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This document summarizes an organization's performance over a period of time. It achieved 2 out of a target of 5 OGX and 0 out of a target of 5 ICX. Highlights included selecting new leadership, raising funds, delivering events and webinars, and conducting recruitment and training. Areas for improvement included an unsuccessful campaign and lack of parental support. The way forward includes goals of membership growth and exchange realizations through targeted strategies like regular matching events, trainings, and expansion visits over the next month.
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VISTAAR provided July updates for their chapters in Vijaywada and Warangal. For Vijaywada, 10 members attended a conference, leadership candidate applications opened, and they raised 31,000 rupees for a fundraising event. For Warangal, AIESEC members have established a presence on campus, generated 25 leads for a training program, and are planning a youth event. Both chapters are focusing on growing their leadership teams and delivering local training in the coming weeks.
Trends in eHealth: eDetailing, Apps, Social Media and Online Marketing
The document outlines an agenda for a presentation on trends in eHealth marketing. The presentation covers various eMarketing categories including websites, apps, video marketing and social media. It then discusses online marketing campaigns, eDetailing and provides recommendations. Key points are integrating different marketing channels, using social media to build relationships, and offering mobile tools and services.
Vistaar
This document summarizes exchange targets and achievements for different entities. OGX exceeded its exchange target by 333.3% while achieving only 15% of its target. ICX achieved 60% of its target, raising exchanges by 42.87%. To improve performance next year, the document recommends intensifying training for members, holding more local events, and focusing on generating more opportunities in the OGX portfolio.
Expansions '13 april lc day review
The document summarizes the expansions reviews of the Vizag and Vijayawada branches of the organization. For Vizag, their marketing was effective and they exceeded some targets, but had issues with leadership and knowledge. For Vijayawada, their marketing worked well but they struggled with leadership, finances, and member participation, and did not meet all targets. Both branches outlined plans to address gaps and further their work through additional opportunities and matches in the coming time period.
oGCDP Strategic Meeting IGN Output
This document provides tools and guidelines for IGN to achieve several strategic objectives, including talent capacity, strategic alliances, EY partnerships, and marketing. It outlines goals and key performance indicators for different strategies. These strategies include implementing a project-based structure, growing through strategic alliances and partnerships, improving conversion rates, and performing for a program called Fish Peak while implementing new systems. Contact information is provided for various leaders who can provide further explanation on implementing the strategies.
Agm discharge report expansion
AIESEC Vizag and AIESEC Vijayawada have successfully expanded the AIESEC platform and provided leadership opportunities for youth in their cities. Both entities delivered multiple successful projects and events. AIESEC Vizag raised Rs. 3,00,000 and had 16 events with 10 articles. AIESEC Vijayawada raised Rs. 1,50,000 and had 8 events with 12 articles. Both expansions attended various conferences and built partnerships with clients, universities, and other organizations to support their work.
The treadstone
Quarter 1 sales were below target but Quarter 2 sales exceeded the target. For the year, funds raised totaled 6,72,875 rupees of the 18,00,000 rupee target. Three new board appointments were made. A new partnership called '24*7 Leadership Factory' was created but not yet delivered. Successful strategies included events and annual partnerships. Opportunities that were not capitalized on included the CSR period, February recruitment, and building the OC and BDT teams. The way forward includes better delivery of programs, board contracts, client activities, expansion events, product packaging, and focusing on impact.
BD and Sales
Vivek Menon is the Vice President of Business Development at AIESEC in Manipal University. His responsibilities include raising funds for events and projects, building business for AIESEC, and conducting sales training. He aims to establish AIESEC as a relevant partner in the corporate world by focusing on fund raising, customer relationship management, and corporate relevance. He has outlined strategies, projects, and key performance indicators for each quarter of the year to help meet annual targets of raising a total of 8,18,000 INR from business development.
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Vistaar
VISTAAR provided July updates for their chapters in Vijaywada and Warangal. For Vijaywada, 10 members attended a conference, leadership candidate applications opened, and they raised 31,000 rupees for a fundraising event. For Warangal, AIESEC members have established a presence on campus, generated 25 leads for a training program, and are planning a youth event. Both chapters are focusing on growing their leadership teams and delivering local training in the coming weeks.
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Vistaar
This document summarizes exchange targets and achievements for different entities. OGX exceeded its exchange target by 333.3% while achieving only 15% of its target. ICX achieved 60% of its target, raising exchanges by 42.87%. To improve performance next year, the document recommends intensifying training for members, holding more local events, and focusing on generating more opportunities in the OGX portfolio.
Expansions '13 april lc day review
The document summarizes the expansions reviews of the Vizag and Vijayawada branches of the organization. For Vizag, their marketing was effective and they exceeded some targets, but had issues with leadership and knowledge. For Vijayawada, their marketing worked well but they struggled with leadership, finances, and member participation, and did not meet all targets. Both branches outlined plans to address gaps and further their work through additional opportunities and matches in the coming time period.
oGCDP Strategic Meeting IGN Output
This document provides tools and guidelines for IGN to achieve several strategic objectives, including talent capacity, strategic alliances, EY partnerships, and marketing. It outlines goals and key performance indicators for different strategies. These strategies include implementing a project-based structure, growing through strategic alliances and partnerships, improving conversion rates, and performing for a program called Fish Peak while implementing new systems. Contact information is provided for various leaders who can provide further explanation on implementing the strategies.
Agm discharge report expansion
AIESEC Vizag and AIESEC Vijayawada have successfully expanded the AIESEC platform and provided leadership opportunities for youth in their cities. Both entities delivered multiple successful projects and events. AIESEC Vizag raised Rs. 3,00,000 and had 16 events with 10 articles. AIESEC Vijayawada raised Rs. 1,50,000 and had 8 events with 12 articles. Both expansions attended various conferences and built partnerships with clients, universities, and other organizations to support their work.
The treadstone
Quarter 1 sales were below target but Quarter 2 sales exceeded the target. For the year, funds raised totaled 6,72,875 rupees of the 18,00,000 rupee target. Three new board appointments were made. A new partnership called '24*7 Leadership Factory' was created but not yet delivered. Successful strategies included events and annual partnerships. Opportunities that were not capitalized on included the CSR period, February recruitment, and building the OC and BDT teams. The way forward includes better delivery of programs, board contracts, client activities, expansion events, product packaging, and focusing on impact.
BD and Sales
Vivek Menon is the Vice President of Business Development at AIESEC in Manipal University. His responsibilities include raising funds for events and projects, building business for AIESEC, and conducting sales training. He aims to establish AIESEC as a relevant partner in the corporate world by focusing on fund raising, customer relationship management, and corporate relevance. He has outlined strategies, projects, and key performance indicators for each quarter of the year to help meet annual targets of raising a total of 8,18,000 INR from business development.
Sola JulyLcong
The document summarizes various projects and their desired vs actual status over the last 6 months across different departments of the organization. Key reasons for gaps between desired and actual states are provided. Activities, timelines and synergies required to move projects forward are also outlined. Overall, recruitment and retention challenges, lack of proper processes, tracking and synergy between departments impacted achievement of desired targets.
August 2013 functional projects monthly review
The monthly report summarizes activities from the Communications, Organizational Development, Public Relations, Finance, and External Relations functions for August. Some key points:
- Communications focused on campaign creation for various programs but faced challenges completing tasks on deadline due to handling multiple projects simultaneously.
- Organizational Development priorities included coaching, conference management, and planning changes. Expansion opportunities for local committees were also explored.
- Public Relations worked on recruitment, an assessment of national values, and local committee coaching. Lack of defined goals for some areas was a challenge.
- External Relations priorities included sales meetings, an event, debt collection, and partnerships. Recruiting for all ambassador positions and completing some deals
Excellent SU Empowerment Award
This document discusses student unit empowerment programs run by AIESEC SYSU. It provides data on the number of student unit empowerment and leadership development programs, performance in these programs, retention rates, and empowerment projects run at various universities. It also lists policies conveyed from the management committee to student units and how some were localized in student units.
Kp is and tracking session
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iGIP IGN Strategic Meeting - September 2014
This document outlines strategies and key performance indicators (KPIs) for IGN to achieve various goals. It identifies strategies such as implementing sales development programs, retaining partners, and using online surveys. Each strategy includes goals like increasing the number of sales meetings and calls per member, achieving higher customer retention rates, and recovering lost partners. The document provides guidelines for local committees to identify the most important strategy, set KPIs, implement according to timelines, and report progress to leadership in December.
Sola treadstone
The document summarizes the performance of Treadstone against key metrics in Q1 and outlines plans to improve performance in Q2. It states that 29% of the funds target was achieved in Q1, and lists activities to raise an additional โน9,00,000 by the next joint network committee meeting. It also notes some board appointments were made but engagement can be improved. The document outlines strategies like live training sessions and selling in high volumes to drive customer retention and fundraising in Q2.
Sola treadstone
The document summarizes the performance of Treadstone against key metrics in Q1 and outlines plans to improve performance in Q2. It states that 29% of the funds target was achieved in Q1, and lists activities to raise an additional โน9,00,000 by the next joint network committee meeting. It also notes completed and planned board appointments but a delay in receivables. The document outlines strategies like live training sessions and selling in high volumes to drive customer retention and fundraising in Q2.
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.
Raport q4
The document provides a quarterly report on AIESEC Romania's Global Citizen Development Program (GCDP) Incoming and Outgoing exchanges as well as their Global Internship Program (GIP) Incoming exchanges for Q4 2012. Key points include low performance and efficiency metrics for many locations, with recommendations to improve planning, recruitment, sales/raising, and member engagement to increase exchanges and revenues. Challenges involved weak planning for off-peak periods as well as a lack of focus on recruitment, matching, and utilizing alumni/partners.
The origin
The document summarizes the activities and results of two quarters for an organization's network promotions, IM development tools, and corporate communications efforts. In quarter 1, they conducted various promotional activities, developed tools like brochures and booklets, and published newsletters. In quarter 2, they continued promotions and added initiatives like brand launches and case studies, while also creating additional tools. Things that worked well included specific brand launches, newsletters, and booklets. Things that did not work as well included some promotional activities and partnerships. Going forward, they plan to focus on initiatives like geographic information systems, branding, knowledge management, and membership development.
Challenges of the network final
Output ppt for AIESEC Global Steering Team meeting (Nov 2012). Please refer to http://bit.ly/STnov for more info.
Xd
The document outlines exchange development plans and targets for 2013-2014 for AIESEC in Hyderabad. It includes targets for different exchange programs, with a focus on increasing the number of exchanges through the Global Internship Program (GIP) and Global Classroom Program (GCDP). Specific strategies are outlined to improve delivery of the GIP program, increase local and regional projects under the GCDP, strengthen external visibility, and build partnerships. Operational training, standardized processes, product packaging, and events are emphasized to help meet exchange targets across programs.
Aiesec macquarie developing lc award
This document summarizes the growth and achievements of AIESEC Macquarie over the past year from July 2011 to June 2012. Some key points:
- Outgoing exchange increased dramatically from 42 to 81 exchanges, far surpassing growth targets. International exchange also increased substantially.
- Strong leadership and processes were established to support growth, including expanded exchange teams, improved matching tools, and new financial and governance policies.
- Marketing efforts like Facebook engagement and an exchange video increased awareness and event attendance. Connections with university groups also strengthened.
- Talent development initiatives like new member rewards and leadership training programs helped integrate more members and applicants into the organization.
- Financially, fundraising targets were exceeded
Common transition nps
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
Training report by 2017 Area Training Director Ran Pilapil
The First Quarter report of 2017 Area Training Director Ran Pilapil, Area 2
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The document summarizes the merger between Centurion Bank of Punjab (CBoP) and HDFC Bank in 2008. [1] The merger created a larger bank with over 1,100 branches, deposits of Rs. 1.22 trillion, net advances of Rs. 890 billion, and a balance sheet size of over Rs. 1.63 trillion. [2] The objectives of the merger were to achieve economies of scale, widen product offerings, and gain more market dominance. [3] The merger faced challenges integrating technologies, employees, operations, and infrastructure between the two banks.
Cim
This document outlines Anjali Gupta's communication and information management plans for AIESEC Indore for 2014-15. It details activities and goals for each quarter of the year to improve communication channels, provide training, create newsletters and wikis, and showcase impact. The goals are to create a strong base for communication and information management in the first half of the year and focus on empowering members and highlighting events in the second half. It also lists some activities that have been completed so far and their results, like transitioning to Podio and creating templates, as well as innovations like a birthday tracker and acronym dictionary.
Xd
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.
Becoming world class, Lyssa Edwards, CGI
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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.
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Sola JulyLcong
The document summarizes various projects and their desired vs actual status over the last 6 months across different departments of the organization. Key reasons for gaps between desired and actual states are provided. Activities, timelines and synergies required to move projects forward are also outlined. Overall, recruitment and retention challenges, lack of proper processes, tracking and synergy between departments impacted achievement of desired targets.
August 2013 functional projects monthly review
The monthly report summarizes activities from the Communications, Organizational Development, Public Relations, Finance, and External Relations functions for August. Some key points:
- Communications focused on campaign creation for various programs but faced challenges completing tasks on deadline due to handling multiple projects simultaneously.
- Organizational Development priorities included coaching, conference management, and planning changes. Expansion opportunities for local committees were also explored.
- Public Relations worked on recruitment, an assessment of national values, and local committee coaching. Lack of defined goals for some areas was a challenge.
- External Relations priorities included sales meetings, an event, debt collection, and partnerships. Recruiting for all ambassador positions and completing some deals
Excellent SU Empowerment Award
This document discusses student unit empowerment programs run by AIESEC SYSU. It provides data on the number of student unit empowerment and leadership development programs, performance in these programs, retention rates, and empowerment projects run at various universities. It also lists policies conveyed from the management committee to student units and how some were localized in student units.
Kp is and tracking session
This document discusses KPIs, performance tracking, and provides examples of KPIs for different functions within an organization. It begins by defining KPIs and why they are important. It then discusses how to create good KPIs that are strategic, measurable, and time-bound. The document lists dos and don'ts for KPIs. It provides examples of KPIs for different functions like marketing, talent management, information management, and finance. Finally, it discusses the importance of performance tracking, how to track members, when to track, and tips for effective tracking.
iGIP IGN Strategic Meeting - September 2014
This document outlines strategies and key performance indicators (KPIs) for IGN to achieve various goals. It identifies strategies such as implementing sales development programs, retaining partners, and using online surveys. Each strategy includes goals like increasing the number of sales meetings and calls per member, achieving higher customer retention rates, and recovering lost partners. The document provides guidelines for local committees to identify the most important strategy, set KPIs, implement according to timelines, and report progress to leadership in December.
Sola treadstone
The document summarizes the performance of Treadstone against key metrics in Q1 and outlines plans to improve performance in Q2. It states that 29% of the funds target was achieved in Q1, and lists activities to raise an additional โน9,00,000 by the next joint network committee meeting. It also notes some board appointments were made but engagement can be improved. The document outlines strategies like live training sessions and selling in high volumes to drive customer retention and fundraising in Q2.
Sola treadstone
The document summarizes the performance of Treadstone against key metrics in Q1 and outlines plans to improve performance in Q2. It states that 29% of the funds target was achieved in Q1, and lists activities to raise an additional โน9,00,000 by the next joint network committee meeting. It also notes completed and planned board appointments but a delay in receivables. The document outlines strategies like live training sessions and selling in high volumes to drive customer retention and fundraising in Q2.
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.
Raport q4
The document provides a quarterly report on AIESEC Romania's Global Citizen Development Program (GCDP) Incoming and Outgoing exchanges as well as their Global Internship Program (GIP) Incoming exchanges for Q4 2012. Key points include low performance and efficiency metrics for many locations, with recommendations to improve planning, recruitment, sales/raising, and member engagement to increase exchanges and revenues. Challenges involved weak planning for off-peak periods as well as a lack of focus on recruitment, matching, and utilizing alumni/partners.
The origin
The document summarizes the activities and results of two quarters for an organization's network promotions, IM development tools, and corporate communications efforts. In quarter 1, they conducted various promotional activities, developed tools like brochures and booklets, and published newsletters. In quarter 2, they continued promotions and added initiatives like brand launches and case studies, while also creating additional tools. Things that worked well included specific brand launches, newsletters, and booklets. Things that did not work as well included some promotional activities and partnerships. Going forward, they plan to focus on initiatives like geographic information systems, branding, knowledge management, and membership development.
Challenges of the network final
Output ppt for AIESEC Global Steering Team meeting (Nov 2012). Please refer to http://bit.ly/STnov for more info.
Xd
The document outlines exchange development plans and targets for 2013-2014 for AIESEC in Hyderabad. It includes targets for different exchange programs, with a focus on increasing the number of exchanges through the Global Internship Program (GIP) and Global Classroom Program (GCDP). Specific strategies are outlined to improve delivery of the GIP program, increase local and regional projects under the GCDP, strengthen external visibility, and build partnerships. Operational training, standardized processes, product packaging, and events are emphasized to help meet exchange targets across programs.
Aiesec macquarie developing lc award
This document summarizes the growth and achievements of AIESEC Macquarie over the past year from July 2011 to June 2012. Some key points:
- Outgoing exchange increased dramatically from 42 to 81 exchanges, far surpassing growth targets. International exchange also increased substantially.
- Strong leadership and processes were established to support growth, including expanded exchange teams, improved matching tools, and new financial and governance policies.
- Marketing efforts like Facebook engagement and an exchange video increased awareness and event attendance. Connections with university groups also strengthened.
- Talent development initiatives like new member rewards and leadership training programs helped integrate more members and applicants into the organization.
- Financially, fundraising targets were exceeded
Common transition nps
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
Training report by 2017 Area Training Director Ran Pilapil
The First Quarter report of 2017 Area Training Director Ran Pilapil, Area 2
This was reported by ATD Ran last Jan 14, 2017 in the JCI Metro Area Council Meeting in Paraiso ni Baste, Valenzuela City, Metro Manila, Philippines.
It included the direction for the year, training updates, Needs Analysis Results, Reminders,
Merger of c bo p and hdfc
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Cim
This document outlines Anjali Gupta's communication and information management plans for AIESEC Indore for 2014-15. It details activities and goals for each quarter of the year to improve communication channels, provide training, create newsletters and wikis, and showcase impact. The goals are to create a strong base for communication and information management in the first half of the year and focus on empowering members and highlighting events in the second half. It also lists some activities that have been completed so far and their results, like transitioning to Podio and creating templates, as well as innovations like a birthday tracker and acronym dictionary.
Xd
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.
Becoming world class, Lyssa Edwards, CGI
CGI's service desk has achieved 5-star certification for customer service for 4 consecutive years, making it the only outsourced service desk in the world with this recognition. The document discusses CGI's journey to improve customer satisfaction, staff culture and training, key performance indicators, community outreach programs, and health and wellness initiatives that help maintain high service standards and a supportive work environment.
Lean implementation proposal ver 2
The document proposes implementing a Lean approach at a lab to improve productivity, reduce waste, and establish a Lean culture. It recommends a hybrid consulting model involving diagnostic assessments, training staff on Lean tools and methods, conducting improvement projects under consultant guidance, and cultural changes to sustain results. This approach aims to quickly generate results to gain buy-in for a longer-term Lean transformation applying the culturalization model to all staff. The proposal compares models and outlines the consultants' roles, credentials, and examples of significant ROI other clients have achieved through Lean interventions.
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Training report by 2017 Area Training Director Ran Pilapil
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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 millennials
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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.
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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.
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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.
Ascent
The HR global placement program for the second quarter achieved most but not all of its targets. It placed 30 people as targeted but fell short of targets for diversity and member to exchange ratio, achieving 28 and 6 versus targets of 50 and 10. Key measures of success were establishing 3 international exchange programs, maintaining a diversity score of 4, and achieving a high member satisfaction score of +59 on the Net Promoter Score.
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.
Matching workshop
The document discusses matching different employees (EPs and TNs) based on their traits and country specifications. It lists the traits of 3 EPs and 2 TNs - the EPs vary in their personalities and whether they have specific country preferences, while the TNs differ in manager support and flexibility. The document encourages being innovative in matching, discussing options like AFT, DAAL files, supply and demand, and social media matching. It suggests international relations could be the most fruitful approach and encourages catching them all.
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.
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.
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Temple of Asclepius in Thrace. Excavation results
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skeleton System.pdf (skeleton system wow)
๐ฅ๐ฅ๐ฅ๐ฅ๐ฅ๐ฅ๐ฅ๐ฅ๐ฅ
โ โุฅุถุบ ุจูู ุฅูุฏููู
โู
ู ุฃููู ุงูู
ูุงุฒู
ุงูุชู ุตู
ู
ุชูุง
ู
ูุฒู
ุฉ ุชุดุฑูุญ ุงูุฌูุงุฒ ุงูููููู (ูุธุฑู 3)
๐๐๐๐๐๐๐๐๐๐
ุชุชู
ูุฒ ูุฐูู ุงูู
ูุฒู
ุฉ ุจุนูุฏุฉ ู
ูู
ูุฒุงุช :
1- ู
ูุชุฑุฌู
ุฉ ุชุฑุฌู
ุฉ ุชููุงุณุจ ุฌู
ูุน ุงูู
ุณุชููุงุช
2- ุชุญุชูู ุนูู 78 ุฑุณู
ุชูุถูุญู ููู ููู
ุฉ ู
ูุฌูุฏุฉ ุจุงูู
ูุฒู
ุฉ (ููู ููู
ุฉ !!!!)
#ููู
_ู
ุงูู_ุฏุฑุฎ
3- ุฏูุฉ ุงููุชุงุจุฉ ูุงูุตูุฑ ุนุงููุฉ ุฌุฏุงู ุฌุฏุงู ุฌุฏุงู
4- ูููุงูู ุจุนุถ ุงูู
ุนููู
ุงุช ุชู
ุชูุถูุญูุง ุจุดูู ุชูุตููู ุฌุฏุงู (ุชูุนุชุจุฑ ูุฏู ุงูุทุงูุจ ุฃู ุงูุทุงูุจุฉ ุจุฅููุง ู
ุนููู
ุงุช ู
ูุจูู
ุฉ ูู
ุน ุฐูู ุชู
ุชูุถูุญ ูุฐูู ุงูู
ุนููู
ุงุช ุงูู
ูุจูู
ุฉ ุจุดูู ุชูุตููู ุฌุฏุงู
5- ุงูู
ูุฒู
ุฉ ุชุดุฑุญ ููุณูุง ุจ ููุณูุง ุจุณ ุชููู ุชุนุงู ุงูุฑุงูู
6- ุชุญุชูู ุงูู
ูุฒู
ุฉ ูู ุงูู ุณูุงูุฏ ุนูู ุฎุงุฑุทุฉ ุชุชุถู
ู ุฌู
ูุน ุชูุฑูุนุงุช ู
ุนููู
ุงุช ุงูุฌูุงุฒ ุงูููููู ุงูู
ุฐููุฑุฉ ูู ูุฐูู ุงูู
ูุฒู
ุฉ
ูุงุฎูุฑุงู ูุฐูู ุงูู
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ุฉ ุญูุงูู ุนูููู
ูุฅุชู
ูู ู
ููู
ุฅู ุชุฏุนููู ุจุงูุฎูุฑ ูุงูุตุญุฉ ูุงูุนุงููุฉ ููุท
ูู ุงูุชูููู ุฒู
ูุงุฆู ูุฒู
ููุงุชู ุ ุฒู
ูููู
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ุญู
ุฏ ุงูุฐูุจู ๐๐
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Jemison, MacLaughlin, and Majumder "Broadening Pathways for Editors and Authors"
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
(๐๐๐ ๐๐๐) (๐๐๐ฌ๐ฌ๐จ๐ง ๐)-๐๐ซ๐๐ฅ๐ข๐ฆ๐ฌ
๐๐ข๐ฌ๐๐ฎ๐ฌ๐ฌ ๐ญ๐ก๐ ๐๐๐ ๐๐ฎ๐ซ๐ซ๐ข๐๐ฎ๐ฅ๐ฎ๐ฆ ๐ข๐ง ๐ญ๐ก๐ ๐๐ก๐ข๐ฅ๐ข๐ฉ๐ฉ๐ข๐ง๐๐ฌ:
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๐๐ฑ๐ฉ๐ฅ๐๐ข๐ง ๐ญ๐ก๐ ๐๐๐ญ๐ฎ๐ซ๐ ๐๐ง๐ ๐๐๐จ๐ฉ๐ ๐จ๐ ๐๐ง ๐๐ง๐ญ๐ซ๐๐ฉ๐ซ๐๐ง๐๐ฎ๐ซ:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
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ุตุญู ุงููุฑุงุกุงุช ุงูุนุดุฑ ุฃุนุฏ ุฃุญุฑู ุงูุฎูุงู ุณู
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ู
ุตุญู ุงููุฑุงุกุงุช ุงูุนุดุฑ ุฃุนุฏ ุฃุญุฑู ุงูุฎูุงู ุณู
ูุฑ ุจุณูููู.pdf
ู
ุตุญู ุงููุฑุงุกุงุช ุงูุนุดุฑ ุฃุนุฏ ุฃุญุฑู ุงูุฎูุงู ุณู
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ย
Vistaar
- 2. Vistaar
- 3. MOS โข OGX ICX TARGETS 5 5 ACHIEVED 2 0 โขNo; of coaching visits: 3 โขUp gradation of expansions entity: JNC โขAttendance to local and national conference: 1 โขGCDP and GIP contribution: 2 oGCDP realizations and 1 oGCDP match.
- 4. Highlights โ Selection and Induction of new LCC & LB of AIESEC in Vijayawada. โ Revamping OS โ OGX stall space worth Rs. 50,000 raised in KLU. โ GB day delivered. โ Operational induction done. โ Webinars delivered on OGX, ICX and usage of myaiesec.net โ Recruitment and LTS done. โ 3 expansions visits. โ 2 TLs for expansions inducted from AIESEC in Hyderabad. โ Team selected in NIT Warangal. โข WHAT DID NOT WORK โข RNR campaign in Vijayawada. โข Parent LC support. โข Operational induction.
- 5. Way Forward โข Goals[MOS]: 1. MOP by JNC 2. 25 OGX and 25 ICX realizations. โข Key Strategies : 1. 2 matching manias per month. 2. Training on core GCDP. 3. One expansion visit based on training on oGCDP. โข Timeline of Implementation: 1. May 2nd week
- 6. Skills/Competencies 1.People Management 2.Team Management. 3.Sales 4.Supply and demand 5.Crisis Management.