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Specific questionnaire Specific questionnaire Document Transcript

  • Specific Questionnaire 1. Present your strategy on how to decrease the delivery time and how to increase the realization rate on Outgoing GIP in AIESEC Romania for the following term. Starting in the logical order the first step to decrease delivery time and to increase the realization rate is to align Supply and Demand. Although we have worked with this, it was more in theory than practical, because at this point we tend to target the wrong students and to have nothing to offer to them. So making a clear profile of the students we want to recruit according with the demanding TNs on the platform, will enable us with shortening the delivery period and realizing our objectives. Related to this, comes signing partnerships based on specific needs, so for example if we will make a partnership with Norway immediately after they get the desired profile of an IT student/graduate, and we will recruit based on that profile, of course the matching time will be really short and the rate of realization will be increased. The key for this to happen successfully is to have these partnerships done in time, analyzing the student market that we have (not promising what we cannot deliver) and having specific numbers of Ra, Ma, Re, established in our partnerships. Another important strategy in order to decrease delivery time and increase the realization rate is having an EP management system implemented and coordinated from national level, in this situation we will have somebody in charge to take care of EPs and service them and keep them focused on finding the suitable internship. Also related to servicing the EP, is a talent capacity growth strategy, meant to contribute to the preparation that GIP EPs need, and its about having professional preparation on their specific needs or even a short internship in a local company in order to increase the level of knowledge they have and to gain the necessary competences in order to get matched as soon as possible. So basically this strategy solves every bottleneck that appears every step of the delivery period of a GIP.SPECIFIC QUESTIONNAIRE ANDREEA FRATILA
  • 2. What should be the evolution of each sub program on Outgoing GIP? What are the concrete steps you are going to take in order to reach the performance stated? Working with ongoing recruitments and introducing 2 more sub programs: Global Economics and Global Business is one of the most important steps to be taken, which will ensure reaching the performance stated. As you can see in the Gantt attached with the evolution of sub programs, the concrete steps I am going to take are firstly regarding having as main supplier of number of experiences, Global IT, mainly because AIESEC Romania is recognized at international level for the quality and quantity of IT EPs, and has all the support needed in order to reach this level, but also because the IT sector is on second place in Romania, as number of students and graduates provider. The second step is to invest a lot in the economic students, because this is the specialization with the highest number of students in Romania and also according to this term realizations, is the sector which provided more than half of these realizations. Also developing 2 new sub programs on this area will guarantee the coverage of a bigger market share, so having Global Economics and Global Business, besides Global Marketing will ensure the necessary pipeline for realizations. Global Education will go in the idea of not missing the peak and this way offering the results expected, and also having a partnership with the Inspectorate of every city in order to have the targeted market (the exam for becoming teachers). Global Engineering will be especially focused in the LCs which have a bigger amount of technical students, thus covering a need of the market. The most important, in order to bring the results expected, is to know and understand our market, to have every time in mind that each and every one of the sub programs stages should be specially created to their needs and time. *Gantt attached 3. How will you manage the marketing strategy of AIESEC Romania on Outgoing GIP taking into consideration the national sub programs?SPECIFIC QUESTIONNAIRE ANDREEA FRATILA
  • In order to have a better management of the marketing strategy for outgoing GIP, it is needed to understand the market, thus leading towards a better market reach. Having in mind that outgoing GIP sub programs are already defined, their value is known by the organization, the further step is clear positioning in the market, which will be easy to do if it will be followed the next flow: Goal (what is the goal?), Target (which are the characteristics of the target audience? which are the habits and behaviors of the target?), Channels (which are the channels used by the target audience?), Message (what would like the target to hear?), Action and Quality and Quantity measurement. The alignment of back office strategy with front office strategy will create the perfect environment in order to implement the marketing strategy based on sub programs, already existing. 4. Analyze the performance on Outgoing GIP in the last 3 years in AIESEC Romania. How will you ensure a constant growth in quality and quantity in GIP on the following term? Term Realized 2010-2011 169 2011-2012 148 2012-2013 77 Q3 Ra Ma Re 2010-2011 69 69 64 2011-2012 115 47 56 Growth 66,67% -31,88% -12,50% 2012-2013 98 42 40 Growth -14,78% -10,64% -28,57%SPECIFIC QUESTIONNAIRE ANDREEA FRATILA
  • Q4 Ra Ma Re 2010-2011 43 38 50 2011-2012 52 31 29 Growth 20,93% -18,42% -42% 2012-2013 74 26 23 Growth 42,31% -10,64% -28,57% In terms of growth, GIPo was in a decrease in the last 2 years so in order to propose strategies which will ensure a significant growth for the next term, let’s take a look, on how the situation is on quarters. In Q3, GIP has been decreasing in the last 2 years, but what is important is the gap between RA, MA, RE. In 2010-2011, the difference between RA, MA, RE, wasn’t alarming, but starting with next term, a big gap can be seen, which means that the rate of realization and retention of EPs on the platform in considerably dropping down. In Q4, it can be observed that comparing with 2010-2011 and 2011-2012, AIESEC Romania had an important growth in terms of Raising but what is alerting, is the huge difference between raised and realized., In order to prevent this enormous gaps, an EP management system is required to ensure the servicing of the EPs, this way having a bigger retention rate and a bigger realization rate, and also increasing the quality of their experience. In terms of reaching the realizations wanted for next year, it is really important to have a pipeline for each sub product throughout the entire year which will be ensured by the correct implementation of ongoing recruitments for each sub program and by going externally, understanding the need of our market covering it. Also having excellent collaboration with the universities, will ease our recruiting process. Implementing in the correct manner the project based sub programs, it will ensure the growth in the quantity of realizations but also in the quality of the experiences offered.SPECIFIC QUESTIONNAIRE ANDREEA FRATILA
  • 5. Present the main bottlenecks that kept AIESEC Romania from achieving the objectives planned on Outgoing GIP. What will be the key strategies for each of them, that you are going to implement in order to achieve the objectives planned? Bottlenecks Strategy Chaotic planning Understanding and using backwards planning in order to have realistic realizations planned. And also guidance in order to know how to have pipeline for the entire term. No. of members working for GIP and the Working from the national level (MCVP OGIP and lack of preparation MCVP TD) together with LCVPs in order to distribute the human resource accordingly to the needs, moreover externalizing to other areas (TD and COMM) some parts of OGIP OCs, and in terms of preparation having TTX local regionals or national made and implemented on a framework from the national Not having the pipeline for GIP Implementing from March until July ongoing (especially in the summer period) recruitments global internship program on specific sub products. Lack of realization during summer due to Implementing an EP management system in order matching not to lose EPs and having partnerships in these time, established beforehand. Wrong implementation of sub-products Having at least twice a year a conference at national level with all OCP for each sub product, in the same idea as 5TTC for Grow, in order to improve the implementation.SPECIFIC QUESTIONNAIRE ANDREEA FRATILA
  • Supply and demand management in Align them correctly, having a framework from theory but not practical national level and implementing it at local level, and making it an action step in the implementation of each sub product. Same methods of promotion, not Market understanding in order to see which methods efficient and not able to reach the of promotion will work for each segment of the targeted audience market and also to know how to reach students and partnership with the University to offer support and more credibility in front of the students. Not having a clear responsible for the During planning both areas should work together in marketing part (national and local level) order to know for sure who is responsible for what. Really big number of applicants but Understanding our market is really important small number of selected people because in this way we will be able to reach the appropriate students and to make them understand what they are applying for.SPECIFIC QUESTIONNAIRE ANDREEA FRATILA