SOLA xecutive authority
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This document summarizes the performance of an executive department in three areas: sales, global recruitment, and delivery. It provides metrics on the number of partners, sectors, and member to exchange ratios for May and a target for June. It identifies highlights like CEO programs and client relationships, and lowlights like conversion ratios and attendance. It outlines key strategies for the future like member development, industry coaching, and leadership training to improve performance goals.
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The document is a discharge report from 2013-2014 presenting exchange development targets and achievements for AIESEC in Hyderabad, India. It summarizes their targets and results for GIP ICX, GIP OGX, GCDP ICX, and GCDP OGX exchanges, totaling a target of 545 exchanges and achieving 387. It also outlines their focus areas of iGIP, OGX, external visibility, and iGCDP, and details their activities and partnerships within each area to work towards their exchange targets.
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The document provides an overview of the Palladium's incoming global internship programme. It summarizes key metrics from January to April such as targets achieved for sales, global recruitment, and delivery. It identifies highlights like utilization of cycles and new recruitment induction, and lowlights like matching in Q1 and conversion ratio. The way forward outlines goals for the number of partners and sectors, member to exchange ratio, and conversion/delivery ratio. It lists key strategies like industry-based raising, innovation in matching, and member development. Finally, it describes aspects of member development for sales, global recruitment, and delivery functions.
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The department review document summarizes contribution percentages to achieved goals for various teams. It notes that CRM, process flows, operational induction, resource capitalization, and capitalization of the international cycle worked well. Exhausting industries, member to exchange ratio, and raise to match conversion did not work as well. The way forward includes operational induction for members and a reverse raising strategy.
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The document is a discharge report from 2013-2014 presenting exchange development targets and achievements for AIESEC in Hyderabad, India. It summarizes their targets and results for GIP ICX, GIP OGX, GCDP ICX, and GCDP OGX exchanges, totaling a target of 545 exchanges and achieving 387. It also outlines their focus areas of iGIP, OGX, external visibility, and iGCDP, and details their activities and partnerships within each area to work towards their exchange targets.
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This document outlines the mission, targets, focus areas, and quarterly plans of AIESEC Hyderabad for the year. The mission is to co-create quality experiences and achieve organizational targets. Key targets include 180 iGIPs, 300 iGCDPs, 30 oGIPs, and 140 oGCDPs. Focus areas are to simplify processes, empower members, and ensure relevance. The way forward includes initiatives like matching events, education programs, international partnerships, and quality task forces. Quarterly targets are provided for exchange programs with reviews and innovations planned throughout the year.
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This document outlines the 2014 year plan for Anubhav Jain and Kavya Ganesh of the Outgoing Global Community Development Programme. Their mission is to deliver 140 wholesome experiences and seek stakeholder satisfaction. The focus areas include university relations, standard operating procedures, innovation, and collaborating with other programs. The plan divides the year into quarters and months, assigning raising, matching, and reviewing quotas and action steps to Jain and Ganesh. The action steps include various campaigns, capitalizing on partnerships, and developing experience kits to fulfill their mission over the year.
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Tm sola
This document discusses a fraternity and highlights several areas including talent capacity, program delivery, recruitment quality, and an associate membership project. It notes things that did not work well such as the local education cycle, retention, and tracking mechanisms. The way forward includes implementing effective tracking mechanisms, operational training, and the local education cycle. The document also mentions competencies developed like a global mindset, entrepreneurial outlook, and emotional intelligence.
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The document outlines the mission, focus areas, targets, and action plans of the Marketing & Public Relations department of AIESEC Hyderabad for 2014-2015. The mission is to establish a positive brand image through effective communication. Key focus areas include online marketing, on-ground marketing, public relations, and innovations. Targets include increasing social media followers, blog posts, partnerships, and media appearances. Action plans involve boosting on-ground operations, various marketing campaigns, and showcasing projects through media partnerships.
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Using LinkedIn to deliver a highly targeted acquisition campaign for America...
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What are the biggest challenges and struggles channel partners encounter when...
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Palladium
Sales targets were achieved in April and May with raises at Silver Cloud and placements at ESCI-2, Sterling, and Appshark. Global recruitment saw placements at Silver Cloud, Mahindra Namaste, and ISSTM. Targets were also met for global recruitment in February through May. Matches need to be added to the system, positive matches need to be converted, and new matching strategies implemented as the team works towards their JNC goal. The Alpha Eagles team is recognized for achieving their targets.
Treadstone updates
The quarter 2 update provides information on several initiatives:
Nexus focused on 21st century leadership with partnerships formed for its youth event involving fundraising and venue negotiations. BDT signed an MOU with My Choices and discussed partnerships with multiple organizations. Genesis signed an HRDS MOU and discussed additional potential partners. The report also lists appointments being scheduled at various companies for job placements through the T vs A program.
Trajectory
Three interviews were conducted and one candidate will be recruited soon. Three employment positions (EPs) were matched including one for digital marketing in the US paying $2000, one for teaching in Mexico, and one for teaching in Brazil. Two of the positions were realized with candidates going to Brazil and Hong Kong to start their new jobs.
The origin
The document provides a quarterly update from April 1st to May 31st. It includes updates such as the release of an online registration newsletter, a report on a Matching Mania event, and two global recruitment efforts through an iGIP brochure in April. In May, updates included the release of videos for oGCDP and AIESEC Hyderabad, four new country partnerships, a five day Matching Mania event, a brand launch detailed in a newsletter, completing SOPs for an FRRO office, a finance newsletter, and two CIM webinars on finance and sales topics.
The hobbits
The document compares sales, global recruitment, and delivered promises targets versus actuals for April and May. In April, 12% of targets were achieved overall, while 84% of targets were achieved in May. Additional metrics provided include the number of learning and exchange partners, issues encountered, member to exchange ratio, and net promoter score.
The esprit updates
Esprit's quarter 2 sales update lists 5 schools that purchased Esprit, with positive sales from Amity Global and Akshara International Schools. Global recruitment met targets for Oakridge and was positive for Peoples Career, MNR, and Samashti. Delivery targets were achieved or exceeded for MNR, Oakridge, and First Academy in April and May. Overall, April sales and global recruitment were below targets while May sales were below but delivery exceeded targets.
Sona
- The document discusses supply and demand analysis for various universities and colleges in India. It provides statistics on the number of students (S) and trainees (TNs) for different locations.
- The top countries with available TNs are Turkey, Poland, Greece, Mexico, and the Czech Republic. The top backgrounds for TNs are international marketing, linguistics, and training and development.
- Various metrics are provided like relative growth rates, absolute growth, national standing, and net promoter scores for comparing the performance of different universities over time. Regions with high demand are identified along with strategies for capitalizing on available international trainee pools.
Imperium
The document compares sales, recruitment, and delivery targets versus actuals for April and May, showing significant improvement from 24% achievement in April to 80% achievement in May. Key performance indicators such as the number of learning/exchange partners, issues, and member satisfaction were also included, demonstrating progress toward organizational goals.
Finance
The document provides updates on various initiatives including Nexus, LC Day, recon programs, webinars on finance, and establishing a local support group. It outlines future plans such as focusing on receivables, portfolio investments, alumni engagement, and revising financial policies. The document also includes a brief statement of financial affairs showing bank balances, fixed deposits, and an updated tally of finances through May 24th.
Xecutive authority
Sales increased in April and May with 7 new clients added in April and 14 added in May, although targets were not fully achieved. One person was recruited for Country Inn & Suites in April and one for Innopark. In May, one person was hired for ITC Kakatiya Hotel and interviews were scheduled for two positions at Taj Falaknuma Palace and one at VIFL. Interviews remained to be scheduled for two positions at Pioneer Telecom Services and two at Innopark.
Lc day finances
The document outlines the income and expenses for LC Day finances. The sole source of income was Rs. 216,000 from del fees collected at Rs. 135 per student for 1600 students. Expenses totaled Rs. 216,000 and included items like beverages, balloons, chart papers, cold drinks, stationery, glasses, t-shirts, and chair expenses. The total income and expenses balanced at Rs. 216,000.
Job description
This job description outlines the responsibilities of a member on an F1 team, also known as a finance coordinator. Their key responsibilities include documenting and filing contracts, policies, agreements, reports, certificates, invoices, receipts, and vouchers. They also assist with budgeting, forecasting, bookkeeping, accounting, finance education, learning and development webinars. Additional duties are assisting the VP of finance with letter of credit administration, managing bank resources and receivables, tracking marketing campaigns, and conducting audits and reconciliations.
State of financial affairs
This document summarizes the state of financial affairs as of May 17th, 2014. It outlines receivables totaling over 5 lakhs from various clients and projects. Payments made in the period are also listed totaling over 1 lakh. Planned future investments and expenses are provided including office renovations and upcoming events. Miscellaneous updates on bank balances, fixed deposits and an appreciation for recent large receipts are also included.
The Fraternity
Talent management updates include: inducting new associate members to contribute to campus projects with job descriptions defined by talent management team leads; mid-quarter audits being released for the MLM department; a matching workshop conducted for the oGCDP department; a team minimum session delivered for the MLM of marketing; and talent leads working on educational videos.
The Origin
A new department was announced. Chinmaiy recorded a video for an EP that is now matched. Sanith and Yashwanth designed posters for an event called Matching Mania. The posters will feature a standard intern named Hiran. Yashwanth and Harsha Varma are creating a video about why interns should come to Hyderabad. Upcoming plans include standardizing the FRRO process with Saif's help, publishing intern case studies, and another Matching Mania event.
LCP Story
This document appears to be a personal story or reflection from someone who served as the Local Committee President of AIESEC in Hyderabad in 2014. However, the document contains no actual content beyond the title "My Story" and the author's name and role. Therefore, no meaningful summary can be generated from the information provided.
Sola treadstone
The document summarizes the status of various metrics and goals for The Treadstone organization. It indicates that 29% of fundraising targets have been achieved to date. While some board appointments and structure have been implemented, client retention activities and receivables are still pending. The document outlines goals to increase fundraising and sort the board of advisors by a upcoming meeting. Key strategies proposed include training sessions, increasing sales volume, and incorporating innovation. An implementation timeline is provided targeting fundraising, event, and youth event funding goals by the end of the second quarter. Areas of strength for the organization are noted as networking, sales skills, emotional intelligence, and trend analysis.
Function sola
This document discusses key performance indicators for AIESEC in Hyderabad across several areas in Q2 including contribution to sales, media engagement, collaborations and alliances, ELD support activities, online activities, branding, and more. It also discusses metrics for international and local programs delivered, growth percentages, NPS and RR scores, financial sustainability, talent capacity, and pilot projects. The document aims to evaluate AIESEC Hyderabad's performance and measure success against objectives for the given quarter and year.
Cim april lc day
The document summarizes the activities and accomplishments of MoS including network branding, corporate communication, developing and using IM tools. It highlights deliverables such as brochures and booklets. It also notes some areas that did not work out such as fully delivering on some partnerships. It proposes focusing on project implementation, internal branding, and LEC going forward to further develop competencies around global mindset and proactive learning.
The millennials
The document summarizes recruitment efforts and outreach activities, noting the number of applicants, media appearances, external partners, and online engagement. It highlights successful initiatives like partnerships, recruitment events, and training programs. Areas for improvement include expanding recruitment, strengthening external partnerships, and increasing media coverage. The way forward involves setting goals around events, promotions, and showcasing impacts while focusing on media partnerships, external partnerships, and student outreach.
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SOLA xecutive authority
- 2. XECUTIVE AUTHORITY Incoming Global Internship Programme
- 3. Poshness Quotient (MoS) Target Achieved Sales 65 16 Global Recruitment 10 2 Delivery 0 0 • No. of partners- 4 • No. of Sectors- 2 • Member to exchange ratio- 5:1 • % Conversion- 12.5%
- 4. Lights of the department High-lights Chief Xecutive Officers {MB 2.0} Membership retention Leadership generation Client Relationship Management Process flow Strategies and Action Flow Low-lights MB 1.0 Conversion Ratio Member to exchange ratio Attendance in forums Member engagement Targets vs Achieved Utilization of cycles
- 5. Way forward to JNC 111 GOALS: Key Strategies: • Member Development • Department coaching • Industry based raising • Tracking • Leadership development • Happiness quotient Sales Global Recruitment Delivery May 20 20 0 June 5 7 10 • No. of partners- 10 • No. of Sectors- 3 • Member to exchange ratio- 1:2 • % Conversion- 100%
- 6. No Gain No Pain. Sales • Product packaging • Market analysis • Selling pitch • Product development • Customization • Corporate Relations • Corporate Exposure Global Recruitment • International Relations • Client Delivery • Online Sales Delivery • Standard procedures GLOBAL MINDSET ENTREPRENEURIAL OUTLOOK
- 7. QUESTIONS?