Annual General Meeting Highlights

Annual General Meeting
Executive Body
2014-15

oGCDP
Shachi Nelli| Vice President
Existing Markets:
MIT, DOC, MSAP, SOC

Introduction

Subject: Shachi Nelli
Age: 19
Origin: Bombay
Current state: Really
excited

First Love: Books
Shocking Fact: I am NOT
anorexic
Really Shocking Fact: Trained
Bharatanatyam dancer
(Practice: 11 years)

Job Description and MoS
•
•

•

•

Job Description
Overseeing processes and execution
of operations in the department from
recruitment until reintegration.
Managing all back operations such as
TN supply and demand analysis,
market research and product
packaging.
Guiding the team in executing
strategies for growth and expansion of
exchange operations.
Ensuring the quality of exchange
experiences by facilitating the
evaluation and documentation in
every exchange process.

•
•
•
•

•
•
•

Measure of Success
Number of Realized EPs.
Number of Matched EPs.
Number of Raised EPs.
Number of EP Application Forms
received.
Income generated annually.
Members retained in the
department.
Number of quality experiences
delivered.

Focus Areas
• Market capitalization
• Improving and implementing EP engagement strategies.
• Building and retaining IR using sustainable practices.

EP Selection Tool:

RnR Initiatives:

Synergy: CIM

Synergy: Finance

KPI: Matches increased by
15%

KPI: T/A contribution 30%

Member
Development:

EP Recruitment Event:

Synergy: TM

Synergy: KPI: T/A contribution 25%

KPI: Retention 80%

Market
Capitalization

Process Optimization:
KPI: Reduction in conversion
time by 45%
Member
Development:
Quality:

Synergy: TM

Synergy: Finance, BD

KPI: Retention
80%

KPI: NPS score

EP
Engagement

RnR Initiatives:
Synergy: Finance
KPI: T/A increased by 30%
Member Development:
Sustainable IR:

Synergy: TM

KPI: 30 LC-LC
Partnerships

KPI: Retention 80%

International
Relations

Year Targets

Raise
Match
Realize

Q1
70
17
0

Q2
19
64
49

Q3
24
6
22

Q4
10
26
30

Total
123
113
101

oGCDP
Saaketh Muppana| Vice President
New Markets:
KMC, MCOAHS, MCOPS, MCODS,
MMMC, WGSHA

Saaketh Muppana
“To see the world as art, is to see a world liberated of imperfection”

• Saakethchandra
Muppana / Saaketh
Reddy
• MIT CSE – Year 2
• Hyderabadi!
• Read, Read, Read.
• Food.
• Love Conversations.
• GCDP – Romania!

Job Description

• Oversees the processes and execution of
operations of the department from
• Manages all back operations such as TN
supply and demand analysis, market
research and product packaging.
• Guides the team in executing strategies
for growth and expansion of exchange
operations.
• Ensures the quality of exchange
experiences by facilitating the evaluation
and documentation in every exchange
process.

Measure of Success

•
•
•
•
•
•
•
•

received.
Amount of income generated.
EP contracts signed on time.
EPs pay on time.
All the members have clear knowledge
about the whole OGX process.

Vision
Realizing our true potential by delivering quality
entrepreneurial transformations.

Focus Areas
• Medical and Hotel Management Markets.
• Process Optimization through Information Management.
• Integrated Experiences and Excels.

Projects(1/3)
Optimizing Processes
Synergy with: CIM
KPI: Conversion Time
Reduces by 80%

EP Grading Tool

International Relations

Synergy with: CIM

Synergy with: Finance and
all Exchange Portfolios

KPI: Raise to Match at 90%

Medical and
Hotel
Management
Markets

KPI: 10 LC-LC Partnerships

Projects (2/3)
EP Grading Tool


Synergy with: CIM

Synergy with: Finance and all
Exchange Portfolios

KPI: Raise to Match at 90%


Process
Optimization

Projects (3/3)
Member Engagement/RnR
Exchange Portfolios


Evolved IXPs
Exchange Portfolios



IXPs
and
Excels

Exchange Portfolios

Year Targets
Raise
Match
Realize

Q1
41
10
7

Q2
5
36
27

Q3
4
0
7

Q4
11
9
9

Quality
NPS – 63 Response Rate 75%
Annual General Meeting 2014 | AIESEC in Manipal University
2013

Total
61
55
50

oGCDP Outer Markets
Paritosh katyal | Vice President
Outer markets
Mangalore, Sikkim Manipal University, TAPMI

Paritosh katyal
• CHANDIGARHIYA
• PUNJABI/SPOILT/DESTRU
CTIVE
• FOODIE
• (Butter Chicken,Lassi)

• Love MUSIC
• oGCDP forever

What is your Job Description as Vice
President oGCDP point wise?
• Clarity of the market and global
supply and demand
• LND of membership while ensuring
their proper JD
• Following SOP(standard operating
procedure) checklist with
XPP(exchange program Policies) to
ensure RAISE to REALIZE
conversion
• Clarity and implementation of
FOBO synergy
• Nationally aligning the LC in terms
of oGCDP,RMR,Targets vs Achieved
processes and innovations

What are your Measures of
Success?
• Number of Realized EPs.
• Number of Matched EPs.
• Number of Raised EPs.
• Number of EP Application
Forms received.
• Amount of income generated.
• EP contracts signed on time.
• EPs pay on time.
• All the members have clear
knowledge about the whole
OGX process.

Vision

Realizing your true potential and delivering
quality entrepreneurial transformations.

Focus Area
• Product Packaging
• Product Packaging
• Building and Retaining International Relations
• Member Empowerment
• Brand establishment and market capitalization

Focus Areas (1/3)
Market Research

International relations

Synergy with: Expansions

Synergy with: Finance

KPI: Segmentation of market
with proper knowledge of
college timelines

KPI: LC-LC
partnerships (20)

Product
Packaging

Focus areas (2/3)
LC-LC Investments through
Skype Calls and IR kits
Synergy with: Finance

KPI: 15 LC-LC Partnerships, 25
matches

Building and
Retaining
International
Relations

Focus Areas ( 3/3)
RNR Initiatives for
members

Virtual Engagement

Synergy with: TM and
finance

Synergy with: CIM
KPI: Conversion Rate50%

KPI: Motivation for the
members to raise

Member
Empowerment

Year Targets
Raise
Match
Realize

Q1
35
26
0

Q2
5
11
34

Q3
20
14
0

Q4
5
7
21

Quality
NPS – 63 Response Rate 75%

Total
65
58
55

oGIP
Shreya Singhal| Vice President

Me
• FUTURE ENGINEER ?
• DELHI :P
• AIESEC :D
• FAVOURITE JIVE

Job Description

• Oversees the processes and execution of
operations of the department from
• Manages all back operations such as TN
supply and demand analysis, market
research and product packaging.
• Guides the team in executing strategies
for growth and expansion of exchange
operations.
• Ensures the quality of exchange
experiences by facilitating the evaluation
and documentation in every exchange
process.

Measure of Success

•
•
•
•
•
•
•
•

received.
Amount of income generated.
EP contracts signed on time.
EPs pay on time.
All the members have clear
knowledge about the whole OGX
process.

Vision
Developing global leaders through professional
experiences in companies around the globe.

Focus Areas(1/3)
•

SOP EP
engagement

CV assessment

Synergy with: CIM,TM

Synergy with: MIT

KPI: 65 NPS,90% EP
response rate

KPI : 49 matches

Process
optimization

Stakeholder
management

Synergy with: CIM

Synergy with: BD

KPI: 71 % EP conversion
rate

PROCESS
OPTIMAZATION
via IM

KPI:2 LC-LC partnerships
49 matches

Focus Areas(2/3)
Stakeholder
management
LC collaboration
Synergy with: National
commission

Synergy with: BD
KPI: LC-LC partnership
and 49 matches

KPI: 49 matches

Reverse raising
Synergy with : BD,
Marketing
KPI : 6 matches

NEW
MARKETS

Focus Areas(3/3)
SOP EP
engagement

Member
Engagement


KPI: 65 NPS,90% EP
response rate

CEM


Synergy with: NA

KPI: 80% Retention Rate
71% Conversion Rate

KPI : 65 NPS

EXPERIENCE
DELIVERY

Year Targets

Q1

Q2

Q3

Q4

Total

Raise

25

3

41

0

69

Match

3

9

0

37

49

Realize

5

12

0

23

40

iGCDP
Athira Menon | Vice President
Pilot Projects and Local Markets:
Manipal and Udupi

Here are a couple of things you should know about
me :D

THE ONE THING I LOVE :
FROOTI !
THE ONE THING I’M SCARED OF :
Creepy Crawlies.

THE ONE THING I HATE :
Advertisements before Youtube videos !

My ‘WHY’ in AIESEC is to help me discover my complete potential and
to learn from EVERY experience and to use them to mold myself into
a better leader but more importantly, a better person 

Vision
Creating Leaders through Quality Experiences.

Success?

• Clarity of the market and global supply
and demand
• LND of membership while ensuring
their proper JD
• Following SOP(standard operating
procedure) checklist with
XPP(exchange program Policies) to
ensure RAISE to REALIZE conversion
• Clarity and implementation of FOBO
synergy
• Operations in Local Markets around
Manipal and Udupi
• Pilot Projects majorly with the
University
• Additional Job Role as Quality
Manager

•
•
•
•

All the members have clear knowledge
about the whole iGCDP process.
• NPS and RR

Focus Area (1/3)
IR Retention:
Synergy With : Quality Manager
KPI : 80% Retention of the IR done
by providing bi-weekly reports of
project progress and feedback on
the quality of project execution
ensuring a sustainable relation
rather than a one time partnership.

Synergy With : -

Standardised newsletters :
Synergy with: CIM and oGCDP
KPI: 25 GCDP Partnerships and
10 LC-LC Partnerships

International
Relations

KPI : Concrete Program partnerships
(7) obtained by representatives at
International Conferences

Focus Area (2/3)
University Relations :
Synergy with : Marketing
KPI: Strong and healthy University
Relation brought about by
conducting iGCDP projects in
collaboration with the University
thereby providing a direct
platform for showcasing Impact.

Synergy with: CIM & ICX Sales

KPI: Client satisfaction
[university] brought about by
the submission of healthy
documentation of the same

Pilot
Partnerships

Quarter-wise Impact
Modelling :
Synergy with: ICX Sales
KPI: 85% client retention

Focus Area (3/3)
Department Lead Sessions +
Operational Training :
Synergy With : TM [LTT]
KPI : Increased level of motivation
which can be quantified by
Targets Vs Achieved.

EP Buddy System :
Synergy with : -

RnR Program :
Synergy with : TM, F

Member

KPI : Member Contribution

Empowerment

KPI : Enhanced quality of
project delivery and EP
Satisfaction quantified by a
promoter NPS.

Additional Projects(1/2)
Associate
Membership
iEXCEL

Quality Delivery
Member Induction

• Synergy with: TM
• KPI : Active involvement of students from schools/PUs around
Manipal and Udupi. This will be tracked by the increased efficiency
in project delivery during the virtual cycle.
• Synergy with:
• KPI: Strong and healthy name of iGCDP in AIESEC in Manipal
University by expanding the LC through AIESECer EPs further
quantified by the increase in the Raise-match Conversion Ratio.

• Synergy with: CIM
• KPI : 90% Promoters [NPS] and 70% Response Rate

• Synergy with: TM
• KPI: Increased Member Contribution which will be quantified by the
Member Point system.

Projects(2/2)
Local Control
Board

• KPI :LC NPS = 51
LC Response Rate = 73%

Year Targets

Raise
Match
Realize

Q1
17
15
13

NPS : 32
Response Rate : 70%

Q2
10
9
8

Q3
20
18
16

Q4
28
25
22

Total
75
67
59

iGCDP
Sanjula Mansingh| Vice President
External Markets

Sanjula Mansingh :
I LOVE:
My Brother
Germany (IR)
SLEEP!
I HATE:
People who ruin my sleep.

WHY OF AIESEC:
It is the impact that it lets you create in people’s lives, the society
and the world at large, that drives me in AIESEC.

Success?


• Clarity of the market and global
supply and demand
• LND of membership while
ensuring their proper JD
• Following SOP(standard
operating procedure) checklist
with XPP(exchange program
Policies) to ensure RAISE to
REALIZE conversion
• Clarity and implementation of
FOBO synergy
• Operations in expansion areas
around and in Mangalore

•
•
•
•

All the members have clear
knowledge about the whole iGCDP
process.

Vision

Creating leaders through quality experiences

Measure of Success

•Ra-Ma-Re
• 80% Client retention
• NPS
• 80% member retention
• Financial sustainability

Focus Area 1
Merchandise:

KPI: Better Quality of
the Workshops
Travel:

Delivery:

Synergy with ICX Sales
and F
KPI: Higher NPS

Synergy with: CIM
KPI: Higher NPS

EP
Experiences

Focus Area 2
Synergy with: CIM

Synergy with ICX Sales
KPI: Client
Engagement

KPI: Client retention
(Newsletters, MoUs,
Feedback forms)

(Sending goodwill
baskets)

CRM

Focus Area 3
CRM:
Synergy with: CIM & ICX
Sales
KPI: Client Retention
Membership
Development :

Impact Modeling:

Synergy with TM
KPI: Member retention

KPI: Sale of every
project

(LnD initiatives in
Mangalore)

(Project evolution )

Functional
&
Sustainable
Mangalore

Projects(1/2)
CRM

Merchandise
Travel
Delivery

• Synergy with: ICX Sales + CIM
• KPI: Client retention
• Synergy with: ICX Sales + F
• KPI: Better quality of workshops
• Synergy with: ICX Sales + F
• KPI: Improved Delivery and higher NPS Score
• KPI: Better NPS

Projects(2/2)
Membership
Development

• Synergy with: TM + CIM
• KPI: Member retention

IR

• KPI: LC-LC Partnerships

Impact
Modelling

• Synergy with: ICX Sales
• KPI: Sustainable projects

Year Targets

Raise
Match
Realize

NPS : 32
RR: 70%

Q1
14
10
6

Q2
64
48
32

Q3
56
42
28

Q4
54
40
26

Total
188
140
92

Year Targets for Mangalore

Raise
Match
Realize

NPS : 40
RR: 70%

Q1
0
0
0

Q2
0
0
0

Q3
39
31
28

Q4
12
9
8

Total
51
40
36

ICX Sales
Rutwij Nakhwa| Vice President

2nd Year, MIT from Mumbai (Thane :P)
AIESECer
Foodie
Reader
Traveller
Movie Buff
Dog Lover
The Beatles
Tennis
Capricorn
Y2B
Beware: My jokes are leathal ;)

Job Description
• Ensuring that the iGCDP program is financially sustainable
• Working towards sales of the iGCDP program and consulting the
iGCDP department on the same
• Establishing and overseeing operations for iGIP
• Working towards and overseeing NEP for the LC

MoS
• Total funds raised for iGCDP
• Number of realizations for iGIP and NEPs

Vision

Evolving Incoming Exchange as a product to generate business value.

Focus Areas
• Fundraising
• Market Capitalization
• Customer Layout

Focus Areas (1/3)
SALES DEVELOPMENT
PROGRAM
Synergy with: BD, CIM, TM
KPI: Developing sales competencies in the
membership and building talent capacity
IMPACT MODELLING
Synergy with: GCDP ICX

CORPORATE OUTREACH PROGRAM

KPI: Long term sales partnerships for GCDP
ICX.

Synergy with: Finance, Marketing,
CIM,Expansions
KPI: Leads generated for sales

Fundraising
COLLABORATION
KPI: Total funds raised

IN-KIND PARTNERSHIPS
Synergy with: GCDP ICX, BD
KPI: Recieveables to
supliment iGCDP activites.

Focus Areas (1/3)
CORPORATE OUTREACH PROGRAM
Synergy with: Finance, Marketing,
CIM,Expansions
KPI: Leads generated for sales
IN-KIND PARTNERSHIPS
Synergy with: GCDP ICX, BD
KPI: Recieveables to
supliment iGCDP activites.

CLIENT SATISFACTION MODULE
Synergy with: CIM

MARKET
COLLABORATION
KPI: Total funds raised

Capitalization

IMPACT MODELLING
KPI: Long term sales partnerships for GCDP
ICX.

Focus Areas (1/3)
CLIENT SATISFACTION MODULE
Synergy with: CIM

MATCHING BOOST
Synergy with: CIM,
GCDP ICX, Marketing,
GIP OGX
KPI: Raise to Match
conversion

IMPACT MODELLING

Customer
Loyalty

KPI: Long term sales partnerships for
GCDP ICX.

Year Targets

Raise
Match
Realize

Q1
4
2
0

Q2
7
5
4

Q3
9
6
4

Q4
5
6
7

Total
25
19
15

Year Targets
Q1
Inflow

71,754

Client Retention: 80%

Q2

Q3

1,73,772 1,15,716

Q4

Total

86,790

4,48,032

Business Development
Vivek Menon| Vice President

Vivek Menon
Education
Vidyodaya School, Cochin
The Indian School, Bahrain
Perusing
Mechanical Engineering
At
Manipal Institute of Technology

Born on 2nd November 1993,
In TRISSUR , KERALA

Lived in ERNAKULAM, Kerala for 13 years!

Moved to Bahrain in April 2006

Lived on the island
for 5 years

•
•
•
•
•
•
•

Recruited in Feb 2012
Team Member oGIP
OC Lcong Sept 2012
OCP Y2B 2013
TL BD
TL Recruitment
Vice President(select) Business Development

Job Description
• To raise funds for events and LC projects
• Build business for the LC
• Sales training

Measure Of Success
• Funds raised
• Clients retained
• Growth in business

Vision
Establishing AIESEC as a relevant partner in the corporate world.

Focus Areas

• Fund Raising
• CRM
• Corporate Relevance

Focus Areas (1/3)
Collaborative
Partnerships

New Innovations

Synergy with : Expansions,
Talent Management &
Finance
KPI: Amount of funds raised
collectively and mutual
growth

OGX Merchandise
Synergy with: Finance &
oGCDP
KPI: Build up of IR

Synergy with: ICX Sales &
Marketing

KPI : Strong market
presence and knowledge
about AIESEC externally

Fund
Raising

Focus Areas (1/3)
Client Retention
Synergy with: ICX sales
and Marketing
KPI- clients that want to
re-engage at a higher
grade

CRM

Focus Areas (1/3)
Recruitment of returned EP’s
Synergy with: Finance & oGCDP
KPI: Increase in number of
companies that come to recruit
and Number of customers who
sign up for gcdp instead of gip

Corporate
Relevance

Calendar Of Events (Q1 & Q2)
Month
January
February
March

April

Strategy/Project

MoS

Y2B

Funds Raised, Clients Engaged

LCONG
HUMANISM SUMMIT

Funds Raised
Funds Raised, Clients Engaged

May
June

Calendar Of Events (Q3 & Q4)
Month

Strategy/Project

MoS

July
August

GV

Funds Raised, Clients Retained

BKK


Recruitment, LTN


DOC CON

Funds Raised, Clients
Retained

September
October
Novemeber
December
January

Clients
Annual General Meeting 2014 | AIESEC in Manipal University engaged, funds

Y2B

raised, contribution to

Year Targets (BD)
Inflow
From BD

Q1
68,000

Q2
Q3
Q4
1,65,000 3,75,000 2,10,000

Client Retention – 75%

Total
818000

Marketing
Shraddha Ganesh| Vice President

Introduction
• Shraddha Ganesh
• Mumbaikar. TamBrahm.
• Love Dogs!
• Movie – Yeh Jawani Hain Deewani
• GCDP – Bandung, Indonesia.
• My ‘WHY in AIESEC’ –
Challenge myself to test my potential
and to evolve each day! 

Vision

Innovation to drive down performance.

Job Description
Ongoing PR and Corporate Branding
Positioning
and
Packaging
Market
Research

Feedback

Promotion

SALE

Ongoing PR and Corporate Branding

Focus Areas (1/3)
Media Presence
Synergy with: OGCDP
KPI: 200 registrations, 30%
conversion rate & improvising
our brand image

Impact showcase
Synergy with: OGCDP & BD
conversion rate

Virtual presence
LC Design Team

Synergy with: OGCDP
KPI: 1000 registration,
50% conversion rate

Showcasing
Impact

Synergy with: TM
KPI: All physical and
virtual poster/banner
creation

Focus area (2/3)
Partnerships

Media presence

Synergy with: oGCDP

Synergy with: OGCDP
KPI: 100 registrations, 30% conversion rate &
improvising our brand image

conversion rate & improvising our
brand image

Events

Synergy with: OGCDP & Expansions
KPI: 500 registration, 50% conversion
rate

Increase our
physical and
virtual outreach
to build a brand
image.

Virtual presence
Synergy with: OGCDP
KPI: 1000
registration, 50%
conversion rate

Focus area (3/3)
Partnerships
Synergy with: oGCDP
conversion rate & improvising
our brand image
Events
Synergy with: OGCDP &
Expansions
KPI: 500 registration, 50%
conversion rate

Media Presence
To be the first
choice
partner for all
the students
in Manipal.

Synergy with: OGCDP

conversion rate &
improvising our brand image

Talent Management
Dhyaan Kanakia | Vice President

• Guajarati from Pune
• Biomedical Engineering, 2nd year,
MIT
• Recruited in October 2012
• Worked for GCDP ICX, Impact Week
and the Local Training Team

Job Description
• Managing human resources
• Delivering quality TMP and TLP experiences
• Planning and managing recruitments
• Managing alumni relations

Measure of success
•
•
•
•

Membership retention rate
Regular check on member experience and talent development
Evolving portfolio structures to increase organizational performance
Engaging membership through LEAD

Vision

Inculcate a sense of integrity and leadership in
every member through active engagement and
motivation

Focus Areas
• Knowledge development
• Organization structure evolution
• Member engagement and Motivation

Focus area (1/3)
Learning and
Development through
the LTT

Operational Induction

KPI – Soft skills and
operational knowledge
development in 100%
members

KPI – Maximum potential
obtained from new
recruits in terms of
targets vs. achieved

Knowledge
Development
in
Membership

Focus area (2/3)
Program Based
Recruitments

TMP and TLP on
Exchange

KPI – Allocation of
members as soon as
recruited

KPI – Contribution to
TMP and TLP

Synergy – Program heads

Synergy – GCDP ICX

Organizational
Structure
Evolution

Focus area (3/3)
Tracking Member
Performance and
development

Member
performance driven
LC RnRs.

KPI - Tracking the
development of 100%
members through the TMP
and TLP programmes.

KPI – Achievement of
department targets

Synergy - CIM

Synergy - Finance

Member
Engagement
and
Motivation

Year Targets

TMP
TLP

Q1
150
48

Q2
120
35

Q3
135
40

Q4
140
40

Total
545
153

Communications and
Information Management
Neelay Bharani| Vice President

2nd Year CSE, MIT
Few Things I love

Communications and
Information Management
Neelay Bharani | Vice President

Job Description
• Creation, Implementation and management of all IT
tools and platforms
• Maintaining the channels for internal
communication with all stakeholders

• Education and support to enable the membership
to work effectively with the systems

Measure of Success
• % of growth caused by IT Tools Implementation
• % of growth caused by Communication channel
implementation

Vision

Creating an healthy virtual climate to boost
exchange

External
Communication
Synergy with: Exchange
Departments , BD
Internal
Communication

KPI: Views, Bounce
Rate

Learning Hub

Departments , BD

Departments

KPI: Open rate, Bounce
Rate

KPI: Learning : Unique
Views

Communication
Management

Tools Training
Synergy with: All
department's
Membership Tracker

KPI: Avg Conversion
Rate = 70 %

EP Grading Tool
Synergy with:
oGCDP

Synergy with: TM
KPI: Members
Tracked = 100 %

KPI: Increase in
Raise to Match by
15 %

Training
and
Tracking

Effective
knowledge
management

Making
reports and
inferences

Business
Intelligence

Providing the
inferences to
other
departments

Expansions
Suvanya Suhag | Vice President


About ME!
• 19
• Army Brat
• Jaat from Gurgaon
• Communication Student in SOC
• Dog Lover 
• Shopaholic
• LOVE JIVING!!

VP Expansions Job Description
Operations and Strategic
Management

• Exchange Management
• Customer Experience Management
• Strategy Creation
• MoS : Number of Exchanges

Communication between
entities

• Point of contact for communication between expansion entity
and parent LC
• Membership Management
• MoS : Member Satisfaction and Engagement

Expanding Outreach of
AIESEC into untapped
markets

• Market Research and Feasibility Analysis
• New expansion initiatives
• MoS : Expansion Health Check and number of expansion
initiatives

Vision
To increase our physical and virtual outreach through expanding into
potential markets and providing our stakeholders engagement and
development opportunities


Year Targets (1/2)
Element
No. of members
No. of iGIP clients
No. of University/ College
partners
No. of iGCDP clients
No. of ER partners
No. of Board Members

Targets
70
9
6


5
5
7

Year Targets (2/2)

Raise
Match

oGCDP
65
60

iGCDP
51
40

oGIP
5
4

iGIP
19
15

TMP
120
120

TLP
30
30

Realize

55

36

4

10

120

30


Focus Areas (1/3)
IXPs

Promotion of ILCEPs.
KPIs: High Membership
Retention Rate, Number of
Exchanges, Number of
Opportunities taken.
Synergy: VP TM,VP Exchanges

Retention Rate,Number of
Members going on
Exchange,Increase in Number of
Opportunities taken.

Attendance at Local and
National Conferences

Virtual and Physical Training.
KPIs: Number of
Exchanges,Member Satisfaction
Rate
Synergy: VP TM

Synergy:
VPs ICX & OGX

Experiential
Leadership
Development
for the
Membership

Retention Rate,Member
Satisfaction Rate,Increase in
Number of Opportunities taken.
Synergy: VP TM,VP Finance

Focus Areas (2/3)
Physical Presence
KPIs: Increase in Number
of Registrations
Synergy: VP Marketing,VP
Finance

Presence of AIESEC at
Various External Forums
of Registrations
Synergy: VP BD,VP
Marketing, VP ICX Sales

Online Presence

Media Partnerships

of Registrations

of Registrations

Synergy: VP Marketing,VP
Finance

Physical and
Virtual
Outreach

Synergy: VP Finance,VP
Marketing

Focus Areas (3/3)
Presence of Externals at
AIESEC Forums

Regular Information
Flow

KPIs: Better Client
engagement, Increase in
Raises through UR,
Betterment of IR.
Synergy: VP BD,VP
Marketing, VP ICX Sales

Development of ER
KPIs : High Client
Satisfaction and Retention
Rate, Client engagement

KPIs: Increase in Client
Satisfaction &Retention
Rate, Increase in Raises
through UR.

Synergy: VP ICX Sales ,VP
BD

Synergy: VP ICX Sales,VP
BD,VP CIM

University
Relations
and Client
Relation
Management

Key Activities for the Year- SMU
Month

Activity/Event

January

• Selection of a Campus Ambassador

February

• Recruitment and Induction

March

• North-East RYLC
• Legislation of Interest Group
• Physical Coaching Visit + UR

April
May
June

• Vacation Virtual Engagement
• ILCEPs
• Legislation as Official Expansions at JNC 2014

Key Activities for the Year- SMU
Month
July

August
September
October

Activity/Event
•
•
•
•
•

Parent Engagement Plan
ILCEPs
Showcasing Impact (returned EPs)
Physical Visit + Recruitment and Induction
Attendance at RYLC

November

• iGCDP Feasibility Check

December

• ILCEPs


Key Activities for the Year- Mangalore
Month
January
February

•
•
•
•

Activity/Event
University Partnerships
Recruitment+Induction
Coaching Visit
Mangalore Day

March
April

• Attendance at LCONG & South RYLC

May
June

• ILCEPs
• Attendance at JNC


Key Activities for the Year- Mangalore
Month
July

August

September
October
November
December

Activity/Event
• Coaching Visit
• Showcasing Impact (Returned EPs)
• Parent Engagement Plans
• Global Village
• Recruitment + Induction

• Coaching Visit
• Mangalore Day
• NSC 2014
• ILCEPs

Questions?

Annual General Meeting 2014 |
AIESEC in Manipal University

Finance
Arnav Sachdev| Vice President


•

Hometown

Chandigarh

•

Education

•

AIESEC
Journey

3rd Year, B.Tech, Mechanical
Engineering, MIT
o Recruited in Feb 2012
o TL, ER-iGCDP
o Finance Manager
o EP : Varna, Bulgaria
June 2013
o OCVP F&CIM, Impact Week
2013
o Vice President (Select)
Finance
o Member, National Control
Board

Arnav Sachdev

Vision
Smart investment model leading to exponential
growth and sustainable prosperity.


Job Role
•
•
•
•

Management of LC’s Finances
BoA Relations
Legal Affairs
Ensuring Financial Sustainability of the LC

MoS
• Financial Sustainability
• RoI on Investments
• BoA Engagement

Focus Areas
Finance education & legal contracts
Business model implementation
Better UR & greater involvement of BoA members

Areas of Investment (1/3)

OGX

• Investment in EP kits and department RnRs apart from
Skype credit, IXP subsidies etc.

ICX

• Physical presence at Business Conventions to promote iGIP
• Investment into delivering quality XPs to iGCDP interns

Expansions

• Physical visits to SMU & Mangalore
• RnRs and conference subsidy for expansion entity members

IR

• Attendance at 3 International Conferences
• CEEDs : 1 Incoming & 1 Outgoing


TM & LnD
CIM

Marketing
Administration

• RnR campaigns, conference subsidies
• External LEAD sessions and coaching visits.
• Premium Wix Account & Domains

• Online marketing
• Physical marketing & Small Scale Events for Branding
• Investments in Office Infrastructure to better office
culture


Innovation Fund

• Setting up an Innovation Fund for implementing

new ideas.


Percentage Division of Inflow
Source
BD - ER

Amount
12,66,032

Percentage
18.51%

oGCDP

25,88,000

37.83%

oGIP
iGCDP

9,26,000
17,95,200

13.54%
26.24%

iGIP
Others

1,95,000
70,000

2.85%
1.02%

iGIP
2.85%

Others
1.02%

iGCDP
26.24%

BD - ER
18.51%

BD - ER
oGCDP
oGIP
iGCDP
iGIP

oGIP
13.54%

oGCDP
37.83%

Others


Percentage Division of Outflow & Savings
Source

Amount

Percentage

Exchange
20,68,515 32.75%
Programmes
Support
20,70,050 32.77%

Exchange
Programmes

Support
MC Fees
31.14%

3.33%

Expansion

2,10,550

MC Fees

Exchange
Programmes
32.75%

Expansion

19,67,140 31.14%

MC Fees

Expansion
3.33%

Support
32.77%

Team Stand
Experiences Inspire Integrity

Leadership in Every Entity
Endeavour to Connect

Focus Areas (1/3)

Accumulation and
collection of all data

Using these reports to
make measured decisions
in terms of optimization
of workflow and OS

Organization of the
collected data into
segments for user
accessibility
Making reports to make
inferences on the data
collected over the past

Business
Intelligence

Recognizing the
focus area's and
areas to grow using
these reports

Focus Areas (2/3)
Program based
recruitments to give new
recruits better
understanding of the
portfolio

Defining a clear job role
for each member

Operational Induction

Soft skills capitalization

Talent
Capacity

Focus Areas (3/3)
Periodic collection of
membership feedback and
severe assessment of the
same

Concrete training on the
operational aspects of
Quality

Customer
Experience
Management

Membership Involvement
– Membership should be
encouraged to be proactive in identifying and
addressing quality related
problems

EB Structure – Exchange Portfolios

Local Committee
President

VP oGCDP Existing
Markets

VP oGCDP New
Markets

VP oGCDP
Outer Markets

VP iGCDP
VP oGIP

VP iGCDP

Pilot Projects and
Local Market

National Projects
and Outer Markets

EB Structure – Exchange Support Portfolios

Local
Committee
President

VP Marketing

VP Talent
Management

VP Comm. and
Information
Management

VP Expansions

VP Business
Development

VP ICX Sales

VP Finance

Year Targets

Raises
Matches
Realizes
NPS
Response
rate

oGCDP
249
226
206
63
75%

oGIP
69
49
35
65
80%

iGCDP
263
207
151
32
70%

iGIP
25
19
15
43
70%

TMP
545
545
545
50
75%

TLP
153
153
153
50
75%

Annual General Meeting Highlights

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Ähnlich wie Annual General Meeting Highlights

Ähnlich wie Annual General Meeting Highlights (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Annual General Meeting Highlights