EQUIP THE PLAYER | COMMAND THE GAME

2016-2017 Annual ReportUniversity of MarylandRobert H. Smith School of Business

TABLE OF CONTENTS

Table of Contents2

Executive Summary3

Professional Development 4 Signature Events5 Speaker Series; Workshop Series6 Beyond The Classroom; Skill Building Teams

Community and Social Impact 7

Fundraising 8

Membership 9, 10

Communications 11

Chapter Operations 12

Calendar of Events 13

Financial Statement 14

Annual ReportSummary

Letter From The President

University of Maryland’s 2016-17 Academic, Professional,

Social collegiate chapter of the American Marketing Asso-

ciation has put forth tremendous efforts to the develop-

ment and growth of its members in the marketing industry.

With deepened ties to corporate sponsors, mentorship and

professional workshops, strategic marketing campaigns,

collaborative events, strong consulting teams, and high

status professional speakers, the students at University of

Maryland have been given outstanding opportunities with

us. terpAMA’s fearless philosophy accelerated our members’

leadership abilities and bolstered their marketing skillset.

Under this philosohpy, executive board members and our

unique skill building team leaders championed their proj-

ects with passion:

⁃Orchestrating terpAMA’s 8th Annual Undergraduate Mar-

keting Conference

⁃Sponsoring Target and Unilever case competitions

⁃Visiting 6 marketing companies

⁃Raising $10,000 in fundraising and corporate sponsorship

⁃Consulting 4 non-profit companies in marketing strategy

⁃Growing our volunteer initiaties with a steady team of 24

As evidence of this, terpAMA holds the title of the num-

ber one Robert H. Smith organization, out of over 26 stu-

dent-run organizations. Our most outstanding accom-

plishment includes the 40 chapter events containing

professional development, academic growth, and network-

ing opportunities. These events included career-prep work-

shops, tours to prestigious firms, a revamped mentorship

program, a newly formed corporate sponsorship team, and

featuring over 15 marketing and sales executives. Repre-

sentatives from Northwestern Mutual, Toyota, PespiCo, and

TEKsystems have all shared their unque marketing insights

with our members. Overall, our inner workings and events

rivals any other professional development strategy second

to none. terpAMA is proud to share with you the 2016-2017

Annual Report!

Proudly,

Jackson Tolke

President, terpAMA 2016-17

Evaluation System

Professional Development

Mission AccomplishedEmpowered members in their career paths through (1) seven diverse skill building teams, a key differentiator of our ter-pAMA chapter and (2) provide professional growth opportu-nities through various workshops, trips, and competitions.

terpAMA’s Professional Development champions 5 areas: (1) Signature Events, (2) Speaker Series, (3) Workshop Series, (4) Beyond the Classroom Trips, and (5) Skill Building Teams.

Signature Events

Goal: Host large events that pro-vide real-world marketing experi-ence to members.

Results: Collaborated with three companies/organizations to host case competitions, professional workshops, and mentorship op-portunities related to marketing for current and prospective AMA members.

8th Annual Undergraduate Market-ing ConferenceOctober 28, 2016 | Attendance: 90

Goal: terpAMA aimed to provide a day-long program for professional development in the field of mar-keting through interactive break-out sessions and networking with executives and alumni. terpAMA aimed to:- Have 100 students in attendance - Improve pre-conference market-ing

Strategy: The theme of UMC fo-cused on Outpacing The Pack in the competitive marketing in-dustry. Students were inspired to specialize their skillset through:

- Case competition hosted by Uni-lever- Keynote speaker from Unilever- Career panels and skills work-shops led by Smith marketing alumni

The conference concluded with an alumni networking cocktail recep-tion, allowing students to build connections immediately follow-ing the day’s events. Corporate attendees are shown to the left.

Results: In our post-event report analysis, terpAMA found: 1) A total of 143 students regis-tered and 90 attendees. The event date was scheduled between two major events (career fair and Smith Undergraduate Student Association week) and during the heart of midterms, which caused actual attendance to be lower than expected.

2) Students responded positively on changing the conference struc-ture to better suit student sched-ules for attendance to our hands-on, skill-building workshops along with a speaker presentation and alumni panel.

Marketing WeekOct. 3 - Oct 7, 2016 | Attendance: 78

Goal: Following 2015’s award for Excellence in Marketing Week Ac-tivities, terpAMA strove to: Follow previous success of brandingFurther apply members’ exposure to the unique value proposition of terpAMA and national AMA.

Strategy: terpAMA’s Marketing Week activities surrounded the theme, “Hugs Over Handshakes” This allowed students to explore how they can use terpAMA’s ex-tended corporate, alumni, and

Signature Events (cont’d)

student network to launch their professional careers.

AMA CompetitionsGoal: Executive board and general body members participation in national AMA recognized compe-titions.Results: Generated submissions (or plan to) for 7 AMA competi-tions:AMA Collegiate Competition-Website Competition-Outstanding Marketing Week-Perfect Pitch Competition-Marketing Strategy Competition-SABRE Business Simulation-Collegiate Role Playing & Rela-tionship Selling Certificate.

Unilever Case Competition Oct 4, 2016 | Total Participation: [69]terpAMA hosted a signature case competition with Unilever to create an e-commerce market-ing strategy for Unilever’s Dol-lar Shave club. The competition spanned 10 days where 18 diverse student teams submitted pitch decks to a faculty judge who determined 3 finalists to present to Unilever executives. Greg Will, Publix Team Lead at Unilever, led the final judging committee and evaluated the finalists based on creativity and practicality. Unilever donated $2,000 in prize money.

3rd Annual Target Case Competi-tionApr 17, 2017 | Expected: [50] terpAMA will host its annual signature case competition in partnership with Target. The com-petition will span 10 days where diverse student teams submit pitch decks to a team of faculty judges who will determine 3 fi-nalists to present to Target exec-utive. Anita Galiano, Field Campus Leader at Target, will lead the final judging committee and evaluate the submissions based on creativ-ity, practicality, and delivery.

OCS Marketing Industry Mash Up With Smith Office of Career Ser-vicesApr 19, 2017 | Expected: [40] terpAMA and the Office of Career Services will collaborate with 7 different companies to showcase career opportunities in the field of marketing, including:

TargetMacy’sToyotaCentral Intelligence Agency Chess ConsultingFastbotNational Park Trust

Speaker Series

Goal: Host 8 total professional speakers to provide insight into the marketing profession.Results: Hosted 10 professional speakers with an average of 29 attendees.

1) Northwestern Mutual October 11, 2016 | Total: 35Lindsey Leitch, Internship Devel-opment Officer; Kevin Chadwick, Financial Managing Director of Austin, TX; Veronica Fuentes, Col-lege Unit Director; Dan Nguyen, Financial Advisor and Maryland Alumni, spoke about personal branding and development in the marketing and sales field while reviewing their financial planning and life insurance services.

2) Marriott International Oct 18, 2016 | Total: 26Aynat Ravin, Director of Creative & Content of M Live Analytics at Marriott International covered the marketing evolution of American Express Membership Rewards through buzz marketing and other cutting-edge publicity intiatives.

3) Bates CreativeNov 15, 2016 | Total: 21Bates Creative is a globally recog-nized integrated design agency. Debbie Bates-Schrott, President at Bates Creative covered their specialized service: storytelling by design.

4) ToyotaFeb 14, 2017 | Total: 33terpAMA will host our corporate partner with Michael Boyland, Emilio Isidoro, and Jennifer Meter-ko, Metro District Managers of Toy-ota speaking on product branding in the automobile industry and Toyota’s advertising and sales initiatives.

5) GolinFeb 21, 2017 | Expected: 25 terpAMA will host Jean Raleigh, Senior Manager at Golin to discuss PR, Digital, and Content advertis-ing consultancy.

6) TEKSystemsFeb 28, 2017 | Expected: 21 terpAMA will host Peter Garcia, Sales and University Relations Recruiter to review TEKSystems’ staffing, management, and IT services.

7) Ogilvy & Mather With Net Im-pactMar 7, 2017 | Expected: 40 terpAMA and Net Impact will host Tony Silva, Executive Vice Presi-dent and Group Director of Social Change at Ogilvy Public Relations to speak on corporate social re-sponsibility in a marketing con-text.

8) Baltimore Ravens With Sports Business SocietyMar 14, 2017 | Expected: 40 This mash-up will feature Laura Humphreys, Manager of Marketing & Activation at Baltimore Ravens, who will speak about sports mar-keting.

9) Cava GrillApr 11, 2017 | Expected: 25 terpAMA will host Nikki Rappaport, Director of Brand & Marketing Branding at Cava Grill to discuss branding in the fast-casual restau-rant industry.

10) TAA PR With MasTERPieceApr 25, 2017 | Expected: 25terpAMA and MasTERPiece will host Aba Kwawu, President at TAA PR to speak about agency work and marketing in the fashion, de-sign, and luxury lifestyle sectors.

Workshop Series

Goal: Organize four unique pro-fesisonal workshops with a goal of developing critical marketing skills and an average attendance of 30 students. Results: Hosted four professional workshops with an average of 30 attendees.

1) Sales WorkshopWith Supply Chain Management SocietyOct 4, 2016 | Total: 37Nathan Morris, Talent Acquisition Operations; Fatou Diallo, Human Resources Representative; and Michael Jacobs, District Manager nager of Pepsico executed a sales workshop and expanded mem-bers’ knowledge of the Consumer Packaged Goods industry. Through hands-on activities, Pepsico exec-utives provided tangible skills on how to be an effective seller.

Smith Undegraduate Student As-sociation New York TripNov 3-4, 2016 | Total: 17In partnership with the Smith Un-dergraduate Student Association, terpAMA’s VP of Events planned the Marketing Track of the annual SUSA NY Trip, a two-day network-ing event in Manhattan. The trip included site visits to Fleish-manHillard, Barrows, and Cohn & Wolfe, where students were able to gain hands-on insight into the marketing industry and con-nect with marketing alumni.

2) Interview Workshop Nov 1, 2016 | Total: 23AMA Baltimore, Joe Wagner, former chapter president presented on interview preparation tips for Rob-ert H. Smith’s Fall Career Fair.

3) Resume Review WorkshopMentorship InitiativeFeb 7, 2017 | Total: 25Student mentees brought printed copies of their resumes for review by terpAMA professional and stu-dent mentors in preparation for Smith’s Spring Career Fair.

4) Personal Branding WorkshopApr 4, 2016 | Expected: 35 Northwester Mutual will present a workshop on personal branding exercises and expanding mem-bers’ skillset with brand strategy and management.

Beyond The Classroom Trips

Goal: Organize two site visits with an average attendance of 15 mem-bers. Results: Visited 4 companies with an average attendance of 7 members.

Discovering Brand Strategy With RP3 AgencyOct 7, 2016 | Total: 5On the fifth day of Marketing Week 2016, terpAMA took members to RP3 agency, an agency that spe-cialized in brand strategy, content creation, and digital development. Students were able to network with Kyle Knauff, Account Supervi-sor at RP3.

Discovering Public Communica-tions with Edelman Mar 31, 2017 | Expected Atten-dance: 10terpAMA members will be exposed to the running of a premiere pub-lic relations firm and learn about global communications.

AMA Baltimore Career Fair Apr 6, 2017 | Expected Attendance: 10Goal: Form a group of 10 terpAMA members (namely upperclass-ment) to connect with AMA Balti-more members and explore their career fair for summer internships and full time positions.Strategy: Create and launch mar-keting content and provide trans-portation.

Skill Building Teams

Summary: Empowered members to (1) gain hands-on marketing expe-rience through our seven diverse skill-building teams, a key differ-entiator of our terpAMA chapter and (2) create mutually beneficial with professionals through our various networking and client engagements.

1) AMA Serves Non Profit Consult-ingGoal: Provide students with the opportunity to develop their marketing skills in a client-service context while giving back to the local community.Results: Our largest skill building team to date, 42 socially-minded consulting members collaborat-ed on marketing deliverables such as website and social media audits and marketing strategy for non-profits such as Food Recovery Network, Kraftlove, and Tumor-man.

2) AMA Serves VolunteeringGoal: Give all skill building teams the chance to participate in local volunteer opportunities. Results: 24 members volunteered with downtown college park and campus clean ups; card making for veterans, canned food drives; the Gift of Life Foundation and Terp Thon.

5) terpAMCorporateGoal: Maintain and acquire mutu-ally beneficial relations with cor-porate partners to increase brand exposure and provide our mem-bers with diverse developmental opportunities in marketing.Results: Added 20 new members to an originally 4-member team. Each member coordinates logis-tics and provides insight for spon-sored events, including marketing workshops, case competitions, and brand exposure throughout the business school. The team is in constant communication with executives from Unilever, Target, Aldi, and Toyota, a total sponsor-ship base of $8,000. terpAMCorpo-rate has emerging relations with CPG firms and a technology con-sultancy firm.

6) National AMA Case CompetitionGoal: Form a team of students who want to apply their marketing knowledge and skills to solve a real problem that eBay is currently facing. Results: 4 case team mem-bers worked closely with market-ing faculty to create a comprehen-sive e-commerce strategy for eBay. The team received an honorable mention out of all the participat-ing AMA chapters.

3) Brand AmbassadorsGoal: Position terpAMA as the most active and advertised Smith Student organization through our grassroots marketing team. Results: A team of 21 Brand Am-bassadors marketed the events and networking opportunities that terpAMA hosted on behalf of our local corporate sponsors and local business executive. Brand Ambassadors expanded their online presence by publishing LinkedIn blog posts and recruiting over 35 new members during the second semester.

4) RedBlack Consulting GroupGoal: Raise $1,000 by completing marketing consultancy projects that enhance skills and experienc-es of members. Maintain a team of 20 consultants.Results: Increased the team to an additional 10 interns under new management. Earned $1,120 last Fall, and expected to raise $2,000 by year’s end. Leadership respond-ed to team feedback by taking a semester to freeze new client acquisitions and instead re-focus internally by strengthening pro-fessionalism and skillset of orga-nization.

7) Mentorship ProgramGoal: Build a greater sense of community within terpAMA by having older members and alumni serve as mentors to new mem-bers. Enhance the current program by developing professional skills activities. Results: 22 student mentors and 14 professional mentors were matched with 1-2 mentees by October 2016, with a total of 77 members and alumni involved in the program. Over 50% are active-ly involved in the program.

Community and Social Impact

Mission & Target MarketAMA Serves Volunteering: To enable members to empower others in the local com- munities and at the University of Maryland, College Park to make their mark by developing their professional skills, and discover the field of marketing through activities that serve the local community.

AMA Serves Nonprofit Consulting: To continue last year’s growth trends for AMAServes, both skill building teams be-came more autonomous and deviated from initial chapter planning to better align their skillsets with organizations in need. This led to newfound partnerships with Kraftlove, Tu-morman, and Food Recovery Network, and a greater immer-sion of social impact initiative within every terpAMA silo.

Revised StrategyAMA Serves Volunteering: The team altered the course of the chapter plan by moving volunteer efforts away from Dress for Success and to other organizations after surveying team members’ passions and interests in volunteer work.

AMA Serves Nonprofit Consulting: The team altered the course of the chapter plan by re-directing consulting efforts to other organizations after surveying team’ members pas-sions, interests, and connections in the nonprofit sector.

AMAServes Nonprofit Consulting

Goal: Provide students an oppor-tunity to develop and apply their marketing skills to needs of the local community.

Strategy: Throughout the school year, the AMAServes Non Profit Consulting team provided pro bono marketing sevices to the following clients: Our consultants provided support for a mobile application launch, social media and website audits for all 4 clients, as well as periodic marketing deliverables like graphics. They also assisted in outreach strategies and data collection to forge partnerships and obtain donations. Students were able to gain insight into the non-profit sector and grow their network with emerging non-profit leaders. The team recently added The Max Cure Foundation as a fourth client.

KraftloveThe organization creates arts & crafts boxes to deliver to pediatric cancer patients.

TumormanTumorman is a mobile application that follows a superhero story about defeating cancer. Users can learn cancer facts and donate to charity organizations in-app.

Food Recovery NetworkThe company recovers food at the campus dining hall to donate to homeless shelters.

The Max Cure FoundationThe foundation raises money for pediatric cancer research and supports families dealing with pediatric cancer.

AMAServes Volunteering

Goal: Provide social impact op-portunities throughout all silos of terpAMA through local volunteer opportunities.

Strategy: Throughout the school year, the 24 AMAServes Volunteers, along with terpAMA members and leaders, devoted their time and effort to the following causes:

TerpServiceMembers created a service project that involved consistently keeping University of Maryland’s campus and surrounding public spaces in College Park clean and free of litter. The team employed their advertising skills for event recruit-ment and promotion.

Smith Community Service WeekWith Deloitte and Smith Under-graduate Student Association The team collaborated to create holiday cards for veterans.

Professional Development EventWith Net ImpactterpAMA and Net Impact will host Ogilvy & Mather to speak on corporate social responsibility in a marketing context.

The Gift of Life Foundation University Dance Marathon (Terp Thon)terpAMA participated in and pro-moted Terp Thon, the University of Maryland’s largest student-run philanthropy benefiting Children’s National Hospitals. terpAMA cur-rently has 8 members registered to participate with over $500 raised for the dance marathon.

Canned Food DriveThe team coordinated a canned food drive during a terpAMA men-torship social. The team employed adver

Fundraising

MissionTo catalyze events and activities, through financial stabil-ity and independence, that will both 1) increase terpAMA’s brand awareness and membership, and 2) fund events that encourage members to make their mark through education-al, professional and social development.

Primary GoalRaise $10,000 by mid-March of 2017 to subsidize the costs of sending 20 terpAMA members to the AMA International Collegiate Conference.

Altered Strategy & Results Successfully raised $10,000 by January of 2017 by changing course from the chapter plan to focus on fundraising related to professional development and corporate sponsorship.

University Directories PlannersDistributed 8,000 terpAMA-brand-ed planners to students on-cam-pus in three weeks.

Goal: $1,500

Amount Raised: $1,500

Applicable Marketing Skills: Salesmanship

Alumni Fundraising EventExpected to raise $500 in alumni donations at the End of the Year Banquet to enhance professional development opportunities for members.

Revised Strategy: Invite alumni to End of the Year Banquet and approach them for donations after they are given the opportunity to listen to presentations about chapter accomplishments for the year.

Case Study PartnershipFormed partnerships with compa-nies to develop case studies for terpAMA members.

Goal: $1,500

Amount Raised: $6,000 (Unilever & Target)

Applicable Marketing Skills;Creativity, Research, Strategy, Mar-keting Analysis, Critical Thinking

Restaurant FundraisersHeld fundraising nights at local restaurants such as Blaze & Bread n’ Greens.

Goal: $1000

Amount Raised: $500

Applicable Marketing Skills: Advertising, Social Media

Corporate Partnership ProgramGoal: Secured funds, supplies, and grassroots marketing materials for sponsor companies.

Goal:$2,000

Amount Raised: $4,000 (Toyota) Applicable Marketing Skills: Creativity, Branding, Salesmanship

Corporate Relations Team*Maintained Corporate Relations team to maintain current sponsor relations and forge new corporate sponsorships.

*Refer to Professional Develop-ment section of the Annual Re-port.

Membership

Summary:Cultivated a tight-knit terpAMA community that encourages members to form long-lasting relationships and support each other in reaching their educational, professional and social goals. The Annual Report presents our Recruitment Strategies, Membership Conversion Strategies, and Mem-bership Analysis. Outlook of Membership Involvement: Our chapter currently has a total of 113 members, with in-volvement ranging from our executive board, skill building teams, mentorship program, and general body membership. The graphic below shows a breakdown of our members’ active involvement:

16 125 77 90

Post-Event Feedback SurveyWe collected event feedback from at least 70% of each event’s attendees to shape our Spring calendar. We found a high level of satisfaction among our members with the va-riety of marketing-related events and companies that were presented in the Fall semester. We employed a membership analysis survey to shape strategy for Spring and the next academic year.

Membership Analysis

Class Standing 26.9% Freshman28.2% Sophomore23.0% Junior19.2% Senior2.7% Dec ‘16 Grad

Major (Includes Double) 51.3% Marketing32.0% Supply Chain1.3% Accounting2.3% Information Systems3.6% International Business2.4% Management2.4% Finance25.6% Undecided/Non-Business

Gender34.7% Male65.3% Female

Feedback---Evaluation of terpAMA Experience94.8% believe it’s educational94.8% believe it’s valuable96.1% believe it’s relevant89.7% believe it’s enjoyable

We determined that our members have had an overall positive expe-rience within terpAMA in terms ofmarketing education, value, rel-evancy, and personal enjoyment of our programming. This demon-stratesthat we provide well-rounded ac-tivities and opportunities for our member base.

Executive Board Analysis98.7% believe the exec board is professional82.0% believe the exec board is helpful89.7% believe the exec board is approchable76.9% believe they understand how exec board works

We determined that our members mostly view terpAMA’s executive board as professional, helpful,and approachable from weekly interactions. This analysis has also shown us that most of our mem-berbase has knowledge of how our executive board operates, a clear improvement from last year’s annual report with only half of our members understanding the or-ganization’s leadership structure. This can be attributed to a weekly explanation of each role in the executive board.

Reasons for Joining Skill-Building Team84.0% Meet New People89.6% Develop Skills92.0% Gain Real World Experience56.0% Bolster Resume

We determined that our members view terpAMA primarily as both a social, community outlet, a wayto develop their skills, and to gain further real-world experience. Only about half of our member base usesterpAMA as a resume booster, which speaks to the quality of their involvement.

Communication Analysis 89.7% receive newsletter89.7% are members of listserv83.3% like our Facebook page38.5% follow our Twitter account

We determined that our members typically receive terpAMA updates via our weekly newsletter, fol-lowedby our additional listserv and Facebook page. For the second year in a row, only a small portion of our members follow our Twitteraccount, which indicates that our marketing team should revisit its strategy.

Membership Recruitment:Avenues for Discovery

There are six ways that terpAMA reaches the vast talent pool of University of Maryland students:

(1) Smith Start Beyond Majors EventEvery year, the Robert H. Smith School of Business takes on 500 eager freshmen into its presti-gious program. Their first week on campushas been branded as Smith Start, which incorporates five unique events centered aroundthe initial development of future business leaders. The Beyond Ma-jors event is a collaborationbetween the Office of Career Services, SUSA organizations and Smith School business partners. This year, terpAMA presented the opportunities marketing provides as a field of study, career and extracurricular involvement (i.e. terpAMA).

(2) SUSA Business Week EventsIn preparation for the Smith SchoolUndergraduate Career Fair, SUSA hosts four nights worth of events to give students a profession-al crash course in networking. DuringSeptember 2016, terpAMA partic-ipated in two diverse business week events where executive board members interacted with over 200 Smith School students.

(3) University of Maryland Club FairUnivesity of Maryland provides organizations the unique oppor-tunity to set up a table at a large-scale involvement fair. terpAMA tabled to larger audience, leading to a greater awareness from stu-dents and professional companies outside of the business school.

(4) First Look Fair Tabling (A) Campus Wide Every fall, the University of Mary-landhosts a campus-wide First Look Fair,which showcases all 850+ active student organizations. terpAMA instituted a twoday promotional strategy at this high-traffic event to reach as many aspiring busi-ness professionals who are not yet affiliated withthe Smith School.(B) Smith SchoolIn both the fall and spring semes-ters, the Smith School showcases the diverse ways for students to get involved beyond the class-room. All 25 SUSA organizations-set up tables across a two-day period to attractas many potential new members (PNM) as possible to their meet-ings.

(5) Brand Ambassador TeamterpAMA’s most iconic and lon-gest-serving skill building team serves as the organization’s front-line of recruitment. These mem-bers workclosely with the executive board to execute the following tactics: Tabling Social Media Postings Direct Messaging of PNMs Weekly Event AttendanceWithout the presence of the Brand Ambassador team, terpAMA would find itself with an exponential-ly smaller membership base, as well as lower brand recognition throughout Van Munching Hall.

(6) Faculty ReferralsterpAMA’s most powerful asset within Smith comes from faculty referrals. Our chapter has become the first recommendation of Smith employees upon student inquiries for extracurricular involvement. Key stakeholders include our fac-ulty advisor, the Marketing Depart-ment, the Office of Career Services, and Undergraduate Programming.

(C) Alumni-to-Student MentorshipWthin our alumni outreach initia-tive, we have a network of alum-ni working in the local area to provide profesisonal mentorship to students, along with an Alum-ni Advisory panel to aid terpAMA leadership in alumni relation initatives and terpAMA activities as a whole.

(3) Mentorship ProgramPeer-to-PeerWe aimed to increase the number ofparticipants who are active and dedicated members of the men-torship program. We encouraged mentors to meet with their men-tor families bi-weekly and report/confirm this meeting to the Direc-tor of CommunityDevelopment.The mentorship program has expanded with the introduction of ‘mentor pairs,’ allowing for great-er potential for strongerbonds between mentors and mentees, as well as within terpAMA as a whole.The mentorship program has con-tinued to be professionally struc-tured with specific requirements in place for each mentor/mentee pairing. These include:

Attend at least one mentorshipevent per semesterMeet outside of terpAMA meetingsfor one hour each monthParticipate in end-of-yearpresentation

Avenues for Conversion

(1) Social ProgrammingWith our newfound focus for community development, terpAMA instituted a multitude of social programming this year to entice both activeand potential new members to attend events outside of the busi-ness school. For instance, we host-ed an alumni happy hour, where food andbeverages were expensed for fully paid members of the organization. These types of social program-ming events proved to be success-ful in recruitment, conversion, and retention of members.

(2) Membership Retention

(A) AMAzing Member of the MonthUtilized our newsletter to provide a monthly spotlight for a member who has demonstrated dedication to the organization through active involvement in one of our skill building teams and consistent attendance of our weekly events.

(B) Membership Debrief EventHosted our first public debrief event for executive board mem-bers to answer general body members’ organizational ques-tions as well as to provide up-dates on internal planning of ter-pAMA’s programming, initiatives,and events to increase transpar-ency.

We exceeded our Chapter Plan goals (“Have 15 upperclassment mentors and 20 underclassment mentees) with 22 student men-tors, 14 professional mentors, and 41 entees, for a grand total of 77 participants in the program.

Communications

MissionTo create an open communication model with all stake-holders that informs them of how terpAMA is owning the futures in the present through terpAMA’s mission of educa-tional, professional and social development, and asks for feedback and assistance in achieving terpAMA’s mission.

Social MediaGoal: Focus on content marketing to promote terpAMA and market-ing as a career. Post events, pic-tures and conversation prompts on social media platforms.

Results: Created social media posting schedule and analytics training for Brand Ambassadors. We discovered that activity on Twitter has decreased as a whole, and re-focused our efforts on LinkedIn blogging. Each blog receives an average of 1,000 likes, and highlights of more than 200 shares and 30 comments.

Grass Roots MarketingGoal: Continue role of Brand Am-bassadors to reach out directly to non-participating members to en-courage and inspire involvement.

Results: Determined 50% of new membership to come from Brand Ambassador tabling, with a high-light of 75 table engagements in the span of an hour during Mar-keting Wnkeek events.

Electronic MarketingGoal: Achieve a 40% average weekly newsletter open rate. Achieve 500 unique visitors to terpAMA’s website.

Results: We achieved our goal by linking LinkedIn blog articles cen-tered around marketing develop-ments in our corporate sponsors’ business and current marketing news. [..try to find analytics for unique visitor count...]

WebsiteGoal: Increase page visits and drive member engagement to-wards the website as a go-to source for upcoming events and club involvements.

Results: Updated membership page and newsletter subscription links to streamine new member payment and information process-ing. Linked social media accounts and blogs to display feeds in real-time.

Alumni NewsletterGoal: Send four newsletter up-dates to alumni, informing them of the latest events at terpAMA and the University of Maryland, College Park.

Results: Recruited 14 alumni to become professional mentors for terpAMA members and kept them involved through our newsletter updates and mentorship activities

SUSA Semesterly Reports & AMA National ReportsGoal: Increase external transpar-ency to the Smith Undergraduate Student Association (SUSA) and marketing department about the operations and strategies behind terpAMA.

Results: terpAMA will distribute Chapter Plan and Annual Report to SUSA to give the association a better ook to the scope of terpA-MA’s programming throughout the year.

AMA National ReportsGoal: Increase transparency to all stakeholders including the Robert H. Smith School of Business, Mar-keting Department, and members about the goals and initiatives the organization intends to achieve.

Results: Distributed Chapter Plan to executive board and general body members in the fall. terpA-MA plans to expand distribution of Annual Report to marketing department heads and general student body. .

SlackGoal: Improve transparency across the five functional silos (market-ing, events, finance, membership, and business development) within the executive board. Slack is a cloud-sourcing messaging plat-form that seamlessly integrates the capabilities of Twitter, Google Drive, Dropbox, Asana, and more applications all in one.

Results: Consolidated the majority of terpAMA executive board com-munication to one application. This allows for all 16 members of the executive board to be com-pletely up to date on all current and planned activities. The suc-cess of this application has tran-scended our immediate leader-ship team into the majority of our skill building teams, increasing general team transparency.

Non-Traditional MediaGoal: Provide branded t-shirts for each paid member to wear and promote the organization.

Results: Hosted an internal graph-ic design competition to create the new terpAMA t-shirt. After a few weeks of submissions, our ex-ecutive board chose the winning design, which features our Market-ing Week theme “Hugs Over Hand-shakes” and encapsulates our drive to be a tight-knit community of students, alumni, and corporate partners within the Smith School. All members who paid their local Maryland dues received a t-shirt.

Skill Building Teams (SBT) Goal: Provide membership with the opportunity to join one of sev-en skill building teams.Results: Please refer to the Pro-fessional Development section of the annual report for SBT results, which met or exceeded chapter plan goals.

General Body MeetingsGoal: Hold at least 10 general body meetings on Tuesday eve-nings that develop the education-al, social, and professional pillars

Results: Collaborated with Smith Undergraduate Student Associa-tion (SUSA) for consistent room reservations and times. Partner with the Of ce of Career Services, corporate sponsors, and local marketing firms to provide rele-vant content for members with an average of 35 attendees.

Executive Board MeetingsGoal: Hold weekly Executive Board Meetings. Establish bi-month-ly Vice Presidents meetings for terpAMA’s President to meet with terpAMA’s ve Vice Presidents. Es-tablish bi-monthly faculty advisers meetings for terpAMA’s President, and bi-monthly faculty advisors meetings with terpAMA’s President and five Vice Presidents

Results: Improved the vision and coordination among terpAMA’s five functional silos: events,marketing, membership, nance and consulting. Shortened the communication loop between

Position StructureGoal: Divided AMAServes commit-tee into two distinct groups: AMA-Serves Non-Profit Consulting and AMAServes Volunteering Commit-tee, each lead by its own director.

Results: Each committee exceeded their client and volunteer goals under the new structure which allowed each team to be more autonomous and focused on their respective missions.

Knowledge TransferGoal: Send the Executive Board a weekly President’s Update news-letter. Implement a new Executive Board transition program.

Results: Summarized the Exec-utive Board’s updates and tasks weekly to keep each Executive Board member aware of the chapter’s current state. Created training manuals for incoming executive board members, which increased transparency between new positions.

Executive Planning RetreatGoal: Facilitate executive board bonding at the beginning of each semester. This retreat provides an opportunity to brainstorm upcom-ing objectives for the program-ming year.

Results: Hosted two executive board meetings prior to the start of the new semester to reconnect members and inspire creativity for upcoming programs.

Chapter Operations

MissionMission: To implement operational models for the Exec-utive Board that increase efficiency and effectiveness in delivering on terpAMA’s mission, as well as develops the Executive Board professionally for their impending careers to help them make their mark.

terpAMA’s faculty advisers and the Executive Board’s top decision makers.

Executive Board TrainingGoal: Alleviate new member con-fusion of the diverse functions of the Executive Board. Establish new board member training pro-gram that highlights the basic op-erations for each position’s duties.

Results: Utilized exit memos of former Executive Board members. Designated responsibiities to President Elect and former Pres-ident. We plan to host one Exec-utive Board meeting to review goals and transitions.

Strategy: Take advantage of opportunities hosted by other col-legiate chapters, namely those in Maryland/DC/Virginia. Attend two events sponsored by profesional AMA chapters in Baltimore and/or Washington D.C.

Calendar ofEvents

August27 terpAMA Back-To-School Social

September14 - 15 First Look Fair Tabling20 - 21 Smith School Club Showcase22 Business Week - Career Fair Event23 Fall Career Fair Tabling27 Fall Kickoff

October Marketing Week3 Tabling: Brand Ambassadors 4 Sales Workshop: PepsiCo 5 Mentorship Speed Dating6 Bread n’ Greens Restaurant Fundraiser7 Site Visit: RP3 Agency 11 Workshop: Northwestern Mutual18 Speaker Series: Marriott 25 Club Social28 Undergraduate Marketing Conference and Unilever Case Competition

November1 AMA Baltimore Professional Workshop3 - 4 Beyond the Classroom: Smith Undergraduate Student Association (SUSA) New York Trip8 Mentorship Event: Study Night15 Speaker with Bates Creative29 Executive Board Interest Meeting

December6 Mentorship Event

End of 2016 School Year

January25 Classes Resume31 Spring Kickoff

February7 Mentorship Event: Resume Reviews14 Toyota, Product Branding21 Golin, Avertising Firm28 TEK Systems

March4 Terp Thon 7 Ogilvy: Public Relations in collaboration Net Impact 14 Baltimore Ravens; in collaboration with Sports Business Society16 - 18 AMA ICC28 Applebee’s Social

April4 Professional Workshop: Northwestern Mutial 6 AMA Baltimore Career Fair11 Speaker: Cava Grill18 Target Case Competition19 Office of Career Services (OCS) Industry Mash-up25 TAA PR: Fashion Marketing, in collaboration with MasTERPiece

May 2 End Of The Year Awards Banquet

End of 2016 - 2017 Programming Year!

2016-2017Financial Statement

Revenues Projected Actual

Membership National Dues $4,700.00 $5,311.00Local Dues $1,300.00 $1,469.00 RedBlack Consulting $1,000.00 $1,120 Fundraising University Directories $1,500.00 $1,500.00Restaurant Fundraisers $1,000.00 $500.00Concession Stand $1,500.00 -* Case Study Partnership $6,000.00 $6,000.00Corporate Sponsorship $2,000.00 $4,000.00SUSA Allocation $3,500.00 $900.00Robert H. Smith School $10,000.00 $10,000of Business’ Marketing Department Total Revenues $32,500.00 $30,800

Projected Net Income $7,100.00 $8,979

*Replaced with Corporate Sponsorship

Expenses Projected Actual Membership National Dues $4,700.00 $5,311.00Member Awards $500.00 - Trips AMA International Collegiate Conference $10,0000 $8,300.00Local Trips $500.00 $500.00 Professional Development Catering $2,200.00 $2,200.00Event Supplies, Speaker $800.00 $350.00Gifts 8th Annual Undergraduate Marketing Conference $5,000.00 $5,000 Marketing General $100.00 -Grassroots Marketing $200.00 -Printed Materials $600.00 $120.00Electronic Marketing $700.00 -Table Marketing $100.00 -Supplies $100.00 $40.00

Total Expenses $25,400.00 $21,821

Thank You To OurCorporate Sponsors

terpAMA. The heart of business.

An Award Winning Chapter of the American Marketing Association

2015-2016 Year:AMA Top 25 Collegiate Chapter AMA Marketing Strategy Competition ChampionsNational Case Competition Honorable Mention Wake Forest Marketing Summit Second Place

Smith School Club of the YearSmith School President of the YearSmith School Executive Member of the YearSmith School Senior of the Year