1. SOLA Principles
Pay Attention, Lot of things coming your way.
Leave the Baggage behind.
All Data is from January 1st to August 5th.
Make Notes about thoughts and Inferences, and NOT DATA
Details & Way ahead regarding SOLA will be revisited during Team Time.
Be Open minded.
Think of possibilities.
Questions in the end.

2. AIESEC in Ahmedabad
State Of Local Affai

3. oGI
P

4. LC Exchange Inferences
Ma & Re is
time
Consuming
No Matches
due to low
Quality of EPs
No oGIP
Exchange in
Ahmedabad
since 20 months
No Focused IR
Strategy
S & D not
aligned

5. LC Standings
10
64
12
40
30 30 30
25
16
30
24
17
25
50
30
40
5
0
10
20
30
40
50
60
70
Achieved Re
Target Re

6. Relation to Talent management
Improper OS defined till June
2013
A Proper OS to be
Implemented by
August end.

7. Relation to Finance
No Financial
Investments
made in oGIP
so far.

8. What went wrong
Lack of Membership Education.
Lack of Proper OS resulting in lack of Quality membership of oGIP.
Low Quality EPs raised.
Improper EP Recruitment.
No Marketing Activities.
Matching Processes not established resulting to no Realization.
No research on Institute Timelines.
Delayed Implementation of Plans.

9. Way forward
Country Partnerships:
Growth wit Asia.
Growth with Big Country Partners [Brazil, Canada, Poland]
Tapping into DA-IICT & other IT Colleges.
Standardization of Process for Optimization.
Partnering with TnP Cells of Engg. Colleges.
Tapping Arts Colleges for ET.
Membership Education: Defined Job Roles for members.
Efficient Marketing Strategy.
Proper Documentation & Standard Contracts.
Identifying institute Timelines.

10. Way forward
Raising Quality EPs.
Establish IR by Synergizing with Exchange Development.
Right Expectation settings with EPs.
Conducting EPICs, OPS & CPS to engage EPs in a Better way.
Operational Training for Members.
Creating Email Templates, EP Promotional Material.

11. Question s?

12. oGCDP

13. AIESEC IndiA ExchangE Stats: 2013
vs 2012
Raise Match Realizations
2012 901 339 233
2013 1334 699 621

14. SO What About Our
LC ?

15. AieseC in Ahmedabad Exchange Stats:
2013 vs 2012
Raise Match Realizations
2012 41 12 10
2013 55 23 24

16. AieseC in Ahmedabad: Five year
Progression
0
5
10
15
20
25
30
2009 2010 2011 2012 2013
Realisations
Realisations

17. Inferences
Relative growth of 140 % in less than six months.
Best performance of OGX in the last 7 years.
Specialized Unit Model implemented successfully.
However, the delivery rate needs to be more efficient.
The only winners of the Revolution Campaign in JNC 2013 !
You think all that is exciting ?

18. Raise Match Realizations
Target 80 47 55
Achieved 55 23 24
Targets Vs Achieved

19. Inferences
Less than 50 % of overall targets met.
Disproportionate contribution of PDPU in terms of RMR.
Low Market capitalization.
Ad Hoc market untapped.
Low visibility of oGCDP outside the Specialized Unit of PDPU.

20. Way Ahead
Creation of more Campus Units within the city.
Global Leadership Campaign: To promote more virtual presences of
oGCDP.
Returned EP Campaigns: Capitalize on experiences of returned EP to
promote better market visibility.
External Relations Building: VPs only !!

21. Question s?

22. ICX

23. iGIP

24. RMR (2012 Vs 2013)
98
25
20
25
57
18
12
18
85
23 21
28
0
20
40
60
80
100
120
Raise Match Realization Projections
iGIP
2012 Overall 2012 Aug 4th 2013

25. Inferences
We have exceeded the projections of last entire Year.
Growth by Q2 is more than 260%.
Client delivery ratio is very low.
98% of the clients are delivered with at least one Intern.
Process Optimization needs to play a key role which has not been the
case yet.
Even though we have shown growth than the entire 2012 still we have
quality issues and our IM is not in place.
Better synergy from Marketing and IM Needed.

26. Way Ahead
Better market research.
Product Packaging and Evolution according to sectors.
Synergy with marketing and CIM to ensure process optimization.
Programme delivery efficiency through IR.(XD Synergy)
NPS driving growth.
Synergy with BD to drive NEP.
ET to be used as tool for growth.
Better CRM tools with synergy of CIM.
Better EP tracking to ensure internal marketing and branding.

27. iGCDP

28. RMR (2012 Vs 2013)
202
119
102
0
303
146
125
146
211
27
42
49
RAISE MATCH REALIZATION PROJECTIONS
IGCDP
2012 2012 Overall 2013

29. Inferences
Poor member education resulting in less growth in first 6 months.
Programme delivery efficiency was not taken into account at all.
Showing negative growth then last year because of lack of leadership in
the department.
Raise to Realization ratio is very poor.
No synergy with marketing and CIM to ensure internal branding.
No synergy with BD and Marketing to ensure more and better delivered
project.
Nationally aligned projects are not done properly.

30. Way Ahead
More and more sellable projects to be taken forward to ensure financial
sustainability.
More sustainable raises.
Better CRM tools.
External branding by Events and Project Reports.
More CSR Partners to ensure sustainability and growth.
IR driving efficiency.
CIM and Marketing to be used as tools for Internal branding and tracking

31. Question s?

32. XD

33. LC RMR [2012 v/s 2013]

34. Inferences
Poor Conversion Rate.
Alarming Decline of iGCDP.
Considerable Growth in oGCDP & iGIP.
Lack of Education in members.
Low Capitalization of Summer Cycle.

35. International Relations

36. Inferences
Capitalizing on Country National Partners.
Maximum number of exchanges in AP & MENA Region.
Huge number of iGIP EPs from various different countries from all regions.

37. CEEDERs hosted
CEEDer from China.
CEEDer from Taiwan
CEEDer from US.
CEEDer from UK.

38. Quality - NPS

39. Inferences
Lack of NPS knowledge.
Low response rate.
Zero TMP/TLP on Exchange.
Lack EP and intern Engagement.
Improper expectation settings.

40. Way ahead
Process optimization.
Off-peak utilization.
Capitalization of national partnerships.
Operational training and membership development.
TMP/TLP on exchange.
EP-intern engagement.
ILCEPs and CEEDs.
NPS knowledge and implementation.

41. Question s?

42. TM

43. TMP – TLP: (2012 vs 2013)
88
47
291
99
0
50
100
150
200
250
300
350
TMP TLP
Chart Title
2012 2013

44. Inferences
Proper Implementation of TM Processes.
LC processes aligned to national direction.
TMP TLP Avenues were not utilized properly.
NO TMP-TLP on Exchange.
Poor team tracking and management on system.
Poor Member Retention. (43%)
Poor Leadership Pipeline.
Lack of a primary performance management system.
Low NPS & Poor Response Rate

45. TM as a Function:
Negligible LEAD Implementation.
Poor Induction Processes.
Lack of innovations in Membership Development & Engagement activities.
Poor Recruitments.
Lack of Quality Membership.
Growth in iXPs.

46. Current Membership Status:
Full Members: 29
Members on Probation: 50
Members on Alert: 11
Total Membership: 90

47. Key Projects:
August Recruitment
Formation of “Talent Support Group” (Board of HR)

48. Question s?

49. Marketi
ng

50. LC Update
Year long partnership with L.J. Group of Institutes.
Marketing Partnerships: Café unplugged, Cabana, Amore, Get-
together, Chocolate room.

51. LC Updates
400
0
50
100
150
200
250
300
350
400
450
TMP/TLP Applicants
2013
140
0
20
40
60
80
100
120
140
160
OGX Applications
2013

52. LC UPDATES
0
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
No. Of Youth Empowerment Sessions
2013
8
0
1
2
3
4
5
6
7
8
9
External Partnership
2013

53. LC UPDATES
3
0
1
0
0
0.5
1
1.5
2
2.5
3
3.5
Print Online TV Radio
2013
2
0
0.5
1
1.5
2
2.5
External Forums
2013

54. Inferences
Tracking has improved only for OGX applicants and social media are now
tracked. NOT EwA to ELD.
Over all conversion ratio of EwA to ELD is low.
However, More focus is required in conversion rate.
Targeted Market Penetration and Quality of the Content has gone up.
Focus of Brand Reputation Building and Initiatives such as Market
Research, Feed backing has increased and is being documented.

55. Way forward
Bottom-line of Marketing is getting raise, Hence EwA to ELD is a focus
area.
Planning to be done for all programs using the GTCM Model.
Targeted Market Penetration through research and feed backing initiatives
and proper data analysis of the same.
More promotional events like YE and GV apart from PDPU.
initiating long term partnership with colleges.
ORS Tool to be created to track EwA to ELD.
AIESEC-BETA to be initiated post recruitment.

56. Question s?

57. CIM

58. PERFORMANCE UPDATE
AIESEC Ahmedabad is currently in Cluster C.
Plan for Monthly newsletters to be generated ideally covering 4 areas:
LC, Department, Stakeholders, IR is set.
Just 1 newsletter generated in the past six months.
Usage of PODIO for knowledge management has been initiated in our LC.
Communication channels such as Facebook group, Google groups and PODIO
workspaces are managed as a part of communication.
Generation of feedback forms as a part of analysis for August Recruitment.
Usage of firstname.surname@aiesec.net is strongly driven down in our LC.

59. BOTTLENECKS
Lack of IM - KM Education in the LC.
Lack of members working for the Department.
Timelines were not followed.
Hardly any ELD conversion (Tangible Output).
Low PODIO usage.
No process flow maps generated.
No Business Intelligence reports generated .
Lack of Implementation of CIM Policy.

60. FUTURE PROJECTS
CIM Education and Awareness.
Podio as the ONLY Knowledge Management Tool apart from Filing.
AIESEC Ahmedabad documentary.
Performance Management Tool. (Synergy: TM)
Process Optimization Tool. (Synergy: XD)
Internal and External Communication through regular
Newsletters, wikis, conversation forums etc.
Right membership in the Department from apt backgrounds
(IT, Computers, Data Analyst etc.)

61. Question s?

62. BD

63. Lc status
Year Target: Rs.7,40,000/-
2 Global Villages Done.
Rs.10,000 raised.
1 NEP Realization.
1 Joint Board [EB-BoA] Meeting Done.
1 External Event Tie up (Startup Weekend Ahmedabad, February).
2 Alumni Clients (New Accounts).
3 Alumni First Thursdays organized.

64. INFERENCES
The Department is Nationally Aligned.
Not many events in the First 6 months.
CRM process non implementation.
Alumni not capitalised.

65. UPCOMING EVENTS
Stakeholder’s Dinner (16th September 2013)
Ahmedabad Youth To Business (Last Week of October,2013)
Balakalakaar (January,2014)

66. Question s?

67. LC

68. Lc status
Target Achieved
Exchanges 356 86
Membership 125 90
Leadership 36 31

69. Exchanges
iGCDP 41
iGIP 21
oGCDP 24
oGIP 0
Total 86

70. Team Priorities
oGCDP driving growth through SUs.
Experience Development.
Financial Sustainability.

71. LC Focus Programmes
oGCDP
iGIP

72. Quality Assurance Plan
To do Right Expectation Setting with EPs and Clients and
IMPLEMENT it.
To ensure Proper member engagement by ensuring output
oriented LC forums and Meets.
To Integrate EPs with LC for Experience development.
To make EPs aware about the Importance of NPS.
Regular Feedbacks with EPs, Trainees & Clients.
EP Buddies.

73. Mission for AIESEC in Ahmedabad
to become the 1st Choice Partner by
delivering High Quality Experiences
to all Stakeholders and create a
Value Based Platform for the Youth of
the City

74. Vision for AIESEC in Ahmedabad
AIESEC in Ahmedabad shall strive to be an
Operationally, Structurally and Financially
evolved LC to provide high Quality
Experiences and increase Visibility

75. Year Theme

76. What
The
F !!!

77. AIESEC as an NPO

78. An NPO(not for profit organization) means
an organization where the additional profit is
invested for the well being of the organization
and not distributed as commission or
dividend among the employees.

79. What is
Finance?

80. Finance studies and addresses the ways in
which individuals, organizations raise, allocate and
use monetary resources
over time, taking into account the risks

81. WHAT IS THE JOB ROLE OF
A VICE PRESIDENT
FINANCE

82. Vice
President
Finance
Planning
Budgeting
Contingency
/Corpus
Cash Flow
Operating
Principles
Governance
Payments &
Receipts
FSC
Accountability
Book
Keeping
Income &
Expense
Sheet
Audits
Monthly
Tally 5th
Recon Quarterly
External
Audits
Financial
Education
Finance
Basics
Events &
Project Finance
Management
Cash Flow
Bank
Transactions
Investments

83. Price Structure

84. August 31st
General
Model
Raise 3000 5000
Match 0 0
Realization 7000 5000
oGCDP

85. iGCDP • TN:
• EP
Raise 0
Realization 3500
200$(Approx. Rs. 12000)

86. oGIP Duration 2-3 months 3-12 months 12-16 months
Raise
Realization
5000
7000
5000
10000
5000
13000
Total 12,000 15,000 18,000

87. iGIP Duration 1-3 Months 3-6 Months 6-9 Months
9-12
Months
12 or More
Raise
Realization
3000
7000
4000
11000
6000
13000
8000
16000
10000
16000
Total 10000 15000 19000 24000 26000

88. Reconciliation

89. Reconciliation or Recon in short is a fee that an LC pays which is a
part of its inflow from an EP or TN to the MC for the services that they
provide such as myaiesec.net, LC goal setting and servicing

90. New Financial Structure

91. CALCULATION

92. TOTAL
EXCHANGES(Realizatio
ns)of all 21 LCs (Per
quarter)
TOTAL EXPENSES
INCURRED BY THE MC
(Investments made
towards the welfare of the
LC-50% share)
RECON PER EXCHANGE(per
quarter)(PAID DURING
REALIZATION)

93. 100000
200000
300000
10000 16666.66667 18750
10 20 30Income Recon

94. AIESEC in Ahmedabad
Finance
State of Local Affairs

95. Financial Status:
• Bank Balance as on 5th August’2013: 82,731
• Total outstanding's: Income: 12000(NEP), 7000(iGIP
PDPU), 16000(iGIP raise) , 27500(PDPU iGCDP realization)
• Expenses: 89500(Recon)+12000(maintainance)

96. Contribution Department wise for Debt
Repayment
133200
18500
24050
9250
oGCDP oGIP iGCDP iGIP

97. RECOVERY RATES
oGCDP oGIP iGCDP iGIP
82.46753247 81.81818182
58.03571429
48.99103139

98. Inferences
• Basic Processes Implemented
• Recovery not up to mark due to Legal limitations
• Lack of financial awareness within the LC
• Bank Balance can manage around 70% of Outstanding Income
• Less efficient implementation of financial Policy
• iGIP outstanding cleared more than a month later than realization
and forms being raised before collection of raise money from
corporates and no certificates obtained for TDS.