1. CEMS Alliance – Why Form an Alliance? April 30, 2009
Alliance & Network Strategy
Dr. Markus Kreutzer
Dominik Burkolter
Alexandra Fisenko
Phoebe Liu
Igor Zhilin

2. Agenda Background Current Situation Analysis
Stakeholders
Value Network
Current State of the Alliance
Conclusion
Alliance & Network Strategy
April 30, 2009

3. Motivation of the Alliance
Masters in Management Degree with a Global Reach
Many great programs to choose from
Need to be most attractive to companies and students ? ? ?
Students
Companies
Demand
Supply
 The CEMS alliance was formed
Alliance & Network Strategy
April 30, 2009

4. CEMS What is CEMS? Founded in 1988 by 4 universities:
1) ESADE, Barcelona, Spain 2) HEC, Paris, France ) University of Cologne, Germany 4) Bocconi, Milan, Italy
CEMS is a strategic alliance of leading business schools and multinational companies. Its first mission is to set a global standard of excellence for pre-experience Master’s in management.
Alliance & Network Strategy
April 30, 2009

5. The Alliance In 2008 CEMS has 23 Full Member Universities
4 Associate Academic Member Universities
55 Corporate Partners
CEMS Class 2008
726 (+56% vs 5 years ago)
52% male, 48% female
43 nationalities (including 13 non-European)
Alliance & Network Strategy
April 30, 2009

6. Vision for CEMS Goal for 2012 Global Ambition 35 Business Schools
70 Corporate Partners
Global Ambition
Build bridges with the best pre-experience Master’s programs around the world
Consolidate a global degree standard, with the CEMS MIM as role model
Partner with the most renowned multinational companies
 What is the motivation to join CEMS?
 How does CEMS create value for its members?
Alliance & Network Strategy
April 30, 2009

7. Facts & Figures
See
Alliance & Network Strategy
April 30, 2009

8. Stakeholders CEMS Universities:
Branding with Top-Master Programm (and a quality label for their Master's in Management.)=
Exchange with other universities ((close community feeling for the best schools, )
Master with blend of talent, culture and language skills
share leadership positions in research-based business education, and believe that close partnership between academics and companies is forging a solid competitive advantage
They support international faculty cooperation and student mobility to educate future global business leaders.
CEMS is also the unique vehicle to consolidate the pre-experience Master's degree standard at global scale, with the joint CEMS MIM programme as role model.
Students:
Top-Education
Access to internships / entry-level positions
Internationality
Network to other students
Exchange
“the CEMS spirit”: a mix of curiosity, passion for international experiences, awareness and tolerance for cross-cultural differences.
PhD:
Network
Corporations:
Candidtates knowing the difficulties of international management
Access to up-to-date knowledge
recruit multi-lingual and multi-cultural graduates from the best schools
Corporate recruiters support our vision of a clear distinction between Master's in Management aimed at preparing career entry, and MBAs designed for career development "
Alumni
Networking
Relationships to potential future employees
Exchange of ideas
Faculties
Collaboration
Faculties and PhD is rather new (started in 2004 due to some demands of universities)
Alliance & Network Strategy
April 30, 2009

9. Value Network Analysis
Alumni
Promoting
Exchange of
ideas / opinions
Network / Events
Potential
candidates
Feedback
Universities
Students
Promoting
Top Education
Socialising
PhD
Money
Top students
Internships
Job market
Career
Leading in industriy
Promoting
CV database
VNA is a methodology for exploring the tangible and intangible value exchanges that occur in a social network or key business activity. VNA enables companies to explore network interactions among internal organizations as well as external business partners.
Traditional business analysis focuses on economic exchanges such as goods, services and revenue. VNA augments this view by adding intangible exchanges of knowledge and benefits. This approach supports the growing recognition in many companies that their intellectual capital is an asset with an economic value, even if that value is difficult to calculate precisely.
Money
Up-to-date
knowledge
Knowledge
exchange
Corporations
Faculties
Studies
Solid lines = tangible, dotted, intangible
Source: Gartner (2008): Value Network Analysis Highlights Tangible and Intangible Value Exchanges
Alliance & Network Strategy
April 30, 2009

10. Organisation Annual Meeting Academic and Corporate Partners
Strategic Board
Vision and Mission
Executive Board
Student Board
Permanent Comitees
Annual Meeting:
The CEMS Annual Meeting, held each year within the context of the CEMS Annual Events, brings together members from each stakeholder group.
It is the occasion for voting members (academic and corporate representatives) to elect their representatives to the Strategic and the Executive Boards, approve the CEMS budget, ratify the election of new corporate and academic members. The Annual Meeting is also the place where the highlights of the CEMS Year are shared with the CEMS Community.
Strategic Board:
Members of this Board include Rectors and Deans of CEMS Academic member schools and senior representatives of CEMS Corporate Partners as well as the CEMS Chairman and Executive Director.
This Board defines the vision and mission of CEMS and gives its views and perspectives on categories of activities where CEMS can add value for its members.
Keynote speakers, specialists and other non-regular participants can attend upon invitation from the CEMS Chairman.
Executive Board:
The CEMS Executive Board is the governing body of CEMS. It is made up of members from each stakeholder group: schools, corporate partners, students and alumni.
Chaired by the CEMS Chairman, the Executive Board meets twice a year. The Board is responsible for defining enabling strategies to implement the CEMS vision and mission into concrete activities. It decides on CEMS products and votes on any major change in the CEMS MIM curriculum.
The Executive Board also votes on the creation of Permanent Committees and elects Chairs to run CEMS operations.
CEMS Head Office:
The CEMS European Office is the permanent management and organisational body of CEMS, led by the Executive Director and in close liaison with the elected Committee Chairs. .
The role of the office is to contribute to the development of all aspects of the organisation, ranging from implementing the decisions laid out by the Strategic and the Executive Boards, cooperation with the Corporate Partners to internal and external communication and the coordination of the CEMS Alumni Association
Student Board:
The CEMS Student Board was founded in 2000 to fulfil the need for CEMS MIM student representation in the CEMS community. The Student Board is now a well-established representative body, with representatives from each CEMS school and one student representing Associate Academic members.
The President and Treasurer/Vice President, elected by their peers, carry out a mandate of one year. With the support of Group Leaders, the SB focuses in 3 main areas :
Content
Awareness
Networking
CEMS Clubs:
To complement the academic components of the CEMS programme with social activities, CEMS Clubs have been set up at each CEMS School. Their main purpose is to foster the community spirit among students, alumni and Corporate Partners.
Some typical activities of a CEMS Club include:
Buddy system ( every guest student gets a local student as buddy to make them feel at home in the new environment)
Welcome dinner, parties and many other social events
Language courses ( to prepare the students for the language exams)
Excursions and activities to help students to discover their host country
Workshops and other formal activities with Corporate Partners and Alumni
Alumni Association:
The CEMS Alumni Association (CAA) was founded in 1993 by CEMS graduates. It enables the multicultural experience of CEMS graduates to be continued and developed long after graduation day.
Today, the CAA is a truly international network whose members maintain lasting contact with each other, whilst living and working throughout the world.
Since its creation, the CAA has pursued its three goals of:
Promoting the CEMS MIM
Creating and maintaining friendly lasting contacts among CEMS Alumni
Providing a professional network and career opportunities for its members
CEMS alumni are eager to understand and appreciate the diversity of cultures in Europe and beyond. These values find expression in the way the CEMS Alumni Association functions. Organised on a Europe-wide basis, the CAA is led by an Executive Committee and is present in each country through Local Committees (LCs) made up of CEMS alumni. LCs are responsible for keeping in contact with CEMS alumni and organising professional and social activities. They meet on a regular basis to discuss the activities and development of the Association, and jointly elect the Executive Committee every two years.
The Executive Committee's mission is to foster the CEMS alumni community by proposing and developing initiatives that reflect CAA objectives. It also represents alumni interests on the CEMS Executive Board and supports the development of CEMS MIM.
CEMS Head Office
CEMS Clubs
Alumni Association
Alliance & Network Strategy
April 30, 2009