General Questionnaire MCVP Sales AIESEC RO 12-13


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General Questionnaire MCVP Sales AIESEC RO 12-13

  1. 1. MCVP Sales AIESEC Romania 2012-2013 Adriana Mahu Application FormMembers Committee Vice President 1. Why have you decided to stand for AIESEC Romania? What will be your contribution to the MC team and what do you expect to learn from the experience? I think that everyone wants to change the society but everyone wants others to do that for them. I want to step up, take this opportunity and make the best out of it, having an impact in the MC and in 15 LC`s and leaving behind results and the basis for the next years. Being in AIESEC means a lot for me because here I had the opportunity to find similar values to mine and to have a better knowledge of who I am and what I can do. My inner motivation comes from passion for this area, from determination, I strongly fight for things in which I believe and I believe in AIESEC, from perseverance, I never give up and try to make things happen until the end and from responsibility, I deliver on my promises and tasks. I want to have strong and involved partners who have a very good understanding of the organization and manage to support us in our activities, succeeding this way in the development and growth of AIESEC. I would say that my strengths are the fact that I can maintain the focus till the end and pay attention to the details, doing things properly, not superficially. Also, when I believe in something, I put all my effort, strengths and feelings in order to realize it. I think that next year, this area needs more clear processes, careful implementation, orientation to action and cooperation. My Belbin profile sais that when I believe in doing something, I will not be satisfied until the matter has been put right. I may gain a reputation for pursuing things to the bitter end. And because I am not one to make false promises, in the short run I may have to encounter unpopularity. But on the other hand my personal effectiveness is one that will be increasingly appreciated as time goes on. That is because the relentless pursuit of truth pays off where it can be combined with sincerity and integrity. In the end, people respect consistency and the fact that they know where they are with me. My management style is one that produces results because I instill a sense of urgency into people. My key learning points will be to enhance making decisions at a facer pace, anticipating trends and outcomes, experience in sales strategies, training and working with people from different cultures backgrounds. 2. Create a proposal for AIESEC Romania 2012-2013 strategy that should cover the next points (a,b and c): a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Romania. The points above have to be evident in the plan you create and the correlation between them too. Strengths Weaknesses Opportunities ThreadsAlignment of Autumn The lack of local adaptation National partnerships (media, Different students marketsRecruitment at national of the message and profile cash, in-kind)levelUnitary message Positioning on different External environment External environment markets understands easier our core seeks for concrete workPositioning of AIESEC Instability Positioning in the Business Competition in the NGORomania, increasing market environmentvisibilityQuality on Incoming Sustainability, CSR Companies and NGOsExchange- Reception accommodation are skeptic to big expensesGrowth of Incoming GIP Lack of sales culture, lack Increase of IT market Economical crisison the raising side with of corporate exchange Start-ups Other solutions
  2. 2. 85% culture, big problems in Alumni Mindset matching Companies that want to Processes implementation expand in other countriesExistence of national Implementation of National National partnerships (media, Lack of delivery ruinsprojects and initiatives Projects (realization rate, cash, in-kind), credibility relationships actually running them) New local markets Multinationals leaving Product Development Romania, or keeping only some services/divisions hereNational CRM Implementation, lack of Company consultancy usageQuality of EPs The ones with strong know- Partnerships with companies Local market how don’t want internships that would allow their newly and are interested in recruited members to go on countries only from WENA. exchange. Partnerships like TATA CNational conferences Functional area Trainings from companies Low interest from thewith functional area preparation. external environmentfocus, webinars Differences in the EBs, LCsAll LCs have membership Most LCs fight to keep their Good relationship with LCs,(15 LCs) membership by achieving markets etc. the minimum standard, losing focus on areas on which they can capitalize.2 new LCs Low focus New marketsKnow how Help for their needsNo of members that take Mindset Talent Accessmore than one program-Qualitative experiencesPositioning in the Not all members have a International and LC2LCinternational network- global view and knowledge partnershipsgood people in the on how to useinternational network myaiesec.netAlumni focus Lack of specific strategies Large number of Alumni Alumni don`t agree with on Alumni Develop LLC, AIESEC organizational changes Scholarship, TN Corporate, Too little LCs have a Develop new projects strong Alumni marketAll LCs have membership Most LCs fight to keep their Credibility(15 LCs) membership by achieving the minimum standard, losing focus on areas on which they can capitalize. b. The 3 main priorities for your area(s) based on the general SWOT analysis. What strategies would you propose for each one and what results would you like to see in each of those priorities at the end of your term. PRIORITIES STRATEGIES OUTCOMELong term partnerships- - Setting clear criteria and benefits - Concrete benefits delivered through aEmpowering NGP for the NGP structured NGP - Creating customized packages with - Increase Delivery and Company satisfaction each partner from NGP - New markets approached customized -Resigning and improving - Increase partners retention rate partnerships - Better achievement of sales target -Reconnecting with old partners - Relevant partners for our needs -Signing new partnerships based on - Endorsements from close partners, from
  3. 3. Mc Budget alumni -Smart selling - Events participation and organization -Presence in the external environmentProduct Development - Assessment on our partners needs - More Incoming GIP results, financial and - Capitalizing on close partners content partners faster and more qualitatively feedback to develop new products - New products in collaboration with - Product Packaging on Incoming companies GIP for each market - Improved benefits for our products - Products based on key benefits - Vendible products - Create initiatives with our partners - Develop existing products K -NoAccount Management - Account management plan and - Quarterly evaluation reports sent to partners implementation with the NGP - More partners involved in BOA, - Customer care strategy and Conferences, AIESEC programs involvement of partners in AIESEC - MC Delivery Plan activities - 100% CRM completed - Tracking on delivery - CRM c. The external opportunities you can capitalize from your position to get the vision you propose in point (b). Multinationals - A lot of them are leaving from Romania, leaving only some departments which means they need specialists (exchange) -Some of them are coming to Romania which means they need human resources (talent access) Companies with global mindset- more and more companies have English versions of websites and to extend, to export their products National partnerships: Assuring that the implementation of them at the required standards Market for new LCs and existing LCs: opening IGs in new cities that have the market and need for AIESEC, capitalizing on the LC`s niche markets Projects and initiatives with other entities: creating to start working with other entities and also have a more flexible planning in term of concrete ways of achieving goals. 3. What is the role of MC? What should be the role of MC? What actions can you take as an MC team to fill the gap? The role of the MC is to Change according to AIESEC International and downscale, to Develop the LC`s, Reach out and attract more of our stakeholders and Impact Romania with our initiatives and actions. What should be the role of MC? Actions to fill the gap TOWARDS THE WHOLE TOWARDS LCs between what should and ORGANIZATION what is the role of the MC1.Stakeholder management 1.LC development - More national AI representativity  Data analysis and reporting(monthly) partnerships and Government  Recommendations for strategy development recommendationsrelations (Q) - Capitalizing on Alumni management  Individual coaching with EBs government(BOA, BOAc) output towards  LC visits relationsLCP  Management preparation for EBs - Legislation Network  LC Management tools–framework and - Country brand,management consultations Programs branding
  4. 4. 2.Financial management 2.Strategic development - Capitalizing on Financial  Market analysis partners for audits,administration  National planning (NC, MC plan) market internal/external  National project development and assessmentsaudit management - Help EBs plan and investments  long--‐term planning teach them beforemanagement  global alignment (campaigns) their term policies and 3.Conference management - Structureregulations  agenda management implementation,3.Legal management  conference management Processes Internal (legislation,  risk management implementationbids, data privacy, enforcing  education cycle - Changecompendium) 4.Operations management management plan External (legal  Tactics development (FAD, FAD initiatives)cases)  Education and training ! The most important thing4.Communications  Data analysis and recommendations (monthly) that the MC has to do PR–external  Quality management (International Control better is giving customized Brand Board) consultancy (this means Trademark  National CRM being informed about all  Policies and regulations the factors that describes 5.Organizational management the local markets, internal  Organizational structure(JDs for MC and operations and culture in consultancy for LC EB) order to offer solutions to  National support teams their problems just like in a  National R&R System consultancy company) 4. What strategies does AIESEC Romania need to follow to increase performance for the ELD programs? Please specify at least 3 strategies for Domestic Programs (TMP&TLP) and 3 strategies for the International Programs (GIP&GCDP). Programs Strategies TMP -Defining each program: competencies needed, interview, evaluation of the competencies, self TLP assessment, HR processes (GS, CP, PA) -Standardization for each program (transition for TLP, preparation and interview before entering TMP) -Externalization of the programs (programs in projects, members, external coaches for leaders, alumni involved in preparation)GIP Incoming -Product packaging: market assessment + product development according to each important local market -Alumni strategy: TN takers (young, entrepreneurs or in management positions that already know the product), endorsements, entries at other companies, preparation -Developing existing pools (qualitative processes) and new pools (ET in companies, private universities) Outgoing -Programs branding- External promo (students) and sales (NGO and companies employees to go in exchange) -Alignment of the recruitment in the international network -Development of national projects (Change IT, Business Management School etc) and national partnerships (TATA Consultancy)GCDP Incoming -Exchange + ceedership programs to increase exchange quality, capitalize on international trensds and align -Partnerships and projects with other organizations (companies-CSR, NGO`s-raising and development projects) -Increasing sustainability of the projects : OCs formed a few months before the project that are supposed to assure the sustainability of the PBOX as an essential factor in doing the project Outgoing - Programs branding- External promo - Alignment of the recruitment in the international network, Qualitative JD and CEED program -Preparation delivery
  5. 5. 5. What are the competitive advantages that AIESEC Romania has in the international network? What can we do to maintain and/or increase them? Competitive Advantages Maintain IncreaseQualitative people in the  Internationalism  More partnerships on exchangeinternational network  Qualitative education cycle  Ceed`s an so on.It is good because it proves we  Check on country  GCP`shave a very good representativity.organization understanding Qualitative EP`s (especially  Quality in selection process in  Recruitments more targeted GIP) recruitment (product packaging and branding They are more easy to match  Reintegration programs of programs for each pool of and they create a good brand  AIESEC Preparation to EPs student, message adapted for the country (TTT0 for ex)and start recruiting according to the pool of students) more targeted (message  More reintegration programs adapted according to the pool of  A better promotion of our EP`s on students) the platform and in the international networkIncoming GIP/GCDP quality  Reception Programs  Sustainability of GCDPThey make incoming EP`s  Learning circles, Quality  Ceedership programcreate a better brand for the measurement etc  Preparation programscountry and have a beautiful  Raising at NGO`s, universities,experience and do their jobs niche companiesproperlyFocus on HR  Right mindset  Implementation of processes: Quality of the people and  Acknowledging the importance  Goal setting organization of HR processes  Career planning  Performance appraisal  TransitionX+L Strategy  Mindset  Reintegration programsQuality in AIESEC experience  Strategy of combined AIESEC  Internal Recruitment programs