Strategic Organizational Plan for 2019-2020

Prepared by:

Marissa Peters, Leia Atas, and Aaron Gyllenhaal

Illinois State University Women in Business
Management Team
GAP Public Relations Group

March 28, 2019

Table of Contents

Page
Executive Summary ....................................................................................................................... 3
Introductory Summary.................................................................................................................... 3
1.0 Organization Background ....................................................................................................... 4
1.1 Business definition ..................................................................................................... 4
1.2 Vision .......................................................................................................................... 4
1.3 Mission ........................................................................................................................ 4
1.4 Value Proposition ........................................................................................................ 5
1.5 Organization Structure ............................................................................................. 5-6
1.6 History & Culture ....................................................................................................... 6
2.0 Situation Analysis .................................................................................................................... 6
2.1 Definition & Scope of Situation ............................................................................... 7-8
2.2 Stakeholders Affected ................................................................................................ 8
2.3 Competition ............................................................................................................. 8-9
2.4 SWOT Analysis ...................................................................................................... 9-10
2.5 Market Position ......................................................................................................... 11
3.0 Plan ....................................................................................................................................... 11
3.1 Objectives, Strategies & Tactics .......................................................................... 11-13
3.2 Critical Success Factors ....................................................................................... 13-14
3.3 Key Performance Indicators ..................................................................................... 14
3.4 Budget & Resource Allocations ................................................................................ 15
3.5 Timeline..................................................................................................................... 15
3.6 Evaluation Method & Anticipated Results ........................................................... 15-16
Appendices .................................................................................................................................. 17
A. WIB Organizational Structure .................................................................................... 17
B. WIB Survey Results ................................................................................................... 18
C. WIB Event Attendance ............................................................................................... 19
D. Proposed 2019-2020 Budget ...................................................................................... 20
E. Proposed 2019-2020 Timeline .................................................................................... 21
References .................................................................................................................................... 22

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Executive Summary

Women in Business (WIB) is a registered student organization (RSO) that resides within the
Illinois State University community. This RSO is the only female-focused business organization
on campus that emphasizes the development of leadership skills. WIB seeks to better its members
and the organization through education, networking, and volunteering opportunities.

This strategic plan is focused on the 2019-2020 fiscal year. It strives to improve the
organization’s retention rates, create a positive reputation, expand major diversity, increase
fundraising from corporate sponsors, and improve member involvement. This information came
from establishing the organization’s concerns by meeting with the president and conducting
secondary research. This strategic plan was crafted with a focus on improving the areas
mentioned above. GAP PR researched and analyzed internal and external opportunities for WIB.
The objectives developed in order to enact this strategic plan include:

• Increase average retention rate for new members by 10 people a semester by spring 2020.
• Increase membership of non-business majors to 25 percent by spring 2020.
• Create a survey for internal and external use to provide insight on WIB’s professional
reputation as a whole by spring 2020.
• Increase fundraising efforts from corporate sponsorships to $5,000 annually by fall 2020.
• Increase active member involvement at each event to 15 additional people by spring
2020.

Success of this plan can be evaluated based on the completion of the objectives mentioned above.
Section 3.0 details the specific actions that need to be taken to accomplish the objectives.
Benchmarks were created with the help of WIB’s president and are crucial levels of comparison
to establish the strategic plan’s value. Upon the success of this plan, WIB’s reputation will align
with the organization’s vision to be a respected RSO on campus and be a place where women
gather to empower one another. This change in reputation will aid in obtaining bigger corporate
sponsorships and developing a sense of exclusivity that will foster an increased rate of application
and retention for new members across campus majors.

Overall, these changes will inspire current members to prioritize their involvement in WIB and
contribute to the success of the organization as a whole.

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1.0 Organization Background

This section examines Illinois State University (ISU) Women in Business (WIB) as a whole
organization. It will highlight key components, such as who it is, its mission, its vision, its value
proposition, its organizational structure, and its history and culture. These details encompass what
is important to this organization, and they are necessary to understand the following sections in
this document.

1.1 Business Definition

ISU WIB was founded at the university in August 2015. WIB is not a national organization but
does have a presence on other college campuses, such as at the University of Washington and the
University of Iowa. This registered student organization (RSO) was founded by two women who
wanted to close the gap between male and female leaders in the workplace. Women in leadership
positions are often not taken as seriously as men. This organization currently has about 112 active
members involved. WIB’s executive board and active members can be found at weekly meetings
from 7 to 8 p.m. at Capen Auditorium in Edwards Hall on ISU’s campus.

WIB relies on membership involvement; sponsorships with large corporations, such as Groupon
and Aerotek; and a dedicated executive board to function properly. WIB bridges the gap between
women and men in the workplace by providing a mentorship program, a number of events, and
informational meetings that provides future businesswomen resources to nurture their education
and leadership skills.

1.2 Vision
A vision statement describes the position an organization aspires to reach in the future. ISU
WIB’s vision is as follows:

“To become the leading organization that empowers future female leaders through education
pertaining to personal and professional development. We strive to be respected on campus, and
to maintain a reputation as the place where women gather to empower one another.”

The original vision states that WIB wants to become the leading group of women at ISU. While
that goal is valid, it does not perfectly match the mission and values of the organization. WIB’s
primary goal is to allow women a collaborative environment that fosters the growth of leadership
skills. This edit makes the vision equivalent to the values and mission of WIB. In addition,
maintaining an elite status is a component of a larger goal for WIB, which is respect. This feeds
into the creation of a positive reputation for WIB that would help with recruitment.

1.3 Mission
A mission statement asserts what or how an organization does its business so that it stays on track
to realize its vision. ISU WIB’s mission is as follows:

“Within its supportive network of collegiate women, we proactively prepare for and educate each
other on trends in the workplace that are relevant to creating effective leadership. We also strive
to empower and educate our collegiate female members to seek involvement in the community
and opportunities for growth. We assist one another to develop the confidence we need in order
to become successful individuals in our current and future endeavors.”

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The slight change in the first sentence specifies what WIB members should be paying attention to
in regard to trends in the workplace. This will provide clarity to members about what trends they
should monitor in the news to bring back to the organization.

1.4 Value Proposition

The value proposition is a statement intended to assert why WIB stands out from other RSOs
within ISU. Even though its name might imply that the RSO is strictly for business majors, it is
open to all ISU female students.

Slogan: “Successful women empowering successful women.”

Proof Points:
• Women in Business is at the forefront of an evolving trend supporting gender equality in
the traditionally male-dominated leadership positions in the workplace.
• Women in Business seeks to endow its members with the necessary experience to instill
confidence in their ability to succeed in the workplace.
• Women in Business is the only organization at Illinois State University that focuses on
the success and empowerment of women as leaders in any field.

1.5 Organization Structure

WIB’s organizational structure follows a traditional hierarchy (see Appendix A), which contains
14 executive board members. With so many students on campus, a large executive board is
imperative to maximize student outreach and maximize productivity that will lead to the utmost
success. The membership fees for this RSO are $45 for a semester or $65 for a year. These fees,
along with sponsorships and donor support, help the executive board members make financial
decisions for the organization. The purpose of the executive board is to help brainstorm ideas to
further its growth and present them to active members.

Every executive board member plays a crucial role in a bigger picture. Since each role is
extremely specified, it is necessary for each of them to fulfill their duties in order to educate and
empower its members. WIB provides a handbook for each position, which helps distinguish roles
and expectations within the organization. The list below displays the current WIB executive
board members following a traditional hierarchy:

• President: This position is in charge of the entire organization and maintains positive
internal and external relations. It facilitates meetings, supervises the executive board, and
other important duties.
• Advisor: This position oversees the organization as a whole and provides mentorship to
its members.
• Vice President: This position oversees the organization’s functions and holds each
position accountable for its contributions.
• Vice President of Marketing: This position maintains the design and brand of WIB
through social media and print media.
• Vice President of Development: This position is responsible for creating general
meetings to challenge each member to grow personally and professionally.
• Secretary: This position is responsible for documenting meeting minutes, topics, and
events for the organization.
• Vice President of Recruitment: This position is responsible for recruiting new members
and maintaining the interest and involvement of current members.

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 • Vice President of Finance: This position deals with seeking financial support, developing
budgets, and analyzing and reporting the organization’s financial stance.
• Vice President of Corporate Relations: This position is responsible for handling the
corporate sponsor process.
• Director of Social Media: This position is responsible for all social media accounts and
WIB’s posts.
• Director of Social and Service: This position is responsible for providing members with
social and service events.
• Director of Membership: This position maintains a record of the number of active
members in the organization.
• Director of Operations: This position is responsible for working with internal operations,
recruitment, and events of this organization.
• Director of Fundraising: This position is responsible for sourcing a revenue stream
through events, other organizations, and more.
• Director of Web Development: This position is responsible for WIB’s website and the
content posted.

1.6 History & Culture

WIB was founded in August of 2015 when two businesswomen became tired of the perceived
inadequacies and inequality of treatment of women in the field of business. WIB does not stem
from a national organization but does exist on other college campuses. The goal has always been
to help women gain the necessary skills to be successful in the workplace, despite the
preconceived notions of employers. It also seeks to empower women and bestow confidence in
the workplace and other leadership positions. Allowing women a place to make connections,
obtain experience, and become well versed in the professional world is what allows WIB to make
a difference.

Over the last three and a half years, WIB has achieved great success on ISU’s campus. The
number of members in this organization has greatly increased since its start in 2015. WIB is
seeing record numbers in membership over the past few semesters, which is a major achievement
for this organization. Not only has it been flourishing on ISU’s campus, but it was recently
invited to the Big 10 Women in Business Conference.

A collaborative and supportive environment is key to the success of WIB. The members uplift
each other and bestow confidence upon each of their peers. This mindset is what allows the
organization to deliver on its promise of preparation for the workplace to its members. With
stated values of fellowship, honesty, courage, wisdom, and respect, WIB strives to be a positive
community for its members to gain skills they can utilize throughout the duration of their careers.

2.0. Situation Analysis

It is crucial to examine WIB both internally and externally because there are aspects that
positively and negatively affect the organization and its ability to realize its vision. WIB is
currently rebranding to position itself to the ISU campus as a more professional and respected
organization. These changes aim to directly impact recruitment numbers and member
participation, which is WIB’s biggest challenge. This section explains WIB’s strengths and
weaknesses and how they affect the organization and the efficiency of its operation in
overcoming the competition.

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2.1 Definition & Scope of Situation
WIB is a RSO at ISU that supports women in leadership positions and fostering growth through
education, mentorship, and volunteering. Membership fees are $65 a year or $45 a semester,
which is less than a similar counterpart at Iowa State University. WIB is not a national
organization but does exist on other college campuses throughout the United States. It currently
has about 112 active members. WIB has meetings every Wednesday at 7 p.m. in Capen
Auditorium in Edwards Hall. It requires that applicants have a minimum 3.0 GPA, and its average
member has a 3.5 GPA.

WIB needs to focus on engagement with its members so that the organization has a solid
foundation on which to grow and expand. Its chain of communication to members may pose a
threat of potential miscommunication. Declining retention rates imply that members are either
unsure of the commitment level WIB requires or do not view it as being beneficial in comparison
to other leadership-focused organizations.

Organizations within the College of Business, such as business fraternities, represent the main
competitors for WIB’s recruitment process. Some of its members have dual membership with
WIB and business fraternities but seem to value those other commitments more than WIB. These
issues might indicate a reputational shortcoming, thus raising questions about the strength of its
presence on campus. Most of its members consists of business majors, but there is a small range
of non-business majors involved. This membership makeup is important to note because the
organization needs to expand to new audiences. By doing this, they may be able to prosper in the
market with both business students and other student audiences.

The misconception of WIB’s intended function indicates a gap between what members believe
will be expected of them when joining and the duties that WIB actually expects members to
complete. This gap further adds to declining retention rates because members do not correctly
anticipate the time commitment and involvement that WIB requires. Miscommunication in what
members seek from this organization puts a strain on fellow members and the executive board.
Membership rates peak after the recruitment process but then decline as the semester progresses
due to internships, study abroad, and other time commitments. By stressing the duties expected of
each member and exclusivity of this organization, the time commitment expectation gap between
the executive board and new members will close and potential new members will view admission
as an accomplishment, thus making it more likely they will be retained.

As one of the newer RSOs on campus, WIB does not have an abundance of consistent funding
without financial help from its sponsors. This funding problem creates a major threat to the
organization if sponsor support is withdrawn. It is essential for WIB to not only maintain a
consistent relationship with sponsors, but also to increase its own fundraising efforts. This
increase in fundraising will help stabilize WIB’s revenue stream and assist in offering new
opportunities. Raising membership dues can help build the organization’s financial foundation for
its program and the prestige of being an active member.

The mentorship program provided by WIB is one of great value. Unfortunately, some mentors do
not complete this role to the best of their ability. General members have to apply and go through
mentor training to receive permission to hold this position. There seems to be a
miscommunication in what is expected of this role, which can impair new members’ experiences
with their mentors in WIB. Improving this program will aid in maximizing its benefits and
provide inductees with a strong interpersonal connection to WIB and its members.

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WIB’s connections to the corporate world entice applicants into joining this organization. They
have six corporate sponsors that provide financial support and job opportunities. Companies are
inspired by WIB’s vision to empower women through improving leadership skills and aiding in
professional development. WIB is the only organization on ISU’s campus that focuses solely on
the success and empowerment of women in leadership positions.

For WIB to achieve its goal as an elite organization of empowered women on campus, it is key
for this goal to be transparent with potential new members. By establishing the expected time
commitment to interested applicants, standards will be clear and successful recruitment will
become easier. Although this will help solve some of the organization’s issues, it is imperative
that it starts problem solving from within. Active members need to understand that this
organization offers many benefits and it is an achievement to be among this group of women. It
seems as if many active members perceive WIB only as a “resume booster” when they should be
focusing on increasing their involvement, which will positively impact their leadership abilities,
so they are successful in their careers. Overall, clear and consistent communication to and
between active members and potential new members is essential to providing WIB with the
results it desires.

2.2 Stakeholders Affected

WIB’s members are a part of many population segments in the Bloomington-Normal community.
Internal and external stakeholders determine WIB’s success or failure. Throughout this section,
we will determine internal and external stakeholders and their functions to the organization.

Internal stakeholders include active members, alumni, executive board members, and its advisor.
When this internal support wavers, WIB’s instability exponentially increases. It is imperative that
each of these key stakeholder groups continue to be an active part of the organization because all
of them are needed to enable success. The internal stakeholder group most integral to the success
of WIB is its active members, because without them there would be no initial basis of support or
purpose to continue the organization’s mission.

External stakeholders consist mainly of WIB’s six corporate sponsors. These sponsors include:
Enterprise, Caterpillar, Aerotex, Sherwin-Williams, Groupon, and Northwestern Mutual. This
financial support is what keeps WIB afloat and allows WIB to stay a beneficial resource to its
members. Not only do these sponsors provide financial support, but they also have provided
women in this organization with internships and full-time positions. They are not just writing a
check to this organization, but they actually believe in its mission and vision. Other external
stakeholders include Young America Realty and First Site Apartments, which aid in supporting
events hosted by the organization. WIB is actively involved in the community by volunteering
and donating to various charities. If WIB ceased to exist, this community support and
involvement would be lost.

2.3 Competition
WIB is the only organization to focus on education and empowerment of women in the
workplace. However, its competitors consist of fellow business organizations, like business
fraternities. As WIB is a newer organization with no national representation, it risks losing
valuable members to more well-known business organizations. Competitors are not something
WIB can ignore, but by using them as a reference for success, it may be able to better itself.

Below are WIB’s main competitors, which also reside in the College of Business. We believe that
WIB rising to the exclusivity of these organizations will provide them with the elite perception it
strives for. Several ISU-based business organizations can be viewed as competitors, and the

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following list states concisely how each one competes with WIB by focusing on each one’s
reason for being.

• Alpha Kappa Psi: Alpha Kappa Psi is one of the largest business fraternities in the nation.
It has chapters located at over 200 college campuses. Its purpose is to provide its
members with leadership opportunities and the right environment to achieve success in
the field of business (Illinois State University [ISU], 2019).
• Beta Gamma Sigma: Beta Gamma Sigma is the national honor society for individuals in
the field of business administration. Its active membership displays a prestigious
accomplishment to all in this field (ISU, 2019).
• Christian Business Leaders: Christian Business Leaders is an organization that provides
an environment to discuss beliefs with other students. It also focuses on growing
professionals in the business world (ISU, 2019).
• Delta Sigma Pi: Delta Sigma Pi is a co-ed business fraternity that provides professional
guidance, community service opportunities, and more. In the past, Delta Sigma Pi has
received the ISU Student Organization of the Year award (ISU, 2019).
• Phi Beta Lambda: Phi Beta Lambda focuses on postsecondary students and their
development for office job opportunities and business teaching occupations (ISU, 2019).
• Phi Gamma Nu: Phi Gamma Nu is a co-ed business fraternity that is the most recent one
added to campus. It focuses on professional development for its members to succeed
(ISU, 2019).
• Pi Sigma Epsilon: Pi Sigma Epsilon is the only national organization that focuses on
sales, marketing, and management. It has been ranked one of the top chapters each year
(ISU, 2019).

2.4 SWOT Analysis

A SWOT analysis is meant to determine WIB’s strengths and weaknesses as an organization, the
opportunities that are available, and the external threats to it. This analysis is important to help
WIB assess its organization as a whole.

Aspects Implications Possible Actions

Strengths Active executive board Leadership positions fulfill Assign more important duties to
their duties crucial for executive board
organization

Strong social media Good method of Direct more funding toward

presence advertising events and social media advertising
other opportunities to its
primary member
demographic

Strong corporate sponsor Relevant connections in Reach out to other

base the business world corporate/local organizations in
Bloomington-Normal

Only all-female A main selling point to Capitalize on this fact in its

organization on campus women looking for recruitment efforts
dedicated to the leadership development
development of
leadership skills

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Weaknesses No relationship with local Cannot advertise events Reach out to local newspapers
newspapers and fundraising to promote WIB
opportunities

Majority of members are Students in other majors Increase promotional efforts in

business majors are deterred from joining classes not frequented by
the organization business majors

Low member retention WIB is unable to accurately Increase opportunities for

rates predict membership dues members to incentivize their
staying

WIB is not a national Members of the Communicate with sister

organization organization and women organizations on other
looking to join the campuses
organization have a
skewed perception of WIB

Opportunities Ties to the community Strong relationships with Team up with local
through sponsorships local organizations stabilize organizations
WIB’s revenue stream

Only all-female This makes WIB stand out Focus marketing efforts toward
organization on campus to women in comparison to female students that desire
dedicated to the other RSOs on campus stronger leadership skills
development of
leadership skills

Sister organizations are There is a probable news Discuss decisions with other
on other campuses appeal if news can be WIB organizations on other
generated campuses

Threats Business fraternities Students see business Collaborate with business

opportunities as more fraternities on fundraising and
important other events

WIB is not a national WIB’s reputation is skewed Communicate with chapters at

organization because of its lack of other schools to discuss the
chapters throughout the future of the organization as a
country whole

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2.5 Market Position
WIB believes in the equality of men and women in the workplace and in leadership positions. It
provides many educational opportunities in the form of meetings, events, and volunteering.

WIB offers a unique and valuable service for its members. WIB is the only organization to focus
on education and empowerment of women in the workplace. Its largest competition in its
recruitment efforts are business fraternities, which are predominately perceived to be more
beneficial. There is also a lack of recognition due to WIB not being a national organization.
Overall, WIB offers a different experience from other RSOs on campus due to its all-female
membership.

Within the market of ISU RSOs, WIB is a niche occupier. This particular market position targets
a specific interest within a market (Smudde, 2015). WIB should capitalize on the fact that it is the
only female-focused leadership organization on campus. This difference should be emphasized to
separate WIB from the main competitors listed above. Its strong 14-member executive board
fosters an environment where new ideas are created and development is encouraged. Through the
utilization of this plan, WIB can effectively differentiate itself from competitors and prosper as
the all-female leadership organization on ISU’s campus.

3.0 Plan

This section entails a plan for WIB to use for the new fiscal year. It encompasses information
from the previous sections to build a useful and necessary plan for its future success. Not only is
this plan essential, but it will help WIB achieve its new mission and vision. This section is broken
down into many subsections to aid in the plan to achieve success for this organization. The
following subsections include objectives, strategies, and tactics; critical success factors; key
performance indicators (KPIs); budget and resource allocations; timeline for the new fiscal year;
and the evaluation method and anticipated results from this plan.

3.1 Objectives, Strategies, and Tactics

The following table consists of objectives, strategies, and tactics that aid in enacting this plan.
Objectives are measurable statements that the organization wants to accomplish. Each objective
must have an effect, a goal, an audience, and a deadline for maximum success. Every objective
must have a benchmark and rationale to justify the objective. A benchmark is a comparison level
to explain where the organization is at currently for reference in the future. A rationale further
explains the purpose of the objective. Strategies are brief statements that describe how to
accomplish an objective. Tactics are specific tasks to explain how to implement the overall plan.
These objectives, strategies, and tactics were created under the assumption that WIB will have a
spring and fall recruitment.

Objectives Strategies Tactics

1. Increase average retention rate for new • Audience participation • Improving the mentorship
members by 10 people a semester by spring program
2020. • Provide incentives for
members
(Benchmark: In fall 2018, WIB received 187 • Focus on social and
applicants and currently has 112 members.) networking events during the
first half of the semester
(Rationale: WIB’s low retention rate is a • Engage members with
reflection of the organization’s lower than informational speakers and

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desired credibility. This time frame will presentations from alumni
encompass two recruitment cycles, which is and professional women in
more reasonable compared to one recruitment.) business
• Cater toward individual
member goals to provide
specialized attention and
more relevant learning
opportunities
2. Increase membership of non-business • Salient information • Increase promotional
majors to 25 percent by spring 2020. materials to majors outside
of the College of Business
(Benchmark: Currently 17 percent of members • Give presentations to other
are non-business majors.) organizations on campus
and large lectures to non-
(Rationale: By expanding WIB to non-business business majors before
majors, this creates opportunity for increased recruitment season
membership. This time frame will allow WIB two • Reach out to local media
recruitment cycles to increase the number of sources to increase
non-business majors.) awareness of the
organization
3. Create a survey for internal and external use • Two-way • Create a survey focusing on
to provide insight on WIB’s professional communication its reputation for both an
reputation as a whole by spring 2020. internal and external
audience
(Benchmark: Only five WIB members recognize • Promotional campaign
it as a professional organization. Refer to (rebranding)
Appendix B for survey results.)

(Rationale: This benchmark is from an internal

survey, but by expanding to an external
audience it will provide more meaningful
feedback. This time frame will allow WIB to
have two semesters of internal and external
data, which is more reliable than one
semester.)

4. Increase fundraising efforts from corporate • Sponsorship • Reach out to current

sponsorships to $5,000 annually by fall 2020. sponsors and discuss a plan
to increase funding
(Benchmark: Current corporate sponsors • Sourcing out to more local
provide $3,450.) organizations to increase
funding
(Rationale: By increasing corporate • Build relationships with more
sponsorship funds, WIB’s revenue will be corporate organizations for
stabilized and be put to use to better engage potential sponsorships
and educate members. Fall 2020 allows • Create a corporate sponsor
enough time to communicate and develop plans handbook providing the
with sponsors.) benefits of sponsoring WIB

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 5. Increase active member involvement at each • Audience participation • Provide a survey to gauge
event to 15 additional people by spring 2020. event interest
• Create enticing activities at
(Benchmark: Refer to Appendix C for event events
attendance breakdown.) • Announce events with
enough time in advance
(Rationale: Keeping member involvement high • Use a point system as an
is an important factor in WIB’s success as an incentive to engage
organization. Allowing two semesters to members
increase member involvement creates more
room for improvement and success.)

3.2 Critical Success Factors

The table below presents four categories of factors that could help or hurt the organization when
trying to successfully execute these objectives. It is important to review the opportunities,
barriers, environment, and resources of each objective to provide a thorough analysis of the plan.

Objectives Opportunities Barriers Environment Resources

1. Increase WIB will have more Average retention Members prioritize A dedicated vice
average retention productive rates may not their time in other president of
rate for new members change aspects of their recruitment
members by 10 lives
people a semester WIB can use this Promotional materials
by spring 2020. as a comparison Members want to (flyers)
level for future feel valued
recruitment Serious active
members
2. Increase Add more major Other majors are Members want a Promotional material
membership of diversity and be not receptive to the more major diverse
non-business seen as an all- idea of joining a environment Presenters for non-
majors to 25 inclusive RSO business-focused business classes
percent by spring RSO New opportunities
2020. Increase for networking
awareness of the across multiple
organization majors/occupations
among different
target audiences

3. Create a survey Gaining insights to Respondents may Members want to Paper and printing
for internal and perceptions of WIB provide inaccurate feel prepared for
external use to data life after college Excel document to
provide insight on Decrease negative keep track of data
WIB’s professional perceptions Not enough people To improve WIB
reputation as a will take the survey each semester Executive board to
whole by spring analyze results
2020.

4. Increase More funding to Not enough Members want Money

fundraising efforts host events sponsors more opportunities
from corporate Sponsor handbook
sponsorships to More opportunities Sponsors do not Members want to

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$5,000 annually by for membership give enough be a part of an elite Members volunteer
fall 2020. growth money organization time to seek corporate
sponsorship
Sponsors are not opportunities
receptive

Events are
expensive

5. Increase active More participation People do not have Members want to Money
member implies more time for events be more involved
involvement at success in the organization Executive board to
each event to 15 Events are plan events
additional people Shows member expensive Members want
by spring 2020. support enticing events Venue
Events are
perceived as not Members want to
valuable learn more

3.3 Key Performance Indicators (KPIs)

KPIs are measurable indicators that will provide WIB with information to see desired results from
this plan. WIB should periodically refer back to these KPIs to measure and ensure success.

• Objective 1: Increase average retention rate for new members by 10 people a semester by
spring 2020.
o KPI: Track membership rates at the beginning and end of every semester.
! Analyze and compare this data to understand retention rates and make
desired improvements.
• Objective 2: Increase membership of non-business majors to 25 percent by spring 2020.
o KPI: Conduct an analysis of the number of non-business majors each semester.
! Analyze this data and adjust for future recruitment efforts.
• Objective 3: Create a survey for internal and external use to provide insight on WIB’s
professional reputation as a whole by spring 2020.
o KPI: Distribute the survey to internal members and external organizations and
have a set deadline for completion.
! Analyze this data and use issues identified in the survey as a focus in
rebranding efforts. Reconduct the survey as needed.
• Objective 4: Increase fundraising efforts from corporate sponsorships to $5,000 annually
by fall 2020.
o KPI: The amount of money that corporate sponsorships contribute to WIB at the
end of every semester.
! Determine corporate sponsorship funds at the beginning of each semester
and adjust outreach to more sponsors if needed.
• Objective 5: Increase active member involvement at each event to 15 additional people
by spring 2020.
o KPI: Track event attendance throughout each semester and compare to the
previous times the event was held.
! Look at these numbers and adjust the number of people or type of event
desired if needed.

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3.4 Budget & Resource Allocations
The organizational budget created by GAP PR provides expenses for the 2019-2020 fiscal year. It
is important to note that WIB could not provide its current budget, which is why income sources
are not stated. The accountability column refers to which WIB position(s) will be in charge of
implementing each tactic. The total budget column displays the cost for each tactic. The total
annual column should be filled in by WIB with the actual amount of each tactic once it has been
executed. The notes column can be used by WIB to identify where GAP PR obtained prices and
other important information. The budget is broken down by each objective and then the
corresponding tactics that support it. GAP PR researched each expense to provide an accurate
estimation for the budget, but these prices are subject to change. The total expense for WIB to
implement this plan for the 2019-2020 fiscal year is $892. This price does not include potential
revenue by additional sponsors obtained from the plan. GAP PR believes these objectives and
tactics are imperative to the future success of WIB, thus making this price reasonable.

See Appendix D for the proposed 2019-2020 budget.

3.5 Timeline (beginning with the proposal’s acceptance/approval)

If WIB decides to implement this plan, it will need to follow this timeline (refer to Appendix E)
that begins April 2019. This timeline will keep WIB organized and timely for two semesters. It is
important to note that the first third of each semester’s recruitment cycle could be classified as a
pinch point. A pinch point is when a majority of objectives are being executed at the same time
and resources may be scarce. This timeline is created under the assumption that WIB will have
recruitment in the fall and spring and not just one semester. It encompasses the objectives and
tactics stated previously and shows the amount of time allotted to the plan. The timeline is
organized by color. Objectives are the darker shades of the colors and the tactics are listed under
them in a lighter shade. Each box represents a two-week period. The shaded boxes represent
milestone deadlines that are imperative for the plan to succeed. Due to unexpected changes inside
and outside of WIB, the timeline is subject to change.

See Appendix E for the proposed 2019-2020 timeline.

3.6 Evaluation Method & Anticipated Results

To determine success of this plan, it is imperative that WIB takes measurements throughout and
at the end of the plan. The following measurements that need to be taken to determine success
include: tracking membership retention, understanding the diversity of majors within the
organization through a data analysis, a survey to understand internal and external professional
perceptions of WIB, increasing annual corporate sponsorship funds, and ensuring active member
involvement at events by tracking attendance. This evaluation relates to the KPIs and they should
be compared for a true understanding of what determines success. See section 3.3 for KPIs.

• Objective 1: Increase average retention rate for new members by 10 people a semester by
spring 2020.
o If member retention increases for new members by 10 people a semester, then
WIB is successful.
o If the objective is unsuccessful, WIB can adjust the number of retained members
and better its recruitment efforts.
• Objective 2: Increase membership of non-business majors to 25 percent by spring 2020.
o If major diversity increases by at least 3 percent every semester until spring 2020,
then WIB is successful.

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 o If the objective is unsuccessful, major diversity will stay the same or decrease
every semester. WIB should increase promotional efforts in large general
education courses and in different colleges.
• Objective 3: Create a survey for internal and external use to provide insight on WIB’s
professional reputation as a whole by spring 2020.
o If WIB’s survey receives 100 total respondents from both internal and external
audiences, then perceptions gathered from the surveys will be reliable.
o If the objective is unsuccessful, WIB can reach out to other organizations on
campus or create a different survey.
• Objective 4: Increase fundraising efforts from corporate sponsorships to $5,000 annually
by fall 2020.
o If total corporate sponsorship funds increase by at least $500 a semester, then
WIB has been successful in its efforts.
o If the objective is unsuccessful, WIB can reach out to more local organizations
and more sponsors for support.
• Objective 5: Increase active member involvement at each event to 15 additional people
by spring 2020.
o If average attendance at events increases by five people each semester, then WIB
has been successful in its efforts.
o If the objective is unsuccessful, WIB should reevaluate its events and consider
increasing interest and awareness.

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Appendices

A. WIB Organizational Structure

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B. WIB Survey Results

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C. WIB Event Attendance

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D. Proposed 2019-2020 Budget

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E. Proposed 2019-2020 Timeline

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References

Illinois State University. (2019). College of business student organizations. Retrieved from
https://business.illinoisstate.edu/studentlife/rso/college.shtml

Women in Business. (2018). Home. Retrieved from http://www.womeninbusinessisu.com/

Smudde, P. M. (2015). Managing public relations: Methods and tools for achieving solid results.
New York: Oxford University Press.

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