Strategie

Strategic Plan for 2016-2017

Preamble

After reviewing the global’s association guidelines, rules, mission and group identity and holding internal discussions, the ETH Zurich Alumni Shanghai Chapter wants to reaffirm its core principles, define its leadership’s roles and responsibilities for a period of 2 years and present a plan that contains at least 4 events/year in line with the global association’s requirements.

Core Principles of the Shanghai Chapter

1. We are committed to supporting ETH Zurich in realizing its mission and we devotedly act as ambassadors of our alma mater 

2. We uphold the reputation of the ETH Zurich in the community, in business and politics 

3. We stress and uphold the right of existence, recognition and independence of the Shanghai Chapter and promote its brand

4. We value and embrace all Alumni of our association and we strive to help all of them, whatever their background or experience

5. We uphold the global Alumni association’s Mission in full (Mission Statement, Image, Duties, Services, Collaboration, Organisation, Funding)

Definition of Alumni

In a nutshell, ETH Zurich alumni includes individual who completed their studies at this university

as well as visiting students and scholars on teaching assignments who spent at least two semesters at the ETH Zurich.

Core Strategy

We plan to develop the Chapter according to 3 phases.

Phase 1 (2015):

a) We propose a board with roles/responsibilities and 4 events for 2016 and tentatively similar events for 2017 (to be amended at the end of 2016)

b) After discussing it and getting relevant feedback, we make the plan public on the website of ETH Zurich Alumni Association and implement it 

Phase 2 (2016):

a)  We gather sponsors in kind for selected Events (speakers, locations, gifts for participants, banners) and implement them, engaging the community to achieve the target

b)  We gather the feedback from the Events to improve both execution and future planning

Phase 3 (2017):

a) With a visible brand strengthened by events, we increase sponsorship levels and devise a membership plan for the local Chapter that works for the local characteristics (for example adapted local pricing, as we cannot profit from the services in Switzerland, membership card to strengthen the identity of the group and clarify membership status, ...).

Key Success Factors

• Pushing the brand through all our official channels. We have the power of the ETH Zurich and the Global Alumni association behind

• We need centralized support in introducing key contacts and fostering support for our main Events. We must leverage and make full use of our own global network

• Active use of social networks which must be put on our Website (WeChat, LinkedIn and so on ...)

• Centralized invitation system in Zurich for our official Events. Mailing list and social group control (ownership) must be located in Zurich (local managers can post)

• Value proposition in Shanghai through an in-house individual program that is not covered by other associations: make few but visible Events of a high level with world top Alumni groups and Companies not covered by other Swiss associations (IDEA League, Top 10 Universities in the world or the Top 5 in Asia, Non-Swiss top companies). Swiss related events are done by other associations (Swissnex, Swisscham). Best of both worlds for our own Alumni.

Board roles

President:

Ambassador of the Chapter, representing its core interests and values. She/He makes sure that everything is properly executed and timely achieved and networks with relevant parties.

Vice-President or Co-President:

Assists the President and represents him whenever she/he is not available. She/He is in charge of sponsorships for the group.

Events director:

Plans and is responsible for the 4 main events and can create committees to help her/him

Chapter communications and identity:

Cares for the official website, communication, invitations, newsletter and the proper image of the group according to the guidelines. She/He connects the Headquarters with the Chapter.

Members manager:

Responsible to promote active communication among the members, including managing and promoting social network groups such as WeChat discussions. She/He is also in charge of organizing and gathering the feedback of an expert network (this part can be given to another board member if there are enough people).

Other board members can be added according to availability and necessity.

Event plan for 2015-2017 (DRAFT In discussion)

Events must not be embedded into other bigger events and be independently organized to allow proper recognition of our own brand.

October 31st, 2015: Relaxed meeting between Alumni and our President of the ETH Zurich, Lino Guzzella.

November 9th,2015: Event with our Alumni CEO. Discussion of the strategic Shanghai Chapter plan.

December 2015: Year’s end event.

March 2016: Company/Institute/R&D Center visit (to create value, a top non-Swiss entity that is not often visited)
June 2016: Top workshop with high-profile speakers.
September 2016: Alumni travel (1 to max 3 days, Beijing, Hong Kong, Singapore, ...) December 2016: Event with other top Asian or Global Alumni groups (IDEA League, Top 10 University Alumni, ...)

For 2017 the same type of events are planned. Content may be amended at the end of 2016 according to past experience.

Dinners, fun activities and welcoming of visiting people are organized at the side of the main events. Swiss Alumni Events should be complementary as to help each other to leverage our offerings. Expectation is that each member participates at least at 2 of 4 main Chapter events. That gives enough space to busy managers to organize their schedule among the dense Shanghai Event landscape.