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AIESEC Bangalore strives to be the first choice partner for empowering youth and delivering positive change through high quality integrated experiences. In Q1, they will focus on sales training and development, as well as raising existing clients. Their goals are to reintegrate old clients and utilize new sales training. AIESEC also aims to provide video documentation of intern experiences.

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AIESEC Bangalore
LC Vision AIESEC in Bangalore strives to be the First Choice Partner to empower the youth to deliver positive change.
EB OS
LC Focus Areas • Delivering High Quality Integrated Experiences • Building Internal and External Relevance • Evolving TMP/TLP
Agm final presentation
iGIP Vision: To be come the leader in providing high quality holistic international HR services.
Projects undertaken Q1: Q2: •Sales Development: •World Cover: 1. Sales training 1. Matching Mania (X2) 2. Training module prepared with 2. LC Partnerships: Long & Short help of TM Term • Raise Craze: • Cram HR: 1. Reintegrate majority of old 1. Market research and clients segmentation for Q3 to target 2. Usage of Sales training for raising right markets. • Showcase Happyface: 1. Usage of IM for making video/case study database of ALL interns and their experiences.
Q3: Q4: •Sales Development •Pipeline management: 1. Clients •Raise Craze 2.0 for Q4 2. Alumni matching 3. Membership 4. Finances Partnership Upscaling: •Effective client transition. 1. Conversion to MDP and NEP after peak delivery in Q2. •Delivery Management: •Delivery Management: 1. OS implementation with Qual 1. OS implementation with Qual Del team. Del team. 2. Receptions Coordinator in place by end 2. Receptions Coordinator in place of Q4 also by end of Q4 also
RMR Targets for each quarter Corporate: Education: (Present – March 31st ) Q1: 25-15-4 Q1: 48:20:13 Q2: 15-20-20 Q2: 38:47:32 Q3: 10-12-16 Q3: 37:28:33 Q4: 12-9-5 Q4: 35:39:27 Total : 160:134:105 Total : 62:56:45 Total : 222:190:150 Pipeline – 28 matches
Alumni Raises: 69 Alumni matches: 48 Alumni Realizations:40
Focus Areas Corporate Focus Areas Strategies 1. Alumni Delivery 1.OS Implementation with TL Alumni Delivery 2. Alumni raising strategy 3. Collaboration with BD 2. Implementation of LNs 1. Setting up MDPs through effective CRM 2. Ensuring quality delivery OS Implementation. 3. Sales & External Collaboration 1. Sales development and training. 2. Supply based raising 3. External collaboration after Q2presence at external forums Relevance
Focus Areas Education Focus Areas Strategies 1. Learning Networks • LN Education to stakeholders • Education Support Group 2. Market Penetration • ET Events • LEAD in Schools • Endorsements 3. Quality • EP expectation setting and Integration • Standardised Job Roles • GLE Implementation 4. Internal Promotion • Synergy with IM • Matching Mania • Partnerships 5. Right Raising • S&D Management • Sales Development
Organizational Structure TL Alumni Delivery (4-6 members) Pantheon TL Clients Manager (3-4) TL Clients Manager (3-4) TL Quality & Delivery (4-6)
Abhijith PK TL Clients Manager TL Alumni Delivery TL Clients Manager (3-5members) (3-5 members) (3-5 members) Quality and Exp Delivery team (this team will have members from the above 3 teams working together .)
OS: Education Siddharth TL( lang TL(schools) TL(schools) inst) 4-5 4-5 Quality 3-4 Members members Manager Members
THE CHANGEMAKERS VISION: To positively impact the society through the highly integrated experiences we deliver, being the first choice partners for our current and future stakeholders and being the global youth voice.
Projects undertaken Q1: Project Footprints + Project Conserve Q2: Project Footprints + Project Conserve + Project Genesis Q3: Project Footprints + Project Conserve + Project Women Empowerment Q4: Project Footprints + Project Conserve + Project Genesis + Project Women Empowerment
Targets for each quarter PROJECT FOOTPRINTS PROJECT GENESIS Q1: 93-15-3 Q2: 25-12-10 Q2: 55-60-37 Q4: 30-16-13 Q3: 45-25-47 PIPELINE: 0 Matches Q4: 25-50-23 PIPELINE: 35 Matches AD HOC 10-6-5 PROJECT WOMEN EMPOWERMENT PIPELINE: 0 Matches Q1: 0-0-0 Q2: 0-0-0 Q3: 20-0-0 Q4: 10-22-13 PIPELINE: 9 Matches PROJECT CONSERVE Q1: 70-5-0 Q2: 30-57-27 Q3: 25-10-30 Q4: 30-38-20 PIPELINE: 20 Matches
Focus Areas Focus Areas Strategies 1. FINANCIAL SUSTAINABILITY  National and Regional Projects  Charging TN fee  CSR Solutions  University Relations 2. DELIVERING QUALITY EXPERIENCES FOR  NPS Education for EP’s, members ALL STAKEHOLDERS and Clients.  Interns on TMP/TLP  JD Evolution  Expectation Settings  Implementation of GLE 3. INCREASING INTERNAL AND EXTERNAL  Increasing visibility in the market RELEVANCE  Using Nationalized Projects to build relevance  Intern experiences driving internal relevance Formation of a Local support group
ORGANISATIONAL STRUCTURE : PROJECT FOOTPRINTS VP TL Footprints TL Footprints TL Footprints TL Footprints EXPERIENCES- SALES-Raising SALES-Raising SALES-MTF (5 GLE (5 (5 members) (5 members) members) members)
ORGANISATIONAL STRUCTURE : PROJECT WOMEN EMPOWERMENT VP TL-WE TL-WE MTF and SALES -Raising EXPERIENCES (3 members) (4members)
ORGANISATIONAL STRUCTURE : PROJECT CONSERVE + PROJECT GENESIS + ADHOC VP Delivery TL (Project TL (Project team Head) Head) Member Member Member Member Member Member (Raising) (Raising) (Matching) (Raising) (Raising) (Matching)
The Pentagons Vision: To deliver high quality experience to all stakeholders.
Projects undertaken Q1: SDP, ICX project Q2: IR, NPS, ICX Project Q3: IM to drive growth(showcasing etc), Training, ICX project. Q4: NPS, Pipeline management, ICX Project.
Focus Areas Focus Areas Strategies 1. Quality Delivery 1) NPS for Evolution 2) Right raising ( Projects, sub products) 3) OS evolution for Quality 2. IR 1) S&D analysis driving IR 2) Long and short term partnerships 3) National Help ( discover India, MC-MC partnerships) 3. Training and Tracking 1) Skill based training 2) Tracking Of all key projects of the quarter 3) Weekly tracking of Operations.
Organizational Structure Director ICX Quality Manager IR manager
Questions
WORK ABROAD PROGRAM
Vision: To be the medium to facilitate personal and professional development for the students and recent graduates to create the change agents of tomorrow. Shreyas MR
Projects undertaken Q1: Fashion, March Summer Education & Technical (IT) Q2: Fashion Q3: July Summer Education Q4: Winter Education & Technical (IT)
Targets for each quarter Quarter Q1 Q2 Q3 Q4 Raise 19 8 14 9 Match 6 13 8 8 Realization 1 17 5 7 R-M-R: 50-35-30
Focus Areas Focus Areas Strategies 1. Sub-Product – IT & ET  Selective Raising  University Relations  S & D Management 2. Internal and External Marketing  Internal  Showcasing Impact  Creating a brand for EP supply  External  Market specific online promotions  Building & improving market specific external presence 3. Conversion + Delivery  International Relations  Product Packaging  Reverse Matching and M-R-R  LC-LC Partnerships  Education to Membership  EP Engagement
Organizational Structure Vice President oGIP Team Leader Team Leader Team Leader Global Management Global IT Program Global ET Program Program/Alumni Relations EP Manager 1 EP Manager 1 EP Manager Alumni EP Manager 2 EP Manager 2 Manager Sales Manager Sales Manager Sales Manager
Global Entrepreneurs Program
oGCDP Vision: To deliver high quality experience to all its stakeholders. Akanksha Singh
Projects undertaken Q1: Christ University Q2: BMSCE And Dayanandasagar Q3: Christ University,NLSIU Q4: Adhoc and Pipeline
Targets Feb : 30,5,0 March : 20,22,0 April : 5,18,27 May : 0,4,0 June : 0,0,13 July : 0,0,9 Total : 55,49,49
Focus Areas Focus Areas Strategies 1. University Relations 1) Top down approach 2) Bottom up approach 3) Presence in events 2. Delivery and Preparation 1) XP and Delivery Task force 2) EP engagement 3) Cultural preparation 3. iXP and Team Management 1) EP Integration 2) GLP 3) Implementation of HR planning
Organizational Structure Vice President Xp & Delivery Task Force TL Adhoc TL UR TL IR
Vision: To be visible and relevant in all the present colleges and to deliver high quality impactful experiences. Bhavini Choubey
Projects undertaken Q1: SJAS,CMS, Jain University Q2:RVCE, New Horizon Q3: Adhoc Q4:Adhoc / Expansions going to pipeline
Targets February: 10-5-0 March: 15-15-0 April: 15-15-10 May- 0-5-5 June: 0-0-25 Nov: 5-5-0 Dec: 5-5-0 R-M-R: 50-50-40
Focus Areas Focus Areas Strategies 1. University Relations • Campus Ambassadors • Events in partnership of organizations in college •Bottom up approach for one and Top Down approach for another. 2. Off peak • Creating a off peak winter cycle. • Extensive events post July engaging returned EP’s. 3. Delivery • Process implementation for delivery. •EP engagement. 4. Expansion •Establishing Mysore as an OGX entity. •Campus Ambassadors via ORS.
Organizational Structure VP OGX TL UR TL IR 2 +1 (delivery) 4 members members
Deliver quality experiences and to be know in our market for providing life changing experiences. Rishuta Karthikeya
Projects Undertaken Q1: MCC and M.S Ramiah college of management Q2: MSRIT, Dr. Ambedkar, PESIT Q3 & Q4: Off Peak ADHOC
Targets Feb: 15-5-0 March: 30-15-0 April: 0-15-20 May: 0-10-0 June: 0-0-25 Oct: 5-0-0 Nov: 0-5-0 R-M-R: 50-50-50
Focus Areas Focus Areas Strategies 1. University Relations Campus Ambassador.  Standard Point of contact.  Events/ Fests in college. 2. Off Peak Social media Campaign Synergy with ET to tap schools to have leadership seminars  Career fairs and Career counseling institutions 3. Customization & Delivery  Product Packaging or Customization  EP Engagement Plan Cultural preparation  Parents night
Vice President Campus Ambassador 3 members TL International TL UR/ Adhoc Delivery Relations Campus 2 members Ambassador 3 members 3 members Organizational Structure
Director OGX
Projects undertaken Q1:University Relations, Product Development Q2:UR,International Relations, Delivery Modules Q3:University Relations & Showcasing Impact Q4:International Relations, Delivery & Sustainability
Focus Areas Focus Areas Strategies 1. University Relations Top down Approach Bottom Up approach Expanding the Avenues of Engagement 2. Delivery Quality NPS IR 3. Product Development Market Customization R&D Sub Product Development
Organizational Structure Director oGIP oGCDP oGCDP oGCDP
Total Number of Experiences Delivered oGIP-34 Experiences oGCDP-230 Experiences
Questions
Agm final presentation
Talent Management: Vision To deliver high quality TMP/TLP experiences, driving GIP and GCDP by building Talent Capacity
TM: Projects Undertaken • Q1: Recruitment, TM Cell training, EB Training, Learning Hub, OS JD Definition and Guides, oGCDP delivery through Talent Capacity • Q2: Self Tracking System, Talent Support Group, iGCDP Sales and Delivery boosting, Scaling expansions • Q3: Recruitment, MB specialized skills training, • Q4: HR pipeline, Campus Ambassador setup for Q1 Recruitment
TM: Quarter-wise Targets • Q1: TMP: 350 TLP:50 • Q2: TMP: 350 TLP: 80 • Q3: TMP: 250 TLP: 80 • Q4: TMP: 260 TLP: 90
TM: Focus Areas Focus Areas Strategies 1. OS Maintenance Self-tracking Scaling up IXPs Recruitment • Skill Based Optimization • External Partner 2. Experience Management Skill based experience tracking Member Profiling Training Modules for specific skill sets Feedback Systems and Implementation of NPS 3. TM Processes TM Process Standardization` • TM Cell JD Definition • EB Training Effective Tracking and Implementation methods
TM: Organizational Structure System tracking, admin and management TMP TLP Manager Implementation of Growth drivers VP TM LEAD, training and education Talent Manager Development Manager Skill based tracking
Agm final presentation
Information Management: Vision The Manhattan Project To position and develop IM and internal communication as a support tool to increase the LC productivity and operational growth
IM: Projects Undertaken Q1: “IM Sorted” campaign, Local Musketeers Team “Podio Campaign Q3 and Q4 Be a global Leader Campaign AIESEC Bangalore Documentary ( ICX) Knowledge Hub Winternships ( Synergy with OGX) Project Transition Q2: CRM Drive Podio and IM sorted campaign Project Kochi
IM: Focus Areas Focus Areas Strategies 1. IM Culture • “IM Sorted” Campaign, Podio Power campaign •Internal Communication Plan •IM Coordinators 2. Knowledge Management •Documentation and accessibility( wikis, Files , Dropbox, podio,) •Standard Operating Procedures •Outputs •Project and event reports •Local Musketeers Team •Newsletters 3 Process Optimization •Analysis of Data and interpretation •Podio Implementation •Monthly synergy with departments •Business Intelligence report
IM: Organizational Structure VP IM IM Coordinators IM Manager OGX ICX X- Support Design Team
Agm final presentation
Marketing: Vision To engage the youth in Bangalore by making AIESEC externally relevant and make the sales process easier.
Marketing: Projects Undertaken Q1: Q3: Recruitment Social Media week Partnership Drive Recruitment Social Media week On-ground promotional strategy Q2: Q4: Brand Education Showcasing Impact Relive the year Brand positioning in the external market Brand Education Need for leadership- Social Media
Marketing: Focus Areas Focus Areas Strategies 1. Youth Engagement & OGX • Showcasing Experiences • Building conversations on relevant topics • Country wise Promotion 2. Partnerships & External Collaboration • Media Partnerships • External Event Collaborations • Stall Spaces in Fests, Career Forums, etc 3. Social Media Presence • Mass Outreach Campaigns • Partnerships for the right outreach • Using New Social Media Channels- Pinterest , LinkedIn, etc. 4. Brand Education to the LC • Brand Guidelines • Better Understanding and Simplifying AIESEC to the LC • Brand Experience Knowledge • GTCM Knowledge
Marketing: Organizational Structure VP-Marketing & PR Social Media Manager Team Designing Team Youth Team & Content Engagement Partnerships Management
Agm final presentation
Expansions: Vision To be an enabler for AIESEC Opportunities and to make AIESEC more Sustainable in Kochi and Hubli.
KOCHI-Targets (Till JNC) Programme Target Achieved R M R R M R oGCDP 20 15 10 iGIP 25 15 12 14 1 0 oGIP 10 5 3 iGCDP 15 12 10 TMP 70 65 60 TLP 25 20 20
HUBLI-Targets Programme Target Achieved R M R R M R oGCDP 20 15 12 2 iGIP 0 0 0 oGIP 5 3 2 iGCDP 25 20 15 TMP 60 55 50 TLP 30 25 20
Focus Areas
KOCHI
Month Focus Area Key Initiatives January Capacity & Culture Training(Induction) Building LCC Selection Feasibility Report February Membership Training(Operations /SOP’s& Policies) Development & Lcong Training Social Media Campaign TM Survey March OGX Programs Recruitment(IS +UR+Hangout Partners) and Recruitment RYLC & Induction Promotion of GLP and GEP (UR/IS) Global Leaders Campaign Knowledge &IM Allocation of MB & Tracking Tools Hub Technical Internship Fair(Fests)[oGIP] Global Village OS Evolution Campus Ambassador Programs ICX Training Mentorship Communication Channels & Tracking Tools(Virtual Spaces & engagement)
Hubli April OS Evolution EVENTS Brand (GV, iGCDP Projects) Management LEAD LC Day Revenue Streams Leadership Body Selection & Partnerships Delivery BoA Sales CULTURE May Leadership EPIC Development Team Days Delivery External LEAD Collaboration Support Group ,BoA) Scaling iGIP (Corporate Brand June Quality & Projects LC Day Trainee Induction Workshops Youth Empowerment Programs
HUBLI
HUBLI Month Focus Area Key Initiatives January Feasibility Training(Induction) Report Appoint LCC Febraury Capacity Training (OGX Program SOP’s) Building & Lcong Training OGX Promotions (LEAD & IS) March OGX Programs TM Survey & Recruitment Recruitment (LEAD Programs/Returned EP’s)) Global Village Talent Capacity CAP Building Social Media Campaign RYLC & Induction IM &Knowledge Tracking Tools & Virtual Engagement Hub LEAD Mentorship
Hubli April TMP-TLP Driving EP Intergration OGX LC Day EVENTS Brand (iGCDP Project (Social Brand)) Management Media Partnerships YE Sessions Revenue Streams & External Collaboration May Leadership EPIC Development Team Days Delivery LEAD Office Culture June Quality & Projects LC Day Trainee Induction Workshops Youth Empowerment Programs
Organizational Structure VP Expansions LCC-Kochi LCC-Hubli TMP-TLP OGX Manager Manager
Agm final presentation
BD: Vision To Develop Business in all 4 of the Experiential Development Programs thereby creating Relevance and creating a sustainable source of Revenue
BD: Projects Undertaken • Q1: Y2B, GV, Edge, LCong, AFT’s • Q2: Alumni Event, CSR Projects, LCong, AFT’s • Q3:LCong, Recruitment, AFT’s • Q4:Y2B, ASD, LCong, AFT’s
BD: Quarter-wise Targets • Q1: 2,99,000 • Q2: 2,53,000 • Q3: 3,65,000 • Q4: 3,85,000
BD: Focus Areas Focus Areas Strategies 1. NEP Driving GIP • Converting Old GIPi clients to NEP-40 Raises • Pilot LC • OS Implementation 2. BOA Implementation • Using Key Board members to add board members • BOA members are contracted for 2 years • Adding Board members that contribute to X directly • External Help managing Board 3. Alumni Engagement • 69 GIPi Raising GIPI • 5 GIPo going on Internships • Alumni first Thursdays • 2 Alumni Events • Mentorship with EB • Alumni Support Group • Corpus Fund 4. Programmes sales for • Youth Outreach/Youth Empowerment(Campus GCDP Ambassadors) • National Projects • Social Support Group • OS Implementation
BD: Organizational Structure VP SHM PROJECTS NEP ARM SALES
Agm final presentation
Finance: Vision To Make Every department financially profitable and thereby cotribute to ELD and Quality.
Finance: Projects Undertaken Q1 Q2. Infrastructure investment Investment Into Exchange Peaks - Venue investment - Matching Mania - Office capitalization - Office Nights - Work Days Performance Investment - Rewards Financial Education - Incentives - External Finance Session - RnR Campaign’s - Department specific Policy Education Investment Into Exchange Peaks - Effective tracking mechanisms - Sales Training - Local/regional epic’s Project Delivery - Department specific Training Financial Education on delivery - Policy over communication - Intern Kits - Financial Review Mechanisms - Intern days
Finance: Projects Undertaken Q3 Project Delivery Q4. - Department specific Training on Project delivery delivery - Training - Intern Kits - Intern Kits - Intern days - Intern Days Performance Investment Financial Education - Conference Subsidy - Department Specific Review - Rewards Mechanisms - Induction Lcong - Financial Leader Session - Sales session
Finance: Focus Areas Focus Areas Strategies 1. GCDP I Financially profitable  Tracking TN fee investment   Contracts 2. Concentration on Focus Programs for profitability  Effective Tracking and Book Keeping (GIPi GCDPo)  Accountability Systems  Periodical Review Mechanism  Performance Based investment Percentage 3. Rebuilding LC financial structure  Target: 5L FD and 2L in bank account at the end of the year.  Each program being financially profitable.  Quarter review of finances from external/board for foresight and long term advice.  SOPs for investment  Corpus fund creation to help sustainability.
Finance: Organizational Structure VP TL ICX TL OGX FC (Dual FC FC FC FC FC Fc FC Role)
Executive Body 2013-14 La Familia

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Agm final presentation

  • 2. LC Vision AIESEC in Bangalore strives to be the First Choice Partner to empower the youth to deliver positive change.
  • 4. LC Focus Areas • Delivering High Quality Integrated Experiences • Building Internal and External Relevance • Evolving TMP/TLP
  • 6. iGIP Vision: To be come the leader in providing high quality holistic international HR services.
  • 7. Projects undertaken Q1: Q2: •Sales Development: •World Cover: 1. Sales training 1. Matching Mania (X2) 2. Training module prepared with 2. LC Partnerships: Long & Short help of TM Term • Raise Craze: • Cram HR: 1. Reintegrate majority of old 1. Market research and clients segmentation for Q3 to target 2. Usage of Sales training for raising right markets. • Showcase Happyface: 1. Usage of IM for making video/case study database of ALL interns and their experiences.
  • 8. Q3: Q4: •Sales Development •Pipeline management: 1. Clients •Raise Craze 2.0 for Q4 2. Alumni matching 3. Membership 4. Finances Partnership Upscaling: •Effective client transition. 1. Conversion to MDP and NEP after peak delivery in Q2. •Delivery Management: •Delivery Management: 1. OS implementation with Qual 1. OS implementation with Qual Del team. Del team. 2. Receptions Coordinator in place by end 2. Receptions Coordinator in place of Q4 also by end of Q4 also
  • 9. RMR Targets for each quarter Corporate: Education: (Present – March 31st ) Q1: 25-15-4 Q1: 48:20:13 Q2: 15-20-20 Q2: 38:47:32 Q3: 10-12-16 Q3: 37:28:33 Q4: 12-9-5 Q4: 35:39:27 Total : 160:134:105 Total : 62:56:45 Total : 222:190:150 Pipeline – 28 matches
  • 10. Alumni Raises: 69 Alumni matches: 48 Alumni Realizations:40
  • 11. Focus Areas Corporate Focus Areas Strategies 1. Alumni Delivery 1.OS Implementation with TL Alumni Delivery 2. Alumni raising strategy 3. Collaboration with BD 2. Implementation of LNs 1. Setting up MDPs through effective CRM 2. Ensuring quality delivery OS Implementation. 3. Sales & External Collaboration 1. Sales development and training. 2. Supply based raising 3. External collaboration after Q2presence at external forums Relevance
  • 12. Focus Areas Education Focus Areas Strategies 1. Learning Networks • LN Education to stakeholders • Education Support Group 2. Market Penetration • ET Events • LEAD in Schools • Endorsements 3. Quality • EP expectation setting and Integration • Standardised Job Roles • GLE Implementation 4. Internal Promotion • Synergy with IM • Matching Mania • Partnerships 5. Right Raising • S&D Management • Sales Development
  • 13. Organizational Structure TL Alumni Delivery (4-6 members) Pantheon TL Clients Manager (3-4) TL Clients Manager (3-4) TL Quality & Delivery (4-6)
  • 14. Abhijith PK TL Clients Manager TL Alumni Delivery TL Clients Manager (3-5members) (3-5 members) (3-5 members) Quality and Exp Delivery team (this team will have members from the above 3 teams working together .)
  • 15. OS: Education Siddharth TL( lang TL(schools) TL(schools) inst) 4-5 4-5 Quality 3-4 Members members Manager Members
  • 16. THE CHANGEMAKERS VISION: To positively impact the society through the highly integrated experiences we deliver, being the first choice partners for our current and future stakeholders and being the global youth voice.
  • 17. Projects undertaken Q1: Project Footprints + Project Conserve Q2: Project Footprints + Project Conserve + Project Genesis Q3: Project Footprints + Project Conserve + Project Women Empowerment Q4: Project Footprints + Project Conserve + Project Genesis + Project Women Empowerment
  • 18. Targets for each quarter PROJECT FOOTPRINTS PROJECT GENESIS Q1: 93-15-3 Q2: 25-12-10 Q2: 55-60-37 Q4: 30-16-13 Q3: 45-25-47 PIPELINE: 0 Matches Q4: 25-50-23 PIPELINE: 35 Matches AD HOC 10-6-5 PROJECT WOMEN EMPOWERMENT PIPELINE: 0 Matches Q1: 0-0-0 Q2: 0-0-0 Q3: 20-0-0 Q4: 10-22-13 PIPELINE: 9 Matches PROJECT CONSERVE Q1: 70-5-0 Q2: 30-57-27 Q3: 25-10-30 Q4: 30-38-20 PIPELINE: 20 Matches
  • 19. Focus Areas Focus Areas Strategies 1. FINANCIAL SUSTAINABILITY  National and Regional Projects  Charging TN fee  CSR Solutions  University Relations 2. DELIVERING QUALITY EXPERIENCES FOR  NPS Education for EP’s, members ALL STAKEHOLDERS and Clients.  Interns on TMP/TLP  JD Evolution  Expectation Settings  Implementation of GLE 3. INCREASING INTERNAL AND EXTERNAL  Increasing visibility in the market RELEVANCE  Using Nationalized Projects to build relevance  Intern experiences driving internal relevance Formation of a Local support group
  • 20. ORGANISATIONAL STRUCTURE : PROJECT FOOTPRINTS VP TL Footprints TL Footprints TL Footprints TL Footprints EXPERIENCES- SALES-Raising SALES-Raising SALES-MTF (5 GLE (5 (5 members) (5 members) members) members)
  • 21. ORGANISATIONAL STRUCTURE : PROJECT WOMEN EMPOWERMENT VP TL-WE TL-WE MTF and SALES -Raising EXPERIENCES (3 members) (4members)
  • 22. ORGANISATIONAL STRUCTURE : PROJECT CONSERVE + PROJECT GENESIS + ADHOC VP Delivery TL (Project TL (Project team Head) Head) Member Member Member Member Member Member (Raising) (Raising) (Matching) (Raising) (Raising) (Matching)
  • 23. The Pentagons Vision: To deliver high quality experience to all stakeholders.
  • 24. Projects undertaken Q1: SDP, ICX project Q2: IR, NPS, ICX Project Q3: IM to drive growth(showcasing etc), Training, ICX project. Q4: NPS, Pipeline management, ICX Project.
  • 25. Focus Areas Focus Areas Strategies 1. Quality Delivery 1) NPS for Evolution 2) Right raising ( Projects, sub products) 3) OS evolution for Quality 2. IR 1) S&D analysis driving IR 2) Long and short term partnerships 3) National Help ( discover India, MC-MC partnerships) 3. Training and Tracking 1) Skill based training 2) Tracking Of all key projects of the quarter 3) Weekly tracking of Operations.
  • 26. Organizational Structure Director ICX Quality Manager IR manager
  • 29. Vision: To be the medium to facilitate personal and professional development for the students and recent graduates to create the change agents of tomorrow. Shreyas MR
  • 30. Projects undertaken Q1: Fashion, March Summer Education & Technical (IT) Q2: Fashion Q3: July Summer Education Q4: Winter Education & Technical (IT)
  • 31. Targets for each quarter Quarter Q1 Q2 Q3 Q4 Raise 19 8 14 9 Match 6 13 8 8 Realization 1 17 5 7 R-M-R: 50-35-30
  • 32. Focus Areas Focus Areas Strategies 1. Sub-Product – IT & ET  Selective Raising  University Relations  S & D Management 2. Internal and External Marketing  Internal  Showcasing Impact  Creating a brand for EP supply  External  Market specific online promotions  Building & improving market specific external presence 3. Conversion + Delivery  International Relations  Product Packaging  Reverse Matching and M-R-R  LC-LC Partnerships  Education to Membership  EP Engagement
  • 33. Organizational Structure Vice President oGIP Team Leader Team Leader Team Leader Global Management Global IT Program Global ET Program Program/Alumni Relations EP Manager 1 EP Manager 1 EP Manager Alumni EP Manager 2 EP Manager 2 Manager Sales Manager Sales Manager Sales Manager
  • 35. oGCDP Vision: To deliver high quality experience to all its stakeholders. Akanksha Singh
  • 36. Projects undertaken Q1: Christ University Q2: BMSCE And Dayanandasagar Q3: Christ University,NLSIU Q4: Adhoc and Pipeline
  • 37. Targets Feb : 30,5,0 March : 20,22,0 April : 5,18,27 May : 0,4,0 June : 0,0,13 July : 0,0,9 Total : 55,49,49
  • 38. Focus Areas Focus Areas Strategies 1. University Relations 1) Top down approach 2) Bottom up approach 3) Presence in events 2. Delivery and Preparation 1) XP and Delivery Task force 2) EP engagement 3) Cultural preparation 3. iXP and Team Management 1) EP Integration 2) GLP 3) Implementation of HR planning
  • 39. Organizational Structure Vice President Xp & Delivery Task Force TL Adhoc TL UR TL IR
  • 40. Vision: To be visible and relevant in all the present colleges and to deliver high quality impactful experiences. Bhavini Choubey
  • 41. Projects undertaken Q1: SJAS,CMS, Jain University Q2:RVCE, New Horizon Q3: Adhoc Q4:Adhoc / Expansions going to pipeline
  • 42. Targets February: 10-5-0 March: 15-15-0 April: 15-15-10 May- 0-5-5 June: 0-0-25 Nov: 5-5-0 Dec: 5-5-0 R-M-R: 50-50-40
  • 43. Focus Areas Focus Areas Strategies 1. University Relations • Campus Ambassadors • Events in partnership of organizations in college •Bottom up approach for one and Top Down approach for another. 2. Off peak • Creating a off peak winter cycle. • Extensive events post July engaging returned EP’s. 3. Delivery • Process implementation for delivery. •EP engagement. 4. Expansion •Establishing Mysore as an OGX entity. •Campus Ambassadors via ORS.
  • 44. Organizational Structure VP OGX TL UR TL IR 2 +1 (delivery) 4 members members
  • 45. Deliver quality experiences and to be know in our market for providing life changing experiences. Rishuta Karthikeya
  • 46. Projects Undertaken Q1: MCC and M.S Ramiah college of management Q2: MSRIT, Dr. Ambedkar, PESIT Q3 & Q4: Off Peak ADHOC
  • 47. Targets Feb: 15-5-0 March: 30-15-0 April: 0-15-20 May: 0-10-0 June: 0-0-25 Oct: 5-0-0 Nov: 0-5-0 R-M-R: 50-50-50
  • 48. Focus Areas Focus Areas Strategies 1. University Relations Campus Ambassador.  Standard Point of contact.  Events/ Fests in college. 2. Off Peak Social media Campaign Synergy with ET to tap schools to have leadership seminars  Career fairs and Career counseling institutions 3. Customization & Delivery  Product Packaging or Customization  EP Engagement Plan Cultural preparation  Parents night
  • 49. Vice President Campus Ambassador 3 members TL International TL UR/ Adhoc Delivery Relations Campus 2 members Ambassador 3 members 3 members Organizational Structure
  • 51. Projects undertaken Q1:University Relations, Product Development Q2:UR,International Relations, Delivery Modules Q3:University Relations & Showcasing Impact Q4:International Relations, Delivery & Sustainability
  • 52. Focus Areas Focus Areas Strategies 1. University Relations Top down Approach Bottom Up approach Expanding the Avenues of Engagement 2. Delivery Quality NPS IR 3. Product Development Market Customization R&D Sub Product Development
  • 53. Organizational Structure Director oGIP oGCDP oGCDP oGCDP
  • 54. Total Number of Experiences Delivered oGIP-34 Experiences oGCDP-230 Experiences
  • 57. Talent Management: Vision To deliver high quality TMP/TLP experiences, driving GIP and GCDP by building Talent Capacity
  • 58. TM: Projects Undertaken • Q1: Recruitment, TM Cell training, EB Training, Learning Hub, OS JD Definition and Guides, oGCDP delivery through Talent Capacity • Q2: Self Tracking System, Talent Support Group, iGCDP Sales and Delivery boosting, Scaling expansions • Q3: Recruitment, MB specialized skills training, • Q4: HR pipeline, Campus Ambassador setup for Q1 Recruitment
  • 59. TM: Quarter-wise Targets • Q1: TMP: 350 TLP:50 • Q2: TMP: 350 TLP: 80 • Q3: TMP: 250 TLP: 80 • Q4: TMP: 260 TLP: 90
  • 60. TM: Focus Areas Focus Areas Strategies 1. OS Maintenance Self-tracking Scaling up IXPs Recruitment • Skill Based Optimization • External Partner 2. Experience Management Skill based experience tracking Member Profiling Training Modules for specific skill sets Feedback Systems and Implementation of NPS 3. TM Processes TM Process Standardization` • TM Cell JD Definition • EB Training Effective Tracking and Implementation methods
  • 61. TM: Organizational Structure System tracking, admin and management TMP TLP Manager Implementation of Growth drivers VP TM LEAD, training and education Talent Manager Development Manager Skill based tracking
  • 63. Information Management: Vision The Manhattan Project To position and develop IM and internal communication as a support tool to increase the LC productivity and operational growth
  • 64. IM: Projects Undertaken Q1: “IM Sorted” campaign, Local Musketeers Team “Podio Campaign Q3 and Q4 Be a global Leader Campaign AIESEC Bangalore Documentary ( ICX) Knowledge Hub Winternships ( Synergy with OGX) Project Transition Q2: CRM Drive Podio and IM sorted campaign Project Kochi
  • 65. IM: Focus Areas Focus Areas Strategies 1. IM Culture • “IM Sorted” Campaign, Podio Power campaign •Internal Communication Plan •IM Coordinators 2. Knowledge Management •Documentation and accessibility( wikis, Files , Dropbox, podio,) •Standard Operating Procedures •Outputs •Project and event reports •Local Musketeers Team •Newsletters 3 Process Optimization •Analysis of Data and interpretation •Podio Implementation •Monthly synergy with departments •Business Intelligence report
  • 66. IM: Organizational Structure VP IM IM Coordinators IM Manager OGX ICX X- Support Design Team
  • 68. Marketing: Vision To engage the youth in Bangalore by making AIESEC externally relevant and make the sales process easier.
  • 69. Marketing: Projects Undertaken Q1: Q3: Recruitment Social Media week Partnership Drive Recruitment Social Media week On-ground promotional strategy Q2: Q4: Brand Education Showcasing Impact Relive the year Brand positioning in the external market Brand Education Need for leadership- Social Media
  • 70. Marketing: Focus Areas Focus Areas Strategies 1. Youth Engagement & OGX • Showcasing Experiences • Building conversations on relevant topics • Country wise Promotion 2. Partnerships & External Collaboration • Media Partnerships • External Event Collaborations • Stall Spaces in Fests, Career Forums, etc 3. Social Media Presence • Mass Outreach Campaigns • Partnerships for the right outreach • Using New Social Media Channels- Pinterest , LinkedIn, etc. 4. Brand Education to the LC • Brand Guidelines • Better Understanding and Simplifying AIESEC to the LC • Brand Experience Knowledge • GTCM Knowledge
  • 71. Marketing: Organizational Structure VP-Marketing & PR Social Media Manager Team Designing Team Youth Team & Content Engagement Partnerships Management
  • 73. Expansions: Vision To be an enabler for AIESEC Opportunities and to make AIESEC more Sustainable in Kochi and Hubli.
  • 74. KOCHI-Targets (Till JNC) Programme Target Achieved R M R R M R oGCDP 20 15 10 iGIP 25 15 12 14 1 0 oGIP 10 5 3 iGCDP 15 12 10 TMP 70 65 60 TLP 25 20 20
  • 75. HUBLI-Targets Programme Target Achieved R M R R M R oGCDP 20 15 12 2 iGIP 0 0 0 oGIP 5 3 2 iGCDP 25 20 15 TMP 60 55 50 TLP 30 25 20
  • 77. KOCHI
  • 78. Month Focus Area Key Initiatives January Capacity & Culture Training(Induction) Building LCC Selection Feasibility Report February Membership Training(Operations /SOP’s& Policies) Development & Lcong Training Social Media Campaign TM Survey March OGX Programs Recruitment(IS +UR+Hangout Partners) and Recruitment RYLC & Induction Promotion of GLP and GEP (UR/IS) Global Leaders Campaign Knowledge &IM Allocation of MB & Tracking Tools Hub Technical Internship Fair(Fests)[oGIP] Global Village OS Evolution Campus Ambassador Programs ICX Training Mentorship Communication Channels & Tracking Tools(Virtual Spaces & engagement)
  • 79. Hubli April OS Evolution EVENTS Brand (GV, iGCDP Projects) Management LEAD LC Day Revenue Streams Leadership Body Selection & Partnerships Delivery BoA Sales CULTURE May Leadership EPIC Development Team Days Delivery External LEAD Collaboration Support Group ,BoA) Scaling iGIP (Corporate Brand June Quality & Projects LC Day Trainee Induction Workshops Youth Empowerment Programs
  • 80. HUBLI
  • 81. HUBLI Month Focus Area Key Initiatives January Feasibility Training(Induction) Report Appoint LCC Febraury Capacity Training (OGX Program SOP’s) Building & Lcong Training OGX Promotions (LEAD & IS) March OGX Programs TM Survey & Recruitment Recruitment (LEAD Programs/Returned EP’s)) Global Village Talent Capacity CAP Building Social Media Campaign RYLC & Induction IM &Knowledge Tracking Tools & Virtual Engagement Hub LEAD Mentorship
  • 82. Hubli April TMP-TLP Driving EP Intergration OGX LC Day EVENTS Brand (iGCDP Project (Social Brand)) Management Media Partnerships YE Sessions Revenue Streams & External Collaboration May Leadership EPIC Development Team Days Delivery LEAD Office Culture June Quality & Projects LC Day Trainee Induction Workshops Youth Empowerment Programs
  • 83. Organizational Structure VP Expansions LCC-Kochi LCC-Hubli TMP-TLP OGX Manager Manager
  • 85. BD: Vision To Develop Business in all 4 of the Experiential Development Programs thereby creating Relevance and creating a sustainable source of Revenue
  • 86. BD: Projects Undertaken • Q1: Y2B, GV, Edge, LCong, AFT’s • Q2: Alumni Event, CSR Projects, LCong, AFT’s • Q3:LCong, Recruitment, AFT’s • Q4:Y2B, ASD, LCong, AFT’s
  • 87. BD: Quarter-wise Targets • Q1: 2,99,000 • Q2: 2,53,000 • Q3: 3,65,000 • Q4: 3,85,000
  • 88. BD: Focus Areas Focus Areas Strategies 1. NEP Driving GIP • Converting Old GIPi clients to NEP-40 Raises • Pilot LC • OS Implementation 2. BOA Implementation • Using Key Board members to add board members • BOA members are contracted for 2 years • Adding Board members that contribute to X directly • External Help managing Board 3. Alumni Engagement • 69 GIPi Raising GIPI • 5 GIPo going on Internships • Alumni first Thursdays • 2 Alumni Events • Mentorship with EB • Alumni Support Group • Corpus Fund 4. Programmes sales for • Youth Outreach/Youth Empowerment(Campus GCDP Ambassadors) • National Projects • Social Support Group • OS Implementation
  • 89. BD: Organizational Structure VP SHM PROJECTS NEP ARM SALES
  • 91. Finance: Vision To Make Every department financially profitable and thereby cotribute to ELD and Quality.
  • 92. Finance: Projects Undertaken Q1 Q2. Infrastructure investment Investment Into Exchange Peaks - Venue investment - Matching Mania - Office capitalization - Office Nights - Work Days Performance Investment - Rewards Financial Education - Incentives - External Finance Session - RnR Campaign’s - Department specific Policy Education Investment Into Exchange Peaks - Effective tracking mechanisms - Sales Training - Local/regional epic’s Project Delivery - Department specific Training Financial Education on delivery - Policy over communication - Intern Kits - Financial Review Mechanisms - Intern days
  • 93. Finance: Projects Undertaken Q3 Project Delivery Q4. - Department specific Training on Project delivery delivery - Training - Intern Kits - Intern Kits - Intern days - Intern Days Performance Investment Financial Education - Conference Subsidy - Department Specific Review - Rewards Mechanisms - Induction Lcong - Financial Leader Session - Sales session
  • 94. Finance: Focus Areas Focus Areas Strategies 1. GCDP I Financially profitable  Tracking TN fee investment   Contracts 2. Concentration on Focus Programs for profitability  Effective Tracking and Book Keeping (GIPi GCDPo)  Accountability Systems  Periodical Review Mechanism  Performance Based investment Percentage 3. Rebuilding LC financial structure  Target: 5L FD and 2L in bank account at the end of the year.  Each program being financially profitable.  Quarter review of finances from external/board for foresight and long term advice.  SOPs for investment  Corpus fund creation to help sustainability.
  • 95. Finance: Organizational Structure VP TL ICX TL OGX FC (Dual FC FC FC FC FC Fc FC Role)