Ana Saldarriaga MCVP BD Application

ER & PPRR •Reaching out to more due to +Impacto OGX project for over COP $20,000.000 and income diversification for over COP $ 18,000.000.

•New Acción Social long-term Partnership for ICX and OGX.

Organizational Management •160% LC Exchange Growth.

•BoA Implementation (Alumni).

•National Reward&Recog GCP •Membership focus on self – development AND results.

•Official legal entity liquidation.

•OGX-TM goals 100% execution.

ICX

Innovative Projects

•Design and execution of +Impacto Project social inclusion program based for NGO’s.

•Middle Management Structure to increase productivity and synergy of ICX with other areas.

Best ICX Performance of 2010

•Total of 23 ICX (re) with 18 different TN takers.

•Product Portfolio Consolidation by pool.

•Best mngmnt practice of financial & legal issues.

•Talent pipeline to win Best ICX Perfmc. of 2011.

Best LCVP ICX of 2010

•Consolidation of the most empowered & effective team of the LC, having 3 applicants for LCVP’11

Why MC? AIESEC has been the turning point where I discovered what’s the key to make people love what they do. Have you ever wondered why you keep going even when tired, stressed and overloaded with work? Or why we quit something else when it is easy and financially well rewarded unlike AIESEC? Well, that is something called: Inner Motivation, pointing out 3 things: • Autonomy: Something that only an organization like AIESEC can offer me. It ultimately helps me to discover and explore skills, theories, anything.. It’s about the WHY and the freedom to do things in an innovative manner. Try things out and shape my own way by being part of the MC1213. AIESEC as lab for individual leadership implementation.

•Purpose : every single step I take aims to make a positive impact in across my circles of influence (myself, family, friends, community, world). Being part of the MC1213 will help me to expand that circle of influence to even more people beyond AIESEC boundaries at different levels.

•Mastery: becoming outstanding at things I love to do. Being exceptional at managing different stakeholders to get them to partner with AIESEC is something I want to be the best at; to positively impact AIESEC in Colombia overall creating more financial muscle for the organization to invest.

“I believe that every human mind feels pleasure in doing good to another”

-Thomas Jefferson.

Behaviors for AIESEC Colombia 2015 In order to achieve our 2015 goal, the membership of AIESEC in Colombia needs to be more:

Disciplined with the things we have to do. If AIESEC in Colombia still focus on the basics, there is still plenty of room to grow from there. Doing the things they are supposed to do.

We need to be effective: Just Make things happen!

Once we running well the basics becomes priority to adapt the behavior of out of the box thinking.

We need to be efficient: Make things happen faster bigger and better, with less resources.

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AIESEC is about going together to realize shared goals, a deep, collective, determination to reach an identical objective.

Strengths

Weaknesses

Objectivity •To have a neutral perspective. •To have good team •To not take things personally. management •To help others to put in •To be able to understand others shoes and avoid to others position. create “sides” Conceptual •Strategically thinking.

Thinking •To have a global frame (Big Picture) •To easily identify people’s strengths and weaknesses.

•To be able to sell ideas.

•To be able to capitalize any opportunity, not only the obvious one.

Creativity •Focus on Solutions, not problems •Ideas generator.

•Innovative processes

•To give quick answers •To propose •Out of the box thinking

Stubborn •It will be difficult to make me change my opinion to something, unless the arguments given are really convincing.

•I can be very persuasive to the point that if I am convince of something, I will fight for it to the very end.

Obssesed •If I put something in my mind •When I have a personal goal I there’s going to be nothing will always complete it, not to that can change my actions, pass along, but always giving even more important or my best efford and not urgent things. something mediocre.

How to say •I tend to please everybody “No” not taking into account my own personal limitations

•To have a serivice attitude not only to my team, but to all people around me.

AIESEC in Colombia Have you heard about an organization called AIESEC? Off course, who hasn’t? Why? I just went to the Y2B forum with people of my company and realized that more than 3000 companies partner with AIESEC, and mine doesn’t.

Really? We have 1 intern per departament in mine, and over 50% of us were part of AIESEC or had a connection with it.

Actually our CEO is a famous alumnus!

That’s why you guys are so effective doing your recruitment process, right?

And not only that! Thanks to them we can open new 30 offices where AIESEC has presence, places and talent that otherwise, we wouldn’t reach. Our HR has to be an AIESECer. Amazing! I’ll tell my daughter to join!!

More than 5000 members here… i want her to be part of that amazing impact!

Great!

AIESEC in Colombia Plan 12-13

-Networked membership by platform culture.

-Leadership development as a national priority.

-National BoA (with external non-aiesec members).

-National projects execution with intl. cooperation.

-Coaching strategy focus in LC Develp&Expansion.

-TLC approval increasing supply and demand of new industrial and administrative needs. Ref 1 Ref 2 -CSR programs not only as a trend Ref 3 but also as government requirement. Ref 4 -Diversification of revenues through foreign investment Ref 5 and global and national grantsRef 6 -New product development for all stakeholders.

-Legal management processes (in terms of paperwork and long-term sustainability).

-Unified Sales & ER Plan as an association.

-National governability of full status LCs. -Productivity (measurement & execution) -Organizational memory making the same mistakes

-Agreements signed selling promising taxes discounts and other legal issues.

-Working immigration policies trying to project local jobs jeopardizing the easy mobility that AIESEC needs.

-Political and financial stability in CEE and WENA with the potential economical downturn that can affect performance for Latin-America.

External Opportunities 1. National investment in technology and science resources […]

2. Improvement of political and commercial relations with other countries: Brazil, Venezuela, UK, Germany and Canada.

3. Internationalization needs inside small and large operations companies […]

Priorities 1. Professional Selling Process “Love what you sell and only then you’ll sell it”

2. Partners Benefits “Don’t show me what i already know that i need, show me what i need that i still don’t know”

3. Product Development “When needs meets solutions, there is no selling process, product sells itself”

Strategy

Results

• External training for best local sales force in each city, ER managers and the NERT. • Standardization of national and local portfolio, as well as corporate communications • Making available a handout that gathers good practices and outlines the standard processes when successful ER activity happens.

• Increase of membership productivity, therefore motivated talent along with results.

•Unique message as one association.

• Expansion of national sales force as currently less than 5% of our members have raised a TN. • Local partners as possible National Partners.

• Definition of partnership benefits taking to each appointment endorsement letters of our national and global partners.

• AIESEC as school of corporate initiatives and laboratory of new management ideas.

• Increase benefits for current and past partners and alumni, making them feel as a priority.

• AIESEC as a corporate need not as an overpriced luxury for big companies.

• Clarity of selling points among members.

• We can offer talented young people to pioneer management trends.

• Exponential re-raise processes with former and current TN Takers and raises with alumni network.

• Customization of products according stakeholders needs, taking into account our core.

• Delivery process as a single product added to the selling process.

• Recruitment processes with specific needs.

• Written alliances with universities to help AIESEC’s impact and revenues long term partnerships snowball effect for new ones!

• AIESEC as a first choice partner for every single corporate need of students and companies.

• Selling it separately, our delivery processes will take more relevance inside an LC, therefore, it will be executed much better.

• In campus recruitment processes for specific needs with talent mobility during corporate hiring peak aligned with students school calendar.

As AIESECers we all have in mind the golden circle in our daily basis upon our actions. The connection of this “concept” with our 2015 process is simple: : What we want: To be the first choice partner, to generate a positive impact and to be the first choice partner for our stakeholders, it means, our 3 wheels.

How to achieve it: Having in mind our mid-term 2015 ambition we need to know how to approach our targets (engagement), how to get them involved (lead.

Develp.) and for how long to do it (lifelong conn.), it means BHAG and refreshed @XP Why we do it: Finally, we realize that it all comes down to our organizational essence and the fulfillment of our brand promise of Vision & Impact

Stages @XP Engagement with AIESEC

Current State As a global network, we are still working to establish a unique framework of what is and how is going to be executed. However, in Colombia, can be defined as the process of getting to know and get involved with our leadership products.

Strategies •Participate in every public scenario possible that help us to position as the main global youth voice (massive media, forums, etc) to get across the message of what we offer.

E. Leadership Development

Since this @XP it’s not a flow, we can assure this is the stage that @Colb. is currently living, focusing in its 4 programs, where our main drivers for all of them are: Leadership Training and Quality of all of our experiences.

• Manual of delivery processes execution to assure quality in all of our products.

• Education cycle focused on leadership and personal and organizational skills.

Life Long Connection

@Colb. is quite more developed in this stage than most countries globally, however, we still don’t know how to capitalize on our network effectively according to our organizational needs and alumni needs/desires/capacity.

•Differentiation of Alumnus and former member with national standards and benefits to access to any of those statuses.

• Get input from ALUMNI on how they want or can partner with us.

General Proposal for Bussiness Development

The challenge of BD for next term is not only to guarantee MC’s financial sustainability, but also to keep increasing and diversifying our organizational revenues.

Our main challenge: To guarantee delivery quality and productivity.

Application Video:

¡CLIC HERE!

Refresehed Portfolio

•Division by Programs •Product Consolidation What?

Timeline & Goals

•What is our goal?

•When to achieve it?

Our main strength: To have a exponential pipeline growth trend.

Our exchange goal: 50 Exchanges | 20 TN Takers Our financial goal: $330.000.000 incomes

When?

Why?

BD Structure

•Sales Force Capacity •LC training and support How?

To generate more and better AIESEC experiences!

1. Product Portfolio AIESEC in Colombia 1. Brand Positioning

Our national portfolio simplified in 2 main products, each of them with their respective programs, giving a total of 7 products to capitalize!

“Paticipate in the most important spaces of global young meetings to position your brand or product” Partners Goal

NATIONAL EVENTS

1.1 AIESEC Alumni Anniversaire _________COP $1.000.000 7 -Alumni networking space -Access to bussiness target audience 1.2 Youth to Bussiness Forum___________COP $5.000.000 Local: 20 -Company’s own workshop Nal: 12 -Local and National Level 1.3 Trainers Day ________________________COP $5.000.000 30 -Invest in your employee talent with trainings of your needs.

2. Talent Access

NATIONAL CONFERENCES I. II.

National Planning Meeting (Dec) National Conference (July)

In both conferences you can participate as: 1.4 Partnership Launch ________________COP $4.000.000 -30 min company presentation and AIESEC partnership to more than 320 delegates.

1.5 Awards Sponsor ___________________COP $3.000.000 -Recognition to the best local offices and Leaders with your brand inside it.

Partners Goal 12

“Get the best national and international HHRR to take your company to a whole new competitive level”

2.1 International Talent Program

2.2 Employer of Choice Program

Access international students and recent graduates for 2-18 months and take them on as interns to support your organizational needs and initiatives.

Connected to the Brand Position Product, this program, allow you to access to our membership network to attract, recruit and retain local and international talent.

For 5 international interns: -Partner Alliance: COP $6.000.000 -Montly Subsidy: COP $2.000.000 per intern

Partners Goal 20

For 1 media appearance in our weekly news: -Members Newsletter: COP $3.000.000 -Alumni Newsletter: COP $3.000.000 -Both Newsletter: COP $5.000.000

Partners Goal 5

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2. Montly Incomes Timeline

For a better preview of both timelines, clic on the image to download the file # Parters

20

# Exchanges

50

1 Ra (CUA)

$ 800.000

1 Re (CSM)

$ 1.280.000

Annual Incomes

$ 330.000.000

RA-MA-RE Timeline

3. Bussines Development Structure MCVP Business Development •Lead and empower ER mgrs •Ensure income generation for MC sustainability.

•PPRR plan design- execution

Our national ER Team will be composed by 1 MCVP and the NERT is going to evolve to 3 ER national fulltime managers that will distribute the national segmentation per focus.

ER Manager Brand Positioning Manager •Expansion to new partners.

•Portfolio improvement to make more and bigger partnerships (more revenues)

ER Manager Talent Access Manager •Partnership relationship •Quality of delivery XP pre-during-post selling.

•Support to local ER teams.

ER Manager Government Manager •Advisor to local entities •Public sector research •National and local projects design and execution.

If we keep doing the same things, how can we expect to get different or bigger results?

So, our national partners management need to have MORE options, MORE flexibility and MORE benefits: Quality • Ensure fulfillment of sell promise delivery, regarding trainee service and traineeship follow up.

• Guarantee a re-raise process to increase, not only number of partners but number of X experiences!

•Keep tracking and follow up of all enablers partners as ICETEX with special arrangements for massive TN Takers.

Legal Security •Guarantee the legality of the partnership agreement with external advisors. If possible, to take to the appointments a recommendation letter that assures its legality • National partnership for few visas and former DAS requirements to make better, faster and more legalization processes if we want to keep quality increasing our X.

Productivity • As a mention before, we just need to make things happen. With all of those things done, we need to learn new, better and faster processes to make better. That is called: Effective + Efficient = Productivity •The whole ER team will split functions to ensure all of our national and local process are productive enough to guarantee X growth.

National Exchange Partners Management

Benefits • Establish a minimum of financial or exchange partnership and assign a local Key Account Mngr. to make track to trainee’s performance and company’s satisfaction.

•Start offering new and better products for national and international expansion like Intl Conf.

(ILC –IPM) and talent events as careers days/ job fairs.