The annual report summarizes AIESEC in Hong Kong's customer relations management performance for the 2015-2016 session. Key highlights include an increased NPS score of 69% and average LC score of 57.8%. Several projects were completed to improve matching processes and engagement. Surveys found high satisfaction levels but room for improvement in goal setting and departure support. Suggestions include strengthening communication, pre-arrival engagement, LC involvement, and evaluation processes. The report demonstrates AIESEC's commitment to continuous improvement in serving exchange participants.
NSC2015 - Ce review final aiesec research q4 2015-incoming outgoing copyAIESEC UNDIP
The survey summarizes feedback from 89 incoming exchange participants (EPs) in Indonesia in Q4 2014. Key findings include:
- Most EPs were female, aged 21-23 from Europe and Asia, participating in GCDPs through LC UNAND.
- Average duration was 2.1 months, longer for GIPs (3.3 months) and master's/PhD programs (4 months).
- Overall recommendation (net promoter) score was 36%, similar to outgoing EPs. Scores varied by location center (LC).
- Before arrival, information about requirements and documents was sufficient, but housing and job details needed improvement.
- During programs, GCDPs scored higher in satisfaction than G
This document discusses the importance of onboarding for retaining talent and driving engagement. Effective onboarding involves focusing on people, performance, and paperwork. It should be a customized, measured program led as a partnership between HR, hiring managers, and new employees. Common challenges to onboarding programs include inconsistency, lack of manager capacity, inability to evaluate effectiveness, and poor enabling technology. The document provides case studies of successful onboarding programs and outlines how program length and elements can vary depending on the type of new hire.
The document discusses analytical customer relationship management (aCRM) and how it can be integrated with knowledge management (KM) using data mining techniques. It outlines that aCRM uses data analysis to generate customer profiles and identify behavior patterns to better understand customer needs. When combined with KM, aCRM systems can support customer knowledge acquisition by collecting customer data from various sources and using that to track customer behavior patterns and predict actions. This helps businesses retain profitable customers and address their needs more efficiently.
Effects of Attachment on Condom Use Attitudes and BehaviorJohn Sakaluk
Sakaluk, J. K., & Gillath, O. (November, 2013). Paper presented at the annual meeting of the Society for the Scientific Study of Sexuality, San Diego, CA.
Condoms are an important tool for preventing unintended pregnancy and STDs. However, many people find discussing condoms awkward or uncomfortable. This article highlights some of the most effective condom print advertising campaigns that help normalize the discussion of safe sex in a fun, positive way through memorable slogans and visuals.
This document outlines a marketing plan for an online condom store called "FujahtoohCondom.com" in Myanmar. Key points include:
- The store aims to provide easier access to condoms by selling them online, addressing needs for privacy, product variety, and convenience.
- The target market is people aged 15-40 in Yangon who have health concerns.
- The marketing strategy involves online and offline advertising, promotions, pricing strategies, and building customer loyalty through rewards.
- Differentiation is through product selection, personalized service, knowledge sharing and being the first large online condom store in Myanmar.
The old cliche "A picture is worth a thousand words" is put to the test again, well this time it’s a small collection of 51+ insanely creative print ads. We all are surrounded by advertisements in our everyday lives. The more creative the ad is, the greater the chance of being noticed by the public….Sometimes though, an ad will be more than just a marketing tactic; it will become a piece of art. Here’s my collection! Hope you have fun browsing through this collection
Victoria's Secret became the largest lingerie retailer in the US by targeting both females and males with marketing campaigns that aimed to make women feel insecure unless they emulated the brand's thin, flawless models, and entice men's curiosity. However, the models admit even they do not look as perfect as in advertisements, and the sexualized campaigns have negative effects by misguiding perceptions of femininity and beauty while also being inappropriate for children.
NSC2015 - Ce review final aiesec research q4 2015-incoming outgoing copyAIESEC UNDIP
The survey summarizes feedback from 89 incoming exchange participants (EPs) in Indonesia in Q4 2014. Key findings include:
- Most EPs were female, aged 21-23 from Europe and Asia, participating in GCDPs through LC UNAND.
- Average duration was 2.1 months, longer for GIPs (3.3 months) and master's/PhD programs (4 months).
- Overall recommendation (net promoter) score was 36%, similar to outgoing EPs. Scores varied by location center (LC).
- Before arrival, information about requirements and documents was sufficient, but housing and job details needed improvement.
- During programs, GCDPs scored higher in satisfaction than G
This document discusses the importance of onboarding for retaining talent and driving engagement. Effective onboarding involves focusing on people, performance, and paperwork. It should be a customized, measured program led as a partnership between HR, hiring managers, and new employees. Common challenges to onboarding programs include inconsistency, lack of manager capacity, inability to evaluate effectiveness, and poor enabling technology. The document provides case studies of successful onboarding programs and outlines how program length and elements can vary depending on the type of new hire.
The document discusses analytical customer relationship management (aCRM) and how it can be integrated with knowledge management (KM) using data mining techniques. It outlines that aCRM uses data analysis to generate customer profiles and identify behavior patterns to better understand customer needs. When combined with KM, aCRM systems can support customer knowledge acquisition by collecting customer data from various sources and using that to track customer behavior patterns and predict actions. This helps businesses retain profitable customers and address their needs more efficiently.
Effects of Attachment on Condom Use Attitudes and BehaviorJohn Sakaluk
Sakaluk, J. K., & Gillath, O. (November, 2013). Paper presented at the annual meeting of the Society for the Scientific Study of Sexuality, San Diego, CA.
Condoms are an important tool for preventing unintended pregnancy and STDs. However, many people find discussing condoms awkward or uncomfortable. This article highlights some of the most effective condom print advertising campaigns that help normalize the discussion of safe sex in a fun, positive way through memorable slogans and visuals.
This document outlines a marketing plan for an online condom store called "FujahtoohCondom.com" in Myanmar. Key points include:
- The store aims to provide easier access to condoms by selling them online, addressing needs for privacy, product variety, and convenience.
- The target market is people aged 15-40 in Yangon who have health concerns.
- The marketing strategy involves online and offline advertising, promotions, pricing strategies, and building customer loyalty through rewards.
- Differentiation is through product selection, personalized service, knowledge sharing and being the first large online condom store in Myanmar.
The old cliche "A picture is worth a thousand words" is put to the test again, well this time it’s a small collection of 51+ insanely creative print ads. We all are surrounded by advertisements in our everyday lives. The more creative the ad is, the greater the chance of being noticed by the public….Sometimes though, an ad will be more than just a marketing tactic; it will become a piece of art. Here’s my collection! Hope you have fun browsing through this collection
Victoria's Secret became the largest lingerie retailer in the US by targeting both females and males with marketing campaigns that aimed to make women feel insecure unless they emulated the brand's thin, flawless models, and entice men's curiosity. However, the models admit even they do not look as perfect as in advertisements, and the sexualized campaigns have negative effects by misguiding perceptions of femininity and beauty while also being inappropriate for children.
The document discusses trends in customer relationship management (CRM). It notes that CRM has evolved through three stages - operational CRM, analytical CRM, and multi-channel CRM. Organizations are now focusing on analytical and collaborative CRM. The document also discusses priorities for CRM initiatives, such as eMarketing, eService, social media integration, and managing multi-channel customer interactions. Finally, it provides estimates for the typical costs of implementing CRM software.
Deloitte Digital NL - Voice of the customer (CB seminar)Victor Hoong
In early 2013, Deloitte and Bazaarvoice partnered to investigate what online consumer feedback reviews could reveal on the relationships between NPS, price, product assortment and customer service. In a short 5 week project 7.8 million customer reviews across 230 different businesses were interrogated. A selection of the key findings were included in this short presentation given at the Deloitte Consumer Business Predictions event @Rotterdam May 2013.
Customer Relation in Knowledge Process OutsourcingIOSR Journals
In the present scenario KPO has made a great progress in terms of supporting role of leading firms to newly established one. According to evalueserve, the share of the Indian KPO sector is expected to increase to 71 percent with revenues of USD 12 billion, by 2013.Evalueserve estimates that the Indian KPO market is expected to grow at a CAGR of 49.5 percent between 2003 and 2013, compared to a CAGR of 30.6 percent for the Indian BPO market, and a CAGR of 44.5 percent for the global KPO market, over the same period. The services sector accounted for about 51 percent of India’s GDP in 2003, a figure that was much higher than 28 percent in 1950, and also one of the highest among the developing economies. Outsourcing of high-end jobs is a win-win situation for both the end client and the KPO vendor. This paper presents basically a case study report on KPO. It includes the process of KPO, customer’s relation, study and analysis of working of KPO. At the end it has been presented that how KPO maintains their customer relation and finally customer’s satisfaction level is concluded.
The document discusses Durex's new media marketing strategies in India. It outlines Durex's social media initiatives like their Facebook page and YaariDosti campaign. It also discusses their mobile marketing campaign using SMS and initiatives like Durex Jeans. The document proposes strategies to re-launch Durex's non-condom products like their PLAY range through new media like a sex expert on their website, online games, and passion groups. It discusses challenges of marketing condoms in India's conservative society and proposes expanding into female condoms.
Victoria's Secret started in 1977 when Roy Raymond opened the first store in San Francisco. In 1982, Raymond sold the company to The Limited Brands, founded by Leslie Wexner in 1963. Victoria's Secret sells women's clothes, lingerie, beauty products and fragrances. It aims to make women feel sexy and confident through merchandise and fashion shows featuring famous models. The company communicates through catalogs, stores, websites and social media to promote its brand.
Models at a condom fashion show in Beijing wore elaborate outfits made entirely of condoms to promote safe sex and condom use. Condoms of various sizes and colors were fashioned into wedding gowns, dresses, bikinis and other clothing. The show was held at an expo on reproductive health in China and organized by the country's largest condom manufacturer to raise awareness of HIV/AIDS prevention on World Population Day.
The document provides an overview of the global condom industry, including its history, key players, market size and growth trends. It discusses the industry's products and innovations over time. Major players like Durex and Trojan dominate the market, which is estimated at billions of condoms distributed annually worldwide. The industry faces some barriers to entry but also benefits from economies of scale in large-scale condom manufacturing.
This document provides an analysis of the Victoria's Secret brand, including its current marketing situation and strategy. It discusses Victoria's Secret's market position, competitors, effects of the economic recession, and key elements of its marketing strategy such as maintaining a "best-in-class" customer experience to build loyalty and drive consistent sales growth through effective customer relationship management even during an economic downturn. The document also examines Victoria's Secret's mission and objectives and how its marketing approaches like increasing advertisements and enhancing perceived value are aimed at optimizing its CRM and business performance.
Created a marketing plan and to launch Victoria’s Secret in Iraq by associating the brand with weddings and the luxurious gift giving traditions that follow. Thus, making it more acceptable to enter the stores and purchase the lingerie.
Victoria's Secret was founded in 1977 and acquired by Limited Brands in 1982. Limited Brands transformed Victoria's Secret into a brand for women's intimate apparel. Victoria's Secret now has over 1,000 stores in the US and targets middle-aged women ages 20-40. It also has a younger-focused line called PINK. Victoria's Secret uses extensive marketing including its annual fashion show, print catalogues, and social media to promote its brands. While very successful, it also faces criticism for sexualizing young women.
Premiere Condoms aims to market exciting condoms to sexually active men seeking pleasure and contraception. Their target market includes men of reproductive age from middle to upper classes who prefer protected but thrilling sex. Competitors are other condom brands and alternative contraception methods. Premiere will sell unique condoms with motifs providing pleasure through convenience stores, drug stores, and personal care shops using endorsements from sexy celebrities in advertising.
AIESEC in Hong Kong 15-16 _ Discharge ReportJulian Tsai
This document provides an overview of AIESEC Hong Kong's Outgoing Global Citizen program for the 2015-2016 session. Key points:
- The program aims to develop solution-driven leaders through international community development experiences.
- Key metrics include the number of exchange participants, their satisfaction levels, number of local committee-local committee partnerships, and percentage of integrated experiences.
- Achievements in 2015-2016 include 549 exchange participants, 26.6 EP NPS, 5/7 LCs with 1+ LC-LC partnerships, 5.09% of members having integrated experiences.
- Strategies employed included enforcing an EP LEAD framework to facilitate leadership development, emphasizing LC-LC partnerships
This document outlines initiatives from different sectors of AIESEC NKUA for the 2012-2013 year. It describes initiatives to improve recruitment and matching processes for the Global Citizenship Development Program and Global Internship Program through internal recruitment, structured contact management, tracking tools, and structured matching processes. It also outlines initiatives to promote programs through partnerships with other organizations and standardizing promotion strategies. The initiatives achieved impacts such as increased internal recruitment and matches compared to previous years. The document predicts the initiatives will continue to evolve and improve processes and results in future years.
The document outlines the activities and achievements of the oGIP team at AIESEC FTU Hanoi from July 2013 to June 2014, including conducting two recruitment rounds, implementing various relationship building and data analysis tools, running social media promotions that increased fan page engagement, and providing support and guidance to other local committees on international relations best practices. Key metrics like matches, realization ratios, and partnership frameworks are presented as evidence of the team's success in strengthening AIESEC's global exchange network over the reported time period.
This document summarizes the agenda for the AIESEC ANFA January local meeting. It includes:
- Applauding the OC NLDS team and other teams like the Brain on Fire conference team, YSE opening team, Betcoop team, and Teach Me If You Can team.
- Presentations on the OC Journey in Casablanca, ANFA Magazine team, ARD launch, IGIP Phoenix, and AIESEC ANFA opening plenary.
- Discussions of leadership opportunities like the OC local conference, reallocation for iGIP and TM, and the local compendium board of reflection.
- The social agenda was also presented, including events like The Committee Talks
AIESEC UWA Innovation Award Application, July 2012lebedevadawg
AIESEC UWA has engaged its 3 most recent interns through innovative means like coaching and facilitating events. It has also maximized human resources through organizing committees for projects and seen a 134% growth in team member opportunities. AIESEC UWA led marketing innovations nationally, like a tailored video campaign for the business school that realized 78% of winter exchanges from that school with no costs. It also restructured finance to give officers portfolio roles for more excitement and ensured responsibilities through a 100% retention rate. A new High School Outreach Program could promote programs nationally while adding value for members and stakeholders.
This document outlines three strategies to enhance leadership development in AIESEC experiences. The first strategy is to increase alignment around the goal of developing leadership in all programs through conversations and coaching. The second strategy focuses on improving leadership development in Global Citizenship Development Programs (GCDP) by implementing leadership sessions and standards. The third strategy creates a Members Development Program to provide individualized leadership training and development for all members. Expected results include increased quality, partnerships, and members gaining leadership skills and experiences.
[AIESEC SYSU]LC Challenge Accepted Award AppMarc_LIU
1. In 2014, AIESEC SYSU faced challenges with slowing growth and issues in talent development and brand recognition. They launched new initiatives focused on talent development and external relevance.
2. Key programs showed impressive growth, such as the oGIP program increasing matches by 73% and realizes by 44%. New talent development programs were also introduced, including an evaluation system, learning system, and increased investment in international opportunities.
3. External relations were restarted, resulting in new sponsorships, learning partnerships, and CSR projects. Impact projects including a cross-strait youth forum and potential business school partnership were also discussed.
AIESEC UWA has experienced significant growth over the past year in areas such as exchange, leadership roles, membership retention and member to exchange ratio. This growth is due to efforts such as cross-functional initiatives to develop member skills, establishing a strong middle management structure, prioritizing exchange in recruitment and activities, implementing an intranet learning system to retain knowledge, and developing leadership and financial sustainability strategies. Plans are in place to continue this growth trajectory into the future through ongoing exchange partnerships, tapping new markets, and coaching another local committee.
AIESEC UWA has experienced significant growth over the past year in key areas such as exchange, leadership roles, membership, and financial sustainability. This is due to initiatives like improved recruitment, training, and experience sharing. Exchange numbers increased 225% for outgoing exchanges and 270% for incoming exchanges due to factors like brand building, stakeholder relationships, and improved information management. Leadership roles grew 400% with the introduction of team leaders and short term roles. Membership was retained at 100% compared to 27.68% previously due to cross-functional development opportunities and selection based on competencies. Financial sustainability has been ensured through diverse funding sources, two budget types, and ongoing exchange partner relationships.
Rapport Coaching in Social Housing empowers new tenants and helps providers address the challenges thrown up by recent and upcoming welfare/benefits changes.
AIESEC SJTU is applying for various awarding materials to showcase their 15th annual forum and annual report. This includes a review of their key marketing strategies, communication initiatives, and events from January to February. Some of their major events included a campus sweep to promote AIESEC, an AIESEC Night event, and Info Sessions. They analyzed data on student demographics and participation in events. While their online promotion goals were not fully met due to quality of content and timing, their offline events helped attract over 300 students and increased applications. They will highlight these efforts in award submissions and continued collaboration with their talent management team.
The document discusses trends in customer relationship management (CRM). It notes that CRM has evolved through three stages - operational CRM, analytical CRM, and multi-channel CRM. Organizations are now focusing on analytical and collaborative CRM. The document also discusses priorities for CRM initiatives, such as eMarketing, eService, social media integration, and managing multi-channel customer interactions. Finally, it provides estimates for the typical costs of implementing CRM software.
Deloitte Digital NL - Voice of the customer (CB seminar)Victor Hoong
In early 2013, Deloitte and Bazaarvoice partnered to investigate what online consumer feedback reviews could reveal on the relationships between NPS, price, product assortment and customer service. In a short 5 week project 7.8 million customer reviews across 230 different businesses were interrogated. A selection of the key findings were included in this short presentation given at the Deloitte Consumer Business Predictions event @Rotterdam May 2013.
Customer Relation in Knowledge Process OutsourcingIOSR Journals
In the present scenario KPO has made a great progress in terms of supporting role of leading firms to newly established one. According to evalueserve, the share of the Indian KPO sector is expected to increase to 71 percent with revenues of USD 12 billion, by 2013.Evalueserve estimates that the Indian KPO market is expected to grow at a CAGR of 49.5 percent between 2003 and 2013, compared to a CAGR of 30.6 percent for the Indian BPO market, and a CAGR of 44.5 percent for the global KPO market, over the same period. The services sector accounted for about 51 percent of India’s GDP in 2003, a figure that was much higher than 28 percent in 1950, and also one of the highest among the developing economies. Outsourcing of high-end jobs is a win-win situation for both the end client and the KPO vendor. This paper presents basically a case study report on KPO. It includes the process of KPO, customer’s relation, study and analysis of working of KPO. At the end it has been presented that how KPO maintains their customer relation and finally customer’s satisfaction level is concluded.
The document discusses Durex's new media marketing strategies in India. It outlines Durex's social media initiatives like their Facebook page and YaariDosti campaign. It also discusses their mobile marketing campaign using SMS and initiatives like Durex Jeans. The document proposes strategies to re-launch Durex's non-condom products like their PLAY range through new media like a sex expert on their website, online games, and passion groups. It discusses challenges of marketing condoms in India's conservative society and proposes expanding into female condoms.
Victoria's Secret started in 1977 when Roy Raymond opened the first store in San Francisco. In 1982, Raymond sold the company to The Limited Brands, founded by Leslie Wexner in 1963. Victoria's Secret sells women's clothes, lingerie, beauty products and fragrances. It aims to make women feel sexy and confident through merchandise and fashion shows featuring famous models. The company communicates through catalogs, stores, websites and social media to promote its brand.
Models at a condom fashion show in Beijing wore elaborate outfits made entirely of condoms to promote safe sex and condom use. Condoms of various sizes and colors were fashioned into wedding gowns, dresses, bikinis and other clothing. The show was held at an expo on reproductive health in China and organized by the country's largest condom manufacturer to raise awareness of HIV/AIDS prevention on World Population Day.
The document provides an overview of the global condom industry, including its history, key players, market size and growth trends. It discusses the industry's products and innovations over time. Major players like Durex and Trojan dominate the market, which is estimated at billions of condoms distributed annually worldwide. The industry faces some barriers to entry but also benefits from economies of scale in large-scale condom manufacturing.
This document provides an analysis of the Victoria's Secret brand, including its current marketing situation and strategy. It discusses Victoria's Secret's market position, competitors, effects of the economic recession, and key elements of its marketing strategy such as maintaining a "best-in-class" customer experience to build loyalty and drive consistent sales growth through effective customer relationship management even during an economic downturn. The document also examines Victoria's Secret's mission and objectives and how its marketing approaches like increasing advertisements and enhancing perceived value are aimed at optimizing its CRM and business performance.
Created a marketing plan and to launch Victoria’s Secret in Iraq by associating the brand with weddings and the luxurious gift giving traditions that follow. Thus, making it more acceptable to enter the stores and purchase the lingerie.
Victoria's Secret was founded in 1977 and acquired by Limited Brands in 1982. Limited Brands transformed Victoria's Secret into a brand for women's intimate apparel. Victoria's Secret now has over 1,000 stores in the US and targets middle-aged women ages 20-40. It also has a younger-focused line called PINK. Victoria's Secret uses extensive marketing including its annual fashion show, print catalogues, and social media to promote its brands. While very successful, it also faces criticism for sexualizing young women.
Premiere Condoms aims to market exciting condoms to sexually active men seeking pleasure and contraception. Their target market includes men of reproductive age from middle to upper classes who prefer protected but thrilling sex. Competitors are other condom brands and alternative contraception methods. Premiere will sell unique condoms with motifs providing pleasure through convenience stores, drug stores, and personal care shops using endorsements from sexy celebrities in advertising.
AIESEC in Hong Kong 15-16 _ Discharge ReportJulian Tsai
This document provides an overview of AIESEC Hong Kong's Outgoing Global Citizen program for the 2015-2016 session. Key points:
- The program aims to develop solution-driven leaders through international community development experiences.
- Key metrics include the number of exchange participants, their satisfaction levels, number of local committee-local committee partnerships, and percentage of integrated experiences.
- Achievements in 2015-2016 include 549 exchange participants, 26.6 EP NPS, 5/7 LCs with 1+ LC-LC partnerships, 5.09% of members having integrated experiences.
- Strategies employed included enforcing an EP LEAD framework to facilitate leadership development, emphasizing LC-LC partnerships
This document outlines initiatives from different sectors of AIESEC NKUA for the 2012-2013 year. It describes initiatives to improve recruitment and matching processes for the Global Citizenship Development Program and Global Internship Program through internal recruitment, structured contact management, tracking tools, and structured matching processes. It also outlines initiatives to promote programs through partnerships with other organizations and standardizing promotion strategies. The initiatives achieved impacts such as increased internal recruitment and matches compared to previous years. The document predicts the initiatives will continue to evolve and improve processes and results in future years.
The document outlines the activities and achievements of the oGIP team at AIESEC FTU Hanoi from July 2013 to June 2014, including conducting two recruitment rounds, implementing various relationship building and data analysis tools, running social media promotions that increased fan page engagement, and providing support and guidance to other local committees on international relations best practices. Key metrics like matches, realization ratios, and partnership frameworks are presented as evidence of the team's success in strengthening AIESEC's global exchange network over the reported time period.
This document summarizes the agenda for the AIESEC ANFA January local meeting. It includes:
- Applauding the OC NLDS team and other teams like the Brain on Fire conference team, YSE opening team, Betcoop team, and Teach Me If You Can team.
- Presentations on the OC Journey in Casablanca, ANFA Magazine team, ARD launch, IGIP Phoenix, and AIESEC ANFA opening plenary.
- Discussions of leadership opportunities like the OC local conference, reallocation for iGIP and TM, and the local compendium board of reflection.
- The social agenda was also presented, including events like The Committee Talks
AIESEC UWA Innovation Award Application, July 2012lebedevadawg
AIESEC UWA has engaged its 3 most recent interns through innovative means like coaching and facilitating events. It has also maximized human resources through organizing committees for projects and seen a 134% growth in team member opportunities. AIESEC UWA led marketing innovations nationally, like a tailored video campaign for the business school that realized 78% of winter exchanges from that school with no costs. It also restructured finance to give officers portfolio roles for more excitement and ensured responsibilities through a 100% retention rate. A new High School Outreach Program could promote programs nationally while adding value for members and stakeholders.
This document outlines three strategies to enhance leadership development in AIESEC experiences. The first strategy is to increase alignment around the goal of developing leadership in all programs through conversations and coaching. The second strategy focuses on improving leadership development in Global Citizenship Development Programs (GCDP) by implementing leadership sessions and standards. The third strategy creates a Members Development Program to provide individualized leadership training and development for all members. Expected results include increased quality, partnerships, and members gaining leadership skills and experiences.
[AIESEC SYSU]LC Challenge Accepted Award AppMarc_LIU
1. In 2014, AIESEC SYSU faced challenges with slowing growth and issues in talent development and brand recognition. They launched new initiatives focused on talent development and external relevance.
2. Key programs showed impressive growth, such as the oGIP program increasing matches by 73% and realizes by 44%. New talent development programs were also introduced, including an evaluation system, learning system, and increased investment in international opportunities.
3. External relations were restarted, resulting in new sponsorships, learning partnerships, and CSR projects. Impact projects including a cross-strait youth forum and potential business school partnership were also discussed.
AIESEC UWA has experienced significant growth over the past year in areas such as exchange, leadership roles, membership retention and member to exchange ratio. This growth is due to efforts such as cross-functional initiatives to develop member skills, establishing a strong middle management structure, prioritizing exchange in recruitment and activities, implementing an intranet learning system to retain knowledge, and developing leadership and financial sustainability strategies. Plans are in place to continue this growth trajectory into the future through ongoing exchange partnerships, tapping new markets, and coaching another local committee.
AIESEC UWA has experienced significant growth over the past year in key areas such as exchange, leadership roles, membership, and financial sustainability. This is due to initiatives like improved recruitment, training, and experience sharing. Exchange numbers increased 225% for outgoing exchanges and 270% for incoming exchanges due to factors like brand building, stakeholder relationships, and improved information management. Leadership roles grew 400% with the introduction of team leaders and short term roles. Membership was retained at 100% compared to 27.68% previously due to cross-functional development opportunities and selection based on competencies. Financial sustainability has been ensured through diverse funding sources, two budget types, and ongoing exchange partner relationships.
Rapport Coaching in Social Housing empowers new tenants and helps providers address the challenges thrown up by recent and upcoming welfare/benefits changes.
AIESEC SJTU is applying for various awarding materials to showcase their 15th annual forum and annual report. This includes a review of their key marketing strategies, communication initiatives, and events from January to February. Some of their major events included a campus sweep to promote AIESEC, an AIESEC Night event, and Info Sessions. They analyzed data on student demographics and participation in events. While their online promotion goals were not fully met due to quality of content and timing, their offline events helped attract over 300 students and increased applications. They will highlight these efforts in award submissions and continued collaboration with their talent management team.
SYSU oGCDP has greatly innovated and developed this term, nearly doubling the number of exchanges provided (EPs) compared to last year. They transformed matching channels to be more diverse and targeted. They also conducted in-depth analyses of target nations to improve members' global understanding.
The L&D team held innovative events like returnee gatherings to share experiences. They created a more systematic service flow for EPs covering all aspects of exchanges. They also conducted market research tailored to different student faculties.
These efforts had a transformative effect on members like Winnie Lee, who became more confident, cooperative, and passionate about global volunteering after participating. Due to these outstanding achievements, the author
This document provides a quarterly performance review for AIESEC in Vietnam. It summarizes exchange program results for Q1 2014, noting that the organization achieved 63.5% of its exchange goals. Key metrics like NPS scores and the number of exchanges per local committee are presented. Best practices from local committees are highlighted, and the committee with the best overall performance, AIESEC FTU HN, is recognized for gaining the most exchanges and having over 170% growth compared to the previous year. The review concludes by setting exchange goals for Q2 2014 and providing reference links for additional details.
The document outlines goals, metrics, and plans for PresenTense Group's various programs and initiatives in the first quarter of fiscal year 2011. Key points include:
- Recruiting fellows and contributors globally and in Israel, publishing magazines, and activating committees around topics like social action, the environment, and leadership.
- Growing the online community through platforms like Salesforce, the website, social media, and newsletters.
- Supporting fellows through venture resources, events, and potential funding.
- Training coordinators and mentors for Community Entrepreneurship Programs around the world and assessing their impact.
- Goals for the Israel and Jerusalem programs include developing training programs and
[AIESEC SYSU]Globally Competitive Star Leader Award App from MarcMarc_LIU
1) Marc Lau is applying for the Global Competitive Star Leader Award as the current leader of AIESEC SYSU. In 2014, he helped form a 9 person team to create a blueprint for the entity and lead them through challenges and successes.
2) Under his leadership, AIESEC SYSU saw a 25.5% increase in their ELD program numbers compared to 2013. He ensured leadership stability with a 100% EB retention rate.
3) Marc launched new talent development programs including training, evaluations, and increased funding for international experiences. He also oversaw new impact projects and external partnerships.
AIESEC UNSW 2011 Reckon Finance Award Applicationgaoje
1) AIESEC UNSW focused on sustainability in 2010 to lay the foundation for future generations. They achieved a strong leadership pipeline and provided leadership opportunities.
2) AIESEC UNSW had a record number of exchange programs in 2010 through various partnerships and an improved process. They also increased their number of internships.
3) AIESEC UNSW is financially sustainable with most income from exchanges and a large surplus generated in 2010. They aim to diversify revenue through sponsorships.
This document provides an update on the formative and impact evaluations of the National Collaborative Outreach Programme (NCOP). It summarizes the following key points:
1) The formative evaluation has included capacity building activities for consortia and a survey of consortia that found new partnerships have been formed and activities would not have been delivered without NCOP support.
2) The impact evaluation participant survey has been finalized and rolled out to over 120,000 students across consortia. Two randomized controlled trials are also confirmed.
3) Work is underway to derive statistical controls for the evaluation through quasi-experimental methods and linking data to secondary sources.
4) Early observations from the consortia
Executive Employment Trends Report Q4 2016BPI group
What is the current average length of an executive job search? How does an executive’s base salary level or education impact the length of the job search?
BPI group has established this Executive Employment Trends Report to offer greater visibility into the current executive job market. We are committed to quality and results in our career transition programs, and believe that keeping a careful eye on trends in the market is an important way to ensure we are meeting the needs of our executive transition clients.
This Executive Employment Trends Report includes analysis of the average length of the executive job search, as well as how the job search is impacted by an executive's base salary level, age, and education level.
02 indonesia tracer study and impact assessment synthesisimecommunity
The document summarizes the findings of a tracer study on graduates of Indonesia's Know About Business (KAB) entrepreneurship training program. Key findings include:
1) KAB graduates were more likely to believe the program helped prepare them for their current job and develop a business plan compared to non-KAB graduates.
2) While the program influenced graduates who became employees, it did not fully prepare them to start their own business successfully without additional skills and experience.
3) Both graduates and current students felt the program would benefit from a better balance of theory and practical activities, with more time allocated to hands-on learning.
4) Teachers, parents, and students recommended strengthening support for graduates starting
Similar to iGIP1516_Focus Area Report (Customer Relation Management) (20)
3. My AIESEC internship in Hong Kong has been filled with laughter, great memories, and
long-lasting friendships. I am glad I decided to step out of my comfort zone and
experience a new life abroad.
Wayne Hsu
Exchange Participant of GIP in Hong Kong
Intern of Yesinspace limited
4. Performance Overview
The NPS survey is completed by 26 EPs upon realisa-on. Exceeding
the targeted goal, the resulted NPS score is 69, which shows an
increase of 245% of the targeted score.
OVERALL PERFORMANCE
PERFORMANCE of LCs
The LCs have demonstrated a good CRM performance in general,
gaining an average score of 57.8. HKUST achieved the highest NPS
score of 100 amongst 7 LCs. However, it is noted that there has been
only 1 respondent from HKUST, meaning the result is rela-vely not
sta-s-cally significant. Following HKUST, both CITYU and HKU
achieved the second highest NPS score of 80. Meanwhile, both CUHK
and POLYU aQained the lowest NPS score of 0, given that there has
been no respondents from POLYU and only 3 from CUHK.
Target
Overall
CITYU
CUHK
HKBU
HKU
HKUST
LINGNAN
POLYU
0 25 50 75 100
Average
Overall NPS Score
6. After my arrival, thanks to AIESEC I was able to meet new interesting people and engage in
fun weekend activities like hiking, sightseeing and bike trips. My experience of work and
life in Hong Kong has been greatly improved by the effort of the amazing AIESEC people :)
Karol Leja
Exchange Participant of GIP in Hong Kong
Intern of the City University of Hong Kong
7. Projects Completed
3 sets of NPS survey were designed upon September 2015 in
order to examine the CRM performance and the fulfilment of
“Standards and Sa-sfac-on” of each LCs as well as AIESEC in HK
overall. They are NPS survey for EP upon realiza-on and comple-on
of internship and NPS survey for TN takers upon realiza-on.
Frameworks of evalua-on with TN takers and EPs are designed for
regular evalua-on of LCs with stakeholders.
A Facebook group was established in order to enhance of transparency of
opportunities available in Hong Kong and thus to accelerate the matching
process. The group serves as an information sharing platform where EPs or
EP managers, who are interested in opportunities in Hong Kong, could
receive notifications on Facebook once we have new opportunities or other
promotions posted. In addition, potential EPs shall raise enquiries via the
group. The communication is expected to be much faster than the traditional
one- emails. It could prove their satisfaction towards our responsive
communication. Within two months, the group has gained 250+ members.
The long term effect of the group shall remain to be examined in the future.
NPS SURVEYS & EVALUATION OPTIMISATION OF
MATCHING PROCESS
8. Projects Completed
Videos on culture, living style and language in Hong Kong have been
prepared by LCs to strengthen the pre-arrival prepara-on for matched
EPs. They shall receive an email regularly with a video aQached. It could
boost their sense of engagement with AIESEC in HK and beQer prepare
them to feel ready to live and work in Hong Kong.
VIDEOS
Informa-on on our program, services, opportuni-es and intern
experiences have been newly featured on the official website of AIESEC
in HK. It could provide more transparent informa-on for both poten-al
EPs and matched EPs. It could serve as an promo-on tool for poten-al
tool to aQract more interested EPs and an informa-on hub for matched
EPs.
WEBSITES
9. Projects Completed
It is of paramount importance to establish an intern community, providing a support system. EPs would occasionally ini-ate
ac-vi-es such as travelling and gatherings. They have established strong -es among themselves. The community has become closer
and more dynamic. The followings are the measures we have taken this year to create such community.
ESTABLISHMENT OF INTERN’S COMMUNITY
Watching the Rugby Seven at a BarDim Sum DinnerVisiDng the Horse racing Course
10. Projects Completed
A Facebook group was established for
the beQer communica-on among interns
and AIESECers. Via the communica-on
plaaorm, everyone could share upcoming
gathering or AIESEC events as well as
news in HK. In the past year, we shared
hard news like the prospects of Hong
Kong’s economy and soc news like art
exhibi-ons and opportuni-es of
networking events in Hong Kong in order
to create a more holis-c cultural and
professional experience for EPs.
A whatsapp group was created for the sake
of more efficient communication among EPs
and AIESECers. New members could
integrate into the intern community at a
faster rate for the less formal and more
efficient communication channel. In addition,
sharing of pictures and causal chats help
strengthen their bonding.
FACEBOOK GROUP MONTHLY EVENTSWHATSAPP GROUP
Monthly events, for example, dim sum night,
hot pot dinner and Christmas party, are
organized for both EPs and AIESECers.
Participation of EPs was rather high while
they showed high satisfaction towards those
events. However, the participation of
AIESECers was relatively low, despite
promotions on the Facebook group of
AIESEC in HK. As a result, there are strong
bonds among EPs, but rather weak bonds
between EPs and AIESECers.
11. I would say, it is an eye opening experience and it definitely
helps me grow as a professional and as a person
Ghofrane Jendoubi
Exchange Participant of GIP in Hong Kong
Intern of the City University of Hong Kong
12. Key Insights
The survey is completed by EP upon realiza-on. It
aims to review the fulfilment of standard opera-on
procedures (SOPs) as well as the sa-sfac-on of EPs
towards the service provision of AIESEC in Hong Kong
upon realiza-on. 26 EPs completed the survey. The
response rate is 100%, which is excellent.
ABOUT
Host EnXty of Respondents
NPS survey for EP upon Realiza-on
LINGNAN
11%
HKUST
4%
HKU
19%
HKBU
33%
CUHK
11%
CITYU
22%
13. Key Insights
As the hos-ng en-ty, we are obliged to assist the EP is following
aspects in order to uphold our high standards. We shall provide
arrival pick-up services; assistance on accommoda-on sourcing;
informa-on of basic living details in Hong Kong; company on the
first day at work; and assistance on individual goal sejng. We have
showed an impressive improvement over the course the year. We
demonstrated high rates of fulfilment regarding most of the
standards, aQaining over 95% of comple-on in 3 out of 5 items.
However, it is reflected that some EPs felt receiving insufficient
assistance on individual goal sejng. It is note-worthy that personal
learning is an integral part of the inner journey of our program.
Providing guidance or assistance would help facilitate the personal
development of EPs and achieving the goal of our program.
STANDARDS
Fulfilment of Standards (%)
NPS survey for EP upon realiza-on
14. Key Insights
The survey measures the sa-sfac-on of EPs regarding the
quality of our visa advice; -mely response of our officers; the
extend of readiness to live and work in Hong Kong; and their
overall contentedness with AIESEC in Hong Kong. The sa-sfac-on
of EPs slightly improved over the course of the year. Upon June,
ra-ngs of all categories improved comparing to that in November.
In general, EPs showed high level of sa-sfac-on towards our
services, with a score of 8.7 out of 10. Nonetheless, we preformed
the least ideally in preparing EP to feel ready to live on Hong Kong
and responding their inquiry -mely. CUHK perform the best in
-mely responding to EPs’ inquires while HKBU did the worst.
Meanwhile, CITYU and HKUST scored the highest in preparing
the EP to live in Hong Kong, but CUHK scored the lowest.
STATISFACTION
SaXsfacXon Level
NPS survey for EP upon realiza-on
16. Nice and explicit, learning so much from it!
Ken Huang
Exchange Participant of GIP in Hong Kong
Intern of BSD Code and Design Academy
17. Key Insights
The survey is designed for EPs who have completed
the internship and aims at evalua-ng the quality of our
recep-on services during their internship. Up un-l
June 2016, the survey has received 2 responses,
which can hardly render useful sta-s-cally significant
data for in-depth evalua-on. The low response rate
could be explained by long dura-on of internship
which results in later comple-on of internship and the
lack of tracking in LCs. Nonetheless, the preliminary
analysis is as follows.
ABOUT
NPS survey for EP upon Comple-on of Internship
18. Key Insights
EPs generally agree with that the job descrip-ons
match their actual work. However, it is revealed that
there is a room for improvement for departure
management. 50% of respondents reflected that we
did not provide departure support or a personal
development review upon departure. However, all
respondents were sa-sfied with our services and the
program in general.
Realizing ExpectaXon
NPS survey for EP upon Comple-on of Internship
19. I am glad to meet all AIESEC EPs and members of organisation. Thank you very much
for support before and during internship. It was a great and valuable experience which
opens more possibilities for me.
Alina Moroz
Exchange Participant of GIP in Hong Kong
Intern of Alan Leong’s Chamber
20. Further Suggestions
Projects regarding CRM usually involve collabora-on among
LCs and require close tracking and communica-on system.
Unfortunately, emails and StandCom mee-ngs remained the
major communica-on channel this year, leading to loose
tracking and inefficient communica-on. It is suggested that
more efficient communica-on channels and consensuses
should be established between MC and LCs. In addi-on, a
shared calendar could be used for more effec-ve tracking of
progresses in projects.
Visa applica-on could be long and -resome. EPs might feel
anxious and unseQled during the lengthy wai-ng -me. Materials
like videos and websites have been prepared this year for more
frequent engagement. It is recommended to con-nue the
produc-on of such materials in order to beQer prepare EPs to live
and work in Hong Kong. Automa-c emails aQached with the
materials shall further lessen the burden of project managers in
terms of regular engagement with EPs.
TRACKING &
COMMUNICATION SYSTEM
PRE-ARRIVAL ENGAGEMENT
21. Further SuggesXons
Monthly events were held this year. Given the posi-ve response, it is
highly recommended to be con-nued the coming year. However, the
diversity of ac-vi-es could be improved. For instance, more outdoor
ac-vi-es could be featured. In addi-on, we should encourage EPs to
ini-ate ac-vi-es so as to boost their sense of affilia-on and belonging.
As reflected in NPS survey and interviews with EPs, there is room for
improvement in regard to LC-Level engagement. EPs, especially those
who have AIESEC experience, expect to have higher level of
engagement with LCs and AIESECers from other func-onal areas, for
example, to join the LC mass mee-ngs and to have more AIESECers in
social gatherings. It is suggested that we should strive for higher
par-cipa-on of AIESECers in future gatherings. It is a win-win situa-on,
where EPs could enjoy a higher integra-on into AIESEC support system
and AIESECers shall gain a more comprehensive leadership experience
from the encounters and sharing with EPs.
MC-Level Engagement
LC-Level Engagement
22. Further SuggesXons
According to the NPS survey, most EPs do not receive any sort of
personal development review upon departure. A personal development
review is important for a complete inner & outer journey and to
safeguard our leadership program’s quality. It suggested that there
should beQer tracking on the standard opera-on procedures in order to
uphold our high standards.
EXIT MANAGEMENT Personal Development Review
The Facebook group currently also serves as an alumni network for
both current and past AIESECers and EPs. It is recommended that a
data base could be established so that contacts could be shared with
matched EPs from the same or neighbouring countries for further
sharing or socialising. It could enhance EP’s sense of readiness to live
and work in Hong Kong,
Strengthening Past-EPs Network
23. Further SuggesXons
The EP evalua-on framework is consolidated this year. It is suggested
that officers shall carry out evalua-on at least once during the program
with EPs in a casual manner. It could show our care and deepen our
understanding towards their learning experience in Hong Kong. We can,
therefore, make adjustment or improvement on current servicing. In
addi-on, regular engagement with EPs could improve our understanding
towards the TN takers when we could learn about the needs for talents
of the companies.
POWER OF EVALUATION
With EP…
The evalua-on framework for TN takers has also been consolidated.
Evalua-on with TN takers should be conducted in LC-level and MC-
level. Strategically, evalua-ons could be done in the middle and by the
end of the program so to have closer tracking of sa-sfac-on level and
for the sake of long term partnership.
With TN Takers…
24. It has been an amazing journey for me to meet 20+ foreign souls , who all happen to
pick Hong Kong as where to develop their career and themselves. Assisting them to
assimilate into this fantastic city allows me to learn about cultural diversity, crisis
management, strategical planning, and, after all the encounters, about life.
Lynn Ma
Customer Relations Manager (Happiness Manager)
AIESEC in Hong Kong Session 2015-2016
25. Prepared by Lynn Ma,
Customer RelaUons Manager,
AIESEC in Hong Kong
Session 2015-2016