AIESEC Bangalore

Annual Report

2013-2014

Contents

Sl No Particulars

1 AIESEC Bangalore MOS

2 AIESEC Bangalore in the National Network

3 Exchange Performance Overall

4 Incoming Corporate Sector (GIPi)

5 Incoming Social Sector (GCDPi)

6 Outgoing Corporate Sector (GIPo)

7 Outgoing Social Sector (GCDPo)

8 Talent Management

9 Business Development

10 Communications & Information

Management

11 Marketing

12 Expansions

13 Exchange Development

14 Finance

16 Rewards and Recognitions

AIESEC India Local Committee Measure of Successes

Absolute Growth Relative Growth Target vs Achieved

Pilot Projects F & Talent Capacity NPS

AIESEC Bangalore Performance

Parameter Performance Status

Absolute Growth 86

Relative Growth 45.7%

T vs A 68.5%

Pilot Projects -

F & Talent Capacity

NPS 20

AIESEC India Standings

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Realizations

Global Community Development Program (Outgoing)

1. Target vs Achieved

R: 130/106

M: 100/66

R: 100/57

2 Analysis of back office support received- ELD generated

TM : 1)No support from TM in Q1 where it as most required.Having a total

membership of 6 across the department

2)Good and college based membership provided in Q3

3) No support for implementing iXPs

M :1) Introduction of new marketing campaigns in all top engineering colleges but an

unorganised implementation - 70% ELD through this

2) No support in terms of building UR

CIM : No help taken

Expansion: Found new markets to build OGX and leaving good relations with them

for pipeline.

BD : OGX event clubed with BD event- zero ELD generated

Finance: Good amount of investments made for campaigns and EP delivery leading

to better quality

3. Quarter wise analysis - 3 points min per quarter

Q1 : 1) Good number of raises

2)Great delivery strategies and conversion rates following with a good response

rate and NPS

3) New campaigns were introduced to get in raises which did work in favour eg

being awesome,goglobal

4) No membership support

Q2 : 1) Huge investment on sales and marketing strategies but did not work in favor

2) Really less contribution from expansions despite having good markets there

3) Bad branding in the top engineering colleges

Q3 : 1) Market research for off peak

2) concentration shifted from RMR to member development

3)

Q4 : 1) Foundation of 3 URs for off peak (DSI,Acharya,GCC)

2) Really strong team culture and member retention

3) Off peak growth from last year of 200%

4) complete MC/NST assistance for matching

4. Key successes and failures

Success

1) Foundation of 3 URs for off peak

2) A really strong golden cycle with great raising and delivery strategies

3) Introduction of 3 OGX based campaigns

4) 72% growth from last year

5) Leaving a considerable number of raises and matches in pipeline

Failures

1)Bad member retention in Q2

2)Unable to sell GEP to engineering colleges

3)

5. Recommendations that you want to make for incoming successors

1) UR for offpeak only way forward

2)Atleast 30% concentration should be given to Expansions considering it has a

huge scope for OGX

3)Building of team culture right from the beginning

4)Promoting iXPs from the beginning of the year.

Global Community Development Program (Incoming)

T VS A:

Raises

560 vs

Matches

54 vs 10

Realizations

191 vs 118

Support from back end functions

TM:

Membership issues throughout the year

Guidance provided- issues in basic process implementation

To be taken up strictly in the following year

BD:

National initiative to sell projects- BD GCDPi collaboration- not implemented

Roshni successfully executed- client database

M: No synergy

EXPANSIONS:

AIESEC in Kochi GCDPi contribution

FINANCE:

Finance tracking within dept

Financial coordinator

CIM: Regular updates and reports

Intern newsletters, IR tools

Support given regularly- implementation of plans

Not adhering to timelines

QUARTER WISE ANALYSIS:

Q1: Lack of pipeline

Late start to Raising

Project Delivery conceptualization

Q2: 100 Matches crossed for the year

Low NPS- Lack of clarity on implementation of Project Delivery model

Q3: Lowest period of activity in the year- end of Realization cycles

KEY SUCCESSES:

- Conceptualization of Project Delivery model

- The Immortal campaign won by GCDP ICX TLs

- CIM synergy

- National alignment

KEY FAILURES:

- Target achievement 61.7%

- Low NPS - quality of our experiences

Global Internship Programme (Incoming)

Target vs Achieved – 93 - 100

CIM:

Business intelligence report

IR/TN booklets

Case studies

Endorsement videos

Marketing:

ORS 20 raises

BD: NEP 10/Alumni 5

TM: Talent capacity built

Finance: Effective tracking and timely investments

Expansions: 10 realizations in Kochi

Q1:

Slow operations

Sales development

IR building

Q2:

Increased matching

Case study promotions

Team culture developed leading to increased snergy

Q3:

NEP CONTRIUTION TO Igip

Peak realizations, delivery through AM engagement through buddy system

Re planning and team days set the tine for the remainder of the year

Q4:

Drop in operations

Pipeline mismanagement

Healthy membership pipeline

Key Successes:

Synergy with back office

T vs A

Building talent capacity

Key failures:

poor Q1 which had overall effect in the year

Pipeline mismanagement (exchanges)

Alumni capitalization and MDP

RECOMMENDATIONS:

Please don’t lose out on Q1 raising

IR trend/market trend through back office support

Ensure talent capacity to drive operations as it’s required for achieving the high

exchange targets

Legalization and effective documentation is the way forward

standardization of processes and sustainable IR

Global Incoming Programme (Outgoing)

1) Target vs. Achieved : 6/9

2) ELD generated

IM – oGIP Booklet and Business Intelligence Report: None

Marketing – WAP Social Marketing: 2 Raises

BD – Y2B 1.0: 7 Prospects

Finance – Investment for flyers, banners and venue

3) Quarter wise analysis

Q1-

ORS being the major source for raises

Low capitalization of Market Segmentation

Creation of SOP

Q2-

Raises from Adhoc

Low capitalization of IR

Poor membership development

Q3-

Improved Delivery Model

Self and Reverse Matching worked as a process

Strict screening process implemented

Q4-

Implementation of National System

Brand Revamp

Growth in membership

4) Key successes and failures

100% growth

SOP implementation

Market Segmentation

UR

5) Recommendations

Strictly follow MC timelines

Strong UR partnership’s’

SOP should be followed strictly and thoroughly

Focus on building a brand internally and externally

Talent Management

Quarter wise analysis (projects) 3 points min per quarter.

Q1

o Recruitment carried out over 1 month. Optimized process was

successful but skill allocation mechanism was not perfect. Retention

was bad for this batch due to bad retention and ineffective skill

matching

o Only 10% of Team experiences in the LC were put on system.

o JDs collected and consolidated for all Functions. Awesomeness

Catalogue created but not promoted and evolved.

Q2

o New tracking system created and implemented for all membership

o Process of decentralizing TM behaviors introduced with extreme and

quick success

o LEAD implementation begun, tentative schedule created along with

Member Education Cycle

Q3

o Recruitment run optimized, and with streamlined skill allocation

mechanism. Best retention percentage for any recruitment we have

ever run. AM program established.

o Tracking mechanism evolved, and made a BCP nationally, with

membership and accountability

o Feedback and internal TMP TLP system created and implemented

successfully. Tangible feedback given to EB; oGCDP renewed

engagement strategy post this, and iGIP pushed performance

directly with member development

Q4

o Team engagement made a behavior with TL to member feedback and

and assessment mechanism. Extremely successful, directly pushed

performance.

o LEAD calendar with phases created, complete process followed,

directly reflected in ELD; Program specific and team specific LEADs

created and delivered.

o Performance management measures implemented. Succession

planning with the objective of sustaining performance carried out.

2. Recruitment analysis

300 from PIs

Selection - Skill based

56 from AM

2 Cycles - March and August

3. Retention analysis

iGIP: 40% iGCDP: 30% oGIP: 30% oGCDP: 37%

Time to exchange: 25 days

LTS Agenda - National Flow

COMPLETE Operational Training completed according to national flow; results were

very obvious - retention higher by 20

%, performance by 15%

4. Key successes and failures

Successes:

Program specific and skill based recruitment process streamlined and

implemented with all programs being satisfied

TM behaviors decentralized through MB to GB feedback process and HR

reporting.

Associate Membership kicked off successfully

L&D initiatives implemented specific to programs and functions; National BCP

Retention highest in the last 5 years

Reporting as a culture introduced to boost engagement and TMP TLP quality

Failures

LEAD outcome not tracked

LTT not as effective as required

No conversions to oGCDP from Am

Accountability mechanisms had no follow up

Exit process not followed uniformly

5. Recommendations for 2014

Add journey assessment and GCM growth paths to tracking mechanisms

Create simple campaigns for conversions of AM to oGCDP

LEAD to be tracked, TC to be pumped into this

Accountability mechanisms to be uniform throughout the year

Recruitment -> Mentorship -> Engagement to have customized modules for

retention and engagement so performance is maximized, and at least 80%

of membership contributes to ELD as opposed to 45%

L&D structures to have the direct MoS of pushing productivity ratio to an

average of 4 realizations per member per year as opposed to 2.

Business Development

1. T vs A

2. Events the ought the year- ELD from it

3. Quarter wise analysis - 3 points min per quarter

Q1 Y2B DONE, LESS CONTRIBUTION TO OGX X

ALUMNI EVENTS CONDUCTED ALONG WITH EFFICIENT BACK

TRACKING

BOA FOLLOW UP DONE

Q2 PINKATHON CONDUCTED, NO CONTRIBUTION TO ELD

FAILURE TO GCDP EVENT,APART FROM EARTH DAY

BD NEP Alumni Total

Target 750000 452000 100000 1302000

Achieved 783792 164100 43500 991392

0200000400000600000800000

100000012000001400000

Am

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ALUMNI CONTRIBUTION

Q3 ROSHNI DONE AFTER THREE YEARS

2ND PLUGGEDIN DONE ALONG WITH EDGE

Q4 Y2B 2.0 BUSINESS PLAN COMPETION

TRANSITIONS

REVICIVABLES NEED TO COME IN.

4. Key successes and failures

• 90 Percent of AIESEC BANGALORE'S funds have been raised through our event

reports, when a client knows you've done a good job before and your event was a

success they will be ready to invest.

• 80 percent of our funds have been raised directly or in directly through alumni

(Lcong/Events/NEP). So that's a big deal, ALUMNI RELATIONS is hard work but the

it reaps.

• Alumni Board setup

• Board Revamp

• NEP Growth of 25 Exchanges

• The year also saw more than one client sponsor multiple events.

• The year 2013 saw only 4 clients retained from 2012. This is acquitted to the fact

that there was little or no CRM module in place in 2012. Steps were taken to curb

this in 2013:

• Stakeholder newsletters were sent out every month

• Failure to Sell GCDP projects

5. Recommendations for 2014

Sell GCDP projects for sustainable partnerships and profit.

Conduct a national meeting AND BUDGET IT!

Add a Board members that contribute to X directly

Create ER policy

Finance

Profit Analysis:

Event Investment Income Profit

Y2B 1.0 44500 126780 82280

Pinkathon 14000 50000 36000

Plugged In Summit 23268 23512 244

Roshini 52000 150000 98000

Y2B 2.0 27436 67564 40148

Inferences:

BD team hitting their targets which resulted in profit from events

Right investments were done for events

Growth in GCDPo and GIPi contributed to profits this year

NEP contributing profits to the LC i.e Rs 163000

Financial Process:

All key decision were passed on by the FTF before taking further steps and based on

financial conditions of the LC

Regular check on financial Policies

All invoice request to be raised on podio before the invoice generations. Mainly to

help with tracking

All reimbursement and expense requests to be raised on podio and to be cross

checked by VP F before making the expense

Finance Support team in each exchange department to track and follow receivables

and driving down finance policies in their respective departments

Income Expense sheet maintained on monthly basis to track cash inflow and outflow

Monthly Tally Update by the auditor

The first 6 months of the year did not have any set processes. Process were developed from

August

Investment:

Particulars Investment Results

GIPi: Teachers Summit

Event

15000 Expected raises yet to come

in

GIPi: Team days 10000 Increase in productivity and

increase in number of

matches by achieving team

target

GIPo: Membership

Investment

5000 ROI not yet measured

GCDPo: marketing

Campaigns (Combined)

Increase in outreach:

Increase in raises which

resulted in ELD

BRIC and APXLDS

Investment: on promo

materials for IR

7000 ROI not measured

Event Investment (All

events)

161200 Huge profits made from

events: Right investments

were made which made

events successful. Total

profit mentioned in the table

above

RnR Conference Subsidy To drive performance.

Growth in performance

during JNC period since

2012

Inferences:

Return on Investment tracking has to improve

Investment into ER activities had resulted in major profits for the year

Investment into marketing campaigns resulted in oGCDP growth

Limited investment from Q3 due to financial stability

Membership Investment has driven growth in departments E.G empowered

members drove department and helped achieve targets

No investment into GCDPi. GCDPi to be major area of investment in 2014

Investment model has to improve in 2014

Expenditure analysis:

-5,00,000.00

0.00

5,00,000.00

10,00,000.00

15,00,000.00

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Cash Flow

Inflow

Outflow

Net CF

Monthly Admin cost of Rs 31000: Including bills, rent, etc

Expenditure on reimbursements such as airport pick ups FRRO payments etc led to

payments on monthly basis

Rs70000 to be paid to AIESEC Mexico for an intern problem, yet to be paid

25000 Loss incurred during April LCONG

Rs 60000 paid for EP reimbursement in August due to forms not being delivered

Recon paid in installments for Q1

Recon for Q2 and Q3 was cleared in Q4 of Rs 540723 which was the biggest

expense for the year

Member Educations:

Departments were giving education on how to track finances in their respective

departments

Podio Implementation for Finance which was driven down and implemented

How investments can drive growth in their respective departments

SOFA at October LCONG. Helped them understand their importance in tracking

liabilities and how investments can grow LC’s performance

Innovations:

F- Cell in each department played a major role in tracking receivables and converting

receivables. GIPi leveraged from their F-cell

Podio implementation for tracking of receivables, expense requests and tracking

reimbursements for the year

Inferences from 2013

Scope for Banking activities was limited due to signatories not being changed

Insufficient tracking and management in the first 6 months

Limited scope for investment.

Change of VP in the month of August, time wasted on transfer of Job role and

resources

Investment on Marketing and oGCDP activities led to growth in the department

Recon was not paid on time hence a huge number was amounted which was cleared

in December

Tracking of Finances improved from September

Leverage from Finance Coordinators which helped in conversion of pending

receivables and driving down Finance policies in the department

Leverage from Podio Tracking

Setting up of Financial Processes in the LC

Improvement of cash flow Management from October

Exchange Revenue

As on 31st

December iGCDP iGIP oGCDP oGIP Total

Real Income 1092000 900000 60000 2052000

Actual Income 885400 850000 27000 1762400

Deficit (Money

Loss) 0 206600 50000 33000 289600

Communications and Information Management

Communication Activities

Project Description Target Results

IR Booklet for BRIC

and APXLDS

IR booklets were made

for BRIC and APXLDS

to build IR contacts

IR prospects, LCVP”s

and LCP’s

No measurable ELD

conversion.

Few IR partnerships

were set

IR newsletters IR newsletters to the

international Network

IR partners,

Prospective IR partners

Tracking for

conversions could not

be done

GCDPi Project Booklet Booklet highlighting

project details and

accommodation details.

Focusing on each

project. Tn Details and

branding Bangalore

EP managers, EP’s

and IR contacts

Tracking for

conversions could not

be done

GIPi TN/Company

details Booklet

TN details, company

details. Branding

AIESEC Bangalore,

Branding Bangalore as

an IT Hub

EP managers, EP’s

and IR contacts

Increase in number of

Matches, Branding of

AIESEC Bangalore

GIPo EP Booklet Promoting EP’s, Branding

Bangalore and AIESEC

Bangalore

TN Managers, IR contacts

Intern Engagement

Intern newsletters

were sent to realized

Interns for engagement

internal

Interns: GIP ICX and

GCDP ICX

Intern engagement

Process Optimization, Business Intelligence and Analysis

teps taken Description Outcome

Business Intelligence done for

GIPi and GIPo

Focused on Supply and

demand Management

realization and raising peak

cycles

-Product to focus on

from which countries

countries

Easy to target countries

ase in matches from

information Provided

CRM analysis Analysis on clients lost from

2006 to 2013

Reasons why main clients were

lost

Easy to approach for raises

GCDPi intern Quality Analysis

To identify the bottlenecks of

quality in Q2 and Q3

quality

improvement

To improve quality and

troubleshooting

To improve NPS

GIPi Intern Quality Analysis

To identify the bottlenecks of

quality in Q2 and Q3

quality

Step suggested for improvement

To improve quality and

troubleshooting

To improve NPS

Process Opt: Quality Tool

To improve the quality and

delivery of departments to

increase NPS. Contains all

details for post match and post

To track each and every delivery

Effectively and to troubleshoot

problems

ELD Program Support

Department Project Description Target Results

GCDP ICX

1. Project

Newslettr

2. Project Booklet

3. Intern Quality

Analysis

4. Internal

Branding

5. Project

Newsletters and IR

newsletters sent to

the network

6. Project and

accommodation

details booklet for

branding

7. Mentioned in the

quality section in

the report

8. Internal

Branding in the

AIESEC network

through designs

and posters

EP managers ,

EP’s and IR

contacts

1. Outreach

2. Branding

3. To improve

quality and NPS

GCDP OGX Student Newsletter

IR newsletters

To engage

students after they

have been raised

and prospective

EP’s

IR newsletters sent

to the network

Raised EP’s,

Prospects

4. Engagement

GIP ICX

1. BI report

2. TN Booklet

3. Quality analysis

1. Mentioned in the

BI section

2. TN booklet

made to promote

companies and

TN’s and internal

branding

AIESEC newtwork

Mentioned in

Analysis section

1 Process Opt

2 Increase in

number of

Expansions

Target- Kochi

Program Raise Match Realizations

oGCDP 15 12 10

iGCDP 20 15 12

iGIP 20 5 12

oGIP 0 0 0

Target – Hubli

Program Raise Match Realizations

oGCDP 10 10 10

iGCDP 20 15 12

iGIP 0 0 0

oGIP 0 0 0

Achieved – Kochi

Program Raise Match Realizations

oGCDP 3 2 1

iGCDP 46 5 1

iGIP 22 12 12

oGIP 5 0 0

Achieved - Hubli

Program Raise Match Realizations

oGCDP 5 3 2

iGCDP 0 0 0

iGIP 0 0 0

oGIP 0 0 0

Mysore

Raise-Match-Realizations

1-1-0

Quarter Wise Analysis

Quarter 1

- LCC Selections and election

- Feasibility Report

- Training & Education

- oGCDP was the focus area

Quarter 2

- ICX in Kochi – iGIP 20 raises

- Talent Capacity Building

- Go Global Campaign ( 3-2-1 Kochi & 5-3-2 Hubli)

- Coaching visit and Team Days (MB)

Quarter 3

- Successful recruitment (30 members)

- OS Evolution

- GIPi Delivery and EP engagement

Quarter 4

- Avasar Project (40 raises) Project with GV & Roshni

- Transition and LCC Selection

- Partnership with DI in Hubli

Finance in Expansions

Income Expenditure

oGCDP – 68,500 20000

iGCDP- 800 5000

iGIP – 144000 10000

oGIP – 0 0

TMP TLP – 12500 15000

Successes

1. Growth of 1400% and sustainability with 40 members.

2. Hubli sustained growth and set up of partnership with DF

3. iGIP -> Aura Edify -> NEP Conversion

4. Mysore initiated in June

Failures

1. Parent LC Expansion Service Model

2. Tracking and Accountability

3. oGCDP Conversion

Recommendations for 2014:

1. Focus Programs- iGIP & oGCDP

2. Mysore and NIT Calicut should be taken seriously.

3. Value generation leading to healthy culture.

4. Talent Capacity Building

5. Structured Service Model

Marketing and PR

Exchange Development

Successes:

1. Growth in programs- Hike in Operations

2. Implementation and Sustaining the OS

3. Driving Competitive Culture

Failures:

1. Driving growth in both programs

2. Improved Synergy with X-Support with clarity

3. Communication with National Team (GCDP & GIP) while we were (ICX OGX)

Recommendations for 2014:

1. Accountability to plans and implementation

2. Focus equally and understand both products.

3. Act as a medium for Synergy and Crises communications.

Rewards and Recognitions

1. Most Progressive Business Development AIESEC India 2013-14

2. Most Progressive Talent Management AIESEC India 2013-14

3. Most Progressive Local Committee 2013-14

4. Best GIPi AIESEC India 2013-14

5. Appreciated for Most Progressive CIM 2013-14

6. Appreciated for Most Progressive F 2013-14

7. Best Delegation NSC 2013