This proposal summarizes AIESEC Romania's strategy for 2012-2013. It identifies the organization's strengths, weaknesses, opportunities, and threats through a SWOT analysis. It then outlines three strategic priorities: product development, market orientation, and efficiency on corporate development. Specific strategies are proposed for each priority, along with desired results by the end of the term. These include developing new products, strengthening local and international partnerships, conducting market research, and stabilizing processes. External opportunities that could support the strategies are also listed, such as partnering with alumni, companies, and other organizations.

1. General Questionnaire
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 choose AIESEC Romania because this is the country where I want to bring an impact. I feel that I can’t let go of this country, of
the people that are here and of AIESEC in Romania. This organization helped me grow a lot. In here I discovered a dream, friends,
challenges, what means to be better and to grow. I know that experience will bring me closer to my dream, to what I want to become
as a person. Secondly AIESEC Romania started a really huge change process in the structure, in the mindset of the hole organization,
in the direction that we want to go and in the things we want to achieve. I want to be part of the team that consolidates the
changes that were made in AIESEC in Romania on ’11-’12 term.
Besides the professional contribution that I will bring to the MC team on my area and on several other, the personal one is far the
most important. Personally, I am an optimistic person, full of energy and joy that can light up the atmosphere if there is needed,
I am a person on whom you can rely on whenever you need it, last but not least I am a person that challenges things, and I will
always bring another perspective upon things.
Regarding the things that I will learn from this experience, well there are a lot. First I will learn more about myself, about who I am in
relationship with other people. My creativity will have a boost because there a lot of things that need to be improved, strategic
thinking, how to operate better under stress and hot to be a better leader for the people that relay on me and expect me to lead
them and bring out the best in them and in the area that they manage.
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.
Strenghts Weaknesses
 Recruitment on programs  Realization rate on GIP incoming
 Preparation on leadership skills in national conferences  Low members efficency on sales
 External orientation mindset from the national level  Low number of applicants on L positions
 Use of BOA Corporate and Alumni at national level  Lack of presence of the NST teams at local level
 2 new LCs  Misaligment between the LCs EB structure and the MC structure
 Partnership on Grow with the Ministry of Education  Financial sustainability of the MC
 National partnership with Tata  Discrepancy in the level of development of the LCs
 First MC in CEE on TMP and TLP  EwA and LLC are not defined
 Growth on GCDP  Lack of market research
 Quality of the internships  Internal focused projects
 New clustering system  Few OGX/ICX projects realized through European Voluntary

2. Service
Opportunities Threats
 Implementation of the new structure  Work and Travel, Erasmus
 BOA of alumni in each LC  Image of Romania in the international network
 Romanians in MCs abroad  Economical crysis
 EVS accreditation  Strong competition from other NGOs
 VP Alumni Development in most of the LCs  Exams, Vacation
 National education cycle  Big difference between supply and demand ( GIP mostly)
 Grants providers  GIP not being legal
 3‰  Student’s financial capacity decreasing
 Foreign investors
 Companies budgeting in Q1, Q3
 Other NGOs
 GIP, GCDP accreditation by the Universities
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.
c. The external opportunities you can capitalize from your position to get the vision you propose in point
(b).
Priorities Strategies Results External Opportunities
 Corporate Development Advisory Team  At least 50 % of the LCs have
at local level implemented a CDAT at local
level
 Establish a product development plan  100% implementation of the
that includes all the steps to be followed product development plan
in order to develop a new product
Product  Develop a framework for national  1 national project implemented
Development products on GIP and Sales, that can be in 70% of the LCs
customize according to local market  2 national raising campaigns
reality
 Work together with MCVP OD in  all the projects must be based
establishing a criteria on the product on a market research ( in CD we
development plan talk about market research on
the corporate market and the

3. platform myaiesec.net)
 Develop a new initiative with the MCVP  At least one new National  Alumni Network
Talent Development to help us explain Financial Partner  BOA
better which is the competitive  Companies in the LGP
advantage that we have as an  Alumni
organization among other NGOs on the  New companies that we
market. want to have as partners
 Audit the projects planning (make sure  All the LCs are paying their  Partnership with a
that the LCs are aware of the periods taxes in time Company that does
when they need to pay their taxes) Market research
together with MCVP Finance.  Partnership with
Local market research and needs  100% implemented in all LCs Business Centers
assessment  Strong collaboration between  Partnership with
MC and AIESEC Bucharest Chamber of Commerce
Market research on the platform  100% implemented in all LCs and Industry
LC2LC & MC2MC partnerships  At least one international  Partnership with
partnership realized Listafirme.ro
Market Business event  Participation at 1 event/month  International Network
Orientation by all the LC and MC  Platform
 50% of the LCs organized one
BE
Corporate development mindset –create  Each LC has at least one project
and develop products for our partners that generates incomes
needs  1 new national product
developed
Stabilizing the know-how  Develop an education cycle on
functional area at national level to
be implemented
 Recruitment and selection based on
a sales profile.
Efficiency on  Monthly meetings with my VPs
Corporate  Coaching the VPs whenever needed
Development Complete use of the National CRM  Each LC uses the CRM 100%
Stabilizing the processes  Create standards for each
process aligned at national level.
R&R System  Award the LC that succeeded to
have a growth on quality and

4. numbers on the Corporate Area.
(Keep the Sales and GIP Award and
also include the Best Corporate
Award).
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 team has been to develop a strategic plan to provide national direction for the country, support and consultancy
for the country, and last but not least had an operational role, audit the information in the tracking system, create and develop the
NST, sales for the MC, agenda and conference manager of the national conferences.
The ideal role of the MC team should be to make sure that all the LCs aim for the same goal, feel connected to the vision and direction
of AIESEC Romania, and that the country grows as a network.
This year I think that we managed to come closer to this ideal role by having the LCPs team closer to the MCP and by developing
together the vision and directions for AIESEC in Romania. Next year we should focus more on bringing together all strategic body of
each LC (EB teams) to establish together, for each area, what we should do in order to work better, how we can align in processes and
message in the whole country, how can we grow as a network. From my perspective we should do this during the National Congress.
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).
In this moment AIESEC Romania is the first MC in CEE on TMP and TLP. This is a thing to be proud of but in the same time we
should think about how to increase the performance and quality of these programs and also of the GCDP and GIP.
Team Member Program & Team Leader Program Global Community Development Program & Global
Internship Program
For each program design a complex description of the competencies and behaviors developed by the person who takes this
opportunity. It should contain stages of development on each competency and behaviour. This description can be used in evaluating
the level of development of the member who takes the program. It should also help him/her know better which is the program that
he/she can take in order futher in their development as a change agent.
Create a standard interview guide and selection method for each program. This one can be customized by the LCs taking into
consideration the requirements of the project/ initiative/ company/NGO/or other activity that they are developing.
Create a forum (national AIESEC community) for the Reintroduce the National ICPS that can be done in the same time
people in Ewe. All the young person who want to know with NC. Trainers can be the returnees.
better what AIESEC is, to receive preparation on certain Search for countries that have projects in the same period as we do, in
topics, to read about other members experiences, to interact this way we can establish international partnerships both on
with other young people from their city, to share their ideas incoming and outgoing GCDP.

5. about positive change. Because they already know about Develop a National Corporate Internship Project. We can find
AIESEC, have some knowledge ( participated at webinars), countries that have similar corporate and student markets as we do,
want to create a positive change, we can recruit from this establish international partnerships with those countries ans start the
pool of people for TMP and TLP when necessary. project in the same time in both countries.First we do the corporate
raising campaigns in the country and afterwards we do recruitment.
5. What are the competitive advantages that AIESEC Romania has in the international network? What can we do to
maintain and/or increase them?
The competitive advantage is an advantage that an organization has over competitors. AIESEC Romania places among the first
choices to develop your potential because of our qualitative national projects, strong human resources strategy,
qualitative reception activities, the challenging work environment and the quality of the members that go abroad (
GCDP, GIP, MC abroad).
There is always place for more :D To increase them we can provide a better education for our members, challenge
ourselves more, dare to aim high, work on the quality of the proccesses, position ourselves in the international
network, share all the GCP with the international network, try to raise a GEP to put Romania on the map, develop
international partnership and use more the platform.