Q1 Report
[Date]
Letter From MCP Firstly, I want to congratulate and thank you all for your contribution because that enabled AIESEC India to win the ING Global Contribution Award at International’s President Meet in Serbia. It is always an honour to receive an award on behalf of AIESEC India because it signifies the hard work all our members are putting in and hence enabling AIESEC India to win this award. Having said that, 2013 is all about being extremely organizationally sound by knowing our purpose as AIESEC India and as the entities of AIESEC India and at the same time becoming operationally extremely strong to be able to move towards and deliver on 2013 goals. In Quarter 1 as an organization we have ensured that we are moving faster and stronger towards achieving both these requirements to eventually fulfill 2013 moving towards 2015. The first quarter of 2013 has been extremely hectic for all of us: the MC and LC’s included with Transition, LC Coaching Visits, National Leader’s Summit, Recruitments, Regional Youth Leadership Seminars, BRIC Conference hosted by AIESEC India, we have all had our hands full. Via all these “Vivamus porta our “Why” as an organization and now with the Education Hub and events we have consolidated NST’s we aest re on soed ur way to be 100% percent ready to deliver the biggest Q2 AIESEC India has ever est.” seen. We have shown immense growth in raising in Q1 which was the focus of the quarter. We as Yuva hope we have raised the right forms with the right expectation setting to now be able to go all out in terms of matching in Q2. At the same time it is important to ensure that we have enough capacity in our LC’s now in Q2 to raise, match and realize with excellent quality. Capacity means the right members who because of the right induction, training and LEAD are now ready to deliver on their team purposes and hence enable the self development AIESEC will provide them with. Another key focus of Q1 was marketing and striking the right partnerships. Marketing as a portfolio has grown multifold in Q1 and the registrations we receive daily on our ORS are a proof of the same. I hope you in your LC’s are getting touch with all these possible customers and hence enabling more and more experiences at LC level, this is a first small step to be recognized as the first choice partner for leadership! Growth in GCDP and GIP is because of synergies with the functions and TMP, TLP management. The LC needs to be like a well-‐oiled machine with all parts being extremely effective. I hope you are playing that role in your LC! Have a great time reading the Q1 report and implement all the learning’s you get of it! Know what will be your contribution to Q2 as a members, team leader, EB member or LCP till the time you reach the end of the report. Waiting to see our dreams turn into reality in the coming Quarter! Ramita Vig President AIESEC India 2012-‐2013
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Experience Delivery Operations Inferences • •
•
•
•
•
•
GCDP Program has seen a growth of 33% in raises in Q1, which is exceptionally good. OGCDP has seen a growth of 118% in matches and 60% increase in raises. The focus here was to create an April off peak and it definitely seems to have guaranteed a big summer cycle. IGCDP has seen a growth of 24% in raises but the matches have gone up by only 5%. The focus now should be on converting these raises into matches. VP IGCDP’s should look at matching at least 60% of their raises in Q2 as AIESEC India plans to match at least 500 forms in April. GIP Program has seen a growth of only 16% in raises but the raising was carried out sub product wise which promises to improve our delivery rate in coming days. IGIP has seen a growth of 15% in raises. The focus has been on effective sales training. LC’s need to pick up their performance and use all the resources provided by the MC to improve performance. OGIP has seen a growth of 21% in raising and a dip of 24% in realizations. The raising campaign has ensured that most of the raising happened sub product wise. The focus needs to b e on converting these IT and ET raises in matching in the coming Quarter.
2500
2223
Raise Match
2000
Realization
1500
1189
1000
500
516 314
241 239
0 GCDP
GIP
1. Quality and NPS update – No Surveys have been released by AI in Q1. Firefighting was completed for Q4. 2. International Relations Update • IR Partnerships – Partnerships struck with Egypt, Russia, UK, Brazil and Cambodia. • Conferences – BRIC Conference delivered for product Development and improving relations between BRIC countries. • CEEDs – Ceeds sent to Cambodia and Egypt. Received from Brazil to boost exchange. 3. Operational Training Update • MB Conference delivered at NLS for 180 odd Delegates. • Need b ased operational training delivered in March. • Virtual Operational Training classes are ongoing. Q1-‐ Achievement’s-‐ Structured Sub product raising done in GIP keeping global supply in mind. Guaranteeing a m assive improvement in Delivery rate. • Massive growth in OGCDP overall as a program with the help of a strong synergy with marketing. • No of IXP’s have gone up. Q2-‐ Progress and Action Steps-‐ • IR and Matching – Aggressive matching is needed to convert 3500 odd raises into matches. LC’s should look at striking LC – LC Partnerships to boost matches. Proactive approach needed in capitalizing on MC supported IR Partnerships. • Operational training and Education – LC’s need to focus on training and educating Members and MB’s operational skills to boost efficiency and productivity. Proactive approach expected in attending MC Driven training. 3
oGCDP Inferences • • •
There is a 60% growth in Q1 Raising, which is due to growth in IXP, UR and conversions from marketing. There is a growth of 105% growth in matches due to focus on April peak and country partnerships. There is negligible growth in realizations which means LCs could not create off peak cycles.
General Inferences •
• •
There has been a lot of growth happening however it is not even close to LC/MC targets which is an area of concern. Growth needs to be 200% not 60% if we are to even come close to achieving our targets. Matches should have shown 300% growth considering April cycle, which has also failed with Bangalore and Mumbai not achieving their targets. LCs need to start matching aggressively and tap the Africa and Asia market.
Growth driver and results due to same analysis • •
•
Global Leader’s Program– Shown immense growth but RYLC delegates have still not been tapped in most LCs. Campus Ambassadors Program-‐ Not shown good results as LCs did not using the OS properly and started using CAP for raising whereas their job role was branding, promotions and getting leads. Showcasing Impact (Marketing) -‐ Has got us immense growth but the problem is the conversions compared to the registrations which has been extremely b ad. Analysis and Way forward
Q1-‐ Achievement’s-‐ We have shown good progress in raising and matching however we can do much more as we are way short of targets. Q2-‐ Progress and Action Steps-‐ 1. EP engagement and Delivery – Matching and delivery teams driving EPIC, Cultural Preparation, EP Campaigns,, Parents Night, Engagement Newsletters, Issue based learning circles. Working on VISA with Udaan and taking support from NST Delivery to work on EP preparation and EP delivery kits. 2. IR -‐ Africa and Asia – Besides Russia, China and Egypt if you want to grow, try to send more people to countries we have never tried. Asia and Africa will cause growth in your LCs. 3. Pending conversions from Adhoc (ORS) and IXP -‐ Call them for a Global Entrepreneurs Seminar/Individual meetings asap and convert them. Sending them parent + Registration to Raise newsletter is a must. 4. UR conversion and pending IS's to be done asap and final MOU' signed (not to be the only focus), follow up and expectation setting to be done asap. 4
iGCDP Inferences Growth/ Fall in RMR in Q1 and reasons for the same • •
•
There is 35% growth in Q1 raises, this shows a huge potential to match your raised forms in Q2. We have fallen in number of matches compared to last year. Most of the LC’s are not focused on matching and due to poor q uality of forms raised on system. There is positive growth in realization due to strong pipeline from LC’s.
Delivery Rate • •
Raise to match ratio is 7:1, ideal ration should be 2:1. Total number of client available LC’s have partnered with is 167. If we want to deliver 3500 XP, we need 500 TN takers or learning partner.
General Inferences • •
•
•
•
Current forms available on system are 1985 There is slow contribution from Specific LC’s; this LC’s have more then 400 forms on system. In April they 2 weeks they have able to match only 7 forms. LC’s at general stage are showing negative growth in comparison to 2012. Currently this LC’s have decent 286 forms available on system that need to be matched. We have highest number of forms in network but we are failing to capitalize on global IR. Ensure you are raising the right forms which will be easy to match Major contribution comes from DU and DI. Rests of the LC from other clusters are not showing effort to match their forms. Massive congratulations to AIESEC Chennai for growth in Q1.
Growth driver and results due to same analysis • • •
Financial Sustainability:-‐ LC’s are not doing free exchange any more, every LC’s are charging money from NGO or EP fee based on LC reality. Quality:-‐ Focusing on TMP/TLP on x during realization. This will help LC’s to manage EP’s more functionally. National and regional projects:-‐ Countries specifically matching for nationalized project. Recently we struck IR partnerships with UK, Germany and Canada. Analysis and Way forward
Q1-‐ Achievement’s-‐ Growth in number of raises which now needs to be converted to matches Q2-‐ Progress and Action Steps-‐ • • •
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Matching Mania from 25th of April, with top partner countries. Target of Q2 is 1800 match on system. Quality check of LC’s in m ay for summer cycle delivery.
iGIP
Inferences è Raising There is an overall growth of 15.84 % in raising as more Local Chapters have grown due to focus on Sales and Sales Education Video for Local Chapters è Matching There is an overall growth of 31.13 % in matching due to promotion of Discover India learning N etwork and Deliver 200 though m aximum growth has come from NEP è Realization There is an overall growth of 27.16 % in realization due to strong December and continuous Match Growth in First 2 months and also NPS Quality improvement of GIP 1. Delivery Rate Our Delivery rate has been only 21.5% that is quite dissatisfying as most of the clients are being undelivered leading to bad brand in the market 2. General Inferences a) There is a huge gap of target VS achieved for AIESEC India which is a matter of concern though the hope is of the total number of forms raised in Q1 b) The growth has mainly come from NEP and Specific Cluster (Chandigarh, Hyderabad) and growing entities (Ahmedabad & Pune) though Evolution cluster has shown negative growth in matches c) Good to see high one local chapter already reach 50 Realization that is AIESEC Delhi IIT 3. Growth driver and results due to same analysis Implementing and Structuring Learning Network: -‐ Matching and growth coming from the education and promotion of learning network Alumni: -‐ Not a lot of growth due to alumni though newsletter to alumni sent for promotion of GIP
1200
1016 1000 877 800 2013
600
2012 400 220 213 173 167
200
0 Raise
Match Realize
External Collaboration with External Organization: Partnered with Tie as Pilot project for assessing external partnerships. First done with Tie Mumbai
Analysis and Way forward Q1-‐ Achievement’s-‐ Overall growth in raises, matches and realization. Result in matches due to promotion of Discover India, Process Optimization and Deliver 200 Q2-‐ Progress and Action Steps-‐ A huge focus of delivering the forms (Still 800 forms unmatched and undelivered), raising for Growing cluster in April(ORS follow up) and then crazy Matching and delivery 6
oGIP Inferences • •
•
21.68% growth in Raises, 7.69% growth in Matches and -‐24% growth in realizations.
The growth in raises is mainly due to the conscious effort towards creating peaks for oGIP. The aim was to make Q1 a raising peak followed by a matching peak b etween March and April. The ‘Let Me Do It’ campaign definitely played a part in pushing results in raises and m atches. IT and ET EPs were the main focus. 40% and 20% of the Eps are from the IT and Teaching sub product respectively.
Q1 2012
2013
174 143
The fall in realizations was mainly because of the poor number of raises in N ovember and December in 2012 which led to very few conversions in January and February
Delivery Rate-‐ 16.09%
26 28
25 19
General Inferences oGIP in the last Quarter has seen a huge improvement in terms of EP selection. LC’s now raise in specific sub products and as per EP demand only. Growth Drivers: IT-‐ has become AIESEC India’s main sub-‐product in oGIP and as well on the track to become the top suppliers in the network. 40% of the current EPs are IT EPs Teaching-‐as a sub product has become the secondary focus area for LC’s. 20% of the current EPs are ET EPs TMP/TLP-‐LC’s across Indian have also seen an increase in manpower in their oGIP departments that will now lead to growth in the coming Quarter. Analysis and Way forward Q1-‐ Achievement’s-‐ AIESEC India currently stand no.4 in the network in terms of raises in oGIP. The achievement here is that 40% of these forms raised are from IT, which means that conversions in the Q2 will be higher. All LC’s have a VP for oGIP and a decent membership for the same. 15 out of 19 LCs are actively working towards delivering GIP experiences to Indians. Q2-‐ Progress and Action Steps-‐ Q2 is all about matching forms in forms that we have on the system. LC’s now need to slowly move from using its oGIP members to effectively recruit EPs to effectively match them. April is the month to go all out with LC promotions in the network and create a strong GIP brand for your LC. LC LC partnerships and smart m atching will set the Top LCs from the lower ones. EPIC’s are extremely important. All EPs need to be inducted, trained, matched and prepared for their life changing experiences in June/July.
TMP and TLP 1. Growth/ Fall in RMR: Growth in TMP Experiences – 219% Growth in TLP Experiences – 100% General Inferences: • EB structures, MB Announcement, AM to TXP conversion and TMP TLP on exchange, TMP TLP through expansions led to growth in TMP TLP Experiences. • Growth in TMP Experiences is faster than the growth in TLP Experiences. We have to take care that a TL at an LC level is not managing too many people. • MB structures have worked for AIESEC India however we need to pay more attention to Exchange support teams, specifically in TM, Marketing and IM. 2. Connecting to GIP and GCDP: • Growth in oGCDP Raises in Q1: 59.4% • Growth in iGIP Raises Q1: 22% • 120 iGCDP EPs integrated into TXP roles. 3. Q1 Function Review: • Programme structures and Optimized Recruitment Process sent out • 6 LCs implementing Optimized Recruitment process • RYLC delivery • Virtual Induction and Induction for those who did not attend RYLC 4. LEAD update: • LEAD at NLS and coaching visits. • LC coaching for on-‐ground LEAD Implementation – 8 LCs doing LEAD Implementation • LEAD TtT selected. TtT conference in April.
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4000
3670
3500 3000 2500 TMP
2000 1500 1000
TLP 1287 1130 640
500 0
5. Integrated XP’s update • 100 out of 657 members/leaders raised on the system in Q1. • 65 out of 191 Realized EPs re-‐integrated into TXP roles (From Dec-‐Jan realizations) 6. AM to TMP/TLP update: • 12 LCs implementing AM • 1300 Ams in Q1 • Conversion to TXP -‐ 300
MC Projects and Priorities in the Programme Q1-‐ Achievement’s-‐ -‐ -‐
Goal achievement for TMP TLP. Growth in Integrated Experiences.
Q2-‐ Progress and Action Steps-‐ -‐ -‐ -‐
-‐ -‐
Creating TXP Minimums and Policies for LCs. Review of EB structures and MB structure suggestions for Q2. Calculating average number of experiences each individual takes in AIESEC India for better goal split for TMP TLP month wise starting May. Goal for number of members based on average number of experiences and working towards the same. More LCs implementing the Optimized recruitment process. Focus on AM to TMP TLP conversion (higher conversion rate)
•
Analysis of Q1:
-‐
-‐ -‐ -‐ -‐ -‐
•
Next steps for Q2: -‐ -‐
-‐ -‐
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Growth in number of experiences is greater than growth in number of m embers. Connection between TM and GCDP GIP at an LC level has to increase to ensure conversion of TMP TLP growth to GCDP GIP. Planning for TM and GCDP GIP for Q2 need to happen together. It is essential to focus on TM, Training and TMP TLP Management simultaneously. Focusing on one of the three will not lead to the ELD growth we want to achieve. Specific expansions have been meeting TMP TLP goals, which should lead to growth in focus programmes.
Taking Operational training and LEAD Forward through the education hub and online training schedule. Taking forward LEAD Training for MB’s of AIESEC India through the TtT Creation of a TM tool for AIESEC India – for talent planning, TM and L&D Planning, teams tracking and tracking number of members and XPs at any given point of time. MB Induction module for AIESEC India.
Functions Report
Business Development Report Q1 NEP + ER
Analysis of Q1:
External Relations
Fund Raising Total: XX currently received. BoA Engagement: • • • •
Joint Board Meeting successfully conducted. Board Charter officially passed. Introduction of Ms. Tanya Dubash on the National Board. Individual project based meetings held.
Partnership Follow up: Tata Chemicals supporting Project Conserve for 2013 New sales: • • • •
Partnership initiated with Tata Motors-‐ 6 Month Pilot Partnership with Dannone Narang: Campus Ambassador program for B’lue Association with Café Coffee Day for Recruitment promotion. August Recruitment partners confirmed: ETS Education(GRE/TOFEL) and Nokia
Activities Planned for Q1: • • • •
Follow up on Joint Board Meeting and addition of new Board m embers. Planning and sales of Y2B Sales of National GCDP Projects Delivery of current Partnerships
National Sales Focus Areas Account Creations and Management
• •
• Exchanges and Funds Raised
•
• Supply Building
Target- 35
Update New accounts to be created HCL, Amazon and Fortis. Coordinators for every account with frequent reviews and updates from the partners All partners invited for the career day & NLS. Exchange growth from 10 (2012) to 37 in 2013 i.e 10,70,000 to be invoiced for Q1 Pending receivables in- 6,31,650.
Pipeline planning for Q2 and Q3 with the partners and CEEDs planned in synergy with iGIP • Virtual Country Meetings though NCs Achieved- 37(Till 31st March) •
• • • •
•
• • •
Way forward for Q2 Follow up with the new companies. Open applications for New National Coordinators and interviews Physical transition meetings with all partners. Introduction of the incoming MC NEP responsible to the National & Global Coordinators and Delivery VPs. Frequent updates from partners and NCs for smooth & fast process and focus on building supply according to the new requirement. Clear all the pending amounts from the partners. Preparation of CEEDers and promotional material Myaiesec.net promotion through NCs
Target- 35
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Marketing Report Q4 •
Key Strategies o
o
•
Contribution to ELD: ELD Conversion not tracked o o o o o
•
TMP/TLP: 2989 oGCDP: 3353 oGIP: 1328 + 173 iGIP: 164 Associate Membership: 133
National Community Manager: o
o
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Success -‐ AIESEC India Website Launch -‐ Content Marketing [AIESEC Exp Videos, AIESEC India Blog] -‐ Email Marketing [ELD –oGCDP, oGIP, iGIP] -‐ Analytics Next Steps for Q2 -‐ PPC [Pay Per Click] -‐ Conversion Rate Optimization -‐ Organic [SEO/SEM] -‐ Lead Management Tool
Success -‐ Go Global Campaign with over 2578+ registrations -‐ Partnership with TiE. Pilot with Mumbai. -‐ Partnership with Campus Diaries – one page write up from AIESEC every m onth. -‐ AIESEC India Company Page on LinkedIn -‐ Speaker at UN Conference in Delhi. Next Steps in Q2 -‐ Massive Online Presence -‐ Social Media • Go Global Campaign continuation till the end of March • oGIP Promotions • Optimum usage of HootSuite -‐ Partnerships & Alliances -‐ Alumni Engagement
Financial Report Q1 INCOME 30,00,000 25,00,000 20,00,000 15,00,000 10,00,000 5,00,000 -
27,88,749
EXPENSE 25,00,000
24,46,877
60,00,000
4,85,453
5,00,000 LC Business Contribution Development
57,21,078
11,14,723
10,00,000 -
Others
1,79,693 Affiliation Fees
Admin Fees
National Investments Services Fees
Others
Recognition AIESEC in Pune for clearing 4,50,000 INR from their total MC Dues.
58,60,945
AIESEC in Ahmedabad for almost getting out of debt with only 60,000 left to be paid to the MC.
40,00,000 20,00,000
-1,39,867
-20,00,000
13,47,994 11,63,818
15,00,000
Total Q1 80,00,000
20,54,726
20,00,000
Income
Expense
Loss
Accounts
Investment in Q1 & contribution to ELD
Quarterly Profit/Loss: -1,39,867 INR LC Receivables: 14,39,306 INR ER Receivable: 24,70,000 INR Reserves: 85,00,000 INR
Congratulations to both Sagar & Niyati from Pune & Ahmedabad respectively to present an ideal case practice in terms of, how to manage & track the repayment model when LC is in EiD status.
Analysis of Q1 &
AIESEC India office AIESEC India’s various IM platforms (resource & education hub) along with management & improvisation of www.aiesec.in International Relation by attending XPROS and various CEED opportunities way forward in Q2
1. LC-‐MC financial management a. Monthly synchronization of LC tally with the national accounts. b. Strict follow up with EiD’s and LC’s resulting to decrease in 70% of the LC receivables. c. AIESEC India LCs annual external audits followed by the MC audits to be done in April-‐May. 2. SOP’s for legal procedures in all programmes a. New pricing structure finalized and will be released by the end of April 2013. b. Taking forward the Q1 project of standardizing & legalise MOUs & Contracts for all the programs. 3. Finance website/tool a. Project on hold, AIESEC India will be using online available website/tool to manage and track finances on daily basis. Details for the same will be released by the end of this month. 4. New financial business m odel a. Education and implementation of this model in Q2. 5. AIESEC India office a. AIESEC India shifted their office to Borivali in March 2013. b. Total investment of 20 Lakh was done from the operational budget of AIESEC India and no money was utilised from the AIESEC India reserves. 12
Governance and Accountability North and East Region • • • • • • • • •
Over-‐all National Association analysis
7 LCs currently in the North & East Region 4 LCs (Chandigarh, Jaipur, DU, DI) are currently full members and will be able to retain their status AIESEC Kolkata will meet their criteria to upgrade to full member at JNC 2013 if they keenly focus on oGIP this quarter. AIESEC Jalandhar and AIESEC Lucknow are currently MoA AIESEC Jalandhar (MoA+EiD) is in a position to upgrade to MoP provided they are on track with their debt repayment plan AIESEC Lucknow stands to become an EiD if they default on the next recon payment AIESEC Dehradun and AIESEC Jodhpur are the two official expansions up for upgradation to MoP. Both entities need to focus on OGX, BoA and setting up an FD this quarter. LC m embership Status 4 Full members, 1 MoP, 1 MoA+EiD, 1 MoA
South Region § §
§
§ §
Total No. Of LCs in South Region: 5 Membership Status: Full Member: AIESEC Hyderabad MoP: AIESEC Bangalore MoA/EiD: AIESEC IIT KGP, AIESEC Chennai Possible Membership Up gradation: (all criteria apart from below m entioned have been met) -‐AIESEC in Bangalore to Full Member Subject to: creation of a Fixed Deposit of Rs. 100,000 | 9 more OGX Realization’s | Timely External Audit | N o dues to the MC -‐ AIESEC Chennai to Full Member Subject to: Full debt repayment (on track as of now) + no dues to MC | Timely External Audit | Fixed Deposit of Rs 100,000 -‐ AIESEC in Manipal University to Full Member Subject to: 19 more OGX | N o LC dues to MC | Timely External Audit AIESEC IIT KGP | Membership criteria for IIT’s needs to be reviewed by MESC Expansions: AIESEC in Vishakhapatnam & AIESEC in Vijaywada are due for up gradation to City based MoP. N eed to focus on: OGX | create FD of Rs 50,000 | Timely External audit | Set up a 3 m ember BoA
Western Region • •
•
Number of LC’s: 7 Full Member : AIESEC Mumbai Member on Probation: AIESEC Navi Mumbai, Baroda Member on Alert: AIESEC Ahmedabad (EiD), Pune (EiD), Surat, Indore Possible Membership Up gradation: AIESEC Ahmedabad to MoP : MC dues, OGX, FD to be worked on AIESEC Surat to MoP : MC Dues, OGX and FD to be worked on AIESEC Indore to MoP: FD AIESEC Baroda to Full Membership: GCDP and GIP OGX to be fulfilled AIESEC Pune to Full Membership: MC Dues, oGCDP, oGIP, iGIP to be delivered (raises are on system) AIESEC Goa is due to be upgraded at JNC to MoP AIESEC Surat to EiD – Pay MC Dues by April end
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Expansions: No of OEs – 7 No of IGs – 15 Goals Achieved oGCDP : 130/18/0 iGIP : 32/11/3 oGIP : 5/0/0 iGCDP : 46/6/0 TMP : 489/489/0 TLP : 112/112/0 Inferences: Entity Development model of starting entities by building promoters around oGCDP is working • No of University Partners has drastically increased and contributed to oGCDP raising • Goal Achievement is still relatively low primarily because of inadequate LC support structures and governance models for services between the home LC and expansion entity, each entity should have a contract with the home LC for the relationship and services provided between the 2 parties. • Constant coaching and support from the home LC is required specially in the nurturing stages of being an IG • Leadership Development is a key focus area in making entities independent of their home entities. MC Projects and Priorities •
• •
North-‐East Project: Q2 priorities include Guwahati (Assam), Shillong (Meghalaya) and SMU (Sikkim) Presence in every state of India: oGCDP and TMP/TLP recruitments in Patna (Bihar) and Jammu (Jammu & Kashmir)
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Closing Thoughts and Q2 Achievement
This quote is what defines my whole MC Team right now. We have 2.5 months remaining in office now and we are and want to go all out to ensure that the MC plan we promised to deliver on to AIESEC India is delivered on 100% with perfection. This is obviously with the support of all of you! Q2 is what is going to define the year for your LC. It is more or less the make or break quarter. It’s not a want but a need for the teams in AIESEC India to come together to ensure that as an entity we grow like never before in this quarter to deliver the challenging and fulfilling experiences that will create the future leaders of the world.
Also, I have said many times and would like to repeat that 2013 is the make or break year for 2015 achievement. If I break that down even further it means that Q2 is the most important time for us as an entity to come together and deliver. The growth in this quarter will define 2013 and hence 2015 goal achievement for us. I hope we are already to fulfill the promises we made and make IT happen!! Yours truly, Yuva AIESEC India Member Committee 2012-‐2013
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