Quarterly Report #1 - MC Lighthouse by AIESEC en PANAMÁ

MC LIGHTHOUSE Quarterly Report

The impact that AIESEC gives the world is only possible trough ac<ons, focus and hard work. During the ﬁrst quarter of this term, AIESEC in Panama has gone through many changes, some of them weren’t easy and challenged much of what we were used to. These changes are the driving force to act. We are the genera<on of change, we have the power and the duty in our hands and we are the genera<on that feel inspired to take ac<ons, seeking to be the best version of ourselves and built the best version of our organiza<on. That's only the ﬁrst quarter of leading change, inspire ac<on. Lets go for more!

Gelson Bronzatti

MCP of AIESEC IN PANAMA

MCP

MCP REPORT PLAN X EXECUTED •  Global Representa<on –  –  –  –

SOGA IC and IGN Summit assistance Full membership Surveys

•  Team Management –  –  –  –  –

–  BOA Management –  Events asistance –  Organisa<ons Management (Strategic)

MMMs Tracking Tool Strategic Mee<ngs Opera<ons Mee<ngs Individual Mee<ngs (Tracking)

•  LEAD for LCPs

•  LEAD for MCVPs

•  Public Rela<ons

–  NPM 1 –  Individual Mee<ngs

–  Team Days Q1 –  Individual Mee<ngs (Coaching)

iGIP

CURRENT STATE

1.7.-‐30.09. Current State in Numbers Q1 2014 Planned

Q1 2014 Achieved (%)

Rel. Growth to Q1 2013

Raise

47 (134%)

176%

Match

31 (76%)

24%

Realize

29 (91%)

iGIP

MAIN STRATEGIES TALENT CAPACITY

CUSTOMER CENTRICITY

§  Sales Development Program

§  IPS

§  Sailors Cup

§  NST for Market + Product Innovation

§  NST iGIP TXP

§  NST for CEM& IR

SUSTAINABILITY §  iGIP Knowledge Platform §  Change of CRM Tool

iGIP

OUR PARTNERS TALENTOS GLOBALES

the new partners of iGIP

iGIP

ENTITY PARTNERS

120 100 80 60 40

2014 RE Goal

iGIP Ø  Ø  Ø  Ø

SWOT ANALYSIS STRENGHTS

WEAKNESSES

Well-‐educated Salesforce RA continuous overachievement Sub-‐Product Focus Matching & Realize

Ø  Low Sales Intensity Ø  Need to develop in professionalism, punctuality and sustainability Ø  Work rhythm Ø  Low member retention

OPPORTUNITIES

THREATS

Ø  New Business Intelligence (GIS, Podio, etc.) Ø  Working iGIP as One – Experience sharing on inter-‐LC level Ø  New markets

Ø  Legalities Ø  Knowledge Management Ø  Weak Transition

OGX

START – STOP – CONTINUE START STOP CONTINUE

Ø  Customer Centricity Campaign

Ø  Boaleneck of Apartment & Legal Issues

Ø  Focus on Talent Capacity

iGIP

MAIN STRATEGIES

TALENT CAPACITY

CUSTOMER CENTRICITY

SALES INTENSITY

PLANNED VS. EXECUTED Process RA MA RE

Planned/ Achieved P A % P A % P A %

Jul

Ago

Sep

Total

4 3 75% 4 3 75% 4 3 75%

2 2 100% 2 2 100% 2 2 100%

5 0 0% 5 0 0% 5 0 0%

11 5 45.5% 11 5 45.5% 11 5 45.5%

STRATEGIES PLANNED FOR Q3

Ø Account Management –  Reunion con todas las cuentas nacionales en el Q –  Entrega de Facturas a <empo –  Mejorar del proceso de Pago de Becas + Admin Fee

Ø Delivery Service –  Todos los interns <enen una vivienda –  Pago de Becas a <empo (a pesar de los issues de pago) –  Todos los procesos de visado estamos OK

SWOT ANALYSIS STRENGHTS

WEAKNESSES

Ø  Conocimiento del programa a Ø  Nuevos mercados en las provincias fondo Ø  Recomendacion de otras empresas

OPPORTUNITIES Ø  2 personas para manejar todo lo que con lleva el areas

THREATS Ø  Crisol de Razas

START – STOP – CONTINUE START STOP CONTINUE

Ø  Mejorar la intensidad Ø  Dejar pasar mucho <empo para volver contactar Ø  Mejorar la intensidad

PARTNERSHIPS REPORT

Ø  Empresas Contactadas(MCVP CR): –  –  –  –  –  –  –  –  –  –  –  –

Varela Hermanos Roche Panama Hopsa Panama Airbox Panama El Si<o | Playa Venao GlaxoSmithKline UBS Halliburton Covidien Sidel Panama Corp Tecnologia Nueva Esperanza, S.A. Infoshow

PARTNERSHIPS REPORT

Ø  MCVP CR Results –  –  –  –

Llamadas (40) Correos (20) Reuniones (7) Partners Logrados (1)

Ø  Comentarios

–  UBS no puede tener intercambios de AIESEC porque le cuenta como empleados –  HOPSA y EL Si<o | Playa Venao desis<eron del programa de intercambios por los precios del programa y por talento nacional. –  Empresas como Halliburton, Roche y Covidien se debe deﬁnir una reunión para la presentación del programa –  Tecnología Nueva Esperanza e Infoshow se esta por cerrar el convenio pero se debe traducir los convenios.

PARTNERSHIPS REPORT

Ø Finance Results

–  Ini<al Fee MC Q1: $2300.00 (5) –  Ini<al Fee Dell Q1: $2000.00 (10) –  Julio •  Admin Fee MC: $600.00 •  Admin Fee Dell: $200.00

–  Agosto

•  Admin Fee MC: $1000.00 •  Admin Fee Dell: $400.00

–  Sep<embre

•  Admin Fee: $1000.00 •  Admin Fee Dell: $1000.00

PARTNERSHIPS REPORT

•  Empresas Contactadas(NST): –  Aquaviva –  Loreal –  Maersk –  Bayer –  Pascual –  Calox

PARTNERSHIPS REPORT

•  NST Results –  –  –  –

Llamadas (12) Correos (5) Reuniones (1) Partrners Logrados (0)

•  Comentarios: –  Se están contactando vía telefónica pero no se han conseguido correos o acceso directos con las personas que toman decisiones –  Hasta ahora se realizo la primera reunión.

PROSPECTIONS TO Q2

•  Empresas por Contactar –  –  –  –  –  –  –  –  –

FEMSA Franquicias Panameñas Pepsico Nestle Panama Tzanetatos Syngenta GBM Panama Deloiae Incae Business School

NEXT STEPS •  Follow-‐Up Mee<ngs (Account Management) •  Contactar empresas faltantes y nuevas antes que termine Octubre •  Contactar a Aliados Nacionales para posible par<cipación en Youth to Business •  Seguimiento y deﬁnición del Proyecto Dell La<noamérica •  Estructuración del Proyecto de Showcasing (Junto a iGIP y Marke<ng)

iGCDP

EXECUTED PLANNED

iGCDP

PLANNED VS. EXECUTED 50

76%

140%

180%

Q1 2014

PLANNED VS. EXECUTED

Q1 2013

iGCDP

216%

180%

200%

iGCDP

STRATEGIES Projects Refreshment

DONE*

National Cooperations

DONE

Strengthen corner w/ Marketing

DOING

CSR Project LEAD strategy for interns

NOT DONE DOING

iGCDP

SWOT ANALYSIS STRENGHTS

Ø  TNs available Ø  Commitment Ø  Iden<ty

COOPERATIONS Ø  Social Market Ø  Coopera<ons

WEAKNESSES Ø  Ø  Ø  Ø

Sense of Urgency VPs don´t manage Matching knowledge Sustainabiity

THREATS Ø  Matching <me Ø  November hollidays Ø  Transi<on

iGCDP

START – STOP – CONTINUE START

STOP CONTINUE

Ø  Ø  Ø  Ø  Ø

Stressing VPs” Matching campaign Tracking harder More trainings Empower more NSTs

Ø  Raising rsrs Ø  Communica<on Ø  Corner w/ Marke<ng Ø  Accountability to coopera<ons

OGX

PLANNED VS. EXECUTED

Plan APP

Interviews

July

August

September

APP

Interviews

July

August

123

September

119

Reality

OGX

STRATEGIES PLANNED FOR Q3

ü  Process Standardization ü  Functional knowledge ü  Talent capacity in OGX ü  Integrated experience – campaign luanched in every LC + nationaly ü  Improvement of promotional channels – stands and Gloval village implemented, concept of big infosessions did not work

OGX

ACTIVITIES DONE IN Q3

ü  OGX Management space in Podio ü  OGX knowledge and materials available in one place ü  OGX & MKT Summit ü  National IXP campaign launched ü  Country cooperations – promotion of concrete projects = better expectation setting

OGX

SWOT ANALYSIS STRENGHTS

Ø  Enough members in area Ø  Suﬃcient func<onal knowledge Ø  Clear and simple tool for management of all applicants and Eps

WEAKNESSES Ø  Very slow working pace Ø  Too long <me to contact applicants Ø  Very low conversion rates: Applica<on to Interview 19% Interview to Raise 20% Applica<on to Raise 4%

OPPORTUNITIES

THREATS

Ø  If we raise all currently Approved people from Podio we can have 40 RA this Saturday Ø  Enough interested students

Ø  Parents don`t want to support children to go on exchange – not see the value of travel outside the Panama Ø  Transforma<on to GIS in raising peak

OGX

START – STOP – CONTINUE

START

STOP CONTINUE

Ø  Contact applicants faster = ins<ll in members 48 Hour Rule Ø  Raise people as soon as possible a{er interview – don`t give them to much <me to think Ø  Sence of urgency = make bigger pressure on members and they on applicants Ø  Start promote change of the price! Ø  Start promo<on in Veraguas, to get some applicants (currently no applicants in Veraguas) Ø  Working soooo slowly Ø  Le|ng people think too long Ø  Raising members – currently 5 members raised for IXP

OGX

CURRENT STATE

Ø 373 Students in Podio Ø 348 Conntacted students Ø 93 Not interested anymore Ø 100 People after interview Ø 39 Approved applicants, waiting for the Raise!!! Ø 14 Raised Ø 24 Interviews planned for this week

OGX

UPCOMING EVENTS

Ø  Saturday 11st October – National Raising Day

Ø  Wednesday 15th October – National Raising Day – last day to raise for $200 Ø  17th October – IXP promotion in Sprint Ø  21st October last day for AIESECars to raise for price $200 Ø  23rd October – changing customer blow

TM&OD

TM&OD Area of Responsibility (Project)

PLANNED VS. EXECUTED Activities

KPI

OD/LCD Model evolution

Entities development

Coaching (based on LC Focus)

LC growth in focus programme

[COMM] Organizational culture campaigns

Campaigns efficiency (COMM Report)

Creation Implementation

Comments Done, but has not been properly tracked Functional coaching has been done by each MCVP, but there's no national follow up Done Inputs were asked for the MC, which has not

LCs Structure Alignment

actively participated. In October, we'll have

% of LCs implementing suggested structure

a meeting with LCPSe to talk about national strategy for local structures

Area of OD: Education Responsibility (Project)

[MC] R&R Strategy LIM Agenda Management Activities National Events Agenda Management

Done (NatCo 2014) % of entities applying the strategy

KPI

#Agenda conferences delivered

[MCP] EBs Election guide and follow up

Done (SIs 2014.3) Comments Done (NatCo 2014, Sprint 2014)

LEAD for iGCDP will start on Winter peak;

LEAD Implementation TM&OD: Network's Empowerment

Creation Implementation

LEAD for iGIP is working as part of SDP. % EBs elected in the correct timeline

NST Strategy Coordination

LCVPs 1st round elections will be launched on October, 11th Done Functional visits were exclusevely

[MC] Functional visits

coordinated by MCVPs, according to their specific needs

[iGIP] SDP Strategy Implementation

% entities implementing strategies #Active sellers in LC's under the program

Synergy between TM & iGIP NSTs

TM&OD Area of Responsibility (Project)

TM: AreaCEM of Responsibility (Project) Area of TM: Recruitment Responsibility (Project)

PLANNED VS. EXECUTED Activities

KPI

TMP/TLP Quality minimums

% of entities applying the strategy

Upsales in TMP/TLP Products Activities Efficiency in TMP/TLP

# of TMPs/TLPs reintegrated Efficiency in TMP and TLP per Exchange

Recruitment processes standardization

% of entities implementing the strategy

[MKT] Conversion Activities strategy [COMM] Referral Strategies

TMP/TLP efficiency rates KPI

KPI

# applicants referred

Creation Implementation

Comments

Strategy and tracking tool are created and will be downscaled in two weeks (Sprint 2014) IXP Campaign and reallocation project before

Creation Implementation

recruitment Comments Is working on demand

All Entities followed the national timeline and strategy. Creation Implementation

Has not been used in Q3 recruitment peak. Comments Has not been used in Q3 recruitment peak. NEC strategy is clear and the tracking tool is already working, but it has been recently

NEC (National Education Cycle) coordination

% delegates positive evaluations

implemented and we can't still measure its efficiency. MC participation has been really weak. Besides of NEC Tool, we developed a tool for

TM: Process Standardization

[MCP] Management Tracking Tools development

#tools effectively implemented

Team Minimums tracking, but it will only be downscaled to the network in the October Conference (Sprint)

[MKT] TM Products rebranding [COMM] PODIO management [COMM] GIS Implementation

TM products refreshed Podio culture implementation % of membership trained and using GIS

"LĂder Global" is the national brand for TMP/TLP positioning Almost every functional area is using Podio as IM/KM Platform. GIS Implementation has been 100% responsibility of COMM in this first quarter

TM&OD

SWOT ANALYSIS STRENGHTS

Ø  Clear processes with the new costumer ﬂows Ø  TM FOBO role understanding Ø  NST Empowerment Ø  LCPs openness to discuss OD stuﬀ

OPPORTUNITIES

Ø  No direct external competency Ø  Poten<al educa<on alliances

WEAKNESSES

Ø  Relevance of TM inside the LCs (only for LCMs and recruitment) Ø  LCPs understanding about TM Ø  Synergy with the MCP for OD strategies is not clear

THREATS Ø  Interest of Panamanians on volunteerism

TM&OD

START – STOP – CONTINUE

START

STOP CONTINUE

Ø  Fully implement S&S for TMP & TLP (Team Minimums, Educa<on) Ø  Coordinate coaching strategy implementa<on Ø  Establish expansion plan for 2015 Ø  Having more accurate data about our membership (BI) Ø  Beaer synergy with COMM in terms of Implementa<on channels Ø  Se|ng clear produc<vity goals Ø  Not focusing on suppor<ng Expansion en<<es Ø  Working only with TM processes (weak synergies) Ø  Approaching LCPs only when it’s legisla<on <me Ø  Open communica<on with LCVPs and LCPs Ø  Good synergy with NSTs Ø  Clear processes and focus for TM

TM&OD

ENTITIES DEVELOPMENT – GROWTH MODEL Coaching Model

Development iGIP

iGCDP

Operations Strategy Direct coaching with MCVP iGIP Focus program to the 3 LCs CRM Database National projects standardization, timeline alignment, off-peak cooperations with specific CY; CRM Database

oGIP

MCVP with specific support strategies focused in LC UTP

oGCDP

2 biggest LCs having oGCDP as Jump In program; Specialized Units implementation (Universidad de Panamá)

Support Strategy TM: SDP Implementation MKT: Market Segmentation CR: National account sales and delivery TM: SDP Implementation MKT: Market Segmentation BD: PR for RSC MKT - CRM Database; Product packaging & innovation + Universities relations management MKT - CRM Database; Product packaging & innovation + Universities relations management

TM&OD ENTITY AZUERO LATINA USMA UTP VERAGUAS NATIONAL

ENTITIES DEVELOPMENT – GROWTH MODEL TMP

TLP

iGCDP

oGCDP

iGIP

FOCUS PROGRAM

oGIP

Q3 2013

Q3 2014

Q3 2013

Q3 2014

Q3 2013

Q3 2014

Q3 2013

Q3 2014

Q3 2013

Q3 2014

Q3 2013

Q3 2014

Focus

Jump In

0 30 21 52 0 112 215

0 12 18 37 0 134 201

0 10 6 12 0 50 78

0 6 4 11 0 35 56

0 0 3 0 0 3 6

0 6 1 2 0 9 18

0 0 3 0 0 3 6

0 0 0 0 0 1 1

0 4 14 9 0 27 54

0 6 13 5 0 29 53

0 0 0 0 0 0 0

0 0 0 0 0 4 4

iGCDP iGIP iGIP iGIP oGCDP iGIP

oGCDP iGCDP oGCDP oGCDP iGCDP -

Problems detected: Ba d p l a tform m a na gement (MyAIESEC) Recrui tment goa l s w ere n ot ful fi l l ed Retenti on ra tes a re d ecrea s i ng Not cl ea r LC S tructure No MM S tructure

La ti na , UTP a nd the MC a re growi ng, w hi l e USMA i s d ecrea s i ng. Overall growth: 200%

Al l e nti ti es decrea s i ng o r ma ntai ni ng 0 performa nce. Overall growth: -‐ 500%

USMA a nd UTP a re decrea s i ng, w hi l e La ti na a nd the MC i s growi ng b y 2 experi ences . Overall growth: -‐ 1,85%

The MC i s the o nl y enti ty growi ng. Overall growth: 100%

TM&OD

ENTITIES PRODUCTIVITY OVERALL PERFORMANCE & PRODUCTIVITY PERF Q3 2013

AZUERO LATINA USMA UTP VERAGUAS NATIONAL

0 4 20 9 0 33

PROD. Q3 2013

0,13 0,95 0,17 0,29

PERF Q3 2014

0 12 14 7 0 43

PROD. Q3 2014

1,00 0,78 0,19 0,32

TM&OD

AZUERO LATINA USMA UTP VERAGUAS TOTAL

TALENT ANALYSIS BY ENTITY MIEMBROS AGOSTO

RECRUITMENT GOAL

NEWBIES RECRUITED

RECRUITMENT EFFICIENCY

CURRENT NEWBIES

RETENTION RATE Q3

TOTAL MEMBERS

6 16 26 34 11 93

0 10 29 21 6 66

0 15 8 22 10 55

NA 150% 28% 105% 167% 83%

0 6 8 20 10 44

NA 40% 100% 91% 100% 80%

6 22 34 54 21 137

TM&OD

TALENT ANALYSIS BY ENTITY Q3 Q3 EB MEMBERS MEMBERS

AZUERO LATINA USMA UTP VERAGUAS TOTAL

# NSTS

# LCPS # LCPS # LCPS APPLICANTS APPLICANTS APPLICANTS 1ST ROUND 2ND ROUND 3RD ROUND

6 16

4 6

0 4

0 0

26 34 11 93

5 7 4 26

3 11 0 18

1 1 0 2

0 2 NA NA 1 3

? NA NA NA NA 0

TM&OD ADDITIONAL FUNCTIONAL ACHIEVEMENTS I.  II.  III.  IV.  V.  VI.  VII.

Na<onal compendium revision and update En<<es status revision by NatCO 2014 NatCo 2014 Legisla<on and fair coordina<on Empowered NSTs working with TM network :) LCPs elec<ons process coordina<on and applica<ons report Strategic Visit and SI delivered to AIESEC in Veraguas Chief delegate of AIESEC in Panama in IGN Summit 2014 (20 delegates) VIII.  LEAD cycle for GCDP trainees developed IX.  Invited to represent Panama in the Global Business Model Summit (AI, Roaerdam, October) X.  Chair of the Global Expansions Commiaee 2014-‐15

MKT

PLANNED VS. EXECUTED

MKT

SWOT ANALYSIS STRENGHTS

Ø  Ø  Ø  Ø  Ø  Ø

Working with stablished process Standardized image Marke<ng is working :D Long term thinking. Beaher segmenta<on. 100% aligned programs

OPPORTUNITIES

Ø  Start doing real digital marke<ng. Ø  Start doing marke<ng for ICX (Panama is the way)

WEAKNESSES

Ø  A few capacitated members. Ø  Bad image of AIESEC.

THREATS Ø  Irrelevance in market

MKT

START – STOP – CONTINUE

START STOP CONTINUE

Crea<ng speciﬁc campaign per communica<on channel Ensurance the conversion rate in each process Working harder in media apariences Doing marke<ng level 3 :) (Content Marke<ng, SEO, SEM, Blog, Guerrilla Marke<ng) Ø  Improving PR and media apariences Ø  Ø  Ø  Ø

___

Clarifying all the process, capacita<ng all the membership to have beaer pipeline Standardized image Branding posi<oning Marke<ng Summits + OGX

MKT

SOCIAL MEDIA ANALYSIS

MKT MEDIA APPEARANCES Ø 1 event -‐ EF. Ø 1 radio appearance -‐ VIP Negocios. Líder Global promo<on

CONVERSION

FLA

EXECUTED PLAN Ejecución de Plan de Finanzas

No Ejecutado

En Proceso

Apartamentos Pagos

Reportes DGI

Proceso Pagos Dell

Cumplido

Cambio Modelo Financiero

Plan Financiero Nacional

Plan Educa<vo Financiero

FLA

SWOT ANALYSIS STRENGHTS

Ø  Finnancial Knowledge Ø  Finnancial Procedures Ø  Big Cashﬂow

OPPORTUNITIES

Ø  Build a strong ﬁnancial funds Ø  Start make a Smart investments

WEAKNESSES Ø  Lack of Knowledge to make right

Investments Ø  Lack of ﬁnancial knowledge Ø  Not deliver the reports on <me

THREATS Ø  Losing our membership Criteria Ø  Losing our Tax exonera<on

FLA

START – STOP – CONTINUE START

STOP CONTINUE

Start a educa<onal cycle of Finance. Training the ﬁnances member how to make the reports. Finish the apartment strategies. Start pu|ng deadlines to all the reports that en<<es need to send to AI and Panamanian Government. Ø  Build a beaer rela<onship with the Finance VPs. Ø  Ø  Ø  Ø

Ø  Con<nue the tracking of the en<<es cashﬂow. Ø  Con<nue tracking Dell Payment. Ø  Con<nue change the ﬁnancial model. Ø  Stop being condescending with the en<<es to send their reports. Ø  Stop the lateness to send the MC invoice to the LCs.

FLA

FLB FINANCIAL STATUS REPORT

To be implemented as soon as possible

PARTNERSHIPS REPORT

Ø  EF - contacto con universidades para volanteo, participación en Expo Idiomas Ø  PANAMCHAM - participación en sub comité de CSR, sub comité de medio ambiente, aporte de ideas para foro y participación en Recognition and Networking Event Ø  Ciudad del Saber - participación en get together del edificio de Centro de Innovación, coordinación para auditorio de Y2B, coordinación para publicidad de Y2B

NUEVOS ACERCAMIENTOS

Ø  SUMARSE -‐ alianza estratégica para crecimiento Ø  CLEIN PANAMÁ 2014 -‐ publicidad de AIESEC y espacio para taller y foro en el evento Ø  The Corporate Diplomacy -‐ Muy interesados en par<cipar con AIESEC, ha espera de ﬁrmar GIP y Y2B, buen candidato para productos de non-‐ exchange

RELACIONES CON EL GOBIERNO

Ø  IFARHU -‐ presentación de oportunidad para contribucón a EPs y oportunidad de préstamos (estamos en proceso y en contacto) Ø  INADEH -‐ Interés para que los estudiantes se integren de alguna forma a AIESEC, crear talleres y foros mensuales en conjunto y traer TED conference a Panamá

RELACIONES CON EL GOBIERNO

Ø  ATP -‐ acercamiento para presentación de ciclo de conferencias nacionales e internacionales, además de proyectos de intercambio Ø  Además: recibiremos invitación para par<cipar en el debate sobre el ante proyecto Ley de clases de liderazgo en escuelas y de juventud

¿QUÉ SIGUE?

Ø  Criminalidad de ventas, ventas y más ventas, necesitamos platita y pa´esa vamos!!! Meta: 10 nuevas empresas $: 7mil Ø  Copa?? sí!!, viajes con buen descuento es lo que queremos!! Meta: negociar 15% de descuento como mínimo Ø  Embajadas - ya estamos tocando puertas, con fin de crear lazos cooperativos preferiblemente sin incluyen este signo: $$$, además de buena información y apoyo para OGX

SWOT ANALYSIS STRENGHTS

Ø  Conocimiento

OPPORTUNITIES Ø  Importantes alianzas por las cuales llegamos a un mayor mercado

WEAKNESSES Ø  Hace falta material para presentar non-‐exchange

THREATS Ø  Tiempo de cierre de presupuesto en las empresas

COMM

COMM PROJECT

PLANNED VS. EXECUTED ACTIVITIES

NOT YET IN DONE DONE PROGRESS

Analysis and Selec<on of Internal channels Educa<on of Channels func<ons

X X

Standardiza<on [TM&OD] Podio Training & Management of Internal Channels Internal Communica<on Policy and Procedures (ICPP) Follow up the accomplishment of ICPP

Dissemina<on of informa<on

X X X

Survey: Consumer & communica<on media preferences

Weekly News

[TM] Informa<on Center

COMM PROJECT

PLANNED VS. EXECUTED ACTIVITIES

[TM&OD] Engagement Survey [TM&OD] Evalua<on of Organiza<onal MC performance / culture / Image Survey Iden<ty TM&OD] Engagement & Organiza<onal Culture Campaings

NOT YET DONE

DONE

x x x

IXP -‐ Full XP Internal Campaigns

IN PROGRESS

IXP -‐ Reintegra<on

IXP -‐ Micro XP

COMM PROJECT

PLANNED VS. EXECUTED ACTIVITIES

NOT YET DONE IN PROGRESS

Selec<on of ambassadors team

Test and feedback GIS Implamenta<on

Na<onal Pre-‐Launch (NatCo) [MCVPs] Na<onal Implamenta<on [MCVPs] GIS trainings planning New EBs training

DONE

x x x x

22.80%

COMM CLEANING THE GROUP FROM +400 TO 177 MEMBERS

COMM ADDITIONALLY Ø  DISSEMINATION OF INFORMATION: IC coverage: 4 videos haps://www.youtube.com/watch?v=NJEyoPpVKJ4 haps://www.youtube.com/watch?v=qgH9RQCdhjE haps://www.youtube.com/watch?v=OldLliif0fo haps://www.youtube.com/watch?v=EVshOcjpAkQ Ø  CONFERENCES: Concept and communica<on support

COMM ADDITIONALLY Ø  TEAM MANAGEMENT: a) Ambassadors (weekly meeting. After NatCo and IC our weekly meeting were discontinued ) b) TEAM COMM (weekly meeting: Monday 7 pm) Ø  PARTICIPATION IN LC ACTIVITIES: CHAIR SI USMA (July 5th) / CHAIR SI UTP (Sept 27th)

COMM

SWOT ANALYSIS STRENGHTS

Ø  Members‘ awareness of communica<on relevance. Ø  NST good a|tude to learn and work.

OPPORTUNITIES

WEAKNESSES

Ø  No email culture Ø  Unclear use of diﬀerent channels Ø  Low par<cipa<on in social media

THREATS

Ø  Free pla†orms to manage informa<on Ø  GIS implementa<on failures Ø  New communica<on tools on GIS Ø  A new culture from zero

COMM

START – STOP – CONTINUE

START

STOP CONTINUE

Ø  Ø  Ø  Ø  Ø  Ø

Emailing culture Educa<on of internal channels func<ons Share of LC news Download informa<on from AI MC facebook fan page strategy Showcasing the work of NSTs and Ambassadors

Ø  Designing Ø  Assuming OCVP COMM responsibili<es Ø  Ø  Ø  Ø  Ø

Weekly News Exploring GIS to discover new COMM opportuni<es NST management Ambassadors management Content genera<on

THANK YOU

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