AIESEC in Hungary Story Book. 2012-2013.

It’s a collection of stories we lived and the summary

of what happened in our term.

If you are reading this book, you are holding the

conclusions, successes, mistakes and learnings of

the Generation of 12/13 in your hand.

„A people without the knowledge of their past

history, origin and culture is like a tree without

roots.”

Marcus Garvey

Please read this with compassion, with enthusiasm,

and with a will to learn from what we have seen,

tried, sometimes failed, sometimes succeeded, but

definitely built the knowledge and drew the

conclusions for the further betterment of AIESEC in

Hungary and all generations to come after us.

TABLE OF CONTENT

1. Our Clarity of AIESEC in Hungary

2. Our understanding of programs

3. Management framework

4. Program growth projects & initiatives

a. oGCDP

b. iGCDP

c. iGIP

d. oGIP

5. The Collaboration Project

AIESEC Hungary 2015 - What does it

mean when it's fulfilled?

Startegic elements needed for that to

be fulfilled

Role of 12/13 -What are our main

priorities now?

Our Clarity of AIESEC in Hungary

The question of the clarity of our why is not a project,

because I don’t think it will ever be closed or finished.

AIESEC as an organization (and for that matter, every

other organization as well) should always revisit and put

in stone it’s essence, it’s way of creating its impact and

it’s way of fulfilling its mission.

Ever since the beginning of the term and even before –

when we were MC elects – we had a very strong doubt –

even within ourselves – whether we understand truly

what do we stand for, what kind of impact we are

creating.

Through the process of exploring that, clarifying and

making sure every member understands it, there were

two major phases, which I believe needs to be told and

explained.

Direction 12/13

Even before our term, I think most of you remember at

SNP we started a major creation process of defining

what does AIESEC Hungary 2015 mean to us as an

organization and on the path towards 2015, what should

be our clear direction and strategic focuses, not only

based on the current gaps and bottlenecks of our

operation, but also based on our ambition and path we

want to take towards AIESEC fulfilling AIESEC 2015.

So we created a process, which by the MC-LCP meeting,

concluded the Direction 12/13 with 3 key strategic

elements. The logic of the process can be seen on the

chart below.

We came up with the Direction in an attempt to connect

our annual strategies and operation to be based on long-

term goals AIESEC Hungary wants to achieve.

AIESEC 2015 - Built on what we are good at (Roots of Success) and where

would replicating that would lead (Images of the Future)

AIESEC Hungary 2015 - Built on what we envision for AIESEC

Hungary in 2015, and how can we reach that

Some key things to be pointed out:

As you know, after CEC we stopped talking about the

Direction as a main element of our annual plan for

12/13. The reasons behind that we found to have some

key elements not falling into their place.

Alignment of strategy creation to international

level

Differences between the logic of AIESEC 2015

and AIESEC Hungary 2015

Need to clarify the direct connection between

strategic elements and MoS

If you take AIESEC 2015 and AIESEC Hungary 2015

there is a major difference between the logic of how it

was created.

This is not at all a bad thing – the advantages taken from

the creation process of AIESEC Hungary 2015 in 10/11

are numerous – it gave AIESEC in Hungary an

understanding beyond a lot of other entities about its

reality, values, current state and potential.

On the other hand the organizational Measures of

Successes (GIP, GCDP, TMP, TLP, Quality Index) were

created as a derivation of AIESEC 2015. So here comes

the question – if we measure our activities and have

goals as the organization MoS but using a different

midterm ambition to create strategies how does it all add

up? The answer is: it doesn’t.

Therefore, after IC, having a clear frame globally of the

organizational impact, all aspects put into its place – if

you remember for the Executive Meeting, we talked a lot

about that there – we decided not to emphasize the

Direction anymore – as it would cause more confusion –

but defined clearly what is our impact we want to have

in Hungary.

„Impacting lives, creating a better Hungary”

This sentence is not just a fancy phrase for the

organization. It connect the impact model of the

organization (Creating change agents to have a better

world) with the customized ambition what AIESEC in

Hungary wants to have in it’s environment – reacting to

the needs of the Hungarian society and economy.

One thing to point out here: AIESEC in Hungary’s role is

not to be directly involved in social and economic issues

– we don’t run our projects to solve the minority

problems for example. That’s a market need that we base

our products on. AIESEC in Hungary’s role is to provide

Hungary with the needed leadership – people who will

be able to solve social and economic issues later on.

That’s why it’s „Impacting lives” and therefore later on by

the people impacted „Creating a better Hungary”. It’s not

„Impacting Hungary to create a better country” Our

focus of impact are the people, their focus of impact later

on will be Hungary.

We want to create leadership in Hungary which is

responsible and entrepreneurial, who are aware of their

impact, who are proud to be Hungarians and who are

equipped with the needed leadership skills and

knowledge to be able to make a different. Change agents

for Hungary. This is what we, as an organization stand

for.

Knowing that is the fundament of creating the right

strategies, tools and projects to be able to provide

Hungary with the leadership it needs.

Knowing that is the fundament of wanting to provide as

many experiences for people to live and wanting to grow

as an organization.

Market value

(Product)

Org. Value

(Program)

Personal Value & Needs

Market relevance

Scalability Impact

Our Understanding of Programs

Upon clarifying why we do AIESEC and how do we do

AIESEC to create the needed leadership for Hungary the

next obvious step and challenge we faced was to align

our program values and our products so we become

more relevant, we are able to scale up our activities and

we create a higher value for the individual. What is very

important here is to understand: we align products to be

relevant to the market, SO we can aim for providing

Hungary with the needed leadership, not so that our

products are „Creating a better a Hungary”. We combine

the organization value of AIESEC with the market value

our economy and society needs.

So we identified the need for Product Development of

our programs. Below should stand the principles, the

process and the conclusions.

The 3 pillars of the product development:

SEPTEMBER

During IC we got a lot of inputs for executing a product

development and also gained GCPs from other entities.

During the Executive meeting in September we launched

the initiative of delivering a product development for the

exchange programs. Also in September we started to

work on this with the National Departments and with

the involvement of the local level.

OCTOBER-NOVEMBER

oGCDP: From the beginning of the term we wanted to

connect the program with the external reality in a way

that it creates impact on the EPs by providing exchange

opportunity, but for this first we needed to understand

the market itself. For understanding the market we

needed to analyze the past performance and the student

pool, which determines the customer needs. After

having an understanding in the Hungarian higher

education, we came up with a hypothesis regarding the

value proposition of oGCDP. Later we tested this with

several focus groups in different universities, on

different faculties. Besides this, we also interviewed

returnees, to understand the impact the program had on

them.

After all these, it was clear, that the experience the EPs

live by a GCDP is something forming their mindset and

making them understand the need of actions to make a

change in their environment.

iGCDP:

The main problem of iGCDP what was needed to be

solved is the lack of connection between the 3 aspects:

market value, organizational value and personal value.

The experience of the EPs and the students of the schools

are driven by the school teachers. AIESEC in Hungary

does not have an effect on it practically. Its cause the lack

of usage of the essence of the organization: the self-

driven personal development and the leadership

opportunities. That was the starting point what made us

starting the product development to change these and

raise the 3 aspect of the product value.

The basis was the experience of the student, how we can

have bigger direct impact on them. We made researches

about the Hungarian system and we collected the inputs

of the teachers and school directors. Based on this the

biggest problems what we defined are the lack of

language knowledge, the closed mindset and short scale

of thinking instead of being global minded. The last and

one of the biggest problems was the lack of career

objectives and future perspective.

The product packages what we created are reflecting on

these problems.

oGIP: For oGIP we tried to use the same frame as for

oGCDP, but as the program is not at the same place in

the product life-cycle as GCDP, it did not bring much

result. We mainly collected information about the

market, but we still need to move forward with program

and sub-product understanding and create the product

packages.

The Management Framework

After gaining clarity on the organizational ambition, the

way of delivering AIESEC’s impact, going deeper to

define how our AIESEC XP programs’ value proposition

are aligned in Hungary to create the leadership we need,

we faced the next barrier.

If we know WHY we work with our programs, we need

to make sure that our way of organizing our activities

are so, that all levels and areas of the organization and

all different functions are contributing towards our goals

and we don’t have activities, positions, members who

are doing something which are not linked directly to

program growth.

We are one AIESEC in Hungary – all of the levels

(national, local) and all of our functions (TM, ICX,

Comm, Finance) are building blocks of one entity as a

whole. That’s not the questions. The question is how do

we sustain a management framework which actually

enables the organization to organize its activities around

its impact while connecting all functions for the common

purpose.

What was the reality of our operation until Q2:

Lack of measurability and conscious tracking of

team/LC/MC initiatives

Lack of initiatives for program growth (only

operation and tracking)

Alignment of EB team/functions to support key

strategies and programs

Too much MUST-DOs and not enough time for

program growth (linking relevant activities)

Clear definition of role of levels in organizational

context

That’s why before the EB Q2 evaluations we introduced

the new program management framework.

Key points which the management frame gave an

answer:

1. Understanding that products should be managed

based on the framework – providing a structured frame

to not only track and manage the RA-MA-RE process,

but to aim for continuous growth and improvement of

the programs and products based on its markets,

customer segments, the product package, the channeling

and sales of the products, delivery and showcasing

impact.

2. Ensuring differentiation of national growth

initiatives (projects delivered by the national level only,

aiming to influence the market and the product as a

whole), national growth initiatives (projects, pilots

where the national and local level is working together)

and local growth projects (which should be delivered by

the local level only, reflecting on the customization of the

products to the given reality)

3. Call to action other than just managing volume

and “doing more”. Though it might seem simple, the

tendency previously was to do more exchanges by either

raising more from the same markets or expanding.

Growth comes from the smart solutions of the program

where bottlenecks are met.

4. Connection of AIESEC in Hungary as an entity –

ensuring clarity on the interconnections of entities and

functional areas and how we are all part of the same

goal. We needed to do that not just on a theoretical level,

where we plan together, and say we want to make it

happen together, but on operation level as well.

5. Channeling all activities towards the growth of

the programs – therefore aligning everyday activities

within the frame of AIESEC’s impact model

4845

43

Raised Matched Realized

Winter peak in numbers

25

43

2011-2012 2012-2013

Growth

Program growth projects and initiatives

GOAL:

The goal of delivering the winter peak was to build belief

for the country, that we can be dependent not only in

one peak, while also keep in mind creating stories for

those students who can and want to go abroad during

this period.

WHAT HAPPENED:

During summer some LCs decided to plan with it, later a

few gave up, while some joined the winter paradise

team. In October we had less focus on it and we failed in

delivering the promotion due to lack of focus from

national level. Later, in November we gave a bigger

push to it and defined LC specific support from the

department side. With the department and the local

focus we were able to raise 48 EPs and realize almost all

of them by ensuring the satisfaction of our customers:

whoever wants to go, will go and gain experience.

Top performer LCs: Debrecen, Gödöllő, Miskolc, Szeged.

And by delivering 46 oGCDP exchanges since 1st

January, we could grow 78% and show to the network

how to make a peak for a country, where there is no long

winter break, but there are VPs who can focus on specific

markets and put their energy into building belief and

bring the winter paradise.

CONSLUSIONS:

1. Market focus: After the first, failed promotion it

was clear for the country to choose specific markets and

focus only on them while delivering promotion

activities. Also some of the LCs had innovative ideas

how to reach the students and provide needed

experience for them.

2. Commitment: After failing first it was clear for

me to put more effort in engaging the LCVPs and

making the country understand the importance of

delivering this peak. From the department side the main

principle was to not to let anyone give up and provide

continuous support for everyone to believe in

themselves and succeed.

WINTER PEAK

Defining LC participation.

Collecting market information.

Defining the main conclusions and

delivering recruitment.

GOAL:

To gain information about the market to increase the

summer peak results.

WHAT HAPPENED:

After the market research we had during the product

development, it was clear that we have market relevance

on the social studies market (checked with the focus

group interviews), that’s why we started to put effort in

expanding to this market.

After we defined the goal of the project we started to

work with those LCs who decided to expand to this

market and to have realization for the summer. We had a

centralized expansion strategy for this by having a

person responsible for it from the national department

who supported the LCs in information gathering and

summarizing it. Now we have conclusions defined and

recruitment started.

CONSLUSIONS:

1. “Nationalized” market expansion

With the focus from the national level we could support

the LCs in expanding to this market for the summer

oGCDP promotion. Having a responsible person from

the national level who can summarize the information

and take actions for program delivery based on specific

market needs is important.

2. LC focus

With defining the growth project of social studies

segment development, several LCs took the step and

started their expansion with a focus and collected much

information in order to boost their GCDP results for the

summer.

SOCIAL STUDIES SEGMENT

GOAL:

To have an event what we can use mainly for GCDP

promotion and partner with other organizations in

delivering it to increase reputation.

WHAT HAPPENED:

After having a draft event idea we started to negotiate

with Frissdiplomás Kft. who is the main organizer of

HVG job fairs. They understood our point of how to

develop the student organization section (called

Diáksziget) on the event and soon we started to contact

the other organizations and defined our strategy how to

catch the visitors’ attention and make them apply mainly

for the Experience project.

The event itself went smoothly with a lot of interested

people who came to us with exact questions and we

closed the 2 day-long job fair with 151 contacts collected

and gained an excellent reputation within the exhibitors

and the organizers (HVG and Frissdiplomás Kft.).

Thanks to the event we had several media appearance on

frissdoplomas.hu, hvg.hu and offline media.

CONSLUSIONS:

During this common event with other student

organizations we realized the importance of having

common goal with them in order to have an event

organized by us, but delivered by all of us. After some

time we knew that we cannot build on their ideas and

contribution anymore, so we had to solve the promotion

and preparation alone. For the next time it is highly

suggested to have a contact or agreement with them on

paper.

Also it is important to have responsible

from national level separately for the

Mobility Fair and for the other activities

Frissdiplomás required, such as the usual

interviews, but have someone who

coordinates the whole.

MOBILITY FAIR

Defining partner country.

Selecting the CEEDer.

Preparing the CEEDer.

Managing the

CEEDership.

Tracking results.

GOAL:

To have a person from the partner entity to support

promotion activities by knowing the product itself and

also fasten the selection process to increase the

realization between Hungary and partner entity.

WHAT HAPPENED:

In October I was sure that without having a CEEDer it is

really hard to succeed in the winter peak recruitment as

the students need exact information about projects and

countries and their first priority as channel are those

people who have experience in this. So with the

combination of having a person who has already went

on exchange and has proper knowledge on the Italian

iGCDP projects, we selected a CEEDer who arrived in

November. He visited 7 LCs and supported their

promotion, chaired the Outgoing Preparation Day,

participated at WNP and also did selection interviews

and pre-selected EPs for LCs in Italy. As a result we had

20+ EPs applied for Italian projects and 13 got realized so

far.

CONSLUSIONS:

1. Timeline and preparation

The whole project execution is needed to be started on

time as the CEED promotion and selection takes time.

Also even we had the agreement not only with Italy for

the second semester, the project failed as they did not

put effort in CEED promotion and partnership delivery.

2. Clear measurements with CEEDer and MCVP

Always having clear expectations towards the CEEDer is

very crucial in order to realize the set goals, but it is not

enough as the MCVP has the bigger role in delivering a

country2county partnership. We need to select a person

who has the reputation within the partner entity and can

fasten the matching process with having the network

and knowledge on selection.

MANAGING CEEDER

GOAL:

Based on the previous experience where the planning and execution of the OGX promotion didn’t go smoothly due to the lack of clear responsibilities for the COMM and the OGX areas, HR and preparation, we have decided to set common planning time in one meeting where the entire flow was covered according to the needs of each of the LCs.

WHAT HAPPENED:

Market analysis: Collecting inputs and information to determine the potential of a market (Exam period, competitors, perception of the program, profiles). Market definition: Selecting the markets with biggest potential and defining the Experience issue they can be targeted with. Goal setting: Determining the number of exchange realizations, matches, raises and application forms expected from each market for each of the issues covered (according to LC plans and market potential). Promotion process optimization: Customizing the elements of the promotion process optimization according to the goals and market profiles.

Promoters: Showcase the stories of people who already lived the experience based on the specific issue.

Taste the world: Create an agenda with events where the trainee can develop the awareness of the specific issue.

Ambassador program: Create corporate programs to build the partner’s employer Brand at the same time that LC use that space to promote the oGCDP program.

Youth Discussions: Increase the program credibility by workshops or events around issues delivered by the partner (alumni, teachers, local partners, national partners). HR Management: Providing advisory about the local structures management based on the specific capacity and goals of the given LC. CONCLUSIONS:

LCs still need to innovate in the way they do promotion

as it was hard for them to find local initiatives directly

contributing to the promotion process optimization

where they base on promotion on the project value

proposition. Leave behind the mindset of class visits and

info sessions as the only way to promote.

PROMOTION PROCESS

OPTIMIZATION

GOAL:

Once the oGCDP national product development was done, the Umbrella Brand project was created to improve the messages and value proposition being promoted during the oGCDP recruitment.

WHAT HAPPENED:

1. Brand Positioning

The Experience brand positioning aims to describe the

project by explaining what is the project and how should

it be recognized by the Hungarian people. The brand

positioning contains:

• What is it? • Who is the target? • What is the purpose?

The description above should be the selling speech used

while selling the program.

• Global volunteering program: Work abroad for social and community development projects that lead to self-development and skill enhancement.

• Young students: People between 18 and 30 years old who graduated less than two years ago or are currently attending high school or any higher education institution. • Experiment: Gain experience by experimenting

and trying yourself in different situations and challenges.

UMBRELLA BRAND

2. Brand Promise

The Experience brand promise role is to answer the

question “Why should I have an Experience internship?”

by highlighting the value of the program.

3. Brand Experience

As mentioned before, in our brand we promise an

opportunity for program participants to experiment a

change. The brand experience explains how that promise

is lived during the internship.

Change mindsets: Get to know other cultures and understand their way of living by putting yourself in their context and environment. Become a Hungarian ambassador and promote your culture.

Change your future: Get international professional experience, develop your skills and explore your future profession.

Change lifestyles: Have an impact on the people you interact with and improve your sense of your own reality.

CONCLUSIONS

- Although the LCs had a fast and good implementation of the visual elements of the umbrella brand, generally the messages during promotion were still not being based on its elements.

- The local promotion preparation should measure the LC member’s knowledge and readiness to explain the Experience project based on the brand strategy explained here.

- In general, LCs have the need to customize specific messages to their profiles and markets based on the umbrella brand. This is something that should be managed by the LCVP COMM and the LCVP OGX.

GOAL

The country did not have much product for the summer

peak besides Summer for Youth and the group of flexible

and operating GlobeKids partners. We wanted to create

more products for this peak and reach new partners to

cover more fields of the Hungarian market and society.

WHAT HAPPENED

In the beginning of Q2 we created the guideline for the

projects. The timeline was the following:

Month Feb March April May June

Activities Database Ra Ra Ma Re

RA Ma

Most of the LCs participated in the projects and

altogether our plan is 43 realizations. Everybody built up

a database for the project. The problem was that we

allocated the responsibility mainly to the Magellan

project teams on local, and different Summer Camp

teams where not created. They had other focuses and it

caused the delay with the raising. Currently we have

only promises what makes the project’s result risky.

CONCLUSIONS

The problems we faced:

Low budget of the camps

Less focus because of responsibility allocation on

the project

Short term camps – less than 6 weeks.

This project should be started earlier to be able to

manage the different short term camps to have more of

them taking interns together. The responsibility

allocation should happen in a way that the team has

enough resources to deal with the project without

harming the other roles of the team, or separate teams

should be created.

On a long run it will need a solution to be able to find

supporters for these camps, or have agreements that they

built in there price the cost of the interns.

SUMMER CAMP

GOAL:

The project was part of the product development. To

make sure that the worked out value proposition will

come alive we had to develop the actual activities and

flow of the internships. We were seeking to have a clear

Job Description for the interns coming to our country.

The most crucial part is the role of the different entities

and people. The successful execution was depending on

the MC as the provider of the flow, general JDs,

preparation. It’s also depending on the LCs, how they

are specializing the execution of activities with their

partners in their reality. And the last element of this

process is the intern itself who will make the entire

model alive - they are working out the small details and

the delivering the sessions events. It was also a goal to

make it clear who will be responsible for what.

WHAT HAPPENED

On WNP we already got feedbacks and on WNC we can

crosscheck the first results of the process with the LCs.

Since that the national level was working on with the

involvement of externals (professionals and alumni) we

worked out the JDs for the 4 Magellan Sub-Issues and for

GlobeKids.

The bigger question was the next step. With the LCs we

will do piloting in April-May. Based on the result of this

piloting we will be able to give inputs for the sales in

May-June and also for the realization in September.

CONCLUSIONS

The biggest conclusion currently is the timing. This

project needs a lot of research and information from

partners, externals what cannot happen with optimal

focus on the area.

What I consider as a success that the process is not a one-

time activity but it’s a part of a continuous development

process. We started, the next year will finish the first part

and could be capitalized on a lot during the 2014 winter

peak!

PROJECT ACTIVITY DEFINION

GOAL:

Our strategies are to leverage our market presence to a

significant level on the given markets (IT and SSC) and

with the usage of one network we can channel other

markets afterwards. The principles what describes the

optimal market presence:

Have an appreciated clear product for the

participants of the market

Have a quality service for the existing partners

Have a clear and well-known product on the

market.

WHAT HAPPENED

With the involvement of externals and with the inputs of

global level and LC experiences we created the sample

JDs what we can use for the sales. With these sample JDs

we will have a clear value proposition towards partners.

Our further goal is to have a clear knowledge about this

market how to have the most effective channeling and

sales strategies.

AIESEC can provide:

Quality interns with relevant background for

User application development, Game testing and WEB-

application programming. We can provide the needed

HR mainly for junior positions to deliver valuable

support for senior employees for a price what can be a

competitive advantage for the Hungarian companies.

CONCLUSIONS

What we need to always keep in mind is that without

results or active partnerships you cannot create a system

and strategies what is relevant after a phase of product

life cycle. The effective channeling and sales strategies is

needed after a certain level of market share. We need to

have the strategy creation and result generation

managed parallel.

To work with a market geographically on national level

we need to build capacity in those LCs whom are

working with the market.

IT MARKET DEVELOPMENT

GOAL:

Our operation at the SSC segment has different

challenges than IT.

HR resource to manage the delivery on national

level (Goal of the initiative)

Knowledge to manage the delivery on local level

Size and number of the partnerships (Goal)

On a long run the goal of the IT and SSC project as well

was to bring back the iGIP operation to more and more

LCs besides the already mentioned goals.

WHAT HAPPENED

First we had to start to deal with the capacity problem.

From local level 3 brave LC members are supporting the

delivery process of national TN taker’s needs. On a long

run we need to have a coordinator what we wanted to

solve from external recruitment but for the rest of the

term it does not make sense because of the duration of

the education period.

The second thing is the number of current partners. The

BD department is working continuously on approaching

new potential partners. For this we are involving alumni

network to use their contacts.

The third smaller initiative what is connected here is the

SSC conference what we will start to organize with the

HVG hopefully. This project is not closed but can be a

good start for the next year.

CONCLUSIONS

The basis of this project is the quality service for the

already partnering companies what will makes them our

promoters. For this we need further service

development, what requires HR, systems (Clear

processes, education system, IT system, matching and

international promotion systems). The others thing is the

synergy between the functional areas. We need to work

together with TM on the HR questions, with Marketing

on international promotion questions, with Finance on

legal and finance questions, and with BD on sales issues.

SSC SEGMENT

GOAL

The goal of this project is to create a national service

principle, frame and activity definition to support

national and local activities aiming for programs’

growth. The system needed to be flexible to be able to

adapt to changes during the term.

WHAT HAPPENED:

PRINCIPLES

supporting program growth and program

management of entities

supporting entity development

individuals responsible for tangible

projects/programs

functions working in departments

LC responsibles next to other function

national service connecting to middle level

management as well

FRAME

DEPARTMENT

PROGRAM RESPONSIBLE

PROJECTS

CHANGES

Before the term

no independent LC coaches: independent LC

coaches were part of previous years’ operation on

national level but their function is not that useful for LCs

without having understanding and practice in program

management; that’s why only those individuals had the

chance to be responsible for LCs who are part of other

functional departments

NATIONAL SERVICE

During the term

role of national department: during the role and

function of national departments changed several times

as the country needed it

CONCLUSIONS:

National service always need to be defined to serve the

goal of the given term and operation. It also should be

flexible to react to changes constantly throughout the

term

GOAL:

The goal of the project is to measure and manage

customer experiences through the implementation of the

global quality and customer experience measurement

frame and system to ensure long term growth of the

programs by satisfied customers.

WHAT HAPPENED?

Global quality and customer experience measurement

frame and system

GENERAL FLOW: WHY? DESIGN DATA

COLLECTION DATA ANALYSIS ACTION

On global scale, the organization decided to use Net

Promoter Score as the basic frame and system for

customer experience management

(http://www.netpromoter.com/why-net-

promoter/know/). The system is managed globally and

different national entities got access to it during piloting

period.

AI

managing global strategy and direction, the

online platform and the customer surveys

MC

managing local access and education

creating national customer experience

management strategy

Local

follow up survey fill outs

managing local issues (firefighting)

Global piloting

AIESEC in Hungary was part of the first global piloting

with 12 other countries. During the piloting phase, the

followings happened:

CUSTOMER EXPERIENCE

Education for LCs to understand and be able to

use the system

o LC responsibles were identified (mostly

VP TMs)

o LC logins were created

o education about customer management,

NPS and the online platform

Online system implementation

Feedback for AI

Showcasing

during the implementation, the organization was

also able to use data and comments gained via surveys

sent to the customers (oGCDP promotion)

CONCLUSIONS:

Customer experiences management will be more and

more important for the local entities of AIESEC in

Hungary as satisfied customers will be the key for

constant growth. The organization globally introduced

measurements for quality and customer experience:

Response rate

Case closed/Case opened

% of Promoters

The next step of the project is to figure out how the

programs' growth can be supported/guaranteed by

customer experience management.

GOAL:

The goal of the project is to define Engagement with

AIESEC (definition, activities, measurement, connection

to ELD programs).

WHAT HAPPENED

Definition: The first steps of the process were to identify

why the program is relevant and how it will work in the

organization during this term. EwA became a program

to ensure experience what TMP and TLP programs

cannot and to make customers go for other programs

after (GIP, GCDP, TMP, TLP).

Activities: The next step of the piloting was to identify

the activities and the value proposition of them (AIESEC,

customer). The activities were defined under 3 main

groups which was created based on their value

proposition:

Operation: After, the activities need to have their

operation frame containing:

value proposition for AIESEC

value proposition for customer

activity list

timeline

responsibles (local, national)

measurement

Connection to ELD programs: The last step was to

decide about the 3 main programs which will be piloted

on local level as well:

Host Family

Promoters

Trainee buddies

The “outsourcing” of these activities has already

happened in the previous years so it makes the

DEFINITION ACTIVITIES MEASUREMENTCONNECTION

TO ELD

ENGAGEMENT WITH AIESEC

implementation for LCs easier also gives us space to

study the operation of the program.

CONCLUSIONS

Local management: as in case of TMP and TLP, it is very

important to understand the program management and

the activity management should be in different hands on

local and on national level as well (as the table shows):

TM ICX OGX COMMUNICATION TMP x x x TLP x x x

EWA x x x

Commitment: Commitment of local level to the program

implementation is key in the whole process