1. 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've decided to stand for AIESEC Romania because I care about it. I've decided to stand for AIESEC
Romania because during my AIESEC experience I've learnt so much and I saw so many wonderful
experiences created that made me truly believe in the power and impact that we as an
organization can have. I've decided to stand for AIESEC Romania because during my EB term the
moments that gave me the most satisfaction were the moments when I saw people around me
growing, bringing results and gaining confidence in what they can do. I've decided to stand for
AIESEC Romania because I feel it's the right thing to do.
Because of my team experiences I truly got to believe in the saying that a team is more than the sum
of its parts. So, I will always give the best from me in the MC team and also I would always be there
for the others. I would also bring to the team my passion for the things we're doing, my innovation, my
capacity of thinking through different perspectives and come up with solutions. I will contribute with my
past experiences that I had, with my organizational understanding and I will always push the team
towards quality.
A thing I've learnt is to always be open to what's happening around you because you never know how
some things can help you in the future. So, first of all, I simply expect to learn. Then, I would like to
discover more about myself and about how I react in different situation, I expect to learn how to face
different challenges, I expect to learn how I can contribute more to the development of others.
I've decided to stand for AIESEC Romania because I trust and I believe in AIESEC Romania and I'm
confident that the next MC team will help it to stand even higher.
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
 The no of realizations of GCDP (TNs -  The implementation of the autumn edition
165; 35.24 % growth; Eps - 114; 62.85% of the national projects (no of
growth) realizations)
 Increasing of raising GIP TNs (52; 85%  Financial Sustainability of projects and
growth) activities
 The implementation of Non Corporate  Financial Management know-how
National Projects ( no of realizations (62);  Lack of external audit body for each LC
the quality, the preparation of the  GIP TNs realization
trainees)  Delivery rate of GIP TNs
 The quality of the EPs and trainees  Leadership quality in the organization – a
 Increasing the quality of internships lot of resignation this year
(national list with R&S activities,  The health and performance of the LCs
encouraging CEED opportunities for the based on SONA analysis
trainees)  The positioning of the programs
 International positioning (ICX NC projects  Recruitment alignment regarding
highly recognized, presence at processes
international conferences, involvement in  The relevance of the national
Steering Team, X+L Award in CEE) conferences for the companies -
 Delegative working method between MC- problems in selling
LCPs  ER, ICX C campaigns (the results
 LCPs involvement in planning and obtained - e.g. InCorporate Vibe)
decision making processes  The alignment of the sctructure at
 Change management - the plan of national level
implementing the new structure

2.  Aligned recruitment campaign message
 External positioning (by participating at
external events, winning prizes at Let's
Do It Romania Gala, Education Awards
Gala - Dinu Patriciu Foundation,
Excellence Awards offered by The
European Institute from Romania; new
media partners)
 RYLF's external communication
campaign
 OGX partnerships (TATA, Austria,
Norway)
 Alumni Strategy
 2 new LCs - Arad, Suceava
 Collaboration with the Ministry of
Education on GROW
 National CRM, NST CRM, preparations
for the LCs on CRM
 New partners and resigning old
partnerships (HP, ING, Domus, Coca
Cola, P&G)
Opportunities Threats
 Applying to awards offered to NGOs  NGOs with similar products
(Volunteering Gala, Dinu Patriciu etc)  The image of Romania abroad
 Opening towards other organizations  Conflicts in other countries - making
 Participating at external events ( Galas & harder to obtain a visa for the persons
Anniversaries of organizations, from that countries
networking events)  Companies trying to reduce their budgets
 2011 - the year of volunteering  Romania not entering in the Schengen
 Grants - opportunity to create new space
products  The economic activities of the EU
 Collaborations with other NGOs,  The multinational companies are
companies orienting to expand in other countries
 Increasing the interest of students, than Romania
teachers, parents towards non-formal  Decrease of national and local funding for
education NGOs
 Collaboration with universities  Legal issues for ICX Corporate –
 Companies interested by top talent legislation not permitting a clear and
pipeline totally legal operation of this programme
 Organizing EuroCo in Romania
(international and local positioning, new
products, etc)
 2012 -Election year in Romania (greater
support offered by authorities for different
events and projects)
 The lack of jobs in Romania for fresh
graduates (demand for Outgoing GIP)
 2012 – the year of non-formal education
(declared by ANST)
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.

3. 1. Projects planning and implementation
Strategies:
 Performance Management: audit, standardized KPIs and procedures, R&R system (ex:
bonuses for implementing standards processes or for achieving results, and penalties for
quality issues)
 Quality Management: setting principles of working (especially in the case of national
projects), alignment of the projects, quality indicators, R&R
 Education: project mng and financial mng preparation, procedures
 Product Development: encouraging the development of local projects, support the LCs by
offering information about realisation peaks, Supply & Demand, GCPs, sustainability of the
projects (product packaging so it can obtain resources, national & UE grants, continuity of the
project)
Results: increase the realization rate of the projects with 30%; increase the no of local projects with
50%; 70% of the projects are self-sustainable
2. Quality of the GCDP
Strategies:
 Quality Management: standards and procedures for the processes (e.g. JDs, selection of the
trainees, Reception & Servicing, goals setting)
 Development Programs: preparation packages (for VPs/members, trainees, trainee buddies)
 Measurement and Evaluation Systems: having internal surveys for trainees and TN Takers,
create an internal Quality Index (first, ask details about the initiative of creating a Self-
regulating eXchange Quality System that the Steering Team developed because maybe they
can be combined) that will provide a score for the quality of internships from each LC,
establish R&R and consequences based on the results from the Quality Index (examples on
how we can do this: introduce the quality index as an indicator to be measured, linked it with
the Financial Model)
Results: having indicators based on what we can say we offer qualitative programs; increase the
realization rate with 15%, being positioned in the international network as a qualitative provider,
develop strong relationships with the TN Taker.
3. Positioning of Incoming GCDP at national and international level
Strategies:
 International Positioning: visibility on myaisec.net –wiki, sending information to international
newsletters, use social media (facebook page for our GCDP opportunities), CEEDs abroad to
promote the GCDP opportunities, X+CEED opportunities (trainees to promote our TNs during
their internships, or even after), Brand Ambassadorship Program developed for trainees (to
become our brand ambassadors when they go home), take advantage of the fact that EuroCo
is going to be organized in Romania and promote our programs
 National and Local Positioning: create materials for the online instruments - blog, site,
facebook page (descriptions of the projects, results obtained, testimonials from the trainees
and TN Takers, approaching other NGOs, networking events, organize external events in the
projects, EuroCo –being an international conference might help as attract the attention of
other organizations upon AIESEC and facilitate further collaborations.
Results: increasing the awareness regarding AIESEC Romania GCDP, visibility of the projects, attract
new partners, attract trainees, international cooperations.

4. c. The external opportunities you can capitalize from your position to get the vision you
propose in point (b).
 The interest in non-formal education is increasing – The ANST declared 2012 the year
of non-formal education
We can capitalize on this by creating products that can be supported financially or non-
financially by this institution, by making partnership with ANST and DJST institutions from
each LCs that could support our activities and facilitate the collaboration with other
organizations.
 The increasing of the usage of social media among youngsters and organizations
We can capitalize on this by increasing our GCDP visibility online. In this way we can attract
participants to our projects, we can increase our projects visibility among other organization
and we can be more connected with what are they doing (for example, by posting on their
pages materials about our activity, results, events etc, by following their updates) which can
lead to establishing relations and maybe even partnerships.
 The initiatives of the public institutions (Ministry, city halls) and even companies
(Ursus, ROM) to create or promote a brand of Romania
We can capitalize on this by identifying exactly how are we contributing to the positioning of
Romania and of the cities and then try to approach this organizations in order to show them
that we are supporting their activities and find ways in which they could support our activities
(financial support, visibility, activities or projects made together).
 European Funds – there still are organizations that have programs for offering grants to
NGOs (e.g. Youth in Action, European Youth Foundation). We should try to constantly identify
all the opportunities and encourage the LCs to take them in consideration when they develop
or plan projects.
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: To ensure the Performance and Quality of Experiences in AIESEC Romania, to
create the national strategy, to offer support to the LCs, to give functional preparations, to make the
downscaling from the AI, to downscale the national strategy and initiatives, national projects
implementation, international cooperations in order to support the LCs in realizing their objectives,
representing AIESEC Romania at international level and in front of all our stakeholders, to set
standards and principles in order to assure the quality and performance of the processes and
programs.
The ideal role of the MC: all the above, plus to drive the national strategy and engage the LCs, so
that together to contribute to the growth of AIESEC Romania by capitalizing on all the resources
available and by thinking at the long-term organizational development; and also for the long-term
organizational development and the sustainability of the organization, to focus on the development of
leadership potential.
Actions to fill the gap: to involve the EBs in the development of the national strategy, to work
effectively with the NSTs and encourage the NSTs from different areas to work together, to maintain
transparency at national level and to set milestones for the achieving of the short-term and long-term
objectives of the organization, to develop leadership programs together with persons, companies that
are working in this field in order to increase the quality and relevance of these programs.
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).
Strategies for TMP&TLP:
-positioning the programs: by thinking at who we are addressing too, identify the benefits of the
programs and create for each program communication plans in order to transmit them.

5. -focus on members development tools and implementation: make sure everybody understands
the value proposition of the programs; develop and implement career planning tools; implement
tracking systems and create pipelines on these programs too; education cycles based on their needs;
evaluation and feedback forms, implement R&R strategies at national level (awards and recognitions
at national conferences, public recognition - facebook, internal communication groups etc)
-increase the quality of the programs: based on the education cycle, make development programs
that contain preparation packages for their needs - these preparations could be delivered at
conferences, online, in LC Visits; involve Alumni & partners into the development of skills and
competences
Strategies for GCDP&GIP:
- Analysis and Market Research - constantly offer information about the trends on myaiesec.net (
Supply & Demand Management, DAAL Files, Available Trackers Form); take this information into
account at product development for projects, targeting the recruitment, selection, marketing.
- Positioning of the programs to all our stakeholders: establish the benefits for each stakeholder;
constant promotion of the programs (international -wikis; events, site, blog, etc), communication plans
during the whole year (and not focusing only on the recruitments periods)
- Establish partnerships and cooperation: establish collaborations with the key entities that could
help us to reach our target group or that are interested in these programs - universities, NGOs,
companies etc.
- Increase the quality of the programs: the preparations of the members that are working for these
programs, increasing the implementation of R&S Systems, Integration and Reintegration systems.
5. What are the competitive advantages that AIESEC Romania has in the international network?
What can we do to maintain and/or increase them?
I think it’s hard to talk about the competitive advantages that AIESEC Romania has because it’s hard
to know the reality of AIESEC all over the world and so we might think we are really good at
something, but we might not be the only ones.
So, I will present some of the advantages that AIESEC Romania and Romania have and that I think
that all put together might represent a competitive advantage of AIESEC Romania:
 Quality: we deliver what we promise, both on TN and EP side; we offer great conditions for
trainees
 Leadership: we have well prepared and good quality leaders that are recognized in the
international network
 X+L: having high performance on the number of persons who took both programs and this
has also assuring the “quality” of the members
 Romania advantages that are affecting AIESEC and helped at the increasing of the number
of the trainees: Geographical positioning: you can enjoy mountains, thermal or salty baths,
and seaside in the same country; you can visit West, Central or East Europe from Romania
(cheap, low cost flights), or even Turkey, and Mediterranean Countries; Cost of living: it is
affordable for most developing and developed country citizens, but also for some of the
underdeveloped country citizens; Open culture: it is an open culture, so any person can
easily accommodate to living; Internationalism: most of the cities in Romania are
multicultural, and also because of the nigh number of trainees that are here, there is always
another culture that a trainee can discover and experience.
In order to maintain or increase these advantages, I think we should focus even more on the quality
of the programs, members development programs, on encouraging the members to cycle the
programs and focus on positioning Romania as a country.