SOLA AIESEC in Ahmedabad

SOLA PrinciplesPay Attention, Lot of things coming your way.Leave the Baggage behind.All Data is from January 1st to August 5th.Make Notes about thoughts and Inferences, and NOT DATADetails & Way ahead regarding SOLA will be revisited during Team Time.Be Open minded.Think of possibilities.Questions in the end.

AIESEC in AhmedabadState Of Local Affairs

oGIP

LC Exchange Inferences

Ma & Re is time Consuming

No Matches due to low Quality of EPs

No oGIP Exchange in Ahmedabad since 20 months

No Focused IR Strategy

S & D not aligned

LC Standings

AhmdBng

Brd ChdChn DI

DUHyd

IIT KGP Ind Jai Jal

KolLn

w MU

Mum

N.Mum

Pune Sur

0

10

20

30

40

50

60

70

10

64

12

40

30 30 30

25

16

30

24

17

25

50

30

40

5

Achieved ReTarget Re

Relation to Talent management

Improper OS defined till June 2013

A Proper OS to be Implemented by

August end.

Relation to Finance

No Financial Investments made in oGIP

so far.

What went wrongLack of Membership Education.Lack of Proper OS resulting in lack of Quality membership of oGIP.Low Quality EPs raised.Improper EP Recruitment.No Marketing Activities.Matching Processes not established resulting to no Realization.No research on Institute Timelines.Delayed Implementation of Plans.

Way forwardCountry Partnerships:

Growth wit Asia.Growth with Big Country Partners [Brazil, Canada, Poland]

Tapping into DA-IICT & other IT Colleges.Standardization of Process for Optimization.Partnering with TnP Cells of Engg. Colleges.Tapping Arts Colleges for ET.Membership Education: Defined Job Roles for members.Efficient Marketing Strategy.Proper Documentation & Standard Contracts.Identifying institute Timelines.

Way forwardRaising Quality EPs.Establish IR by Synergizing with Exchange Development.Right Expectation settings with EPs.Conducting EPICs, OPS & CPS to engage EPs in a Better way.Operational Training for Members.Creating Email Templates, EP Promotional Material.

Question s?

oGCDP

AIESEC IndiA ExchangE Stats: 2013 vs 2012

Raise Match Realizations

2012 901 339 233

2013 1334 699 621

SO What About Our LC ?

AieseC in Ahmedabad Exchange Stats: 2013 vs 2012

Raise Match Realizations

2012 41 12 10

2013 55 23 24

AieseC in Ahmedabad: Five year Progression

2009 2010 2011 2012 20130

5

10

15

20

25

30

Realisations

Realisations

InferencesRelative growth of 140 % in less than six months.Best performance of OGX in the last 7 years.Specialized Unit Model implemented successfully.However, the delivery rate needs to be more efficient.The only winners of the Revolution Campaign in JNC 2013 !You think all that is exciting ?

Raise Match Realizations

Target 80 47 55

Achieved 55 23 24

Targets Vs Achieved

Inferences

Less than 50 % of overall targets met.Disproportionate contribution of PDPU in terms of RMR.Low Market capitalization.Ad Hoc market untapped.Low visibility of oGCDP outside the Specialized Unit of PDPU.

Way Ahead

Creation of more Campus Units within the city.Global Leadership Campaign: To promote more virtual presences of oGCDP.Returned EP Campaigns: Capitalize on experiences of returned EP to promote better market visibility.External Relations Building: VPs only !!

Question s?

ICX

iGIP

RMR (2012 Vs 2013)

Raise Match Realization Projections0

20

40

60

80

100

120

98

2520

25

57

1812

18

85

23 2128

iGIP

2012 Overall 2012 Aug 4th 2013

Inferences

We have exceeded the projections of last entire Year.Growth by Q2 is more than 260%.Client delivery ratio is very low.98% of the clients are delivered with at least one Intern.Process Optimization needs to play a key role which has not been the case yet.Even though we have shown growth than the entire 2012 still we have quality issues and our IM is not in place.Better synergy from Marketing and IM Needed.

Way AheadBetter market research.Product Packaging and Evolution according to sectors.Synergy with marketing and CIM to ensure process optimization.Programme delivery efficiency through IR.(XD Synergy)NPS driving growth.Synergy with BD to drive NEP.ET to be used as tool for growth.Better CRM tools with synergy of CIM.Better EP tracking to ensure internal marketing and branding.

iGCDP

RMR (2012 Vs 2013)

R a ise Ma t ch R ea l iz a ti on Pr ojecti ons

202

119

102

0

303

146

125 14

6

211

27

42 49

iGCDP2012 2012 Overall 2013

Inferences

Poor member education resulting in less growth in first 6 months.Programme delivery efficiency was not taken into account at all.Showing negative growth then last year because of lack of leadership in the department.Raise to Realization ratio is very poor.No synergy with marketing and CIM to ensure internal branding.No synergy with BD and Marketing to ensure more and better delivered project.Nationally aligned projects are not done properly.

Way AheadMore and more sellable projects to be taken forward to ensure financial sustainability.More sustainable raises.Better CRM tools.External branding by Events and Project Reports.More CSR Partners to ensure sustainability and growth.IR driving efficiency.CIM and Marketing to be used as tools for Internal branding and tracking

Question s?

XD

LC RMR [2012 v/s 2013]

InferencesPoor Conversion Rate.Alarming Decline of iGCDP.Considerable Growth in oGCDP & iGIP.Lack of Education in members.Low Capitalization of Summer Cycle.

International Relations

InferencesCapitalizing on Country National Partners.Maximum number of exchanges in AP & MENA Region.Huge number of iGIP EPs from various different countries from all regions.

CEEDERs hostedCEEDer from China.CEEDer from TaiwanCEEDer from US.CEEDer from UK.

Quality - NPS

InferencesLack of NPS knowledge.Low response rate.Zero TMP/TLP on Exchange.Lack EP and intern Engagement.Improper expectation settings.

Way aheadProcess optimization.Off-peak utilization.Capitalization of national partnerships.Operational training and membership development.TMP/TLP on exchange.EP-intern engagement.ILCEPs and CEEDs.NPS knowledge and implementation.

Question s?

TM

TMP – TLP: (2012 vs 2013)

TMP TLP0

50

100

150

200

250

300

350

88

47

291

99

Chart Title

2012 2013

InferencesProper Implementation of TM Processes.LC processes aligned to national direction.TMP TLP Avenues were not utilized properly.NO TMP-TLP on Exchange.Poor team tracking and management on system.Poor Member Retention. (43%)Poor Leadership Pipeline.Lack of a primary performance management system.Low NPS & Poor Response Rate

TM as a Function:

Negligible LEAD Implementation.Poor Induction Processes.Lack of innovations in Membership Development & Engagement activities.Poor Recruitments.Lack of Quality Membership.Growth in iXPs.

Current Membership Status:

Full Members: 29Members on Probation: 50Members on Alert: 11Total Membership: 90

Key Projects:

August RecruitmentFormation of “Talent Support Group” (Board of HR)

Question s?

Marketing

LC Update

Year long partnership with L.J. Group of Institutes.Marketing Partnerships: Café unplugged, Cabana, Amore, Get-together, Chocolate room.

LC Updates

TMP/TLP Applicants0

50

100

150

200

250

300

350

400

450

400

2013

OGX Applications0

20

40

60

80

100

120

140

160

140

2013

LC UPDATES

No. Of Youth Empowerment Sessions0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

0

2013

External Partnership0

1

2

3

4

5

6

7

8

9

8

2013

LC UPDATES

Print Online TV Radio0

0.5

1

1.5

2

2.5

3

3.5

3

0

1

0

2013

External Forums0

0.5

1

1.5

2

2.5

2

2013

Inferences

Tracking has improved only for OGX applicants and social media are now tracked. NOT EwA to ELD.Over all conversion ratio of EwA to ELD is low.However, More focus is required in conversion rate.Targeted Market Penetration and Quality of the Content has gone up.Focus of Brand Reputation Building and Initiatives such as Market Research, Feed backing has increased and is being documented.

Way forward

Bottom-line of Marketing is getting raise, Hence EwA to ELD is a focus area.Planning to be done for all programs using the GTCM Model.Targeted Market Penetration through research and feed backing initiatives and proper data analysis of the same.More promotional events like YE and GV apart from PDPU.initiating long term partnership with colleges.ORS Tool to be created to track EwA to ELD.AIESEC-BETA to be initiated post recruitment.

Question s?

CIM

PERFORMANCE UPDATE

AIESEC Ahmedabad is currently in Cluster C.Plan for Monthly newsletters to be generated ideally covering 4 areas:

LC, Department, Stakeholders, IR is set.Just 1 newsletter generated in the past six months.Usage of PODIO for knowledge management has been initiated in our LC.Communication channels such as Facebook group, Google groups and PODIO workspaces are managed as a part of communication.Generation of feedback forms as a part of analysis for August Recruitment.Usage of firstname.surname@aiesec.net is strongly driven down in our LC.

BOTTLENECKS

Lack of IM - KM Education in the LC.Lack of members working for the Department.Timelines were not followed.Hardly any ELD conversion (Tangible Output).Low PODIO usage.No process flow maps generated.No Business Intelligence reports generated .Lack of Implementation of CIM Policy.

FUTURE PROJECTS

CIM Education and Awareness. Podio as the ONLY Knowledge Management Tool apart from Filing. AIESEC Ahmedabad documentary. Performance Management Tool. (Synergy: TM) Process Optimization Tool. (Synergy: XD) Internal and External Communication through regular Newsletters, wikis, conversation forums etc. Right membership in the Department from apt backgrounds (IT, Computers, Data Analyst etc.)

Question s?

BD

Lc status

Year Target: Rs.7,40,000/-2 Global Villages Done.Rs.10,000 raised.1 NEP Realization.1 Joint Board [EB-BoA] Meeting Done.1 External Event Tie up (Startup Weekend Ahmedabad, February).2 Alumni Clients (New Accounts).3 Alumni First Thursdays organized.

INFERENCES

The Department is Nationally Aligned.Not many events in the First 6 months.CRM process non implementation.Alumni not capitalised.

UPCOMING EVENTS

Stakeholder’s Dinner (16th September 2013)Ahmedabad Youth To Business (Last Week of October,2013)Balakalakaar (January,2014)

Question s?

LC

Lc status

Target AchievedExchanges 356 86

Membership 125 90Leadership 36 31

Exchanges

iGCDP 41iGIP 21

oGCDP 24oGIP 0Total 86

Team Priorities

oGCDP driving growth through SUs.Experience Development.Financial Sustainability.

LC Focus Programmes

oGCDPiGIP

Quality Assurance Plan

To do Right Expectation Setting with EPs and Clients and IMPLEMENT it.To ensure Proper member engagement by ensuring output oriented LC forums and Meets.To Integrate EPs with LC for Experience development.To make EPs aware about the Importance of NPS.Regular Feedbacks with EPs, Trainees & Clients.EP Buddies.

Mission for AIESEC in Ahmedabad

to become the 1st Choice Partner by delivering High Quality Experiences to all Stakeholders and create a Value

Based Platform for the Youth of the City

Vision for AIESEC in Ahmedabad

AIESEC in Ahmedabad shall strive to be an Operationally, Structurally and

Financially evolved LC to provide high Quality Experiences and increase Visibility

Year Theme

What The F !!!

AIESEC as an NPO

An NPO(not for profit organization) means an organization where the additional profit is invested for the well being of the organization and not distributed as commission or dividend among the employees.

What is Finance?

Finance studies and addresses the ways in which individuals, organizations raise, allocate and

use monetary resourcesover time, taking into account the risks

WHAT IS THE JOB ROLE OF A VICE PRESIDENT FINANCE

Vice President Finance

Planning

Budgeting

Contingency/Corpus

Cash Flow

Operating Principles

GovernancePayments &

Receipts

FSC

Accountability

Book Keeping

Income & Expense

Sheet

Audits

Monthly Tally 5th

Recon Quarterly

External Audits

Financial Education

Finance Basics

Events & Project Finance

Management

Cash Flow

Bank Transactions

Investments

Price Structure

August 31stGeneral Model

Raise 3000 5000

Match 0 0

Realization 7000 5000

oGCDP

iGCDP• TN:

• EP

Raise 0

Realization 3500

200$(Approx. Rs. 12000)

oGIP Duration 2-3 months 3-12 months

12-16 months

RaiseRealization

50007000

500010000

500013000

Total 12,000 15,000 18,000

iGIP Duration 1-3 Months

3-6 Months

6-9 Months

9-12 Months

12 or More

RaiseRealizatio

n

30007000

400011000 6000

13000800016000

1000016000

Total 10000 15000 19000 24000 26000

Reconciliation

Reconciliation or Recon in short is a fee that an LC pays which is a part of its inflow from an EP or TN to the MC for the services that they provide such as myaiesec.net, LC goal setting and servicing

New Financial Structure

CALCULATION

TOTAL EXCHANGES(Realizatio

ns)of all 21 LCs (Per quarter)

TOTAL EXPENSES INCURRED BY THE MC

(Investments made towards the welfare of the

LC-50% share)

RECON PER EXCHANGE(per quarter)(PAID DURING

REALIZATION)

10 20 30

100000

200000

300000

10000 16666.6666666667 18750

Income Recon

AIESEC in AhmedabadFinance

State of Local Affairs

Financial Status:• Bank Balance as on 5th August’2013: 82,731• Total outstanding's: Income: 12000(NEP), 7000(iGIP PDPU),

16000(iGIP raise) , 27500(PDPU iGCDP realization)• Expenses: 89500(Recon)+12000(maintainance)

Contribution Department wise for Debt Repayment

133200

18500

24050

9250

oGCDP oGIP iGCDP iGIP

RECOVERY RATES

oGCDP oGIP iGCDP iGIP

82.4675324675325 81.8181818181818

58.0357142857143

48.9910313901345

Inferences• Basic Processes Implemented• Recovery not up to mark due to Legal limitations• Lack of financial awareness within the LC• Bank Balance can manage around 70% of Outstanding Income• Less efficient implementation of financial Policy• iGIP outstanding cleared more than a month later than realization and

forms being raised before collection of raise money from corporates and no certificates obtained for TDS.