AIESEC in Mainland of China
MC VP 1516 Candidate Booklet 3rd round
Words from MCP
MENU
Election Process
Application Package
Key Notes
AIESEC in MoC 1415 Introduction
MC Stucture
General Questionnaire
Function Questionnaire
Words from MCP
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 Cheung President 
 AIESEC in Mainland of China 2014-2015
Election Process
2015 6.Mar
Application Open
2015 14.Mar
MC Candidate Interview & Announcement
Application deadline
Before Apr
2015 15.Mar
MC Candidate Confidence Vote
Application Scanning & announcement
2015 16.Mar
Application Package One page summary of your entire application. Please highlight your year goal, ambition and key strategies.Â
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. Â
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 Questions Minimum font size = Helvetica/ Georgia size 10.
Belbin Test & MBTI Result. Belbin test link: https:// drive.google.com/file/d/0BuBFkdKXeCTbDRLeHo3QmxxbUE/ view?usp=sharing
Executive Summary
Curriculum Vitas
Application Questionnaire
Belbin Test & MBTI Result.
Assessments
3 Endorsement Letters
Blank Paper Challenge
3 mins Video
Please fill in the following assessments and export the report 1. http://ac.newleadersgroup.com/ mcccurc4icbeplrcrdwxrgebenelry rdrznetr1yewe9cryr7webe3ic2wc uic8xcics.do (for MoC candidate) 2. http://www.valuescentre.com/ products__services/? sec=personal_values_assessme nt_%28pva%29 (for international candidate)
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).
Key Notes
TITLE
Deadline
Each Candidate must submit the application package named as
The DEADLINE for submitting your application package is
The Application Package needs to be sent to
1516_MoC_MC Position_Application_Name
23:59, 14th of March 2015 (GMT +8)
mainland.china@aiesec.net eric.cheung@aiesec.net
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).
Questions
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 eric.cheung@aiesec.net or ray.lin@aiesec.net
AIESEC in MoC Introduction National Plenary 35 LCs 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
4 EIs under MC coach
EAST: NJU-NAU, XJTU-XISU SOUTH: HUST-WHU, CQU-SCISU
Our Network
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
•MC Term Start •National Presidents Meeting •Target: LCPs •Incoming MC plan consolidation •Review of current MC team •National direction
May
June
July
•Natco
•Target: LCPs and LCEBs (300) •LC function empowerment •LC bonding and final sprint •MC national plan launch
Apr
Aug Sept
•3 GLOBE Regional Induction Conference
•NLTC(LCP transition Conference)
•3 LEAD Regional Induction
AIESEC in MoC Introduction
Mar
Conference
Conference Cycle 14/15
•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
•NatCo
Oct
Feb
•3 LEAD Regional Induction
•Target: LCPs, LCEBs (300) •LC planning and implementation consultancy •Network connection •LC EB empowerment •MC direction clarity •MC election LC Term
Conference •Target: New Team members (400-600) •Organizational understanding and direction •Network Building
Jan
•
Start
Dec
Nov
•3 GLOBE Regional Induction Conference •Target: EP going on exchange (300-400) •EP preparation for exchange •Clarity of why of Exchange •EP LEAD
2008 •
Global UBS Excellent Award
•
NBBB Project Award
2009
2010
• •
2011
• • •
2012
• •
2013
• •
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
2014 •
Global Recognition
ING Leadership Awards Global Network Contribution Award
Develop LEAD for LDM in ELD
oGIP as the focus program To 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.
MC 1415 Strategic Focus
oGIP Cultivate network entrepreneurial leadership
Evolve organization structure for better implementation
Develop LEAD for LDM in ELD Programs In 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 implementation To 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 Leadership In 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.
Serious 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.
Fun
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
International Candidate Tips
Working Condition
Salary & Reimbursement
• 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.
• 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.
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.
Work and Salary
Structure Proposed for MC 1516
MCP
VP%OD
VP%Customer% Experience
VP%Opera,on
VP%Innova,on% OGX
VP%Opera,on
VP%Innova,on% ICX
VP%Opera,on
VP%Innova,on
VP%Marke,ng%&% Communica,on
VP%Digital% Marke,ng
VP%BD
VP%Finance
NEP%manager
Na,onal% Partner% manager Reopen
VP Operation VP Customer Experience VP Innovation OGX VP Innovation ICX VP Innovation
VP MarComm VP Digital Marketing VP BD NEP manager NP manager
General Questionnaire
General Questions 1 Understanding Yourself 3. Team role and expectation 2. About yourself a. How would your previous direct team leader and
1. Motivation
a. What are your key values in life?
teammates describe you on your team role, your key
b. What are your top 3 strengths? How
contribution, your strengths and weaknesses?
do you think your key strengths can 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?
b. Please share an experience that you achieve something
add value to the role you are
with a team in the past year, with measurable goal and
applying for?
clarify how the team works with you to achieve the
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,
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?
functions, expertise) in which you have the most experience and describe your experience in each.
d. What are the possible challenges you foresee in your future MC team? How will you cope with the challenges?
1. Understanding AIESEC and AIESEC in
2. MC Role
3. Insights of Organization Trends
a. What is the current role of MC? What
a. How will you evaluate the development
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
do you think should be the ideal role of
path of AIESEC globally and in Mainland
MC? How do we bridge the gap
of China in the past 5 years? What are
(Please include operational structure
the key reasons for success and failures?
and management capacity improvement perspective)?
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
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?
e AIESEC wa Please read th
8 aga y toolkit 200
in.
General Question 2 Your Organization Overview
Function Questionnaire
Organizational Development Group
OD Model
KM Link: http://pan.baidu.com/s/1hqeQ8xY • LCD Model for Entity Clustering • OD Model for Goal Alignment • Growth Model for FOBO Strategy Creation
Coach System
• • •
Expansion Management •
• •
Organizational Development Function Reality
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)
•
Coaching System Middle Layer Leadership Body Conference Cycle Internal Communication
JD OD group JD 1. Organization health navigation & LC development to drive achievement in LC levels 1.1.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
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
2. Organization internal talent capacity building to achieve LC goal achievement 2.1.MC-LC coaching, LCP coaching 2.2.NST coaching group management 2.3.Internal Communication channel 2.4.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.
Capacity Requirement
VP Operation JD
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 Operation Specific Questionnaire 1. Management of organization internal communication and implementation 1.1.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 Shaping 2.1.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 Coaching 3.1. 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
International Relationship S&S • • •
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. •
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
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. •
Customer Experience Function Reality
Key X Growth Strategy
Overview •
•
Reason
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.
•
MC Strategy
Realization drop reason: summer peak dropped more than 50% comparing with last year
Key Partners •
•
•
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
• • • • • • • • •
•
ICX GIP Function Reality
MoC Key Challenge
• • •
UK US Canada New Zealand Australia Poland Russia Germany Singapore Taiwan
Talent Capacity&Sales Intensity; LC Implementation; CRM; S&S
Yearly Pipeline Review
Yearly Performance Review
NPS: 41(38 in 2013) Member Productivity: 1
Yearly'Performance'Review' 1400# 1231#
1200#
1181#
1000# 800#
1087#
781# Re#
600#
505#
400# 200#
255#
0# 2009#
ICX GCDP Function Reality
2010#
2011#
2012#
2013#
2014#
Overview • •
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
Challenges
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
OGX GIP Function Reality
Performance • •
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)
Future
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
Overview Through past several years, oGCDP has become a relatively mature product with great impact in AIESEC Mainland of China.
Performance 2816 EP realizations from 1st Jan-End of Nov, 1752 realization from 1st Jun-20th Dec.
NPS Focus
NPS score overall is 37 RR:31%
• •
Challenges
OGX GCDP Function Reality
Leadership development in exchange experience, improve national EP education system.
Operational tracking,infrastructure problem solving and large scale management.
Customer Experience Group will have: VP Customer Experience (Team Leader) VP Innovation OGX(both GCDP & GIP) VP Innovation ICX (both GCDP & GIP)
Customer Experience Group
JD Key Performance Indicator
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 management 2.1.SnS & LDM implementation of EP & trainee 2.2.National exchange projects operation 2.3.Global Supply & Demand 2.4. Cross-entity collaboration project management
•
• •
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
3. Customer Experience team management and synergy coordination with other groups. 4. Constantly drive internal and external research for necessary insights.
Capacity Requirement
VP Customer Experience JD
JD 1. Responsible for ICX/OGX Product Innovation 1.1. 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 Initiative 4. ICX/OGX customer experience management 5. ICX/OGX Supply & Demand 6. Deliver projects that bring long term organizational growth in AIESEC Experience Program for AIESEC BHAG and 2020 mid-term ambitions 7. Constantly drive internal and external research for necessary insights.
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
Capacity Requirement
VP Innovation ICX/OGX JD
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 vision 1.3.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 Experience Specific 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 understanding 3.1.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 strategy 4.1.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 Experience 5.1.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 ICX Specific 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 exploration 1.2.product development 1.3.global supply and demand management 1.4.NST management 1.5.LC empowerment 1.6.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 ICX Specific Questionnaire 8. Product understanding 8.1.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 direction 9.1.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 in 1) 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 management 10.1.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 OGX Specific Questionnaire 1. Product Understanding - oGIP 1.1.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 Focus 2.1.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 Management 3.1.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 Development 4.1.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 OGX Specific Questionnaire 5. Product Understanding - oGCDP 5.1.Please define the key values of oGCDP product based on real customer insights 5.2.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 Experience 6.1.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 2015-16 7.1.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
LDM implementation
Organization Vision
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 ELD In 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 •
Process Optimization 1. 2.
3.
Innovation Function Reality
4.
New Customer Flow and New Global Information System implementation in MoC 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) New payment system update (launch soon) SalesApp 2.0 to solve the functionality and improve the UI (launch soon)
Innovation Culture Incubating system fund http://mainlandofchina.wix.com/ Incubatingsystemfund Initiative was created to develop Entrepreneurial Leadership. As the result we received 4 applications and 1 project from SYSU (conference about entrepreneurship) got a grant. •
Key Performance Indicator
JD 1. AIESEC in MoC long-term vision & mid-term ambition •
2. Constantly drive internal and external research for necessary insights.
•
3. Organization operation process optimization & related platform maintenance
• •
4. TXP leadership experience delivery & LDM implementation
•
5. Organizational innovation culture facilitation
• •
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
Capacity Requirement
VP Innovation JD
VP Innovation Specific 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 optimization 3.1.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 TXP 3.1.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
LC Capacity Building
Marketing
• • •
TMP APP(2013):23000+; GCDP APP(2013):13000+; GIP APP(2013):4000+
• • • •
National Digital Platform • • •
New oGIP website launch； Weibo：32000+； Weixin：14000＋
Media Report
•
MarComm Function Reality
Media Reports(2013)：1200+
Q1 & Q2（2014.Jun-2014.Nov）： • National PR Process Initiative； • oGIP Brand Building; • National Online Marketing Platform Development
New brand toolkit; National brand communication plan; National LC task-force system building; 1 national support team&1 national creative team
PR Partner
•
• •
Young People Matter (renren.com;Admaster;Anomaly;arkr;Isobar;EE media;Socialbeta;ADQUAN.com;Oneshow;You thology;肖明超趋势观察;Cityzine;Vice China) CAPE Youthink Centre
Focus Area Q3 & Q4（2014.Dec - 2015.May）： • National PR Process Consolidation； • LC Marketing Capacity Building; • National Digital Marketing Platform Development
Key Performance Indicator
JD 1. Align operations to AIESEC's brand 2. Creation and execution of the national marketing plan (marketing research,B2C&B2B product packaging) 3. Overall AIESEC brand management and subbrand 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
• • •
• • • •
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
Capacity Requirement
VP Marketing JD
JD Key Performance Indicator
1. External online communication channel management 2. Online engagement management 3. National centralized LEADS management 4. National VI projects
• • •
Capacity Requirement
•
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 Marketing JD
Group Questionnaire Function Understanding 1. 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 oneyear term? Product Marketing 3. 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 Marketing 8. 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 Relation 12.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 Group Specific Questionnaire For VP Marketing 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.
For VP Digital Marketing 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)
Business Development Group
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
Report Link
http://pan.baidu.com/s/ 1gdrJKZL
axrj
http://pan.baidu.com/s/ 1qW1AOEg
8oq1
http://pan.baidu.com/s/ 1mgkOcjQ
dl36
http://pan.baidu.com/s/ 1o63aPJk
q3rd
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 ER Sales Elite Team in Shanghai for National Partner Development
Youth to Business Forums
Refreshment into National Series Event with Purpose of ELD Growth - oGIP Subproduct as Forum Theme (Proposal Link) 1 National One (Report Link) 5 Local Ones(CQU, NKU, BUAA, SZU, ZJU)
Career Forums
Local ER Development
Way of Partnership Delivery for Employer Branding (Proposal Link) 3 Regional Ones (Beijing, Shanghai, Guangzhou) (KM Link)
National BD Positioning Clarification (Refer to National BD Planning Camp Output-Clarity of BD)
Alumni Summit in Jun. (KM Link) Alumni Management
Business Development Function Reality
Global Exchange Partners & National Exchange Partners
http://pan.baidu.com/s/ 1eQByGzo
Alumni Group Initiation (Facebook, Alumni, Wechat) Global Exchange Partner List: Electrolux/ALU/International SOS/Hasqvarna National Exchange Partner List Still 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
k8x2
JD 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.
Key Performance Indicator
MC Team External Resources Coordination • Coordinate the MC team in external resources to evolve national partnerships to further and more sustainable cooperation
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
Local Business Development Coordination • Ensure the synchronized business development between MC and LCs
KPI of National Partner Manager KPI of NEP Manager
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
Capacity Requirement
VP BD JD
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
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
Capacity Requirement
National Partner Manager JD
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
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
Capacity Requirement
NEP Manager JD
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 BD Specific 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 longterm 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 cosales 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 Manager Specific 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 value proposition of each partnership 1.3.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." 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? 5. Describe your key strategies in encouraging co-sales inside the national network including MC-LC cosales and LC-LC co-sales? What could be the potential benefits of these strategies? What could be the potential bottlenecks and your solutions?
NEP Manager Specific 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 value proposition of each partnership 1.3.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." 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? 6. Describe your key strategies in encouraging co-sales inside the national network including MC-LC cosales and LC-LC co-sales? What could be the potential benefits of these strategies? What could be the potential bottlenecks and your solutions?
Position MCP VP Operation&Innovation
VP iGIP VP oGIP
Name
Phone(+86)
Eric Cheung 18666926337 Anastasiia Isakii (Nastya)
15117920437
Matthew Fung 13570914577
eric.cheung@aiesec.net anastasiia.isakii@aiesec.net
alex.fung@aiesec.net
15201151402
zuqiang.liu@aiesec.net
VP oGCDP Venus Wang 15001264025
venus.wang@aiesec.net
VP iGCDP
Alice Liu
Martian Zhang 13618355216
martian.zhang@aiesec.net
VP BD
Candy Hu
14789861156
candy.hu@aiesec.net
VP ER
Mona Pan 18603400340
mona.pan@aiesec.net
VP DM
Chuck Chaoke 18612051217
chaoke.xxx@aiesec.net
VP FN VP OD
Bob Sun
15998407559 zhengyang.sun@aiesec.net
King Wang 18908230586
king.wang@aiesec.net
VP TM
Lily Gu
15105196029
lily.gu@aiesec.net
VP LCD
Flora Liu
18629319106
liu.flora@aiesec.net
VP IM
Ray Lin
13580506074
ray.lin@aiesec.net
Contact List VP MarComm Lucas Zhang 15122485983
lucas.zhang@aiesec.net
v v
v
Bold withPurpose The legend rolls on!