our goals

Our GoalsRita and BB

Objectiveso I Understand the external context of AIESEC in

Portugal

o I Understand the internal resource and capacity of AIESEC in Portugal

o I have defined the MoS for 2014 and 2015 for AIESEC in Portugal

Divide into LCs

Analysis blocksExternal

PESTL Porter’s 5 forces

Internal MOST Human Resources Know-how Financial&physical resource audit VRIO Results/growth path from last years

Portfolio Boston Box

External analysis

PESTL | Porter

PESTL

Main output:

What are the external trends, opportunities and threats for our organization?

o Explains the 5 external factors influencing us:o Politicalo Economicalo Socio-economicalo Technicalo Legal

External Analysis

PESTL

External Analysis

Main output:

How competitive is the market for each of our products

3 different industries were analyzed: o Exchanges for Portuguese Studentso International Interns for Portuguese Companieso Social Projects with International Volunteers

*Scale of 0 (low) to 5 (high) for each 5 forces

Porter’s 5 Forces

External Analysis

Porter’s 5 Forces - ogx

External Analysis

Since there are not many restrictions or

costs associated with this kind of XPs there is high probability to

have more organizations working in it

POTENTIAL NEW COMPETITORS Due to the high

number of choices available

the customers have much power to influence how

the market is shaped

CUSTOMERS

We did not consider suppliers

because organization

create independently

what they offer to students

SUPPLIERSMany substitutes (national internships,

academic years abroad) are available

with lower prices and/or better

financial support conditions

SUBSTITUTES

High number of organizations

working with this kind of

experiences with high differentiated

offer

COMPETITORS

Porter’s 5 Forces – icx gip

External Analysis

Besides the importance of brand identification,

all other factors contribute to a high level of this threat since there

are few restrictions in entering the market

POTENTIAL NEW COMPETITORS Customers have a high

power of influencing the market since the differentiation of the experience between

different organizations is not relevant and they attribute a lot

value for quality

CUSTOMERS



create directly the experience with

the final customers

SUPPLIERS

Portuguese interns subsidized by the

government constitute one our

biggest threats

SUBSTITUTES

Although there is not a high number of

competitors, having a low differentiated

product makes a fierce competition

through price

COMPETITORS

Porter’s 5 Forces – icx gcdp

External Analysis

Having no cost nor legal restrictions in this area,

the threat of new entrants is high. What

prevents, to some extent, new entrants is

the fact that projects are highly differentiated

POTENTIAL NEW COMPETITORS The clients power is not

very distinctive, because there is a high differentiation between

projects. However, there no relevant costs associated with change and quality play a big

role.

CUSTOMERS



create directly the experience with

the final customers

SUPPLIERS There is a vast number of

organization who develop social

projects without providing the international component

SUBSTITUTES

There are few organizations that work with a similar framework

as ours, increasing rivalry, but being a

highly differentiated market contributes for a

less competitive situation

COMPETITORS

Porter’s 5 Forces – Market Attractiveness

External Analysis

Social Projects with International Volunteers:

1,3

Exchanges for Portuguese Students: 1,2

International Interns for Portuguese Companies:

0,9

What are your conclusions from external analysis?

What do you think can be the impact of this in our results and strategies?

External Analysis

Internal analysis

MOST | Resources Audit

MOSTMain output:

Existence, clarity and implementation of our Mission, Objectives, Strategy and Tactics

Internal Analysis - MOST

Is our MOST adequate and impacts organizational performance?

We have a clear and defined mission for the organization, but not everyone in the organization understands and commits to it.

BHAG: Engage and develop every young person in the world

Our essence: Peace and fulfillment of humankind’s potential


Mission

Vision statements for AIESEC 2015:

1. Global youth voice

2. First-choice partner

3. Cross-generational positive impact on society

Measures of Success for 2014 and 2015

We are poorly committed to AIESEC 2015 and more oriented to our short-term goals.

EBs and most second line members are aligned with the objectives but don’t know them by heart


ObjectivesTMP

2014: 126 000

2015: 155 000

TLP2014: 42

0002015: 52

000

GIP2014: 13

0002015: 17

000

GCDP2014: 30

000 2015: 38

000


Strategies

Our strategy is clearly defined and accessible to members. However, we don’t identify this as strategy.We are poorly committed to AIESEC 2015 and more oriented to our short-term goals.

Our strategy is clearly defined and accessible to members. However, we don’t identify this as strategy.

Growing physical and virtual reachOur ability to develop responsible and entrepreneurial leadership

Our collaborative environment empowers every member to live a high quality AIESEC xp

Our tactics are very clearly defined, and accessible to our members. We are implementing it on local level, but not always knowing that it’s a part of

AIESEC 2015.


Tactics

Internal Analysis – Resources Audit

Resources Audit – Financial Resources

Offices:13 officesPresence in 12 universities

Assets:Computers

Printers

Projectors


Resources Audit – Physical


Resources Audit – Human Resources

Front office: 52%Biggest: GCDPiSmallest: GIPi

Back office: 48%Biggest: TM, Comm

Smallest:Fin,IM

Average “age” of oldies: 6-12 months

Most newies: GIPo, CommMost oldies: TM, ER

Leadership pipelinePeople apply because:

1. Personal development2. More responsibility3. Create own projects

Leadership pipelinePeople don’t apply

because: 1. Not enough time

2. Lack of confidence/fear of failing

3. TLP promotion timeline


Resources Audit – Know-how


Resources Audit – Reputation

FunBoring

Daring

Challenging

Inclusive

Dynamic

PassiveTheoretical

Practical

Inaccessible

Diverse

Impactful

Intercultural

Top of mind word associated with AIESECFun

Boring

Daring

Challenging

Inclusive

Dynamic

Passive

Theoretical

Practical

Inaccessible

Diverse

Impactful

Intercultural


Resources Audit – Reputation

NPS: 43

% promoters: 56%

% passives: 31%% detractors:

13%

Our biggest competitive advantages based on our resources:

Internal Analysis – VRIO

VRIO

Physical Reach

International

Database

What are your conclusions from Internal analysis?

Internal Analysis


Product Portfolio

Boston Box | Exchange Review | TMP and TLP review

Portfolio Analysis – Boston Box

Boston Box – Based on sales revenue

Portfolio Analysis – Boston Box

Boston Box – Based on sales volume

2010 2011 2012 20130

50

100

150

200

250

3627

6458

3125 21

14

67 67

174 170

10

58

202

132

Exchange Program Results Evolution

GIPoGIPiGCDPoGCDPi

Portfolio Analysis – Exchange review

Exchange – Results evolution

Portfolio Analysis – Exchange review

Exchange – Growth

GIPo GIPi GCDPo GCDPi

-100.0%

0.0%

100.0%

200.0%

300.0%

400.0%

500.0%

600.0%

Growth Evolution per Exchange program

2010 - 20112011-20122012-2013

Portfolio Analysis – TXP review

TXP – Results Evolution

2010 2011 2012 20130

100200300400500600700800900

1000

TXP Evolution

TMPTLP

What are your conclusions from Portfolio analysis and

results review?

Portfolio Analysis


Defining our MoS

Exte

rnal

Analy

sis

Understand the external context of the organization

PESTL

5 Porter Forces Understand the external context of our market

Inte

rnal

Analy

sisMOST

Human Resour

ces

Know-how

Financial

Resources

VRIO

Physical

Resources

Our

Port

folioExchange

growth

BCG Analysis

Identify opportunities and threats that can boost your results

See what is the market that is more likely for our products to grow and connect it with the outputs of the Boston Box

See how much is likely for

your products to grow and calculate

considering previous

years

See if the organization has capacity and resources to support the growth and if the those resources

and capacity are mutable or not

1

2

345

Defining our MoS

How to reach the numbers?

Look at all the data from analysis again, based on that define the goals for 2014 and 2015 in:o GCDPoo GCDPio GIPoo GIPio TMP and TLP (based on the exchange numbers)

Fill in the Google Form here: https://docs.google.com/a/aiesec.pt/forms/d/14e5tFI7Ta2SUxnWKWyrPTfCmNI9tQIahgfNRcHxxVXk/edit

Defining our MoS

MoS Definition for 2014 and 2015

https://docs.google.com/a/aiesec.pt/forms/d/14e5tFI7Ta2SUxnWKWyrPTfCmNI9tQIahgfNRcHxxVXk/edit




Defining our MoS

But first, what are the statements that the network define for AIESEC in Portugal in 2015?

15 min

Break

Our MoS …

2014GIPo - 88GIPi - 23GCDPo - 231GCDPi - 190TMP - 975TLP - 310

2015GIPo - 115GIPi - 32GCDPo - 281GCDPi - 231TMP - 1124TLP - 350

How do you feel?

Thank You!

our goals

Business