This document outlines AIESEC Romania's national strategic plan for 2012-2013. It includes the mission statement, measures of success, national drivers and key performance indicators, national initiatives supporting each driver, the national education conference cycle, complementary education activities, business intelligence models, local committee visits, and national rewards and recognition. It also lists the main services provided by the national management committee to the overall organization and local committees.
Tania proposes strategies to increase the delivery rate and realization rate of outgoing GIPs in AIESEC Romania. She recommends focusing on subprograms like Global IT, Global Education, and Global Marketing which have strong market needs. She emphasizes improving branding, recruitment, preparation of members and EPs, and tracking systems. Tania analyzes past GIP performance and proposes ensuring full implementation of subprograms, tracking progress, and regular evaluations to maintain growth in quality and quantity.
This proposal summarizes AIESEC Romania's strategy for 2012-2013. It identifies the organization's strengths, weaknesses, opportunities, and threats through a SWOT analysis. It then outlines three strategic priorities: product development, market orientation, and efficiency on corporate development. Specific strategies are proposed for each priority, along with desired results by the end of the term. These include developing new products, strengthening local and international partnerships, conducting market research, and stabilizing processes. External opportunities that could support the strategies are also listed, such as partnering with alumni, companies, and other organizations.
AIESEC in Bangalore - AGM Plan Presentation, 2014Soumil Kar
The document outlines details for an Annual General Meeting, including projects undertaken, targets, and focus areas for different departments in each quarter of the year. Key details include:
Projects undertaken by departments focus on documentation, CRM, market surveys, training, partnerships, and more. Targets are set for raises, matches, and rematches. Focus areas include talent capacity, partnerships, CRM/CEM, quality delivery, and vertical management. The organizational structures show the leadership under VPs, TLs, coordinators, and teams.
AIESEC Bangalore strives to be the first choice partner for empowering youth and delivering positive change through high quality integrated experiences. In Q1, they will focus on sales training and development, as well as raising existing clients. Their goals are to reintegrate old clients and utilize new sales training. AIESEC also aims to provide video documentation of intern experiences.
Technical Education & Vocational Training (TEVT) for Youths - Yusoff Md. Sahirchinesechamber
The document summarizes a conference on youth entrepreneurship and business opportunities in Malaysia's Economic Transformation Program. It discusses the importance of technical education and vocational training for career opportunities through the German Malaysian Institute (GMI). GMI provides diploma programs in industrial electronics and production technology to develop skilled workers for Malaysia's goal of becoming an industrialized nation by 2020. The training approach emphasizes practical skills and experience through projects, problem-solving, and teamwork.
This document provides an overview of AIESEC Poland's Global Internship Program (GIP) framework for Q2 2013. It outlines the responsibilities of the Member Committee and Local Committees, including a timeline of key actions and events. It also discusses segmentation of subproducts, education of GIP members, branding, finance structures, a tracking system, rewards, planning inputs, and useful wiki links. The focus is on boosting growth in IT, Marketing, and Language & Teaching internships through focused efforts in sales, delivery, and program management.
By talking with the VP OGX, it was realized that past national projects failed due to differences in local realities and timing. To improve, the following is proposed:
1) Discuss expectations with each VP to establish a shared framework.
2) Involve VPs in creating projects by conducting market research and choosing focus areas.
3) Implement a contest where VPs work under a new structure and the LC with the highest success rate manages future national projects.
4) Ensure projects have managers, teams, and focus on quality.
Technical Education & Vocational Training (TEVT) for Youths - Jeffrey Tanchinesechamber
The document discusses technical and vocational training and certification in Malaysia and its benefits. It notes that Malaysia's population is growing at 2.1% annually, increasing demand for jobs, housing, education, and other needs. It emphasizes that technical training through polytechnics and other institutions can help meet these needs by developing skilled workers and entrepreneurs to boost the economy and attract investment. It outlines the types of vocational training available and encourages students to consider these options.
Tania proposes strategies to increase the delivery rate and realization rate of outgoing GIPs in AIESEC Romania. She recommends focusing on subprograms like Global IT, Global Education, and Global Marketing which have strong market needs. She emphasizes improving branding, recruitment, preparation of members and EPs, and tracking systems. Tania analyzes past GIP performance and proposes ensuring full implementation of subprograms, tracking progress, and regular evaluations to maintain growth in quality and quantity.
This proposal summarizes AIESEC Romania's strategy for 2012-2013. It identifies the organization's strengths, weaknesses, opportunities, and threats through a SWOT analysis. It then outlines three strategic priorities: product development, market orientation, and efficiency on corporate development. Specific strategies are proposed for each priority, along with desired results by the end of the term. These include developing new products, strengthening local and international partnerships, conducting market research, and stabilizing processes. External opportunities that could support the strategies are also listed, such as partnering with alumni, companies, and other organizations.
AIESEC in Bangalore - AGM Plan Presentation, 2014Soumil Kar
The document outlines details for an Annual General Meeting, including projects undertaken, targets, and focus areas for different departments in each quarter of the year. Key details include:
Projects undertaken by departments focus on documentation, CRM, market surveys, training, partnerships, and more. Targets are set for raises, matches, and rematches. Focus areas include talent capacity, partnerships, CRM/CEM, quality delivery, and vertical management. The organizational structures show the leadership under VPs, TLs, coordinators, and teams.
AIESEC Bangalore strives to be the first choice partner for empowering youth and delivering positive change through high quality integrated experiences. In Q1, they will focus on sales training and development, as well as raising existing clients. Their goals are to reintegrate old clients and utilize new sales training. AIESEC also aims to provide video documentation of intern experiences.
Technical Education & Vocational Training (TEVT) for Youths - Yusoff Md. Sahirchinesechamber
The document summarizes a conference on youth entrepreneurship and business opportunities in Malaysia's Economic Transformation Program. It discusses the importance of technical education and vocational training for career opportunities through the German Malaysian Institute (GMI). GMI provides diploma programs in industrial electronics and production technology to develop skilled workers for Malaysia's goal of becoming an industrialized nation by 2020. The training approach emphasizes practical skills and experience through projects, problem-solving, and teamwork.
This document provides an overview of AIESEC Poland's Global Internship Program (GIP) framework for Q2 2013. It outlines the responsibilities of the Member Committee and Local Committees, including a timeline of key actions and events. It also discusses segmentation of subproducts, education of GIP members, branding, finance structures, a tracking system, rewards, planning inputs, and useful wiki links. The focus is on boosting growth in IT, Marketing, and Language & Teaching internships through focused efforts in sales, delivery, and program management.
By talking with the VP OGX, it was realized that past national projects failed due to differences in local realities and timing. To improve, the following is proposed:
1) Discuss expectations with each VP to establish a shared framework.
2) Involve VPs in creating projects by conducting market research and choosing focus areas.
3) Implement a contest where VPs work under a new structure and the LC with the highest success rate manages future national projects.
4) Ensure projects have managers, teams, and focus on quality.
Technical Education & Vocational Training (TEVT) for Youths - Jeffrey Tanchinesechamber
The document discusses technical and vocational training and certification in Malaysia and its benefits. It notes that Malaysia's population is growing at 2.1% annually, increasing demand for jobs, housing, education, and other needs. It emphasizes that technical training through polytechnics and other institutions can help meet these needs by developing skilled workers and entrepreneurs to boost the economy and attract investment. It outlines the types of vocational training available and encourages students to consider these options.
Traction Forge: Transformational Manufacturing StrategyBraden Ford
Today’s manufacturing organizations are facing a major transition; the pivot from “Cost per Unit” to “Customer Centric”. The focus is no longer on “faster and cheaper” but on “customer experience”. Learn how manufacturing companies are successfully transitioning to customer centric organizations.
IRi is a leading marketing research firm that provides data and analytics to help clients grow their business. It was founded in 1977 and has since expanded globally. IRi collects extensive point-of-sale, household panel, and other consumer data through various platforms. It uses this data to provide strategic insights into market performance, consumer behavior, and other areas. Key people at IRi work to expand the business globally and build a high-performance culture. The firm aims to continuously deliver growth to clients through its data-driven approach.
The New Normal: Account-Based Selling Meets Account-Based MarketingG3 Communications
This document summarizes a webinar on account-based marketing. It discusses how account-based marketing focuses on identifying the companies most likely to buy and marketing directly to them. It outlines how account-based marketing has evolved from being limited in scale to now being fully scalable. It provides tips on getting started with account-based marketing, including aligning sales and marketing, identifying target accounts, developing an ABM marketing plan, and measuring results. One speaker discusses how their company saw increases in pipeline opportunities, close rates, and ACV from their account-based marketing approach.
The document outlines a 90 day strategic plan for a new National Sales Director. The plan focuses on analyzing the business and people, developing strategic plans, and executing those plans over 30, 60, and 90 day periods. Key elements include meeting with regional sales managers to understand performance and develop them, analyzing sales trends, managed care dynamics, and key opinion leaders. The plan aims to develop strategic regional business plans, coaching plans for sales representatives, and managed care strategies. Execution involves ongoing field coaching, implementing key account plans, executing managed care initiatives, and visiting top physicians to drive sales.
This document provides advice on acquiring customers for a startup. It emphasizes the importance of traction or having customers to prove the business concept works and make money. Some common myths about acquiring customers are dismissed. The document advises to know your product, customers, and channels to reach them. It then outlines key stages in the product development cycle and questions to consider at each stage related to customers and sales. Finally, it discusses the importance of building for distribution and sales from the beginning by considering how the product and sales process can best reach customers through different channels like brick and mortar, online, enterprise, and services.
Presentatie Large Account Management voor NHLNicoPopken
Heb een prestentatie over Account Management gegeven aan studenten van de Noordelijke Hogeschool Leeuwarden (NHL), die momenteel de Minor Sales volgen.
Middels dergelijke presentaties uit het bedrijfsleven komen de studenten in aanraking met commercie in de praktijk.
This document outlines the key elements of a manufacturing strategy, including manufacturing intelligence, facilities, capacities, vertical integration, process technologies, product scope and new product introduction, supplier relation, quality management, manufacturing organization and managerial infrastructure, and human resources. For each element, a definition is provided describing how it impacts manufacturing strategy decisions. The document also includes a manufacturing gap analysis matrix and a matrix outlining responsibilities for manufacturing strategy topics among different managers. Key performance indicators for measuring manufacturing strategy implementation are listed at the end.
Sales business development account plan ahnna wAhnna Weber
Ahnna Weber is applying for a strategic accounts and business development role. She has a strong sales background and has exceeded goals and sales targets in previous roles. Her goals are to exceed expectations, take on additional responsibilities, assist with margin expansion, and contribute to making her future employer the #1 company in their industry. She outlines her thoughts on developing strategic partnerships, conducting a state of the union analysis in her first 90 days, conducting customer and account snapshots, and other strategic account management best practices.
A comprehensive account planning and strategy template. Strategy development and execution are critical to a successful selling environment. This template is an easy to follow yet powerful tool to increase sales success.
The document discusses the Customer Development methodology for startups as an alternative to the traditional Product Development model. It argues that Customer Development should be treated as equally important as Product Development from the beginning. The Customer Development process involves four steps: Customer Discovery, Customer Validation, Customer Creation, and Company Building. The goal at each step is to learn about customers through experiments and feedback rather than assume the business model is correct from the start.
Value chain analysis is a tool used to identify sources of competitive advantage. It examines a firm's activities and how they interact and affect costs and performance. Michael Porter developed the value chain model which divides a firm's activities into primary and support activities. Primary activities directly involve creating and delivering a product. Support activities provide inputs for primary activities. Tata Motors' value chain includes long-term supplier contracts, efficient manufacturing processes, a large dealer network, and investments in research and development. Analyzing a firm's value chain can reveal opportunities to lower costs or differentiate products compared to competitors.
This document contains a strategic marketing and sales plan for an organization from [Current Year] to [Target Year]. It includes an introduction, environmental scan, vision, mission, values, key success measures, current state assessment, strategies, and implementation plan. The core strategies identified are to [1-2 bullet points of core strategies]. The plan aims to move the marketing and sales department from its current state to its envisioned future state over the period outlined.
Strategic Account Management (SAM) is a strategic approach used to ensure the long-term development and retention of major customers. It provides a means to develop and nurture relationships with strategic customers. SAM requires developing deep understanding of customers' businesses and tailoring long-term product/service offerings to their specific needs, with the goal of developing collaborative partnerships. Effective SAM involves selecting and categorizing the most important customers that are aligned with the company's strategic vision, then developing individual multi-year strategies and relationships with each.
The document provides an overview of AIESEC in Poland for the 2013-2014 term. It begins with an agenda and introduction. It then discusses the context of AIESEC in Poland when the new leadership team took over, including low MoS achievement, lack of recent audits, and governance issues. The document outlines the national strategic direction, including increasing capacity, customer orientation, and brand positioning. It also summarizes key area projects and MoS execution results. In the last section, the document discusses lessons learned and future plans of individuals on the leadership team.
Specific questions mcvp corporate developmentBogdanManeaM
The key strategies proposed to move AIESEC Romania towards its 2015 goals include focusing on national projects like the AIESEC Academy, market penetration through sub-programs like the Global Internship Program, and regional sales and education conferences. Specific steps outlined are continuing the Academy, assessing the IT and ET markets, holding raising campaigns targeting IT and ET programs, developing ET-based projects locally and nationally, and biannual regional conferences to educate local committees on raising, matching, and sub-programs. Regular webinars and local committee visits will also provide complementary education.
The document discusses strategies to improve AIESEC Romania's outgoing Global Internship Program (GIPo). It analyzes past performance and identifies bottlenecks. Key strategies proposed to address bottlenecks and achieve objectives include: 1) focusing marketing and project management on specific sub-programs; 2) improving collaboration between areas; 3) providing localization support and education; 4) enhancing EP selection, matching and servicing; and 5) developing sales capabilities for recruitment teams. The goal is to increase quality and quantity of GIPo realizations through constant growth.
Poland mc npm 2014 outputs going beyond and enjoying big aiesec poland647435
This document summarizes the growth and achievements of AIESEC in Poland from 2013-2014. It discusses increasing exchange opportunities from 2907 in 2013/2014. Realizations grew 29-35% annually. Strategies focused on increasing capacity through talent development, expanding reach, improving customer orientation through more relevant products and experiences, and strengthening the brand positioning both internally and externally. The national strategic direction aimed to realize the organization's mission and vision through capacity building, customer focus, and branding in order to continue growing sustainably.
Traction Forge: Transformational Manufacturing StrategyBraden Ford
Today’s manufacturing organizations are facing a major transition; the pivot from “Cost per Unit” to “Customer Centric”. The focus is no longer on “faster and cheaper” but on “customer experience”. Learn how manufacturing companies are successfully transitioning to customer centric organizations.
IRi is a leading marketing research firm that provides data and analytics to help clients grow their business. It was founded in 1977 and has since expanded globally. IRi collects extensive point-of-sale, household panel, and other consumer data through various platforms. It uses this data to provide strategic insights into market performance, consumer behavior, and other areas. Key people at IRi work to expand the business globally and build a high-performance culture. The firm aims to continuously deliver growth to clients through its data-driven approach.
The New Normal: Account-Based Selling Meets Account-Based MarketingG3 Communications
This document summarizes a webinar on account-based marketing. It discusses how account-based marketing focuses on identifying the companies most likely to buy and marketing directly to them. It outlines how account-based marketing has evolved from being limited in scale to now being fully scalable. It provides tips on getting started with account-based marketing, including aligning sales and marketing, identifying target accounts, developing an ABM marketing plan, and measuring results. One speaker discusses how their company saw increases in pipeline opportunities, close rates, and ACV from their account-based marketing approach.
The document outlines a 90 day strategic plan for a new National Sales Director. The plan focuses on analyzing the business and people, developing strategic plans, and executing those plans over 30, 60, and 90 day periods. Key elements include meeting with regional sales managers to understand performance and develop them, analyzing sales trends, managed care dynamics, and key opinion leaders. The plan aims to develop strategic regional business plans, coaching plans for sales representatives, and managed care strategies. Execution involves ongoing field coaching, implementing key account plans, executing managed care initiatives, and visiting top physicians to drive sales.
This document provides advice on acquiring customers for a startup. It emphasizes the importance of traction or having customers to prove the business concept works and make money. Some common myths about acquiring customers are dismissed. The document advises to know your product, customers, and channels to reach them. It then outlines key stages in the product development cycle and questions to consider at each stage related to customers and sales. Finally, it discusses the importance of building for distribution and sales from the beginning by considering how the product and sales process can best reach customers through different channels like brick and mortar, online, enterprise, and services.
Presentatie Large Account Management voor NHLNicoPopken
Heb een prestentatie over Account Management gegeven aan studenten van de Noordelijke Hogeschool Leeuwarden (NHL), die momenteel de Minor Sales volgen.
Middels dergelijke presentaties uit het bedrijfsleven komen de studenten in aanraking met commercie in de praktijk.
This document outlines the key elements of a manufacturing strategy, including manufacturing intelligence, facilities, capacities, vertical integration, process technologies, product scope and new product introduction, supplier relation, quality management, manufacturing organization and managerial infrastructure, and human resources. For each element, a definition is provided describing how it impacts manufacturing strategy decisions. The document also includes a manufacturing gap analysis matrix and a matrix outlining responsibilities for manufacturing strategy topics among different managers. Key performance indicators for measuring manufacturing strategy implementation are listed at the end.
Sales business development account plan ahnna wAhnna Weber
Ahnna Weber is applying for a strategic accounts and business development role. She has a strong sales background and has exceeded goals and sales targets in previous roles. Her goals are to exceed expectations, take on additional responsibilities, assist with margin expansion, and contribute to making her future employer the #1 company in their industry. She outlines her thoughts on developing strategic partnerships, conducting a state of the union analysis in her first 90 days, conducting customer and account snapshots, and other strategic account management best practices.
A comprehensive account planning and strategy template. Strategy development and execution are critical to a successful selling environment. This template is an easy to follow yet powerful tool to increase sales success.
The document discusses the Customer Development methodology for startups as an alternative to the traditional Product Development model. It argues that Customer Development should be treated as equally important as Product Development from the beginning. The Customer Development process involves four steps: Customer Discovery, Customer Validation, Customer Creation, and Company Building. The goal at each step is to learn about customers through experiments and feedback rather than assume the business model is correct from the start.
Value chain analysis is a tool used to identify sources of competitive advantage. It examines a firm's activities and how they interact and affect costs and performance. Michael Porter developed the value chain model which divides a firm's activities into primary and support activities. Primary activities directly involve creating and delivering a product. Support activities provide inputs for primary activities. Tata Motors' value chain includes long-term supplier contracts, efficient manufacturing processes, a large dealer network, and investments in research and development. Analyzing a firm's value chain can reveal opportunities to lower costs or differentiate products compared to competitors.
This document contains a strategic marketing and sales plan for an organization from [Current Year] to [Target Year]. It includes an introduction, environmental scan, vision, mission, values, key success measures, current state assessment, strategies, and implementation plan. The core strategies identified are to [1-2 bullet points of core strategies]. The plan aims to move the marketing and sales department from its current state to its envisioned future state over the period outlined.
Strategic Account Management (SAM) is a strategic approach used to ensure the long-term development and retention of major customers. It provides a means to develop and nurture relationships with strategic customers. SAM requires developing deep understanding of customers' businesses and tailoring long-term product/service offerings to their specific needs, with the goal of developing collaborative partnerships. Effective SAM involves selecting and categorizing the most important customers that are aligned with the company's strategic vision, then developing individual multi-year strategies and relationships with each.
The document provides an overview of AIESEC in Poland for the 2013-2014 term. It begins with an agenda and introduction. It then discusses the context of AIESEC in Poland when the new leadership team took over, including low MoS achievement, lack of recent audits, and governance issues. The document outlines the national strategic direction, including increasing capacity, customer orientation, and brand positioning. It also summarizes key area projects and MoS execution results. In the last section, the document discusses lessons learned and future plans of individuals on the leadership team.
Specific questions mcvp corporate developmentBogdanManeaM
The key strategies proposed to move AIESEC Romania towards its 2015 goals include focusing on national projects like the AIESEC Academy, market penetration through sub-programs like the Global Internship Program, and regional sales and education conferences. Specific steps outlined are continuing the Academy, assessing the IT and ET markets, holding raising campaigns targeting IT and ET programs, developing ET-based projects locally and nationally, and biannual regional conferences to educate local committees on raising, matching, and sub-programs. Regular webinars and local committee visits will also provide complementary education.
The document discusses strategies to improve AIESEC Romania's outgoing Global Internship Program (GIPo). It analyzes past performance and identifies bottlenecks. Key strategies proposed to address bottlenecks and achieve objectives include: 1) focusing marketing and project management on specific sub-programs; 2) improving collaboration between areas; 3) providing localization support and education; 4) enhancing EP selection, matching and servicing; and 5) developing sales capabilities for recruitment teams. The goal is to increase quality and quantity of GIPo realizations through constant growth.
Poland mc npm 2014 outputs going beyond and enjoying big aiesec poland647435
This document summarizes the growth and achievements of AIESEC in Poland from 2013-2014. It discusses increasing exchange opportunities from 2907 in 2013/2014. Realizations grew 29-35% annually. Strategies focused on increasing capacity through talent development, expanding reach, improving customer orientation through more relevant products and experiences, and strengthening the brand positioning both internally and externally. The national strategic direction aimed to realize the organization's mission and vision through capacity building, customer focus, and branding in order to continue growing sustainably.
AIESEC| Italy 1415| MC | Expansion Growth ModelGuiscardo Urso
The document outlines an expansion strategy for creating new Local Committees (LCs) and specialized units within existing LCs and Member Committees. It establishes a three-level growth model where entities progress from running basic exchange programs to more advanced programs. Specific criteria are set for talent capacity, exchange goals, and learning cycles at each level to ensure sustainable growth. The role of the NST team is to coach and support new entities through training and virtual/physical workshops to build expertise over multiple levels until the entity can operate independently.
The document summarizes key performance metrics and initiatives of an organization over two periods from 2012-2014. It achieved 58.54% growth in exchange results and 65.81% growth in a key program. Customer satisfaction scores like NPS increased across most programs. Initiatives focused on customer experience management, leadership development, collaboration with other locations, and financial sustainability. The organization's total assets and equity tripled compared to the previous year, maintaining financial health.
The document discusses the role of organizational development (OD) in supporting local committees (LCs) through customized strategic approaches based on their current realities and goals. It outlines how OD can help cluster LCs and guide their growth through national education cycles and OD/growth models. The role of OD involves LC planning, coaching, and tracking to ensure strategies are aligned with goals for programs like GIP. Tiers 1 and 2 LCs may focus on specific program clusters for coaching and development to drive growth. Education is key, and customized virtual training cycles focusing on areas like sales, product knowledge, and supply/demand management can help prepare LCs for peak summer periods.
This document outlines the talent development strategy and area plan for 2012-2013. Key priorities include increasing the number of young people in talent programs like TMP and TLP by 30% and the retention rate to 70%. Objectives are to develop national standards for these programs, increase customized learning opportunities, and design a customized MEC. Initiatives involve more efficient talent pipelines, national mentorship platforms, and homecoming campaigns. The role of the national support team is defined to implement the strategy at local levels. Metrics like program participation rates, objective completion, and retention will measure success.
This document provides strategies to improve internship programs in AIESEC Romania. It outlines plans to decrease delivery times and increase realization rates for GIP programs through process analysis, career planning, recruitment timing, and national matching strategies. It also creates strategies to ensure growth in ET and TT programs by developing customized marketing messages, recruitment timing, and engagement of local committees. Finally, it recommends implementing GIP and GCDP as national projects to clearly position them in the market and provide a framework to align timelines, promotions, selections, and inductions across local committees.
The document discusses strategies for growing sales of the Global Career Development Program (GCDP) through a Sales Development Program (SDP) and increasing Integrated Experiences (IXPs). The SDP would provide education and tracking to increase sales capacity among GCDP members. IXPs aim to drive an exchange culture within local committees by motivating more people to have international work experiences. Synergy between multi-country and local committees is key to coordinating GCDP partnership strategies and communication plans to promote exchange opportunities.
This document provides an overview of how to integrate global strategic planning outputs from the "Built to Last" session into national program-based planning. It discusses translating the "roots of success" and organizational strengths identified in the global success map into action through the national planning framework. Specifically, it explains how to directly integrate relevant strategy elements from the success map (such as those related to program development, expanding operations, talent capacity) into the corresponding parts of the national program logic (customized product, marketing channel, supply delivery). The goal is to align global and national strategies when planning programs by applying the success map strategies through the operational logic of program planning.
This document contains a general questionnaire for an AIESEC Romania leadership position.
1. The first question asks about the applicant's motivation to apply and their experience growing personally and professionally in AIESEC.
2. The second question asks about the leadership that the world and Romania expects from AIESEC, and how AIESEC develops people and leadership skills.
3. The third question involves a SWOT analysis of AIESEC Romania and discusses opportunities to increase international experiences for Romanian students through university partnerships.
4. The fourth question evaluates AIESEC Romania's progress towards its 2015 goals and the focus of past terms in developing understanding and strategies to achieve the vision.
The document discusses the challenges facing youth globally in terms of unemployment. It notes that youth unemployment has risen dramatically worldwide, with youth unemployment rates being 3 times higher than adult rates. This high rate of youth unemployment is an issue not just in developing countries but also in developed countries impacted by the financial crisis. The document advocates for the important role youth can play as agents of change and innovators if given opportunities. It discusses AIESEC's Global Internship Program and how such internships can provide valuable work experience and professional development for youth participants.
Aiesec international 2012 2013 strategy achievement maggie4667
AIESEC International achieved its goals in 2012-2013 by focusing on strategic areas like the Global Internship Program, Global Community Development Programme, and Talent Management Programme to drive growth, ensure quality experiences, and build belief and confidence, while also optimizing processes, engaging customers, and driving innovation.
The document outlines functional corporate development plans and initiatives to drive growth in global internship programs through external relevance and increased incomes, including developing market segmented products, national raising and sales campaigns, aligned events, and creating shared materials and databases to strengthen the corporate brand. Key performance indicators include the number of local committees involved, trainees raised and matched, incomes generated, and testimonials collected.
To ensure constant growth in quality and quantity of outgoing GCDP, the following steps will be taken:
1. Analyze performance over the last 3 years, identifying strengths like national partnerships, growth, and communication, and weaknesses like lack of national projects and low returnee participation.
2. Implement a segmented student market analysis to develop a diversified, tailored product offering addressing factors like academic background and location.
3. Maintain and optimize the current GCDP program with a clear value proposition focused on international opportunities, cross-cultural experience, volunteer impact, and personal development.
4. Employ a product-based marketing strategy targeting the GCDP offering to proper clients and speeding up
[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.
This document outlines AIESEC India's roadmap for 2016, which focuses on operational excellence and customer intimacy. The roadmap includes delivering SDG-aligned projects, value to members, and internal branding. It also details plans for leadership development, including implementing the LEAD model to provide learning environments that develop qualities like empowering others, being solution-oriented, self-awareness, and having a world citizen mindset. A 4-step process is outlined for implementing the LEAD model at the local committee level, including training team members, creating a delivery plan, and tracking progress.
The document discusses oGIP (on-ground impact program) growth and realization rates. It provides oGIP scale groups and data on realization growth and conversion rates from 2014-2013 and January to October 2014. The rest of the document consists of discussion questions and activities for LC members to evaluate their focus programs, consider marketing and collaboration opportunities to grow oGIP, and reflect on their roles and responsibilities from a CEO perspective.
Similar to National strategic plan AIESEC Romania 12 - 13 (20)
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
1. National Strategic Plan for AIESEC Romania
2012 – 2013
1. Mission Statement 6. Complementary Education
2. MOS 7. Business Intelligence Models
3. National Drivers 8. LC Visits
4. National Initiatives 9. National R&R
5. National Education cycle 10. MC services
2. Mission Statement
The mission statement should guide the actions of the organization, spell out its overall goal,
provide a path, and guide decision-making. It provides "the framework or context within which
the organizations’ strategies are formulated."
ONE Romania.
ACT to achieve our potential.
MOS of our mission statement
The measures of success are responding to the question: “How do you know if the mission
statement was fulfilled?” It is giving the key elements that the organization should focus on.
*Engagement remains a stage that is helping us to achieve more ELD
3. National Driver
National Driver KPI of the National Driver
% of growth on GIP I
% of growth on GIP O
GIP Growth
% of incomes from GIP
Culture NPS System
# of projects financially sustainable – GCDP I
# of incomes from GCDP O
Sales culture
% of growth GCDP o
for GCDP % of growth GCDP i
Growth NPS System
# of unique members working for GCDP/GIP
Efficient # of TMP/TLP with objectives realized
TMP & TLP Retention rate
NPS System
National Initiatives
National Driver Description of NationalInitiative
1. Branding Programs aims a professional branding of the AIESEC Programs
(TMP,TLP,GIP,GCDP).
2. Local accreditation of AIESEC aims to gather credits from the Universities for our
Programs. Also, to run campaigns to get recognition from strategic companies in the
All 3 of them city for our membership.
3. GIP legalization – as an initiative driven in order to facilitate the processes of
GIP corporate, sustainability and legality.
4. National Driver Description of National Initiative
4. The National Corporate Sales Team is a national sales task force that reports
directly to the MC of AIESEC in Romania. The aim of this team is to increase national
sales intensity in specific TN markets and support the national focus of diversifying
incoming GIP experiences.
5. The National Raising Campaign have the purpose to align the LCs in AIESEC
GIP Growth
Romania in raising for GIP I twice a year
Culture
6. Market Segmentation - Product Development has the purpose of defining
products based on market segments: IT, education, marketing, psychology,
engineering, etc. on both Incoming and Outgoing GIP markets.
7. Ongoing Recruitment has the aim of changing the way of approaching our
International Programs in order to deliver more international experiences through
ongoing positioning, application periods opened constantly and quarterly selection.
8. Scaling up GCDP campaign is a collaborative initiative (II & NCD) having a national
frame for LCs to go in sales at NGOs at local level (having materials –product sheets,
Selling culture feedback forms, tracking tool and evaluation, promo campaigns) by offering our Non
for GCDP Corporate Dev. products and International Internships products.
Growth 9. Mobility funds for GCDP has the aim to find new resources for covering the
GCDP costs and increase the no of GCDP experiences offered by creating a
framework for LCs in order to apply at different funds available (Leonardo da Vinci,
ERASMUS, EVS etc).
10. LEAD is a national program that will be launched in 2012 for team leaders and
EB members to provide more specific competences and skills to perform bigger
results based on our membership quality; LEAD is an upgraded Leadership
Development Program that is formed out of three parts: I and myself, I and others, I
Efficient 11. Engagement Development is about developing the Engagement program into
TMP & TLP a qualitative pipeline for Experiential Leadership Development by implementing the
criteria established before.
12. National Mentorship Platform is a natural flow because of the mindset change
from coaching to mentoring and consultancy; through this initiative, minimum 10 LCs
will be put together for this mentorship platform, having more than 100 mentors for
more than 15% of their members.
5. National Conference cycle
Timeline
Conference Jan Feb March April May June July August Sept Oct Nov Dec
Rock Me 20,23/2012
RYLF 22,25/2012
EuroCO
MCC 10,13/2013
SprinCO 21,24/2013
EuroXpro
LOT 26,28/2013
NC 9,12/2013
IC
iTTT 30Aug,2Sept,2013
6. Complementary Education
Webinars: July-August 2012, January-February 2013
soft skills development
specialists development
National Booklets:
SONA Booklet:
Specialists Education: July-August
Functional Area Meetings:
Minimum 3 meetings on Functional Areas (2 of them in National Conferences, 1 of them
separated)
The dates will be established for each Functional Area.
Myaiesec.net Usage:
Every functional area will have its own wiki – knowledge management tool
Opportunities Wiki
Business Intelligence Models
SONA:
• Based on 4 programs (TMP – TLP – GIP – GCDP) and the 2 stages (Engagement & LLC)
• Built on 2015 KPI (stable until 2015)/ National Strategy KPI (can be modified in each
year) and Administrative part (Finance/Communication/Sales)
Area reports:
• We will use the same model of standards on the areas, but done with each LC
individually, as a need of different realities
• They will be released by each MCVP and done also with the LCs
7. LC Visits
The new format will be:
- Each MCVP will be MC Consultant for at least 1 LC
- There will be minimum 3 LC Visits delivered throughout the term
- The objectives of LC Visit need to settled with MC OD and LCPs
National Rewards and Recognition
Award Description
This award aims to encourage the development of the training
area in AIESEC Romania. Through this we want to ensure that
the members have a good experience on this specific area and
Best LTT Award that they are very good prepared so that they can support the
Rock development of the LC they are in and the development of the
entire AIESEC Romania network. Also, we want to encourage
them to think of training as a career path, as well.
ME Through this prize we appreciate and recognize AIESEC
members that were in a performing team with objectives
Best Team Award realized and that have fulfilled the quality standards for TMP
and TLP.
Through this award we appreciate and recognize the LC that
managed to achieve their ambition and have a growth on GIP
GIP I Growth Award incoming by providing qualitative experiences to the
stakeholders engaged in this program.
Sales Product
Development Award Through this award we are recognizing the sales Performance
for Q2
8. Award Description
This award is meant to recognize the performance on exchange and to the LC that:
Will define the Value of the Exchange experience in developing the
individual/Society and how to capture and showcase this.
Exchange award The LC that will answer to the question "What else can the exchange program be if
we would engage and develop every young person in the world?" with specific
RYLF Stars Award
actions.
This prize aims to appreciate all members that performed in implementing different
processes.
Alumni This award recognizes the ability of an LC to implement LLC fully (H4TF and Alumni
Development Relations), perform on them as well as contribute to the National Drivers.
Sales Through this award we appreciate and recognize the LC that managed to educate
Performance members in order to be performing, to have healthy processes in sales in order to
Award achieve the targets and contribute to the LC budget by involving the partners.
Through this award we appreciate and recognize the LC that managed to involve
Stakeholders more and more stakeholders in AIESEC because in order to provide more
Management experiences to our stakeholders we need to engage them in AIESEC. In this way
Award AIESEC becomes the first choice partner and a youth voice.
Handing in this award, we appreciate and recognize a LC that registers performance,
health and efficiency in all the areas. We are looking for one LC that can stand as
Excellence Award role model for AIESEC Romania with good case practices for the entire national
network.
Award Description
GIP Growth This award is given to the LC that will have a healthy growth on GIP,
both incoming and outgoing.
GCDP Growth This award is given to the LC that will have a healthy growth on
GCDP, both incoming and outgoing.
Efficient Members Through this award, we encourage the LCs to develop more
NC Development Award qualitative TMP and TLP experiences in order to be more efficient
and to perform better.
Sales Performance Award As in RYLF
Market Reach Award Handling in this award, we are recognizing the reach of the external
market that the LCs are covering by its internal operations. It is about
the efficient usage of the resources towards markets, by delivering
quality and impact.
Network Contribution Handling in this award, we are recognizing the results in contributing
Award towards the National MOSs and the way of delivery of these results
by showing collaborative behaviors in the national and international
network
Efficient Members Through this award, we encourage the LCs to develop more
Development Award qualitative TMP and TLP experiences in order to be more efficient
and to perform better.
9. MC Services
Towards the whole organization Towards the LCs
1. Stakeholder management 1. LC development
AI representativity Data analysis and reporting (monthly)
Government relations - accreditation of Recommendation for strategy development
the AIESEC Programs (Q)
Alumni management (BOA, BOA Consultancy for EBs (MCVP-VPs, MCP-LCPs
corporate) LC visits (LCD plan)
Network management Management preparation for EBs ( through
2. Financial management the education cycle)
Financial administration LC Management tools
Internal/external audit 2. Strategic development
Investment management Market analysis (before recruitment)
Policies and regulations National planning (NC, MC plan)
3. Legal management National project development and
Internal (enforcing compendium, management
legislation, bids, data privacy) Long-term planning (MC plan)
External (legal cases) - in case anything Global alignment (campaigns)
happens the MC teams is accountable in Developing communication plan
front of the law 3. Conference management
4. Communication
Agenda management
PR-external (brand management) - in case
Conference management
of a communication crisis, audit the
Risk management education cycle
campaigns, management of the national
4. Operations management
projects brand(recruitment, Money Sense,
Tactics development (FAD, FAD initiatives)
Grow)
Education and training
Brand - Branding AIESEC Romania in the
Data analysis and recommendation monthly
international network, Branding the
Quality management (ICB)
AIESEC Programs, branding new national
National CRM
projects
Policies & regulations ( GIP, GCDP, TD,
Trademark
Finance, Sales, Communication, Expansions)
5. Organizational management
Organizational structure (JDs for MC and
consultancy for LC EB)
National support teams
National R&R System
6. National & International Partnerships
managing the national and international
partners
managing the international partnership