2. 2
TABLE OF CONTENTS
3 | Executive Summary
4 | Professional Development
7 | Community & Social Impact
8 | Membership
10 | Fundraising
12 | Communications
14 | Chapter Operations
15 | Calendar of Events
16 | Budget
17 | Appendix
3. 3
EXECUTIVE SUMMARY
The Northeastern University Marketing Association
(NUMA) began the 2015-2016 academic year with
ambitious growth goals. This year marks NUMA’s 10th
anniversary on campus as an invaluable resource for
students passionate about marketing. In celebration of
this milestone, we strengthened our mission of help-
ing students achieve both academic and professional
success by narrowing in on three major areas. Our pri-
mary focuses for growth this year were in membership,
professional development, and communications.
Especially at Northeastern University, there are many
sources of direct and indirect competition vying for
students’ time, so it is imperative to stand out amongst
these numerous student clubs and activities. We have
identified a strong correlation between students who
engage and interact with NUMA and students who
become official members. Students become inter-
ested in full-time membership once they are invested
in NUMA and our mission. Although this may seem
obvious, it is easier said than done. While the majori-
ty of NUMA’s general meetings and events are open
to all Northeastern students, including members and
non-members, we have made deliberate efforts to
create unique opportunities and perks for official
members. We have researched our target market and
competition to better understand the value we should
be offering students. We have narrowed and focused
our approach, and the results have been astonishing.
NUMAhasseenunprecedentedgrowthinattendance,
membership, and ultimately AMA participation. This
has been a two-pronged effort, as it has also helped
NUMA expand in every other aspect of our operations.
NUMA also focused on professional development, as
it is near and dear to Northeastern students’ hearts. In
addition to its many global and research opportunities,
Northeastern University is renowned across the world
as a leader in cooperative education. As a component
of Northeastern’s cooperative education program,
business students are required to complete two to
three full-time internships (co-ops) for the duration of
sixmonthseach.NUMAhelpsstudentswitheverything
from learning about opportunities to gaining employ-
able skills. Our most successful annual events are Co-
op Information Sessions and speaker events, in which
we bring in highly coveted employers of marketing
co-ops. While our work in professional development
has been strong, over the last years we saw opportu-
nities for improvement on streamlining our program-
ming. This year, we focused in on our chapter’s theme
of “Shifting the Status Quo.” With this direction, NUMA
was able to offer a more cohesive set of learnings. For
example, instead of covering various topics with our
professional speakers like we have in past years, we
coordinated a cohesive speaker series this year which
includedtopicscenteredarounddisruptiveinnovation.
Finally, NUMA has worked to improve our commu-
nications through executing a complete rebrand of
our organization. In order to successfully execute and
promote our rebranding effort, we created standard-
ized logos and templates for flyers, handouts, and
club materials. We also explored different meeting
formats to try and actively engage our members with
guest speakers to further change the image of NUMA
as an interactive networking organization rather than
an hour-long weekly lecture. This targeted approach
coupled with our speaker series allowed for deeper
level of marketing discussions for students who al-
ready know the textbook information and want a more
intensive look at specific areas and examples of re-
al-world innovation and disruption. These strategies
were just some of the many that were implemented
in our image overhaul to shift our own status quo. In
addition to our rebrand, we have achieved incredible
successes in both internal and external communica-
tions due to continuous updates to our chapter’s web-
site, delivery of targeted weekly emails tailored to our
audience, strategic flyering on campus, revamping our
Facebook page, and expanding our blog presence.
While we continued all successful programs
from last year, we also applied new learnings
from previous years to enhance our newest
programs. These better-than-ever programs are
discussed in greater detail later in the report.:
• Business Simulation Competition
• Mentorship program
• Blog series
4. 4
PROFESSIONAL DEVELOPMENT
TARGET MARKET
Ofthe4,966studentsintheD’AmoreMcKimSchool
of Business (DMSB), NUMA targets those concen-
trating in marketing, a pool of 870 undergraduates.
We encourage all students to attend our events
and often attract communications majors as well as
students from other concentrations in DMSB who
are interested in learning more about marketing.
Our mission is to help students achieve an edge -
professionally, academically, and personally.
Northeastern students take great pride in their careers, and professional development is a large part of a
Husky’s success. NUMA focused heavily on professional development this year, with the majority of events
focused on adding value to student’s professional lives. Below is a categorized list of NUMA’s professional de-
velopment activities for the 2015-2016 academic year.
Co-op Information Sessions - provided students with networking opportunities with recruiters, as well as
overviews of co-op opportunities
• TJX Companies, Inc. - Recruiter panel for branding, merchandising, public relations, digital, and
customer relationship marketing positions. TJX, parent company of T.J. Maxx, Marshalls, HomeGoods,
and Sierra Trading Post, is the world leader in off-price retail.
• “Beyond Boston Info Session” - Past co-op representatives from Amazon Web Services, GE, Adobe,
VMware, Johnson & Johnson, and MasterCard shared their experiences living and working out-of-state.
• Sales Panel - Panel of sales representatives from Coca-Cola, SmartBear, Crimson Hexagon, and GE
discussed career opportunities in sales.
• Advertising Panel - Marketers from top Boston advertising agencies Digitas LBI, Amp Agency, and Beam
Interactive discussed agency life as well as open positions within their respective companies.
• Marketing in Tech Panel - To be hosted at the end of February, focusing on marketing roles in the
tech industry.
MISSION STATEMENT
( )
In honor of our Northeastern Husky pride, we will be
using paw prints to measure our success in reaching
each goal. The following grading scale is used
throughout this report:
SUCCESS METRICS
5. 5
“Shifting the Status Quo” Speaker Series - provided students with additional infor on disruptive trends
• Startup Panel - Startups Knightly, Orbit, and Jobletics shared their business plans and sought advice
from NUMA members.
• HubSpot - Discussion of inbound marketing versus outbound marketing.
• Rue La La - An insight into the importance of leveraging Big Data.
• Intuit QuickBase - An introduction to the innovative thinking framework “Design 4 Delight,” which is used
to create a culture of innovation at this disruptive tech company.
• Wayfair - Segmentation and its importance in marketing today.
• Student Rabbit - Founder of Northeastern-born startup discussed his go-to-market strategy for making a
splash as an up and coming company.
• C Space - A look at market research and interview best practices.
Competitions - offer opportunities for students to
practice hands-on marketing in a competitive format
Business Simulation Competition - Day-long
competition where 3 teams of students competed in a
multi-round business decision-making game
AMA Competitions:
• Case Competition
• Website Competition
• Chapter Exhibit Competition
• Marketing Strategy Competition
Meeting every Professional Development goal was challenging, but NUMA was able to succeed with each
one due to a considerable amount of planning and networking. Most of our goals centered
on providing more professional development activities, as well as providing more diverse and interactive activi-
ties comparative to previous years.
GOAL #1: HOST 4 CO-OP EMPLOYERS PER SEMESTER
NUMA hosted over 16 co-op employers this year, bringing in more than twice as many companies as we
had planned. The introduction of a panel format allowed us to host more companies than previous years. By
grouping speakers based on industry or job type, we were able to provide a variety of options for students
looking to go into that general field of marketing while also allowing the opportunity for one-on-one networking
with employers after the panel session for a more narrowed focus. The majority of these company representa-
tives spoke to our members in both the fall and spring semesters, which is ideal for the Northeastern cycle of
alternating between six months of classes and six months of full-time work on co-op. The fall and spring semes-
ters are drastically different in terms of audience so the hosting of a company twice in one year is not only prac-
tical but also successful in that we are able to bring back past favorites for a new crowd within the same year.
PROFESSIONAL DEVELOPMENT
6. 6
PROFESSIONAL DEVELOPMENT
GOAL #2: HOST AT LEAST 1 NEW CO-OP EMPLOYER PER SEMESTER
We were excited to bring in multiple new co-op employers each semester, including HubSpot, Rue La La, Intuit
QuickBase and Wayfair. We fully appreciate these new relationships as every new employer brings something
exciting to share with us in addition to a new way of presenting information. We are constantly impressed with
the amount of participation and enthusiasm new employers generate among our members -- as well as the in-
creased opportunities we present our members by introducing them to new companies semester to semester.
GOAL #3: HOST 2 INDUSTRY PANELS PER SEMESTER
NUMA found panels to be so effective at attracting and engaging students
that we hosted 3 panel events per semester which included advertising,
sales, and startup panels. Most recently we added an additional panel on
“Marketing in Tech.” Students could interact with members of these indus-
tries to explore potential career paths and to network with employers. The
question-and-answer portion, an additional perk of hosting panel session,
was extremely popular, usually extending meetings past the hour timeslot
intended for these panel events.
GOAL #4: HOST 3 SPEAKERS PER SEMESTER FOR OUR “SHIFT THE STATUS QUO”
SPEAKER SERIES
We hosted Rue La La, HubSpot, and Student Rabbit in the fall and Intuit QuickBase, Wayfair, and C Space in the
spring for our “Shift the Status Quo” speakers series. The marketing field is evolving, and many of our members
found the information on big data, inbound marketing, disruptive innovation, customer segmentation, and mar-
keting research methodologies to be a valuable addition to what they have learned in class. All speakers did an
incredible job with the content and format of their presentations by incorporating interactive examples which
allowed for a break from the traditional employer lecture and created a genuine in-person connection between
employers and our audience. In fact, the HubSpot presentation on inbound marketing was so impactful that our
members demanded we bring them back again in the spring semester.
GOAL #5: HOST AT LEAST 1 STARTUP WORKSHOP PER SEMESTER
Both NUMA members and the startups themselves have benefitted greatly from our startup workshops. NUMA
worked closely with Northeastern’s student-led venture accelerator IDEA to host Northeastern-born startups
Knightly, Orbit, Jobletics, and Student Rabbit. At these meetings, our members had real-world companies pitch-
ing ideas to them and seeking advice. This proved to be a great format for our members to utilize their marketing
skills - in fact, Orbit liked our feedback so much that they came back for a second semester.
GOAL # 6: PARTICIPATE IN THE AMA COLLEGIATE CASE COMPETITION
We had 6 hard-working members compete in the case competition this year, committing themselves above
and beyond past efforts with weekly meetings, a dedicated Facebook group for communication surround-
ing the case, and extensive research incorporated in the final report. Additionally, this year we conducted a
focus group as part of our general meeting to receive feedback on the Ice Breakers Cool Blasts Chews product,
providing primary research for the case competition group to work into their report. We received a Commend-
able Mention for our efforts and hope to use what we learned to perform even better next year.
7. GOAL #3: PARTICIPATE IN 2 MARKETING-RELATED SERVICE TO THE GREATER COMMUNITY
Our recent partnership with Room to Grow has also exposed us with the opportunity to assist them with their
marketing materials. We are currently working with them to establish the types of materials they would like us to
assist them in creating. We plan to use our stellar graphic design and video production skills to help this worthy
organization increase their visibility. While we originally planned to assist 2 organizations, we are excited about
our partnership with Room to Grow and are keeping ourselves open to other organizations that may reach out
in the next few months.
7
COMMUNITY & SOCIAL IMPACT
NUMA participated in two traditional community
service activities in the fall, and will participate in
another at the end of February. In addition to
our traditional efforts we also put a focus on
marketing-related community service activities and
hope to use our talents to assist organizations in a
more meaningful way.
GOAL #1: WIN AWARD FOR 1 COMMUNITY AND
SOCIAL IMPACT VIDEO COMPETITION
NUMA was very optimistic in the fall, with an organiza-
tion already interested in our help creating a video to
promote them. However, our contact at the organiza-
tion became unexpectedly busy and unresponsive. Unfortunately we did not have a “plan B” and by the time this
arrangement fell through, the deadline for the Community and Social Impact Video Competition had passed.
We hope to compete next year, and will explore our options to make sure we have a backup plan in case some-
thing similar happens.
GOAL #2: SUPPORT AT LEAST 2 SERVICE
PROGRAMS THROUGHOUT THE YEAR
NUMA has continued our support of the Mission Hill Breakfast Club, who
we have worked with now for 3 years. Five NUMA members dedicated time
on their weekend to cleaning up Boston -- a small price to pay for the city
we love. Additionally, we volunteered at Community Servings, where we
helped provide meals for those in need during the holiday season. Finally,
we have embarked on a new partnership with Room to Grow, a social work
organization that receives donations intended for babies born into pover-
ty. When volunteering at their Boston location, NUMA members have sort-
ed these contributions and learned about the mission of Room to Grow,
increasing the value-add of this community service event.
8. 8
MEMBERSHIP
NUMA experienced unprecedented growth in AMA membership, attendance, and executive board participa-
tion this year. We have met all of our goals and exceeded some. We put more effort into membership activities
and added extra incentives to join the organization. We made an effort to transform NUMA into more than just
an academic club. With increased social activities, NUMA is now a place to have fun with friends, as well as a
professional development tool. This decision was partially inspired by the AMA’s International Collegiate Con-
ference. We found that attendees have a much higher retention rate than non-attendees. We attribute this to the
fact that members grow closer over the trip by working and socializing together. Therefore, we have also sought
to strike a balance between socialization and professionalism.
GOAL #1: CREATE GREATER INCENTIVES FOR MEMBERS
Due to the fact that we host many co-op info sessions that are beneficial to all business students, Northeastern
does not allow us to restrict attendance for our meetings to official members only. Since we are unable to restrict
meeting attendance, many students do not see a need to become official NUMA members. In order to encour-
age students to become official members we decided to offer special perks, separate from general meetings, to
entice people to pay their dues. This year we offered special social events, 15 different internship/job opportuni-
ties, the ability to participate in our mentorship program, eligibility to attend the AMA ICC and the opportunity for
official members to list NUMA on their resume when applying for co-ops. We are particularly proud of our men-
torship program, which is in its second year of development. This program pairs our inexperienced members
with upperclassmen who have held previous co-op or internship positions - encouraging the communication
of professional development advice, tips on the career search process, and help navigating the ins and outs of
college life overall. These perks have helped incentivize membership.
GOAL #2: INCREASE MEMBERSHIP BY 200%
Increasing membership was a top priority for NUMA as we recognize that we can accomplish more activities
when we have more dedicated hands helping out. After several official members graduated last year, we started
this year with only 3 members. By leveraging the member incentives discussed above, we have grown signifi-
cantly to a 17-member organization. This is a staggering 467% increase from the beginning of the school year.
GOAL #3: FULL RETENTION OF MEMBERS FROM FALL TO SPRING
We met this goal due to the fact that we now allow members to continue involvement with the organization
while they are on co-op out of state. In previous years, it was mandatory that members take a temporary leave of
absence if they were to co-op away from campus. However, with improvements in technology that now make
it simple to communicate and collaborate remotely, we were able to retain 100% percent of our members from
the fall into the spring semester. We have also designated specific executive board positions to be held only by
remotely located students, such as Blog Chair and Website Design Chair.
GOAL #4: HOST 3 MEMBERS-ONLY SOCIAL EVENTS PER SEMESTER
Over the years we have found that the students who create bonds with other members in our chapter are the
students who become the most involved in activities and continue to be active in the following semesters. To
promote time for chapter bonding, we decided to host several events outside of our regular weekly meetings
that were designed specifically for official members. Examples of activities we’ve hosted this year include sev-
eral ice cream socials, coffee-shop meetups and dinners at local restaurants. These events have been hugely
successful in creating stronger bonds amongst members.
9. 9
MEMBERSHIP
GOAL #6: CREATE 1 NEW RECRUITMENT VIDEO
NUMA shot and edited three videos this year, with one
posted and two soon-to-be posted on all of our social
media channels. The recruitment videos are a spot-
light series featuring our eboard and how NUMA has
positively affected each member. These videos are
designed to engage students with our enthusiasm and
passion for marketing as well as give them tangible ex-
amples for how NUMA can impact their own lives.
GOAL #7: INCREASE AWARENESS OF NUMA
AMONGST NORTHEASTERN STUDENTS
Increasing visibility on campus and attracting new po-
tential members was a big priority for NUMA this year.
Traditional on-campus tabling at student activities
fairs is the most effective way for us to reach a large au-
GOAL #5: 2 RECRUITMENT EVENTS FOR MEMBERS AND NON-MEMBERS EACH SEMESTER
NUMA has held several recruitment events throughout the year. Our most successful recruitment initiative was
our Jeopardy! event, which netted over 40 mailing list sign-ups within the few hours we operated the game in
one of Northeastern’s more populated quads. Students enjoyed the fun, interactive aspects of the game with
the added benefit of learning about marketing and opportunities within NUMA. We also organized an event
where we gave out free NUMA-branded goodie bags including breakfast snacks and an info card about NUMA.
This event drew in students so quickly we ran out within the first thirty minutes -- successfully getting our names
into the hands of over 200 prospective members. We also hosted a business simulation competition open to all
students who were interested in getting hands-on business experience in a competitive setting. We had three
teams of students compete in a multi-round game consisting of marketing, sales, manufacturing, and financial
decisions. This event helped solidify NUMA’s image as a worthwhile business organization on campus.
dience of students. To date, there have been 10 activities fairs on campus which NUMA has been present at,
including orientation fairs over the summer. These fairs have been a variety of both university-wide and DMSB
business organization-specific. By updating our tabling signage and materials to reflect our rebranding efforts
this year, NUMA has seen great success and met hundreds of students to whom we were able introduce our
objectives and values.
10. 10
FUNDRAISING
NUMA has raised over $1,000 to date through our rigorous fundraising efforts for the 2015-2016 year. We
stepped outside of our comfort zone and tried new approaches, partnering with Barnes and Noble during the
Christmas season to help wrap presents for donations and hosting our very own Northeastern-themed trivia
night, while also continuing previously successful events. A full budget analysis is shown at the end of this report.
GOAL #1: RAISE $2,400 IN FUNDRAISING ACTIVITIES
Withourbiggestfundraiseroftheyearonlyamonthaway,NUMAisrightonscheduletomeetourfinancialgoals.
Exhibit A depicts the breakdown of our fundraising efforts based on our actual and projected profits earned,
while we have listed specific fundraising events below. NUMA stands to end our fundraising year with revenues
of $2,880. We can attribute this high level of revenue to choosing fundraising activities that highlight our sales
and marketing skills. As marketing majors, we are practiced at promoting our efforts on social channels. We are
also well-versed in public speaking and pitching ideas. This means we are not shy in getting the word out about
our fundraising events.
Volleyball Tournament
Hosted during Marketing Week, we had eight partici-
pants in our tournament. Players paid $10 per person
to compete, and the winning team split the entry costs
with our club.
Projected Profit: $25; Actual Profit: $40
Gift Wrapping
Taking advantage of our local Barnes and Noble’s
annual complementary service, NUMA manned a
gift-wrapping station for seven hours during early De-
cember. We successfully raised $80 in donations and
kept all of the proceeds. We had never done this fund-
raiser before, so we were not sure how much to expect
to earn. It was a fun experience and we raised a fair
amount; we believe if we had scheduled our fundrais-
er for a day later in the holiday season we would have
benefitted from more traffic and therefore received
more donations. We plan to apply our learnings and
take advantage of this event again next year.
Projected Profit: $200; Actual Profit: $80
Boloco Fundraiser / Uno’s Fundraiser
Northeastern’s community contains many businesses
that are open to partnering with students in their fund-
raising efforts. Boloco and Uno’s have similar events,
scheduling student organizations a night in the week
to promote their fundraiser. NUMA passed out flyers
to encourage students to make a purchase at these
restaurants; in exchange for their visit with the flyer, we
received a percentage of sales.
Projected Profit: $0; Actual Profit: $180
Pour House Trivia / Conor Larkin’s Trivia
Boston has many venues that are willing to loan space
to student organizations for their fundraising events.
The venues benefit from the increase in business, and
we sell tickets to raise money. For trivia, we collected
$5 per attendee. At Pour House, a restaurant/bar locat-
ed on Boylston Street, we raised $250; this location is
a little further from campus, and as we held the event
in winter, we didn’t have the amount of traffic we had
expected. As we are hosting our next event at Conor
Larkin’s, a bar across from campus, we expect to have
more participants and raise $300.
Projected Profit: $300; Actual Profit: $250
Northeastern Phonathon
Six of our members spent four hours calling and wel-
coming recently accepted students to Northeastern
University’s D’Amore McKim School of Business. In
exchange for our time and effort, Northeastern offers
student organizations $200 towards their club for par-
ticipating in this event.
Projected Profit: $200; Actual Profit: $200
“Kiss Me I’m a Husky” T-Shirt Sale
Our biggest fundraising event of the year will take
place in March when we hold our annual “Kiss Me I’m a
Husky” t-shirt sale in honor of St. Patrick’s Day. We have
a full inventory of shirts left over from last year so each
shirt sold will count as pure profit. By selling shirts for
$10 each, based on previous years’ sales, we expect
to sell 180 shirts and earn $1,800 from this year’s sale.
Projected Profit: $1,800
11. 11
GOAL #2: FORM A MARKETING PARTNERSHIP WITH AN EXTERNAL ORGANIZATION
NUMA has been exploring different options for partnerships with external organizations, including utilizing ven-
ues such as the Pour House for hosting club events. We are also interested in leveraging external partnerships
with local businesses to benefit both our organization and theirs by driving traffic to their locations in exchange
for a percentage of sales. Our efforts with Northeastern’s venture accelerator, IDEA, has been the most mutually
beneficial relationship, wherein we provide IDEA startups with marketing advice which allows members to test
their skills in a real-world setting. Unfortunately, we have yet to host a fundraising activity with IDEA, and our other
relationships are not yet established enough to consider them partners though we are continuing to nurture this
inter-club relationship.
GOAL #3: RECEIVE $185 IN FUNDING FROM NORTHEASTERN UNIVERSITY FINANCE BOARD
NUMA is a self-funded organization at Northeastern University, but we have started initiatives to branch out of
our traditional fundraising efforts to tap into resources available to all students at NU. Every student pays an an-
nual “Activities Fee” to the school, which is amalgamated into a pot of money for all student-run organizations to
utilize if the proper case is brought forward. NUMA successfully pitched our budget for the Business Simulation
Competition to Northeastern’s Finance Board, the group charged with managing the Activities Fee money pool.
With this funding, we were able to fully finance the costs for implementing the Business Simulation Competition
for Northeastern University students. We plan to leverage the resources of the Finance Board in the future to
fully capitalize on event fundraising possibilities.
GOAL #4: MAINTAIN A POSITIVE ACCOUNT BALANCE ABOVE $600
NUMA has successfully maintained a balance of over $1,000 for both semesters. Partially due to our low-to-no-
cost events, NUMA did not have many expenses over this academic year. We were able to use cash proceeds
from fundraisers and dues to directly cover any costs without needing to deduct from our account.
FUNDRAISING
12. 12
With more hands on deck this semester, NUMA has been able to streamline its communications effectively. We
understand the importance of clear and consistent communication with our members. While we are extremely
proud of our successes this year, we have also identified this as an area for improvement. With more members
it is increasingly difficult to coordinate special events and meetings to ensure everyone is on the same page.
This is an area we will be focusing on in the future in order to increase efficiency and avoid confusion. This year,
NUMA also strived to create a unified brand image across all of our communication platforms. While it is undeni-
ably important for our members to be aware of NUMA’s mission, we also want to be recognized across campus
and in our greater Boston community.
GOAL #1: INCREASE EMAIL SUBSCRIBER DATABASE BY 25%
We started the year with 1,175 subscribers, and currently have 1,354 to date. This counts for a total subscriber
increase of 15%. In place of typical spreadsheet sign in sheets, this year we implemented a MailChimp form
that directly integrated with our email list. This eliminated the extra step of uploading spreadsheets following
meetings and recruitment events. However, this form also required everyone who filled it out to reply to a confir-
mation email before adding them to our list. This second layer of opt-in verification decreased our number of net
new subscribers, however, it ensured that those who were added to our list were actually interested in receiving
our emails. When it came to growing our mailing list, we prioritized quality over quantity.
GOAL #2: INCREASE THE AVERAGE MEMBER EMAIL OPEN RATE TO 75%
We have continued our surge in member email open rate, increasing 7% from last year to end 2016 with an
average open rate of 84.8%. This is incredibly impressive, considering the fact that MailChimp’s benchmark for
a business or finance customer open rate is 21.43%. Exhibit B depicts our email performance throughout the
year. We attribute this success to our email format and content -- our emails are streamlined in design, feature
upcoming events and contain exclusive career opportunities that we reserve for our member base. By tailoring
our content to our members’ interests we ensure that those receiving emails immediately recognize the pur-
pose of our communications, and any resources provided are easily identified with NUMA branding and clear
calls to action.
GOAL #3:TRANSITION SOCIAL MEDIA FROM A PERSON TO AN ORGANIZATION PAGE BY END OF FALL
NUMA successfully became an organization on Facebook and Twitter in November 2015. With the added ben-
efits of promotion and advertising, our organizational pages are more professional and better looking than the
“person” pages we had before. We provided ample cross-promotion to encourage our existing followers to
make the switch with us and “like” our new pages before the transition to our organization pages by January.
GOAL #4: OBTAIN 250 FACEBOOK FOLLOWERS
NUMA currently has 283 Facebook followers, exceeding our goal of 250. Exhibit C showcases our month-by-
month social performance across all channels. While this is marked as a success, we realize that the transition
to a new page from a person account may have been confusing to some. Additionally, we had high hopes for
a large number of followers as our recently-retired account had 437 “friends” - we realize now that this number
may not be achievable as a good portion of these users have graduated from Northeastern University and thus
have no further affiliation with NUMA. We are continuing our promotion of all social channels at meetings, on
flyers, and within our personal networks to further increase followers.
COMMUNICATIONS
13. 13
COMMUNICATIONS
ing us to provide a fresh and consistent look and feel across all of our communications.
Following the refresh of both our website and our logo, we sent out a survey to assess the impact of our update
and collect feedback for our viewers that we could use for future updates. The overall feedback positively re-
inforced the rebranding initiative, with an average rating of the new logo in terms of design a 4.33, brand recog-
nition a 3.66, and consistency with NUMA’s messaging 4.33. These were measured on a 5 point scale. Further
suggestions for improvement were incorporated into the website’s reconstruction such as the addition of a
photo carousel and easy-to-find events information.
GOAL #5: REBRAND ALL SOCIAL MEDIA CHANNELS
NUMA is incredibly proud of our branding efforts. Our
channels are now fully branded with our new logo, colors,
and messages. We hope that our simpler logo becomes
clearly recognizable as NUMA, so that members can eas-
ily locate us in their news feeds and on campus. We’ve
also made our social media pages more exciting by post-
ing photos of every meeting and engaging with students
even when classes aren’t in session.
GOAL #6: UPDATE OUR WEBSITE BY NOV, 1 AND CONTINUOUSLY MAINTAIN IT
Our Website Design Chair, while remote, did a fantastic job updating our website by
October 31st and maintaining it throughout the year. The website refresh included
incorporating additional resources such as a co-op/internship page, community
events section, and better integration of our BostInno blog to add value to our mem-
bers. This update coincided with our rebrand across social and email channels allow-
GOAL #7: CONTINUE BLOGGING 10 POSTS PER SEMESTER
NUMA published 10 blogs in the fall and is on track to produce
over 10 for the spring semester. Part of this success is due to our
Beyond Boston Blog series, produced by students on co-op in
other states or countries as a way to introduce members to life
outside of Boston. Our blog is gaining notoriety across campus
as two of our more recent posts were retweeted by the President
of Northeastern University, providing us with additional visibility
and reputability. NUMA’s BostInno blog, to date, has had a total
of 361,600 impressions and 2,700 engagements with 50 posts.
Goal #8: INCREASE AWARENESS ON SOCIAL MEDIA
BY TESTING FACEBOOK ADS
With the rebranding of our organization and the transition from a Facebook persona to an organization page,
we realized we may not obtain as many likes as we had hoped. We thus have recently invested in Facebook
Ads at the cost of $5 per day for one week to increase our followers by the end of the school year and raise
awareness for our organization as a whole. The second semester of the academic year usually lags behind
the first in terms of social engagement so this week-long program may lead to more traffic to our social media
pages during this period and an overall increase in awareness.
14. 14
CHAPTER OPERATIONS
Collegiate associations face the unique challenge of maintaining an executive board with a guaranteed 4 or 5
year turnover; NUMA has been lucky that we have attracted complementary talents to round out our eboard
year over year. We have gained members with a wide range of skills, from designing flyers to managing social
media pages to planning and executing successful recruiting events. As our executive board has grown and
changed, we have been fortunate to retain members who are dedicated and passionate about NUMA, the AMA,
and their future role in the marketing industry.
GOAL #1: RESTRUCTURE DISTRIBUTION OF TASKS AND EXPAND E-BOARD
We have achieved our goal to restructure and grow our executive board team. Our new organizational chart is
pictured below. After several e-board members graduated last year, we now have 10 committed members on
our e-board. We also have a point system in place which the Executive Vice President manages. This trans-
parent system is in place to ensure that re-elections and funding distributions are fair and balanced. We pride
ourselves on our ability to work together to accomplish tasks and our weekly e-board meetings have helped
facilitate this collaboration.
GOAL #2: ROLL OUT TRANSPARENCY FOR POINT SYSTEM
Our point system, managed by our Executive Vice President, has been extremely successful in reinforcing ac-
countability among members. Points are awarded based on attendance and participation in events. Students
who earned less than 80% of points possible were ineligible for vice president level positions in the spring se-
mester. This system was also used to determine who was eligible to attend the AMA ICC on NUMA’s behalf.
GOAL #3: CONDUCT WEEKLY E-BOARD MEETINGS
Our strategy of holding e-board meetings directly following our weekly general meetings has paid off greatly. In
the past it has been difficult to arrange a time for everyone to meet together, but this strategy completely solved
that problem. We’ve been able to hold e-board meetings each week where we plan upcoming events and
brainstorm new ideas.
GOAL #4: DOCUMENT AND SHARE MEETING MINUTES
Since the beginning of spring semester, our VP of Communications has taken detailed notes on eboard meet-
ings to keep track of responsibilities and maintain a timeline for deliverables. These meeting minutes are shared
electronicallywithe-boardmembersimmediatelyafterourmeetingsinordertobeavailableassoonaspossible.
15. 15
CALENDAR OF EVENTS
September
1 - Student Activities Fair
7 - Fall Fest Tabling
9 - Semester Kick-off Meeting
16 - D’Amore McKim Organizations Fair
16 - Student Rabbit Startup Q&A
23 - Beyond Boston Info Panel
30 - TJX Companies Info Session
October
5 - Jeopardy Game Event
6 - Volleyball Tournament
7 - Rue La La: Leveraging Big Data
8 - Member Ice Cream Social
14 - Sales Panel
18 - Mission Hill Breakfast Club Volunteering
21 - Advertising Panel
28 - Halloween Movie Screening
November
4 - Icebreakers Focus Group
18 - Hubspot: Inbound Marketing
18 - Boloco Fundraiser
23 - KIND Bar Giveaway
December
2 - Startup Info Panel
3 - Barnes & Noble Gift Wrapping Fundraiser
4 - UNO’s Fundraiser
9 - Last Meeting of Semester
January
12 - Winter Clubs & Organizations Fair
13 - Semester Kick-off Meeting
20 - Startup Workshop
21 - Member Ice Cream Social
25 - D’Amore McKim Orgaizations Fair
26 - Pour House Trivia Night
27 - TJX Companies Info Session
February
1 - Fire and Ice Members Dinner
3 - Beyond Boston Info Panel
6 - Business Simulation Competition
10 - Intuit QuickBase: Disruption 101:
Culture of Innovation at Quickbase
17 - Advertising Panel
20 - Northeastern Phonathon Fundraiser
21 - Mission Hill Breakfast Club Volunteering
24 - Marketing in Tech Panel
March
2 - Hubspot Info Session
16 - “Kiss Me I’m a Husky” T-shirt Sale
17 - AMA International Collegiate Conference
23 - C Space Info Session
30 - Wayfair Info Session
April
6 - Conor Larkin’s Trivia Night
13 - Startup Panel
20 - End of Semester Social
FALL SEMESTER SPRING SEMESTER
