What really fascinates me about Kellogg's student body is not what I see, but what I don't see. And I don't see indifference. Every single person that I've met here has been trying to contribute somehow, and that is significative, because indifference can be really comfortable. Yet, you take the challenge every day, whether by putting together a study group for post-recruiting survivors in desperate need to catch up or by leading major social impact ventures.
And this is what really motivated me to run for VP Global Affairs. I've had the role in my heart since serving as the Buckets rep at KSA Global Affairs Team 06/07, where I had the opportunity to lead several initiatives with my colleagues, the school's staff and administration, like K-Smart. Now, I want to take a step further and act on your ideas to build a stronger global brand for Kellogg and to make it a better place for all int’l students.
As a kick-off to this forum of discussions, I want to hear from you about one idea that I have been recently developing at Global Affairs: alumni activation taskforce. No one can dispute that a strong and cooperative global alumni body is essential to our post-MBA careers and to build a strong brand for the school. But I've noticed that there is a lot of disparity among Kellogg's alumni clubs around the globe in terms of value added. One way to address this problem is to commit recent graduates to leadership positions in the clubs. Fresh out of school, there is no one better to embody Kellogg's spirit and serve as a spokesperson for the school, and that could strengthen our brand significantly.
What do YOU think?
Lucio
And this is what really motivated me to run for VP Global Affairs. I've had the role in my heart since serving as the Buckets rep at KSA Global Affairs Team 06/07, where I had the opportunity to lead several initiatives with my colleagues, the school's staff and administration, like K-Smart. Now, I want to take a step further and act on your ideas to build a stronger global brand for Kellogg and to make it a better place for all int’l students.
As a kick-off to this forum of discussions, I want to hear from you about one idea that I have been recently developing at Global Affairs: alumni activation taskforce. No one can dispute that a strong and cooperative global alumni body is essential to our post-MBA careers and to build a strong brand for the school. But I've noticed that there is a lot of disparity among Kellogg's alumni clubs around the globe in terms of value added. One way to address this problem is to commit recent graduates to leadership positions in the clubs. Fresh out of school, there is no one better to embody Kellogg's spirit and serve as a spokesperson for the school, and that could strengthen our brand significantly.
What do YOU think?
Lucio
3 comments:
What are you plans to try and increase acceptance yield and perhaps convince admitted students who have also been accepted at other top5 MBA programs to come to kellogg.
Hi!
This is not an easy question. Being a top B-school, Kellogg has a great acceptance ratio as it is, but it can always be improved. As students,there's a lot that we can do to increase this ratio and mainly it has to do with brand. The stronger the Kellogg brand is, the higher this acceptance ratio will be.
One of the most effective ways to build this brand while still at school is through K-Smart, the student-led presentations around the world. During this winter break, students went to 39 cities in 25 countries, reaching over 850 prospective students. One of the cornerstones of Kellogg United's platform is to expand this format to the summer, to GIM, international treks and exchange students.
I hope I have answered your question. Please let me know if I can be of further assistance!
-- Lucio
I agree 100% with Lucio. I also think that one of Kellogg's greatest strengths is the experience of visiting here -- something that that really sets Kellogg apart from the other top schools. Personally, I've been really happy to see the improvements that have been made this year in Admissions: the class visit program, student lunches, and a much-strengthened KBUD program (which I think has been a BIG step in the right direction). I think we can continue to make KBUD even better -- one concrete way is to shorten the length of time between when an admit gets the acceptance call from Admissions and their first contact from a Kellogg student -- we should use KBUD to build on this momentum!
Finally, we need to continue our excellence in planning and executing DAK, and get as many students as possible to attend -- for admits who have attended DAK, the yield rate is MUCH higher.
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