The document summarizes key performance metrics and initiatives of an organization over two periods from 2012-2014. It achieved 58.54% growth in exchange results and 65.81% growth in a key program. Customer satisfaction scores like NPS increased across most programs. Initiatives focused on customer experience management, leadership development, collaboration with other locations, and financial sustainability. The organization's total assets and equity tripled compared to the previous year, maintaining financial health.

2.  Exchange performance
 Customer Experience
 Other measurements

3. We achieve 58.54% relative growth in overall
exchange results. Key program oGCDP also achieve
65.81% growth.
Period oGCDP Total
1.7.2012-
30.6.2013
41 155
1.7.2013-
30.6.2014
65 257
Growth 58.54 65.81

4. 2.1. NPS result
oGCDP oGIP iGIP iGCDP
NPS 23 56 28 30
RR 93 60 62 77
CC/(CO+CC) 1 1 1 0.95

5. 2.2. Implement CEM initiatives from national &
local level:
_In national level: we join CEM challenge
_In LC level:
# We create NPS tracking tool to push Response rate and deal with Open cases promptly.
iGCDP tracking tool:
https://docs.google.com/spreadsheet/ccc?key=0AuTO0UrW4jM0dGFkektBTHRlVVdfQUJ2X0pfQUpx
NVE&usp=drive_web
https://docs.google.com/spreadsheet/ccc?key=0AiXgRkAztJODdHlQNDI4S0p0UVdsUUtzU2tyLVNTR
Gc&usp=drive_web
https://docs.google.com/spreadsheets/d/1OiLIbwnuhtT7urnn-3I71wdLckk8Hmblq-
ZEt8YZc38/edit?usp=drive_web
oGCDP tracking tool:
https://docs.google.com/spreadsheet/ccc?key=0AiZczUSeW8AUdFVSVmFLdGdDQXFnMFRrbkZnYzg
5LVE&usp=drive_web#gid=1
# GCDP functions conduct NPS analysis frequently to get input for process & product improvement
# Implement TMP/TLP NPS

6. 2.3. Get endorsement from Eps, interns
oGIP:
https://drive.google.com/file/d/0B4pAGc1amDNYa1hFVVNHREkyZjA/edit?usp=sharing
oGCDP:
https://drive.google.com/file/d/0B4pAGc1amDNYT3gtZ3pfSkZhd1k/edit?usp=sharing
https://drive.google.com/file/d/0B4pAGc1amDNYVzRXUVZ1WUtCcHM/edit?usp=sharing
iGIP
https://drive.google.com/folderview?id=0Bw3vmhgfvUafTXRUbms0bzUxa28&usp=sharing
iGCDP
https://drive.google.com/?authuser=0#folders/0ByXgRkAztJODNUZLLVl5UG5FNG8

7. 3.1. Initiatives to engage external (BoA,
partners…) and alumni. Get endorsements
from partners.
_Vietnam 3D deliver training to Vietnamese contestants and interns about Vietnamese
culture by our Host: Coi Viet company
_Engage alumni in delivering training about Event Organizing for newbies
_ iChange Summer Camp: invite 2 alumni (Ms. Tho and Ms. Khanh An) to be the guest
speakers; invite partner to be guest speaker in the Camp, utilize venue partners to
organize events for external => build trust on external ppl and reduce costs.
_ iChange: ask for inputs from alumni (Mr. Tien and Tu)
_BD function invite alumni to sales training
_iGIP invite BoA to deliver specific training to function
_iGIP co-organize with partners for company event (ex: AIESEC and Emerald for
Emerald's 5 year anniversary)
***Endorsement from partners:
_BD partner: https://docs.google.com/file/d/0B_vlVhnedGR-RDVhaVNIZDdobXc/edit
_iGIP partners: https://docs.google.com/file/d/0Bw3vmhgfvUafR1oxeGR3M3NISEk/edit

8. 3.2. Initiatives for leadership development in
LC
_Finance implement Self leadership - Leadership development without a
team
_Conduct OCP learning circle, Newbie learning circle and Leadership
coffee talk
_Build OCP transition framework
_Organize LC mini conference
_OGX and Mar function conduct weekly training for member t ensure
member learning and development
_Continue implementing Date with EB Initiative to prepare for EB selection
_Build and implement MEC
_Create new TMP strategy to focus on leadership development value
_Adjust R&R system to motivate member
_Implement buddy system to help newbie have better connection and
understanding about AIESEC, help senior develop coaching skill

9. 3.3. Effective involvement in national and
international initiatives
_Keep track NPS monthly and weekly, conduct NPS analysis frequently
_EP LEAD => intern development plan, 360 feedback for interns, learning
circles,...
_National project: Global Passport => utilize inputs from National, esp about the
content and values of products
_Propose and Prepare for Finance Summit
_Propose pricing strategy to become national strategy
_Implement online accounting project in AIESEC Vietnam
_MarCom function design School Framework.
_Contribute to 27,33% total goal of Youth Speak Distribution
_Apply "value-based assessment for gen 2015" for TMP recruitment
_ Apply "Young Leader Program" sub-product for TMP recruitment
_Implement EP Development plan
_iGIP together with MC and other LCs implement Japanese CEEDer strategy
_iGIP implement MC-MC partnership
_iGIP use Vietnam macthing portal for promotion
_iGIP contacted and worked with MC iGIP India for iGIP materials

10. 3.4. Cooperation with other LCs in AIESEC
Vietnam
_Collaborate with LC HCMC and LC RMIT to run regionall promotion for
oGCDP summer peak
_Global Passport student corporate with Global Passport of LC HCMC to
promote in Do Good Grow Strong event
_ Market segmentation in iChange Summer Camp with RMIT
_Cooperate with LC HCM for the regional promotion campaign DO
GOOD GROW STRONG as well as the regional event DO GOOD
GROW STRONG Conference
_Regional LEAD Day for EPs (OPS/CPS) with LC HCMC, RMIT - provide EP
with skills and knowledge to prepare for exchange
_BD synerize with HCM LC in venue partnership with Yola
_BD collaborate with HCM LC for account utility
_BD introduce partners for Ha Noi region
_iGIP: National matching cooperation for same JQ from TNs

11. 3.5. GCPs, BCPs sharing to the network
_iGCDP share how our LC could get high matching result with
LC Hanoi
_Share our IVP proposal, our market and pricing strategy with
LC FTU Hanoi
_ Share account receivable tracking tool of LCs with LC HN
_Sharing with LCVPs FTUHN, HN & HCM about structures and
marketing development.
_Sharing with OGX commission about VISA process for EPs
_ iGIP share TMP sales recruitment and Linked-in Sales with FTU
HN

12. 3.6. Financial sustainability
Income 726,885,303.48
Expense 493,471,136.00
Profit 233,414,167.48
Liabilities & Equity 763,061,395.18
Our total liability and equity this year is triple that of the same last
year, which means that LC’s financial performance has stepped
up to a much bigger scale, in parallel with LC development.
Meanwhile, our reserve is almost triple, which helps maintaining a
healthy LC because the number is bigger than our expected
reserve – 200.000.000 VND. Therefore we are able to maintain a
healthy LC in term of financial perspective, while we used to be
on edge of bankrupt at the same phase last year