AIESEC Mauritius Press Kit
•
2 likes•770 views
The Official Press Kit of AIESEC Mauritius. For more information please contact Bholanauth Jason Director of Marketing and Communication Email: jason.bholanauth@aiesec.net Phone: 54289510
Report
Share
Report
Share
Download to read offline
Recommended
Gle
The document discusses the importance of maintaining a global learning environment in AIESEC to effectively develop people. It outlines several key components of the learning environment, including individual discovery and reflection, team experiences, learning circles, conferences and seminars, mentoring, and virtual spaces. These components are designed to help members learn and grow through personal reflection, team collaboration, challenging conversations, networking opportunities, mentorship relationships, and online resources. The document emphasizes that balancing all aspects of the global learning environment is important for maximizing members' development.
NST 13.14 Job Description
The document outlines the roles and responsibilities of various positions within the National Support Team of AIESEC in the Czech Republic, including project managers, coordinators, and matching and international cooperation managers who are responsible for tasks like recruitment, partnerships, program delivery, and quality assurance. Key performance indicators are also listed to measure the success of each role.
AIESEC TXP Customer flow for EXPA
When checking the international student exchange platform EXPA, the document notes that a large portion of AIESEC in Australia is not yet on the platform. It encourages readers to imagine what it would mean if Australia was not on the world map to emphasize the importance of getting all of AIESEC Australia on EXPA. The document provides steps to start getting involved, such as creating a team, marking available positions as open, finding opportunities on the platform, and applying for roles to get more of AIESEC Australia represented on EXPA.
AIESEC Dictionary
This document contains definitions of common abbreviations and terms used within AIESEC, the international student organization. It includes abbreviations for things like types of internships (DT, ET, MT, TT), roles within the organization (LCP, MCP), programs (GIP, GEP, Y2B), and statuses (AVAILABLE, MATCHED, REALIZED). Meeting and event types are also defined (LC-meeting, OPS, IC). The document categorizes the terms alphabetically to serve as a reference guide for AIESEC members.
Ixp strategy (updated)
Integrated Experience (IXP) involves AIESEC members gaining international experience through exchange programs. This increases talent capacity within local committees and improves sales. There are two types of IXP - members going on exchange and members returning from exchange.
Strategies to increase IXP include setting goals for the number of members participating in exchanges, tracking IXP contributions, and making exchange a normal part of members' career development within AIESEC. Local committees should focus on reintegrating returning members into leadership positions to leverage their experiences.
Examples from AIESEC in Colombia demonstrate how providing incentives, setting IXP goals, and tracking systems can result in over 250 member reintegrations and raises of over 50 global intern
Aiesec structure
The document outlines the structure of AIESEC International, an international student organization. It describes that AIESEC International is led by a President and has several Growth Networks overseen by Directors that cover different world regions. At the country level in each member state, a National Committee (MC) manages Local Committees (LC) within universities. The MC is led by a Management Committee President and Vice Presidents who oversee functional areas and support LCs, while each LC focuses on opportunities for members and is led by a Local Committee President and Vice Presidents of key areas.
Team Management - AIESEC UNAND
This document discusses how team leaders can help their team understand their purpose and work effectively together. It provides guidance on clarifying team members' roles and goals, how work is organized, and ensuring they understand why their work is important. The key qualities of an effective team leader are strategic thinking, empathy, social awareness, self-understanding, and being goal-oriented rather than domineering. Team leaders should create an environment where members understand their tasks, how to complete them, and their purpose. They should also be open to criticism and help members who are struggling. The overall message is that understanding each other and clear communication are important for team success.
How to build lc lc partnerships o-gcdp tier1
This document provides guidance on establishing LC-LC partnerships within AIESEC. It recommends that partnerships have long-term agreements with measurable goals for mutual benefit and purpose. Partnerships aim to deliver more powerful exchange experiences and make the process faster and easier. The MC's role is to educate LCs, especially larger ones, on building partnerships and aligning with national partnerships. When establishing a partnership, LCs should analyze supply and demand, approach target LCs, finalize agreements, operate with follow-ups, and review results. Guidance is provided on each step and considerations like timelines, requirements and logistics. Resources for the Canada and Philippines partnerships are also included.
Recommended
Gle
The document discusses the importance of maintaining a global learning environment in AIESEC to effectively develop people. It outlines several key components of the learning environment, including individual discovery and reflection, team experiences, learning circles, conferences and seminars, mentoring, and virtual spaces. These components are designed to help members learn and grow through personal reflection, team collaboration, challenging conversations, networking opportunities, mentorship relationships, and online resources. The document emphasizes that balancing all aspects of the global learning environment is important for maximizing members' development.
NST 13.14 Job Description
The document outlines the roles and responsibilities of various positions within the National Support Team of AIESEC in the Czech Republic, including project managers, coordinators, and matching and international cooperation managers who are responsible for tasks like recruitment, partnerships, program delivery, and quality assurance. Key performance indicators are also listed to measure the success of each role.
AIESEC TXP Customer flow for EXPA
When checking the international student exchange platform EXPA, the document notes that a large portion of AIESEC in Australia is not yet on the platform. It encourages readers to imagine what it would mean if Australia was not on the world map to emphasize the importance of getting all of AIESEC Australia on EXPA. The document provides steps to start getting involved, such as creating a team, marking available positions as open, finding opportunities on the platform, and applying for roles to get more of AIESEC Australia represented on EXPA.
AIESEC Dictionary
This document contains definitions of common abbreviations and terms used within AIESEC, the international student organization. It includes abbreviations for things like types of internships (DT, ET, MT, TT), roles within the organization (LCP, MCP), programs (GIP, GEP, Y2B), and statuses (AVAILABLE, MATCHED, REALIZED). Meeting and event types are also defined (LC-meeting, OPS, IC). The document categorizes the terms alphabetically to serve as a reference guide for AIESEC members.
Ixp strategy (updated)
Integrated Experience (IXP) involves AIESEC members gaining international experience through exchange programs. This increases talent capacity within local committees and improves sales. There are two types of IXP - members going on exchange and members returning from exchange.
Strategies to increase IXP include setting goals for the number of members participating in exchanges, tracking IXP contributions, and making exchange a normal part of members' career development within AIESEC. Local committees should focus on reintegrating returning members into leadership positions to leverage their experiences.
Examples from AIESEC in Colombia demonstrate how providing incentives, setting IXP goals, and tracking systems can result in over 250 member reintegrations and raises of over 50 global intern
Aiesec structure
The document outlines the structure of AIESEC International, an international student organization. It describes that AIESEC International is led by a President and has several Growth Networks overseen by Directors that cover different world regions. At the country level in each member state, a National Committee (MC) manages Local Committees (LC) within universities. The MC is led by a Management Committee President and Vice Presidents who oversee functional areas and support LCs, while each LC focuses on opportunities for members and is led by a Local Committee President and Vice Presidents of key areas.
Team Management - AIESEC UNAND
This document discusses how team leaders can help their team understand their purpose and work effectively together. It provides guidance on clarifying team members' roles and goals, how work is organized, and ensuring they understand why their work is important. The key qualities of an effective team leader are strategic thinking, empathy, social awareness, self-understanding, and being goal-oriented rather than domineering. Team leaders should create an environment where members understand their tasks, how to complete them, and their purpose. They should also be open to criticism and help members who are struggling. The overall message is that understanding each other and clear communication are important for team success.
How to build lc lc partnerships o-gcdp tier1
This document provides guidance on establishing LC-LC partnerships within AIESEC. It recommends that partnerships have long-term agreements with measurable goals for mutual benefit and purpose. Partnerships aim to deliver more powerful exchange experiences and make the process faster and easier. The MC's role is to educate LCs, especially larger ones, on building partnerships and aligning with national partnerships. When establishing a partnership, LCs should analyze supply and demand, approach target LCs, finalize agreements, operate with follow-ups, and review results. Guidance is provided on each step and considerations like timelines, requirements and logistics. Resources for the Canada and Philippines partnerships are also included.
AIESEC Academy | Talent Education
This document provides an overview of the Talent Education process within AIESEC and outlines the objectives and content of a Learning and Education Circle (LEC) framework. The LEC is designed to increase members' skills and knowledge through various learning environments like conferences, mentoring, team experiences, and learning circles. It includes education on areas like AIESEC knowledge, skills development, functional processes, and strategic knowledge tailored to members' roles and experience levels. The LEC aims to improve member retention, increase knowledge, engage externals for training, and decrease time to proficiency within AIESEC roles.
Talent Management Definitive guide
This document provides an overview of talent management processes and programs within AIESEC. It discusses talent development programs including managing the learning environment, leadership development programs, and managing partnerships. It then describes the key talent management processes of talent planning, marketing, selection, induction, goal setting, allocation, training, coaching, tracking, succession planning, performance reviews, and motivation. The document is intended as a guide for local AIESEC chapters on developing and implementing effective talent management systems.
Aiesec acronyms
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
AIESEC - Strategic Planning
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
The Leadership Model of AIESEC
How does AIESEC develop leaders? Here read how we do it, what makes us unique and why it is important
AIESEC: The Team Standards
The document outlines the process for running an effective team, which includes:
1) An introduction for team members to get to know each other and understand the team's purpose.
2) A planning process where the team co-creates goals, strategies, and responsibilities.
3) Regular meetings to track progress and review performance, as well as one-on-one coaching.
4) Activities to build team bonding and recognize contributions.
5) Reporting on results and transitioning knowledge to new team members at the end.
AIESEC: Develop
This document outlines how members learn through various conferences and trainings, and how that education is delivered. It discusses the roles of trainers in facilitating learning for members. Trainers need to learn skills like training needs assessment, design, facilitation, and evaluation. For those without trainers, it provides guidance on conducting a training needs assessment through member interviews and surveys. It also offers tips on training design and delivery, including understanding different learning environments and learner types, and following models like the 80-20-10 learning model and 4-mat model to create effective sessions.
GET: Membership Selection
This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.
People Analytics
The document discusses the importance of people analytics for making people decisions as a team manager in AIESEC. It outlines that people analytics involves collecting consistent data on membership over time through a quarterly employee engagement survey. This will allow benchmarking across entities and analyzing key assumptions about the membership. Entities can customize the survey with 0-5 additional questions. Guidelines are provided on designing effective questions that test hypotheses, have associated action steps, and identify pain or gain points to track over time. The survey will launch on October 17th and entities can provide feedback and submit custom questions through specified links.
GET: Membership Planning
This document discusses membership planning, which involves reviewing membership needs based on strategy, operations, culture, and current pipeline. It is an ongoing monthly process. The initial membership review involves the leadership team assessing goals, desired culture, membership requirements, and current pipeline. They create a membership plan using a talent worksheet. Each month, performance, behaviors, and fit are reviewed. Feedback, probation, reallocation or recruitment actions may be needed. The current pipeline is assessed and an attraction plan is made to recruit the needed profiles through the best channels.
AIESEC: How to downscale the team standards
This document provides guidance on implementing team standards. It discusses the key stages of implementing change according to the ADKAR change management model: awareness, desire, knowledge, ability, and reinforcement. For each stage, it poses questions to help assess where an individual or team is in the implementation process and what needs to be focused on to progress to the next stage, such as building knowledge if awareness and desire already exist but skills have not been developed. The overall message is that full implementation of team standards requires progressing through each stage of the ADKAR model and focusing efforts on the current point of challenge.
AIESEC: The Team Standards & Explanation
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
Role of Talent Management
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
NPS Guide - MEC AIESEC in MOROCCO 1415
The document discusses the Net Promoter Score (NPS), a measure used by AIESEC to assess customer satisfaction. NPS surveys are sent regularly to members and exchange participants. The surveys generate a score and provide feedback on both positive and negative aspects of programs. This feedback is then used to identify issues and make improvements to better serve customers.
Aiesec conferences
AIESEC is the largest global youth network, impacting the world through leadership development experiences for over 65 years. It facilitates international internships and volunteer experiences across 124 countries and territories with the purpose of helping young people explore and develop leadership qualities. AIESEC engages with thousands of companies and organizations annually through partnerships, conferences, and internship opportunities to support its mission of developing youth leadership on a global scale.
AIESEC structure
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
Product Extension of Lindt & Sprungli
Lindt & Sprungli was founded in 1845 and generated CHF 3.901 billion in sales in 2016, though it only possesses 5.1% of the global chocolate market. The document discusses Lindt & Sprungli's brand sales, main competitors, strengths as a high quality brand with variety, and weaknesses like high prices and limited availability. It also covers opportunities like market saturation and product extension, threats from health trends and competitors, and a PESTEL analysis. Recommendations include targeting consumers aged 20-30 and developing cereal bars to compete with Ferrero Rocher, the market leader. A marketing campaign for the cereal bars is proposed focusing on awareness, interest, evaluation, trial and adoption.
SBM - Communication Strategy
This document outlines a strategic communication plan for State Bank of Mauritius to promote its ATM and internet banking services. The objectives are to increase usage of these digital services to improve efficiency and create more engaged customers. The target audience is tech-savvy Mauritians aged 18-50. The key message is that SBM provides fast and reliable banking. Both traditional channels like radio, billboards and TV as well as digital channels like social media, video and web ads will be used over an 8 month period. The success of the campaign will be measured by increases in website traffic, engagement and sales.
MCB CSR Programmes
This document discusses corporate social responsibility (CSR) and how MCB, a company, participates in CSR activities. It defines CSR and explains why CSR is important for businesses and government, outlining benefits like improved reputation. The document then details MCB's CSR initiatives through its 6 annexes and foundation, investing annually in national projects. It concludes with questions and answers.
Buyer Behaviour
This document discusses celebrity endorsements, including the types (quote testimonials, social media posts, video testimonials), the new face of celebrity endorsement (engaging with customers, taking on titles like investor or creative director), how celebrity endorsements can influence sales and affect both buyers and celebrities. It also touches on the bad sides like changing celebrity images, overexposure, celebrities overshadowing brands, skeptical buyers, and the expense of celebrity fees. Solutions are to monitor celebrity images and avoid overusing them.
A Competitive Analysis of Charles Telfair Institute
Use of SWOT, PESTLE and other analysis tools to define the success of CTI and how its competitors react to these.
IS AIESEC MAURITIUS in its Comfort Zone?
A session I delivered during Spectrum Conference 2015. The session depicted how AIESEC has evolved over the years and how leadership happened to be our core solution to issues happening in Mauritius.
More Related Content
Viewers also liked
AIESEC Academy | Talent Education
This document provides an overview of the Talent Education process within AIESEC and outlines the objectives and content of a Learning and Education Circle (LEC) framework. The LEC is designed to increase members' skills and knowledge through various learning environments like conferences, mentoring, team experiences, and learning circles. It includes education on areas like AIESEC knowledge, skills development, functional processes, and strategic knowledge tailored to members' roles and experience levels. The LEC aims to improve member retention, increase knowledge, engage externals for training, and decrease time to proficiency within AIESEC roles.
Talent Management Definitive guide
This document provides an overview of talent management processes and programs within AIESEC. It discusses talent development programs including managing the learning environment, leadership development programs, and managing partnerships. It then describes the key talent management processes of talent planning, marketing, selection, induction, goal setting, allocation, training, coaching, tracking, succession planning, performance reviews, and motivation. The document is intended as a guide for local AIESEC chapters on developing and implementing effective talent management systems.
Aiesec acronyms
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
AIESEC - Strategic Planning
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
The Leadership Model of AIESEC
How does AIESEC develop leaders? Here read how we do it, what makes us unique and why it is important
AIESEC: The Team Standards
The document outlines the process for running an effective team, which includes:
1) An introduction for team members to get to know each other and understand the team's purpose.
2) A planning process where the team co-creates goals, strategies, and responsibilities.
3) Regular meetings to track progress and review performance, as well as one-on-one coaching.
4) Activities to build team bonding and recognize contributions.
5) Reporting on results and transitioning knowledge to new team members at the end.
AIESEC: Develop
This document outlines how members learn through various conferences and trainings, and how that education is delivered. It discusses the roles of trainers in facilitating learning for members. Trainers need to learn skills like training needs assessment, design, facilitation, and evaluation. For those without trainers, it provides guidance on conducting a training needs assessment through member interviews and surveys. It also offers tips on training design and delivery, including understanding different learning environments and learner types, and following models like the 80-20-10 learning model and 4-mat model to create effective sessions.
GET: Membership Selection
This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.
People Analytics
The document discusses the importance of people analytics for making people decisions as a team manager in AIESEC. It outlines that people analytics involves collecting consistent data on membership over time through a quarterly employee engagement survey. This will allow benchmarking across entities and analyzing key assumptions about the membership. Entities can customize the survey with 0-5 additional questions. Guidelines are provided on designing effective questions that test hypotheses, have associated action steps, and identify pain or gain points to track over time. The survey will launch on October 17th and entities can provide feedback and submit custom questions through specified links.
GET: Membership Planning
This document discusses membership planning, which involves reviewing membership needs based on strategy, operations, culture, and current pipeline. It is an ongoing monthly process. The initial membership review involves the leadership team assessing goals, desired culture, membership requirements, and current pipeline. They create a membership plan using a talent worksheet. Each month, performance, behaviors, and fit are reviewed. Feedback, probation, reallocation or recruitment actions may be needed. The current pipeline is assessed and an attraction plan is made to recruit the needed profiles through the best channels.
AIESEC: How to downscale the team standards
This document provides guidance on implementing team standards. It discusses the key stages of implementing change according to the ADKAR change management model: awareness, desire, knowledge, ability, and reinforcement. For each stage, it poses questions to help assess where an individual or team is in the implementation process and what needs to be focused on to progress to the next stage, such as building knowledge if awareness and desire already exist but skills have not been developed. The overall message is that full implementation of team standards requires progressing through each stage of the ADKAR model and focusing efforts on the current point of challenge.
AIESEC: The Team Standards & Explanation
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
Role of Talent Management
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
NPS Guide - MEC AIESEC in MOROCCO 1415
The document discusses the Net Promoter Score (NPS), a measure used by AIESEC to assess customer satisfaction. NPS surveys are sent regularly to members and exchange participants. The surveys generate a score and provide feedback on both positive and negative aspects of programs. This feedback is then used to identify issues and make improvements to better serve customers.
Aiesec conferences
AIESEC is the largest global youth network, impacting the world through leadership development experiences for over 65 years. It facilitates international internships and volunteer experiences across 124 countries and territories with the purpose of helping young people explore and develop leadership qualities. AIESEC engages with thousands of companies and organizations annually through partnerships, conferences, and internship opportunities to support its mission of developing youth leadership on a global scale.
AIESEC structure
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
Viewers also liked (16)
More from Jason Bholanauth
Product Extension of Lindt & Sprungli
Lindt & Sprungli was founded in 1845 and generated CHF 3.901 billion in sales in 2016, though it only possesses 5.1% of the global chocolate market. The document discusses Lindt & Sprungli's brand sales, main competitors, strengths as a high quality brand with variety, and weaknesses like high prices and limited availability. It also covers opportunities like market saturation and product extension, threats from health trends and competitors, and a PESTEL analysis. Recommendations include targeting consumers aged 20-30 and developing cereal bars to compete with Ferrero Rocher, the market leader. A marketing campaign for the cereal bars is proposed focusing on awareness, interest, evaluation, trial and adoption.
SBM - Communication Strategy
This document outlines a strategic communication plan for State Bank of Mauritius to promote its ATM and internet banking services. The objectives are to increase usage of these digital services to improve efficiency and create more engaged customers. The target audience is tech-savvy Mauritians aged 18-50. The key message is that SBM provides fast and reliable banking. Both traditional channels like radio, billboards and TV as well as digital channels like social media, video and web ads will be used over an 8 month period. The success of the campaign will be measured by increases in website traffic, engagement and sales.
MCB CSR Programmes
This document discusses corporate social responsibility (CSR) and how MCB, a company, participates in CSR activities. It defines CSR and explains why CSR is important for businesses and government, outlining benefits like improved reputation. The document then details MCB's CSR initiatives through its 6 annexes and foundation, investing annually in national projects. It concludes with questions and answers.
Buyer Behaviour
This document discusses celebrity endorsements, including the types (quote testimonials, social media posts, video testimonials), the new face of celebrity endorsement (engaging with customers, taking on titles like investor or creative director), how celebrity endorsements can influence sales and affect both buyers and celebrities. It also touches on the bad sides like changing celebrity images, overexposure, celebrities overshadowing brands, skeptical buyers, and the expense of celebrity fees. Solutions are to monitor celebrity images and avoid overusing them.
A Competitive Analysis of Charles Telfair Institute
Use of SWOT, PESTLE and other analysis tools to define the success of CTI and how its competitors react to these.
IS AIESEC MAURITIUS in its Comfort Zone?
A session I delivered during Spectrum Conference 2015. The session depicted how AIESEC has evolved over the years and how leadership happened to be our core solution to issues happening in Mauritius.
Simplicity Communication Strategy | Brief
This document discusses strategies for marketing kitchen products in Mauritius, including targeting specific customer segments through various communication channels like newspapers, outdoor displays, and digital media. The goal is to attract potential customers, convert them into buyers, and ensure customer satisfaction after the sale.
The Essential of Branding | Inbound Mauritius
The document discusses branding and defines a brand as the name, symbol, or design that identifies a company's products or services and differentiates it from competitors. It notes that a brand creates a personality and experience for customers and stakeholders. The document states that an effective brand creates a positive attitude, consistent image, and competitive advantage while attracting the right stakeholders and improving the customer experience. It provides contact information for the author to discuss any questions about branding.
AIESEC MAURITIUS | QUARTER REVIEW 2015
The document summarizes the key focus areas, projects, and KPIs for Quarters 1 and 2 of an organization. For Quarter 1, the focus was on digital positioning, program support, and member education. Key projects included sign-ups and conversion strategies, social media branding, and recruitment. Bottlenecks included lack of financial support and issues with expectations and synergy. For Quarter 2, the focus will be on member education and external positioning. Key upcoming projects are a communication summit, consultancies, marketing projects, and a YouthSpeak event. The document provides statistics on outcomes for completed Quarter 1 projects.
Be uNSToppable - AIESEC MAURITIUS
MC FOCUS Contact Details
Irfaan Goomany - MCP - irfaan.goomany@aiesec.net
Stanislava Behanova - MCVP iGCDP - stanislava.behanova@aiesec.net
Arvind Nathan - MCVP OGX - arvind.nathan@aiesec.net
Abhishek Tatineni - MCVP BD/iGIP - abhishek.tatineni@aiesec.net
Mushiirah Ruhomaun - MCVP TM/OD - mushiirah.ruhomaun@aiesec.net
Jason Bholanauth - MCVP MKT/COMMS - jason.bholanauth@aiesec.net
DEADLINE MONDAY 7th SEPTEMBER 2015 at 23 59 GMT +4
What is Inbound Marketing?
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
AIESEC MAURITIUS NST APPLICATIONS
The document is a call for applications for several National Support Team positions at AIESEC Mauritius for the term 2015-2016. It provides details on the application process, which requires candidates to answer general and specific questions. It also includes job descriptions and key performance indicators for the positions of OGXoGIP Manager, OGXoGCDP National Coordinator, OGXSPECIFIC QUESTIONS Manager, TMNational Recruitment Manager, and COMMSCommunity Manager. Candidates are advised to submit their applications in PDF format to the specified contact by July 20th.
Winter NatCo Mauritius 2015 | APPLICATION
This document provides information about applying for positions on the Organizing Committee (OC) for the National Conference of AIESEC in Mauritius in September 2015. It includes general conference details, job descriptions for the different OC roles, and an application form. Applicants are asked to submit their CV and application by July 12, 2015 for consideration. The document outlines the responsibilities and goals for each OC position to help applicants determine the best fit.
AIESEC digital guidelines
This document provides guidelines for maintaining a consistent digital style across AIESEC communications and properties. It outlines standards for logos, colors, fonts, images, writing content, site structure, and updating protocols. The guidelines are intended to help AIESEC international and member committees present a unified brand experience online while allowing for local customization.
AIESEC MAURITIUS Global Village OC applications
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
AIESEC MAURITIUS GLOBAL VILLAGE OCP APPLICATION
The document provides information about the Global Village organized by AIESEC Mauritius, including what it is, the duties and responsibilities of the Global Village Operations Coordinator Position (OCP), and the application questions for those interested in the OCP role. The Global Village is a fair where different countries showcase their traditions, culture, customs, food, dance and music. The OCP would be responsible for planning and implementing the Global Village, setting a timeline, overseeing a team, and coordinating with other leaders. The application requests personal information and asks candidates to describe their relevant experience, propose solutions to past challenges, and suggest venue and artist options.
How effective is our Social Media?
This term, the MC aim for Marketing and Communication is to make this particular department become smarter. I am collecting data from all our stakeholders to make us more effective in the delivery. As such, I started with you guys and wondering how you see our Social Media strategies. Here are you summarized information.
MCVP Marketing & Communication | 1516 AIESEC MAURITIUS
The candidate discusses their vision for improving AIESEC Mauritius's marketing and communications efforts to better position the organization and ignite experiences for members. They propose focusing on digital marketing strategies like search engine optimization, a mobile app, and social media to provide a seamless experience. Improving standards and satisfaction processes is also emphasized to ensure quality experiences that align with AIESEC's brand. Specific tactics like content marketing, public relations, and stakeholder engagement are outlined to build loyalty among interns, members, and external partners.
Digital Marketing Plan for AIESEC Mauritius | Igniting AIESEC in all Experien...
Digital Marketing Plan of AIESEC Mauritius by Jason Bholanauth
Connect with me: jason.bholanauth@aiesec.net
More from Jason Bholanauth (20)
A Competitive Analysis of Charles Telfair Institute
A Competitive Analysis of Charles Telfair Institute
MCVP Marketing & Communication | 1516 AIESEC MAURITIUS
MCVP Marketing & Communication | 1516 AIESEC MAURITIUS
Digital Marketing Plan for AIESEC Mauritius | Igniting AIESEC in all Experien...
Digital Marketing Plan for AIESEC Mauritius | Igniting AIESEC in all Experien...
Recently uploaded
A guide to the International day of Potatoes 2024 - May 30th
Food and Agricultural Organization (FAO)
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC Charlotte
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC CharlotteUniversity of North Carolina at Charlotte
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
原版制作(DPU毕业证书)德保罗大学毕业证Offer一模一样
学校原件一模一样【微信：741003700 】《(DPU毕业证书)德保罗大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Donate to charity during this holiday season
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
AHMR volume 10 number 1 January-April 2024
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
2024: The FAR - Federal Acquisition Regulations, Part 39
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
State crafting: Changes and challenges for managing the public finances
Presentation at Resolution Foundation event putting the public finances into context ahead of the next election.
Bangladesh studies presentation on Liberation War 1971 Indepence-of-Banglades...
Bangladesh studies presentation on Liberation War 1971
Indira P.S Vs sub Collector Kochi - The settlement register is not a holy cow...
Indira P.S Vs sub Collector Kochi - The settlement register is not a holy cow...Jamesadhikaram land matter consultancy 9447464502
Indira P.S Vs sub Collector Kochi - The settlement register is not a holy cow James Joseph AdhikarathilIEA World Energy Investment June 2024- Statistics
IEA World Energy Investment Report 2024
Publication: June 2024
加急办理华威大学毕业证硕士文凭证书原版一模一样
原版一模一样【微信：741003700 】【华威大学毕业证硕士文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
快速办理(UVM毕业证书)佛蒙特大学毕业证学位证一模一样
学校原件一模一样【微信：741003700 】《(UVM毕业证书)佛蒙特大学毕业证学位证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Recently uploaded (20)
A guide to the International day of Potatoes 2024 - May 30th
A guide to the International day of Potatoes 2024 - May 30th
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC Charlotte
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC Charlotte
2024: The FAR - Federal Acquisition Regulations, Part 39
2024: The FAR - Federal Acquisition Regulations, Part 39
State crafting: Changes and challenges for managing the public finances
State crafting: Changes and challenges for managing the public finances
Bangladesh studies presentation on Liberation War 1971 Indepence-of-Banglades...
Bangladesh studies presentation on Liberation War 1971 Indepence-of-Banglades...
Indira P.S Vs sub Collector Kochi - The settlement register is not a holy cow...
Indira P.S Vs sub Collector Kochi - The settlement register is not a holy cow...