This document summarizes the performance and activities of an AIESEC local committee (LC) from July 2013 to June 2014. It covers key metrics in raising internships, matching students, and realizing placements. It also describes initiatives taken in customer experience management, salesforce development, national strategy implementation, innovation, quality control processes, and contributions to the national committee's results. The LC exceeded goals in raising and realizing internships and collaborated on various national projects and strategies to develop new markets like Japan. Customer loyalty initiatives increased engagement among partner companies and exchange students.

1. BEST iGIP AWARD
NATIONAL R&R APPLICATION

2. PERFORMANCE MANAGEMENT
01.07.2013 - 30.06.2014 LC Goal Result % Goal Achieved
Raise 32 28 87,5%
Match 23 11 47,8%
Realize 12 10 83,3%
Average Matching time 61 days (677/11)
Matching Rate 40% (11/28)

3. CUSTOMER EXPERIENCE MANAGEMENT
A. Customer Loyalty for organization (CLO)
1. TN Endorsement: We got 4 video endorsements* from current 6 partners (66,6%) (FPT, Infonam,
KMS, Toda Industry, Emerald, Vietbuzzad) here (or in the folder)
2. Podio Sales activities update: we updated 100% all accounts that we approached and followed up
3. Matching Portal update: 100% internship details updated
4. TN event engagement***
5. a. Working process with company: we built working process framework** including: clear
expectation, AIESEC interns profile, recruitment working timeline that help both of the parties
committed to working timeline and remove miscommunication among company communication
level (Director, HR, Interviewer)
b. Money collect: manage well deposit flow and the rest of the fee after realizing ( Approximately
60 million VND)
c. Crisis management: we dont have any crisis ( except 1 intern from Vietbuzzad, but we did all the
things reflected for Vietbuzzad and intern by the report**** and worked with LC home to handle this
intern)
* ,**, ***, and **** attached in the folder

4. CUSTOMER EXPERIENCE MANAGEMENT
B. Customer Loyalty for student (CLS)
1. NPS: 28
2. 2. All cases addressed and closed
3. EP service process: we built separate EP service keeptract* for each of current 5 EPs and they are
implemented well by EP Buddy
4. 1-Day city tour campaign **: organize a city tour campaign monthly to make EP enjoy HCMC by 1-
day tour hosted by their EP and Local Supporting Team
5. EP endorsement: we got 3 endorsements *** from current 5 EPs (60%) here
* And **, *** attached in the folder

5. SALESFORCE DEVELOPMENT
B. Customer Loyalty for student (CLS)
1. Member effectiveness
TN realized/member: 10/ 12 (0,83) (Tuyet Anh, Thi Anh, Quynh Trang, Thu Hong, Phuong Thao, Thang
Son, Tu Nhi, Anh Thu Pham, Anh Thu Nguyen, Bich Ngoc, Hong Ngoc, Hai Vy)
% Member delivering result: 7/12 (58%) (Tuyet Anh, Thi Anh, Quynh Trang, Thu Hong, The Vu, Phuong
Thao, Thang Son)
2. Number of Leadership position pipeline:
Toal number: 9
2 LCVPs (The Vu, Phuong Thao)
2 OCPs Phase 1 (Tuyet Anh, Thi Anh)
5 OCP pipeline for phase 2 (Thu Hong, Tu Nhi, Tuan Ngoc, Anh Thu Pham, Quynh Trang)
Member performance attached in the folder

6. NATIONAL CONTRIBUTION & INNOVATION
A. Proactively in implementing National Strategy
1. Japanese Ceeder Strategy
a. LC together with MC for MC Ceeder Strategy for Japanese market in Vietnam
Result:
2 TNs raised from Moe, 1 TN matched
1 TN under finalize contract from Keita
b. Continue implementing Japanese Ceeder Sales Online
c. Under preparing for 2nd Japanese Ceeder Strategy as LC in August and September
d. Japanese market becomes LC focused segmentation in Phase 2
2. MC – MC partnership
Be transitioned and handle well from MC – MC partnership Denmark – Vietnam for MT & IT
3. Use Vietnam Matching Portal for Promotion, together with MC participating on Matching Mania
4. CEM: Collaborate with iGIP NST for CEM National Strategy to enhance intern service

7. NATIONAL CONTRIBUTION & INNOVATION
A. Proactively in implementing National Strategy
1. Japanese Ceeder Strategy
a. LC together with MC for MC Ceeder Strategy for Japanese market in Vietnam. Result:
2 TNs raised from Moe, 1 TN matched
1 TN under finalize contract from Keit
b. Continue implementing Japanese Ceeder Sales Online
c. Under preparing for 2nd Japanese Ceeder Strategy as LC in August and September
d. Japanese market becomes LC focused segmentation in Phase 2
2. MC – MC partnership
Be transitioned and handle well from MC – MC partnership Denmark – Vietnam for MT & IT
3. Use Vietnam Matching Portal for Promotion, together with MC participating on Matching Mania
4. CEM: Collaborate with iGIP NST for CEM National Strategy to enhance intern service
5. Write newspaper for National Newsletter timely

8. NATIONAL CONTRIBUTION & INNOVATION
B. % Contribution to MC/Cross-LC iGIP result
01.07.2013 - 30.06.2014 LC result MC/Cross-LC result % Contribution
Raise 28 108 26%
Match 11 55 20%
Realize 10 48 21%

9. NATIONAL CONTRIBUTION & INNOVATION
C. Innovative Market Research & Raising Process
1. Remove traditional sales, move to B2B sales & marketing, phonecall is a tool, not
a sales method
2. Build full process of how to use linkedin*
3. Create Linkedin Sales approaching process**
4. Smart methods of finding decision maker’s contact***
5. One-page sales proposal****
* And **, ***, **** attached in the folder

10. NATIONAL CONTRIBUTION & INNOVATION
D. Innovative Supply & Demand Management
Demand:
1. Working rules framework among company’s level
2. Sales: reject company’s beneficial mindset, strive for developing
intern together with developing company
Supply:
1. Implement LC – LC relationship to partnership: 3 LCs in India, 3 LCs
in Poland, 2 LCs in Brazil
2. Create effective EP approaching steps*
3. LC home promote TNs directly to their Eps
4. Applied mailchimp framework to EP approaching mail **
* And ** attached in the folder

11. NATIONAL CONTRIBUTION & INNOVATION
E. Innovative Quality Control Process
1. iGIP EP Lead day: educate EP with the purpose of clear expectation, Vietnam
working style, NPS understanding, call for helps
2. Build a speeding up matching which covers: right EP & TN, right timeline, right
expectation and behaviors, right matching process for specific segmentation, and
right selection preparation
3. Working recruiting process framework with company (mentioned in slide above)
4. Buddy-EP face-to-face feedback meeting monthly
5. Implement right TN, right EP strategy

12. END
Thank you