muse

upenn marketing University of Pennsylvania Annual Report 2011-2012

table of contents

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executive summary professional development community service fundraising membership communications chapter operations financial statement

executive summary

s MUSE, the University of Pennsylvanias undergraduate marketing organization, has turned seven, we have managed to continually grow and evolve to constantly meet the needs of our member base. This past year was one of growth and consolidation, creativity and standardization, and it is with this dynamic tension that MUSE has had its most successful year to date. Over the course of just one calendar year, MUSE has drastically increased its presence on campus, both through the amount and quality of events that we have held, and also through heightened brand awareness. Specifically, we have recently executed a brand awareness and consolidation campaign that is coming to a close: MUSE is now formally referred to as MUSE, UPenn Marketing and we also have revamped our entire brand image with a new website design, and the creation of MUSE-brand creative assets to use as necessary. Through this campaign, we have been featured in our campus newspaper many times and overall awareness of the organization has increased across campus. We look forward to continually leveraging the effects of the MUSE brand campaign well into the future. While MUSE has worked to expand its own image externally, we also have been constantly challenging ourselves to come up with unique events. This year specifically has featured a focus on creating memorable experiences through unique events specific to MUSE. Our focus on alternative perspectives to marketing is a continual effort that has only just begun, but it has already proven to be successful in creating enjoyable experiences for our members, and also enhancing MUSEs brand recognition. This past year, we have enjoyed events focusing on all aspects of marketing; from hearing Google speak about its new YouTube business model, to a nationbranding discussion led by an Israeli Consulate, MUSE has began to diversify its offerings to better fit the interests of out member base. MUSE is focused on empowering our members, and because we value their dedication and development, we have been able to drive continued growth for our organization. MUSE Love, Jason Rudin President, 2012 Integral to our long-term success is our strong feedback culture. We not only evaluate our past work to find opportunities for improvement, but we also solicit direct feedback from members to ensure that we continue to meet their evolving needs. As part of our self-evaluation, we have established a formal system for measuring the success and effectiveness of our events and projects. The assessment is as follows: The event or activity fell far short of the boards attendance and quality goals, little or no value was found by members, and attendees would not participate again in the future. The event or activity met attendance or quality goals, but the value of the event could have been improved, and members would not attend again in the future. The event or activity met expected attendance and quality goals, and provided substantial value to members, but is not sustainable for the future of MUSE as it would have lower attendance if repeated. The event or activity is central to MUSEs mission. It consistently meets or exceeds the boards strategic goals, is valuable to those who attend, and would continue to add value to every years calendar.

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professional development
objective: knowledge enhancement
Develop MUSE members core marketing skills by leveraging professional connections with marketing executives and teaching members practicable career skills Goals: Partner with at least 6 established companies from different industries which have successful marketing campaigns to establish effective and educational marketing events Host opportunities for students to learn more about marketing in nontraditional contexts Garner attendance of at least 30 general body members at each event Results: We hosted creative and innovative company presentations which enhanced the marketing knowledge of our members. By focusing on core marketing competencies, professional executives taught our students how to be successful marketers through these diverse and well-executed events. We accomplished all of our goals and our nontraditional presentations allowed our students to better understand how to market both traditional and nontraditional products, from food and consumer packaged goods, to nations. Foodie Week April 4-7, 2011. Expected attendance: 60 each. Actual attendance: Approximately 70. MUSE Foodie Week brought four leaders of various Philadelphia culinary establishments to speak about marketing as it relates to the food service industry. Pats King of Steaks April 4, 2011 Pats King of Steaks is a famous Philadelphia restaurant that specializes in homegrown Philly cheesesteaks. Frank Olivieri, the restaurants current owner, presented the brand management strategies he utilized for his business. Olivieri shared the establishments rise from a hot dog stall to a renown landmark. Sweetgreen April 5, 2011 Sweetgreen is a health-conscious and environmentally-friendly restaurant targeted towards college students. Its founders, Georgetown alumni Nicolas Jammet, Jonathan Neman, and Nathaniel Ru came to speak about their struggles to position Sweetgreen as a hip, healthy, and green dining establishment. Adsum April 6, 2011 Adsum is a fine dining restaurant in Philadelphia marketed as a neighborhood bistro. Co-founder Matt Levine spoke about his marketing efforts for his small business. Sugar Philly Truck April 7, 2011 Sugar Philly Truck is a food truck in University City that specializes in gourmet desserts for affordable prices. Co-founder and Wharton alumni John Suh spoke about how he has utilized social media to promote his food truck to college students. From daily Twitter updates to discount Groupon deals, Suh presented his small business success and setbacks with the social media. Razorfish Mobile Marketing Nov. 10, 2011. Expected 50. Actual 50. MUSE brought in Mr. Paul Gelb, Vice President of Mobile Practice Lead at Razorfish, the agency for marketing, experience, & enterprise. He discussed what mobile marketing encompasses, its future, as well as some of the Razorfishs current and previous projects with companies ranging from Google to Microsoft. The event concluded with an overview of available internship and full time positions the company currently has and a resume drop. Nike Brand Management Oct. 27, 2011. Expected 150, Actual 200. MUSE hosted Marc Patrick, Director of Marketing for Nike East. His presentation outlined his career trajectory, the company and Nikes overall Brand Plan. This included Nikes category offense

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professional development
and its general approach to connecting with consumers. It was a highly interactive session and a great opportunity for students to broaden their knowledge about the marketing, sports and retail industries. NYC Google Career Trek Dec. 5, 2011. Expected 30, Actual 30. This was our annual visit to the NYC Google office to meet the University Recruiting team and tour the office. During the site visit, the group learned about opportunities and responsibilities within the marketing and media teams at Google. In addition to having the chance to learn about the day-to-day lifestyle of a Google marketing employee, the students enjoyed an in-depth tour of the office. The trip gained significantly positive feedback from the attendees, who filled out pre- and post-career trek surveys that we provided for the Google team. The Google team was extremely satisfied with the questions and enthusiasm from the students in attendance as well, as well as the vast number of students who applied for the trip. Kraft Brand Management Jan. 19, 2012. Expected: 50, Actual: 70 This event featured several Kraft representatives as well as Vice President of Food/Beverages, Doug Weekes, who went over the daily lifestyle of a brand manager at Kraft, as well as an indepth discussion of the various responsibilities from production to advertising an intern or brand assistant might hold. This event specifically targeted juniors who were about to enter oncampus recruiting, and was strongly promoted via social media to heighten attendance and awareness of Krafts many opportunities. We received a 40 percent increase in turnout from last year and highly positive reviews at this event. We also gave away free Kraft products totaling over $300 in merchandise, which helped students visualize the extent of Krafts reach in commercial products that people use each day. Microsoft Marketing Discussion Jan. 24, 2012. Expected: 20, Actual: 20 MUSE hosted Margaret Arakawa, General Manager of Windows Phone Marketing and Wharton alumni, for an open discussion with students about her background and experiences. Students were very engaged in learning about her education at Wharton and how she applied her academic and extracurricular endeavors to move quickly up the ranks at Microsoft even at the time of the dot-com boom, during which Microsoft was in a slowdown. Margaret provided insightful knowledge about personal growth within a company. Attendees also received free giveaways from Microsoft and were welcome to send their resumes to Margaret, who offered to review and edit them to make them more appealing to hiring companies. Brand Israel: Managing a Nation Brand Feb. 15, 2012. Expected: 80, Actual: 95. Israeli Consul General in New York Ido Aharoni, who served as head of Israels brand management team, presented about the intersection of marketing and Israeli politics. When people hear the word marketing, most people think of retail products and advertising. We wanted to show that that is far from true, and that there is way more to marketing than what initially meets the eye. Through this event, we wanted to present a fresh and unique perspective of marketing through the lens of international politics. Rosetta Consulting Case Study March 16, 2012. Expected: 30, Actual: TBD Because marketing consulting is one of the many fields MUSE members go into upon graduation, MUSE brought in consultants from Rosetta Consulting to lead participants in an interactive case study workshop. This workshop allowed students to do two things: (1) gain valuable marketing consulting skills in tackling case questions, and (2) to network amongst the 6 Rosetta consultants present. This interactive event included dividing students into groups of four, each led by a Rosetta consultant, to emulate real consulting projects. The case students had to solve included a business problem focused on segmentation in the mobile market.

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professional development
Lincoln Financial Group career trek to Eagles Stadium April 20, 2012. Expected 20, Actual TBD. Lincoln Financial Group owns the Eagles Stadium (the Lincoln Financial Field) in Philadelphia, and will be hosting a group of MUSE members to visit the field and discuss company branding. The agenda will include a presentation on Lincolns brand and business, a marketing and brand case study, in which students will have the chance to prepare and present their case on the spot, a tour of the field, and a discussion of the various opportunities within LFG for students and new-grads.

consulting

Composed of top marketing students who are hand-picked through a competitive application and interview process, MUSE Consulting has maintained its reputation among clients as a leader in highly professional, budget-conscious marketing consulting services. Teams of 4-5 students are placed on each project to deliver various marketing research, strategy and tactics services, including competitive analysis, identification of growth opportunities, integrated marketing communication campaign plans and execution, logo design, web layout design, surveys, focus groups, and data analysis. Nordic HairContrast US Consultants Participating: 5; Revenue: $1,200.00 Nordic HairContrast is an established professional permanent hair extension manufacturer and distributor. The team conducted market analysis, competitive analysis (generated survey and facilitated distribution), and market strategy on the clip-in hair extension market. Effectively, the team delivered a competitive marketing strategy for the firms clip-in hair extension product line, consisting of target market segmentation as well as insights into website platform improvement. This upcoming spring, the team will continue working with Nordic HairContrast US, on its professional permanent hair extension line. Day & Night Consultants Participating: 5; Revenue: $900.00 Day & Night is a company that specializes in organizing and throwing large-scale daytime parties that would normally take place during the nighttime; it is very well-known in large cities such as NYC for its brunch parties that occur at various upscale venues during a weekend day and continue on through the evening. The Day & Night team developed a business plan framework to add to clients investor documents to generate more sponsors and clients for this expanding brunch party-throwing company. 5-hour Energy Consultants Participating: 5; Revenue: $2,300.00 5-hour Energy, a company which develops flavored energy shots that provide hours of energy, actively competes with similar products in the energy drink market. The 5-hour Energy team designed and implemented an effective market campaign targeting the college student population to spread brand awareness of the clients brand on Penns campus.

objective: experiential opportunities

Challenging students to develop marketing knowledge and valuable skills in real-world marketing situations. Goals: Attract five profit-bearing MUSE Consulting clients per semester, involving a total of 30 student consultants Participate in case competitions, including AMA case competitions and events Form a team dedicated to the AMASavesLives competition

Results: Our consulting branch of MUSE has continued to grow significantly, taking on challenging projects that push our members to develop the skills and tools needed to succeed. Case competition participation has been exceptional this year as well, and we have placed in every one we participated in. Overall, these experiences have allowed our over 40 consultants and 20 compeition participants to take knowledge learned in the classroom and apply it to situations involving advanced research, strategy, and client relationship management skills which are difficult to develop in any other group or club on a college campus.

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professional development
Eastern Advisors Consultants Participating: 4; Revenue: $1,200.00 Eastern Advisors is a private investment firm that partners with leading companies and strong management teams, all contributing to its strong portfolio comprising both established entrepreneurial companies. The first portion of this project centered upon a specific brand in the firms portfolio; the Eastern Advisors team conducted a competitive analysis of the home decor space in the US and how this specific company fit into the market. The larger semester-long project involved providing Eastern Advisors with a comprehensive analysis on the fastgrowing retail market that provides superior projects offered at much lower prices than competitors due to sourcing to Asia. The team determined and presented findings on which other retail categories for which this model was viable. eDine Consultants Participating: 5; Revenue: $500.00 eDine is a start-up that hopes to streamline the ordering and payment process for both restaurants and restaurant go-ers through development of its smartphone app that allows people to essentially dine without waiters. The eDine team conducted market research (e.g. focus groups, surveys) with the Penn student population and local Philadelphia restaurants to gauge interest in the mobile app. The team analyzed primary issues perceived by restaurant owners and searched for the key points which would generate interest for consumers (i.e. advertisements, coupons, rewards programs). Additionally, the team was responsible for efforts in positioning and rebranding the service. Caveman Foods Consultants Participating: 6; Projected Revenue: $1,900.00 Caveman Foods is both a line of products as well as lifestyle, hoping to help people change their diets one step at a time through products that help humans return to how they were supposed to eat (e.g. increased intake of lean meats, more natural and less processed foods). The Caveman Foods team is responsible for market and competitive analysis to identify the current industry landscape and identify opportunities for Caveman Foods to acquire new customer and build brand awareness. Additionally, the team will be delivering recommendations based on their findings comprising of a large-scale marketing strategy and defining the means by which Caveman Foods can best communicate its brand image and offerings. Fair Observer Consultants Participating: 5; Projected Revenue: $1,000.00 A rapidly growing Wharton-linked start-up, Fair Observer is a platform for information provided by global experts from a variety of disciplines and philosophies. Fair Observer is a multidisciplinary, multinational, multimedia journal that provides analysis of and context for issues, trends, and events of global significance. The Fair Observer team is responsible for identifying sponsorship opportunities, and reaching out to and and creating specialized sponsorship packages for relevant sponsorship targets. Kembrel Consultants Participating: 6; Projected Revenue: $1,000.00 Founded by Wharton MBAs, Kembrel is an online start-up that offers everything from fashion to food at low prices through a flash sale business model. The Kembrel team will take gauge the interests and lifestyles of the Penn student population to devise and implement effective marketing strategies to increase studentsignups and generate brand awareness. Oristocrat Consultants Participating: 5; Projected Revenue: $800.00 Oristocrat is a start-up online store that offers a new collection of luxury designer and estate jewelry every week. The Oristocrat team is responsible for conducting primary market research to map the market, understand the customer buying process, as well as segmenting the consumer base. After segmentation, the team will conduct focus groups to identify and size key opportunities to gain more insight across segments. Shopilly Consultants Participating: 5; Projected Revenue: $1,000.00 Shopilly is a website and email-type platform that aims to help consumers clear their inboxes of the clutter that comes from daily deals and store emails. Shopilly serves as a central place where online shoppers can store all their shopping information, such as receipts and daily deals. The Shopilly team is responsible for conducting market and customer analysis to determine points of needs that Shopilly can address for both businesses and consumers. Additionally, the team will help to segment the market, position the brand, and help devise and execute an effective product launch strategy.

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professional development
SmubHub Consultants Participating: 8; Projected Revenue: $1,000.00 SmubHub is an online marketplace that allows companies to connect with suppliers based on evaluations made by evaluations made by peers in the same industry. The SmubHub team is responsible for conducting market and competitive analysis of both users and suppliers, to deliver a final marketing strategy that identifies and leverages SmubHubs services and current position in the market. AMA Case Competition, Finalist Team Members: 10, In Progress Designed an integrated marketing communications plan for Pearsons new service, Prepare.

objective: personal development

Plan and execute events that build value for MUSE members and improve their marketing and real-world skills. Goals: Show the various career opportunities for marketing internships Prepare MUSE Members for the recruiting process with mock interviews Develop skills that are readily applicable to marketing tasks for the present and future Teach students the importance of marketing and its ubiquity throughout diverse industries and careers Results: MUSE Members were given the opportunity to prepare for the recruiting process with an info session on the various internships available in the three major industries (marketing, consulting, and finance) and had the opportunity to participate in mock interviews for their interviews. This lead to increased performance in interviews, helping our members secure internships and jobs. OCR 101 March 30th, 2011; Nov. 30th, 2011. Expected: 120, Actual: 143. This was a joint event between the finance and consulting clubs to give students a career prospective about the three different industries. Students questions were answered by a panel of six seniors who have experienced across the three industries. The Big Three Nov. 2nd, 2011. Expected: 80, Actual 113. The Big Three Event was accomplished with collaboration between MUSE, finance club, and consulting club. The event was geared to give an overview of the three major industries (marketing, finance, and consulting) and post-graduation opportunities

case competitions

Case competitions provide our members with invaluable, hands-on experience with the entire marketing process from idea generation to the implementation of these strategies. From working on marketing strategy to executing tactics, our members have been able to use these competitions as opportunities to enhance their marketing skills. Our strong history of success has strengthened MUSEs brand equity both within Penn and its image outside of campus as well. This year, we sought to reduce the number of case competitions that we participated in, to best provide the most support and attention to each competition. This strategy was successful, as seen in our performance in the competitions. Wake Forest Marketing Summit, 1st place winner Team Members: 4, Completed Created a strategic and implementable solution to address issues currently faced by BB&T in a 36-hour case competition. Chevrolet Sonic Marketing Challenge, 2nd place winner Team Members: 4, Completed Created an integrated marketing communications plan for the launch of the Chevrolet Sonic. The team performed marketing research, strategic planning, and tactical implementation of their plan. Gilt City Case Competition, 2nd place Team Members: 4, Completed Developed and implemented a marketing strategy to promote a new branch of Gilt Group that was designed to increase their membership base and develop new revenue streams for the firm.

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professional development
Mock Interviews Jan. 24th - Jan. 28th, 2012. Expected: 10, Actual 14. Mock interviews were created between seniors and student seeking an internship during the recruitment process. The interviews were designed to improve students preparedness for interviews covering marketing, consulting, and finance. MUSEshops (Design Workshops) March 30th, 2012. Attendance: 50 expected In order to add value to MUSE members, a series of design workshops are planned for the upcoming months. These workshops will focus on general design principles and basic image editing with publishing software. In addition, this event is tailored for the Digital Media Design majors within MUSE to help them expand upon their creative skills. with MUSEs desire to provide more experiential and alternative opportunities for members. Attendees of the conferences were able to work through practice cases with a representative from Pepsi, and hear from a speaker from YouTube on how to make a lasting impact. We look forward to learning from our successes and rectifying our mistakes in the coming year. Wharton Undergraduate Marketing Conference (WUMC) Nov. 18, 2011. Expected: 80, Actual: 30 The WUMC conference this year was a departure from years past in a number of ways. First of all, the number of sessions was reduced, as length of the conference was a complaint in years past. At the conference we were successful in building off of the framework of let your ideas take flight and bringing in speakers from both start-ups and established firms to give multiple perspectives on the process of idea generation and translation into a business. However, despite the engaging speakers and interactive case sessions, attendance was very low and off from our projections. This is likely due to a general lack of promotion and poor timing of the event. In future years we will work to revitalize this conference by changing its format, bringing in unique speakers, and marketing the event early and through multiple channels to reach a wide target audience. Marketing, Advertising, Retail, and Consulting (MARC) Conference Jan. 20, 2012. Expected: 200, Actual: 350 The MARC Conference is the premier conference at Penn that caters to four major areas of marketing, and featured keynote speaker Bing Chen, Googles Global Youtube Creator and Program Initiatives Manager, a networking lunch, and a career fair. Companies including Google, Macys, Nielson, Saks, Kraft, Clorox, Polo Ralph Lauren, and more attended the lunch and career fair to meet and discuss career opportunities with over 350 students. Students were extremely impressed and inspired by Bings talk, which not only discussed opportunities at Google but also motivated students in the way they think and begin their days. Attendance almost doubled from the previous year, and the conference resulted in both the largest attendance and most positively received conference in seven years.

objective: conferences

MUSE holds two annual conferences, designed to add value in different ways for our members. The Wharton Undergraduate Marketing Conference (WUMC), held each fall, is designed to educate our members on one specific aspect of marketing. The Marketing, Advertising, Retail, and Consulting (MARC) Conference allows members to network with potential employers and also attend a career fair. Taken together, both conferences greatly vary the offerings of MUSE and allow the organization to develop brand recognition outside of the smaller Penn community. Goals: Increase the attendance at both conferences by at least 25% Bring in a total of at least 7 different firms for the conferences Increase revenue from the Marketing, Advertising, Retail, and Consulting Conference by at least 10% Results: The 2011-2012 year had mixed results with regards to the conference goals that we had set for ourselves in the beginning of the year. Almost all of our goals were met with the exception of WUMC attendance, which unfortunately decreased this year. Despite this decrease in attendance, the overall conference experience was highly successful and consistent

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communiy service
objective: ama sponsored competitions
Be an active participant in AMA Activities and AMASavesLives Goals Participate in all AMA Sponsored Competitions Increase organ donation video production by 25% Place in the Top Ten in at least two of the judging categories in AMASavesLives Participate and become a finalist in the AMA Case Competition SABRE Competition The SABRE Simulation has challenged MUSE members to think in a fast-paced and dynamic marketing environment. They are able to develop strategies surrounding all aspects of marketing (e.g. advertising, pricing, distribution channels, and product development). This year, we hope to repeat last years success of coming in 1st place to give our members valuable marketing skills to learn from. Northwestern Mutual Sales Competition The Sales Competition will test MUSE members ability to convince an audience to purchase a product in a challenging oneon-one setting. Not only will they need to create a convincing argument, but they will also need to polish their presentation and marketing skills in order to succeed in this event. AMASavesLives Campaign Results: Since our excellent start in the AMASavesLives Campaign last year, we have continued our momentum and have vastly improved our approach. This year we had a two-pronged approach: on one end, we wanted to find a way to efficiently upload more videos, and ultimately we managed to upload almost 15 times more videos than last year. On the other hand, we wanted to focus on creating professional-quality videos and develop the video production skills of all of our members. This year we sought to take a different approach than in the past, opting to create more emotionally poignant videos with stronger messages, rather than in the past where we focused on humor to get more light-hearted messages across. Social Media Campaign This year MUSE has been working to promote organ donation through Facebook through a unique social media effort that sought to encourage discussion of organ donation issues and successes in the news. Members posted related articles on the AMASavesLives Facebook page that related to successful organ transplantations, recent events dedicated to organ donation, new legislation which worked toward having fully accessible organs for those in need, as well as editorial articles which discussed controversial elements of the topic. Our marketing analysis has shown that people are much more likely to become organ donors when they can become engaged with the issues surrounding it as well as connect with those in need, and as such our involvement has reflected this. Awareness at Blood Drives The University of Pennsylvania campus is no stranger to frequent blood drives, and as such we hope to become increasingly involved with such events, both by aiding logistics, marketing, as well as increasing awareness of organ donation through such events. Blood drives offer a captive audience as blood donors are easier to convert to organ donors. We plan to send MUSE representatives to talk to blood donors at these events while handing out AMASavesLives flyers as a channel to increase organ donation. Partnership with Gift of Life Donor Program MUSE has recently been in contact with the Gift of Life Donor program, which is a local non-profit organ and tissue donor program. This partnership would help provide the MUSE AMA commitee with necessary materials, speakers, and other resources to continue spreading the word about organ donation and assisting in video production. This coordinated effort would also help spread the world of Penns effort in this campaign, which will help increase the brand equity of MUSE as well as the AMASavesLives campaign as a whole.

objective: short service projects

Host a speaker events and one-day service projects to encourage students to learn about marketing for a non-profit and engage with the Philadelphia community. Goals: Bring in 1 speaker per semester to talk about marketing for nonprofits Host at least 2 one-day service projects Engage at least 30 MUSE members in these projects

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community service
PB&J for the Homeless and Soup Kitchen at Hillel April 20, 2011; Nov. 15, 2011. Expected: 15 Actual: 24 MUSE members participated in two PB&J sandwich-making events - one hosted by the Jewish Heritage Program at Penn and one organized by MUSE Community Service committee, which then brought the food to be distributed to homeless men and women in Philadelphia. MUSE members also volunteered together at a soup kitchen hosted at Penn Hillel. These activities demonstrate MUSEs commitment to the local community. They were successful events because they involved numerous MUSE Community Service Committee Members, and it accomplished its goal of being a purely community service activity. Marketing for the Cure Dec. 6, 2011, Expected: 10, Actual: 16 Missy Stein, a cancer survivor, speaker for Susan G. Komen for the Cure, and marketing strategist at Virtua, spoke about non-profit approaches to marketing campaigns. Susan G. Komen for the Cure is the worlds largest source of non-profit funds dedicated to fighting against breast cancer. It was very interesting for guests to hear Ms. Stein discuss specific tactics that Susan G. Komen for the Cure has employed to reach such outstanding levels of participation and donation. The speaking engagement also served as a catalyst for future action, as Ms. Stein proposed to the audience that they put together a marketing plan for fellow college-age individuals. MUSE communicated with guests at the event and invited the guests to join the community service committee and work on the project for Susan G. Komen for the cure. Members of the community service committee are now planning an awareness-building event which they will propose to the Philadelphia CEO of Susan G. Komen for the Cure. Goods For Good Members Participating: 5 This non-profit works with many different entities worldwide, such as corporations and grassroots organizations, to bring necessary school and health supplies to orphans and vulnerable children in places such as Malawi and Pakistan. Members of the Community Service Committee gave Goods for Good feedback on their website, pricing strategy, and promotions. In order to educate Penn students and other college-age students about Goods for Good and encourage them to get involved, MUSE publicized Goods for Goods online fundraising initiative during the holiday season. The programs goals were twofold: to increase awareness of the nonprofit, and to raise money for it. The team also consulted Goods for Good on revising their pricing structure, to make donations more affordable for college students, allowing the organization to target multiple segments. The Community Service committee is maintaining contact with Goods for Good and is hoping to host its founder for a speaking event this semester. Mariposa Food Co-Op Members Participating: 6 This non-profit provides sustainable, locally-grown, healthy food to its members. Its members usually join via word-of-mouth, and one of its goals was to have an aggressive membership drive to double its membership within the year. The Community Service Committee compiled a list of recommendations regarding Mariposas website and brochure, and Mariposa had their brochure redesigned based on the comments. After Mariposa made the initial revisions to the brochure, the CS team was able to give more feedback at the final client presentation for further revisions. CS also created a discussion guide for Mariposa because they were interested in holding focus groups at their site to gauge interest about a new facility they are opening. The discussion guide was for marketing research and consisted of questions about the new facility as well as what produce Mariposa should sell.

objective: non-profit consulting

Provide opportunities for MUSE members to utilize their unique backgrounds and marketing skills to create a positive impact on the Philadelphia and Penn community Goals: Partner with at least 2 non-profits and consult for them Create lasting, sustainable connections with a diverse set of non-profit organizations

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fundraising
objective: corporate sponsorships
Develop a sponsorship program through targeting, segmentation, and positioning to attract corporate partners to provide funds to MUSE every year Goals: Gain at least five yearly sponsors to agree to a long-term contract with MUSE Bring in at least five new event sponsors that wish to recruit Penn students for marketing positions Redefine the sponsorship program to improve efficiency and simplicity Results: MUSEs fundraising efforts center on driving revenue from activities that give members real marketing experience, such as negotiating with firms, consulting, designing events, and helping to spread the MUSE name on campus. The skills attained from helping MUSE achieve its fundraising efforts are helping our members in real-world sales, marketing, and advertising situations, achieving the MUSE mission of providing value to our members. Sponsorship Pitchbook Throughout this academic year, MUSE has taken our concept of a sponsorship pitchbook and streamlined it from the ground up. In doing so, we improved its professional appearance to not only reflect the professional nature of our club, but to further increase potential sponsors ability to locate relevant information and aid them in best finding ways to participate. Streamlined pitchbook This year we maintained the concise content of last years pitchbook while simultaneously editing to clarify and simplify the information presented. Furthermore, we standardized communication procedures with potential sponsors in order to expedite the sponsorship process and utilize our pitchbook in a more efficient manner. These initiatives also helped MUSE members better understand important aspects of business etiquette and corporate communication. Varied Sponsorship Packages Due to poor economic conditions and their effect on corporations human resources and public relations budgets, MUSE has adapted its sponsorship packages to reflect such conditions. At MUSE we understand that just as not all people will react the same way to a promotional campaign, not all companies will feel the same way about different sponsorship packages. As such, we have continued to develop an increased variety of packages. These range from year-long contracts to short, one-event commitments. While some smaller companies might only be looking for awareness and increased business, other large ones might be looking for top talent and would benefit more from recruitment programs. This also helped us plan educational and interactive events for our members, giving them increased opportunities to learn about marketing. Increased Follow-Up and Sentiment Surveys To remind sponsors of the great work that we did with them, MUSE also increased its follow-up efforts. For example, a student survey was conducted both before and after our members attended the Google NYC tour in order to assess the changes in their opinions of the companys brand. We have also produced videos, slideshows, and photo albums celebrating the events and conferences we have put on, and sent these out to companies. This has resulted in positive responses from recruiters. Sponsorship Outreach & Effective Letters To reach out to sponsors, MUSEs Executive committee communicated to our contacts via a variety of channels. Building on the base of contacts that MUSE has amassed over the years at over 100+ companies, committee members drafted letters over the summer break and sent them out to all companies, resulting in a favorable response. This tactic has specifically utilized our members marketing and sales skills in order to contact and develop professional relationships with future sponsors. Career Fairs Another valuable outlet was career fairs, at which members received business cards and maintained face-to-face contact with recruiters who were specifically interested in partnering

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fundraising
with MUSE. Through this tailored forum, we have been able to connect with recruiters and maintain higher traction with email interaction in order to successfully plan marketing events for our members. and expansion of the MUSE consulting business has shown our progress in building our local brand, and furthermore the quality of the consulting services which we provide. This prime source of funding, in addition to our revenue from case competitions, is unique as it does not only allows us to raise sufficient funds for the successful operations of our organization. It does so in a setting that provides our members with the ability to apply their marketing knowledge in real-world situations, without having to worry excessively about the financials of MUSE.

objective: muse consulting business

Build the MUSE Consulting reputation and practice areas to generate more lucrative and meaningful service contracts Goals: Contract more than 10 clients for the year and aim to triple last years revenues Increase the brand quity of MUSE Consulting to clients outside of the Philadelphia area Diversify consulting clients to give MUSE consultants a more varied marketing experience Results: Funds Raised: 10000 expected, 12800 actual Project Nordic HairContrast US Day & Night 5-Hour Energy Eastern Advisors eDine Caveman Foods Fair Observer Kembrel Oristocrat Shopilly SmubHub Total Revenue 1200 900 2300 1200 500 1900 1000 1000 800 1000 1000 12800

After many years of building MUSEs reputation as a top-tier consulting service for businesses in the area hoping to utilize local talent, MUSEs successful, sustainable business model has not only become the prime source of fundraising for MUSE, but it has also given our members invaluable, practical experience. This year we have contracted 10 clients generating revenues of $12,800, and in doing so have provided funding for MUSEs different membership and professional development events. This vast improvement

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membership
objective: recruitment
Attract new MUSE members through utilizing different channels and highlighting the educational value MUSE can provide to increase the proportion of non-business majors involved in MUSE Goals: Promote the successes current MUSE member Membership Survey Continuing our efforts from past years, MUSE has developed an annual membership survey that will be sent out to MUSE members. This simple form of research has been designed to best allow the organization to understand the changing needs of our member segments. Analysis of this survey will result in the creation of events that will be better targeted towards our members interests. MUSE Mega Event Feb. 5, 2012. Expected: 100, Actual: 80. In order to foster a sense of community within MUSE and boost connections between committees, MUSE hosted the MUSE Mega Event. This event brought together MUSE members from all branches of the organization for a two hour long event in the MBA Caf. Activities included speed dating, break-out sessions, and a game to close out the event. In the future, we can improve the event by using the new attendance policy to boost attendance. Furthermore, we can limit the length of each activity to squeeze in events like jeopardy.

of

Show potential MUSE members the benefits of joining MUSE Results: MUSE Membership was able to surpass its goal by reaching out to students and increasing the membership base of MUSE. Through targeting different majors and grade structures at Penn, we were able to diversify our membership mix. We held events which gave our members valuable marketing experience, building their excitement about our club and increasing their customer lifetime value with MUSE. Fall/Spring Activities Fair Sept. 5, 2011 & Jan. 15, 2012. Attendance: 750 At the beginning of each academic semester, MUSE participates in the university-wide activities fair to promote our organization. These events were used primarily to increase awareness about MUSE to the underclassmen of the university (as this is the primary population that attends these events). They also allowed MUSE to promote upcoming events and new opportunities to a captive, targeted audience. What is MUSE Event Series? Sept. 2011 and Jan. 2012 . 200 Expected, 350 Actual To encourage new members to come, each semester MUSE hosted hour-long presentations to show potential members what MUSE can offer them. The presentations focused on MUSE as a whole, our Case Competition opportunities, and MUSE Consulting. These presentations discussed the various opportunities to become involved with MUSE, and allowed us to segment the large Penn community to best target individual member needs.

objective: retention

Foster the development of relationships amongst MUSE members and maintain the loyalty of our members Goals: Support social interaction between MUSE Members to engage members Hold at least 2 social events per semester Increase inter-committee awareness and camaraderie Results: By holding numerous and unique events for MUSE members, we have created a social setting where friendships and relationships are formed and cemented. Developing MUSE as a social organization has helped keep members active and attract new ones. At the same time, membership activities have fostered a strong sense of cohesion amongst the general body and MUSE in general.

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membership
Ice Cream Social Oct. 13, 2011. Attendance: 20 expected, 8 actual The ice cream social was a study break from upperclassmen and underclassmen to meet each other, while enjoying an ice cream sundae. A general update about MUSE and its happenings was also provided. This event was moderately successful, but can be improved in future years by ensuring that a social event is not held around a heavy testing period. New Member Welcome Jan. 29, 2012. Attendance: 50 expected, 40 actual The first event of its kind for MUSE, we held an event following the end of the spring recruitment season to welcome the new members to the organization and enhance the camaraderie among new members. This event was highly successful, as everyone who attended enjoyed a break from studying and met their new committees. This event will definitely be repeated in the coming semesters, with more promotion to better achieve target attendance. total members Internship Database Based on MUSEs past experience with an internship handbook, MUSE has instead focused its efforts on creating a simpler, cleaner, and easier to use internship database. This database has been easier to update and has proved to be an excellent resource for MUSE members to help with their career search.

objective: membership breakdown

This year, our membership growth stabled significantly from past years, as we currently have 82 active members in the organization across all committees, case teams, and consulting branches. We noticed an increasing prevalence of non-marketing majors, demonstrating that our efforts to attract people outside of the Wharton School is proving successful. Additionally, one of our biggest areas of potential growth, outside of increasing overall membership numbers, is to have the balance of males to females be closer to the university average. We can also try to recruit more underclassmen to join the organization in the future. members by class

members by gender

members by major

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communications
objective: external communications
Create Buzz about MUSE on the Penn campus while respecting all of our stakeholders: marketing faculty, MUSE Alumni, the wider Penn community, Penn Alumni, and the Philadelphia community. Goals: Expand website offerings to provide more resources to visitors in an organized and aesthetically pleasing manner Utilize social media to connect with students where they already interact online Expand PR awareness and strength of the MUSE brand as a whole Results: This year, the promotions and web committee of MUSE began many new projects which have revitalized and reinvigorated MUSEs brand image, and in doing so has helped engage students, both members and nonmembers of MUSE, with marketing. MUSEPenn.org This year we launched a new and updated version of our website, musepenn.org. Our new website utilizes the Wordpress platform for easy updating and for its user-friendly interface. One major improvement addressed in our website is the focus on photos of various club events, which helps put a face to MUSE. External Event Documentation We recently launched a campaign to document MUSE events through photos and videos. Our research showed that many of our members are unable to attend some of our events due to scheduling conflicts. To solve this problem, we record speaker presentations and upload the videos online for MUSE members and for the whole Internet community to view. Twitter, Facebook, and LinkedIn MUSEs strong social media presence is one of the many ways our club has expanded its awareness and brand equity both on campus as well as in the greater Philadelphia community. MUSE likes to be where its members are, which currently is primarily Facebook, Twitter, and LinkedIn. LinkedIn allows MUSE to connect with many alumni in a professional context, and currently has 38 members and is rapidly growing. Our Twitter page allows us to quickly and widely reach members and the larger Penn community, having over 450 tweets and 232 followers. Facebook, where we maintain our largest presence, has been integral in our efforts to keep in touch with students. In the past 6 months, MUSE has created 40 Facebook posts, reaching 6712 unique users, garnering 30,115 page views, and resulting in 6,880 clicks. Furthermore, the MUSE AMASavesLives page has created 114 posts. These efforts to expand our social media presence have been very important to our success as a club, and we hope to increase our metrics even more moving forward. Marketing Your Student Organization (MYSO) From performing arts groups to career development clubs, most student organizations at Penn utilize marketing to reach out to the student community and promote their causes. Some organizations accomplish these, but many organizations come short of their goals. Marketing plays a big role in the success of organizations like MUSE. To generate awareness of basic marketing principles and MUSE as a whole, we will be launching the MYSO campaign. We aim to educate other Penn student organizations on how to properly manage their own marketing efforts and reach wider audiences. Our plans include holding workshops on proper social media usage, Photoshop, and HTML/CSS. Public Relations Initiatives This year, MUSE has also began to recognize how it can leverage local school news sources, including blogs and newspapers to advertise for events and increase brand awareness for our organization. We have actively been coordinating with the Daily Pennsylvanian, the school newspaper, to get reporters and photographers at all of our major events. Our efforts have been successful, we have been featured on the front page of the newspaper twice since November.

objective: internal communications

MUSE seeks to minimize time spent on internal logistics in order to maximize the value we can produce for MUSE members as well as the Penn and Philadelphia community as a whole Goals: Standardize member communication and transfer of internal materials Help members more accurately and efficiently document their successes and events Implement a less is more strategy in internal communications by utilizing few, simple-to-learn methods of internal communications

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communications
Simple Sharing of Internal Materials While MUSE has experimented with different resources in the past, we currently have two methods of internal organization: Dropbox, to organize all of the files for each of our commitees, and Google documents, which is to be used when many people are to edit the same file. One of the most important element of this organizational structure is increased transparency, as discussed below. Internal Event Documentation This year MUSE published a simple online form that members can fill out to document events that they had and record metrics associated with such events. Throughout this year we hope to improve the flexibility of this form to cater to a wide variety of events and ultimately document any MUSE event that occurs. By doing so, MUSE can keep an active internal log of progress and activity for reference.

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operations
objective: increase transparency
MUSE seeks to make materials available to all members for increased coordination of events as well as the ultimate goal of 100% transparency of all club activities Goals Create an internal structure that facilitates cooperation between committees Encourage use of shared data systems such that any member can view the activities of any other committee Utilize the transparent structure of MUSE to allow members to better find opportunities for involvement with other members Data Storage In MUSE, we keep all club materials of any nature in shared, cloud-based data storage file systems. In doing so, MUSE is able to keep a very detailed record of the movement of files within our organization (as a feature of cloud-based systems such as Dropbox or Google docs), but also allow members to immediately refer to files of other committees without needing to first communicate with the committee presidents. times, and (3) recommendations, we were able to combine these new dimensions with our previous interactive interview sessions to pinpoint the best new talent. Doing so, we expanded our applicant pool to 30 students (up from 16 last year) and were able to create an enthusiastic and proactive board who is passionate about MUSE and is going to push the boundaries of what we have done in the past. Scenarios and Creativity This year, we have added case components to our board interviews in order to best gauge the candidates personality as well as marketing thinking style. By doing so, we have been able to put together a team of board members who are unparalleled in many dimensions each of us brings a different skill to the table which allows MUSE to be creative in a multitude of ways. This allows our board to quickly react to and implement new ideas generated from general body members. Streamlined Application Process Because we require board members to respond in a timely fashion to emails and we require them to have past experience in running teams, our new application process gave us new insights into how they would do on MUSE board. In addition, requiring personal recommendations gave us a better gauge as to what their professional dimensions were, and helped us understand whether they would fit into the MUSE culture.

objective: board application process

Incorporate diverse and interactive questions to help gauge and target best candidates Goals: Identify and mentor promising students who carry the MUSE vision and can propel the organization forward Find the best talent who reflects the creativity and passion necessitated of a MUSE board member Improve record keeping through the year to ease knowledge sharing at leadership transitions Results: Through institutionalizing new application systems which include (1) potential scenarios and creativity, (2) email response

objective: productivity improvements

Enhance board and committee productivity through effective formal feedback systems and technology Goals: Formalize regular Board processes and create a consistent rhythm of business to efficiently streamline updates Implement 360-feedback systems for events and peer reviews of board members

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operations
Results: MUSE Board successfully streamlined updates and operations through refining an existing technology system that substantially enhanced board productivity and accountability. This has allowed not only the board to run more smoothly, but to positively increase productivity as well. Through restructuring our technology system, MUSE has been able to plan better events, decrease miscommunication, and increase our professionalism on and off campus.

board

MUSE Board meets every Sunday to discuss upcoming events and long-term strategic issues facing the club. This meeting has three purposes: (1) to discuss the most imperative issues that require input from all VPs, (2) to brainstorm and discuss new long-term ideas which will most positively impact our members, and (3) to develop and shape the course of each VPs committee. Rhythm of Business Each week before board meetings, each VP posts a slide on a Google Docs Presentation consisting of updates on tasks completed in the past week and sets goals for the upcoming week. This helps us streamline updates from VPs and allows the President to focus the agenda on items that need Board feedback as opposed to routine updates from each VP. This has increased transparency amongst different VPs because it helps them gauge what other committees are accomplishing, as well as giving them greater latitude in setting their own goals and measuring their own success. This has helped us have more concise and effective board meetings, allowing us to focus on important details. Formalized Feedback Systems A shift in the structure of board meetings has naturally enabled constant feedback and dialogue between board members. In the past, board meetings had exclusively focused on updates and information sharing. However, in the past year, board meetings have began to shift focus towards problem solving and high-level strategy planning. By working as a team to accomplish the larger goals of MUSE, feedback on ideas and best practices occurs constantly, and naturally, in every board meeting. Company Contact Database Building off of the competencies of the recently created shared folder for MUSE Board, we have began to create a database of companies that MUSE has contacted. The benefits of this database are that (1) it facilitates future interaction with companies that have already worked with MUSE in the past and (2) it helps committees understand which firms have already been contacted, ensuring that there is only one point person for each event.

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operations
Board Leadership Forum MUSE Board continued to hold our highly successful planning and board cohesion retreat, the Board Leadership Forum (BLF). This intensive, full-day workshop is used to plan events for the upcoming semester, discuss and set collective goals, and decide on strategies and policies. The event also functions to transfer best practices and leadership knowledge between successive boards in order to smooth the transition between board members from one election cycle to the next. End-of-Term Review This year, we have continued a recently-implemented board feedback process where the current president meets with each exiting board member. This process has proved to be very beneficial, as the conversations and comments received offer a vital perspective on the structure and function of a committees. These reviews have produced a significant amount of advice and suggestions for the new board members. Board Member Transition Series To build the skills of board members and help them to be more effective in their roles, MUSE started a Board Member Transition Series which not only trains the future leaders, but also helps them understand the high commitment and passion which are needed in being successful board members. This has helped us set expectations from the start, and, because there is a fun and interactive component to this series, has allowed us to build personal friendships with new board members. This has helped us function as a cohesive team whose members all believe in the same MUSE vision and mission. MUSE Consulting Feedback This year, we continued our new consulting midterm feedback from which allows every project leader to chart the performance of each of their group members up to that midpoint. This has provided constructive criticism to the group members that has been extremely valuable and has also helped the project leaders set goals to improve their own skills and performance levels. This has added value to our consultants as a whole and helped them build both team-work and marketing skills.

Midterm Feedback Sessions MUSE prides itself on its focus on personal development, and twice every semester, the President holds one-on-one discussion sessions with each board member, and similarly, VPs with each committee member. These feedback sessions serve two main purposes, both of which are extremely well received and successful. First of all, it ensures that MUSE members are happy and progressing personally and professionally, and provides a productive and respectful setting for constructive criticism. Also, it gives MUSE board a chance to improve, as the 360- feedback sessions produce suggestions for the improvement of board members and the course of the organization as a whole. Sign-in and Feedback Forms At each MUSE event, the VP of Operations sets up a sign-in form for members in attendance. Following the close of the event, the VP sends the members who attended a short feedback survey. The feedback survey incorporates quantitative feedback on quality, length, and promotion of the event as well as qualitative feedback on attendees impressions and ideas for improvement. Attendees are incentivized to take the survey by being entered into a monthly raffle for each event they attend and give MUSE feedback on. Both the sign-in form and feedback survey are built with a Google Docs Form, and MUSE has created its own template to ensure the use of consistent feedback metrics and to reduce setup time for new forms. VPs also share the feedback with their committees to ensure that future events continue to meet members evolving needs.

committees

Our committee growth this year has been astounding. In fact, due to an increased demand and interest in MUSE, we have expanded to 8 committees which meet weekly to implement goals set by MUSE Board. These committee meetings have become MUSEs strongest asset in terms of keeping members active and updated on club activities. In addition, this years board focus on empowering our members has pushed VPs to structure committee work so that it grows our members professionally and augments their marketing knowledge. Everything they do is centered on a larger marketing strategy, and this has taught them to think like a marketer by defining their target audience, what value their event will deliver, and how best to reach their target market.

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operations
President

Executive VP
Corporate Sponsorship

Case Teams

Tactical Support

Experiential Activities VP of Operations

Core Events

VP of Finance

VP of Promotions & Web

VP of AMA

VP of Consulting WUMC Chair MUSE Consulting

VP of Community Service

VP of Membership Alumni Membership Relations Committee Membership Committee

Promotions & Web Committee

MARC Chair

Community Service Committee

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financial statement
Beginning Balance Revenues
$0 $5,000 $1,400 $0 $1,000 $12,800 $500 $0 $250 $250

$9,447.79

Conferences WUMC MARC Corporate Sponsorships Information Session Sponsorships Other Partnership Events Other AMA Prize Money, 2010 MUSE Consulting Funding from Wharton Council Community Service Grant AMA Conference Grant AMA Saves Lives Competition

Total Revenues Expenses

$850 $500 $3,725 $750.51 $200 $554 $834 $650.06 $10,100 $740.94 $270

$21,200

Events WUMC MARC Facilities Lunch Job Shadowing Trips AMA Case Competition General Body Meetings ($100 /meeting) Professional Development Membership Social Events AMA International Collegiate Conference Promotions & Administrative Printing Website Maintenance

Total Expenses Ending Balance

$19274.51 $11,473.28

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