2. INTRODUCTION
Communication & Information Management in my reality - revolves around CRM, Internal branding and
strengthening of basics.We did not vision to generate huge ELD impact as the same would have been
unsustainable. CIM in Navi Mumbai is about optimising those small and neglected actions that will help the
local chapter in its long run, it has been about painting the accurate picture of what drives the LC and
then presenting that to the AIESEC Network.
CIM has tried and succeeded in forming a culture that focuses on documentation, we have emphasised
and sold the idea of simple documentation being converted to knowledge at future right time, having a
CRM mechanism in place puts the entire LC at a benefit by being in possession of a metaphorical asset.
2014 CIM realised the importance ofTM and CIM synergy, this information will be used for a better 2015
where aspects of internal communication within the Local Chapter, Knowledge Management andTool
education/implementation will be headed by aTalent ManagementVice President.
CIM had almost won the most progressive department at our October Local Conference, coming back
from an era where the department had no members and no purpose to a stage where we are recognised
by the local chapter for contribution in a short span of 1 year - makes me end my term on a high.
NAVI MUMBAI
3. STATE OF PORTFOLIO IN PREVIOUSYEARS
Year State
2012
IM Policy borrowed from AIESEC In Mumbai. No
documented initiatives or contribution.
2013
Vague understanding of CIM terms, active job role of mere
proposal designing and wiki making with no mechanism for
tracking or providing direct impact for EWA/ELD
2014
The year started slow with trail and error in regards to
defining the exact intent and plan for 2014, it took pace as
right talent was allocated at relevant times, Designing of
Podio usage in core SOPs ensured documentation leading to
IM and subsequent KM. Internal branding was given a unique
concept and structure - the same can be witnessed on our
Discover India page.We successfully supported matching
mania in second half of 2014; Base for business analysis was
set to generate a methodology that supports rational and
informed thinking. CRM was strengthened into being a
sustainable asset of a sort for years to come. Quality
designing at the right place ensured the elevation of local
initiatives and formal communication with stakeholders.
An IM culture was definitely sparked.This will be proved in
2015 where the portfolio has been evolved to provide
maximum ELD support to Front Office.
NAVI MUMBAI
4. KEY PROJECTSTAKEN UP IN 2014
Project Expected Results/Purpose Achieved Results Recommendation for future
CRM System
Strengthing
To leave 2014 as a year where CRM was given
the same importance as generation of
business.
Audits of every single portfolio was simplified as
CRM was followed as a culture throughout the year
and the same is intended to be used as knowledge
or an asset at the right and relevant time.
Podio is now AIESEC In Navi Mumbai’s CRM tool.
Ensure a strong follow up on the CIM policy,
always sell the value of the ideal IM behaviour,
selling SHOULD be supported by calculated
returns.
Internal Branding of
‘New Mumbai’
To establish a stable identity for the Navi
Mumbai entity.
New Mumbai is promoted uniquely and the same
can be found on our City Guide website and
Discover India presence, the same resources were
marketed at APXLDS which lead to 9 matches, a
matching mania in collaboration with AIESEC In
Jodhpur gave us 3 matches, 2 for Summer and one
for Winter.
The brand needs to be invested into in order
to start marketing via merchandising; a
calculated analysis should be done to justify
the same, EXPA has a lot of scope for
branding and it should be capitalised.Too
initiatives may end up spamming the intent
leading to no actual ELD.
EXPA Implementation To educe the local chapter with EXPA process
Designed a portal for sustainable EXPA education for
not only Navi Mumbai but also for the AIESEC
network.AIESEC In Navi Mumbai became one of the
first LCs to adapt the new system with participating
proactively in reporting bugs and generating
educational resources.
EXPA will be continuously developed in the
future, the website should be updated from
time to time to ensure the establishment of a
resource hub.Alternate methods like taking
live sessions at forums, webinars, etc. should be
planned and executed.
Matching website To contribute to ELD by getting direct matches
Though matches were not recorded, the portal/tool
is set to be used as an optimised system for
promoting Opportunities (with .net being out of
business).Also, 2 leads were recorded by the portal.
CRAZY PROMOTION & UPDATION
City Guide
To provide a consolidated platform showcasing
engagement opportunities to potential and
current interns.
The website was successfully promoted across the
interns and proved to be a one stop resource hub
for interns.^
Sharing with right audience/potential
stakeholders at right time, the website content
too has perishable content, update it to match
the relevant time being; make it more
interactive. Maybe an app might be a possibility
in future.
NPS Education
To provide enhanced NPS education to
relevant stakeholders.To establish a healthy
response rate.
NPS health checks, clubbed with tutorial PDF and
local sessions at GBMs played a part in making
AIESEC in Navi Mumbai a leading NPS holding
entity.*
Not much clue here, as the new scoring
mechanism will be integrated in EXPA, give
priority to the same nonetheless.
*- Check next page^- Check next page
NAVI MUMBAI
5. As on November, 2014
Provision of such crucial information helped the Local Chapter
to direct its actions in a reactive and calculated manner.
Traffic statistics for our City Guide website.^
*
NAVI MUMBAI
6. SUMMARY OF 2014
2014 was a landmark year for CIM as a portfolio in our entity.We have evolved from a year where the intent of CIM was blur and vague.The
portfolio was assumed to be an extra burden which provided no tangible support or explanation as to its purpose of existence; 2014 CIM changed
it all for AIESEC In Navi Mumbai, this was the first time where CIM was given a chance and I was given the privilege to define it into something of
value to the Local Chapter.
Starting from scratch, I was both fortunate and unfortunate to define the portfolio as per my views on it. Seeing the reality, I knew that I had to
tailor the department to best suit my entity.
I strongly believe that CIM is a culture and a behaviour. Establishment of a culture requires a strong base for it to evolve upon; so here my team
stood with the responsibility of understanding the requirement as per reality, envisioning the ideal culture and state and then defining a base to build
upon.
My team & I have stood by this department and made radical changes onto the direct operations of portfolios in order to bring about a slow
reform; it was anything but easy.The kind of resistance and doubts that we faced only made us define CIM in a much stronger manner.
2014 AIESEC In Navi Mumbai required an unorthodox approach in its core operations, this can very well be the reason why I decided to name my
team as the ‘Mavericks’, my AIESEC journey throughout 2014 is an epitome of living upto my team name. My vision was supported by a group of 4
people and they have played an integral part in evolving CIM into what it is today for our Local Chapter.
From a time when countless trackers were made as if they were some sort of a joke to the reality now where anything and everything is
standardised, my team has given their 100% and ensured a strong foundation for years to come and years to grow upon.
To be situated among megacities like Pune and Mumbai, I have seen my entity in genuine identity crisis; here is where my team took the
responsibility of branding our local chapter and giving it a form of relevance and face.We have strived to ensure that our Local chapter is always
presented as a thorough professional entity to any and every stakeholder; this was fuelled by my strong belief in the power of well designed and
timed communication.
I personally believe that my team and I successfully implemented Podio as a CRM tool for AIESEC In Navi Mumbai, this can be evidenced by our
thorough planning and formation of SOPs that facilitate a CRM respecting culture.
We end 2014 with our vision being evolved into MarComm andTIM; the year has enabled enough understanding of our responsibilities to be
shared with other aspects of an LC functioning.We end our year on a high where we take a proud stake for the future growth that AIESEC In Navi
Mumbai is destined to see.
NAVI MUMBAI
