Georgetown is a campus of ideas. Most would agree that all Hoyas have a vision—whether that is to plan an event, start a business, or make the world a better place. Yet we Hoyas, like anyone in this world, sometimes struggle to execute our plans and bring our ideas to fruition.
The Corp has created a specialized unit to combat this very problem. The Corp Advancement Team (CAT), The Corp’s veritable internal consulting team, is tasked with developing and implementing ideas to improve The Corp financially, operationally, organizationally and/or culturally. It is CAT’s job to turn the core vision for The Corp into action.
First, CAT recognizes the goals at hand. The Corp’s mission is “Students Serving Students,” but admittedly, customer service could sometimes be better. Therefore, many of CAT’s projects focus on improving the relationship with the customer.
Second, CAT targets specific problems and prospects, making them tenable. For the team, it is imperative to identify the areas where customer service can be improved, while recognizing the obstacles to achieving this goal.
Third, the problems at hand are turned into actionable solutions. Talk is cheap; to speak about possible solutions to problems with our customer relationships, without devising a plan of action, is a waste of time. In CAT, this pitfall is bypassed by placing emphasis on time-lines and constant communication during projects with those affected by the solutions.
Fourth, it is crucial that CAT executes the tangible courses of action identified by turning the problems into solutions.
These four simple steps can easily guide any vision to success. In fact, CAT applied these steps to success by improving The Corp’s bagel services this year.
The Corp’s bagel vendor—hereafter referred to as X—was unreliable and the product did not match the quality standards. CAT recognized this opportunity for improvement and set out to correct it—see Steps 1 & 2.
Having identified bagels as an area to improve customer relations, CAT devised a comparison between X and other vendors in the DC metropolitan area. Some areas for analysis included price, whether or not the bagels were pre-sliced, and bagel flavors. Ultimately, CAT identified three bagel vendors in the area who could meet The Corp’s standards.
As part of this comparison, we zeroed in on one question in particular: which bagel vendor had the highest quality product, while being affordable for The Corp and without having to raise the prices for our customers? Ultimately, we settled on a vendor that has more flavor variety, bigger bagels (5 oz vs. 4 oz), and can meet our needs for our customer base.
Following this process, Corp Catering is running a trial on CAT’s suggested bagel vendor beginning this semester. It is CAT’s hope that the rest of The Corp’s services will be able to switch vendors by the end of the year—and here we have the culmination of Steps 3 and 4.
Ultimately, executing an idea can be a daunting task. Yet steps such as these make it easy for anybody to turn vision into action.