AIESEC in MoC MC 1516 Third Round Application Booklet

AIESEC in Mainland of China

MC VP 1516Candidate

Booklet3rd round

Key Notes

AIESEC in MoC 1415 Introduction

Words from MCP

Application Package

MENU

Election Process

MC Stucture

Function Questionnaire

General Questionnaire

I am glad that you are reading this. No matter if you decided

or not, it shows a fire inside of you for AIESEC in Mainland of

China.

I can not guarantee this experience will lead you to a job offer

or a master degree, but at least it is a different one. Who

knows in the future how dots will connect?

This is the center of the fast-developing society. Everyday

there are millions of people creating billions of opportunities,

you are waken up by the call of our time telling you that

Globally Competitive Leader is what is needed even more. In

a same day, you can talk to the most privileged people and

work with the ones fighting for survival. Your world will get

extended because of your role and responsibilities here.

But that is not why it is important. We need to catch up with

the speed our societal development so that we can be the

one leading it to an even stronger state. By saying WE, I refer

to AIESEC in MoC and this generation of young people.

This is the best time ever.

Do not limit your challenge and challenge your limits.

Your sincerely,

Eric CheungPresident

AIESEC in Mainland of China 2014-2015

Words from MCP

ApplicationOpen

Application deadline

Application Scanning & announcement

MC Candidate Confidence Vote

MC Candidate Interview &

Announcement

Election Process

20156.Mar

201514.Mar

201515.Mar

Before Apr

201516.Mar

Blank Paper Challenge

One page summary of your entire application. Please highlight your year goal, ambition and key strategies.

Assessments

Belbin Test & MBTI Result.

3 mins Video

Executive Summary

CurriculumVitas

3 Endorsement

Letters

Please fill in the following assessments and export the report1. http://ac.newleadersgroup.com/

mcccurc4icbeplrcrdwxrgebenelryrdrznetr1yewe9cryr7webe3ic2wcuic8xcics.do (for MoC candidate)

2. http://www.valuescentre.com/products__services/?sec=personal_values_assessment_%28pva%29 (for international candidate)

Give us all the important information we need to know about you, your AIESEC career, other jobs you have had, your contact details etc. Use a maximum of Two page to create your CV.

Answer ALL questions applicable in below to the position you are applying for within 15 pages, including a)General Questions b)Group Questions c)Specific QuestionsMinimum font size = Helvetica/ Georgia size 10.

ApplicationQuestionnaire

For Chinese MC Candidate: 3 Endorsement Letters from LC EB Above and the endorsement letters cannot come from current 14-15 MC Team members.For International MC Candidate: 3 Endorsement Letters from LC EB Above including one endorsement letter from MC of your AIESEC Entity.

You have 1 page and all your creativity to propose what is the biggest question that lies in front of AIESEC in Mainland of China today and give an answer to it. You have the license to change the system, to challenge any paradigms and unleash the potential of the organization.

3 mins Introduction Video to introduce yourself and your motivation to be a MC VP of AIESEC in MoC(Please upload to Youtube or Youku and provide the link).

Belbin Test & MBTI Result.Belbin test link: https://drive.google.com/file/d/0B-uBFkdKXeCTbDRLeHo3QmxxbUE/view?usp=sharing

Application Package

http://ac.newleadersgroup.com/mcccurc4icbeplrcrdwxrgebenelryrdrznetr1yewe9cryr7webe3ic2wcuic8xcics.do

http://www.valuescentre.com/products__services/?sec=personal_values_assessment_%28pva%29

https://drive.google.com/file/d/0B-uBFkdKXeCTbDRLeHo3QmxxbUE/view?usp=sharing

TITLE

Each Candidate must submit the application package named as

1516_MoC_MC Position_Application_Name

Deadline EMAIL

The Application Package needs to be sent to

[email protected] [email protected]

The DEADLINE for submitting your application package is

23:59, 14th of March 2015 (GMT +8)

No late application will be accepted.

Application

You can create your own design (graphic style and color usage). Make sure you create a separate file for all requirements needed. We will be expecting 10 PDF files and 1 video (Executive summary, CV, Answers to the application questionnaire, Belbin test, MBTI, 1 Assessment Result, 3 endorsement letters, Blank Page Challenge).

If you have any questions concerning the applications or the application process please contact Eric Cheung (MCP 1415) or Ray Lin (Election manager) by sending your e-mail to [email protected] or [email protected]

Questions

Key Notes

mailto:[email protected]



mailto:[email protected]?subject=

AIESEC in MoC IntroductionNational Plenary

Our Network

NORTH:PKU, THU, UIBE, RUC, BFSU, BJTU, DUT, NKU, TJU, Qingdao, JLU, BISU, BUAA, HIT, Jinan

EAST:SISU, SJTU, FDU, NJU, UNNC, ZJU, XJTU, ZZU, HFUT, XJTLU

SOUTH:SYSU, GDUFS, Changsha, CQU, HUST, XMU, SZU, SWUFE, SCUT, UM

35 LCs4 EIs under MC

coach

ELD Program in 2014 (Jan 1st - Dec 30th)• ICX GIP 320• ICX GCDP 1064• OGX GIP 168• OGX GCDP 2816• Exchange program in total 4368• TMP 3345• TLP 376

EAST: NJU-NAU, XJTU-XISU

SOUTH: HUST-WHU, CQU-SCISU

AIESEC in MoC IntroductionConference Cycle 14/15

JuneJuly

AugSept

Oct

NovDecJan

Feb

Mar

Apr

May

•3 LEAD Regional Induction Conference •Target: New Team members (400-600)•Organizational understanding and direction •Network Building

•NatCo •Target: LCPs, LCEBs (300)•LC planning and implementation consultancy •Network connection•LC EB empowerment•MC direction clarity•MC election

•Natco •Target: LCPs and LCEBs (300)•LC function empowerment•LC bonding and final sprint•MC national plan launch

•LC Term Start

•MC Term Start

•NLTC(LCP transition Conference)•Target: Incoming LCPs•LCP empowerment•Functional knowledge•Planning •Leading the team•Activating Leadership Summit•Target: People who are interested in self awareness and personal development (120-150)•Leadership development

•3 GLOBE Regional Induction Conference•Target: EP going on exchange (300-400)•EP preparation for exchange•Clarity of why of Exchange•EP LEAD

•3 LEAD Regional Induction Conference

•3 GLOBE Regional Induction Conference

•National Presidents Meeting•Target: LCPs•Incoming MC plan consolidation •Review of current MC team •National direction

Global Recognition

• Global UBS Excellent Award

• NBBB Project Award

• Global UBS Excellent Award• NBBB Project Award

• AP UBS Excellent Award• ING 5-year Delivering-promise Award• Global Sustainability Impact Award

• ING Global Innovation Award• Global Sustainability Impact Award

• Global Innovation Leadership Award• Global Achievement Award

• ING Leadership Awards Global Network Contribution Award

2008

2009

2010

2011

2012

2013

2014

oGIP

Develop LEAD for

LDM in ELD

Cultivate network

entrepreneurial leadership

Evolve organization

structure for better implementation

oGIP as the focus programTo capitalize the external trends in China, esp. focusing on the emerging markets, we are targeting to develop and grow oGIP sub products like Business in BRIC, Entrepreneurship in Africa, Tourism in SEA and so on. We are growing oGIP in Open(55%) and Match(54%) the first half of our term so far, yet still need to catch up with the goal. Three focuses approaches are: - CHINDIA Program - Sales development program for oGIP members - Stronger key entity partnership alignment.

Develop LEAD for LDM in ELD ProgramsIn the first half of the term, we were working on the leadership product development and piloted “experience minimum” in some LCs. The piloting went very well, with an overall member efficiency growth in the piloting LCs. In the coming half of the year, in the change of Customer Flow, we are going to align with LDM and develop LEAD esp. in GCDP and GIP experience, e.g. LEAD for short term Indian GIP MT.

Evolve organization structure for better implementationTo enable the Entrepreneurship in the network and encourage bottom-up leadership in achieving our goals, we are clarifying the role of MC as Clarity of Why and What(ambition, standards) and enabler of How(create and maintain the ecosystem) while LC will carry more role of Clarity of How. Therefore, we are adapting our MC structure, implementing OD model and ensuring the LCP and NST capacity(LEAD, NST conference, etc.)

Cultivate Network Entrepreneurial LeadershipIn addition to the structural change, we are also shaping the organization culture and behaviors to be entrepreneurial as of being bold and ambitious, and being able to make things happen. This is mainly embedded in our entity communication channel.

MC 1415 Strategic Focus

International Candidate Tips

1. Before applying, all international candidates need to research the possibility and process of getting Chinese visa.2. Be ready to study Chinese in language school regularly and be able to balance study with MC JD.3. Internationals are expected to adapt well to local reality meanwhile bring insights from global network.

1.You will be challenged to eat spicy food 2.You will need be ready to ask for help: order food, tickets, explain some articles etc 3.You will need to keep motivating team and national plenary to use English 4.You will need to learn Chinese jokes and basic Mandarin

Serious Fun

Work and Salary

Holiday

• The MC is following public holidays in Mainland of China.

• There is no holiday during Christmas, even for international MC members, however a 15 days annual leave is applicable during the term.

• MC term is from May 1st, 2015 to May 31, 2016. It is required for all MC members to start working on the first day and attend the transition+planning+NPM starting from middle April 2015.

• The whole MC 14-16 Transition will start in mid-April in 2015. You will get paid for May for transition and planning, which means you will start to work full-time from May 1, 2015.

Working Condition

• MC office is located in the trendy student and IT hub - Zhongguancun in northwest Beijing.

• We strongly recommend that you come to Beijing with your own laptop as the MC only has 2 laptops.

• Full-time MC is required to work 40 hours per week. (In reality the current MC often works more than 40 hours per week.) During the week there is a flexible start between 9-10am with an 8-hour time working day. You will also be required to work on weekends for LC visits, peak operation periods and during national conferences.

• MC has a separate office and apartment. Free accommodation is provided to all MC members.

Salary & Reimbursement

• The salary per month is 4000RMB (one euro buys 8.5RMB roughly). The salary is enough to live off in Beijing . The salary is paid at the end of each month.

• All full-time MC Member and part of NST get paid.

• No over time will be paid as the monthly salary is set.

• Apart from transportation related to AIESEC business/conferences/LC visit activity & national conference fees. All other expenses must be covered by each individual.

• You will not be paid any relocation costs to arrive in Beijing.

Structure Proposed for MC 1516

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VP%Opera,on�

VP%Opera,on�

VP%Opera,on�

VP%Customer%Experience�

VP%Innova,on%OGX�

VP%Innova,on%ICX�

VP%Innova,on� VP%Marke,ng%&%Communica,on�

VP%Digital%Marke,ng�

VP%BD�

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Na,onal%Partner%manager�

VP%Finance�

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VP OperationVP Customer ExperienceVP Innovation OGXVP Innovation ICXVP Innovation

VP MarCommVP Digital MarketingVP BDNEP managerNP manager

General Questionnaire

1. Motivation

a. What motivates you in life?

b. What is driving you to

continue in AIESEC?

c. Why have you decided to

stand for AIESEC in

Mainland of China MC

2015-16?

d. What do you want to take

out of this experience?

2. About yourself

a. What are your key values in life?

b. What are your top 3 strengths? How

do you think your key strengths can

add value to the role you are

applying for?

c. What are your top 3 weaknesses?

How will they affect the role you are

applying for?

d. Rank the three fields (e.g. areas,

functions, expertise) in which you

have the most experience and

describe your experience in each.

3. Team role and expectation

a. How would your previous direct team leader and

teammates describe you on your team role, your key

contribution, your strengths and weaknesses?

b. Please share an experience that you achieve something

with a team in the past year, with measurable goal and

clarify how the team works with you to achieve the

success. What is your key role in this experience? What

could you have done better in this experience?

c. What is your expectation towards MC Dragon Team

15/16?

d. What are the possible challenges you foresee in your

future MC team? How will you cope with the challenges?

General Questions 1Understanding Yourself

3. Insights of Organization Trends

a. How will you evaluate the development

path of AIESEC globally and in Mainland

of China in the past 5 years? What are

the key reasons for success and failures?

b. Please carry out a SWOT analysis of

AIESEC and briefly explain how you will

capitalize on the opportunities in the

following two aspects:

1. Key external trends in China and in

the world

2. AIESEC global network

General Question 2Your Organization Overview

1. Understanding AIESEC and AIESEC in

Mainland of China

a. What make AIESEC unique? List the most

important ones for you.

b. What is the role AIESEC should be playing

in today’s world?

c. What is the role of AIESEC 2015? Why do

you think we need to achieve it? What does

it mean to AIESEC in Mainland of China?

d. Why AIESEC in Mainland of China need a

10 years’ vision? What is the external and

internal relevance of the 10 years’ vision?

e. What is/are the role/roles AIESEC in

Mainland of China should be playing in

Mainland of China and in the AIESEC

global network?

f. Please predict the key trends for AIESEC

and AIESEC in MoC after 2015?

2. MC Role

a. What is the current role of MC? What

do you think should be the ideal role of

MC? How do we bridge the gap

(Please include operational structure

and management capacity

improvement perspective)?

Please read the AIESEC way toolkit 2008 again.

Function Questionnaire

Organizational Development Group

Organizational DevelopmentFunction Reality

KM Link: http://pan.baidu.com/s/1hqeQ8xY• LCD Model for Entity Clustering• OD Model for Goal Alignment• Growth Model for FOBO Strategy Creation

OD Model

• Coaching System• Middle Layer Leadership Body• Conference Cycle• Internal Communication

• EDM: No SU and EP Pool in 2015. All entity will be coached in different system. (http://pan.baidu.com/s/1sj0SRX7)

• LC EID as Local Expansion Force (http://pan.baidu.com/s/1qWuPp2s)

• Entity Coaching Team for Proactive Expansion (http://pan.baidu.com/s/1mg40Tg0)

Coach System

Expansion Management

http://pan.baidu.com/s/1hqeQ8xY

http://pan.baidu.com/s/1mg40Tg0

OD group JD1. Organization health navigation & LC

development to drive achievement in LC levels1.1.Organization health through business

Intelligence (OD model, growth model, expansion plan)

1.2.To lead and implement strategies for LC goal achievement, align front and back office implementation

1.3.To enable the formation of entities collaboration clusters according to the needs and potential of the network

1.4.To ensure that every growth strategy implemented under ELD programs includes the perspective of Organizational essence alignment, Customer Experience, and Human Resource Management

2. Organization internal talent capacity building to achieve LC goal achievement

2.1.MC-LC coaching, LCP coaching2.2.NST coaching group management2.3.Internal Communication channel2.4.National education cycle management

3. Collaborate with Innovation Group for Initiatives Up-scale through OD team

VP OD would lead 3 VP Operation to fulfill the group JD, and detailed JD of each VP Operation would be discussed by the whole OD team.

JD

Capacity Requirement

Key Performance

Indicator

• LC ELD Goal Achievement Rate• LC Productivity Goal Achievement Rate• LC S&S Goal Achievement Rate• Communication and Implementation Channel

Evaluation NPS• % of LC who Reached Minimum and

Performance Membership Criteria

VP OperationJD

Group Questionnaire

Background Information: To drive local entrepreneurial leadership, we envision

LC can proactively learn the basic process and knowledge through KM, network GCP and NST consultancy rather than just depending on MC direct guidance and general strategy. In this case, on one hand, LC can come up with really localized strategy and get developed by proactive learning; on the other hand, MC can focus on creating the system and platform to ensure network collaboration and coming up with new initiatives and future direction rather than trapped in operational coaching. That is why we have MC OD group to ensure the basic process and organic growth while MC Innovation Group focuses on new initiatives and product R&D. Based on the background, each member of the OD team should answer these group questions.

1. OD Model: you have 1 page and all your creativity to explain the following:1.1.What is OD Model? (Hints: you can answer

from these aspects: What are the Model elements? What are the functions? What is the process of creating a OD Model)

1.2.Why AIESEC in MoC needs OD Model?1.3.What do you think are the key factors of

implementing OD Model successfully?

2. Entity Evaluation and Clustering: you have 1 page and all your creativity to explain the following:2.1.Propose a framework of clustering entities in

LC. Explain why you select these factors for clustering.

2.2.Based on your clustering, propose a growth strategy pool for different cluster.

2.3.Propose a LCP leadership empowerment cycle to ensure the growth of that cluster.

3. OD Team Collaboration. you have 1 page and all your creativity to explain the following:3.1.There are many JD for OD team, how to

allocate them within the team?3.2.To achieve all the MoS, what do you think are

the ideal working flow of OD team. (You can include MC LC interaction part as well)

3.3.Beside the collaborations within OD team, strong synergy is required among different MC groups (e.g. CE Group). What do you think is the necessary synergy and how to make it happen?

VP OperationSpecific Questionnaire

1. Management of organization internal communication and implementation1.1.Please evaluate current communication and

implementation channel and address the bottle necks and purposed solutions.

1.2.How can MC improve effectiveness in implementation of strategies nationally?

1.3.What are the main challenges for the growth of AIESEC in MoC? What are the main evolutions the national plenary needs to have?

1.4.What do you think are the ideal LC implementation framework and what are MC's roles(esp. OD team role) in the framework?

2. Local Capacity Building and Organizational Culture Shaping2.1.What are the main behaviors the network needs

to have in the 1516 context? Why and what you do as VP Cluster Coach to lead the network into these behaviors?

2.2.Analyze the main projects from MC 1415, what are the ones that affected the network growth the most and what is still missing?

2.3.How can we increase the local capacity for AIESEC 2015 achievement and a sustainable beyond?

3. MoC Entity Expansion and Coaching3.1. Why we carried out EDM as a strategy in

2013? What is current progress? What do you think are the next steps in 1516?

3.2.Please evaluate current situation of MoC Expansion Flow? How to improve it?

3.3.Please evaluate current AO/EI (SU in 2014 ) Coaching situation. Propose a framework about how MC and LC should allocate its role in coaching EI.

Customer Experience Group

• SDP for GIP To cultivate sales talents TM together with oGIP and iGIP will create Sales Development Program. Program expected to launch on Winter NatCo and start execution right after it.

• New peak for GCDP Both iGCDP and oGCDP this year have a new peak initiative to ensure that we have opportunity to provide leadership experiences for Chinese youth and foreign trainees throughout the year. New Peak has 2 waves: autumn, spring time.

Key X Growth Strategy

Customer ExperienceFunction Reality

• IR framework: http://pan.baidu.com/s/1gdAaHW3 pwd: au32

• CEEDership • ROI (Return on Investment)

• CHINDIA, BRIC collaboration Based on the market relevance of collaboration we organized BRIC conference, BRIC Youth to Business Forum, Lead for CHINDIA and several other projects to ensure awareness of Chinese youth about such projects as well as establishment of partnership collaboration between these countries.

International Relationship

6 fundamental changes:• Structure: ECB team have synergy with LC

Quality Head and NST CEM• Monthly goal • Exchange Standards implementation• Firefighting• Response rate improvement• Evaluation

S&S

Overview

ICX GIPFunction Reality

• ICX GIP has realized 229 exchanges from Jun 1st,2013-Nov 30th, 2014. A drop compared with Year 2013(250);

• ICX GIP has matched 211 exchanges from the same period, relative growth 24%, which is an implication we will have a better winter peak this year.

• Realization drop reason: summer peak dropped more than 50% comparing with last year

Reason

• UK • US • Canada • New Zealand • Australia • Poland • Russia • Germany • Singapore • Taiwan

• 1415 Strategy: Product Development; Talent Development; Customer Relations Management

• MC 2nd half year key projects: TXP Evolution; NEP Sales&Management; GIP Innovation Program; B2B Sales/Marketing

MC Strategy

MoC Key Challenge• Talent Capacity&Sales Intensity; • LC Implementation; • CRM; • S&S

Key Partners

Yearly Pipeline Review

ICX GCDPFunction Reality

255#

505#

781#

1231# 1181#1087#

0#

200#

400#

600#

800#

1000#

1200#

1400#

2009# 2010# 2011# 2012# 2013# 2014#

Yearly'Performance'Review'

Re#

Yearly Performance Review

NPS: 41(38 in 2013)Member Productivity: 1

OGX GIPFunction Reality

• MC driver program in 2013/14 and 14/15 term• Marketing & Sales mindset and strategies have

been built this year, while there still need more role modeling and guidance for implementation. Sales capacity for oGIP member needs to be developed

Overview

• Highest raise (301) and match (143) within 5 years (14/15 half year review)

• Lowest realization (105) within 5 years (14/15 half year review)

Biggest issue for 2014 is aligning S&D. Regional collaboration is a trend globally, while GIP in AP is still not that attractive for our student market. We need to fix both TN supply and EP supply. Finding a more sustainable way of aligning S&D is needed.The unstable of our new system GIS caused a bad influence in our customer experience, thus caused drop in growth rate

LEAD in GIP is another issue that this function should consider. AIESEC in MoC oGIP need to add more value and make it a real AIESEC leadership development experience

Performance

Challenges Future

OGX GCDPFunction Reality

Through past several years, oGCDP has become a relatively mature product with great impact in AIESEC Mainland of China.

Overview

2816 EP realizations from 1st Jan-End of Nov,1752 realization from 1st Jun-20th Dec.

NPS score overall is 37 RR:31%

Operational tracking,infrastructure problem solving and large scale management.

• Leadership development in exchange experience,

• improve national EP education system.

Performance

NPS

Focus

Challenges

Customer Experience Group

Customer Experience Group will have:VP Customer Experience (Team Leader) VP Innovation OGX(both GCDP & GIP) VP Innovation ICX (both GCDP & GIP)

1. Overall Exchange Program Innovation to support AIESEC Experience relevance, growth in the market and achievement of organizational goals in short term and long term

1.1.Responsible for Functional Exponential Growth Strategy & piloting functional initiative

2. GCDP & GIP customer experience management2.1.SnS & LDM implementation of EP & trainee2.2.National exchange projects operation2.3.Global Supply & Demand2.4. Cross-entity collaboration project

management

3. Customer Experience team management and synergy coordination with other groups.

4. Constantly drive internal and external research for necessary insights.

JD


Key Performance

Indicator

• Focus LC ELD Goal Achievement through Innovation projects

• Focus LC Productivity Goal Achievement Rate through Innovation projects

• Focus LC Ma, Re rate and time through Innovation projects

• NPS of GCDP & GIP

VP Customer Experience JD

1. Responsible for ICX/OGX Product Innovation1.1. Support AIESEC Program relevance,

growth in the market and achievement of organizational goals in short term and long term

1.2.Learning partner development & management

2. Responsible for ICX/OGX Exponential Growth Strategy

3. Responsible for piloting functional Initiative4. ICX/OGX customer experience management5. ICX/OGX Supply & Demand6. Deliver projects that bring long term organizational

growth in AIESEC Experience Program for AIESEC BHAG and 2020 mid-term ambitions


JD


Key Performance

Indicator

• Focus ICX/OGX Goal Achievement through Innovation projects

• Focus ICX/OGX Productivity Goal Achievement Rate through Innovation projects

• Focus ICXOGX Ma, Re rate and time through Innovation projects

• NPS of ICX/OGX customer

VP Innovation ICX/OGXJD

Group Questionnaire

1. What is the role of the Product Innovation group in the 2015-16 year and what is your role in it? 1.1.for China in 15-16 as a country 1.2.for AIESEC in MoC 2023 vision1.3.for the global plenary

2. What is the future for AIESEC Programs post 2015? What MC Project needs to happen in MC 15-16 team and what functions involvement do you see in it?

VP Customer ExperienceSpecific Questionnaire

1. Customer Experience team 1.1.Propose an idea and project plan for AIESEC in

MoC 15-16 based on the external market trend that AIESEC can capitalize on. Based on: 1)Global trend that is coming to China 2)China influencing other countries. Provide validation of this trend (link on external resource). You have budget of 20,000 RMB

1.2.What will be the synergy touch points between Customer Experience Group and OD group?

3. Product understanding3.1.What are the value proposition of iGCDP, iGIP,

oGIP, oGCDP for different stakeholders?3.2.In which way is iGCDP, iGIP, oGIP, oGCDP

aligned with AIESEC vision and AIESEC MoC’s 10 years vision?

4. Reality & Innovation strategy4.1.What do you think is the biggest bottleneck and

tipping point for each exchange function in MoC now?

4.2.What will be your team’s strategic focus areas in both GIP function in 2015/16 to achieve 2015 & kick start of AIESEC 2020?

5. Customer Experience5.1.Please evaluate current GIP & GCDP product

quality regarding NPS and general customer experience

5.2.What is your strategy on improving leadership development on GIP & GCDP that aligned with LDM?

6. How can MC improve effectiveness in implementation of strategies across tiers and regions, esp. innovation strategies?

Innovation ICXSpecific Questionnaire

1. Evaluate the past 3-year development of ICX GIP in AIESEC MoC and present your ideas about future development trends for the next 3 years in areas of 1.1.market exploration1.2.product development1.3.global supply and demand management1.4.NST management1.5.LC empowerment1.6.Regional Collaboration(e.g. AP Region) and

Global Plenary Involvement

2. Please do TOWS analysis to ICX GIP in AIESEC MoC in terms of exchange management, market exploration & resource integration, internal management as well stakeholder experience.

3. What, in your opinion, is the most important national strategy or direction of MC in ICX GIP for next year and why? What is your exchange goal for open/match/realize? How will the strategies contribute to your goal?

4. What is your understanding towards city-based ICX operation management(Combined the new OD model)? Please propose alternatives with expected timeline & main challenges you foresee as a MC VP iGIP.

5. Please analyze stakeholder experience of iGIP member, TN taker and trainees. What are the bottlenecks for every stakeholder experience and please provide detailed solutions?

6. What changes need to happen to the way the program is currently running to ensure leadership development is happening for participants in it?

Innovation ICXSpecific Questionnaire

8. Product understanding8.1.What are the value propositions and relevance

of iGCDP for the following stakeholders (including, iGCDP members, iGCDP trainees, buddies, audience, TN takers, learning partners, sponsors)

8.2.Please describe the relevance of iGCDP to AIESEC? In other words, why does AIESEC do iGCDP? How does it connect to the “Why of AIESEC” or AIESEC Way?

8.3.Please describe in which way iGCDP is align to MoC 10-year vision.

8.4.Please provide 3 real examples of Corporate Social Responsibility(CSR) projects in Mainland of China. What are the potential collaborations with AIESEC?

8.5.Please breakdown iGCDP into sub-issues, and explain what should be the top 3 focus for each sub-issues.

9. Strategic direction9.1.For you, how does the ideal iGCDP look like for

AIESEC in Mainland of China? And connecting to vision of yours, what do you think iGCDP will be like in1) 2015 (end of 2014-15, end of AIESEC

2015),2) 2020 (in 5 years, end of AIESEC 2020),

9.2.How can iGCDP contribute to overall AIESEC ELD growth?

10.Operational management10.1.Please carry out a simple SWOT analysis of

iGCDP operation in MoC.10.2.What will be your focus for Standards&

Satisfaction of iGCDP and how would you improve it based on NCF?

10.3.How will you increase the response rate of NPS? And what will be your goal for 2014-15? Please justify your goal, preferably with data support.

10.4.How will you manage iGCDP International Relations considering global supply & demands as well as current visa policies.

Innovation OGXSpecific Questionnaire

1. Product Understanding - oGIP1.1.What makes Chinese youth globally

competitive?1.2.What is the relevance of oGIP product for our

student market and the society?1.3.How do you think oGIP can develop leadership

and AIESEC value for Chinese youth? Please also consider the New Leadership Development model (refer to AI 1415 strategy)of AIESEC

2. Strategic Focus2.1.What do you think is the biggest bottleneck and

tipping point for oGIP in MoC 2014/15?2.2.How will you position term 2015-2016 in the

development path of oGIP function?2.3.What will be your strategic focus areas

2015/16? What is success for you at the end of your term?

2.4.Please evaluate the current sub-product marketing strategy, what do you think is the future of oGIP sub-product development?

3. S&D Management3.1.Please evaluate the current S&D management

in oGIP. What do you think is the biggest bottleneck right now?

3.2.What do you think is the tipping point for oGIP S&D?

3.3.Please present your strategy for S&D 2015-2016, and your focus area on exchange management.

4. Product Development4.1.Please evaluate current oGIP product quality

regarding NPS and general customer experience

4.2.What is your strategy on improving leadership development on oGIP?

4.3.What do you think should be the focus issue for oGIP product development in the following 3 years?

Innovation OGXSpecific Questionnaire

5. Product Understanding - oGCDP5.1.Please define the key values of oGCDP product

based on real customer insights5.2.What is the market relevance and positioning of

oGCDP product in different kind of student markets in MoC?

5.3.What is the market value of top 5 issues, how will you package them with different market relevance?

5.4.What is the current situation of New Peak product of oGCDP? How would you develop the New Peak product?

5.5.How do you better showcase our impact and strengthen external collaboration of our product?

6. Customer Experience6.1.Please evaluate current TN market situation

and how to maintain and develop the entity partnership ?

6.2.What is the bottleneck of EP experience? How would you improve the quality of EP experience?

6.3.What do you think about oGCDP SnS? How would you enhance the implementation capacity nationally and locally?

6.4 What do you think about the role of Globe RIC and OPS? How to utilize the national events and what is the ideal Globe RIC and OPS in your opinion?

6.5 What are the national partners of oGCDP? Please evaluate the partnership delivery

7. Strategic Focus for 2015-167.1.Please evaluate the past 5 years' development

of oGCDP in AIESEC MoC and global situation of GCDP.

7.2.Please present your idea about the future development trend of GCDP in AIESEC 2020

VP Innovation

InnovationFunction Reality

• Product Development for TMP/TLP/oGCDP

4 LCs were selected to take part in the initiative: BISU, UNNC, THU, NJU. Product Development Summit was the starting point for creation of team minimum and starting implementation of it.

• LEAD for ELDIn the next half a year this initiative was evaluated to the LEAD for ELD.- for iGCDP trainees - for oGCDP EPs- for oGIP trainees that going to India - for iGIP members

LDM implementation

• Incubating system fund http://mainlandofchina.wix.com/IncubatingsystemfundInitiative was created to develop Entrepreneurial Leadership. As the result we received 4 applications and 1 project from SYSU (conference about entrepreneurship) got a grant.

Innovation CultureProcess

Optimization

Organization Vision

1. New Customer Flow and New Global Information System implementation in MoC

2. IT Platform Tutorial Hub to solve the problem that every generation has a big gap in IT platform usage and people feel difficult to use our platform (in progress)

3. New payment system update (launch soon)

4. SalesApp 2.0 to solve the functionality and improve the UI (launch soon)

http://mainlandofchina.wix.com/Incubating

VP Innovation JD

1. AIESEC in MoC long-term vision & mid-term ambition


3. Organization operation process optimization & related platform maintenance

4. TXP leadership experience delivery & LDM implementation

5. Organizational innovation culture facilitation

JD Key Performance

Indicator

• Organization competitive advantage as youth leadership provider

• Organization understanding & clarification of MoC vision & mid-term ambition

• Membership efficiency• Time cost for each exchange

operation step• NPS of GCDP GIP for operation

process• NPS of TXP, TXP retention rate• TXP market penetration


VP InnovationSpecific Questionnaire

1. How do you see 10 years vision of AIESEC in MoC can be better aligned with global mid-term ambition?

2. What do you see is the key competitive advantage that AIESEC in MoC has to build as an organization that provide youth leadership? Why & How?

3. IM & process optimization3.1.What is the operation bottleneck currently in

four exchange function? Which area can be optimized by IM and how?

3.2.Interview one of the VP IM in the global plenary and describe about how do you think IM is contributing to organization growth

3. Leadership delivery & LDM implementation in TXP3.1.What value does TMP/TLP give to Mainland of

China? (e.g. to students, industry & society)3.2.Compared to competitors, what are the

competitive advantages of TXP product?3.3.How do you define a high-quality TMP/TLP

experience? How will you ensure the organization is delivering high-quality TMP/TLP experiences that is relevant to different local markets & aligned with LDM?

3.4.How will you going to utilize external resources(global resources in AIESEC network, corporate world, etc.) to ensure TXP Innovation

3.5.f you need NST or NTT in your function, what would be its positioning & JD?

4. What is the network of AIESEC MoC still lack of to drive innovation culture?

Marketing Group

• Young People Matter (renren.com;Admaster;Anomaly;arkr;Isobar;EEmedia;Socialbeta;ADQUAN.com;Oneshow;Youthology;肖明超趋势观察;Cityzine;Vice China)

• CAPE• Youthink Centre

PR Partner

Marketing

MarCommFunction Reality

• TMP APP(2013):23000+;• GCDP APP(2013):13000+; • GIP APP(2013):4000+

• New oGIP website launch；• Weibo：32000+；• Weixin：14000＋

National Digital Platform

LC Capacity Building

• New brand toolkit;• National brand communication plan;• National LC task-force system building;• 1 national support team&1 national creative

team

Media Report

• Media Reports(2013)：1200+ Focus Area

Q1 & Q2（2014.Jun-2014.Nov）：• National PR Process Initiative；• oGIP Brand Building;• National Online Marketing Platform

Development

Q3 & Q4（2014.Dec - 2015.May）：• National PR Process Consolidation；• LC Marketing Capacity Building;• National Digital Marketing Platform

Development

1. Align operations to AIESEC's brand2. Creation and execution of the national

marketing plan (marketing research,B2C&B2B product packaging)

3. Overall AIESEC brand management and sub-brand creation and evolution

4. Strategic PR partnership management(media,student association,NGO,etc)

5. Events and Exposure, Publications and recognitions

6. PR crisis prevention and management

JD Key Performance

Indicator

• No. of Applications(TMP,oGCDP,oGIP,iGCDP,iGIP)

• No. of People(students/companies) Joining Programs

• No. of strategic PR partnership(Media,NGO,student organization,etc)

• No. of Positive Media Exposures• No. of Recommendations for AIESEC in

Mainland of China• No. of LCs with stable relations with University• KPI of DM

VP MarketingJD


1. External online communication channel management

2. Online engagement management

3. National centralized LEADS management

4. National VI projects

JD


Key Performance

Indicator

• No.of Friends/Followers/Visitors on digital Media

• No.of LEADS generation through national digital platform

• Conversion Rate of national digital media platform

• No. of digital campaign participants

VP Digital MarketingJD

Group Questionnaire

Function Understanding1. Why AIESEC in MoC need marketing department?

Please make an analysis based on the review of MoC MarComm in the past 5 terms (from 10/11 to 14/15)

2. What is the current situation of marketing in AIESEC in MoC?What is your ideal stage after 5 years? How could we improve the current situation in your one-year term?

Product Marketing3. Please analyze our B2C product (TMP／oGCDP／

oGIP) in STP & 4P frameworks.4. What is the current bottleneck of marketing the 3

programs in campus and what will be the tipping point for each program?

5. As we all know,we have to switch our current brand(Global Talent,Global Volunteer,Global Internship) to (Campus Involvement,Global Citizen,Global Talent)in order to align with global brand principle,how to make the brand evolution more smoothly？Do we need to change the Chinese name（such as“海外志愿者成⻓长计划”to“世界公民计划”）?Why?

6. How to balance sub－brand building with AIESEC brand building in student market？What is the ideal relationship between sub-brand with AIESEC brand（e.g. Global Citizen & AIESEC）

7. B2B marketing is a new working area of MarComm of AIESEC in MoC，so what is the fundamental thing we need to do next year?

Digital Marketing8. What are the unique propositions of having a digital

marketing VP role on top of marketing and communication function in Member Committee of AIESEC in Mainland of China?

9. Please evaluate the current operation efficiency of our national digital channel(Weibo/Weixin/ Website).In order to improve the efficiency,which strategy can be the tipping point?

10.Choose one brand in China（Global or Local):what can AIESEC in MoC learn from them in the context of their Digital Marketing strategy?

11.In global plenary which entity’s Digital Marketing strategy is very outstanding?Why？How AIESEC in MoC can learn from them?

Public Relation12.How to position AIESEC when communicating with

external partners(Media,non-profits organizations,companies,etc)?Please explain your key projects or tactics to make the brand image more recognized.

13.How national PR strategy can contribute to build better government relationship?What initiative should be taken in 2015-2016 MC term?

14.Choose 1 global brand(Global or Local):what can AIESEC in MoC learn from them in the context of their Public Relation strategy?

MKT GroupSpecific Questionnaire

1. What are your viewpoints about the relationships between MC VP Marketing & MC VP Digital Marketing & MC VP Public Relation & NST & LC VP MarComm ? What’s your NST structure? How the internal communication channel between you and other 4 stakeholders(VP DM,VP PR,NST,LC) look like?And In order to achieve the collaborative goal, what will be the essential basis ? Model?

2. Please put all the LCs into different cluster,and explain your criteria and your strategy to enhance their marketing capacity.

3. Based on the current situation,please create oGIP strategy from marketing perspective according to new customer flow （Your strategy should include digital marketing and public relationship）

4. What would your first sixty-days in office look like? Draw a chart of your collaboration with other MC teammates.

5. If you were invited to an external event to deliver a 20-min speech to present AIESEC,how will you design the message map?

6. Major global or national media companies are difficult to develop relationships with, and only feature major newsworthy stories. What would you do to get AIESEC featured?

7. How to build an effective evaluation system to measure whether PR strategy make contribution to ELD growth?Please explain how you can use it and report it in daily operation.

1. How would you measure an effective online + offline campaign? Please state the methodology, matrix, MoS and key milestones.

2. How would you ensure the marketing brand to be aligned across all channels? Please state the system, standard and process involved with detailed explanation of their roles , please also compare the pros and cons of them.

3. What is your unique contribution to the Digital Marketing strategy as a person and as a leader? What roles do you think you should play in the blueprint? Please answer the question with clear statements and supporting facts, if it is reflected through your endorsement, please mark.

4. Case study: Currently AIESEC is in non-peak operation. However, the key TN supplies of Indonesia is coming in 2 months. Design a national campaign plan that can help oGIP functions to have 500 sign up. Your plan should include key messages, key words, channels, content frequency, KPIs, HR, budget and clear actionable timeline for 2 months. ( this plan could be presented in Chinese)

For VP Marketing For VP Digital Marketing

Business Development Group

Business DevelopmentFunction Reality

Item Content Reference/Report Password

National Partnership Development & Management

Proposal Link http://pan.baidu.com/s/14LptO avga

2014 Confirmed Partner List with Revenue and Corporations (Link)

http://pan.baidu.com/s/1jG7mHX8 hmpa

National ER Sales Elite Team in Shanghai for National

Partner DevelopmentReport Link http://pan.baidu.com/s/

1gdrJKZL axrj

Youth to Business Forums

Refreshment into National Series Event with Purpose of ELD Growth - oGIP Sub-product as Forum Theme (Proposal Link)

http://pan.baidu.com/s/1qW1AOEg 8oq1

1 National One (Report Link) http://pan.baidu.com/s/1mgkOcjQ dl36

5 Local Ones(CQU, NKU, BUAA, SZU, ZJU)

Career Forums

Way of Partnership Delivery for Employer Branding (Proposal Link)

http://pan.baidu.com/s/1o63aPJk q3rd

3 Regional Ones (Beijing, Shanghai, Guangzhou) (KM Link)

Local ER Development

National ER Summit in May (Output Link) http://pan.baidu.com/s/1ntmNRM5 qc8p

National BD Planning Camp in Dec. (Output Link)

http://pan.baidu.com/s/173ctS

National BD Positioning Clarification (Refer to National BD Planning Camp Output-Clarity of BD)

Alumni ManagementAlumni Summit in Jun. (KM Link) http://pan.baidu.com/s/

1eQByGzo k8x2

Alumni Group Initiation (Facebook, Alumni, Wechat)

Global Exchange Partners & National Exchange Partners

Global Exchange Partner List:Electrolux/ALU/International SOS/Hasqvarna

National Exchange Partner ListStill in Corporation: Pactera/UC/Misson Hills/AdMaster

Former Corporation:IBM/Neusoft/TCL/Lighteningbox/Pfizer/Evergreen/Real Estate Group/Linky Sense

KM http://pan.baidu.com/s/1c0nglv6

http://pan.baidu.com/s/14LptO

http://pan.baidu.com/s/1jG7mHX8

http://pan.baidu.com/s/1gdrJKZL

http://pan.baidu.com/s/1qW1AOEg

http://pan.baidu.com/s/1mgkOcjQ

http://pan.baidu.com/s/1o63aPJk

http://pan.baidu.com/s/1ntmNRM5

http://pan.baidu.com/s/173ctS

http://pan.baidu.com/s/1eQByGzo

http://pan.baidu.com/s/1c0nglv6

MC Business Development Group Management:• Lead the MC Business Development Group for

BD 1516 goal achievement, including group planning, goal setting and allocation, tracking and evaluation etc.

MC Team External Resources Coordination• Coordinate the MC team in external resources

to evolve national partnerships to further and more sustainable cooperation

Local Business Development Coordination• Ensure the synchronized business

development between MC and LCs

Alumni Management (Alumni in business)• Alumni Database annual refreshment• Alumni Engagement mechanism refreshment

for alumni self-managing network establishment and maintenance

• Leverage resources from alumni for National Partner and National Exchange Partner Generation

JD


Key Performance

Indicator

Alumni:• # of Alumni in Database• # of Active Alumni in Database• # of Engagement Event hosted by Alumni for

Alumni• GEP/NEP/NP Generated/Recommended by

Alumni

KPI of National Partner Manager

KPI of NEP Manager

VP BD JD

Responsible for National Partner• Identify Chinese market needs and AIESEC

organizational needs to evolve national BD product’s relevance and strategic alignment towards AIESEC 2015 and AIESEC MoC 2023

• Raise Strategic Partners for organizational sustainable development

• Manage National Partners by ensuring the contract delivery to evolve and sustain the partnerships

National External Events Management for NEPs and NPs Generation• National Youth to Business Forum design and

delivery and Local Youth to Business Forums coach for organizational strategic alignment towards AIESEC 2015, AIESEC MoC 2023 and quality control

• National Career Forums design and delivery• National Gala Dinner design and delivery• Other National External Events management

JD


Key Performance

Indicator

National Partners• # of NP• Retention Rate of NP• Revenue & Organizational Support by NP• # of NP Up-selled to GEP/NEP• NPS of NP

National External Events • NPS of External Events for Partner Involved

and Delegates• ELD Generated by External Events• GEP/NEP/NP Generated by External Events

National Partner Manager JD

Responsible for GEP & NEP• Global Exchange Partner delivery

management and expansion initiation• Raise National Exchange Partners for

organizational sustainable development• Manage National Exchange Partners by

ensuring the deliveries of the partnerships to evolve and sustain the partnerships

National External Events Management for NEPs and NPs Generation• National Youth to Business Forum design and

delivery and Local Youth to Business Forums coach for organizational strategic alignment towards AIESEC 2015, AIESEC MoC 2023 and quality control

• National Career Forums design and delivery• National Gala Dinner design and delivery• Other National External Events management

JD


Key Performance

Indicator

GEP & NEP• NPS of GEP & NEP TN & Trainee• # of GEP & NEP RE• # of GEP & NEP Up-selled to NP• Retention Rate of GEP & NEP

National External Events • NPS of External Events for Partner Involved

and Delegates• ELD Generated by External Events• GEP/NEP/NP Generated by External Events

NEP ManagerJD

Group Questionnaire

1. What is your understanding towards the BD structure change, how do the roles under this structure synchronize together? Illustrate your clarity of BD’s positioning change supporting by this structure and the future trend of Business Development for the next 3 years.

2. Based on the direction you concluded from last question, evaluate the last 3 years’ (including this year) corporate product portfolio of AIESEC in Mainland of China. Illustrate your proposal of key revolutions that should happen for this portfolio. Base on that, make a complete corporate product portfolio for AIESEC in Mainland of China Business Development 1516.

3. Evaluate the current resources including GEP, NEP and National Partners, what are our competitiveness and key bottlenecks for achieving the 3 year direction of AIESEC MoC BD function?

4. How do you see global B2B marketing revolution for BD 1516 and what's your strategy and key projects to capture the trend?

VP BDSpecific Questionnaire

1. After evaluating how this BD structure can synchronize together in the group question 1, what will be your plan including the managing mechanism to lead the BD group for better performing as a group? Base on that, how would BD group lead the resources flow in MC team? Illustrate your proposal with a practical process and mechanism.

2. Please create a potential national partners’ prospecting list (at least 6 companies listed, 3 for GEP/NEP and 3 for National Partners; even better if the 6 companies listed can at the same time be GEP/NEP and National Partner) and answer the following questions: 2.1.Reasons that you chose each company.2.2.Product we provide for each company and key

value proposition of each partnership 2.3.Your action plan in making this prospecting list

happen (provide a practical action plan on it, even better if you have acted it out already. If so, provide us with the key person and your draft proposal for the meeting aiming for corporation."

3. How do you see the re-positioning of Y2B 1415 and what do you envision to be the positioning of national external events in the year 1516? Provide your thoughts on it among the evaluation towards all AIESEC events.

4. How do you see the current status of local BD/ER’s alignment towards organizational strategic and long-term development? How do you ensure this alignment excluding the direct coaching?

5. Describe your key strategies in encouraging co-sales inside the national network including MC-LC co-sales and LC-LC co-sales? What could be the potential benefits of these strategies? What could be the potential bottlenecks and your solutions?

National Partner ManagerSpecific Questionnaire

1. Please create a potential national partners’ prospecting list (at least 6 companies listed for National Partners; even better if the 6 companies listed can at the same time have the potential to be GEP/NEP) and answer the following questions: 1.1.Reasons that you chose each company.1.2.Product we provide for each company and key



2. Evaluate our national partners in five years. What do you identify as key strategies to make sure the sustainable partnership?

3. As for local Y2B management, what’s your working mechanism in coaching LCs to make sure its strategic alignment with organizational growth and quality control? Present your cooperation plan between MC-LC on this.

3. What’s your revolution towards Career Forum, which is one of the partnership content with highest ROI for partners on employer branding, on the basis of its current relatively low attendance rate and decreasing core competitiveness in the market?

4. Bacardi has the partnership with AIESEC MoC for 3 years. However, after 3 years they cannot see any ROI on this partnership. They want to break the partnership with us. If you will be in charge of this account, what are your strategy and action steps to keep Bacardi as our National Partner?


NEP ManagerSpecific Questionnaire

1. Please create a potential national partners’ prospecting list (at least 6 companies listed for GEP/NEP; even better if the 6 companies listed can at the same time have the potential to be National Partners) and answer the following questions: 1.1.Reasons that you chose each company.1.2.Product we provide for each company and key



2. Describe your strategy of how you can re-negotiate with a major iGIP partnership of 20-TNs/Year in the former few years to remain the partnership after the key champion (Key person that helps recommend AIESEC) has been removed from their positions.

3. Keeping in mind the 1415 iGIP/BD strategies, explain how you would implement a strategy to generate more than 2 million CNY(majority NEP’s revenue) in new business/products while contributing to the achievement of AIESEC 2015 measures of success? How will you assign roles to your team and harness other resources to achieve the above goals? (You can refer to Youth Voice Reports and Support for partners to retain the trainees after they finish their internship.)

3. Evaluate MC’s NEP products on its competencies and bottlenecks and give an idea of how they need to evolve in the short and long term (You can create side/peripherals product of NEP as well)

4. As for local Y2B management, what’s your working mechanism in coaching LCs to make sure its strategic alignment with organizational growth and quality control? Present your cooperation plan between MC-LC on this.

5. What’s your revolution towards Career Forum, which is one of the partnership content with highest ROI for partners on employer branding, on the basis of its current relatively low attendance rate and decreasing core competitiveness in the market?


Contact List

Position Name Phone(+86) emailMCP Eric Cheung 18666926337 [email protected]

VP Operation&Innovation

Anastasiia Isakii (Nastya) 15117920437 [email protected]

VP iGIP Matthew Fung 13570914577 [email protected]

VP oGIP Alice Liu 15201151402 [email protected]

VP oGCDP Venus Wang 15001264025 [email protected]

VP iGCDP Martian Zhang 13618355216 [email protected]

VP BD Candy Hu 14789861156 [email protected]

VP ER Mona Pan 18603400340 [email protected]

VP DM Chuck Chaoke 18612051217 [email protected]

VP FN Bob Sun 15998407559 [email protected]

VP OD King Wang 18908230586 [email protected]

VP TM Lily Gu 15105196029 [email protected]

VP LCD Flora Liu 18629319106 [email protected]

VP IM Ray Lin 13580506074 [email protected]

VP MarComm Lucas Zhang 15122485983 [email protected]

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Bold withPurpose The legend rolls on!

Documents

AIESEC in MoC MC 1516 Third Round Application Booklet