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AIESEC International
2012-2013 Achievement
The Story began with the TEAM
AIESEC International 12/13 takes an active
leadership stand to
1. Achieve AIESEC’s MoS in12/13
2. Ensure Clarity and Belief of the “Why”
3. Drive sustainable growth towards
AIESEC 2015
Why?
Our Context
AIESEC International 12/13
Strategic Focus
GIP
GCDP
Clarity of
the “why”
CEM
Amplifier
Amplifier
Specialized
Units
Process
Optimization
Talent
Strategy
Strategic Focus 1:
Production
Capacity
GIP
GCDP
Clarity of
the “why”
CEM
Amplifier
Amplifier
Specialized
Units
Process
Optimization
Talent
Strategy
Strategic Focus 2:
Quality
Experience
GIP
GCDP
Clarity of
the “why”
CEM
Amplifier
Amplifier
Specialized
Units
Process
Optimization
Talent
Strategy
Strategic Focus 3:
Branding and
Marketing
GIP
GCDP
Amplifier
Amplifier
Specialized
Units
Process
Optimization
BD
Strategy
Finance
Clarity of
the “why”
CEM
Talent
Strategy
Innovation
Projects
Engaging the Clarity of WHY
The Legacy
• 1. We have tool and content for long lasting
impact on CoW engagement both internally
and externally (The AIESEC book & Video)
• 2. We role-model the CoW integration
through AI plan integration
• 3. We create an organization culture of CoW
engagement by constantly reaching out to all
MCPs/LCPs in the network
Aiesec international 2012 2013 strategy achievement
Aiesec international 2012 2013 strategy achievement
The Achievement
• 1. The long lasting tool
a) From content refreshment to 37 entities participated and submitted their
own AIESEC Book: Both the creation process and the final outcome
itself have let the network fully embrace the CoW conversation and
thus continued the alignment started this year.
b) Signed contract with videographer (Amplearth) and now awaiting for
the final footage.
• 2. We role-modeled the CoW integration through AI plan integration
and a complete knowledge management center
• 3. We have re-built the internal communication plan to be fully
aligned with the organization’s purpose to amply the impact.
Key facts:
1. 96% MCPs and Sample Network are clear about the key relevance of AIESEC
2. 75% MCPs are clear about the focus of our Midterm ambition
3. 84% MCPs mentioned that it was extremely needed for them to take the “Why” back
40 MCPs Letter 1600 LCPs MembershipTouch Points
Moving forward
• 1. Easier Communication and Engagement
• 2. Operation Integration (Planning / Program /
Measurement)
• 3. On-going Culture and Dialogue
P.S.
• Diversity and Localization
• Reward Vs. Honor
Global Internship
Programme
Our Legacy
GIP operation
based on
sub products
Technical
Breakthrough
Sales Capacity
Building
Belief
&Confidence
Match Rate from 45% to 65%
11% IT Growth;
15% Engineering Growth
6% Sales Growth in sales peak, including 16% growth in Jun
71% entities grow in sales
• Sub product development and education:
Develop 16 sub products and provide tool for product
education
• Lead key sub product development: Lead
development of marketing, IT and teaching sub
products
• Operation based on sub product: Develop
business intelligence based on sub product and
provide implementation framework to the network
GIP Operation
based on Sub
Products
• Further segmentation: Global framework for IT market
and product segmentation
• Technical recruitment: Technical recruitment
through target social media campaign
• Local growth network: Star LC TN & EP IT growth
network and Special Unit
• Supply and demand coordination
Technical
Breakthrough
Our Achievement
• Global sales incentive: Develop global
incentive to recognize and showcase top sales
• Sales recruitment: Develop talent recruitment
strategy focus on profile of sellers
• Global sales education: Establish multiple
channels for sales education focusing on
sellers, sales managers and national managers
• Sales with alumni and linkedin
Sales
Capacity
Building
• Diverse communication channel: GIP
radio, newsletter and meetings
• Trigger conversation of why: Role-model to
talking about “why”
• Celebrate and circulate success: Constantly
and fast showcase success stories
• Easy access knowledge center: Establish
knowledge center for network to learn GIP
Belief and
Confidence
Our Achievement
5328
5028
4802
GIP
GIP Realization in 3 Years
Term 1213 Term 1112 Term 1011
6% Growth
5569
5026 4904
GIP
GIP Match in 3 Years
Term 1213 Term 1112 Term 1011
11% Growth
NPS Score: 43
% of Promoters: 60%
Response Rate: 18%
Quality of
Experience
Program Growth
Take Forward 13-14
1. Drive growth in key market: Direct Lead evolution and drive
growth of key sub products in key markets
2. Strategies for existing partners: Customer XP driven re-
raising and up scaling strategies
3. Improve matching process: Re-engineer matching process
and better align supply and demand in the network
4. GIP HR strategy: Strategy to tackle the structure and HR
resources challenges in the network
5. Growth amplifiers: Amplify GIP growth with online channel
and alliance
6. Short term product: Exploration of Short term GIP product
Global Community
Development Programme
Measure of Success
21375 20991
15344
0
5000
10000
15000
20000
25000
Goal
12/13
Achieved
12/13
Acheived
11/12
GCDP Re
37% relative growth
5647 absolute growth
42 NPS
57% promoters
23% response rate
347/1886 case open/close
Key Strategies
Capacity
Off Peak
• through segmentation
of students market to
improve performances
in March and April
Dec-Jan Peak focus
• Focus on Mediterranean and
South American Entities to
increase perfomances in
Dec-Jan.
Quality
Co-delivery
• Creating a better country-to-
country partnership model
for a better delivery of
customer experience.
EP Lead
• Creating a better learning environment
to our EP by making leadership
experience conscious through out
their GCDP experience.
Both
IXP
• Teams and
Exchanges
experiences for our
membership
Issue Segmentation
• To improve the matching
rate, the clarification about
the TN JD and the
benchmark of our activities.
Key Strategies achievements
Capacity
Off Peak
• Market segmentation
• 42% growth in March
& 40% in April
Dec-Jan Peak focus
• 48% growth in Jan
Quality
Co-delivery
• Success stories from China-
India, Brasil-Colombia and
Egypt-Italy.
EP Lead
• Connection with quality improvement
• 4% increased of promoters.
Both
IXP
• IXP = 6365
• T+X= 3082
• X+T= 3283
Issue Segmentation
• Definition of new issues
• Changes in the system
• Deployed in these days!
Moving Forward
• Further development of the issue segmentation
strategy
– To improve the TN capacity
– To improve the matching rate
– To leverage on local markets opportunities.
• Importance of qualitative strategies to improve
the programme (EP LEAD and Co-Delivery)
Team Programme
Our Legacy
Clarity in
Program
Management
Talent Capacity
Drive
Exchange
Enhancing
Learning
Our Achievement
Clarity in Program Management
- Improved System Administration for reflection of experiences delivered.
- Reviewed Talent Management Process & aligned it to program management
- Driving TXP program growth through recruitment and re-integration.
Talent Capacity Driving GIP Growth:
– We built a strong global sales force across the network, through recruitment & education
Campaign.
– Role Model the network, through specific entities (US, Canada, Colombia, and Czech Republic
- 680 Sellers )
– We provided operational and personal development knowledge to increase efficiency.
Talent Capacity Driving GCDP Growth:
– Researched into structural change which will lead to GCDP quality growth
– Made the network aware of changing structures & JDs and culture when growing
Enhancing Learning:
– Establish a foundation for enhancing learning in sales teams, to be improved in 13-14
– An Input paper on how to develop and assess team experiences
– Review NPS questions for TMP-TLP
– LEAD Trainers (26)
– LEAD for LCPs (130-Coaching Call & 140-MOOC)
– 12 LEAD Talks
0
25000
50000
75000
100000
TMP TLP
38000
96230
29036
61758
11-12 12-13 Behind Numbers
TMP NPS:48
- Education about the role
- Practical Hard & Soft Skills
- Transition about the Role
- Education About the role
- Defined Individual Deliverables
TLP NPS: 59
- Education About the role
- Ultimate Responsibility for team
& entity
- Transition about role
- Education about role
- Defined Individual deliverables
Program Growth
Take Forward 13-14
1. Talent Capacity driving exchange growth at all levels of
the organisation.
2. Full implementation of Enhancing Learning of AIESEC
Members working across teams.
3. NPS for TMP-TLP: Improving program and process
based on customer feedback.
4. LEAD For LCPs: A 6 weeks leadership educational
model is currently running until August.
Customer Experience
Management
Legacy
• After signing a long term contract with Customer
Gauge, we ensure that every LC/MC have their
correspondent login and out IT platform is running with
no bugs or major technical difficulties
• We have provided the Global Network with the right set
of indicators and tools:
– (1) MoS and KPIs for Quality
– (2) CEM is launched and incepted in operations at all
levels and
– (3) Educating the network for proper implementation.
With this, we are enabling AIESEC to become a
customer-centric organization.
Achievement
• A long term contract with CustomerGauge was signed
• Surveys are being sent on a daily basis for GIP/GCDP
and a round of surveys was sent for TMP/TLP
• Current state of log-ins: 490 MC users and 696 LC
users in the system
• Detailed operational content developed for Customer
Experience Management at MC and LC level.
• “CEM Challenge” executed: Practical and theoretical
education with 37 MCs and 115 LCs participating
• CEM included in internal AI governance, Quarter and
Annual Report.
Implications for next term
• Strengthening of CEM for programme
participants of the ELD phase
• Business to Business Customer
Experience Management
• Goal setting: Defining the management of
this indicators
Process Optimization
Júnior Mendonça – VP Information Managemen
Máté Scharnitzky – VP Product Development
Legacy
1. Provide better business intelligence for the global
network
 Analysis menu on MyAIESEC.net
2. Fundamentally improve the matching rate
 Improve and introduce new functionalities on MyAIESEC.net to support
matching
3. Fundamentally change how AIESEC organises its
exchange processes in order to increase
conversion, matching, realisation and customer
loyalty rate
 Build an AIESEC Opportunity Portal
Accomplishment
1. Analysis Menu for business intelligence
 6 new functionalities deployed: Number of participants & partners, New vs
Returning, Conversion, Efficiency, Sub-product, Entity Report,
2. MyAIESEC.net Evolution for matching rate
 8 new functionalities – deployment this week: Profile completeness, GCDP
Issues implementation, GIP EP/TN form evolution, EP application counter, TN
application counter, Matching rate, Search optimisation I.
 5 new functionalities - development finishes this week: GEP menu for
normal TN, Like button, IT segmentation, Search optimisation II., Notification
3. Opportunity Portal for a disruptive exchange
process and customer experience
 Test portal: http://aiopp.rockstardev.co/
 9 countries ready to implement
Next Step
1. Finish development and deployment
2. Align to the new strategies and lauch at IC 2013
3. Inputs for a Global Information System development
Specialized Units
Hadeer Shalaby
Goal
• To release it to the global network
• To ensure the knowledge of SU
management in the network
• 133 new SUs & LCs by end of 2013
Achievements
• SUs released in IC and went viral within 1
quarter
• SU management communicated through
conferences, summits, visits and SU Booklet
• SU Booklet
• Detailed research done
• More than 155 SUs started by March 2013
• SUs for IT project- 47 EP RA, 18 MA, 3 RE
• SUs wiki- A Vision for 2015- Member’s
experiences showcased
Implications
• SUs is well known all over the network;
therefore integrated in most of the plans
• SUs as a programme strategy
• SUs proved to be a successful strategy to
penetrate specific markets
• Expanding out of our current framework’s
reach (Starting operations in places we
never planned to reach before).
• Having the 2015 vision for 2015 as a guide
The
AMPLIFIERS
Brand, Online Engagement, Events
LEGACY:
Driving Conversion
1. Channels Evolution for better use and management to
increase reach & conversion
– Project plan for AIESEC.org is updated and clarified. Missing some info from Innovation Team.
2. Better way to attract the right profile for our
programmes
– Prioritizing GIP support (ITTP & Alumni)
– Brand refresh showcasing and education
3. Behavioural change to bring demand to delivery
– Focus on consultancy, transition webinars & final reporting (ORS)
Brand Evolution
• Guidelines & toolkit released (IPM & Regional Conferences)
• Conference launches, global education, templates & role modeling
• Website launched in conjunction with brand overhaul (May 8, 2013)
aiesec.org
Online Engagement
• Ongoing online registration system development
• Youth Speak 2015 report – 24,000 respondents
• Programme promotion on social media
• Culture-shock.me
TRAFFIC
FB: 385,000
Tw: 38,000
Li: 36,000
 547 recommendations
Website: 1.3 million
Online Engagement
• New system for converting online
demand
• Opportunity portal innovation project
• Role-modeling ITTP conversion
strategy
ORS back-end
CONVERSION
12-13
Registrations
on Global ORS:
> 81,000
Recognition and events
• WorldBlu’s list of most democratic workplaces
• European Youth Mobility Award
• We have attended 10 events incl. Nexus Global
Youth Summit and WEF Agenda Council
Evolution
• Conversion focus
– Global ORS strategy and education
– Integrating national & global systems
– Programme marketing strategy (general &
country specific strategy & consultancy)
– Market research & Customer profiling
• PR focus
– Active blog and pro-active media & content-
driving strategy
Innovation Projects 12/13
Misha, Steve, Mate
Legacy
Establishment
of Innovation
on AI
Clarification of
Innovation in the
network
Alumni GIP Raising
LinkedIn & Alumni
• Innovation Framework
• Project Management of Innovation projects
• Largest countries Innovation
responsibles in MC
• 1000 GIP Raised
• Mindset and success stories
• 33 000 members in AIESEC Alumni Global
group
• 36 000 followers on AIESEC Company
Legacy
Process
Optimisation
Engineering Product
Development
GCDP Issue & Market
Segmentation
Global Competitive
Analysis
• Myaiesec.net Evolution
• Opportunity Development
• 287 realisations
• 200% growth
• 11 master issues, 45 sub-issues
are developed
• Alumni, member leadership
survey
Legacy
CultureShock
www.aiesec.org
• Phase 2 pilot
• 75,000 visitors
• New features for engaging
youth (outside of exchange)
• AIESEC Mission Video
Youth Alliances to
attract tech talent
• Partnership with EESTEC
• LC Partnerships
Business Development
Report
2012-2013
Antonio, Andreas, Katrina, Marime and Nakul
Sales with
Purpose
AIESEC INT’L 12-13 BUDGET
Budget: 1,154,362 EUR
Budget to be covered (49%): 658,623 EUR
Achieved: 658,623 EUR (116%)
Surplus: 91,853 EUR
AIESEC INT’L 13-14 BUDGET
Budget: 1,212,080 EUR
Budget to be covered (49%): 539,919 EUR
Goal of AI 12-13 (60%): 356,352 EUR
GENERAL OVERVIEW
direct and indirect internship
experiences we enabled working
with our global partners.
“In my experience they bring excellent motivated interns with real
passion for success” – Alcatel Lucent hiring manager
“I am undertaking an internship with TCS in India, ACE Program IT
Coordinator, Corporate RMG Lead. The experience can be
described in just one word: WOW! The cultural exposure, the
working environment, the adapting steps, getting to know how to fit
the environment, learning basic rules, living every second the Indian
culture starting with travelling by rickshaw or eating with your hand
to understanding the business world by working in the biggest IT
and consulting company of India. You can read my internship
experience on my blog: http://anatimofei.blogspot.in/. So grateful to
be living this experience” - Ana Timofei on her experience at TCS.
Partnerships
...we let go partners
– Mindvalley
– Cognizant
– Kermel
– Ingersoll Rand
– Vale
...we acquired new partners
– International SOS
– C.H. Robinson
– Walmart (just confirmed!)
– IE Business School (just confirmed!)
– Talentsquare (just confirmed!)
...we re-design some of our
partnerships
– BP
– UBS
– DP DHL
– TCS
– EF Education First
– ING
– Alcatel Lucent
– PwC
...we acquired and leave some hot
leads
– MOL Group
– Walgreens
– SABIC
– IE Business School
– Talentsquare
– Google
– MasterCard
– Whirpool
– UCB
– Stanley Black and Decker
…we delivered and design partner
engagement at our conferences
and our Annual Global Youth to
Business Forum
Long Term
Plan Inputs
BD Long Term Plan
Inputs
Global ER
Principles
Global Prospect List Product Innovation
Framework for
Global Partnerships
Elements
Global ER Principles
• Global ER Principles was revised in IPM 2013
and the following things were defined:
• The “Why of GEP”
• Access to market for MCs and AI
• Harmonised global pricing model
• Delivery Standards for GEP
• Co-selling principles.
Global ER Principles
Tier AIESEC Entities
1 A Norway, Qatar, Sweden*
1 B Australia, Denmark, Finland, Switzerland, UK, Hong Kong
1 C Austria, Belgium, Canada, France, Germany, Ireland, The Netherlands, UAE, USA,
2 D Greece, Iceland, Italy, Korea, Malta, New Zealand, Portugal, Russia, Spain, Taiwan, Japan, Singapore
3 E Azerbaijan, Bahrain, Brazil, Colombia, Costa Rica, Croatia, Czech Republic, Estonia, Hungary, Latvia,
Lithuania, Oman, Panama, Poland, Slovakia, South Africa
3 F Algeria, Argentina, Armenia, Bosnia & Herzegovina, Botswana, Bulgaria, Chile, Dominican Republic, Egypt,
El Salvador, Gabon, Ghana, Guatemala, Iran, Jordan, Kazakhstan, Lebanon, Mainland of China, Malaysia,
Mauritius, Mexico, Mongolia, Morocco, Mozambique, Nigeria, Peru, Puerto Rico, Republic of Macedonia,
Romania, Slovenia, Thailand, Tunisia, Turkey, Ukraine, Uruguay, Venezuela
4 G Afghanistan, Benin, Bolivia, Burkina Faso, Cambodia, Cameroon, Cote d’Ivoire, Ecuador, Ethiopia, Georgia,
India, Indonesia, Kenya, Kyrgyzstan, Liberia, Moldova, Nicaragua, Pakistan, Paraguay, Rwanda, Senegal,
Sri Lanka, Tajikistan, Tanzania, The Philippines, Togo, Uganda, Vietnam
Global ER Principles
Tier Total Cost per Trainee
Global Promotion
(AI)
Matching (AI)
Total MC/LC Fees
(includes
visa/legality and
servicing)
1 A 4,400 400 1,000 3,000
1 B 3,100 400 1,000 1,700
1 C 2,700 400 1,000 1,300
2 D 2,200 300 900 1,000
3 E 1,800 200 800 800
3 F 1,500 200 800 500
4 G 1,000 100 600 300
BD Long Term Plan
Inputs
Global ER
Principles
Global Prospect List Product Innovation
Framework for
Global Partnerships
Elements
Thank you

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Aiesec international 2012 2013 strategy achievement

  • 2. The Story began with the TEAM AIESEC International 12/13 takes an active leadership stand to 1. Achieve AIESEC’s MoS in12/13 2. Ensure Clarity and Belief of the “Why” 3. Drive sustainable growth towards AIESEC 2015
  • 11. The Legacy • 1. We have tool and content for long lasting impact on CoW engagement both internally and externally (The AIESEC book & Video) • 2. We role-model the CoW integration through AI plan integration • 3. We create an organization culture of CoW engagement by constantly reaching out to all MCPs/LCPs in the network
  • 14. The Achievement • 1. The long lasting tool a) From content refreshment to 37 entities participated and submitted their own AIESEC Book: Both the creation process and the final outcome itself have let the network fully embrace the CoW conversation and thus continued the alignment started this year. b) Signed contract with videographer (Amplearth) and now awaiting for the final footage. • 2. We role-modeled the CoW integration through AI plan integration and a complete knowledge management center • 3. We have re-built the internal communication plan to be fully aligned with the organization’s purpose to amply the impact. Key facts: 1. 96% MCPs and Sample Network are clear about the key relevance of AIESEC 2. 75% MCPs are clear about the focus of our Midterm ambition 3. 84% MCPs mentioned that it was extremely needed for them to take the “Why” back 40 MCPs Letter 1600 LCPs MembershipTouch Points
  • 15. Moving forward • 1. Easier Communication and Engagement • 2. Operation Integration (Planning / Program / Measurement) • 3. On-going Culture and Dialogue P.S. • Diversity and Localization • Reward Vs. Honor
  • 17. Our Legacy GIP operation based on sub products Technical Breakthrough Sales Capacity Building Belief &Confidence Match Rate from 45% to 65% 11% IT Growth; 15% Engineering Growth 6% Sales Growth in sales peak, including 16% growth in Jun 71% entities grow in sales
  • 18. • Sub product development and education: Develop 16 sub products and provide tool for product education • Lead key sub product development: Lead development of marketing, IT and teaching sub products • Operation based on sub product: Develop business intelligence based on sub product and provide implementation framework to the network GIP Operation based on Sub Products • Further segmentation: Global framework for IT market and product segmentation • Technical recruitment: Technical recruitment through target social media campaign • Local growth network: Star LC TN & EP IT growth network and Special Unit • Supply and demand coordination Technical Breakthrough Our Achievement
  • 19. • Global sales incentive: Develop global incentive to recognize and showcase top sales • Sales recruitment: Develop talent recruitment strategy focus on profile of sellers • Global sales education: Establish multiple channels for sales education focusing on sellers, sales managers and national managers • Sales with alumni and linkedin Sales Capacity Building • Diverse communication channel: GIP radio, newsletter and meetings • Trigger conversation of why: Role-model to talking about “why” • Celebrate and circulate success: Constantly and fast showcase success stories • Easy access knowledge center: Establish knowledge center for network to learn GIP Belief and Confidence Our Achievement
  • 20. 5328 5028 4802 GIP GIP Realization in 3 Years Term 1213 Term 1112 Term 1011 6% Growth 5569 5026 4904 GIP GIP Match in 3 Years Term 1213 Term 1112 Term 1011 11% Growth NPS Score: 43 % of Promoters: 60% Response Rate: 18% Quality of Experience Program Growth
  • 21. Take Forward 13-14 1. Drive growth in key market: Direct Lead evolution and drive growth of key sub products in key markets 2. Strategies for existing partners: Customer XP driven re- raising and up scaling strategies 3. Improve matching process: Re-engineer matching process and better align supply and demand in the network 4. GIP HR strategy: Strategy to tackle the structure and HR resources challenges in the network 5. Growth amplifiers: Amplify GIP growth with online channel and alliance 6. Short term product: Exploration of Short term GIP product
  • 23. Measure of Success 21375 20991 15344 0 5000 10000 15000 20000 25000 Goal 12/13 Achieved 12/13 Acheived 11/12 GCDP Re 37% relative growth 5647 absolute growth 42 NPS 57% promoters 23% response rate 347/1886 case open/close
  • 24. Key Strategies Capacity Off Peak • through segmentation of students market to improve performances in March and April Dec-Jan Peak focus • Focus on Mediterranean and South American Entities to increase perfomances in Dec-Jan. Quality Co-delivery • Creating a better country-to- country partnership model for a better delivery of customer experience. EP Lead • Creating a better learning environment to our EP by making leadership experience conscious through out their GCDP experience. Both IXP • Teams and Exchanges experiences for our membership Issue Segmentation • To improve the matching rate, the clarification about the TN JD and the benchmark of our activities.
  • 25. Key Strategies achievements Capacity Off Peak • Market segmentation • 42% growth in March & 40% in April Dec-Jan Peak focus • 48% growth in Jan Quality Co-delivery • Success stories from China- India, Brasil-Colombia and Egypt-Italy. EP Lead • Connection with quality improvement • 4% increased of promoters. Both IXP • IXP = 6365 • T+X= 3082 • X+T= 3283 Issue Segmentation • Definition of new issues • Changes in the system • Deployed in these days!
  • 26. Moving Forward • Further development of the issue segmentation strategy – To improve the TN capacity – To improve the matching rate – To leverage on local markets opportunities. • Importance of qualitative strategies to improve the programme (EP LEAD and Co-Delivery)
  • 28. Our Legacy Clarity in Program Management Talent Capacity Drive Exchange Enhancing Learning
  • 29. Our Achievement Clarity in Program Management - Improved System Administration for reflection of experiences delivered. - Reviewed Talent Management Process & aligned it to program management - Driving TXP program growth through recruitment and re-integration. Talent Capacity Driving GIP Growth: – We built a strong global sales force across the network, through recruitment & education Campaign. – Role Model the network, through specific entities (US, Canada, Colombia, and Czech Republic - 680 Sellers ) – We provided operational and personal development knowledge to increase efficiency. Talent Capacity Driving GCDP Growth: – Researched into structural change which will lead to GCDP quality growth – Made the network aware of changing structures & JDs and culture when growing Enhancing Learning: – Establish a foundation for enhancing learning in sales teams, to be improved in 13-14 – An Input paper on how to develop and assess team experiences – Review NPS questions for TMP-TLP – LEAD Trainers (26) – LEAD for LCPs (130-Coaching Call & 140-MOOC) – 12 LEAD Talks
  • 30. 0 25000 50000 75000 100000 TMP TLP 38000 96230 29036 61758 11-12 12-13 Behind Numbers TMP NPS:48 - Education about the role - Practical Hard & Soft Skills - Transition about the Role - Education About the role - Defined Individual Deliverables TLP NPS: 59 - Education About the role - Ultimate Responsibility for team & entity - Transition about role - Education about role - Defined Individual deliverables Program Growth
  • 31. Take Forward 13-14 1. Talent Capacity driving exchange growth at all levels of the organisation. 2. Full implementation of Enhancing Learning of AIESEC Members working across teams. 3. NPS for TMP-TLP: Improving program and process based on customer feedback. 4. LEAD For LCPs: A 6 weeks leadership educational model is currently running until August.
  • 33. Legacy • After signing a long term contract with Customer Gauge, we ensure that every LC/MC have their correspondent login and out IT platform is running with no bugs or major technical difficulties • We have provided the Global Network with the right set of indicators and tools: – (1) MoS and KPIs for Quality – (2) CEM is launched and incepted in operations at all levels and – (3) Educating the network for proper implementation. With this, we are enabling AIESEC to become a customer-centric organization.
  • 34. Achievement • A long term contract with CustomerGauge was signed • Surveys are being sent on a daily basis for GIP/GCDP and a round of surveys was sent for TMP/TLP • Current state of log-ins: 490 MC users and 696 LC users in the system • Detailed operational content developed for Customer Experience Management at MC and LC level. • “CEM Challenge” executed: Practical and theoretical education with 37 MCs and 115 LCs participating • CEM included in internal AI governance, Quarter and Annual Report.
  • 35. Implications for next term • Strengthening of CEM for programme participants of the ELD phase • Business to Business Customer Experience Management • Goal setting: Defining the management of this indicators
  • 36. Process Optimization Júnior Mendonça – VP Information Managemen Máté Scharnitzky – VP Product Development
  • 37. Legacy 1. Provide better business intelligence for the global network  Analysis menu on MyAIESEC.net 2. Fundamentally improve the matching rate  Improve and introduce new functionalities on MyAIESEC.net to support matching 3. Fundamentally change how AIESEC organises its exchange processes in order to increase conversion, matching, realisation and customer loyalty rate  Build an AIESEC Opportunity Portal
  • 38. Accomplishment 1. Analysis Menu for business intelligence  6 new functionalities deployed: Number of participants & partners, New vs Returning, Conversion, Efficiency, Sub-product, Entity Report, 2. MyAIESEC.net Evolution for matching rate  8 new functionalities – deployment this week: Profile completeness, GCDP Issues implementation, GIP EP/TN form evolution, EP application counter, TN application counter, Matching rate, Search optimisation I.  5 new functionalities - development finishes this week: GEP menu for normal TN, Like button, IT segmentation, Search optimisation II., Notification 3. Opportunity Portal for a disruptive exchange process and customer experience  Test portal: http://aiopp.rockstardev.co/  9 countries ready to implement
  • 39. Next Step 1. Finish development and deployment 2. Align to the new strategies and lauch at IC 2013 3. Inputs for a Global Information System development
  • 41. Goal • To release it to the global network • To ensure the knowledge of SU management in the network • 133 new SUs & LCs by end of 2013
  • 42. Achievements • SUs released in IC and went viral within 1 quarter • SU management communicated through conferences, summits, visits and SU Booklet • SU Booklet • Detailed research done • More than 155 SUs started by March 2013 • SUs for IT project- 47 EP RA, 18 MA, 3 RE • SUs wiki- A Vision for 2015- Member’s experiences showcased
  • 43. Implications • SUs is well known all over the network; therefore integrated in most of the plans • SUs as a programme strategy • SUs proved to be a successful strategy to penetrate specific markets • Expanding out of our current framework’s reach (Starting operations in places we never planned to reach before). • Having the 2015 vision for 2015 as a guide
  • 45. LEGACY: Driving Conversion 1. Channels Evolution for better use and management to increase reach & conversion – Project plan for AIESEC.org is updated and clarified. Missing some info from Innovation Team. 2. Better way to attract the right profile for our programmes – Prioritizing GIP support (ITTP & Alumni) – Brand refresh showcasing and education 3. Behavioural change to bring demand to delivery – Focus on consultancy, transition webinars & final reporting (ORS)
  • 46. Brand Evolution • Guidelines & toolkit released (IPM & Regional Conferences) • Conference launches, global education, templates & role modeling • Website launched in conjunction with brand overhaul (May 8, 2013) aiesec.org
  • 47. Online Engagement • Ongoing online registration system development • Youth Speak 2015 report – 24,000 respondents • Programme promotion on social media • Culture-shock.me TRAFFIC FB: 385,000 Tw: 38,000 Li: 36,000  547 recommendations Website: 1.3 million
  • 48. Online Engagement • New system for converting online demand • Opportunity portal innovation project • Role-modeling ITTP conversion strategy ORS back-end CONVERSION 12-13 Registrations on Global ORS: > 81,000
  • 49. Recognition and events • WorldBlu’s list of most democratic workplaces • European Youth Mobility Award • We have attended 10 events incl. Nexus Global Youth Summit and WEF Agenda Council
  • 50. Evolution • Conversion focus – Global ORS strategy and education – Integrating national & global systems – Programme marketing strategy (general & country specific strategy & consultancy) – Market research & Customer profiling • PR focus – Active blog and pro-active media & content- driving strategy
  • 52. Legacy Establishment of Innovation on AI Clarification of Innovation in the network Alumni GIP Raising LinkedIn & Alumni • Innovation Framework • Project Management of Innovation projects • Largest countries Innovation responsibles in MC • 1000 GIP Raised • Mindset and success stories • 33 000 members in AIESEC Alumni Global group • 36 000 followers on AIESEC Company
  • 53. Legacy Process Optimisation Engineering Product Development GCDP Issue & Market Segmentation Global Competitive Analysis • Myaiesec.net Evolution • Opportunity Development • 287 realisations • 200% growth • 11 master issues, 45 sub-issues are developed • Alumni, member leadership survey
  • 54. Legacy CultureShock www.aiesec.org • Phase 2 pilot • 75,000 visitors • New features for engaging youth (outside of exchange) • AIESEC Mission Video Youth Alliances to attract tech talent • Partnership with EESTEC • LC Partnerships
  • 57. AIESEC INT’L 12-13 BUDGET Budget: 1,154,362 EUR Budget to be covered (49%): 658,623 EUR Achieved: 658,623 EUR (116%) Surplus: 91,853 EUR AIESEC INT’L 13-14 BUDGET Budget: 1,212,080 EUR Budget to be covered (49%): 539,919 EUR Goal of AI 12-13 (60%): 356,352 EUR GENERAL OVERVIEW
  • 58. direct and indirect internship experiences we enabled working with our global partners.
  • 59. “In my experience they bring excellent motivated interns with real passion for success” – Alcatel Lucent hiring manager “I am undertaking an internship with TCS in India, ACE Program IT Coordinator, Corporate RMG Lead. The experience can be described in just one word: WOW! The cultural exposure, the working environment, the adapting steps, getting to know how to fit the environment, learning basic rules, living every second the Indian culture starting with travelling by rickshaw or eating with your hand to understanding the business world by working in the biggest IT and consulting company of India. You can read my internship experience on my blog: http://anatimofei.blogspot.in/. So grateful to be living this experience” - Ana Timofei on her experience at TCS.
  • 61. ...we let go partners – Mindvalley – Cognizant – Kermel – Ingersoll Rand – Vale
  • 62. ...we acquired new partners – International SOS – C.H. Robinson – Walmart (just confirmed!) – IE Business School (just confirmed!) – Talentsquare (just confirmed!)
  • 63. ...we re-design some of our partnerships – BP – UBS – DP DHL – TCS – EF Education First – ING – Alcatel Lucent – PwC
  • 64. ...we acquired and leave some hot leads – MOL Group – Walgreens – SABIC – IE Business School – Talentsquare – Google – MasterCard – Whirpool – UCB – Stanley Black and Decker
  • 65. …we delivered and design partner engagement at our conferences and our Annual Global Youth to Business Forum
  • 67. BD Long Term Plan Inputs Global ER Principles Global Prospect List Product Innovation Framework for Global Partnerships Elements
  • 68. Global ER Principles • Global ER Principles was revised in IPM 2013 and the following things were defined: • The “Why of GEP” • Access to market for MCs and AI • Harmonised global pricing model • Delivery Standards for GEP • Co-selling principles.
  • 69. Global ER Principles Tier AIESEC Entities 1 A Norway, Qatar, Sweden* 1 B Australia, Denmark, Finland, Switzerland, UK, Hong Kong 1 C Austria, Belgium, Canada, France, Germany, Ireland, The Netherlands, UAE, USA, 2 D Greece, Iceland, Italy, Korea, Malta, New Zealand, Portugal, Russia, Spain, Taiwan, Japan, Singapore 3 E Azerbaijan, Bahrain, Brazil, Colombia, Costa Rica, Croatia, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Oman, Panama, Poland, Slovakia, South Africa 3 F Algeria, Argentina, Armenia, Bosnia & Herzegovina, Botswana, Bulgaria, Chile, Dominican Republic, Egypt, El Salvador, Gabon, Ghana, Guatemala, Iran, Jordan, Kazakhstan, Lebanon, Mainland of China, Malaysia, Mauritius, Mexico, Mongolia, Morocco, Mozambique, Nigeria, Peru, Puerto Rico, Republic of Macedonia, Romania, Slovenia, Thailand, Tunisia, Turkey, Ukraine, Uruguay, Venezuela 4 G Afghanistan, Benin, Bolivia, Burkina Faso, Cambodia, Cameroon, Cote d’Ivoire, Ecuador, Ethiopia, Georgia, India, Indonesia, Kenya, Kyrgyzstan, Liberia, Moldova, Nicaragua, Pakistan, Paraguay, Rwanda, Senegal, Sri Lanka, Tajikistan, Tanzania, The Philippines, Togo, Uganda, Vietnam
  • 70. Global ER Principles Tier Total Cost per Trainee Global Promotion (AI) Matching (AI) Total MC/LC Fees (includes visa/legality and servicing) 1 A 4,400 400 1,000 3,000 1 B 3,100 400 1,000 1,700 1 C 2,700 400 1,000 1,300 2 D 2,200 300 900 1,000 3 E 1,800 200 800 800 3 F 1,500 200 800 500 4 G 1,000 100 600 300
  • 71. BD Long Term Plan Inputs Global ER Principles Global Prospect List Product Innovation Framework for Global Partnerships Elements