Club. (5) General alumni-wide event, per 2013 anecdotal costs. (6) General alumni-wide event, per 2013 quote from Three Sixty. (7) Per quote from Sequence events. (8) 2.9% of gross ticket sales per 2013 actual costs. (9) Online event and registration platform similar to the Lauder Global Alumni Forum, per Sequence events. (10) Per 2013 actual costs. (11) Includes design, nametags and various discretionary items.

Final Report to Lauder Leadership 59


Alumni Surveys


Pre-Weekend Survey Total survey respondents by class Total respondents per class 3

1986 1987 1988

4 1

1989 0 1990

10

1991

2

1992

3

1993

3

1994 0 1995 1996

3 1

1997

3

1998

3

1999

4

2000

7

2001

2

2002

3

2003 0 2004 2005 2006

3 1 1

2007

2

2008

2

2009

6

2010

7

2011

8

2012

6

2013

7

2014 2 Total survey respondents: 100

5 4

6

8

10

Final Report to Lauder Leadership 61


Friday evening preferred event % of survey respondents

Small group dinners

71%

29%

Alumni-wide cocktail reception with cash bar

10

20

30

40

60

70

80

Total respondents: 100

Friday small group dinner preferred format % of survey respondents

Classes (e.g., â&#x20AC;&#x2DC;08s and â&#x20AC;&#x2DC;09s)

57%

Randomized (e.g., computer program randomly assigns participants)

20% 10%

Tracks (e.g., Spanish) Industries (e.g., Finance) Other

9% 4% 10

Total respondents: 100

62 2013 Lauder Global Alumni Weekend

20

30

40

50

60


Saturday afternoon preferred format % of survey respondents Small group social events in the morning; Lauder program in the afternoon

44%

Small group social events only

28%

Lauder Program only

17% 8%

No Saturday programming Other

3% 10

20

30

40

50

Total respondents: 100 Small group social events: e.g., 5k in Central Park, wine tasting, museum tours Lauder Program: e.g., mini-course, career support, alumni feedback

Likelihood of attending a Sunday farewell brunch in Manhattan % of survey respondents

Very likely

30%

Likely

49%

Unlikely Very unlikely

19% 3% 10

20

30

40

50

Total respondents: 100

Final Report to Lauder Leadership 63


Post-Weekend Survey Total survey respondents by country of residence % of total respondents

7% 2%

United States

2%

United Kingdom Canada

7%

Germany Other

82%

Total respondents: 166

64 2013 Lauder Global Alumni Weekend


Total alumni and student survey respondents by class Total respondents per class 3

1986 1987

5

1988

2

1989

4 12

1990 1991

2 14

1992 1993 1994

2 0 5

1995 1996

1 7

1997 1998

6

1999

5 3

2000 2001

1

2002

4

2003

4

2004 2005

3 1 4

2006 2007

2

2008

3 10

2009 2010

11

2011

9 7

2012 2013

8 11

2014

15

2015 5

10

15

Total respondents: 164

Final Report to Lauder Leadership 65


Total alumni and student survey respondents by language track % of total alumni and student respondents 1%

2%

1%

2%

2%

French

4%

Spanish

23%

Portuguese 6%

Chinese German Russian

10%

Japanese English 18%

Hindi Global Arabic

15%

Other 16%

Total respondents: 164 Other: more than one language track

66 2013 Lauder Global Alumni Weekend


Most convenient time to attend the Lauder Global Alumni Weekend % of total respondents

Spring

55%

Summer

27%

Fall

81%

33%

Winter

10

20

30

40

50

60

70

80

90

Total respondents: 166 Multiple choice, total does not equal 100%

Final Report to Lauder Leadership 67


Most convenient location to attend the Lauder Global Alumni Weekend % of total respondents

International

95%

United States

25%

10

20

30

40

50

60

70

Total respondents: 166 Multiple choice, total does not equal 100% Top-5 US and International Lauder alumni locations by respondent preference: US: New York Philadelphia, Washington DC, San Francisco, Miami International: London, Sao Paulo, Hong Kong, Shanghai, Tokyo

68 2013 Lauder Global Alumni Weekend

80

90

100


How satisfied were you with Friday eveningâ&#x20AC;&#x2122;s class dinners? % of respondents in attendance

78%

17%

Neutral

2%

4%

0%

10

20

30

40

50

60

70

80

90

Total respondents: 112

Final Report to Lauder Leadership 69


How satisfied were you with Friday eveningâ&#x20AC;&#x2122;s Reception? % of respondents in attendance

80%

17%

Neutral

3%

0%

0% 10 Total respondents: 100

70 2013 Lauder Global Alumni Weekend

20

30

40

50

60

70

80

90


How satisfied were you with Saturday morningâ&#x20AC;&#x2122;s events?

Neutral

Somewhat satisfied

Very satisfied

Did not attend

Total

6%

3%

4%

9%

74%

5%

100% 4.5

1%

4%

6%

16%

41%

31%

100% 4.4

3%

6%

6%

32%

30%

22%

100% 4.0

1%

3%

6%

12%

11%

68%

100% 3.9

3%

8%

4%

15%

13%

59%

100% 3.6

Average rating

Somewhat dissatisfied

Saturday Keynote by Indra Nooyi Saturday Conversation with William P. Lauder Saturday Breakout Sessions (The New Lauder Global Program, Brand-Based Marketing, Activating Alumni for Change) Saturday Afternoon Small Group-Big Ideas (Regina Abrami, Kim Conroy, Mark Neustadt, Alumni Leadership, Technology Fellow Fellows (Networking event)

Very dissatisfied

% of respondents in attendance

Total respondents: 113

Final Report to Lauder Leadership 71


How satisfied were you with Saturday afternoonâ&#x20AC;&#x2122;s museum tours? % of respondents in attendance

65%

25%

Neutral

5%

5%

0%

10 Total respondents: 40

72 2013 Lauder Global Alumni Weekend

20

30

40

50

60

70

80


How satisfied were you with the Lauder Global Alumni Galaâ&#x20AC;&#x2122;s program? % of respondents in attendance

49%

28%

Neutral

13%

8%

2%

10

20

30

40

50

60

Total respondents: 151 Program: speeches, recogition, announcement of Capital Campaign

Final Report to Lauder Leadership 73


How satisfied were you with the Lauder Global Alumni Galaâ&#x20AC;&#x2122;s music? % of respondents in attendance

51%

23%

Neutral

19%

4%

3%

10 Total respondents: 151

74 2013 Lauder Global Alumni Weekend

20

30

40

50

60

70


How satisfied were you with Sundayâ&#x20AC;&#x2122;s Lauder Dim Sum in Manhattan? % of respondents in attendance

64%

27%

Neutral

5%

5%

0%

10

20

30

40

50

60

70

Total respondents: 22

Final Report to Lauder Leadership 75


How satisfied were you with Sundayâ&#x20AC;&#x2122;s Day in the Country in Connecticut? % of respondents 82% 9%

Neutral

9% 0% 0%

10

20

30

40

50

60

70

80

90

Total respondents: 11

Overall, how satisfied were you with the 2013 Lauder Global Alumni Weekend? % of respondents 87% 12% Neutral

1% 0% 0% 10

Total respondents: 163

76 2013 Lauder Global Alumni Weekend

20

30

40

50

60

70

80

90


How did you hear about the 2013 Lauder Global Alumni Weekend? % of respondents

80%

Email marketing

50%

Fellow alumni / classmates

Class Captains

42%

27%

Social networks (e.g., Facebook)

Lauder Institute (e.g., Marcy)

21%

Lauder Global Alumni Weekend website

Lauder Institute Alumni Association website

12%

4%

Lauder Institute website

2%

Other

2%

10

20

30

40

50

60

70

80

Total respondents: 163 Multiple choice, total does not equal 100%

Final Report to Lauder Leadership 77


How satisfied were you with the online registration process? % of respondents

29%

36%

Neutral

7%

20%

7%

10 Total respondents: 163

78 2013 Lauder Global Alumni Weekend

20

30

40


Do you prefer a ‘pay-as-you-go’ or an ‘all-in’ ticket that includes a combo of several events? % of respondents

15% Pay-as-you-go ticket All-in combo ticket

85%

Total attendees: 163

Final Report to Lauder Leadership 79


What type of reunion weekend content do you prefer? Content preferred as first or second choice

Social events (Gala, dancing)

91%

Networking events

42%

Professional events

37%

Academic events

Cultural

No opinion

12%

10%

7%

10

20

30

Total respondents: 163 Respondents' first and second choice, total equals 200%

80 2013 Lauder Global Alumni Weekend

40

50

60

70

80

90

100


What type of networking do you prefer? Networking preferred as first or second choice

Industry 59% Class 50% Region 42% 26%

Language

13%

No opinion

9%

10

20

30

40 50

60

Total respondents: 163 Respondents' first and second choice, total equals 200%

Final Report to Lauder Leadership 81


How frequently should Lauder alumni reunions take place? Frequency preferred as first or second choice

Every two years

68%

66%

Every three years

Every year

28%

Every four years

21%

16%

Every six years

1%

10

20

30

Total respondents: 163 Respondents' first and second choice, total equals 200%

82 2013 Lauder Global Alumni Weekend

40

50

60

70


What is your preferred Lauder alumni reunion format? Format preferred as first or second choice

One large, Global reunion

97%

A combination of large Global reunions and smaller Regional reunions

71%

Several small, Regional reunions

21%

A reunion linked to the Wharton Global Alumni Forum

11%

10

20

30

40

50

60

70

80

90

100

Total respondents: 163 Respondents' first and second choice, total equals 200%

Final Report to Lauder Leadership 83


List of attached handoff items The files below are attached in electronic format • 2013 planning timeline • Friday report to the LAC and LIAA • Marketing and communications º º º º º

Marketing emails Weekend program Report to alumni Weekend nametags Language track pins

• Venue contracts º º º º º

Three Sixty Westin New York at Times Square Grand Hyatt New York: hotel rooms, venue, F&B, A/V Grand Hyatt New York interim F&B estimates Grand Hyatt New York final bill

• Sequence Events º º º º º º º º º

Original EP Proposals (SEQ and XXX) SEQ 2013 Contracts SEQ Planning Agendas SEQ Staffing Plan (including Volunteer roles) SEQ Ancillary specs (badges, ribbons, pins, signage) SEQ VIP Run of Shows and Briefing Memos SEQ Total Event Run of Show SEQ Wrap Up Agenda SEQ 2016 Event Planning proposal

• Contact list • Previous editions • 2010 Files

84 2013 Lauder Global Alumni Weekend



Lauder Institute report to leadership