1 Executive Summary

1. Executive Summary After the re-planning process AIESEC International has gone through in January, the team’s Strategic Initiatives have been re-prioritized according to its inter-connection between short-term and long-term impact. Some of the projects have been closed and each re-prioritized strategic initiatives have clearly defined its legacy.

1. Strategic Priority: Engage the Shared Value of AIESEC all across the organisation Fully integrate the "why" into planning and operation

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Ignite conversations across the network through all internal communication channel

The “why” project has been reconstructed from a PAI-leadinginitiative to a whole-team driver in particularly involving the Operation Team and the Brand Team. Last quarter, we have designed an education framework to integrate the “why” into local/national product development framework which has been educated along side with the continuous “Why” conversations in all our 5 major regional conferences towards the global network in Singapore, Turkey, Ethiopia, Panama and Lebanon.

Internally, we are in the creation process of “The Very AIESEC Book” - a simple handy book that can be showcased to the entire membership as a medium to explain our organisational purpose. AIESEC International in consultation with the WEF’s Global Agenda Council on New Models of leadership as well as our communication partner Design Thinker has developed a simple storyline script to align the network in telling the fundamental story, purpose and relevance of AIESEC. As for the next step, in order to make “The Very AIESEC Book” a true representation of our DNA, we are inviting the entire network to collaborate on this global project to create their own version of the storybook by using images, illustrations or photographs to match the storyline therefore expressing their understanding of the common purpose while representing their culture and context. AIESEC International will collect the final outcome from 117 membership countries and territories and publish “The Very AIESEC Book” to fully engage the “why” across all level of the organisation.

Externally, in line with the creation of “The Very AIESEC Book”, we are in the preparation of turning the Book - an internal communication tool into a Marketing and Engagement content for youth in general and other stakeholders to understand and engage with the “why” of AIESEC through various media including interactive web-pages, viral video etc. in keeping with our newly launched global brand re-design.

2. Strategic Priority: Increase AIESEC’s production capacity in offering Global Internship Program Sub-Product and Sales Strategy for GIP

Process optimization to offer faster and much more experience

Use specialized operating units to be piloted in market where we are not operating yet

In Q1 2013, we have seen the highest sales growth of GIP (11%) and most number of TN raise in one quarter since the term. There is increasing sales excitement and culture, as well increasing sales activity with different sales strategies rolled out. The growth of network is also due to increasing HR involved in sales and better and more re-raising activities.

It is only at the beginning of the global sales peak. We are expecting more growth in sales with right product understanding and supply knowledge.

2.1 Key highlights of the strategic priority in Program Strategy Strategically, first of all, we are implementing a full global sub-product based operation ecosystem to fundamentally align global supply and demand - so far our management and operation tools has been completely changed according to our 16 globally defined GIP sub-products, 100% education has been delivered to the network and we are looking at a 80% rate of implementation from the network. Meanwhile globally we chose IT and Engineering 2 sub-products to be piloted with specific entities in product development, sales and delivery co-ordination, we are aiming at 2000 realization goal in IT and 500 in Engineering.

Tactically, in order for us to reach 30% TN sales growth in this term, from the global office we are directly empowering the local sales capacity through recognizing our 135 top sellers globally (contributing to 20% of the total global sales), by showcasing stories and sales tips of top sellers on social media (reaching 7,000 members in AIESEC) and by establishing a Global Sales Group with 1,200 sellers in the world to create a channel for sales education. Apart from focusing on top sellers, we are also bridging the gap of local GIP operation knowledge: Every Monday at 5pm GMT+1, the entire network is listening to live GIP radio from the Global Office about strategies and stories. GIP Radio till now has reached more than 4300 people growing week by week. Currently more than 2000 people are listening every week GIP Radio.

2.2 Key highlights of the strategic priority in System and Structure Process Optimization Project: Currently we are reconstructing the Global Website and adding new features to the Global Information System to allow faster customer-engagement possibility through our new global website and a much

simpler/faster matching delivery process – All the specification of the system design has been communicated to our IT vendor and we are expecting to finalize the project by Mid-May. Specialized Units Project: We are piloting with 15 entities to use a flexible structure expansion to reach out to IT students where we are currently not present and aiming at a delivery of 150 realizations.

3. Strategic Priority: Ensure the delivery of high quality experience through a full implementation of Global Customer Experience Management (CEM) @(A(91<*%&#'%E#;><9(>(%Z%&#?35+1>(4# $O<(4*(%G(#D'%'&(>(%+#214#X;$L$?#

NPS System Implementation

Global GCDP CEM strategy implementation pilot

A Global Fund was proposed and approved to ensure the system’s implementation globally. We have negotiated and signed a long term contract with our IT vendor with a full platform/system revision to ensure better usage of the system based on the experience we learned from the piloting phase. Starting from today April 15th, the customer feedback survey is officially rolled-out to the entire global network and every single entity’s log-ins to the system will be created this week.

In the past quarter, Quality MoS and KPIs were defined and launched to the network at IPM and XPROs; Customer feedback data was included in every session at IPM as well as in Global Planning; Customer Experience Management (CEM) programme was launched at IC and XPROs to show the role and actions that each level of the organisation need to take. More and more we are moving from strategic and IT discussions to more practical and implementation ones: How to make it happen every day? Do we have GCPs? From the global office, we chose to pilot the operation improvement strategy based on CEM for GCDP program after a full analysis of the most mentioned promoter and detractor feedback. The following 4 strategies are currently being experimented and tracked with specific entities to showcase the network how to increase the quality of the experiences we offer: 1. Standardizing the Job Description and Impact Creation in GCDP Project implementation; 2. Creating an improved country-to-country partnership model for a better delivery of customer experience; 3. Creating of a better learning environment before, during and after exchange for our exchange participants that can enable them to fully explore their leadership journey; 4. Capitalising the potential of our promoters in creating more customers.

4. Strategic Priority: Evolve Organisation’s brand for better Market Positioning Brand Launch

Massive Online Engagement

After a 9-month process of creation, design and validation, we have successfully launched our new brand at International President Meeting in Serbia as well as at the 5 major regional conferences with the new brand visual elements and brand strategy guideline.

As the first step towards the implementation of new brand to better engage our potential customers online, we are at the finalization stage of the Website Redesign while embedding a new Global ORS with a more convenient back-end management system. The th design is in its final stages and is due to be released by April 17 along side with our 3 online engagement projects: Youth Speak 2015, Social Media Marketing Campaigns and in particular Cultureshock.me (Launched last Dec. 14, 2012). CultureShock is a platform for AIESEC and externals to share their snapshots of their experiences exploring other countries online. The website has been proved to be a great success with over 2000-3000 unique visitors per week and phase 2 of the project is under construction adding new features for userexperience improvement, gamification as well as analytics tools in order to have a much bigger engagement potential.

5. Sustainability - We have elected the new President of AIESEC International 2013/2014 in IPM Serbia: Rolf Schmachtenberg (Originally from Norway, current AI VP Finance) and the new 21-people AIESEC International Team has been selected in the past month with a record-high number of applicants (over 90 in total).

- Next year’s AI budget has been voted for by the plenary with a overall 4% increase meanwhile Global ER Principle and Global Finance Distribution Model have been both approved by the plenary which will give room for future scalability.

- One key highlight of the organisation’s leadership succession: We have seen over 40% of the network’s outgoing MCPs applied to be on the next AIESEC International Team and over 40% of the network’s incoming MCPs applied to be on the Global Steering Team next year, both record high facts have strongly demonstrated the health of the organisation’s leadership and its sustainability.