(Financial report, strategic corporate alliances and HRM) -- Mark; 10 (A+)

WEAM! was run by three students and I. It is our aim to run a grassroots music venue, which would have a cultural and social impact on the community. For that reason, we set an outset, starting from the very foundation of the existence of the company, which is traced in our core values. Independence, Authenticity, Social Cohesion and Innovation. With this in mind, we as the management created a vision, mission, and strategy. During the year, we had to make decisions about the program, food & beverages, marketing, personnel, and finance. Afterwards, we could see the operating results, and we had calculated the four different kinds of ratios; Profitability, Efficiency, Liquidity and Financial gearing. We performed outstanding based on our performance, the justification of every decision and a great strategy.

However, the project mentioned above was not the only thing that we had to execute. WEAM! had to face two additional assignments; developing strategic corporate alliances and to develop our own HRM strategy. Regarding the first assignment, we mapped all the potential stakeholders who are (little or highly) interested in our business. From that point, we took three potential stakeholders who were the most interesting in the management’s perspective, namely a music magazine, local pub with a small stage and a beer brand with an interesting app which maps all the concerts in the region. We conducted research on the value-fit, the possible kind of cooperation and the win-win situation.

As mentioned above, the second assignment was about our HRM strategy. In this assignment, we first described what a volunteer is, what qualities he or she should have and what our guest experience model was. After that, we developed a long-term volunteer strategy which entails attracting, rewarding and retaining of volunteers.