Mo c mc vp 1415 candidate booklet

CONTENT
A letter from MCP

Work and Salary

Election Process

MC 1314 Strategy Focus

Invitation for MC Project

MC 1415 Structure

Application Package

Contact us

Key Information

Questionnaire

AIESEC Introduction

Function Introduction & Questionnaire

A Letter from MCP
Dear National Plenary,
This is probably the second most important email I have to sent
out within this week as an MCP, let me share with you why.
I still remember last year, when I saw only 13 individuals applied
for the MC in 1st round, i was overwhelmed with emotions and
honestly, speechless. What has happened to the leadership
pipeline of this entity, to continue its growth and progress to
achieve greatness? More importantly, did people still believe in
the purpose and value of this organization and its future? That
was where i promised to the national plenary that this will never
ever happen again. During the past few months, us as the MC
dragon Team 13/14 have put in our best efforts to present you
who are we as an MC, as leaders and as individuals. I strongly
hope you have gotten an insight to the day in the life of an MC,
from our key milestones, achievements and personal growth. We
as an MC heard the call to adventure and accepted the challenge,
what is yours?
I still remember when I applied MC in 2012, about two years ago,
my main motivation was to mainly drive iGIP growth in AIESEC
Mainland of China. I remember when I was LCP, I had the honor to
talk with Dexter and Vincent in one night about iGIP's future. I
recall clearly their words, they strongly believed in the value of
iGIP and had no limits to achieve 1000 realization within one year,
even though our performance was around 300. As an MC
candidate, I wasn't surprised to hear this expectation from the
previous MCP, because I knew it was possible, more importantly I

MC VP 1415 Candidate Booklet

AIESEC Mainland of China

believe I was the only one who could shoulder such responsibility
to make it happen. So that's my motivation to run for MC.
At the end of my term of MCVP iGIP, we achieved a grand total of
480 realization. My biggest realization was that if I didn't dream
big, we could not have grown nearly 35% in GIP side, which
seemed impossible for an entity in AIESEC like MoC. As an
individual, I was filled with fulfillment and happiness that i
challenged myself to DREAM BIG!
As you read through this application, i encourage you to really
have a deep reflection about your motivation to apply for MC
team. Ask yourself WHY do i want this for AIESEC MoC and for
myself? With clarity of your purpose coupled with the right
knowledge, skills, and attitude, you will definitely have a fruitful
leadership learning year with the organization.
Lastly, AIESEC is special because it's an organization that does
not belong to anyone individually, but belong to each youth in the
past, current and future generations. So on behalf of Member
Committee 2013-2014 of AIESEC in Mainland of China, I hereby
announce AIESEC MoC MC 2014-2015 Application officially
open. Best of luck.

Sincerely Yours
Lisa Gao
President
AIESEC in Mainland of China 2013-2014

Election Process
MC VP -Candidates Online Talk
25th-29th of Dec 2013
Application Deadline
20:00, 11th of Jan 2014 (GMT +8)

Application Screening
12th of Jan 2014

Candidates Announcement
13th of Jan 2014



MC VP Election
23rd of Jan 2014, HZ Natco

Candidates Interview
February 2014

MC VP Announcement
Late Feb or Mar 2014

Invitation for 20 days
full time MC Project

In MC, we work together as a team in all the project we want to drive in organization. We
require not only function expertise, but the real leadership and proactive learning talent, who
can work any project start from scratch.
So we invite the MC Candidate who finish exams work in MC office for 20 days starts from
25th of Dec to 16th of Jan.
20 DAYS work in MC office targeting 50 oGIP EP Match starts from scratch
Required high efficiency, self-motivated, strategic thinking, creative, and sales skill. The only
thing you don’t need is oGIP experience
MC will cover your accommodation,1 round trip TCS from your city to BJ and you have 2
hours everyday work your application together with MC team and MCP.



Application Package
1) Your CV: Give us all the important information we need to
know about you, your AIESEC career, other jobs you have had,
your contact details etc. Use a maximum of one page to create
your CV.

7) Endorsement letters:
•

2) Executive summary: 1 page summary of your entire
application.

For Chinese MC candidate:
•

3 Endorsement Letters from LC EB Above and the
endorsement letters cannot come from current 13-14
MC Team members

•

(In case we receive more than 3 endorsements, you will
be requested to choose 3 that you wish to be enclosed
as official endorsements with your application).

3) Questionnaires:
• Answer ALL the questions applicable in below to the
position you are applying for.
• Questions you must answer include (a) General Questions
and (b) Specific Questions
• For MC applicants, max 15 pages for General Questions
and Specific Questions
• Minimum font size = Helvetica/Georgia size 10.
4) Blank Paper Challenge: Maximum one page of A4 size only.
5) Belbin & MBTI Test Result
6) Personal Values Assessment (http://www.valuescentre.com/
products__services/?sec=personal_values_assessment_
%28pva%29)



•

For International MC Candidate:
•

3 Endorsement Letters from LC EB above which
includes 1 endorsement letter from MC of your current
AIESEC country

•

(In case we receive more than 3 endorsements, you will
be requested to choose 3 that you wish to be enclosed
as official endorsements with your application)

8) 3 mins CREATIVE Introduction Video with your personal
introduction and your motivation to be MC VP of AIESEC MoC
(Please upload to Youtube or Youku and provide the link)

Key Information
• Each Candidate must submit the application package named
as
1415_MoC_MC_VP/Manager_Function_Application_Name

• All the candidate Election Speech, Confidence Vote and
Q&A will be proceeded during National Conference. MCP
1415 will be announced during National Conference.

• The Application Package needs to be uploaded on
myaiesec.net as one file and sent the link to
mainland.china@aiesec.net ; lisa.gao@aiesec.net (MCP 1314);
mowen.lee@aiesec.net (Election Manager)

• For international candidates, if you can’t be in China, we
will send you an other email to explain more.you will need to
upload a video :

• the DEADLINE for submitting your application link is 20:00,
11th of January 2014 (GMT+8)
• Additional Notes for the application
• All the election information regarding application, regulation,
key news will be updated in the AIESEC MoC MC 1415
Election Official Wiki : http://www.myaiesec.net/content/
viewwiki.do?contentid=10286954
• All the local candidates are required to attend the MC
Election during our Winter National Conference between
Jan 21st to Jan 26th in Hangzhou.



• Max 7 minute,
• Upload as a file on myaiesec.net, name it as “MoC
MC1415 Election_Election Video_Candidate
Name_Position Name”
• Send the link together with your MC Application Package
• The video must include:
- Your introduction
- Summary of your AIESEC Experience
- Why you are applying for MC in Mainland of China
13-14
- What position are you applying for and why?

AIESEC MoC Introduction
National Reality

24 LCs
8 Expansions

NORTH:
PKU, THU, UIBE, RUC, BJTU, DUT,
XJTU, NKU, TJU, Qingdao

2 Expansion Initiatives
NORTH:

EAST:

BFSU,HIT,JLU,ZZU, Jinan

SISU, SJTU, FDU, NJU, UNNC, ZJU

EAST: XJTLU

South:

South: SCUT, UM

SYSU, GDUFS, Changsha, CQU,
HUST, XMU, SZU, SWUFE

ELD program in 2013 (Jan 1st- Dec 12th )
AIESEC in Mainland of China became
full member in 2002. Within past 12
years, AIESEC in Mainland of China
has become one of the fast growing
AIESEC Member Countries in the
world.

iGIP 392
(438 in 2012)
oGIP 192
(253 in 2012)
iGCDP 1148
(1200 in 2012)
oGCDP 2802
(2411 in 2012)
Exchange program in total 4534
(4302 in 2012)
(3866 in 2012)
• TMP 2256
(2099 in 2012)
• TLP 1578
•
•
•
•
•



North: Hefei
South: Nanchang

• Current MC impact
report and closing
• Incoming MC plan
presentation and
national direction
term

• Alignment of
LC to national
direction
• Elect LCP
empowerment

Conference Circle

• Organizational
induction and
alignment
• Clarity of why

National
Leadership
Transition
Conference

National
Presidents
Meeting

July
May

Lead Regional
Induction
Conference
(Member)

Sep.
Sep.

Summer
NatCo

Winter
NatCo

Oct.
Oct.

International
Youth Leaders
Summit

• Incoming MC plan
presentation and national
direction
• Functional empowerment
• LC preplanning for half term

• MC election
• National direction presentation
• Functional empowerment
• LC annual planning

• Leadership
empowerment
• Inner journey
self discovery

Lead Regional
Induction
Conference
(Member)

March
Jan.

Globe Regional
Induction
Conference (EP)
• Clarity of
oGCDP
• Exchange
preparation



• Organizational
induction and
alignment
• Clarity of why

April
March

International
Youth Leaders
Summit
• Leadership
empowerment
• Inner journey
self discovery

Globe Regional
Induction
Conference (EP)
• Clarity of
oGCDP
• Exchange
preparation

Global Recognition

UBS
Excellence
Award

2011

Global UBS Excellence

2010

AP UBS Excellence

Sustainability

Global UBS Excellence

2011

Global

2012 Global Innovation

2008

5-year deliveringpromise Award;
Award.

Award;

Award

2013

Global Innovation
Leadership Award

2013

Global Achievement

Award

Award;

Award.

2010 NBBB Project Award;
2009 NBBB Project Award

ING
Award



2011 Global Sustainability
Impact Award;

2012 Global Sustainability
Impact Award.

NBBB
Project
Award

MC Strategy Focus
MC 13.14 National Driver: oGIP

oGIP is our MC 13.14 National Driver,
because of the combination current of
internal and external factors. In today’s
world, Chinese talent is required more
than ever before, as companies look to
learn from and grow with the Chinese
economy, especially within the trading
sector. This is not to mention the top
young talent AIESEC can provide to a
company. However, internally, as we face
severe iGCDP & iGIP issues and oGCDP
capacity, now is the time to drive
operations across our organization to
grow oGIP like never before.

Strategic Focuses
Short-term focuses, following MC re-planning, will include the following:
• Sales Elite Team to enable a new peak in oGIP realizations, as example for LC
development
• Online engagement to drive oGIP interest to support delivery for LCs
• Programmed focus performance drive as match achievement in complete 2014
Product Development
• Focused products based on campus market
(more focused than historical MT, TT & ET),
such as Entrepreneurship in Africa
• Within oGIP function, product based teams
with target of 7+ realizations per product
• Customized processes (including recruitment,
selection and EP management) to support
product
Roles of diﬀerent team members
As a national driver, each MC member & function
supports oGIP development both on MC & LC
level. This is not only for support functions (TM,
Finance, IM, MarComm & ER/BD), but also other
exchange functions.



Market Enlargement
• Segmenting your student/graduate
market to take multiple (starting with
2-3) oGIP products within your
campus
• Aiming to reach a signiﬁcant market
share in each product before
development of additional products
LC Functional Development
• Member capacity building, moving
towards sales mindset in driving
focused oGIP products
• Process building, to have
standardized oGIP process – which
can be customized product
dependent

Work and Salary
Working Condition
• MC office is located in the trendy
student and IT hub - Zhongguancun in
northwest Beijing.
• We strongly recommend that you
come to Beijing with your own laptop
as the MC only has 2 laptops.
• Full-time MC is required to work 40
hours per week. (In reality the current
MC often works more than 40 hours
per week.) During the week there is a
flexible start between 9-10am with an
8-hour working day. You will also be
required to work on weekends for LC
visits, peak periods and during
national conferences.
• MC has a separate offi ce an d
apartment. Accommodation is
provided to MC members.

Salary & Reimbursement
• The salary per month is 3300RMB (one
euro buys 8.5RMB roughly). The salary
is enough to live off in Beijing . The
salary is paid at the end of each month.
• All full-time MC Member and part of
NST get paid.
• No over time will be paid as the
monthly salary is set.
• Apart from transportation related to
AIESEC business/conferences/LC visit
activity & national conference fees. All
other expenses must be covered by
each individual.
• You will not be paid any relocation
costs to arrive in Beijing.



Holiday
• The MC is allocated 18 days
holiday per year on top of national
holidays.
• There is no holiday during
Christmas, even for international
MC members, however a 15
days annual leave is applicable
during the term.
• MC term is from May 1st, 2013 to
May 31, 2014. It is required for all
MC members to start working on
the first day
• The whole MC 13-15 Transition will
start in mid-April in 2014. You will
get paid for May.

MC Structure

Proposed for 2014-2015
MCP

Note: MCP Elect will decide ﬁnal structure.

VP
ICX
GIP

VP
ICX
GCDP

VP
OGX
GIP

VP
OGX
GCDP

VP
OD

VP
LCD

VP
TM

VP
Mar
Comm

VP
IM

VP
BD

BD
Manager



VP
Finance

BD
Manager

Contact List
MCP
Lisa Gao
18620884015
lisa.gao@aiesec.net

MC VP OGX GIP
Tom Murphy
18689784946
tom.murphy@aiesec.net

MC VP OD
Enoch Wong
15600371173
enoch.wong@aiesec.net

MC VP Finance
Angela Wang
18689548241
xiaoru.wang@aiesec.net

MC VP ICX GIP
Kelly Shi
13430370947
kelly.shi@aiesec.net

MC VP OGX GCDP
Angie Wang
18628447601
angela.moc@aiesec.net



MC VP TD
Edwin Seah
18610990711
edwin.seah@aiesec.net

MC VP BD
Echo Wu
13811389384
echo.wu@aiesec.net

MC VP TM
Eric Zhang
18666926337
eric.cheung@aiesec.net

MC VP ER
Antony Chen
15657405679
antony.chen@aiesec.net

MC VP MarComm
Mowen Li
18611404101
mowen.lee@aiesec.net

MC VP IM
Tiki Wen
18250876326
tiki.wen2011@aiesec.net

if candidates have any question on iGCDP
and LCD, it should also redirect to Enoch

General Question I

You as Individual
1. Motivation

3. Self-awareness and contribution

What is driving you to continue in AIESEC? Why have

What are your key strengths and weaknesses? How will

you decided to stand for AIESEC in Mainland of China

they affect the role you are applying for? What are your

MC 2014-15? And what do you want to take out of this

unique contributions to generation 2014-2015?

experience?

4. Team role and expectation
2. About yourself

a. What is your expectation towards MC as a team?

a. Please describe your relevant past experiences/
positions held inside of AIESEC.
b. Rank the three fields (e.g. areas, functions, expertise)
in which you have the most experience and describe
your experience in each.
c. What are your key values in life and why?



b. Based on your past experience, what is your role and
contribution in a team? Please explain it with
specific past experience
c. What are possible challenges you foresee in your
future MC team? Please share you plan and solution
to overcome challenges.

General Question II

Organization Overview

gap (Please include operational structure and

1. Understanding of AIESEC and AIESEC in
Mainland of China

management capacity improvement perspective)?

a. Do you believe we can achieve AIESEC 2015? What
does it mean to AIESEC in Mainland of China?

3. Insights of organization trend

b. Why AIESEC in Mainland of China need a 10 years’

Please carry out a SWOT analysis of AIESEC and brieﬂy

vision? What is external and internal relevance of

explain how you will capitalize on the opportunities in the

“AIESEC MoC 2023”?

following two aspects?

c. What will you do to support oGIP growth if we want
to have 1000 realization in 14-15?
d. What exactly is the high quality experience we
provide? What makes it unique?

2. MC Role

•

External environment in China and in the world

•

AIESEC global network

4. Organisational development
How will you evaluate the development path of AIESEC
globally and in Mainland of China for past 5 years? What

What is the current role of MC? What do you think
should be the ideal role of MC? How do we bridge the



are the key reasons for success and failure?

Function
Introduction & Questionnaire

MC VP OGX GIP

Function Reality
Growth strategy by offering tangible focused oGIP
products, relevant to our student market and the
needs of their future career.
This includes packaging historical seemingly
undesirable exchange opportunities, mainly due
to destinations, which have an external relevance
driving demand for Chinese talent and focusing
sales upon this – most clearly demonstrated in
“Entrepreneurship in Africa”.

• 2013 will be AIESEC Mainland of China’s lowest year in GIP EP

•

Global TN S&D is not an issue. Only our mindset and current workings
within it.

Furthermore, growth strategy includes building
o u r re p e r t o i re o f o G I P p ro d u c t s , m o s t
predominantly in the technical field.

•

Talent gaps clearest in strategic thinking to focus LC products sales and
sales capacity to sell such products within the student/graduate market.
Process knowledge and skills can be adapted to this strategy.

realisations since 2007.

• 190 EP realisations (1st January 2013 – 29th November 2013).

•

To support this, oGIP aims to align all supporting
functions (TM, MarComm & ER primarily) for
different parts of the oGIP process, both on an
MC & LC level.

•

MC driver 2013.14.
Challenges in LCs with knowledge of oGIP, positioning within LC
(especially compared to oGCDP) & mindset for product sales. Most
apparent in MC 2013.14 term is the importance, strategy (and following
operations) and mindset of oGIP from MC level not being transferred into
LC EBs, causing a gap in driver implementation across MoC.



MC VP OGX GIP

Job Description
JD
Final responsible for AIESEC Mainland of China’s Global Internship
Programme (oGIP).

MoS & KPI

• Supporting AIESEC Mainland of China’s 2023 vision through oGIP

member & exchange experiences.

•

• Driving oGIP growth by sub-product according to diﬀerent LC’s student

Contribution to achieving AIESEC MoC’s 2023
vision.

markets & global TN supply.

•

Number of GIP EPs realised.

• oGIP product development, both from MC level & supporting LC

•

NPS for MoC GIP EPs.

•

% of EPs per oGIP product.

product development.

• NST & LCVP oGIP coaching & management, to ensure strategies are

driven down to the student market.

• LC support, especially within product development, strategy

implementation, exchange process knowledge, EP and returnee
management, member education & alumni engagement.
• Establishing key TNs supplies though sustainable entity partnership

management, and focusing LC student market activities acordingly.
• oGIP alumni engagement.

Responsible for National Driver 2013.14, and product of most importance in
next 10 years of AIESEC MoC.

•

Market share of oGIP product within relevant
student/graduate market.

• Strategic & analytical

thinking, especially
within product
development and
supply & demand
management.

•

Process management.

•

Training, coaching &
facilitation.

•

Sales, marketing &
delivery of product
within student market.

Capacity Requirement



MC VP OGX GIP

Questionnaire
1. How does AIESEC Mainland of China’s Global Internship
(oGIP) contribute to developing a generation of globally
competitive leaders to positively impact tomorrow’s China?

7. How can oGIP and other functions (both exchange and
administration) synergies for oGIP growth? Please outline ideas
both on an MC and LC level.

2. Evaluate the past 5-years development of oGIP in AIESEC
MoC and present your idea regarding the next 5 years
development trend of oGIP.

8. Outline 3 new innovative initiatives you would bring to oGIP in
MoC. What is their desired measure of success, both shortterm and long-term towards the function.

3. Present a detailed SWOT analysis of oGIP in MoC.

9. Some would excuse performance drop, due to the mindset of
Chinese youth, such as not wanting to work abroad or unable
to see the alignment of oGIP with their career. How would you
change such a mindset, within MoC’s membership and student
market.

4. What makes Chinese youth globally competitive?
5. How would you position 2014.15 in the development path of
oGIP? Please outline within this your strategic focus areas and
desired success from these.
6. Under the EDM (Entity Development Model), LCs are moving to
a single campus model. Therefore, many LCs are concerned
about their sustainability given their operations (especially
revenue generating ones) outside their main campus. This may
lead LC focus towards “faster, easier” functions, such as
oGCDP. In this context, present an argument to such LC about
why they should maintain their focus programme as oGIP.



10.What do you foresee as the biggest challenge to face oGIP in
2014.15, and how would you overcome it?
11.Choose an MoC LC (if you are a candidate from MoC, not your
own LC). Build a detailed strategy plan, focusing on product
and operations, which will achieve at least 60 oGIP realisations
in a calendar year.
12. Why should oGIP be AIESEC MoC’s national driver in
2014.15?

MC VP ICX GIP

Function Reality
ICX GIP has realized 260 exchanges from Jun
1st,2013-Dec 18th, 2013.Dropping compared
with Year 2012(332):
• Sub product except teaching realization: 95
• Teaching sub product realization: 165

Pipeline dropping analysis
• Visa policy in Mainland China changes from
time to time, causing a lot of difficulties for
post-match pipeline management.
• This year we just have one person
responsible for ICX GIP in MC team, how to
efficiently translate national strategy into local
implementation is very challenging.
• Local VP empowerment is very important at
the MC transition period in terms of timeline
factor. However, transition takes up quite a
lot of time then it becomes too late to drive
Q1 results and even affect Q2 badly.

other challenges of ICX GIP in
AIESEC MoC
• Un-balanced function
development in different LCs
requires customized strategy
communication with local
committee, while it takes up
too much time for MC VP ICX
GIP to focus on strategy &
product development.
• We’re poor at customer
relationship management and
process management, causing
account loss every year.
• In ICX GIP of AIESEC MoC, we
don’t have standardized
segmented product
portfolio(except industry),
which means we do sales in a
very rough and junior way.



Key EP Supplier
• GIP (teaching): US, UK, Poland, Russia,
Ukraine
• GIP (others): UK, Brazil, Poland, Colombia,
Germany, Ukraine, Russia
Current realization contribution:
• GIP (sub product except teaching) Top
industries: Hotel (40%), manufacture
(30%), IT sector (15%), Consulting (9%)
PR, advertising (6%)
• GIP (teaching): English teaching institute
and kindergarten

MC VP ICX GIP

Job Description
1.Exchange & Strategy
Management
• Regular exchange pipeline
management in break-down
sectors
• LC Function coaching on key
project timeline, especially
planning & re-planning
guidance based on national
direction (Dec & July)

• winter team & summer team
design & execution guidance
(Feb & Aug)
• TL selection & HR re-planning
guidance (Jan,Feb & Jun-Aug)
• key project design and
execution, especially national
team to intensively drive
performance such as sales
elite team
• Contract & TN form approval

Required skills & experience
• short-term & long-term
pipeline driving skills
• strategic project design &
implementation experience
• Talent planning & management
• Exchange quality management

• Strategy thinking & effective
coaching
• Prioritizing & Efficient multipletask management
• Work and control emotion
under huge pressure etc.
• Delegation & tracking skills.



2.Stakeholder Management:
• NST group management
• National VP ICX GIP group
management
• National Partnership & GEP
management

3.Resource investigation &
networking
4.Cross-function & CrossLC synergy coordination:

• Key country partnership
management

• Sales app & Salesforce
management

• NPS management &
firefighting

• Talent development
program such as sales
development program


• Regional ICX project
coordination

• multiple stakeholder
management skills
• exchange group
management experience

• coordination & resource
integration

MC VP ICX GIP

Questionnaire
• General understanding:
1. Evaluate the past 3-years development of ICX GIP in AIESEC
MoC and present your idea about future development trend
for the next 3 years in areas of market exploration, product
development & LC empowerment.
2. Please do SWOT analysis to ICX GIP in AIESEC MoC in
terms of exchange management, external market exploration
& resource integration, internal management as well
stakeholder experience.
3. How do you position ICX GIP in AIESEC MoC & Mainland
China? Please elaborate in details with reasons.
4. Predict your main three challenges if elected. Please give
solutions as well (visa challenge should be included)
5. Please list three initiatives you want to bring to ICX GIP in
AIESEC MoC with detailed timeline. How will these initiatives
contribute to MoS?
6. What’s your understanding towards city-based ICX operation
management? Please answer with expected timeline & main
challenges you foresee as a MC VP iGIP.

• Exchange management:
1. What strategies will you implement if elected, please explain
in details with key projects & expected timeline. What’s your
exchange goal for raise/match/realize? How will these key
projects contribute to your goal?
2. List one or two more focus industries you want to drive
except manufacture, B2B & IT. Why & what’s your strategy in
developing sales in these industries?
3. What’s your strategy of utilizing country partnership? Please
also list your expected goal of every of your ideal country
partners.

• Stakeholder management
1) Please analyze stakeholder experience of iGIP member, TN
taker and trainees. What’re the bottleneck for
every stakeholder experience and your solution?
2) What’s your strategy to achieve high NPS response rate &
NPS score?
3) What’s the biggest challenge of LC capacity empowerment &
your strategy with expected timeline?



MC VP OCX GCDP

Job Description

JD
Final Responsible for the growth in providing qualified
experiences for Chinese youth through outgoing
exchanges in global community development program.
• Supporting AIESEC Mainland of China’s 2023 vision
through oGCDP member & exchange experiences.
• Function strategic planning, tracking, execution
• OGX GCDP Product development based on different
markets, including strengthening market relevance
through product package, sub-product development,
showcasing impact, collaboration, etc.
• International relations management, including supply
& demand, quality control cooperation, etc.
• Improving EP experience management based on
NPS
• Enhancing national and local management capacity &
delivery capacity, including coaching NST & local VP
OGX, and facilitating all entities development
wherever OGX GCDP function exists
• Coordinate synergies with other function

Function Reality
Through past several years, OGX
GCDP has become a relatively
mature product with relatively great
impact in AIESEC Mainland of China.
• 2807 EP realization from Jan.1st
– Dec.20th 2013, 1645 from June.
1st to Dec.20th

MoS & KPI
No. of oGCDP Realized
• Absolute and relative growth of
each LCs
• NPS of GCDP EPs
• No. of destination countries
• Percentage of country partnership
delivered

• NPS score in match stage 44,
realize 14, complete 23. Overall
32.


• Focus on market & product
evolution, improve national &
local EP experience management
and process optimization.

• Strategic & analytical thinking,
especially in the area of product
development and supply &
demand management.

• Challenge with large scale
management, product quality &
efficiency.

•

Process management.

• Training, coaching & facilitation.
• Large scale management
• Marketing
• Crisis management



MC VP OCX GCDP

1.Product Understanding
1) Please define the key values of OGX GCDP Product based
on real customer insights
2) What’s the market relevance and positioning of OGX GCDP
Product in different kinds of student markets?
3) What’s the market value of top 5 issues, how will you
package them.
4) How to develop the sub-product New Peak?
5) How to better showcases our impact and strengthens
external collaborations?
2.Experience Management
1) How to measure and define the quality of EP experience?
2) What’s the key bottleneck for EP experience? How to
improve EP experience with different local entities’
situations?
3) How to improve EP experience in terms of co-delivery
strategy.
3. Delivery Capacity
1) Please evaluate current TN market situation. How to develop
and maintain sustainable TN partnership?
2) What’s the key bottleneck for delivery? How to enhance
delivery capacity and efficiency both nationally and locally?
4. Function Development



Questionnaire

1) Please cluster local OGX GCDP entities. What are key
strategies to develop local capacity of these entities in
different stages?
2) What’s the long-term vision and key bottleneck currently for
SU development and management? What are key strategies?
3) What are the key strategies to implement under EDM

framework? How will you prevent the performance drop if we
close all the EP pool and part of SU, which can’t pass the
criteria?

4) How to position NST in OGX GCDP function? What’s the

bottle neck you can see in current NST structure. What are
key strategies to lead and enhance NST capacity?

5. Strategic
focus
for
2014-‐2015

1) Evaluate the past 5 years development of OGX GCDP in

AIESEC MoC and present your idea about future
development trend for next 5 years.

2) b. How will you position term 2014-2015 in the development

path of OGX GCDP function?

3) c. What are your strategic focus areas? What is success for

you at the end of term?

4) d. What are key strategies for your focus areas?(Please be as

details as possible)

5) How do you foresee the change of oGCDP function after

EDM being implement?

Q

MC VP ICX GCDP

Function Reality

“Future of iGCDP” project:
http://www.myaiesec.net/content/viewﬁle.do?
operation=ﬁleview&contentid=10282075



MC VP ICX GCDP

Job Description
JD
Responsibility for growth in terms of quality, iGCDP
realizations and sustainability of iGCDP.
•

iGCDP development

MoS & KPI
• Quality KPIs of iGCDP (% Promoters, NPS, Response Rate)

•

• Realizations of iGCDP (sub-issues, Ra/Ma/Re, peak/off-peak)

•

Global supply and demand (TN marketing)

• Raise to Match ratio

•

Enhance trainee experience and value
proposition

• Number of national iGCDP partners (TN takers, financial/ learning partners)

•
•

Product development in terms of sub-issues

Financial model

iGCDP TN form auditing

• National project management
• NPM team building and management
• Process enhancement
• Functional coaching
• National key partner management
• Front office – back office synergy

• Financial Sustainability of iGCDP in LC and in MC

Knowledge
• CustomerGauge/
NPS
• iGCDP sub-issues
• iGCDP processes
• Global supply &
demand
• Financial literacy
• Corporate Social
Responsibility

Skills
• Quality management
• Project management
• Training and
coaching
• Communication
• Stakeholder
management
• Adaptability

Attitude
• Customer driven
• Purposeful
• Social contribution




MC VP ICX GCDP

Questionnaire
1. Product understanding
1) What are the value propositions and relevance of iGCDP for the
following stakeholders (including, iGCDP members, iGCDP
trainees, local volunteers, project participants, TN takers, learning
partners, ﬁnancial partners)
2) Please describe the relevance of iGCDP to AIESEC? In other
words, why does AIESEC do iGCDP? How does it connect to the
“Why of AIESEC” or AIESEC Way?
3) Please provide 3 real examples of Corporate Social Responsibility
(CSR) projects in Mainland of China. What are the potential
collaborations with AIESEC.
4) Please provide 3 real examples of “competitors” of iGCDP
products (e.g. community development program in Mainland of
China with foreign volunteers). Please do a comparison analysis on
each example.
5) Please evaluate the key organizational pillars (Talent Capacity,
Customer, Partners, Finance, Legal) of iGCDP. Choose 2 pillars to
and explain in details how we can improve them in 2014-15?
6) Please breakdown iGCDP into sub-issues, and explain what
should be the top 3 focus for each sub-issues.
2. Strategic direction
1) For you, how does the ideal iGCDP look like for AIESEC in
Mainland of China? And connecting to vision of yours, what do you
think iGCDP will be like in
• 2015 (end of 2014-15, end of AIESEC 2015),
• 2020 (in 5 years, end of AIESEC 2020),
• 2023 (end of “10 years MoC vision”)



2) What are the factors MC needs to consider when reviewing iGCDP
TN forms.
3. Operational management
1. Please carry out a simple SWOT analysis of iGCDP operation in
MoC.
2. What will be your focus for increasing quality of iGCDP and how
would you measure the success (with speciﬁc goal)? Please be as
concrete as possible, and include the following information in your
answer:
• NPS promoter issues
• NPS detractor issues
• NPS score
• Percentage of promoters
3. How will you increase the response rate of NPS? And what will be
your goal for 2014-15? Please justify your goal, preferably with
data support.
4. How will you utilize CustomerGauge/ NPS to improve co-delivery?
Please explain your strategies with two of AIESEC MoC’s iGCDP
country partners.
5. What will you do in 2014-15 to increase “raise to match” rate?
6. How can you capitalize on peak realizations and the potential of
non-peak realizations?
7. Please describe how you will utilize iGCDP NST management in
2014-15.

MC VP OD

Function Reality
5-year Entity Development Model
“We need to take a much more proactive
stand in entity development rather than
reactive approach and be demand-driven”

Quality/ NPS
MoC
NPS
data
for
all

Promoters

stages Percentage
(%P)
oGIP
60%
iGIP
47%
oGCDP
47%
iGCDP
46%
All
programs
47%

EDM key millstones:
•

2014: stop EP pool, new membership
criteria, NST re-positioning, Regional
Coordinator

•

2015: stop SU, first membership
review with new criteria

•

2017: regional offices with full time
team

NPS

Response
Rate
(RR)

53%
25%
31%
30%
31%

36%
35%
30%
38%
33%

LC data: http://www.myaiesec.net/content/viewfile.do?contentid=10286685
NLTC “Start with Quality” session
Why quality: http://www.myaiesec.net/content/viewfile.do?contentid=10284612
NPS training: http://www.myaiesec.net/content/viewfile.do?contentid=10284611

Keys to successfully implement any strategies
(a model by McKinsey)



Implementation Channels

MC VP OD

Job Description

JD
(this is a diﬀerent JD comparing to MCVP OD 1314)
• Long term strategy
•

Support MCP to keep track of long term initiatives (initiatives that cut
across more than one year, or initiatives that typically have long term
impact to the organization)

MoS & KPI
• Quality KPIs (% Promoters, NPS, Response Rate)

Participate MC discussion with the view of long term sustainability of
the organization

• Milestones achievement of long-term projects (including EDM)

•

Actively drive conversations about innovations in MC team

• Achieving the objectives of conferences and trainings hosted

•

Overall responsible for “Quality” project, including data analysis,
strategies creation, training and support with system.

• Usage of Internal Communications channels by MC

•

• Satisfaction and achievement of “Entity Consultancy”

• Entity Development
• Strategic co-creation with MC team and national plenary regarding
Entity Development Model (EDM)
• Work together with MC team to overcome any challenges with EDM

•

• Ensure EDM is implemented within timeline for 2014-15
• Ensure all LCs understand how to grow sustainably and why oGIP is
an essential elements in LC development growth path

•

• Implementation Channel
• Ensure we deliver “Entity Consultancy” as one of the MC-LC services
• Overall responsible for conferences, one of the most important
implementation channel; and other channels for Capacity building and
training
• Overall responsible for Internal Communication

•

•
•
•
•

Knowledge
AIESEC MoC 2023
vision
CustomerGauge/
NPS
Organizational
understanding
Entity Development
Model
Membership
Criteria
Coaching
Conference
Management

•
•
•
•
•
•
•
•

Skills
Eﬀective
communication
Project
management and
tracking
Creative thinking
Listening; receiving
and giving
feedback
Analytical
Strategic creation
Team management
Adaptability/ quick
learner

•
•
•
•
•

Attitude
Purposeful
Humility
Customerorientated
Self-discipline/
independent
working
Proactiveness/
willingness to learn




MC VP OD

1. Long term strategy
1) You have 1 page and all your creativity to explain the
following:
a. What is AIESEC in Mainland of China 2023 vision
statement?
b. What are the key millstones to achieve MoC 2023 vision?
c. What is the role of 2014-15 in achieving MoC 2023 vision?
2) Innovation

Questionnaire 1

You have the license to change the system, to challenge any
paradigms and unleash the potential of the organization.
3) Quality
a. Please analyze the quality KPIs for all programs of AIESEC
MoC and what would be the suggested focus area to drive
quality next year? Please be as concrete as possible, and
include the following information in your answer:

a. You have 1 page and all you creativity to propose 3
innovation ideas (something that is not been implemented
for the last 3 years in MoC) on how to drive number of
oGIP realizations while achieving program objective
alignment.

• NPS promoter issues

b. You have 1 page and all you creativity to propose 3
innovation ideas (something that is not been implemented
for the last 3 years in MoC) on how to drive Talent
Capacity in AIESEC MoC. It is recommended to start with
your deﬁnition of success in Talent Capacity.

• Response Rate

b. Please evaluate the NPS system and CustomerGuage.
Please evaluate the current rate of adoption for NPS in
AIESEC MoC. How will you ensure there is a higher rate of
adoption in 2014-15.

c. You have 1 page and all your creativity to propose what is
the biggest question (besides oGIP and Talent Capacity)
that lies in front of AIESEC today and give an answer to it.

c. What do you think should be next stage of driving quality
in 2014-15? Bearing in mind that there is only a focus of
NPS for exchange programs in 2013-14.



• NPS detractor issues
• NPS score
• Percentage of promoters

MC VP OD

Questionnaire 2
2. Entity Development
(1) What are the expected challenges you foresee in 2014-15
for EDM implementation? Please describe in details your
quarterly implementation plan for 2014-15 in respect to
EDM.
(2) What advice you will give to the following LCs in terms of
EDM implementation in 2014-15. Please include their
concerns and your proposed solutions.
a. HUST (city-based, but originally single campus; also
managing an EI)
b. NJU (very large city-based, but originally single campus)
c. Qingdao (started off as city-based)
d. UIBE (has several high-performing SU; also managing an
EI)
e. FDU (integrated-LC, multiple campus in one LC)
f. UNNC (Single campus)
3. Implementation channel
(1) Entity Consultancy



a. What is the connection between Entity Consultancy and
Coaching?
b. Entity Consultancy belongs to one of the MC-LC service
we need to deliver. Please give concrete plan in how to
improve Entity Consultancy.
c. What does the coaching visit cycle looks like in MoC?
How would you evaluate the success of coaching visits?
How would you improve it?
(2) Please evaluate the conference cycle of AIESEC MoC,
including timeline and key objectives of each conference. If
a BOA member has requested MC to decrease the number
of conferences significantly, what will be your proposed
solution?
(3) Please evaluate the current platform for Operational
Training, both physical and virtual ones.
(4) Please evaluate the current Internal Communication
channels, including targeted audience, key content, and
frequency. What are your suggestions in creating a more
effective Internal Communication? Please be as concrete as
possible in your suggestions.

MC VP LCD

Function Reality
Additionally, management capacity is one of the biggest bottlenecks for growth within
the entity very recently. This is mainly because AIESEC in Mainland of China is reaching
its full capacity for one body (MC) to manage operation for all LCs. That's why in the 5year plan for Entity Development Model, it included the idea that AIESEC in Mainland
of China will decentralize the operational management into different regions, with
potentially separate fully time regional management team. This milestone will be first
initiated in 2014-15 with Regional Coordinators.

One of the biggest bottlenecks of MC term for
many years is “MC strategies communication
to LCs”. MC often has very good strategies,
gathered from different LCs around the country
and GCPs from all around the world, but
usually it takes too long for LCs to full adopt
the strategies, hence, AIESEC in Mainland of
China is not able to realize its fullest potential.



Regional
Coordinator

VP LCD

Regional
Coordinator

Regional
Coordinator

MC VP LCD

Job Description
JD
(this is a very different JD comparing to MCVP LCD 1314)

MoS & KPI

• Strategy communication/ localization of strategy
• Responsible for communicating all the MC strategies to
LCs

•

Adoption rate of MC strategies, reflected in LC plan

• Overall responsible for the success of MC strategies
implementation

•

% KPIs achievement of Regional Coordinators

•

% KPIs achievement of MC strategies

•

SONA implementation

• SONA/ data collection from LCs
• Work with MCVP responsible to understand MC
strategies and how it can be localized to different LC
realities
• Ensure strategic creation by MCVP responsible is
applicable to different LC realities; therefore minimize
challenges in MC strategies implementation


• Evolution of coaching and regional management

Knowledge
• Organizational
understanding
• MC strategies

• Frequent tracking and meeting with Regional Coordinator

• Regional/ LC reality

• Wo r k w i t h R e g i o n a l C o o rd i n a t o r t o c o - c re a t e
communication plan with LCs and the content of
communication

• LC planning

• Regional Coordinator management



•
•
•
•
•
•
•

Skills
Team management
Communication
Listening
Problem solving
Localization of
national strategy
Quick learner
Planning facilitation

Attitude
• Self-discipline
• Balance between
big picture and
implementation
• Humility
• Empathy

MC VP LCD

Questionnaire
1. Strategy communication/ localization of strategy

2. Regional Coordinator management

1) What is the key for effective strategic communication from

1) What do you think should be the role of regional
coordinator? And how should regional coordinator be
positioned in AIESEC MoC?

2) How will you evolve coaching to ensure better strategic

2) Imagine you are the Regional Coordinator for the Northern
Region Eastern Region and Southern Region (including MidWest), you have 1-2 pages for each region (this question
should take you 3-6 pages) and all your creativity to explain
the following:

MC to LC? Why do you think this is remained as key
bottleneck of MC for many years?
communication?

3) What should a LC development growth path look like

(please include oGIP)? Are there exceptions?

4) How will you cluster LCs (please don't use region)? What

are the strategies towards different cluster (feel free to
separate this question into different program if you need
to)? What are the MoS for effective clustering?

5) Please (1) choose 3 LCs, each from a different cluster

according to the model you mentioned above; (2) choose
oGIP and another program; (3) explain how you would
localize national strategies from MC 2013-14 to LCs chosen
in (1) and 2 programs chosen in (2). This question should
take you 3 pages.



• Simple SWOT analysis of the region
• Detail oGIP analysis of the region
• You may also include other program analysis, but not
necessary
• What are the key bottlenecks for the region?
• What are the key focus for the region in 2014-15
• What is your communication plan to deliver your key
focus?

MC VP TM

Function Reality
Function Reality
TM is split into TM
and TD(talent
development) this year as Talent Development
becomes the National Driver the first time in
AIESEC MoC. With more resources invested
into Talent Development area, MC 1314 term
is shifting it’s direction from performanceoriented to more talent-oriented. It’s also the
first time we clarified the position of TM as not
only a pillar function but also a product
function that is overall managing TMP/TLP
products.

TM in Numbers(Jun 1-Dec. 20)

Strategies and Key Project
• Strategic development
- X+T with both GCDP and GIP.
- Powerful Experience studies to
identify powerful experience for
different student market.
- Rotation to oGIP to create a new
profile and development path for
oGIP members.
• Sustainable development

• Other projects in Talent
Development
- Sales development program with
ELD function;
- H.O.P. program to provide
international and internship
opportunities to members;
- NTT empowerment;
- Conference cycle management
- IYLS, the first international
conference led by AIESEC MoC on
leadership development.

✓

Membership scale: 3500 (estimated);

- TM NST empowerment;

✓

Autumn TMP application: 11000

- VPTM empowerment;

✓

No. of TMP: 837;

✓

No. of TLP: 579;

Challenge and bottleneck

✓

NPS of TXP: With very low response rate,
there’s no valid data for NPS;

- TM Process guidance esp. in
general process induction, Talent
Induction and Talent Selection;

✓

X+T: 500 (estimated for the whole year);

- Cooperating with New Leaders in
LLC programs, Talent Selection
and Coaching.

- Business intelligence in TM

- Function understanding and talent
capacity in TM
- Unbalanced entity development
situation
- MC-Local communication and
implementation



MC VP TM

Job Description

JD
• AIESEC MoC talent management representative;

MoS & KPI

• National strategy decision making, implementation
and coaching;

• Member eﬃciency

• No. of TMP/TLP

• Overall organization retention rate

• NPS of TMP/TLP

• Drive talent capacity to enhance organizational
eﬃciency and performance;

• Overall organization selection rate

• Percentage of X+T among
Membership

• Develop and deliver diverse talent development
programs like X+T, H.O.P and LEAD;

The candidate should have
previous experience matched with
one of the following three:

✓

Excellent product
understanding and marketing
capacity

• Develop talent management process to ensure HR
capacity for organization development;

• National leadership pipeline management;

LCP/MC Experience;

✓

Excellent communication skills

✓

TM NST Chair Experience;

✓

✓

NTT Chair Experience + LC
VPTM Experience;

Excellent multi-tasking and
prioritization skill

✓

Excellent emotion and pressure
management skill

✓

Excellent resource
management

✓

Good HR management
knowledge

✓

Good customer-centric mindset

✓

Good facilitation, training and
coaching

✓

• Overall TMP/TLP management and quality control;

✓

Good partnership management

• Local VP TM and TM NST empowerment;

With capacity required as below:

• National education cycle management and NTT
management;

✓

Excellent organization
understanding

✓

Excellent team management
capacity

✓

Excellent strategic and
analytical thinking

• National learning partner and heading for the future
partner management;




MC VP TM

Questionnaire
1. Please review TM in AIESEC MoC in the past 5 terms
(from 09/10 to 13/14) and draw a picture to demonstrate the
positioning of TM in Term 14/15.
2. Please list the 3 biggest issues related with Talent Management
and Development that’s limiting AIESEC MoC in achieving it’s
10 years’ vision. What’s your corresponding strategies towards
the issues?
3. How are you going to cluster local TMs in AIESEC MoC?
What’s your focus issue and corresponding strategies towards
each cluster?
4. How do you define a high-quality TMP/TLP experience? How
will you make sure the organization is delivering high-quality
TMP/TLP experiences that is relevant to different local markets
in your term?
5. Please evaluate TM’s partner and your further plan to work with
the current partners and engage more new partners(please
answer what kind of new partners do you want to engage and
how will you engage them).
6. Please evaluate the TM process and your focus process
improvement plan in both national and local level.
7. What’s the communication gap between LC and MC? How are
you going to bridge it?



8. About NST management:
1) What’s the role of TM NST?
2) What should be the team structure and your expected
outcome for each position and the team?
3) How are you going to empower the team to achieve the
expected outcome?
9. About NTT management:
1) Please evaluate the NTT this year;
2) How do you position the role of NTT in AIESEC MoC and
how are you going to empower the team to fulfill the role in
your term?
10.About X+T: How would you make EVERY AIESECer in AIESEC
MoC’s BEEN ON EXCHANGE happen in 3 years?
11.How can TM support oGIP grow like never before? Please
answer the Realization Number expected from each strategies /
key projects.
12. How can we build up the business intelligence in TM?

Business Development
Function Reality

✓

Function Achievement & Analysis

• National Partnership Development & Management

- MARS China, 100,000 RMB National Partnership with
Employer Branding Solution & Talent pool building.
- Logitech China, 200,000 RMB National Partnership
- Bacardi China, 100,000 RMB National Partnership
- Standard Chartered, 100,000 RMB National Partnership
- Michael Page, National Recruitment Partner
- Education First, Conﬁrmed 100,000 National Partner.
Besides current National Partnership, we also have more than
10 potential national partner to be developed and National
Partner revenue will become more and more important for MC
Revenue.
• Global Leaders Summit Partnership

We’ve achieved 150,000 RMB cash sponsorship and several Inkind sponsorship so far, the sales is still going on.
– 100,000 RMB from Amway China
– 50,000 RMB from AdMaster
• Local External Relations Function Development
- 9 ER function generate more than 300,000 RMB revenue in

total in 2013.
- More than 2000 LC Alumni contact in LC Alumni database.



- Youth to Business Forum , Global Village & other Customized

LC Event are implemented in LC Level
- 2 LCP 2014 with VP ER experience and 17 ER Function in LC
level in 2014
✓ Current National Strategy implementation intro
- Fully utilize alumni resources and partnership referral to

generate new external resources
- National ER Principle can protect the professional image &
brand of AIESEC Mainland of China
- National Partnership Coordinator team to guarantee the
delivery of National Partner
- Sales Development Program aims at enhance national sales
capacity & intensity
✓ Current Bottle neck of ER Function
- Relatively lower sales capacity & intensity in AIESEC
Mainland of China
- Unclear LC Product portfolio and value proposition to
external
- Non-systematic National Product delivery process of current
delivery operation
- Non-achievement in Conference sales & Event sales in both
National Level and LC Level

MC VP BD

Job Description
JD
• Strategic Sales & Partnership Development
To Raise National Partner and Strategic Partner for Organizational
Development.- To expand and manage Global Partners in Mainland of
China.

MoS & KPI
Amount. of Revenue

• Strategic Product Development & Decision Making
To identify Chinese Market needs (HR, Youth Market, CSR) and evolve
national product’s relevance and strategic alignment of products and
partnerships towards AIESEC 2015- To keep lead ing regional sales
development through Asia Paciﬁc synergy.

• No.of New National Partner

• Partnership Servicing & Development
To manage National Premium Partner and ensure contract delivery.- To
implement and evolve the national account management and system.

• No. of percentage of contract delivery

• MC Role & MC External Relations Team Coordination
To lead the MC External Relations team towards higher performance,
delivery evolution and excellence. Includes team planning, goal
setting, performance analysis, tracking, evaluation and reporting.
• LC Coaching & National Capacity Building
To ensure that the sales strategies and operations of AIESEC in MoC
are synchronized between the MC and LCs.

• No. of Partner Retention Rate
• No. of Strategic Partner for organizational/
product development

• No. of partner net promote score

Excellent in
• Team management
• Multitask capacity
• Resource
Investigation
• Sales Negotiation

• Account
Management
• Product
Development
• Coaching &
Facilitating




MC VP BD

Questionnaire
1. Evaluate the past 5-years development of Business
Development and present your idea about future development
trend for the next 5 years.

(1) What is the product & solution AIESEC will provide

2. Analyze the current corporate product portfolio of AIESEC in
Mainland of China. What's our core competitiveness and
constraints and how would you deal with them? Please identify
key improvements that shall be done for the next term.

(3) the way you can reach the key decision maker.

(2) value proposition to the partner

3. Please do SWOT analysis to ER Function in MoC in terms of
National Partnership Management & Local ER Capacity
Building.

7. MARS has been partner with AIESEC Mainland of China for 6
years. This year, MARS is not satisﬁed with the contract
delivery & the result we achieved, so they want to stop
partnering with AIESEC. As MC VP BD, what is your strategy
and action step to keep MARS as National Partner and expand
the partnership to Wrigley(箭牌) in Guangzhou.

4. Predict your main three challenges if got elected and give
solutions as well.

8. What is your strategy and key project to start Business to
Business Marketing for National Partnership ?

5. How would you manage the BD team? How would you ensure
synergy with your MC teammates? Draw a chart of your
collaboration with other teammates in MC Mainland of China.

9. In your point of view, what is LC ER Positioning and what’s the
biggest challenge of LC ER Capacity empowerment and your
solution towards it.

6. Please create a potential national partner prospecting list( at
least 10 companies listed) and analysis :



MC BD Manager

Job Description
JD
• Strategic Sales & Partnership Development
To Raise National Partner and Strategic Partner for Organizational
Development.- To expand and manage Global Partners in Mainland
of China.
• Strategic Product Development & Decision Making
To identify Chinese Market needs (HR, Youth Market, CSR) and
evolve national product’s relevance and strategic alignment of
products and partnerships towards AIESEC 2015
• Partnership Servicing & Development
To manage National Premium Partner and ensure contract delivery.To implement and evolve the national account management and
system.
• MC Role
To support MC Team through relevant networks and external
support.
• LC Coaching & National Capacity Building
To ensure that the sales strategies and operations of AIESEC in
MoC are synchronized between the MC and LCs.

MoS & KPI
Amount. of Revenue
• No.of New National Partner
• No. of Partner Retention Rate
• No. of Strategic Partner for organizational/
product development
• No. of percentage of contract delivery
• No. of partner net promote score

Excellent in
• Multitask Capacity
• Working eﬃciency
• Resource
Investigation
• Sales Negotiation

• Account
Management
• Product
Development
• Coaching &
Facilitating




MC BD Manager

Questionnaire
1. Evaluate the past 5-years development of Business
Development and present your idea about future development
trend for the next 5 years.
2. Analyze the current corporate product portfolio of AIESEC in
Mainland of China. What's our core competitiveness and
constraints and how would you deal with them? Please identify
key improvements that shall be done for the next term.
3. Please do SWOT analysis to ER Function in MoC in terms of
National Partnership Management & Local ER Capacity
Building.
4. Predict your main three challenges if got elected and give
solutions as well.
5. Please create a potential national partner prospecting list( at
least 10 companies listed) and analysis :
(1) What is the product & solution AIESEC will provide



(2) value proposition to the partner
(3) the way you can reach the key decision maker.
6. MARS has been partner with AIESEC Mainland of China for 6
years. This year, MARS is not satisﬁed with the contract delivery
& the result we achieved, so they want to stop partnering with
AIESEC. As MC VP BD, what is your strategy and action step to
keep MARS as National Partner and expand the partnership to
Wrigley(箭牌) in Guangzhou.
7. If you are in charge of Youth to Business Forum in MoC, how
will you make evolution towards this product and generate
revenue from Y2B in both LC Level & MC Level.
8. In your point of view, what is LC ER Positioning and what’s the
biggest challenge of LC ER Capacity empowerment and your
solution towards it.

MC VP MarComm

Job Description

JD
• Marketing
• B2C Product Development:
• Product Package, ELD Event, etc.
• Channel Management:
• official website, Digital Media & offline channel.
• Brand Management:
• AIESEC MoC Visual Identity
• Public Relations
• Strategic Media Partnership Development

• Marketing:
•TMP App(2013):19,000+
•GCDP App(2013): 11,000+
•GIP App(2013):4000+
• Channel Management:
• website launch: aiesec.cn

• PR:
• Media Reports(2013):
1,000+
• Local Capacity Building
• 10+ NST
• 20+ LC KM system

• Weibo Fans: 27,000+
• Wechat Fans: 7,400+

MoS & KPI

• Communication for Non-Profit sectors

• No. of Products Applications

• Reporting and Communications

• No. of Participants

• PR Crisis Management

• No. of Media Reports &
partnership.

Function Reality

• Micro Experience
• EwA Activity Audit.
• LC Coaching & National Capacity Building.
• Support MC and Conference for all kinds of Promotion and
Visual Design.



• No. of networking events with
non-profits organization
• No. of AIESEC MoC’s
participation in networking
events

• Market Analysis
• Brand Management
• Effective Communication
• Public Relations
• Event Management
• Crisis Management
• Proficiency in writing &
design

MC VP MarComm

1. MC VP MarComm Role

Questionnaire

a. Please review Marketing Communications in AIESEC MoC in
the past 3 terms (from 11/12 to 13/14) and present your idea
about future development trend for the next 5 years. How
could you improve the current situation in your term ?
b. What are your viewpoints about the relationships between
MC ,NST & LC VP MarComm ? What’s your NST structure?
and In order to achieve the collaborative goal, what will be
the essential basis ?

5. “Big AIESEC online”
a.

Compare the current MoC IT infrastructure (Salesforce,
aiesec.cn) with the global one (OP, ORS, GIS - in the future,
CustomerGauge)

b.

List the challenges and the potential solutions for future
alignment. ans List the proposal of how to cooperate
globally to make the investment and system development
efficient and sustainable.

2. Brand
a. What brand strategies would you create ? How would you
implement these strategies ?
b. Choose 5 great brands in China (Both Global or Local): what
can AIESEC learn from them in the context of their
Marketing and PR strategy ?
3. Function Synergy
a. Please analyze our ELD products in STP & 4P frameworks.
and your strategy to support ELD products.
b. Please create oGIP strategy from MarComm perspective
according to customer flow. you should use one page for
that.
4. “Engagement with AIESEC ”
Please evaluate current marketing strategy of AI, and review
MoC’s. What is your customize strategy for MoC in 2014-15?

6. PR
With an analysis the status quo of AIESEC MoC on the
communication with media and non-profits organization,
answer the following questions in one page:
a. What should be achieved in public relations?What kind of

media and non-profit organization should be targeted and
why?

b. How are you going to utilize the current resources or explore

more opportunities to achieve your PR goal, please explain
the key projects and the tactics used in the future.

7. Basic Skills
a. Please design one logo & poster for oGIP product
“Engineering Talent”.
b. Please create one promotion video for oGIP Product
“Business in BRIC” .
c. Please write one media report for “National Y2B” in Chinese.



MC VP IM

Function Reality
1. Current Strategy
• Carry on the strategy from last year which is "Process
Optimisation" to empower high efficiency in exchange
working process so that MoC can grow more sustainably.
• Empower Local Committee to understand what kind of role
IT infrastructure can play in an organization.To empower
them to utilise the current IM tools first,like salesforce.Then
to inspire them to customize the current IM tools to their own
LC which is possible in 2-3 years.
2.Ongoing Implementation Project
• Membership Center Development
• EP Online Payment. Speed up the process from EP raise
to form status change.
• EP Refund Process Optimisation. You can find more info in
AIESEC Wiki,"IM Newsletter 12-06-2013"
• AIESEC Planet Integration. EP can check AIESEC Planet in
Membership Center.It is like an internal website to which
every EP can also contribute to it by submitting their own
reports.



• Sals App 2.0
• Re-design the system and integrate it more with salesforce
to empower more local sales talents
• Trainee System 2.0
• Salesforce customization .
• Customize salesforce for National/Local ER
purpose.Easier to stay in touch and deliver the promises
with our partners.
• Re-customize Online Registration System
• KM System Exploration
• searching for a new KM system for national/local
knowledge management
• AIESEC wiki will be the platform to re-present the KM
stored in the system.

MC VP IM

Job Description

JD
• Communicate with other MC VP to cooperate on the function
process optimisation accordingly.

MoS & KPI

• Educate local level to utilise the current IM platform,salesforce etc.
• Empower local level to customize the current IM platform to LC usage.

• # of Active Users on Salesforce.

• Maintain the accountability of current IM platform.

• Average Delivery time of Each X Function.

• Communicate with AI to implement AI IM strategies accordingly.

• Average exchange realization generated by each
member

• Provide IT solutions/IT support to other functions if they need.
• Knowledge Management (This year is under IM)

• Excellent in

• Good In

• OGX NPS score on match.

• Average in

• Communication Skills

• Presentation Skills

• Interactive/Interface Design

• IT trend knowledge

• Database Management Skills

• Knowledge of Salesforce

• Strategic Thinking

• Multi-tasking

• Project Management Skills

• Basic in
• Programming Knowledge

• Fast Learning




MC VP IM

Questionnaire
1. Evaluate the current reality of AIESEC Mainland of
China.Where do you see the bottlenecks and what will be
your priorities and strategies as VP IM.
2. List all the current information system that AIESEC Mainland
of China has.How would you evaluate them?Where do you
see the bottlenecks?
3. Please give a good case and a bad case of new IT
infrastructure implementation in enterprises.Analyze the key
reasons of both success and failure behind them and explain
how you would bring the learning to AIESEC as a VP IM.
4. Highlight the key strategies you would use to ensure
education on current information system to local level.
5. Do you think in 2-3 years each LC will have a LC VP IM?
Why?If yes,what kind of JD you would define them?



6. IM evolve membership efficiency by optimizing the process.
IM launch EP online payment to speed up the EP
payment&refund process.If you were going to optimize part
of the exchange process in ELD function.Which function and
which part will that be?How would you do it? of your
collaboration with other teammates in MC Mainland of
China.
7. What is the AI IM Strategies this year?
1) What trend you foresee in the future?
2) What would that affect IM in Mainland of China?
3) How you would take the advantage of the trend for the
development of IM in MoC?

MC VP Finance

Function Reality
Term 1314 for MC VP Finance is determined to address the
following financial or finance-related issues:
• Revolution in MC-LC financial model:
• Replace revenue split with budget contributed LC Fee
Model, to enable healthier financial management
• Initiate funds system, to support talent development
• Modify distribution model, to involve more entities and
better allocate financial resources
• Enable BD/ER revenue to contribute more and better to
national plenary
• Modification in conference financial model:
• Address solution for continuous financial loss in national
conferences
• Initiate regional financial funds with structured policies in
Regional Induction Conferences
• Amend MC-OC contract templates
• Establish conference financial auditing system
• Enhancement in financial accountability:
• Implementation of online payment for OGX
• Integrate local financial process into plenary financial
management, to enable professional external auditing
• Structure local financial report auditing system



• Set up user-friendly financial reporting from MC to LC
• MC budgeting and accounting system redesign
• MC Finance department structure update
• Education in financial awareness to national plenary
• “Financial Sustainability” Education in national conferences
(NLTC and NPM)
• Finance sub-committee representation in finance-related
proposal in NLM.
• Renovation in legislative mechanism
• Update legislative process, including fixed timeline,
proposal checking and proposal format standardization
• Compendium amendments, including re-structure, diction,
proofreading and cross-checking.
• Set-up of risk management system in MC
• Risk assessment
• Crisis prevention measures
• Crisis reaction mechanism
• SOS International cooperation management
• Registration of trademarks, to safeguard organizational
intellectual property.

MC VP Finance

Function Reality
Current MC Finance Structure
Future MC Finance Structure
MC VP Finance
MC VP Finance
Accountant
LC

NST(5)
LC

LC

Administration
Group

Nonetheless, there are still some other crucial issues to tackle or
steps to follow up after this year’s efforts, which may lead to
the direction of term 1415:
• LC financial management coaching and consultancy
• All-round risk management system building (LC part)
• Long-term solution for conference financial model (source

of revenue part)



Financial
Board
LC

LC

LC

• National Funds management
• Organizational financial transparency enhancement

In the end, nothing weighs more important than sustainability,
and financial sustainability underlies the built-to-last of the
organization.

MC VP Finance

Job Description

JD
ü

-Compendium MC final responsible

MoC financial management:
-MC budgeting

ü

Organizational legality:

MoS & KPI

-MC bookkeeping

-Law consultancy final responsible

-MC financial control

- Tr a d e m a r k re g i s t r a t i o n a n d I P R
safeguarding

• Complete and accurate financial
reporting

-Entity legal status related

• Financial sustainability
achievement

-MC financial reporting (to MC, BoA and
National Plenary)
-MC financial review (ROI analysis)

-Taxation

-MC-LC Balance

-International MC visa

-National funds management

ü

Risk Management

• Return on Investment
• Excellent in

-Lead Finance Sub-committee

-Regular MC risk assessment

• Strategic and analytical
thinking

-NST management

-MC crisis prevention measures building,
review and update

• planing and tracking

-MC crisis reaction mechanism building,
review and update

• financial management skills

-Yongyou system maintenance
ü

National legislation:
-Lead Legislation Sub-committee

-SOS International cooperation
management

-MC proposal submission for legislation
-National Legislative Fair responsible

ü
ü

• accountability
• administration skills

LC VP Finance coaching

-National Legislative Meeting responsible

• accounting skills

MC Administration




MC VP Finance

Questionnaire
1. Evaluate current MC budgeting and accounting structure.
Offer suggestions on improvements for the convenience
of financial review.

outline a summary of current LC financial status in MoC,
and propose direction for next year in LC financial
coaching

2. Brief the year-on-year financial performance in past three
years. What trends can you generate from it?

6. Learn about the financial model in AIESEC International,
and make a comparative study between it and that in
MoC.

3. Conduct a financial analysis on the first half year of
MC1314 based on the half-year financial report.
4. Make a cost analysis on current exchange products, and
propose your ideal pricing model.
5. Read through all LC Financial Report of December 2013,



7. Share your understanding on how BD/ER revenue can
contribute to the network?
8. Learn about AI Compendium, and propose amendments
to Global Compendium in terms of structure.

It’s Now or Never,
Challenge Accepted !

Mo c mc vp 1415 candidate booklet

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