SOLA AIESEC in Ahmedabad

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SOLA AIESEC in Ahmedabad

  1. 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. 2. AIESEC in Ahmedabad State Of Local Affai
  3. 3. oGI P
  4. 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. 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. 6. Relation to Talent management Improper OS defined till June 2013 A Proper OS to be Implemented by August end.
  7. 7. Relation to Finance No Financial Investments made in oGIP so far.
  8. 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. 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. 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. 11. Question s?
  12. 12. oGCDP
  13. 13. AIESEC IndiA ExchangE Stats: 2013 vs 2012 Raise Match Realizations 2012 901 339 233 2013 1334 699 621
  14. 14. SO What About Our LC ?
  15. 15. AieseC in Ahmedabad Exchange Stats: 2013 vs 2012 Raise Match Realizations 2012 41 12 10 2013 55 23 24
  16. 16. AieseC in Ahmedabad: Five year Progression 0 5 10 15 20 25 30 2009 2010 2011 2012 2013 Realisations Realisations
  17. 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. 18. Raise Match Realizations Target 80 47 55 Achieved 55 23 24 Targets Vs Achieved
  19. 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. 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. 21. Question s?
  22. 22. ICX
  23. 23. iGIP
  24. 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. 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. 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. 27. iGCDP
  28. 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. 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. 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. 31. Question s?
  32. 32. XD
  33. 33. LC RMR [2012 v/s 2013]
  34. 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. 35. International Relations
  36. 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. 37. CEEDERs hosted CEEDer from China. CEEDer from Taiwan CEEDer from US. CEEDer from UK.
  38. 38. Quality - NPS
  39. 39. Inferences Lack of NPS knowledge. Low response rate. Zero TMP/TLP on Exchange. Lack EP and intern Engagement. Improper expectation settings.
  40. 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. 41. Question s?
  42. 42. TM
  43. 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. 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. 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. 46. Current Membership Status: Full Members: 29 Members on Probation: 50 Members on Alert: 11 Total Membership: 90
  47. 47. Key Projects: August Recruitment Formation of “Talent Support Group” (Board of HR)
  48. 48. Question s?
  49. 49. Marketi ng
  50. 50. LC Update Year long partnership with L.J. Group of Institutes. Marketing Partnerships: Café unplugged, Cabana, Amore, Get- together, Chocolate room.
  51. 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. 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. 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. 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. 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. 56. Question s?
  57. 57. CIM
  58. 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. 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. 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. 61. Question s?
  62. 62. BD
  63. 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. 64. INFERENCES The Department is Nationally Aligned. Not many events in the First 6 months. CRM process non implementation. Alumni not capitalised.
  65. 65. UPCOMING EVENTS Stakeholder’s Dinner (16th September 2013) Ahmedabad Youth To Business (Last Week of October,2013) Balakalakaar (January,2014)
  66. 66. Question s?
  67. 67. LC
  68. 68. Lc status Target Achieved Exchanges 356 86 Membership 125 90 Leadership 36 31
  69. 69. Exchanges iGCDP 41 iGIP 21 oGCDP 24 oGIP 0 Total 86
  70. 70. Team Priorities oGCDP driving growth through SUs. Experience Development. Financial Sustainability.
  71. 71. LC Focus Programmes oGCDP iGIP
  72. 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. 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. 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. 75. Year Theme
  76. 76. What The F !!!
  77. 77. AIESEC as an NPO
  78. 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. 79. What is Finance?
  80. 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. 81. WHAT IS THE JOB ROLE OF A VICE PRESIDENT FINANCE
  82. 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. 83. Price Structure
  84. 84. August 31st General Model Raise 3000 5000 Match 0 0 Realization 7000 5000 oGCDP
  85. 85. iGCDP • TN: • EP Raise 0 Realization 3500 200$(Approx. Rs. 12000)
  86. 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. 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. 88. Reconciliation
  89. 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. 90. New Financial Structure
  91. 91. CALCULATION
  92. 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. 93. 100000 200000 300000 10000 16666.66667 18750 10 20 30Income Recon
  94. 94. AIESEC in Ahmedabad Finance State of Local Affairs
  95. 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. 96. Contribution Department wise for Debt Repayment 133200 18500 24050 9250 oGCDP oGIP iGCDP iGIP
  97. 97. RECOVERY RATES oGCDP oGIP iGCDP iGIP 82.46753247 81.81818182 58.03571429 48.99103139
  98. 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.

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