Management 100

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Management 100

We wrote these words on the blackboard as our criteria for an ideal Management client. Students take the test first, then study from it. In the first week of the class, about eight potential clients, usually nonprofit businesses varying in size and scope, come to Wharton to pitch their consulting projects to Management students during class lecture.

Student teams, each consisting of eight to 10 individuals, rank the clients according to their own preferences and thus have the opportunity to choose their own project. The museum had just conducted a large-scale rebranding Management 100 for its 50th anniversary and wanted to know how well this campaign worked.

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We were enlisted to administer exit surveys as part of an analysis of visitor experience and conduct a communication audit. We were provided with social media analytics, advertising budgets, website survey results and a report from a similar consulting project conducted over the summer. Through a month-long process that ultimately involved three separate surveys, more than responses and over 5, data points, we found that the 50th anniversary campaign had worked.

Social media, website and in-person traffic had increased over the past year.

Lauren Malafronte

Moreover, the ICA boasts a 92 percent visitor satisfaction rate; if the ICA can get people through the door, visitors enjoy their experience. Top row left to right: Bottom row left to right: In analyzing our survey data, we looked for growth opportunities for the Institute of Contemporary Art.

In a survey administered to Penn students, we learned that only 63 percent of respondents had heard of the ICA, even though they pass by the museum on a daily basis. In a page final report, we detailed our observations, data, conclusions and recommendations.

Management 100

For example, we recommended increasing image-based social media content, purchasing more on-campus advertisements and forming relationships with student organizations. By the time we finished surveying, we had become attached to the ICA and decided to begin implementing some of our recommendations. Team members Sam Shea and Hewan Tihuan spearheaded a community outreach initiative, during which we contacted over schools in the Philadelphia area and made an effort to bring them to the ICA.

Splitting up into specialized groups allowed us to capitalize on our individual strengths and passions. We also put a lot of time into forming strong personal relationships with each other out of the classroom, which really improved the team dynamic. In many ways, however, we owe our success to the ICA staff.

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Now that the project is over, many team members have a newfound appreciation for art and plan to return to check out the next set of exhibits: Jack Cahn contributed to the writing of this blog.Gain an essential edge with independent, objective, accurate and rigorously researched insights drawn from over 1,+ analysts and , client interactions — including ,+ executive interactions — .

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Management 100

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