1. GOING GLOBAL
A Strategic Proposal for the Implementation of the Global Business Network with
Semester at Sea
COLLEGE OF BUSINESS
Joe Santini
2. 1
Executive Summary
Going Global: A Strategic Proposal for the Implementation of the Global Business Network with
Semester at Sea outlines the mutually beneficial relationship between these two organizations
which serve as an intercultural enhancement to their respective student populations. The thesis
explains the origins and the progression of the Global Business Network (GBN) as an
undergraduate program at the College of Business at Colorado State University and how its
purpose and values are inherently aligned with Semester at Sea’s (SAS) approach to global
comparative education.
Embedded within the thesis includes the history of the GBN to provide a comprehensive
depiction of the organization, a focused analysis of the GBN to better understand key values
and membership benefits, examination of the unique differences of SAS, and ultimately the
implementation proposal describing how to successfully enact and operate the Global Business
Network aboard Semester at Sea’s Fall 2016 Voyage.
The methodology of the thesis includes surveys distributed to involved participants of the GBN
analyzing the strengths, weaknesses, and values of the club. A separate survey was designed for
GBN administrators and advisors. Additionally, in-depth interviews with key SAS faculty were
conducted to determine the operational needs of Semester at Sea.
The two organizations share a core understanding: intercultural competency is advantageous
and favorable in education and beyond. With Colorado State University as Semester at Sea’s
new academic home, a collaborative partnership between the GBN and SAS will only further
this newfound relationship. Implementing the GBN aboard the Fall 2016 Voyage will allow
interested students to explore topics within international business and enhance their journey
with Semester at Sea.
Contents
Executive Summary.......................................................................................................................................1
Organizational Profile: The Global Business Network ..................................................................................3
History of the Global Business Network .......................................................................................................6
Focused Analysis: GBN..................................................................................................................................9
Organizational Profile: Semester at Sea .....................................................................................................17
A Common Purpose ....................................................................................................................................20
Proposal ......................................................................................................................................................24
Strategic Steps ............................................................................................................................................26
Appendix .....................................................................................................................................................31
3. 2
The Global Business Network
Organizational Profile
History of the Global Business Network
Focused Analysis
“I want to explore the world
and put meaning to names on
a map.”
4. 3
Organizational Profile: The Global Business Network
Mission Statement
Leading the College of Business in promoting cross-cultural understanding and international
business etiquette.
Description
The Global Business Network (GBN) is a group of engaged business students interested in
international business, studying abroad, learning about different cultures, building connections
with other students, and exploring global career options. The main purpose of the GBN is to
facilitate these interactions and provide a platform for international and domestic students to
learn from one another and explore a diverse range of customs from around the world.
Objectives
Provide opportunities for undergraduate and graduate students to develop
international business skills and etiquette
Provide a platform for international and domestic students to forge stronger
connections
Create meaningful events and socials pertaining to international topics and business
Offer multicultural workshops to increase awareness of Global Business issues and
feature guest speakers from around the world
Facilitate international networking opportunities
Membership
Students involved in GBN are seeking an inclusive environment where differing global
perspectives are valued. Many GBN members are interested in studying abroad, traveling,
identify as international students, or intend to pursue an international career. Members of the
Global Business Network participate in the organization’s events and socials that help to
develop their international business and cross-cultural acumen.
Membership is undefined; Students may come to events that appeal to their interests and
there is no participation quota.
Programming
The club organizes monthly events and socials that allow members to enhance their global
understanding. Events are held on the last Wednesday of every month and are usually related
to topics of international business, professional development, and have a clear educational
purpose. The last event for both the fall and spring semester will feature a guest speaker. The
first event of the fall semester will be a kickoff event and the renowned Cultural Food Festival
will always take place in the spring.
5. 4
Socials will occur on any other Wednesday and are designed to develop domestic and
international relationships. They are typically smaller than events and can include a wider range
of topics like international holidays, world events, and even hobbies.
Management
The Leadership Board
The organization is student-led. The leadership board is competitively selected on the basis of
an application and interview. Once elected, members serve unrestricted term limits. Although
not a requirement, the board is organized with the intent of providing equal representation of
international and domestic students. These eight to ten board members represent a diverse
group of business students who meet weekly to drive the experiences of the GBN.
Board members plan international-related events for the College of Business, network with
business professionals, and, ultimately, develop a vibrant global network. Board members work
together as a team and also take on individual roles. Additionally, the board and organization is
managed by an academic advisor through the role of a coordinator.
Summary of Responsibilities
GBN Coordinator
A full-time employee of the College of Business, the GBN Coordinator is an academic advisor
who manages the GBN. The coordinator assures the organization provides the College of
Business value and carefully oversees and assist club processes.
Co-Executive Officers:
The two Co-Executive Officers oversee the operations of the club and maintain positive
relationships both in and out of GBN. These positions require both a domestic and international
student to lead the rest of the board in a way that empowers and encourages these multi-
cultural relationships.
Directors of Marketing:
This committee develops and improves upon the GBN marketing materials while keeping
targeted audiences in mind. This includes coordination with advising and career offices, inciting
publicity for events and socials, and managing online interactions via an email listserv and
Facebook page.
Directors of Community Outreach:
In order to promote GBN and secure new members, this committee networks with other
student groups and utilizes multiple student, faculty, and administrative channels. Additionally,
these members maintain contact with GBN alumni, faculty, and business professionals that
might present an interest in GBN.
Directors of Event Planning:
This committee ensures the scheduling and management of all GBN programming. This includes
maintaining a calendar of events, delegating day-of responsibilities, and general oversight.
6. 5
Directors of Event Planning also compile data such as attendance, food types and amounts, and
more for future use.
Administrative Liaison:
The Administrative Liaison performs various tasks on behalf of GBN. This paid position includes
actively mediating between the board, coordinator, and advisors as well as maintaining the
repository of GBN records. The employee is paid hourly and works in the Office of
Undergraduate Programs.
7. 6
History of the Global Business Network
Humble Beginnings
Preliminary talks about creating a business organization with an international focus had
occurred for some time prior to the formation of the Global Business Network. Due to influxes
in international student populations and the globalization of business in general, the
administration of the College of Business sought new ways to promote better connections
between international and domestic students as well as enhancing students’ diversity
competency.
The former Dean of the College of Business, Dr. Ajay Menon, played an integral part in
implementing the vision for the undergraduate program. Born in India, Dean Menon
understood many of the challenges and exhilarations of being an international student. As a
result, he aspired a diverse committee of interested faculty to formulate a concept for the club.
This committee included the following members:
With the committee members spread throughout various departments, it became very
clear just how necessary the integration of these populations were to the continual success of
the college.
Conceptually beginning in the 2012 fall semester, various focus groups, surveys, and
information sessions were held to identify a structure and purpose for the club. There was an
overwhelming amount of interest as all the sessions were well attended. The research collected
suggested two things: 1) international students were looking for ways to get involved and
interact with domestic students 2) domestic students wanted greater resources to explore
Mike Jaramillo
Director of Undergraduate Programs
Toni-Lee Viney
Former Academic Advisor and GBN Coordinator
Lumina Albert
Assistant Professor of Management
Shawn Utecht
Manager of Career Counseling
8. 7
international culture and career opportunities. Thus, the mutual benefit of bringing these two
groups together became the foundation for the organization.
In the 2013 spring semester, a general structure and leadership team was solidified. The
leadership team was to be comprised equally of international and domestic students to better
represent the unique needs of both populations. Interested students were interviewed to be a
part of the leadership team by the committee. Consisting of an international and domestic co-
chair, secretary, marketing officer, and outreach officer(s), the leadership team was in charge of
planning and executing speaker events and workshops scattered throughout the semester. The
committee of advisors made a conscious decision to operate outside of The Associated
Students of Colorado State University (ASCUS) bylaws and to fund the club solely as an entity of
the College of Business to maintain autonomy.
During the first year, the club struggled to find its foothold as fluctuations in attendance
and unexpected turnover among the leadership team was frequent. Unlike many established
undergraduate programs in the College of Business, the Global Business Network did not have
years of trial-and-error experience. As a result, the organization went through a major
transitionary period in the 2014 fall semester where many value-added changes were made.
These changes included widening the scope of events to range from food festivals,
corporate panels, as well as adding socials to foster a sense of community and improve
retention among attendees. Creative marketing strategies, the addition of a website, and a logo
redesign were implemented to increase exposure around the College of Business. Furthermore,
participation in university-wide events such as The Diverse Reverse Fair and the Diversity
Symposium helped foster new relationships and collaboration with other organizations around
campus as well.
As a result, the Global Business Network became one of the largest undergraduate
programs within the College of Business. Through meaningful events and organized processes,
attendance began to steadily increase and turnover among the board occurred infrequently. A
paid, non-work study student employee was approved by administration to manage operations
as the club continued to grow. Due to the self-sufficiency of the leadership board,
administrative oversight aside from the coordinator was no longer needed.
9. 8
The implementation of these events have enhanced relationships with organizations
with similar values such as Business Diversity and Leadership Alliance (BDLA) and GO|Abroad,
an extension of CSU’s Education Abroad. The GBN is partnered with the Career Management
Center, the Office of International Programs, and INTO Pathways who provide programs for
international students pursuing additional English language and academic preparation before
continuing to a degree program.
The organization was nominated for an award through the National Career
Development Association and was featured as a best practice for enhancing international
student experiences at the International Educators Conference in April of 2014.
The Current Organization
In the current 2015-16 Academic Year, the GBN continues to experience success
primarily through its student leaders and innovative programming. Currently under the superb
advisement of Lauren Wolff, the Global Business Network has undergone some drastic
improvements. The leadership board titles were changed and responsibilities have been
consolidated into three committees: marketing, outreach, and event planning. As a result, the
board is currently comprised of two Co-Executive Officers, Directors of Marketing, Directors of
Event Planning, Directors of Community Outreach, and an Administrative Liaison employed
through the College of Business. Special opportunities such as attending international business
conferences and roundtable discussions with community leaders are reserved for board
members to provide additional opportunities for personal and professional development.
One event and one social are held each month to ensure that both cross-cultural
understanding and international business etiquette are being touched upon. These events and
socials are open to business majors, minors, graduate students, and INTO Pathways students.
The Global Business Network’s ‘members’ listserv is at 328 contacts and is continually growing.
At the end of this academic year, no founding members will remain a part of the club. Because
of this, transitionary mentorship has been a pivotal component of the leadership board to
ensure the contingency of the organization.
The Global Business Network represents a desire to develop a global mindset and forge
stronger connections with CSU’s diverse students. By effectively bridging the gap between
cultures in a business atmosphere, this organization will effectively create a Global Business
Network.
Lauren Wolff
Academic Advisor and GBN Coordinator
10. 9
Focused Analysis
Market Breakdown
College of Business
GBN’s target market includes business majors, minors, and international students,
students who have studied or are interested in studying abroad, students enrolled in the
International Business Certificate, INTO Business Pathways students, exchange students,
and faculty in the College of Business.
Currently there are 108 international students in the College of Business which constitutes 5%
of all COB students (SP15 COB Census Report). These numbers are expected to increase each
year with the College of Business projecting international students will grow from 5% to 10% in
ten years. With 160 international students enrolled in the College of Engineering and 129
international students enrolled in the College of natural Sciences, these programs are the only
two that outnumber the College of Business (CSU Fact Book).
There are 59 students enrolled in the International Business Certificate as of February 3rd, 2016.
This constitutes roughly 2.7% of all College of Business Students. Additionally. there are roughly
170 business students that participate in Education Abroad each year with numbers steadily
increasing. There are currently 20 undergraduates in the INTO Business Pathways cohort, a
100% increase from the following year (White). Lastly, the College of Business hosts 5
international students from the countries of China, Korea, Brazil, and India.
97%
95%
94%
3%
5%
6%
NA T URA L S C IE NC E S
BUS INE S S
E NGINE E RING
UNDERGRADUATE ENROLLMENT BY COLLEGE
AND INTERNATIONAL STATUS
Domestic Students International Students
11. 10
Colorado State University
As of Fall 2015, there are 1,981 international students enrolled at CSU. This constitutes 7% of
the total student population and represents a 1% increase from the following year.
International enrollment has grown by nearly 1,000 students since 2010 (CSU Fact Book).
These increases can be attributed to Colorado State University’s attractive climate for
international students. The institution ranks 58th among public universities nation-wide and is
#1 in the U.S. for both international student satisfaction for academics and student support.
There are 17 key strategic partnerships around the world, including 4 with leading Chinese
universities. This not only aids the influx of these international students, but also encourage the
1,200+ students who participate annually in Education Abroad Programs in 90+ countries
through CSU (Institutional Profile).
882 891
1,040
1,133
1,226
1,506
1,859
1,981
-
500
1,000
1,500
2,000
2,500
2008 2009 2010 2011 2012 2013 2014 2015
INTERNATIONAL STUDENT ENROLLMENT AT CSU
12. 11
Strengths
Internal Advocates
According to the GBN Membership Survey,
advocacy is the primary reason students begin
to get involved with the Global Business
Network. The results of the survey stated that
38.5% of respondents initially heard about the
organization through their academic advisor. In
addition, 30.8% of respondents were
introduced through current members or board
members.
As a result, almost 70% of respondents were
introduced to the club through those already
invested in the purpose of the GBN; advisors
within the Undergraduate Programs Office or
current members or board members. This
represents the success of promoting the GBN
and its objectives through the use of
interpersonal interaction and outreach. It
reflects the administrative acknowledgement
of the organization and its goals while
emphasizing the importance in their support.
Event Consistency
Analysis of membership concluded that the consistency of GBN events plays an integral role in
the success of the organization. This includes many facets such as the separation of events and
socials thematically, as participants can expect greater business-related takeaways and
discussions during events and community-oriented conversation during socials. More
importantly, regularity in scheduling ensures greater participation. Members can always expect
the last Wednesday of the month to be dedicated to events, the 2nd Wednesday to be
dedicated to socials, and that all activities begin at 6pm.
Although the venue for most GBN activities is atypical of most club meeting spaces as it lays just
across campus, hosting the majority of events and socials in the North Rockwell Lounge
contributes to this notion of consistency. The accretion and confidence of this coordination
certainly fosters ongoing success.
Community
One of the largest strengths lies within one of the most valued aspects of the organization
among members: community. Nearly every respondent mentioned community as one of the
Global Business Network’s greatest strengths as the club truly accomplishes the goal to
38%
31%
15%
8%
8%
Introduction to the GBN
Academic advisor
Current member(s) or board member(s)
Posters and/or flyers
College of Business website
Other
13. 12
facilitate relationships and forge stronger connections. In fact, over 84% of GBN member
respondents stated that the GBN effectively facilitates the international and domestic student
relationships (GBN Membership Survey). This strength is apparent at events and socials as
members can be seen happily engaging with one another. In addition, the notion of inclusivity
was frequently recorded in the membership surveys with 92% of respondents that the GBN’s
conducive environment allows for diverse populations to share their opinions and views (GBN
Membership Survey).
Maintaining and catalyzing this community is a focal point in the planning stages of the
leadership board. By keeping this competency in mind, the Global Business Network will
continue to effectively create the network inborn within its name.
Coordinator & Liaison Management
The effective coordination of a club by an academic advisor is present in most undergraduate
programs at the College of Business. In GBN’s case, it is especially true. The coordinator
oversees the organization from a hybrid perspective of both participant and administrator. This
ensures the Global Business Network is always operating in a manner reflective of College of
Business standards and contributing to ongoing initiatives. Additionally, the coordinator’s
external perspective offers a variety of value-added contributions including but not limited to:
Exclusive access to international conferences and organizations
Organizational improvements
Outreach and participation with local global business leaders
Notification of relevant nationally competitive scholarships
Reflective in the organizational transition in the Fall of 2014, the addition of an Administrative
Liaison dedicating 10 hours a week to manage club operations through the Office of
Undergraduate Programs has drastically enhanced the Global Business Network. Having an
individual in charge of smoothly progressing the GBN and working directly under the
coordinator has improved internal board communication and accountability. Monetary
compensation to accomplish meticulous administrative tasks keeps events and scheduling more
organized and the environment of the Office of Undergraduate Programs have increased
partnerships with other College of Business and CSU organizations.
Weaknesses
Variability of Attendance
As an inherent weakness of an organization that does not mandate attendance requirements,
fluctuations in event turnout has been present since GBN’s launch. The club continues to grow,
as the average event attendance has increased by roughly 35% within the last two years
(Viney). However, these numbers do not accurately represent the attendance as variability
greatly offset these averages. For instance, events such as the annual Cultural Food Festival had
over 50 members present whereas some multicultural workshops such as Language Night saw
only about 6.
14. 13
As the most prominent weakness among survey respondents and in-depth interviewees, this
erraticism can effect board member morale if an event appears to be reminiscent of one that is
known to be less successful. Although providing attendants with meaningful content, no matter
the number of attendees, is always the priority, it can certainly disappoint members if
attendance expectations are not met. Fortunately, this weakness does proves beneficial as it
drives the leadership board to brainstorm and provide events and socials that will undoubtedly
generate interest during planning sessions instead of rehashing activities.
Inconsistency in Marketing
The marketing practices among the board members, specifically the marketing committee,
does not reflect a strategy. Instead, the marketing activities are a result of ‘as-needed’ impulses
to either generate last-minute acknowledgement or haphazardly promote the organization.
Despite formal procedures outlined in the manual for board members, confusion among
committee responsibilities and overlap of tasks with the Administrative Liaison creates a
prominent disconnect in individual tasks and ultimately follow-through. The best-practices
included in the manual suggest event campaigns to begin two weeks prior to the event or
social. However, the majority of time in board meetings are dedicated to the event planning of
that current week’s activity.
Additionally, inattention to analytics provided by Google and Facebook create major
discrepancies in online engagement and impressions.
Officer Isolation
A surprising conclusion drawn from the focused analysis was that the leadership board’s
closeness with one another has sometimes inhibited the formation of outside relationships.
Because the individuals comprising the board meet weekly and attend exclusive events, it is not
a surprise that a close bond has certainly formed between those on the board.
As a result, board members are spending too much time interacting with one another at events
and socials. This inadvertently impedes the development of better relationships with newer
attendees. As a result, this can deter participation as attendees may feel ignored which conflicts
with the fundamental purpose of the organization: to provide a platform to forge stronger
connections.
Opportunities
Greater Membership Engagement
The opportunity to engage non-board members in the planning process as well as the events
themselves will incite better relationships with attendees and will improve upon the weakness
of officer isolation. By allowing GBN members to take ownership in aspects of the events and
socials, their contributions to the success of the organization will nurture a greater bond to the
club and help expand the community-orientation even further.
15. 14
This effect was seen in multiple Spring of 2016 events. For instance, instead of international
board members speaking about their transition to CSU, GBN first offered panelist opportunities
to its listserv. These external panelists brought additional attendees on their behalf and have
since become repeat attendees. During the Cultural Food Festival, the role of the country
ambassador, who introduces the cultural norms and cuisine to participants, was given to
students instead of faculty. This reaped the same benefits.
This practice can be expanded by reaching out to interested participants to join planning
sessions or invite outstanding members to exclusive opportunities such as the roundtable
discussions. By doing so, these individuals will adopt a greater sense of ownership in the
organization.
Cooperation with Other Student Organizations
The GBN has made great strides in building relationships with other organizations within the
College of Business and even collaborating on some events, including Business Diversity and
Leadership Alliance’s Diversity Education Workshops. That being said, the scope of GBN
activities have rarely expanded outside the walls of Rockwell Hall. There are currently 68 other
organizations registered through CSU within the Diversity/International category. This presents
unlimited potential to collaborate, co-create, and support other organizations that embody
similar values.
The Global Business Network is solely funded by the College of Business, making it challenging
to partner with external organizations outside the business school. This has deterred GBN to
connect with these organizations for some time now even though opportunities to cooperate
are absolutely present. The recent approval to co-fund events with organizations outside the
College of Business will enable a greater range of university-wide events and collaboration with
GBN.
Partnerships with External Universities
Expanding upon the same sentiment as the previous opportunity, the ability to partner with
organizations at external institutions can widen the scope of the GBN and contribute to its
global goals. The model of this organization may be new to CSU, but it is not unheard of in
higher education. Many other international business clubs exist around the world. Many of
these clubs served as a frame of reference when the GBN was first conceived. Outreach
towards these organizations, whether to partner with activities or simply consult with one
another can provide nothing but opportunity for the Global Business Network.
The ability to host webinars, present on international topics, or even compete with case
competitions exist through digital mediums such as Skype or Google Hangouts. Preliminary
outreach to universities in Brazil, China, and India began in the Fall of 2015. Although
connections were made, no true relationship came to fruition.
16. 15
CSU’s Growing International Climate
Colorado State University is a powerhouse in international initiatives and partnerships. In 2013,
it was awarded the #1 institution in the U.S. for both international student satisfaction for
academics and student support according to the International Student Barometer Survey. With
over 17 key university partnerships around the world, it is no wonder that CSU has become a
global leader (Institutional Profile).
Because of the administration’s attentiveness to these programs, international student
populations have been steadily increasing over the years. Aside from the countless benefits
diversity provides academic campuses, differential tuition makes international students a highly
sought after revenue stream. This ever-growing international climate will continue to ensure
interest and opportunity in the Global Business Network.
Threats
Low Barriers to Compete
Although starting an organization is a lot of hard work, it is relatively simple to create; all it
takes is passionate students and an advisor’s signature to register at CSU. As a result, there is
little preventing other organizations at the College of Business or the university as a whole to
create clubs within the scope of international business.
The Global Business Network is certainly established, but unless the club continues to meet the
expectations of the growing interested populations, then another club has the freedom to
operate and ultimately relegate the GBN. The GBN prides itself on its slogan: The first and only
international business club at CSU. Emergence of additional clubs would require significant
rebranding.
Funding
As a program solely funded by the College of Business, the Global Business Network’s budget is
under the discretion of the Undergraduate Programs Office. Although relations with this
department is very positive and the Director of Undergraduate Programs, Mike Jaramillo, is a
founding advisor of the Global Business Network, the allocation of funds are subject to change
depending on whether the club is providing value to the college.
If the club ever diverges from a value-adding organization, it is possible funding can be reduced
or cut which will in turn make it harder to provide meaningful events and socials for students.
18. 17
Organizational Profile: Semester at Sea
Mission Statement
To educate students with the global understanding necessary to address the challenges of our
interdependent world.
Description
Semester at Sea is a multiple country study abroad program open to students of all majors
emphasizing comparative academic examination, hands-on field experiences, and meaningful
engagement in the global community.
The program is administered by the Institute for Shipboard Education (ISE), a non-profit
organization, offering spring and fall voyages ranging from 100 to 110 days and summer
voyages ranging from 65-70 days. Sailing on the MV World Odyssey, students register from
approximately 75 courses from over 20-25 disciplines that are integrated with relevant field
studies in up to a dozen countries, allowing for a comparative study abroad experience that is
truly global. As of June 1st, 2016, Colorado State University will become the program’s academic
sponsor. Students from 250-300 colleges in the United States and all over the world participate
on Semester at Sea each term (Semester at Sea).
Strategic Objectives
According to the current 2014 ISE strategic plan, developed every 5 years, these four areas are
the organization’s current focus for enhancement:
• Enhance coordination and integration among courses, co-curricular programs,
and field experiences
Educational Quality
• Strengthen its comprehensive program by expanding its support base with alums,
friends, parents, and corporations
Advancement through Relationships
• Sustainability through greater brand awareness, increased enrollment,
forecasting, and anticipation of marketplace demands
Financial Strength
• Maximize business performance, customer service, and employee satisfaction
Organizational Excellence
19. 18
Global Comparative Education
Global comparative education is a form of international study that identifies and connects the
world’s peoples, patterns, cultures, and traditions. Semester at Sea has served as a pioneer and
leader in multiple country, comparative education for since 1963 (Semester at Sea, Academic
Profile).
“To be the leader in comparative global education.”- SAS Vision Statement
An increasing number of colleges are starting to require international study experiences. At a
time when global education is shifting from an optional supplement to a requirement of the
undergraduate collegiate experience due to ever-growing globalization, Semester at Sea’s
approach to study abroad reflects a relevant and unprecedented opportunity for undergrads.
Fall 2016 Voyage: The Mediterranean, Atlantic, and Beyond
Starts: September 10, 2016 Ends: December 22. 2016
104 Days, 13 Cities, 12 Countries
Embark: Hamburg, Germany
Piraeus (Athens), Greece
Civitavecchia, Italy
Livorno, Italy
Barcelona, Spain
Casablanca, Morocco
Dakar, Senegal
Salvador, Brazil
Port of Spain, Trinidad and Tobago
Panama Canal Transit, Panama
Callao, Peru
Guayaquil, Ecuador
Puntarenas, Costa Rica
Debark: San Diego, CA, United States
20. 19
A Common Purpose
Shared Values
GBN Statements of Value
Shared Initiatives
“I want to sail into new waters
and make waves while doing
it.”
21. 20
Mission Statement: Leading the College of
Business in promoting cross-cultural
understanding and international business
etiquette.
Mission Statement: To educate students with
the global understanding necessary to address
the challenges of our interdependent world.
Shared Values
It is through shared values that Semester at Sea and the Global Business Network began
establishing a relationship. Both organizations serve as an academic and intercultural
enhancement to student populations.
Semester at Sea describes their international study as Global Comparative Education. This is
defined by connecting the world’s peoples, patterns, cultures, and traditions (Semester at Sea).
Through the use of events and socials, the Global Business Network provides opportunities for
diverse groups of students to do just that.
As stated in their Academic Profile, Semester at Sea believes deeply in the following:
Transformation of the Individual
Diversity and Intercultural Exchange
Leadership through Teamwork
Organizational Excellence
The Global Business Network embodies these core values entirely. Through the use of
meaningful and thought-provoking events, GBN will transform participants by developing cross-
cultural understandings and acknowledging diversities. GBN socials exist solely for intercultural
exchange among CSU’s diverse populations whereas the leadership board strives to accomplish
these tasks through teamwork. The Global Business Network changes every day as new ideas,
strategies, procedures, and most importantly people continue to further the excellence of this
organization.
Additionally, Semester at Sea and the Global Business Network value a
lifelong membership through their alumni engagements activities.
22. 21
GBN Statements of Value
Anh Pham, Vietnam I love meeting new people, learning about different cultures,
and I also want to broaden my knowledge of international
business because I want to work abroad in the future.
Audrey Norvell, United States I love hearing about and learning about cultural differences
and know the importance of global competence for my future
career.
Beichen Zhang, China Meeting new people
Dawn Noyes, United States Perfect place to find a healthy exchange of perspectives and
ideas.
Diego Velez Lebrum, Columbia Getting to know different business students from different
cultures have shaped my perspectives and has made me a
more open minded person
Jake Hergett, United States The most valuable part of the Global Business Network is the
ability and ease to meet international students and learn first-
hand about their culture, their country, and their background.
John Morris, United States The GBN also allows for the ability to gain real life
intercultural experience that cannot be taught in a class room.
It's actual student interacting and learning from one another
Kristy Siegfreid, Germany Interested in cross-cultural aspects and international business
relations.
Lin Zhou, China Leadership skills and learn how to work with a diverse team
Lisa Longenecker, United States GBN is a great way to connect with diverse individuals from
around the world and work together to learn about different
international business practices.
Olivia Bobillier, France Knowing characteristics of a culture I've never thought of
before strengthen my thought process
Sabiha Dubose, United States I joined GBN because I wanted to create a diverse
environment within the COB in order to learn about other
cultures, make new friends, and learn about finding
international careers.
Said Akdi, Morocco I'm interested in meeting new people, sharing ideas and
experiences of international business.
Valentina Martinez, Columbia GBN values the importance of diversity in the work place as a
way to understand the link between multi-cultural
relationships and financial success.
Virginia Cooper, United States GBN exposes me to cultural diversity, a global mindset &
international perspectives regarding business
Xian Wu, China Interested in American business and cooperating with
domestic students.
23. 22
Shared Initiatives
As of June 1st, 2016, Colorado State University will become
the new academic sponsor for Semester at Sea. Both
institutions reflect a commitment to integrity and their
partnership will only progress the credibility of one
another as pioneers in global education. In addition to
sharing an academic home, an extracurricular organization
operating both at CSU and aboard will further the
narrative of this collaboration. It will also open greater
opportunities to be involved in various other aspects of
Colorado State University such as the Honors Program.
As an organization of the College of Business, the Global
Business Network prides itself on reflecting one of the
college’s 4 Pillars of Success: Business is Global. The
College of Business places a high priority on reflecting the
interconnectedness of today’s global economy. From the
international business certificate, exchange student
mentoring, and of course, the Global Business Network,
the College of Business promotes a worldly perspective
from orientation to graduation.
The Global Business Network has sought expansion
opportunities as a way to promote international business
etiquette and understanding to college campuses across
the globe. Although communication with various
institutions ranging from Brazil to China have been
established, no partnerships have culminated.
Implementing the organization as an extracurricular
activity with Semester at Sea allows for unprecedented
expansion with connectivity between both groups.
Semester at Sea allows for the organic formation of clubs
and organizations on the ship with each voyage. However,
the imminent interest in cross-cultural understanding,
international topics, global relationships, and leadership
opportunities will certainly always be an environment
conducive to the Global Business Network. Tailoring
extracurricular activities towards international students
will likely increase international populations for future
voyages.
Business is Global
“Semester at Sea equips students
with the global understanding
necessary to become prepared
future leaders and global
citizens. Our academic program,
offered in academic partnership
with Colorado State University,
integrates comparative
experiential study,
interdisciplinary coursework, and
relevant field classes in multiple
countries.” – Semester at Sea,
Academics
“We strive to give students an
international experience here in
the College of Business – that
isn’t limited to just going abroad,
the students you work with in
the College of Business come
from all different backgrounds
and it’s important to gain that
perspective – we want students
to expose themselves to what
they don’t know…” – College of
Business Orientation
Presentation
25. 24
Proposal
Implementing the Global Business Network as an extracurricular organization aboard Semester
at Sea’s Fall 2016 voyage.
Purpose
The SAS Global Business Network will exist to provide students the ability to develop
international business skills and etiquette while providing a platform for students to forge
stronger connections aboard. Despite operating outside of the original GBN, a shared
commitment to international competency and cultural understanding within a business context
will provide interested students a new and exciting addition to their Semester at Sea
experience.
Vision
The organization will operate autonomously outside of CSU’s Global Business Network. This will
allow for involved students to dictate the direction of the organization which provides
leadership development, teambuilding, and is imperative to maintaining organic growth.
Despite autonomy, it is recommended that SAS’s GBN communicate and partner with CSU’s
GBN in a variety of value-added activities.
Key Faculty
Dr. Alicia Skinner Cook
Professor Emeritus of Human Development and Family Studies
at CSU
Dr. Mike Zoll
Vice President, Student Affairs & Enrollment
Dr. Toni Zimmerman
HDFS Professor at CSU & Academic Dean of the Fall 2016
Voyage
Dr. Robert Kling
Associate Professor of Economics & Academic Dean of the
Spring 2017 Voyage
Dr. John Olienyk
Emeritus Professor of Finance at CSU & Academic Dean of the
Fall 2017 Voyage
26. 25
Noteworthy Organizational Differences
Organizational challenges will arise as the Global Business Network adapts to existing in this
new environment. Most notably, the shipboard environment is significantly different that the
environment at CSU. Popular events such as the Cultural Food Festival and company tours will
be nearly impossible. However, strong leadership and creative thinking will overcome these
programming challenges.
Semester at Sea differs in the number of days in which the Global Business Network can
operate. Although the days between departure and arrival are 104 days, there is roughly 50
days aboard the ship. This is about 25 days shorter than CSU’s Fall Semester creating a
narrower window to plan and execute events and socials.
Furthermore, consistency in scheduling may prove to be hard as the arrival in various ports and
subsequent days off the ship will occur at random times throughout the voyage. Any days out
of port, including weekends, are devoted to coursework. Therefore, meticulous scheduling
around port arrivals, departures, field studies, and classes all have to be taken into account.
Semester at Sea takes an organic approach to extracurricular activities by allowing students to
form clubs and organizations depending upon the unique interests of participants. By
dedicating significant time and effort in the formation of the Global Business Network prior to
September 10th, 2016, this process will inherently contradicts the organic structure.
Additionally, the student populations differ slightly than that at the College of Business at CSU:
Assuming the demographics will remain somewhat similar on the Fall 2016 Voyage, the SAS
GBN will have to take into account that although Business is the most popular major on the
ship, the frequency of those students will be far less than at CSU. This also applies to
international students (Semester at Sea).
That being said, the GBN represents a commitment to multicultural appreciation, diversity
among people ideas, and points of view, as well as the promotion of international competency
in and outside of a business context. These interests are likely inherent to all Semester at Sea
participants reassuring the inorganic existence of the organization. Although attendance will
likely be lower than events at CSU, there is a strong capability to impact members through
value-added activities aboard the MV World Odyssey.
Fall 2015 Voyage
•550 Students
•90% US Passport Holders
•10% Non-US Passport Holders
•33% Business Students (Majority)
Fall 2015 CSU Semester
•2200 Students
•94% US Students
•6% International Students
27. 26
Strategic Steps
Identification of Coordinator
In accordance to the strengths of the GBN, a faculty Coordinator is the primary objective in the
implementation plan. The coordinator ensures the missions and values of the organization will
remain intact while ultimately overseeing the club operations.
The Coordinator will be introduced to the Global Business Network prior to departure and will
ideally be identified prior to August 1st, 2016. Although this service activity is preferably added
to the role of professional positions such as professors or academic advisors, it can certainly be
added to staff positions like resident directors. Ideal candidates will be from Colorado State
University to allow for in-person interaction with CSU’s GBN prior to departure, although this is
not a requirement.
Award GBN-IMPACT Scholarship
Conjoining Semester at Sea’s commitment to offering unique service opportunities to
participating students and CSU GBN’s reliance on the internal role of the Administrative Liaison,
a co-funded scholarship between Undergraduate Programs at CSU and Semester at Sea will be
awarded to a student willing to manage and assist club operations with a strong academic and
leadership background.
Semester at Sea offers IMPACT scholarships to students demonstrating commitment to service
in their community or home institution and a desire to continue this commitment during a
voyage. Typically, recipients of IMPACT scholarships are required to work with the
Communications office to create posts for the voyage blog and work with an onboard staff
member during the voyage. The GBN-IMPACT scholar will instead manage and assist club
operations for SAS’s GBN and work directly with the GBN Coordinator for a predetermined
amount of hours aboard. The scholarship will amount to $1,000. Applications will be reviewed
on a rolling basis for this initial voyage. Ideally, this student will be notified prior to August 1st;
however, effective training may still occur after departure.
Commence Training
Once the faculty Coordinator and hopefully the Administrative Liaison are identified, informal
training will occur with key members of CSU’s GBN. This will include an introduction to the
organization, best practices, brainstorming, and will instill a greater understanding of the
purpose of the Global Business Network. These key members of GBN include the current
Coordinator, Administrative Liaison, and founding members. Training will either occur in-person
or via online mediums like Skype of Google Hangouts.
The training will include and overview of a comprehensive training manual which is provided in
the appendix for reference.
28. 27
Introduction and Survey Distribution
Included in one of the many predeparture emails sent to the listserv of enrolled students for
the Fall 2016 Voyage, the Global Business Network will be introduced and the notification of
leadership opportunities for students explained. This will help generate early interest in the
club.
Attached to this email will be a survey created by the Coordinator that includes various
questions designed to gauge student interest and recommendations for programming.
Announcement of Organization
As a highlight of the inaugural voyage with Colorado State University, the Global Business
Network will be announced as an extracurricular activity during various orientation meetings
and events aboard the MV World Odyssey at the beginning of the voyage.
Additionally, an announcement will occur during the Bon Voyage Reception on September 10th,
2016 in the Port of Hamburg, Germany.
Recruitment for the Leadership Board
Recruitment for the leadership board will begin shortly after departure. Leadership positions
will remain competitively selected on the basis of an application and interview. An application
format and suggested interview questions are included in the appendix for reference.
Unlike CSU’s GBN, this board does not have to be split evenly between American and
international students as there are lower international populations aboard the ship. The
number of board members are up to the discretion of the Coordinator, as long as a
commitment to diversity remains an integral aspect of the decision-making process.
After the leadership board is formed and two co-chairs are nominated by majority vote,
responsibilities will be split among three committees: marketing, outreach, and event planning.
Host Planning Meeting
The leadership board will brainstorm 4 events and 4 socials for the 104 days aboard the Fall
2016 voyage. These events and socials are completely up to the leadership board and will
reflect their interests and the interests of the SAS community as a whole. For reference, a list of
feasible activities are included in the appendix.
Although consistency in scheduling is improbable, an effort to maintain structure in the timing
and location of the activities will likely prove beneficial.
Begin Execution
With the guidance of the Coordinator and advisement of the leadership board, the SAS GBN can
begin executing the predetermined events and socials. These events and socials are in no way
solidified and may need to be occasionally altered. It is through this strong leadership and
creative thinking that will provide participants with meaningful, impactful activities that will
broaden their international outlook and bring communities closer together.
29. 28
Identification of Coordinator
MAY 15TH
-AUGUST 1ST
Award GBN-IMPACT Scholarship
MAY 15TH
-AUGUST 1ST
Commence Training
AUGUST 2ND
– AUGUST 22ND
Introduction and Survey Distribution
MAY 15TH
- AUGUST 5TH
Announcement of Organization
SEPTEMBER 9TH
- SEPTEMBER 14TH
Recruitment for the Leadership Board
SEPTEMBER 10TH
- SEPTEMBER 15TH
Host Planning Meeting
SEPTEMBER 15TH
– SEPTEMBER 18TH
May 13th
: Last day of classes at CSU
September 19th
: MV World Odyssey ports in
Piraeus, Greece
August 22nd
: Classes begin at CSU
May 19th
: Course registration for SAS begins
September 9th
: Bon Voyage Reception
September 10th
: Voyage sails from Hamburg,
Germany
30. 29
The Global Business Network and Semester at Sea share a
core understanding: a global perspective is a necessity to
modern endeavors. It is through these organizations’ core
values and shared initiatives that will allow for a successful and
collaborative partnership.
Implementing the Global Business Network aboard the Fall
2016 Voyage will provide interested students an unparalleled
opportunity to explore topics within international business and
expand upon their remarkable journey with Semester at Sea.
32. 31
Possible Implementation Activities
Cultural Debriefs
o Facilitated discussions after returning from out-of-port trips. Questions can
include what did you experience that surprised you? What did you learn about
yourself? What did you learn about the interconnectedness of the world?
Cross-cultural Simulations
o An effective way to introduce issues of cultural awareness and intercultural
communications, team-oriented simulations can help prepare students prior to
leaving on first trip or apply what they have learned in other countries.
Analyzing and Comparing Proverbs
o Popular sayings and expressions from different places not only reflect the ethos
of the country but also may reflect cultural similarities among others.
Cultural Crash Courses
o Supplementary to the curriculum, the GBN leadership board can present to
members of the student body to prepare students for what to expect, cultural
faux pas, norms, customs, and business etiquette before arriving in a new city or
country.
International Festivals
o Staying atop of international festivals and holidays, the GBN can provide games
from around the world, discussion topics, etc. to encourage other students to
embrace and value cultural differences
Video exchanges with CSU GBN Members
o Hopefully one of many partnered activities, GBN members from one institution
can answer predetermined questions, challenges, or case studies to submit to
the other institution.
International Student Panel
o Utilizing the powerful resource of international students, facilitating a panel in
which the cultural challenges international students face as well as culture shock
stories and Q&A from participants can bring an insightful and entertaining
program to the SAS community.
Roundtable Discussions
o Through the engagement of noteworthy faculty, students can learn about some
of the challenges abroad, success stories, and steps staff has taken in order to
build an international career.
Case Study Competitions
o Awarding students on their ability to navigate and solve current international
business problems through creative business solutions.
Field Program Collaboration
o Partnering with a field excursion to provide a unique experience. Barcelona,
Spain appears to have the most relevant business application.
33.
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38.
39. in newspapers or on the Web that are used by families to arrange
suitable alliances, and you will see that most potential grooms and
their families are looking for “fair” brides; some even are pro-
gressive enough to invite responses from women belonging to a
different caste. These ads, hundreds of which appear in India’s
daily newspapers, reflect attempts to solicit individuals with the
appropriate religion, caste, regional ancestry, professional and
educational qualifications, and, frequently, skin color. Even in the
growing numbers of ads that announce “caste no bar,” the adjective
“fair” regularly precedes professional qualifications. In everyday
conversation, the ultimate compliment on someone’s looks is to
say someone is gora (fair). “I have no problem with people want-
ing to be lighter,” said a Delhi beauty parlor owner, Saroj Nath. “It
doesn’t make you racist, any more than trying to make yourself
look younger makes you ageist.”
Bollywood (India’s Hollywood) glorifies conventions on beauty
by always casting a fair-skinned actress in the role of heroine, sur-
rounded by the darkest extras. Women want to use whiteners be-
cause it is “aspirational, like losing weight.”
Even the gods supposedly lament their dark complexion—
Krishna sings plaintively, “Radha kyoon gori, main kyoon kala?
(Why is Radha so fair when I’m dark?).” A skin deficient in
melanin (the pigment that determines the skin’s brown color)
is an ancient predilection. More than 3,500 years ago, Charaka,
the famous sage, wrote about herbs that could help make the
skin fair.
Indian dermatologists maintain that fairness products cannot
truly work as they reach only the upper layers of the skin and so
do not affect melanin production. Nevertheless, for some, Fair &
Lovely is a “miracle worker.” A user gushes that “The last time
I went to my parents’ home, I got compliments on my fair skin
from everyone.” For others, there is only disappointment. One
26-year-old working woman has been a regular user for the past
eight years but to no avail. “I should have turned into Snow
White by now but my skin is still the same wheatish color.” As
an owner of a public relations firm commented, “My maid has
been using Fair and Lovely for years and I still can’t see her in
the dark . . .. But she goes on using it. Hope springs eternal, I
suppose.”
The number of Indians who think lighter skin is more beautiful
may be shrinking. Sumit Isralni, a 22-year-old hair designer in his
father’s salon, thinks things have changed in the last two years,
at least in India’s most cosmopolitan cities, Delhi, Mumbai, and
Bangalore. Women now “prefer their own complexion, their natu-
ral way” Isralni says; he prefers a more “Indian beauty” himself: “I
won’t judge my wife on how fair her complexion is.” Sunita Gupta,
a beautician in the same salon, is more critical. “It’s just foolish-
ness!” she exclaimed. The premise of the ads that women could
not become airline attendants if they are dark-skinned was wrong,
she said. “Nowadays people like black beauty.” It is a truism that
women, especially in the tropics, desire to be a shade fairer, no
matter what their skin color.Yet, unlike the approach used in India,
advertisements elsewhere usually show how to use the product and
how it works.
Cultural Norms, Fair & Lovely, and
Advertising
CASE 22
Fair & Lovely, a branded product of Hindustan Lever Ltd. (HLL),
is touted as a cosmetic that lightens skin color. On its Web site
(www.hll.com), the company calls its product “the miracle
worker,” “proven to deliver one to three shades of change.” While
tanning is the rage in Western countries, skin lightening treatments
are popular in Asia.
According to industry sources, the top-selling skin lighten-
ing cream in India is Fair & Lovely from Hindustan Lever Ltd.
(HLL), followed by CavinKare’s Fairever brand. HLL’s Fair &
Lovely brand dominated the market with a 90 percent share until
CavinKare Ltd. (CKL) launched Fairever. In just two years, the
Fairever brand gained an impressive 15 percent market share.
HLL’s share of market for the Fair & Lovely line generates about
$60 million annually. The product sells for about 23 rupees ($0.29)
for a 25-gram tube of cream.
The rapid growth of CavinKare’s Fairever (www.cavinkare
.com) brand prompted HLL to increase its advertising effort and to
launch a series of ads depicting a “fairer girl gets the boy theme.”
One advertisement featured a financially strapped father lamenting
his fate, saying, “If only I had a son,” while his dark-skinned daugh-
ter looks on, helpless and demoralized because she can’t bear the fi-
nancial responsibility of her family. Fast-forward and plain Jane has
been transformed into a gorgeous light-skinned woman through the
use of a “fairness cream,” Fair & Lovely. Now clad in a miniskirt,
the woman is a successful flight attendant and can take her father to
dine at a five-star hotel. She’s happy and so is her father.
In another ad, two attractive young women are sitting in a bed-
room; one has a boyfriend and, consequently, is happy. The darker-
skinned woman, lacking a boyfriend, is not happy. Her friend’s
advice—Use a bar of soap to wash away the dark skin that’s keep-
ing men from flocking to her.
HLL’s series of ads provoked CavinKare Ltd. to counter with an
ad that takes a dig at HLL’s Fair & Lovely ad. CavinKare’s ad has
a father–daughter duo as the protagonists, with the father shown
encouraging the daughter to be an achiever irrespective of her
complexion. CavinKare maintained that the objective of its new
commercial is not to take a dig at Fair & Lovely but to “reinforce
Fairever’s positioning.”
Skin color is a powerful theme in India, and much of Asia,
where a lighter color represents a higher status. While Americans
and Europeans flock to tanning salons, many across Asia seek
ways to have “fair” complexions. Culturally, fair skin is associated
with positive values that relate to class and beauty. One Indian lady
commented that when she was growing up, her mother forbade
her to go outdoors. She was not trying to keep her daughter out of
trouble but was trying to keep her skin from getting dark.
Brahmins, the priestly caste at the top of the social hierarchy,
are considered fair because they traditionally stayed inside, por-
ing over books. The undercaste at the bottom of the ladder are
regarded as the darkest people because they customarily worked
in the searing sun. Ancient Hindu scriptures and modern poetry
eulogize women endowed with skin made of white marble.
Skin color is closely identified with caste and is laden with
symbolism. Pursue any of the “grooms” and “brides wanted” ads
cat2994X_case2_019-046.indd 25cat2994X_case2_019-046.indd 25 8/27/10 2:05 PM8/27/10 2:05 PM
40. Part 6 Supplementary Material
three-month Home Healthcare Nursing Assistant course cater-
ing to young women between the ages of 18 and 30 years. Ac-
cording to HLL, the Fair & Lovely Academy for Home Care
Nursing Assistants offers a unique training opportunity for
young women who possess no entry-level skills and therefore
are not employable in the new economy job market. The Fair &
Lovely Foundation plans to serve as a catalyst for the economic
empowerment for women across India. The Fair & Lovely Foun-
dation will showcase the achievements of these women not only
to honor them but also to set an example for other women to
follow.
AIDWA’s campaign against ads that convey the message, “if
she is not fair in color, she won’t get married or won’t get pro-
moted,” also has resulted in some adjustment to fairness cream
ads. In revised versions of the fairness cream ads, the “get fair to
attract a groom” theme is being reworked with “enhance your self-
confidence” so that a potential groom himself begs for attention. It
is an attempt at typifying the modern Indian woman, who has more
than just marriage on her mind. Advertising focus is now on the
message that lighter skin enables women to obtain jobs conven-
tionally held by men. She is career-oriented, has high aspirations,
and, at the same time, wants to look good. AIDWA concedes that
the current crop of television ads for fairness creams are “not as
demeaning” as ones in the past. However, it remains against the
product; as the president of AIDWA stated, “It is downright racist
to denigrate dark skin.”
Although AIWDA’s campaign against fairness creams seems to
have had a modest impact on changing the advertising message, it has
not slowed the demand for fairness creams. Sales of Fair & Lovely,
for example, have been growing 15 to 20 percent year over year, and
the $318 million market for skin care has grown by 42.7 percent in
the last three years. Says Euromonitor International, a research firm:
“Half of the skin care market in India is fairness creams and 60 to 65
percent of Indian women use these products daily.”
Recently, several Indian companies were extending their
marketing of fairness creams beyond urban and rural markets.
CavinKare’s launch of Fairever, a fairness cream in a small sachet
pack priced at Rs 5, aimed at rural markets where some 320 mil-
lion Indians reside. Most marketers have found rural markets
impossible to penetrate profitably due to low income levels and
inadequate distribution systems, among other problems. However,
HLL is approaching the market through Project Shakti, a rural ini-
tiative that targets small villages with populations of 2,000 people
or less. It empowers underprivileged rural women by providing
income-generating opportunities to sell small, lower priced pack-
ets of its brands in villages. Special packaging for the rural market
was designed to provide single-use sachet packets at 50 paise for
a sachet of shampoo to Rs 5 for a fairness cream (for a week’s
usage). The aim is to have 100,000 “Shakti Ammas,” as they
are called, spread across 500,000 villages in India by year end.
CavinKare is growing at 25 percent in rural areas compared with
15 percent in urban centers.
In addition to expanding market effort into rural markets, an
unexpected market arose when a research study revealed Indian
men were applying girlie fairness potions in droves—but on the
sly. It was estimated that 40 percent of boyfriends/husbands of
girlfriends/wives were applying white magic solutions that came
in little tubes. Indian companies spotted a business opportunity,
and Fair & Handsome, Menz Active, Fair One Man, and a male
bleach called Saka were introduced to the male market. The sector
expanded dramatically when Shah Rukh Khan, a highly acclaimed
Commenting on the cultural bias toward fair skin, one critic
states, “There are attractive people who go through life feeling
inferior to their fairer sisters. And all because of charming grand-
mothers and aunts who do not hesitate to make unflattering com-
parisons. Kalee Kalooti is an oft-heard comment about women
who happen to have darker skin. They get humiliated and mortified
over the color of their skin, a fact over which they have no con-
trol. Are societal values responsible? Or advertising campaigns?
Advertising moguls claim they only reflect prevailing attitudes in
India. This is possibly true but what about ethics in advertising? Is
it correct to make advertisements that openly denigrate a majority
of Indian people—the dark-skinned populace? The advertising is
blatant in their strategy. Mock anyone who is not the right color
and shoot down their self-image.”
A dermatologist comments, “Fairness obtained with the help of
creams is short-lived. The main reason being, most of these creams
contain a certain amount of bleaching agent, which whitens facial
hair, and not the skin, which leads people to believe that the cream
worked.” Furthermore, “In India the popularity of a product de-
pends totally on the success of its advertising.”
HLL launched its television ad campaign to promote Fair &
Lovely but withdrew it after four months amid severe criticism for
its portrayal of women. Activists argued that one of the messages
the company sends through its “air hostess” ads demonstrating the
preference for a son who would be able to take on the financial
responsibility for his parents is especially harmful in a country
such as India where gender discrimination is rampant. Another
offense is perpetuating a culture of discrimination in a society
where “fair” is synonymous with “beautiful.” AIDWA (All India
Women’s Democratic Association) lodged a complaint at the time
with HLL about their offensive ads, but Hindustan Lever failed to
respond.
The women’s association then appealed to the National Human
Rights Commission alleging that the ad demeaned women.
AIDWA objected to three things: (1) the ads were racist, (2) they
were promoting son preference, and (3) they were insulting to
working women. “The way they portrayed the young woman
who, after using Fair & Lovely, became attractive and therefore
lands a job suggested that the main qualification for a woman to
get a job is the way she looks.” The Human Rights Commission
passed AIDWA’s complaints on to the Ministry of Information
and Broadcasting, which said the campaign violated the Cable
and Television Network Act of 1995—provisions in the act state
that no advertisement shall be permitted which “derides any race,
caste, color, creed and nationality” and that “Women must not
be portrayed in a manner that emphasized passive, submissive
qualities and encourages them to play a subordinate secondary
role in the family and society.” The government issued notices
of the complaints to HLL. After a year-long campaign led by the
AIDWA, Hindustan Lever Limited discontinued two of its televi-
sion advertisements for Fair & Lovely fairness cold cream.
Shortly after pulling its ads off the air, HLL launched its Fair &
Lovely Foundation, vowing to “encourage economic empower-
ment of women across India” by providing resources in education
and business to millions of women “who, though immensely tal-
ented and capable, need a guiding hand to help them take the leap
forward,” presumably into a fairer future.
HLL sponsored career fairs in over 20 cities across the coun-
try offering counseling in as many as 110 careers. It supported
100 rural scholarships for women students passing their 10th
grade, a professional course for aspiring beauticians, and a
cat2994X_case2_019-046.indd 26cat2994X_case2_019-046.indd 26 8/27/10 2:05 PM8/27/10 2:05 PM
41. Cases 2 The Cultural Environment of Global Marketing
2. Is it ethical to exploit cultural norms and values to promote a
product? Discuss.
3. Is the advertising of Fair & Lovely demeaning to women, or
is it promoting the fairness cream in a way not too dissimilar
from how most cosmetics are promoted?
4. Will HLL’s Fair & Lovely Foundation be enough to counter
charges made by AIDWA? Discuss.
5. In light of AIDWA’s charges, how would you suggest Fair &
Lovely promote its product? Discuss. Would your response
be different if Fairever continued to use “fairness” as a theme
of its promotion? Discuss.
6. Propose a promotion/marketing program that will counter all
the arguments and charges against Fair & Lovely and be an
effective program.
7. Now that a male market for fairness cream exists, is the
strength of AIDWA’s argument weakened?
8. Comment on using “Shakti Ammas” to introduce “fairness
cream for the masses” in light of AIDWA’s charges.
Sources: Nicole Leistikow, “Indian Women Criticize ‘Fair and Lovely’ Ideal,” Women’s
eNews,April 28, 2003;Arundhati Parmar, “Objections to IndianAd NotTaken Lightly,”
Marketing News, June 9, 2003, p. 4; “Fair & Lovely Launches Foundation to Promote
Economic Empowerment of Women,” press release, Fair & Lovely Foundation, http://
www.hll.com (search for foundation), March 11, 2003; Rina Chandran, “All for Self-
Control,” Business Line (The Hindu), April 24, 2003; Khozem Merchant and Edward
Luce, “Not So Fair and Lovely,” Financial Times, March 19, 2003; “Fair & Lovely
Redefines Fairness with Multivitamin Total Fairness Cream,” press release, Hindustan
Lever Ltd., May 3, 2005; Dr. Deepa Kanchankoti, “Do You Think Fairness Creams
Work?” http://www.mid-day.com/metro, July 13, 2005; ”CavinKare Launches Small
Sachet Packs,” Business India, December 7, 2006; “Analysis of Skin Care Advertis-
ing on TV During January–August 2006,” Indiantelevision.com Media, Advertising,
Marketing Watch, October 17, 2006; “Women Power Gets Full Play in CavinKare’s
Brand Strategy.” The Economic Times (New Delhi, India), December 8, 2006; Heather
Timmons, “Telling India’s Modern Women They Have Power, Even Over Their Skin
Tone,” The New York Times, May 30, 2007; “The Year We Almost Lost Tall (or Short
or Medium-Height), Dark and Handsome,” The Hindustan Times, December 29, 2007;
“India’s Hue and Cry Over Paler Skin,” The Sunday Telegraph (London), July 1, 2007;
“Fair and Lovely?” University Wire, June 4, 2007; “The Race to Keep up with Mod-
ern India,” Media, June 29, 2007; Aneel Karnani, “Doing Well by Doing Good—Case
Study: ‘Fair & Lovely’ Whitening Cream,” Strategic Management Journal 28, no. 13
(2007), pp. 1351–57.
Bollywood actor likened to an Indian Tom Cruise, decided to en-
dorse Fair & Handsome. Euromonitor International forecasts that
in the next five years, spending on men’s grooming products will
rise 24 percent to 14.5 billion rupees, or US$320 million.
A recent product review in www.mouthshut.com, praises Fair &
Lovely fairness cream: “[Fair & Lovely] contains fairness vitamins
which penetrate deep down our skin to give us radiant fairness.” “I
don’t know if it can change the skin color from dark to fair, but my
personal experience is that it works very well, if you have a natu-
rally fair color and want to preserve it without much headache.” “I
think Riya Sen has the best skin right now in Bollywood. It appears
to be really soft and tender. So, to have a soft and fair skin like her
I recommend Fair & Lovely Fairness Lotion or Cream.” Yet “skin
color isn’t a proof of greatness. Those with wheatish or dark skin
are by no way inferior to those who have fair skin.”
Here are a few facts from Hindustan Lever Ltd.’s homepage:
Lever Limited is India’s largest Packaged Mass Consump-
tion Goods Company. We are leaders in Home and Per-
sonal Care Products and Food and Beverages including
such products as Ponds and Pepsodent. We seek to meet
everyday needs of people everywhere—to anticipate the
aspirations of our consumers and customers and to respond
creatively and competitively with branded products and ser-
vices which raise the quality of life. It is this purpose which
inspires us to build brands. Over the past 70 years, we have
introduced about 110 brands.
Fair & Lovely has been specially designed and proven to
deliver one to three shades of change in most people. Also
its sunscreen system is specially optimized for Indian skin.
Indian skin, unlike Caucasian skin, tends to “tan” rather
than “burn” and, hence, requires a different combination of
UVA and UVB sunscreens.
You may want to visit HLL’s homepage (www.hhl.com) for ad-
ditional information about the company.
QUESTIONS
1. Is it ethical to sell a product that is, at best, only mildly effec-
tive? Discuss.
cat2994X_case2_019-046.indd 27cat2994X_case2_019-046.indd 27 8/27/10 2:05 PM8/27/10 2:05 PM
43. Global Business Network
Mission Statement 1
Global Business
Network
Mission Statement
Leading Semester at Sea’s extracurricular activities in
promoting cross-cultural understanding and international
business etiquette.
Description
The GBN is an international business organization existing
aboard Semester at Sea. Although an extension of the
program founded at Colorado State University, this club
operates independently. Our goal is to facilitate international
networking and provide a platform for international and
domestic students to forge stronger connections. By doing so,
we can bridge the gap between cultures in an inclusive
atmosphere to effectively create a Global Business Network.
Objectives
Provide opportunities for SAS students to develop
international business skills and etiquette
Provide a platform for international and domestic
students to forge stronger connections
Create meaningful events and socials pertaining to
international topics and business
Offer multicultural workshops to increase awareness of
global issues and feature guest speakers from around
the world
Facilitate international networking opportunities
44. Global Business Network
2
Contact Information
Use this space to write down the names and emails of Board Members,
Coordinators, and Support Staff. There should be one Co-Executive Officer from
the United States and another Co-Executive Officer from outside the United States.
There are no quotas regarding committee members and support staff.
Board Members
Co-Executive Officer
Co-Executive Officer
Outreach
Outreach
Outreach
Event Programming
Event Programming
Event Programming
Marketing
Marketing
Marketing
Administrative Liaison
Coordinators and Support Staff
45. Global Business Network
Additional Information 3
Additional Information
Gmail Account
Account: GlobalBusinessNetwork@isevoyages.com
Password: SASGBN2016
Facebook Account
www.facebook.com/SASGlobalBusinessNetwork
All board members should be Page Administrators
Onedrive Account
Account: SASGlobalBusinessNetwork@gmail.com
Password: SASGBN2016
LinkedIN Group
Account: SASGlobalBusinessNetwork@gmail.com
Password: SASGBN2016
Please note all aforementioned accounts are currently nonexistent and
included to serve as examples of recommended resources
Logo
The current Global Business Network’s logo shall not be altered or
manipulated on any marketing materials. Utilization of the logo is
encouraged on all media platforms. This is to ensure consistent
branding with both the Semester at Sea and Colorado State
Univsity organizations.
All board members
are responsible for the
security and proper
use of all GBN
affiliated accounts
and property.
Misappropriation of
any GBN or SAS
property, online
accounts, or divulging
account information
will have serious
consequences
46. Global Business Network
Constitution 4
CONSTITUTION
GLOBAL BUSINESS NETWORK
ARTICLE l: NAME
Section 1: Global Business Network, referred to hereafter as The GBN or GBN.
ARTICLE II: PURPOSE
Section 1: The main purpose of GBN is promoting cross- cultural understanding and
international business etiquette aboard participating voyages with Semester at
Sea. GBN hopes to provide a space in which international and domestic students
can learn from each other and explore a diverse range of business customs from
around the world as they travel around the world.
ARTICLE III: MEMBERSHIP
Section 1: Active Membership
3.1.1 Active membership is open to all students currently enrolled in the Semester at
Sea program. Membership is also open to faculty and staff. Membership is not
quantified through attendance and is based on subjective participation.
3.1.2 Active members cannot vote during elections.
Section 2: Membership Requirements
3.2.1 Members must have an interest in international business etiquette and
intercultural understanding.
3.2.2 Semester at Sea and the Global Business Network does not discriminate on the
basis of race, age, color, religion, national origin or ancestry, sex, gender,
disability, veteran status, genetic information, sexual orientation, or gender
identity or expression.
3.2.3 To remove a member or officer, there must be just cause and notice should be
given at least seven days before removal.
47. Global Business Network
Constitution 5
3.2.4 Decision to remove a member or officer will be decided by the current GBN
board through a majority rule. Final approval is required from the GBN
Coordinator(s).
Section 3: Duties
3.3.1 It is the duty of every member to promote wider understanding of intercultural
and diverse business customs.
Section 4: Finances
3.4.1 No membership dues will be collected.
3.4.2 GBN’s general account consists of funding from the Office of Student Affairs
within SAS and/or external sources.
ARTICLE IV: ELECTED OFFICERS
Section I: Officers
4.1.1 The Executive Board will consist of 6-12 students; elected with balanced
representation of domestic and international students in mind. In the event of a
student who identifies as both international and domestic, the student may still be
elected to any position.
4.1.2 The size of the board will not exceed 14 members.
4.1.3 There will be two Co-Executive Officers (reflecting the diverse representation), an
Administrative Liaison, Director(s) of Marketing, Director(s) of Community
Outreach, and Director(s) of Event Planning.
4.1.4 Officers will not be paid; these are voluntary positions.
4.1.5 The Administrative Liaison may receive financial compensation if approved or
available through scholarships or budget allotment. The position will be
designated through the Office of Student Affairs Undergraduate Programs Office
and the GBN coordinator(s).
4.1.6 The officers, advisors, and liaison will compose the board committee.
4.1.7 Each officer serves a lifetime term unless special circumstances arise.
48. Global Business Network
Constitution 6
4.1.8 Officers may only miss 3 board meetings per voyage or they will be subject to
removal from the board
Section 2: Special Circumstances
4.2.1 Special circumstances that would require a permanent or temporary leave of an
officer before the end of the term include work leave or severe illness aboard the
ship.
4.2.2 Officers under special circumstances may be subjected to off campus
responsibilities such as blog posts.
4.2.3 Vacant positions will be filled, but the board can expect an increase in size upon
return of the officer.
Section 3: Duties
4.3.1 The Co-Executive Officers will act as managers; they will prepare the agenda,
and preside over the meetings. They will ensure that respective board members
perform all duties. The Co-Executive Officers will provide leadership to the board
and the GBN as a whole.
4.3.2 The Director(s) of Marketing will develop promotional material for GBN, and lead
all publicity efforts aboard the ship.
4.3.3 The Director(s) of Community Outreach will promote GBN, secure new members,
and create a network with other groups/organizations in Semester at Sea. This
includes assisting with institutional initiatives to ensure post-voyage involvement
and support with the Semester at Sea.
4.3.4 The Director(s) of Event Programming are responsible for scheduling, managing,
and delegating semester events.
4.3.5 The Administrative Liaison will ensure organization and work with the advisors to
remain on track with long-term goals and institutional initiatives. This includes
website, email, and budgetary management.
4.3.6 Refer to the ‘GBN Duties’ document for full details on the duties of the board.
49. Global Business Network
Constitution 7
Section 4: Election of Officers
4.4.1 At least one Co-Executive positions will likely be elected prior to departure by an
outstanding or interested student. If not, interested students will be determined
by GBN coordinators and support staff through the use of discretionary
applications or interviews. Officer positions will be elected by majority vote by all
current and future officers.
4.4.2 Board member terms will begin on the following meeting after elections. Officers
are allowed to serve for the entirety of the voyage.
4.4.3 When vacancies within the board arise, active members will be given priority to
fill such positions.
4.4.4 Active members will give a personal statement and may be subject to a GBN
Officer Application Form to be considered for elections.
4.4.7 General elections will be held at the beginning of each voyage after interested
students have been identified. Elections may include the application form and
formal interviews. If need arises, elections for specific positions can be held
during the semester.
ARTICLE V:OFFICER MEETINGS
Section 1: Officer Meetings
5.1.1 Meetings will be held on a weekly basis during the regular academic year, or as
needed in preparation for co-programming activities. Co-Executive Officers may
call additional meetings if needed.
5.1.2 Meetings will be held in a predetermined meeting space and will occur during
times where all or most officers can meet.
ARTICLE VI: ORGANIZATION ACTIVITES
Section 1: Events
6.1.1 There will be four main events each voyage.
50. Global Business Network
Constitution 8
The following amendments are simply suggestions based on the first Global Business Network
at Colorado State University. The Semester at Sea organization may conduct their events in
any manner they see fit.
6.1.2 The last event during each voyage will feature a guest speaker.
6.1.3 The first event of each voyage will include an introduction to the organization.
6.1.4 Events should take place during the same day of the week at the same time each
month.
6.1.5 The GBN is highly encouraged to participate in other involvement activities or
collaborate with other relevant Semester at Sea extracurricular organizations.
Section 2: Socials
6.2.1 There will be a minimum of four socials held each semester.
6.2.2 Socials will be scheduled during weeks that are not designated for a main event.
ARTICLE VII: AMENDMENTS
Section 1: Proposals
7.1.1 Amendments may be submitted at any regular meeting and proposed by any
board member.
7.1.2 All amendments must be submitted in writing to the board and coordinator
Section 2: Decisions
7.2.1 Amendments will be voted on during board meetings by board members present.
All board members must cast a vote either at meetings directly or over email.
7.2.2 The amendment must be approved by a two-thirds vote of board members in
order to be ratified. Final approval is required by the advisor.
51. Global Business Network
Board duties 9
BOARD DUTIES
Global Business Network
Once elected, members serve on the Global Business Network board for the remainder of the voyage.
The board is comprised of various roles that range in responsibility in order to keep the organization
functional. Assignment of these duties occur at the beginning of each voyage.
Co-Executive Officers:
1. Conduct weekly or bi-monthly meetings with the GBN board
2. Compose and write agenda for GBN meetings
3. Preside, call to order, and direct the weekly board meetings. Guide meetings in a way to facilitate
the most freedom of discussion. Make strides to reach consensus with the members
4. Lead the group in a way that empowers others to take leadership positions and responsibility
5. Maintain positive relationships with individuals within GBN and other groups within SAS
6. Lead contact for current and future guest speakers
7. Meet with GBN coordinators and support staff and provide updates as needed
8. Supervise the election or removal of GBN officers
9. Keep an active GBN e-mail account. Check the GBN email on a frequent basis and reply to all
inquiries
10. Create and adhering to a suggested budget with the help of the coordinators.
Directors of Marketing:
1. Develop and improve upon the GBN marketing materials, keeping both international and domestic
target audiences in mind.
2. Coordinate with the advising and auxiliary offices aboard the ship to provide marketing materials to
distribute to students
3. Generate publicity for GBN endeavors. Prepare necessary flyers for every event conducted by the
GBN
4. Ensure the distribution of marketing materials around the ship in a timely fashion. Flyers should be
posted on all bulletin boards at least a week before an event
5. Provide necessary information to Directors of Event Planning and follow event checklist guidelines
6. Send out e-mails as needed to inform students about upcoming programs
7. Maintain a current list of members – renew after each voyage
Directors of Community Outreach:
1. Promote GBN and secure new members, including faculty, alumni, resident directors, field officers,
and professors.
52. Global Business Network
Directors of Event Programming: 10
2. Focus on securing both international and domestic student members
3. Network with other extracurricular groups to keep them informed about GBN activities
4. Reach out to classes, professors, and advisors in order to inform and recruit new members
5. Compile and maintain a contact list of professors and faculty, clubs, and other groups that might
present an interest in GBN
6. Coordinate a newsletter to submit to SAS GBN Alumni after the inaugural voyage
7. Invite alumni to events or to speak at GBN events when appropriate
8. Reach out to advisors to discuss alumni initiatives
Directors of Event Programming:
1. Ensure the scheduling and management of events and socials
2. Maintain calendar of events and delegate event responsibilities to board members
3. Oversee social planning and hold board members accountable for designated socials
4. Record all event proceedings using the event checklist and facilitate board discussion after the
events. Provide sign-in sheets and promotion materials at all activities
5. Provide copy of all event material (checklist, calendar, sign-ins) for future records
6. Ensure thank you letters are received by speakers or panelists within a week after the event
7. Take photographs of events and social activities for social media purposes
8. Ensure all board members are aware of their roles by the day of the event.
9. Compile event and social data for future use. (Attendance, successes and improvements, etc.)
Administrative Liaison:
1. Perform administrative tasks on behalf of the GBN
2. Act as a consultant and mediator during board meetings; has an active voice in decision making
3. Report any information regarding activities and functions to and from the GBN board, coordinators,
and support staff
4. Fulfill clerical needs (e.g., word processing and file keeping) for programs, events and conferences.
5. Maintain repository of GBN records to pass along to future voyages
6. Ensures the organization is staying on track with long term plans and goals
7. Call meeting to order in absence of co-chairs
8. Keep an active GBN e-mail account. Check the GBN email on a frequent basis and reply to all
inquiries
9. Responsible for the handling of funds for all Global Business Network activities. This includes
keeping a detailed report of all transactions used by GBN purposes and to provide a financial report
at the end of the voyage
10. Work directly with advisors to ensure the GBN’s online presence is satisfactory
11. Manage social media accounts and operate them appropriately and updating content
53. Global Business Network
General Expectations 11
General Expectations
Board members are required to attend all possible GBN meetings, events, and socials.
Board members will perform their outlined responsibilities to the best of their ability and will
actively participate during meetings. This includes brainstorming, problem-solving, and
creative thinking.
Board members will assist in a variety of tasks outside their defined roles. This includes helping
with other positions whenever possible. Board members should always ask for help when
needed and seek ways to help other members.
Board members are expected to be friendly, engaging, and connect with members and guests
during affiliated activities.
Board members must act in a professional matter at all times, specifically during Global
Business Network events and meetings. All actions must be in cooperation with organization
standards and goals. Board members are not only representative of the GBN but also the
Semester at Sea as a whole.
If a problem arises, board members will seek assistance with the Co-Executive Officers or
contact an administrator or coordinator.
Events
The Global Business Network will host four main events a voyage. The last event is recommended to
feature a guest speaker, preferably someone with extensive international business experience aboard the
ship. The first event of the fall semester is recommended to be an introduction to the organization. Events
should be scheduled on the same day and same time each month and will require a lot of planning.
Committees can meet outside of the weekly board meetings to plan events as necessary, and Directors of
Event Planning will provide information to GBN staff advisor, Co-Executive Offices, and Administrative
Liaison to keep everyone on track. Every event is different and will involve extensive creativity and
organization to meet the GBN goals.
Socials
Socials will occur 4-5 times throughout a voyage occurring on days not scheduled for an event. Socials
are to be more relaxed and should encourage domestic and international relationships. Socials should be
exciting and relevant so keep in mind international holidays, world news, and even your hobbies and
interests for potential social ideas.
54. Global Business Network
Calendar of Events: Fall 2016 Voyage 12
Calendar of Events: Fall 2016 Voyage
Events Date
Socials Date
.
.
.
.
.
.
.
.
.
.
56. Global Business Network
GBN Event Checklist 20
Directors of Event Programming:
Scheduling
Student Staff needs to be contacted one week prior to the event to ensure smooth scheduling and to
coordinate room layout.
Contact Date: ________________________
Room Layout Supplies: __________________________________________________________
________________________________________________________________________________
Room Layout:
Event Materials: ________________________________________________________________
_______________________________________________________________________________
Board Member Roles:
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
Attendance Goal: ____________________ Actual Attendance: _________________________
57. Global Business Network
GBN Event Checklist 21
Marketing
All events should be submitted to the Events Calendar at the beginning of the voyage and updated
on a monthly basis if need be
A flyer/poster should be made 2 weeks prior to the event to be distributed during various marketing
events
Event Tabling is to happen two days before the event and on the day of the event if needed
First Facebook Post Date: ____________________ Reminder FB Post: _____________________
Flyer Completion Date: ______________________ First Email Date: ______________________
Second Email Date: ______________________
Specialized Groups to Contact: _______________________________________________________
____________________________________________________________________________________
Tabling Schedule: ___________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
Classroom Speech Dates: _______________________________________________________
RSVP URL: ____________________________________________________________________
Flyer Markup:
58. Global Business Network
GBN Event Checklist 22
Outreach
Check SAS and other organizations Schedules
Contact Specialized Groups
Coordinate Speakers, Panels, Business Interaction
Groups to contact:
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
Speakers Contact Information:
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
Business Contacts:
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
Professors/Faculty Contacts:
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
Thank You Letter Recipients:
___________________________________ ____________________________________
___________________________________ ____________________________________
___________________________________ ____________________________________
59. Global Business Network
Event Sign-In Form 23
Event Sign-In Form
Global
Business
Network
Meeting Date:
Name SAS ID E-Mail
60. Global Business Network
Appendix 24
Appendix
Profile for Board Members
Please send an email with your answers to the following questions to the SAS GBN email
Attach in the email a clear photo of yourself. This image can be your school ID, a professional photo,
or you traveling abroad (as long as you are alone in the picture and your face is centered)
These member profiles will be used for Global Business Network purposes only and will be featured
on the website, social media, and likely the CSU organization. We intend to use existing board
members, faculty advisors, and graduated alumni on the website or newsletters so even if you are
no longer enrolled with Semester at Sea we would like to feature you with your permission.
This information will be constructed into a blurb about yourself.
Name
Grade (freshman, etc.)/ Position at SAS (advisor, etc.)
Major/Educational Background
Hometown
Role in GBN
Statement of interest in Semester at Sea
Statement of interest in GBN
Favorite place you’ve traveled
Favorite ethnic food
Favorite quote (if possible make relevant to GBN)
Fun fact about yourself
Event SWOT Analysis
Strengths
Weaknesses
Improvements
61. Global Business Network
Appendix 25
Announcement Flyer
The following flyer is merely an example on how to mass-promote the diverse events and socials the
GBN will offer during the voyage while giving members a tangible list of upcoming activities.
63. Board Application
Name
Phone Number
Nationality/Nationalities
Cumulative GPA Graduation Term
Major
How do you most identify yourself as a student?
Part 1: General Information
Email Address
SAS ID Number
Part 2: Answer the following questions in the space provided
1. Why are you interested in being a part of the Global Business Network Board?
Domestic Student
