2015 - 2016ANNUAL REPORT

2055 PURCELL WAY, NORTH VANCOUVERBC, CANADA

TABLE OF CONTENTS

Executive Summary

Professional Development

Community and Social Impact

Fundraising

Membership

Internal and External Communications

Chapter Operations

Budget

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The 2015-2016 academic year was CAPUMA’s first full year operating as an AMA affiliate. During this time the team experienced many organizational changes, however CAPUMA was able to adapt and per-severe in order to accomplish our goals set for the year. With a much larger team, CAPUMA struggled to communicate outside of meetings, and some members were underutilized because of this. This negatively affected our overall team engagement. Communication problems aside, CAPUMA successfully executed our first Marketing Week, exceeded expectations for our annual winter social event, and introduced a dig-ital workshop with a 100% overall satisfaction rating and close to double the amount of expected attend-ees. The year has had its share of difficulties, with one of the major challenges faced by CAPUMA being the number of people on the team as previously mentioned. Before CAPUMA became a collegiate chapter of the AMA, the team was less than half the size it is currently at now. Having Vice Presidents in charge of the directors was an essential part of communication between the team. Secondly, the President along with the Vice Presidents voted and came to an executive decision to downsize CAPUMA’s future membership as a small chapter for the upcoming 2016-2017 year. Another major challenge CAPUMA faced included the amount of resources we had on hand with the number of mandatory events. When we were short finan-cial resources, we were able to come together as a team and create a proposal for Capilano University’s School of Business to provide us with further finances as well as fundraise to ensure we covered our needs.

In contrast, CAPUMA has also seen considerable success with regard to membership and events. We have surpassed our membership recruitment goals by having a strong presence with our on campus events which includes the first annual Marketing Week. With three events planned during that time, we successfully launched our “One Can Make a Difference” campaign , hosted Canvas Night on campus to unite business students, and held a Coffee With Industry event to allow students the opportunity to network with digital marketing specialists in a personalized, low-key setting.

Two major events CAPUMA hosted included the third annual winter social ballroom event, the Super Digi-tal Social. Capilano University student attendance as well as attendance of industry professionals exceeded original metrics set for the event. Lastly, CAPUMA held Digi Know, a hands-on workshop style event where students learned applicable skills in digital marketing not taught in the classroom.

The following report will highlight and explain the strengths and weaknesses of the 2015-2016 CAPUMA team and analyze the accomplishments and setbacks CAPUMA faced.

EXECUTIVE SUMMARY

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PROFESSIONAL DEVELOPMENT

Case Competition

The 2015-2016 academic year marks the first time the CAPUMA team was able to provide a unique opportunity for students to enhance their marketing skills by participating in the annual AMA Case Compe-tition. The competition challenges students to cultivate a detailed marketing plan that outlines the strate-gic steps which students believe will result in the best value to the given organization. Students would be competing against 90+ universities throughout North America for the top 10 spots to present their ideas at the Vision Conference in New Orleans.

In order to prepare and select the final AMA Case Team CAPUMA, in conjunction with the Capilano Case Competition Association (CCCA), held the first ever internal case competition. The internal competition was called the “Road to New Orleans” and was held in October 2015. The goal was to attract 24 prospec-tive students to form 3 presenting teams who would present their findings on another related case. This would form as part of the research phase for the AMA competition and give the advising faculty their first glance at interested students. After holding two case bootcamps and providing additional resources through an online source, the internal competition was ready to begin with all 24 spots filling up. Students were randomly put into teams and given 6 days to read, analyze and present on a case chosen by faculty advisor Andrea Eby. Presentation day was held in a large auditorium with 5 judges tasked to pick the final 4 to be part of the AMA Case Team.

The team was selected and from October 2015 - December 2015 the case team worked extremely hard to put together a comprehensive strategic marketing plan for Hershey Company and their product Cool Blast Chews. The team did a lot of primary research including a USA trip to conduct store visits, they developed and promoted a survey about consumer behaviour reaching over 600 respondents, as well as numerous focus groups and product trials. After multiple edits the team submitted their final report on December 9th, 2015.

While waiting for final results to arrive in late January the team attended the BCITAMA Case Competi-tion held in Vancouver, BC to practice for New Orleans. The team took first place in the local competition! January 25th, 2016 the AMA Case Team discovered that they had scored within the top 30 - out of 91 submissions receiving an Honorable Mention in the AMA Collegiate Case Competition. While they won’t be presenting their marketing plan, the team will attend the conference where they will watch the top teams present and get to network and learn at the AMAICC in March 2016.

PROFESSIONAL DEVELOPMENT

PROFESSIONAL DEVELOPMENTEVENTS:

Case CompetitionMarketing week - Canvas Night, Coffee with IndustrySuper Digital SocialDigiKnow

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Marketing Week October 5-9 2015Purpose: CAPUMA hosted our first annual Marketing Week with the intention of increasing our brand awareness on campus and raising funds for the AMAICC in New Orleans.

Marketing Events

During the 2015 and 2016 year, the theme on which CAPUMA focused was digital marketing.

The first event that was implemented during Marketing Week was “Canvas Night”, held on October 5th. It was established not only to fundraise for CAPUMA’s New Orleans’ trip but also to introduce CAPUMA to Capilano University’s students, specifically Business students to grow their professional networks. The goal for Canvas Night was to sell 15 tickets with a minimum profit of $150 as well as have 75% overall satisfaction from those 15. CAPUMA sold over 20 tickets, and had over 40 attendees throughout the night and received a 100% satisfaction rating through surveys we distributed. In addition, Canvas night gave us an opportunity to meet students interested in becoming part of CAPUMA. Following this event, we inter-viewed 4 additional students to become auxiliary members for CAPUMA.

The final event of the week was our “Coffee With Industry” networking event held on October 7th. Consist-ing of caffeine, cookies, and professional development, students were given the opportunity to network with four local digital marketing professionals in a more personalised setting. The goal of our free Coffee With Industry networking event was to create connections and highlight careers within the digital marketing industry for students.

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3rd Annual Panel Event: Digi Know

Purpose: To bring together a small panel to create an intimate environment for students to ask questions about the industry.

Though the initial event plan was for a panel event, CAPUMA decided that it would be valuable to teach students hard skills in digital marketing that they won’t learn in class. On February 4th 2016, “Digi Know?” was a free workshop-style event where CAPUMA hosted 3 tables each discussing a topic within the digital marketing industry. The 3 groups discussed social media content management, an introduction to HTML coding, and how to use Adobe Illustrator. Due to the informality of this event, our goal was to keep the event fairly small with 30 at-tendees (not including CAPUMA members). Through eventbrite, we were able to track the amount of tickets requested, which amounted to 54 tickets. We surpassed our goal by almost double. During the event, we had a lot of engagement with event goers as they were verbally giving us positive feedback and extremely satisfied ratings.

3rd Annual Winter Social Ballroom Event: Super Digital Social (SDS) 2015

Purpose: Our largest networking event for students and industry professionals.

CAPUMA held our third annual winter social, the super Digital Social on November 5, 2015. The goal was to have 50 student attendees. Prior to the event, we had already sold 63 tickets with the majority being sold to Capilano University students. This does not include the number of half-priced tickets sold exclusively to the auxiliary team. At the door we were able to sell another 5 tickets, bringing us to 68 student attendees outside of CAPUMA. As well, we were able to have 9 industry professionals attend our event surpassing our goal of having 5 attend. The professionals came from North Shore News, Latergramme, Bell, Blueshore and Lux Insights. As per survey monkey results, the event reached its goal with a 90% satisfaction rating.

Business Clothing DrivePurpose: To support those who lack financial resources to purchase their own business attire.

Between February 29th - March 4th 2016, CAPUMA alongside the Social Justice Collective at Capilano University will be accepting donations of business clothes, and formal attire for those who are unable to af-ford business-formal wear. Although the event has not occurred yet, we plan to reach our goal of collecting 5 garbage-sized bags full of professional clothing through intensive promotions. These promotions include creating a Facebook event page and inviting as many Capilano University students to participate. Secondly, through our design team, we will create posters and display them around the school campus. Lastly, each member of the team will participate in classroom talks and reach out to the local community to spread awareness and eventually pick up items from those who choose to participate.

COMMUNITY AND SOCIAL IMPACT

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Purpose: to raise funds for our members to attend the New Orleans Collegiate Case Competition while pro-viding CAPUMA members the opportunity to apply important project management, fundraising and event management skills learned in the classroom

Marketing Week Bottle Drive: One Can Make a Difference October 5-9th, 2015 Purpose: Generate awareness for the team’s sustainability initiatives while raising funds for the case team. We implemented a campaign “One Can Make a Difference” in order to raise funds for some of our mem-bers to attend the annual AMA conference in New Orleans. CAPUMA partnered with the sustainability team on campus, who offered to donate $50 worth of cans to our team. As well, the team collected cans from friends, family and their neighbourhoods. We successfully raised over $130.00 through only bottle donations, $30.00 over our initial goal.

Opus Canvas Night October 5th, 2015 Purpose: An evening to unite, entertain and engage the student body while raising awareness about our collegiate chapter. In order to successfully launch this event, CAPUMA approached Opus Art Supplies on the North Shore for a donation of art supplies. They happily obliged, and the estimated donation amount totalled around $750. Canvases were $20 each and Opus provided us with 30 to use for our attendees which totalled $600. The remaining $150 was used on paint brushes and paint. CAPUMA generated $200.00 in revenue as we sold 20 tickets which was also put towards sending team members to New Orleans.

Purpose: To ensure association succession for years to come

Recruitment:

Goal: To generate brand awareness during events around campus that CAPUMA is a part of, with a focus on recruiting 15 first year and new business students into the auxiliary team.

After our first recruitment day we had received 4 inquiries with 2 additions to the auxiliary team. We believe that the advertisement of our rebrand and website launch was a big factor in attracting students to this organization. CAPUMA focused on recruiting first and second year business students as it would assist in succession planning and create long-term members. Between April 2015 and the present date, CAPU-MA has hired 20 auxiliary members with 14 being promoted to directors on the team. During the Spring semester, an additional 4 members were appointed directors for the remainder of the year, while 2 were added into the auxiliary team. Overall surpassing our recruitment goals by 11 members.

FUNDRAISING

MEMBERSHIP

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Recognition:

Volunteer Hours

In order to recognize the dedication of directors on CAPUMA, we implemented a volunteer hours requirement. Each director was to complete 12 volunteer hours per semester by attending events, meetings, and volunteer opportunities across cam-pus. Each director on the team was given a vol-unteer hours sheet, which needed to be initialed by a Vice President or President at each event or meeting until hours were completed for the semester. During the fall semester, 100% of our directors completed the volunteer hours. As of February 2016, 63% of directors have completed these hours for the second semester. Those in that 63% attending the AMAICC will receive an equal portion of the funds we have raised throughout the year.

Retention

Goal: CAPUMA hosts a team get together once a month in order to strengthen team relationships and build team community

Retention within the organization was a minor chal-lenge, as CAPUMA expects the current team to reap-ply for their positions for Fall 2016. Due to the rapid increase in team members, it was important to focus on those who have have proven the ability to execute on target deliverables. It also provided an oppor-tunity to review who had shown the ability to take initiative and maintain a positive attitude. With sev-eral key members in leadership positions graduating from their respective programs, it was important that CAPUMA maintained the community dynamic that has been built within the organization. This past year, CAPUMA found that time was limited and our goal of monthly get togethers was difficult to attain. However, we were able to achieve 3 large team get togethers, as well as multiple smaller group activities, between September 2015 and February 2016.

LinkedIn Recommendations

Rather than going with CAPUMA’s original approach in member recognition, CAPUMA wanted to ac-knowledge our outstanding members in a different way: through LinkedIn recommendations. Through this method, value was added to their LinkedIn page and enhanced their image among the LinkedIn communi-ty. It also allowed members to feel appreciated for specific achievements.

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Department MeetingsEach VP held separate meetings with their depart-ment team in order to communicate specific and necessary tasks for the events, fundraisers and other activities implemented throughout the year.

Emails CAPUMA maintained healthy boundaries of profes-sional relationship as all business related matters were sent via email with a 24 hour response policy on typical business days (Monday to Friday).

Facebook Groups CAPUMA utilized private Facebook groups as a primary platform for all internal members to reach out to other members and generate ideas in a live, informal setting. This ensured quick responses and idea-generation.

Executive Meetings Executive meetings are held weekly to strategize and an opportunity for vice presidents to work on projects and communicate with one another on cur-rent initiatives being planned and executed.

General Meetings General meetings were held bi-weekly to keep all members in the chapter up-to-date with chapter operations. This would include internal updates and upcoming events.

Performance ReviewsCo-Presidents, Cheyenne Kuckein and Kelsey Singer conducted performance reviews at the end of the Fall semester to address successes as well areas for growth and development with each VP. Further performance reviews were conducted by the VP’s for the directors to also establish successes and areas of growth and development. This is to ensure CAPUMA is practicing “Kaizen” which translates to continuous improvement.

INTERNAL & EXTERNAL COMMUNICATIONS

Internal Communications

Purpose: To ensure association a cohesive, interdependent team with a clearly communicated vision, goal, and objective Goal: All members actively participating in internal group platform

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LinkedIn: Purpose: The CAPUMA LinkedIn presence will keep all members and alumni up to date with events.

Goal: Increase connections to 500+ by March 2015. Actual: Jumped from 272 connections to 325

Twitter: Purpose: Through this platform, CAPUMA aims to continuously connect with professionals and promote our events to our community.

Goal: Increase by 100 followers by March 2016. Actual: Currently at 593 followers (36 follower in-crease, 64 short of bench mark)

Goal: Maintain impression average at 50 and 5% engagement Actual: Impression is consistently between 60-130, however engagement was 3.5%

Instagram: Purpose: With a strong design community at Capilano University, we want to bring a visual presence online to our community. We want to use our Instagram account to provide a personality to our brand.

Goal: Increase following to 300+. Actual: Followers are now currently at 279 (21 short of bench mark)

Goal: Maintain 3 posts per week Actual: Consistent with 3 posts per week

Website:(www.capuma.ca) The newly redesigned website features a brand new recruitment video, a portal for new recruits to sign up, a whole page dedicated to CAPUMA events, a blog with updates on events, a team page, an alum-ni page, and a page of AFTER CAPUMA success stories.

Goals: 30 recruitment leads through portal for CAPUMA by March 2016 Actual: 23 inquiries as of February 2016

Goal: 5 corporate leads through portal for CAPU-MA by March 2016 Actual: 1 corporate lead, October 2015

Goal: 1500 unique visits by March 2016 Actual: 1447 unique visits acquired to date from September 13, 2015 - February 11th, 2016 (53 uniques short)

Social Media

Facebook:

Goal: To reduce the amount of posts from daily to 3-4x a week and provide more quality posts that will engage our community on Facebook to be more interactive with us. Actual: Posting consistently 3 posts per week.

Goal: 600 likes while maintaining post click reach of 20% Actual: 598 page likes as of February 11th, 2016

External Communications:

Purpose: This year, our chapter focused on digital strategy to communicate key messages to stakeholders.

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On-Campus Promotions

For each event we hosted this semester, CAPUMA believed that approaching a variety of businesses would help us engage the student body from a market penetration point of view. We performed classroom visits, explaining our event and why it would be beneficial to our audience “Capilano Business students” to at-tend. Our Marketing Week and Super Digital Social was catered to students from years 1 to 4. Our Digital Workshop in the Spring was focused primary for 1st to 2nd year students while 3rd and 4th was our sec-ondary market. We delivered our pitches to classrooms 1 to 2 weeks before our events so we created buzz early but not too late as well. In addition to classroom talks, we also designed posters which were placed in all the main buildings around school, and formatted these images for our Facebook and Instagram plat-forms.

Purpose:With 24 active CAPUMA members and growing, it was important for CAPUMA to maintain a functional organizational structure.

Organizational Changes:

As mentioned in our Chapter Plan, CAPUMA went through a very large restructuring for our 2015-2016 academic year. In past years, the team has functioned with one President, one Vice President and several directors covering the different functions of business operations. The decision to transition to a larger team was motivated by the opportunity for member growth and increased chapter success with more assistance from team members. For the fall semester CAPUMA successfully implemented two Co-Presidents. The presidents worked together to accomplish the goals set for the semester. Though monthly executive team events did not consistently occur, team bonding was a focus on a smaller group scale. The executive team often met for lunch on campus and study groups formed throughout each semester. One of the Co-Presi-dents left for an exchange abroad for the spring semester, which prompted the presidents to begin and com-plete succession plan for 2016-2017 before she departed.

CHAPTER OPERATIONS

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Organizational Structure:

The current organizational structure of CAPUMA is comprised of the executive team, consisting of One President, Vice President of Marketing, Vice President of Relations, Vice President of Finance, Vice Presi-dent of Human Resources, Vice President of Design, Vice President of Digital Media and Vice President of Case Competitions.

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BUDGET

The values closely reflect values on the chapter report. With exception of slight alterations as a result of total sponsorship.

Revenues Expenses Sponsorship and Donations Allocation to Marketing Budget: $1601 Catering Digital Budget: $749 Marketing Week: $70.22 Design Budget: $895 Spring Workshop: $214.19 Total Budget from School: $3,245 Total Catering $284.41 Ticket Revenue Decorations and Merch Marketing Week $220 Winter Social: $45.22 Super Digital Social $586.51 Activation Supplies $8.38 Total Decorations: $53.6 Total Ticket Revenues: $806.51 Food & Snacks (including alcohol) Canvas Night: $123.69 Fundraising Total Food & Snacks: $123.69 Bottle Drive $144.35 Total Revenues Generated: $950.86 Gifts Gifts for Speakers: $27.3 Total Gifts: $27.30 Total Revenue $4195.86 Venue and Licenses Winter Social Venue: $1013.25 SOL License: $20.66 Total Venue Expense: $1,033.91 Net Income: $1202.72 Promotions Posters: $15

Tickets: $10.44 Thank you Cards: $78.40 Buttons: $66.22 CAPUMA T-shirts: $108 Banner: $218.40 Total Promo Expense: 496.46 Digital Chronosly Plugin: $24.77 Hosting: $84 Social Media Tools: $295.00

Total Dig.Expense: $403.77 Miscellaneous Photo Booth: $570 Total Misc. Expense: $570 Total Expenses: $2,993.14

Donations do not include in-kind

values.

In-kind donation value is

approximately $750.

Membership Revenues

for 24 members is

approximately $1200

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