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Application to office of Local Committee President 2015-2016 Gorkey Patwal
I Have a Dream Most of Us go through life pretending that we don’t have any special goals or ambitions or desire. When really deep down inside we do really want more. We block our self and we use these words almost like we are in a trance, like we are sleep walking through life. That we find ways to cancel out our DREAMS. There is a lot things that we want to do . A lot of places we would like to go , a lot of things we would like to experience and we just stop at BUT . But will cause you to hide out behind fear. But will cause you to come up with all types of Excuses that you can validate you’re in action and not acting on your DREAM. BUT is a DREAM killer. Most people you know what they do , most people go through life quietly and safely. We have been holding back, we have ideas that we don’t act on, things we want to do, we are afraid to take chances. See a lot of people say no to things and they don’t even know what they are saying no to. Don’t allow BUT to keep you in the corner . There are lot of people, who say but I tried once or twice and it didn’t work out. So they use that as a excuse not to ever come out again. Even if things don’t work out. Even if I experience defeat or failure. That does not make me a failure. There is a difference between failing and being a failure. If things don’t work out if you don’t produce the results you won’t that’s all but don’t confuse who you are with the results that you produce. Do what you can, where you are and what you have and never be SATISFIED. Don’t get satisfied with yourself always know that where ever you are you can enjoy more, that you deserve more. Why don’t you decide now that you goanna expand your world . That if other people can learn you can learn too. If you don’t decide to act on you DREAM , if you don’t decide to make a decision , to live your life, if you don’t decide to step into you fears , if you don’t decide to say yes to your life. It will never work out for you. You got to live what is in you . Life is just too short and unpredictable but there is always tomorrow right? Oh no there is no guarantee that you will show up tomorrow. There is always something to build your case on why you cant go to the next level , why you cant begin to manifest your greatness, why you cant begin to live your life on your term. So if you want to do something and if you thought about something take it head on life will never be the same again . Live your DREAM Is it Possible to have all your dream become reality in your life time? Yes, it is possible. But the real question you need to be asking yourself is, have you made the decision to act upon it?
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
Blank Paper Challenge
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
Gorkey Patwal Flat no 9, Ramkunj Society, Bhosale Nagar Pune
Career Objective: Seeking an opportunity to develop skills, gain knowledge, escalate my potential and simultaneously add to the value of the organization.
Educational Qualifications-3rd year B.com ( Marketing ) Symbiosis -CBSE 12th std – 84% Commerce -CBSE 10th std – 70 %
Strengths Assertive. Aptitude for learning and Motivation. Goal-Oriented. Credibility. Honesty. Ethical Values.
Achievements Contestant at Nano Drive With MTV a T.V show on MTV Vice President Marketing in AIESEC in Pune. Co-Founder of a startup - Yellow Sleeves Photographer at What’s The Scene Photographer at Make A Difference School Sports captain in Class 12th. District Level Football Champion Worked with RedBull at NH7 weekender
Hobbies / Interests Music. Adventure sports. Football. Photography
Personal Details: Date of Birth : 7th-August-1994 Languages known : Hindi,English.
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
Part I You and Your AIESEC Experience 1. Present your AIESEC Experience (visually/graphically/tabular) and list three most important experiences.
Team Leader – oGIP
OCVP Logistics – Global Village
Team Leader – Marketing
EBC Empower •This has been the most intense experience i have ever been through. Delviering the biggest event in AIESEC in Pune hoistory in such a short spam of time and managing to get more then 500 people was insane.
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Vice President Marketing •This Experience made me a better person. I learnt a lot fo thing, found out a lot of thing about myself and i delivered to what was expected from me as a VIce President .
OC VP LCong, AIESEC in DI
OCP August Recruitment 2013
Senior Management Body – Marketing
EBC Nexus •Sometimes you win,Sometimes you learn and this Experience thought me this .This event which i failed to deliver made me change my ways of working made me work even harder becasue giving my 100% was not getting me results.
Application to office of Local Committee President 2015-2016 Gorkey Patwal
2. Mention three conferences that you have attended in your AIESEC term (Local/Regional/National/International) briefly explaining what you learnt either about the organization or yourself.
Conference Lcong Delhi IIT
NLS 2014
Learning
This conference in a different LC as a OC member made me realize how big and well connected this Organization is and how much we can learn from other LC’s. First Conference as new EB and VP made me realize what state my Department and LC are.
OCT Lcong 2014
This Local Conference made me believe that we have done a great work as a EB to bring this LC where it is and it made me realize how much more I have to give to this Local Committee.
3. Highlight your time commitment throughout the whole of next year (till Feb 2016; academic or otherwise). Ideally, how much time should an LCP give to the role? How would you divide your time as LCP? Are there any obstacles you foresee that may hinder your commitment and performance? When I started my own Company we never asked each other how much time as owners of this company should give to the company.You don’t ask your family members or to your dad “ How much time can you give o the family Dad. The same way AIESEC in Pune being my 2nd Family I will give all the time I have in this one year to it. Other then this I have to give time to my own company and for competitive exams at the end of the year. I will divide my time in such a way that neither of the Two get effected. No, there is no obstacles that may hinder my commitment and performance.
4. What do you see as being your greatest personal challenge in the coming year? My greatest Challenge would be The PERSONAL POTENTIONAL TRAP. This happens when your expectation from yourself , other people expectation from you and your actual achievement do not match at all. I will explain you this personal challenge with the help of a diagram. It Basically shows what people expect from me, what my expectation from myself is and what I truly in real achieve. If these three things differ a lot I will fall in the personal Potential Trap and I won’t be able to produce the results. To face this personal challenge of mine I will set realistic goals for myself and will make sure that other people expect the same from my end they should not have falls expectation which I cant achieve from me and if these two things are done I will achieve my targets.
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
5. What is the impact of AIESEC described in your own words. What is the Impact of Apple as a company? Not much I believe as I don’t buy an apple product and the products are out of a lot of people budget too. So how will apple impact these people who don’t get to use its project. Same goes for AIESEC how will AIESEC Impact the lives of People who can’t go or have not been for a International Internship. IMPACT is the last part of the chain process as shown in this figure. Impact comes after we create something that can be delivered to all the audience. The Impact of AIESEC is on the youth the goes for the International Internship , the impact is on the youth that get recruited , the impact is on the company or NGO that takes the intern and the impact is on the people who come in this journey of creating , evolving , engaging , delivering. The Impact is very less in Pune as we don’t function at a large scale and I believe that will change in 2015- 2016. Create
Evolve
Impact
Engage
Deliver
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
6. Weakness adds to a person’s Negative aspects but there is some Weakness that a person wants to keep and there are some a person wants to leave. For you as a person mention the weaknesses that you would like to keep with you and the weaknesses that you would like to lose in your Local Committee President term? Thomas Edison once said “ Our Greatest Weakness lies in giving up” Three Weakness that I would like to keep 1. Kindness – It help me take major decision with calmness 2. Over Confidence – It makes me believe anything is possible 3. Prioritizing – It makes me keep things in track and proper order Three Weakness that I would like to lose 1. Impatience – Sometimes I take wrong decisions because I am impatience about it 2. Fear of failure – This makes me question my confidence and believe 3. Finicky - I want certain things to be done my way and that can cause problems 7. What is the worst and best decision you have taken from your AIESEC Experience. What have you learnt from the same? The Best Decision that I have taken in my AIESEC Experience was to apply for the EB . People didn’t had faith in me that I could deliver to the Job and the responsibility people thought that because of lack of competition I was the only Choice. But I made sure that I gave my 200% to this EB term to my VP term. I worked Hard every day and did what I was not told to also. I gave myself targets and made sure I did everything I could to prove people wrong and mostly to uplift my department and my LC too. I learnt that I was a stronger person then I thought I was and I got to discover that I can lead a team and innovate in a lot of things. My worst Decision was not to Apply for EBC JNC . I believe I would have learnt a lot from that conference and could have given my 100% to it.
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
Part II
Local Committee Perspective 1. What Does AIESEC Give to the World? Mention five trends do you see shaping India in the following years and what opportunities and threats do they represent for AIESEC In Pune? AIESEC give a lot of things in different ways to the world and its not about what you give to the world its about how much you give to the world and is it enough to change the World. Five Trends that I see shaping India in the Following years should be. 1. Being Social Responsible – Now a day’s India is becoming socially responsible and that will be very good for IGCDP and OGCDP market. 2. Being Independent – India is becoming more and more independent now people and the youth are confident and free to do anything. This will make more people join our organization and go for Internship too. 3. Nagpur is Turing into a big industrial and IT hub with the Mihan Project Nagpur will become India’s first and only Cargo Airport which will lead to a boost in the Corporate and student market in Nagpur and we can leverage a lot out of our expansion . 4. Innovation and Startups – India is innovating and due to this a lot of startups are coming up and are getting successful this gives us a good new market for IGIP. 5. People want to learn and Discover – People in India now just don’t want normal jobs they want to learn and discover new things they are looking for opportunities outside India and our OGIP products just fits right into it. 2. Link the relationship between AIESEC Way, BHAG, AIESEC mid-term ambition, AIESEC experience phases and programs. Everything above starts with Engagement with AIESEC and that is what the BHAG of AIESEC is working on “To Engage and develop every young person in the world”. Once this Engagement with AIESEC is done it will make us the most credible and diverse global youth voice and we will be the first choice partner for our ability to develop responsible and entrepreneurial leaders with the help of our AIESEC Way which include our values our vision. Once all of this is done is a proper way we will deliver good quality internship and Membership Experience and this Collaborative environment will empower every member to live high quality AIESEC experience and this will lead to live long engagement with AIESEC. So it’s a circle the very early step of engaging with AIESEC in the starting of the AIESEC journey is leading to life long Engagement at the end of the AIESEC journey. 3. “AIESEC in Pune strives to be the No.1 OGCDP contributor in the network.” Standing for LCP in 2015, How do you see AIESEC 2015 from Creation until today. What is needed for AIESEC in Pune to achieve the above vision and ambition?
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
With 811 Colleges in Pune and around 700000 students studying in these colleges and on a average of 1.5 lakh students coming to Pune for education every year there should be no doubt that AIESEC in Pune can be the No 1 in OGCDP contributor in the Network. We face a big challenge to just send 200 student for our Internship. With no competition in the market that provide something similar like us and having such a good rich market we still fail to send 200 student for International Internship. Standing for LCP in 2015 with a good base of 2014 where we have started to build a brand name in city and have started to engage a lot more people. I just need to scale up things need to take big steps and if don’t do that we will be the same AIESEC in Pune that does 250 exchange. We need these 6 Development Blocks to achieve the Above Vision and Ambition 1. We Need to Expand our Network in Pune . Through media or in corporate and student sector 2. We need to build Brand and Information management to showcase our impact and work. 3. Collaborations across sectors in needed to be relevant in the city in every sector. 4. Without Financial Sustainability non of the above things can be done 5. The internships and Membership experience have to be delivered in the best way as it effects the brand name directly. 6. Most importantly we need to work in our timeline every year we miss our time lines and get effected.
Expanding AIESEC Network in Pune
Brand & Information Management
Collaborations across sectors
Financial Sustainability driving growth
Programme Delivery Efficiency
Working on Timeline
4. As LCP of the term 2015-2016 you will be the last one to contribute to AIESEC 2015 vision and implementing the Vision 2020. What actions would you undertake to ensure achievement of the vision of AIESEC 2015? How would you drive the Gen2015 behavior in AIESEC in Pune? What are your opinions for the next big vision of AIESEC?
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
Following Actions and things I will do to Achive the vision of 2015 and to drive the Gen2015 Behaviour in Pune.
Recruit Member based on Gen2015
Value based Recruitment
Induct members in Gen 2015 theme
New members only know the AIESEC of Gen2015 more
LC Planning , LCM and LCong on Gen2015 theme
EB plans the Year on Gen2015 line and drive it down in the LC .
LEAD Program based on Gen2015
Our TMP and TLP participants feel purposeful, driven and collabrorative Everyday
Integrated Experiences
Live Gen2015 everyday
According to me the Next big vision of AIESEC should be to stick to our values and deliver those quality experience in large numbers and to develop those leaders that we promise to do and be so relevant in the market that one comes to us if they need help in Leadership and youth development. We need to develop the youth being Present in more than 123 countries I still don’t see the impact that such a big organization should be making. So the Next Big vision should be sticking to our values and scaling up in every aspect. 6. Critically evaluate the performance of AIESEC in Pune, in 2014. Be elaborate and derive key Points and Outcomes that will give us an understanding of the direction in which the LC is heading. Specifically mention key achievements, non-achievements & learning(s) of the 2014 calendar year.
OGCDP
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• Low market capitalization and no UR leading to non achievement of Targets was expected to raise 100 till JNC did only 50. • No synergy with Marketing. Lead to wastage of resources and leads • Low Synergy with TM in keeping the department working lead to low membership contribution. • Due to no segregation of Market between the VP’s and member lead to missing of summer cycle. • Low conversion from marketing leads and empower. • Very less no of IS and UR done due to lack of membership and because not being on given timeline. • Target was 200 realization at starting of the year and till November 16th only 50 realized.
Application to office of Local Committee President 2015-2016 Gorkey Patwal
iGIP
iGCDP
oGIP
TM
BD
Marketing
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• Lack of Market Capitalization, Leading to no raises at peak raising time. • Poor CRM with old and new Clients lead to loosing of client and bad name in market. • Poor quality raises from random raising lead to bad delivery and CRM • No synergy with BD for NEP and event. • Low Synergy with TM lead to less productivity from Members • Low internal Marketing • Too much dependence on Marketing for Leads
• Poor CRM leading to low raises from old and new clients and missing of raising cycle. • Financially unstable lead to make this department a loss making department • Poor and low matching all throughout the year because of low internal marketing and IR not working out. • Lack of Leadership in the department lead to less membership contribution and retention. • Intern flat and interns lead to quality complains. • Lack of Synergy with BD for Selling IGCDP projects. • Lack of a stable Leadership at the starting of the year lead to low contribution. • Lack of planning and clarity on what the department needs to do lead to no contribution. • No UR done at the starting of the year lead to no leads. • Good Synergy with marketing lead to first time social media promotion. • Good CRM with EPs leads to easy raising and Matching. • Lack of members lead to low contribution from the Department.
• Unstable Leadership body at the start of the year. • No projects done for Learning and Development for membership. • Lack of RNR campaigns run throughout the year. • Lack of membership engagement and contribution. • Good membership retention. • Lack of financial Contribution to the LC in the first 6 months • Lack of Synergy with TM lead to low membership contribution • Unable to sell any IGCDP projects due to low synergy with IGCDP • No contribution in terms of NEP for the first 6 months. • Non delivery of events at the starting of the year. • A good big event Empower Delivery in Q3 lead to inflow of cash in LC • Good leadership and membership in the Department after Q3
• Lack of Direction at the start of the year • Lack of Synergy with OGCDP which lead of low marketing contribution • Low level of tracking of OGCDP and IGIP leads • Failed to tap the Media market lead to no contribution • Wrong Investment done this lead to no ROI • Lack of Contribution from the membership due to which a lot of things that were panned were not executed.
Application to office of Local Committee President 2015-2016 Gorkey Patwal
Expansion
Finance
• Low membership at the starting of the year which wasted a lot of time • Missing of Off peak cycle in Nagpur due to college problem lead to less amount of raises. • No membership in Goa and missing of IGIP raising cycle in Goa. • Delivery of JNC in Goa which helped the LC a lot. • Lack of financial tracking in Q1 and Q2 that lead to financial loss. • Lack of investment planning for the LC and Departments. • Good Financial decisions after Q3 and good tracking at JNC. • Lack of Synergy with Marketing and TM to make investment for membership and Marketing. • Extremely well maintained book keep and accounts after Q2 Which lead to financial stability.
6. What is the stand you have for the Local chapter in the year 2015, what are the key factors that will make AIESEC in Pune fulfill this stand and how? The stand that I would take for the Local Chapter in the year 2015 would be to empower my LC to dream and to give them all the resources so that they can make their dream come true because till the time this LC don’t start dreaming big we never work for our dreams and if we don’t work on our dreams we will remain the same old . We have Ideas that we want to try, we have things that we want to try out but we are too afraid to act on them. We don’t have the debt baggage with us now nor do we have any membership problem now . So from now on all we need to do is Dream big , Act upon it and Achieve it . The Key Factors that will make AIESEC in PUNE to fulfill this stand will be. 1. 2. -
Giving all the recourses to all member and TLs financially or in any other way. Supporting them with their ideas Showing faith in them and making them realize that they can fail and learn in AIESEC Learning and Development for Members Proper job roles and tracking of performance of members and evaluating them. Giving them that extra thing that will make them stay and make their family believe that they are learning something here. - Giving them more leadership opportunities with MB roles and OC roles and giving certificates for the same. 3. Increasing investment in products that brings ROI . 4. Increasing the scale of operations 5. Working on timelines 7. What would be the changes you would implement to leverage the volume of exchanges in AIESEC in Pune during your Term. The Changes I would implement to leverage the volume of Exchange in AIESEC in Pune during my term would be to change the mind set of how we work. There is nothing much wrong in our process or in our people it’s just our Mind Set that needs a lot more change than anything else. We need to ask our self “ WHAT WE ACTUALLY NEED , WHAT WE ACTUALLY WANT because we need to focus more on what we want to achieve now. The basic things are the Needs that we anyhow get and we full fill them too example exchange. We need to go one step further and work for the “Want” part of life self actualization and recognition. We need to be know in the AIESEC network we need to
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
show our presence or impact. So once we start working of our Wants our needs will automatically be fulfilled and we will grow massively. It’s been a very long time that AIESEC in Pune is been working on its Basic needs now is the time to change.
Part III
Strategy Management 1. Going by the NSC output and planning layout 2015, AIESEC in Pune wants to work on three focus areas (OGX and iGIP market capitalization, External brand Relevance, building HR and talent capacity). Elaborate on the above from your perspective. Focus Area
Project Planned
• Product packaging
OGX • IS and YE
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Timeline Before Feb2015 so that can be used for Summer raising .
Peak raising cycle ( Feb – march and Sep – Oct )
Responsible
VP Marketing & VP OGCDP
VP OGCDP and VP Marketing
MOS • New brand Identity. • CRM gets better. • Showcasing of Old Eps experience is easy. • High conversion rate.
• Average of 10 IS every month and 3 YE every month. • Good delivery will lead to high registration and conversion. • Brand Relevance in the Colleges.
Application to office of Local Committee President 2015-2016 Gorkey Patwal
•
Reintegr ation
Core Sales Endorsement s from Past Clients and Board
IGIP
Information management and Showcasing .
AIESEC School of Language
IXP
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VP TM an VP OGCDP
Just after Recruitments
VP IGIP and VP BD
• No of Endorsements. By Jan 2015
By Feb 2015
May – June – July
VP IGIP
VP IGIP and VP Marketing
VP IGIP And VP Marketing
• No of Clients and EP videos made. • No of Impact reports from both client and EP side made. • Venue • Promotion and Registration in by April. • Strong Brand name build in the city for ASL.
Refer Question 3 and 4 of Operation management.
External Brand Relevance
HR and Talent Manage ment
When EPs come back.
• No of EP’s reintegrated in the LC as members. • No of Reintegration Interviews and Case study and Experience Video made. • Showcasing their stories • Boost to IXP. • Increase in Sales and new clients. • No of Raises
Just after Recruitment and Reintegration just after coming back .
Learning and Development
All year long
Defined and concrete Job role
Every time recruitment happens
Performance Tracking
Throughout the Year
VP TM and VP OGCDP
VP TM
VP TM and ALL VP’s
VP TM
• No if IXP • No of Retention from reintegration.
• No of Leads done. • No of members retained. • Increase in sales and performance • Team Minimums. • Member Retention. • Better and skilled membership. • Satisfied Members. • Increase in efficiency of members. • Feedback and reallocation.
Application to office of Local Committee President 2015-2016 Gorkey Patwal
2. Propose Growth strategies for each programme and Function for 2015-2016. Include perspective of Customer experience, Human Resource management and External brand relevance.
Growth Path for Programme : • OGCDP – OGCDP will be the most growing exchange portfolio in my year. Strategies for it will be mostly rebranding and product packaging this will lead to a better customer experience for all the EP’s. Proper job role and tracking of members will be done so that the member retention is high in the department. RNR campaigns will be run all throughout the year for OGCDP members and IXP will be boosted massively. For external brand relevance a lot of Partnership with college fests and Youth Events will be done and at the same time a lot of AIESEC youth Events like Y2B and Empower will be done. • OGIP – OGIP will be a department where I will experiment a lot of things in my term. I will try and make the customer experience better by doing reverse matching and a lot more membership and human recourses will be put in OGIP as a department. Proper and suitable job roles will be created and for external brand Relevance the OGIP career fair will be done. • IGIP - In my VP Marketing term I did everything I could to support IGIP but for us we need to stick to the basics in IGIP for now so core sales is the way forward and good CRM with old and recent clients. In corporate market one bad experience leads to massive bad branding so Customer experience should be very efficient in IGIP for this proper feedback system and showcasing of Impact needs to be done. The members need to be very skilled in IGIP we need to give them proper sales training. External brand relevance will be achieved by doing Nexus and by partnering with various Corporate events. • IGCDP – For IGCDP my motto will be under promise and over deliver. In IGCDP after the KILLOSKAR project and BKK I want to showcase and document them in a good way. So that we have something to show at the start of the year. Growth strategy will be to Raise NGO’s which can pay or Sell IGCDP projects as CSR. Membership will be trained in Social Sales and not a lot of human recourses will be put in IGCDP. External brand relevance will be created by doing BKK and showcasing the impact of the CRS we sell and do.
Growth Path for Exchange Support • Marketing – a lot of new things were done in 2014 . So major work will be to do better in those things and make sure that we get better ROI out of it. Example Email Marketing and LinkedIn ads. A AIESEC in PUNE blog is necessary and mostly marketing will work on rebranding the exchange programs. For More explained answer Refer Question 4 in Operational Management. • BD – BD will work on 3 major things 1. NEP 2. Events 3. IGCDP Sales. Learning and Development through external Leads will be of great help for BD sales training and we can start a program called the Alumni Mentorship program where our old and well established Alumni can mentor the members on Sales and everything Else. For customer and brand relevance Refer Question 7 in Operational Management. • TM – TM needs to do L&D and Membership journey tracking we need to deliver the best to our customers that are our own members and TM will be the main source of Human Resource management in the LC and through our members TM will play a major role in our external brand relevance. We need to recruit well and develop them into better people so that the can give something back to AIESEC when they become Alumni . • Finance – With the help of good financial investment in our membership through RNR we can create a good customer experience for our members and by investing in exchange portfolios we can satisfy our external customers. For brand relevance we need to invest in external events and various other Marketing platforms. • Expansion – We need to make sure our Expansion members are satisfied as we can’t make our stakeholder directly satisfied in other City so we need to make sure our Expansion members do that.
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
We need to build TM in expansion as due to lack of financial support Human Resources is the one only things they can leverage out of so we need to make sure that happens effectively. Brand relevance was done massively in the year 2014 with MUN and TEDx partnership we just need to keep doing the same more.
3. Financial Stability being one of the top priorities for each programme and the LC, Plan an investment chart and mention projects in the following format. Area of Investment • Membership
For BD events Refer Question 7 of Operational Management and Budget.
Investment Description
Allocated Amount
• RNR Campaigns
• Rs 30,000
• Subsidy for Conferences
• Rs 15000
• IXP
• Rs 20000
• Learning and Development
• Rs 10000
MOS • Members performing and boost in Raise and Sales. • More members going for National conference and learning something from them and implementing them here. • More Raise and more strong returned members. • Improvement in membership skills and more member retention.
4. What are the various strategies, tools and methods through which you will enable your LC capacity to grow in all programmes? How would you Evolve AIESEC in Pune as an LC in terms of Realizations and market capitalization achieved. Mention 2 main Evolution strategies for each programme and Function Progr amm Project Timeline Evolution Strategy MOS e Planned Responsible
OGC DP
• Rebranding with Marketing • YE and IS • IR Building with the help of EP’s • Campus Ambassador Program.
• New logo and Collaterals • More UR’s • Efficient attaching and more projects and countries to give options as. • Larger campus representation and relevance.
Get Designers recruited or partner with designing company. Do more IS and YE with effective content and speakers.
Marketing and by end of Jan. VP OGCDP and all throughout the year
Send more IXP and gifts for IR building
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
More raises and better a matching rate with more option to give to Ep in respect to countries and projects.
OGI P
IGIP
IGC DP
• Career fair • Rebranding of product. • Partnerships with Placement cells • Core selling • LinkedIn • Showcasing of Clients and EP impact.
• Planning on how to go about Selling CSR • Taking external help from CSR consultant. • Rising from Expansion.
• Event happening twice in a year. • New brand image and collaterals. • Penetrating the college market with the help of placement cells. • Effected well segregated market tapping. • Tapping LinkedIn for marketing. • Making of Videos and case studies.
• A good POI for the next 6 months • Should be ready with everything training of members to proposals and all. • Tapping into Goa and Nagpur.
Market and deliver the event. Rebranding to be done. Pilot the placement cell partnership
No random raising. Proper market research be done. Creation of LC page and investment in Ads. Showcasing of impact to stand credible in the market.
No random Selling till we have a good POI. Good consultancy and old case study and impact reports should be ready.
VP Marketing and VP BD by March VP Marketing by Jan end VP OGIP all throughout the year VP IGIP By Jan
Good quality raises. Brand building in the city
More quality raises
VP marketing By Feb end VP Marketing by Feb end and in July again.
VP IGCDP and VP BD By Jan end VP IGCDP and VP BD by Feb end
Marketing leads Brand building.
2 projects sold by June Raises in Expansion
VP IGCDP AND VP EXPANSION All throughout the year.
5. What according to you are going to be your five key synergy corners in the term? Why are these going to be the most important? Suggest specific projects you will work on in each corner. Present 5 Synergy points to ensure smooth flow and concrete points of Synergy with direct Tangible leading to growth of Exchange. My 5 Synergy Corners in the term will be. 1. Learning and Development – L&D will play a big role in developing all departments as membership leads to growth and we need to grow and develop our membership so L&D will be one major area where all departments have to synergies. This is also lead to growth in exchange and in the smooth running of the LC. 2. Finance Task Force – The FTF will sole responsible to do all the Investments in the LC be it any department. The FTF will have VP F , VP Marketing , VP BD and LCP they all together will meet once in 2 week to work on Investment strategies and plan where all we can invest and how was last Investments ROI. 3. Marketing - Marketing Department will be play one big role in 2015 and it will be the biggest synergy point for all departments. As I plan to rebrand all the exchange departments so synergy with Marketing Department will be a must for all the departments which will increase the performance of all departments. 4. Business Development – As BD will be doing quite a lot of events for mostly all the exchange departments so it will be a must to synergize with BD as the events will be done for the
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
Exchange departments. So the Exchange department needs to tell BD when , where and how they Want the event to be and they need to synergize with BD to get the best out of the event. 5. Membership Journey Tracking - It will help all the departments to follow up with their members and see what is working and what is not working in their respective department. We will have Journey tracking days with EB and MB twice in a month to track our membership and see what all needs to be changed.TM will take it forward and each and every member will be tracked and their journey will be showcased to them so they can also see how much they have learned and changed in this organization.
Human Resource Management 1. Present your OS for the EB and MB. Also present the required TMP and TLP as per backward planning based on exchange cycles. ( Present the backward Planning for Each quarter with Recruitment Timelines).
VP BD VP BD VP IGCDP VP IGIP
LCP
VP IGIP
VP BD Events|Sales VP BD NEP|IGCDP SALES
VP Old Clients and Marketing VP New Clients
VP Finance VP Expansion VP Marketing
VP PR and External Collaboration
VP Marketing VP Exchange Marketing VP TM VP OGCDP VP OGCDP VP OGIP Backward Planning
Q1 – OGCDP – TMP and TLP Required Exchanges to be done in Q1 – 75. So No of members = 25 ( 1 member does 3 exchange )
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TLP experience = 1 TL 5 member ( so 5 TLP experience ) Q2 – TMP = 33 TMP and 7 TLP Q3 – TMP = 13 TMP and 3 TLP Q4 – TMP = 20 TMP and 6 TLP
Q1 – IGIP – TMP and TLP Required Exchange to be done in Q1 = 30 . No of Members if one members does 3 exchange = 10 TLP – 2 Q2 – TMP = 13 and TLP = 3 Q3 – TMP = 8 and TLP = 2 Q4 – TMP = 8 and TLP = 2
Q1 – OGIP – TMP and TLP Required Exchange to be done in Q1 = 7 . No of Members if one members does 2 exchange = 3 TLP – 1 Q2 – TMP = 8 and TLP = 2 Q3 – TMP = 3 and TLP = 1 Q4 – TMP = 2 and TLP = 1
Q1 – IGCDP – TMP and TLP Required Exchange to be done in Q1 = 20 . No of Members if one members does 2 exchange = 10 TLP –3 Q2 – TMP = 8 and TLP = 3 Q3 – TMP = 16 and TLP = 5 Q4 – TMP = 8 and TLP = 3
2. What Behavioral and cultural changes have taken place in AIESEC in Pune. What is still needed for us to achieve our potential and become a sustainable 350+ Exchange LC. What
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are the characteristics (at least 3) of an ideal EB as a team? What will be your actions as an LCP to develop these characteristics within your EB team? AIESEC in PUNE have changed a lot in the last 2 years. When I joined AIESEC in Pune the LC was a very connected and emotionally driven LC and then in 2014 the LC was transformed into a work oriented LC. Now in 2014 we tried and balance both the things together. In 2015 the only thing that is needed is to scale up we have a right balance of emotionally driven and work oriented no bull shit LC all we need to do now is scale up in our operations and use these two qualities to scale up. We just need a little more commitment from our members and little more passion from the membership the MB needs to take responsibility from the starting this year. Three characteristics that my EB needs to have would be: 1. Commitment 2. Passion 3. Sense of Humor I live by these values everyday and I make sure I will make my team live by them also. Passion and commitment will come with time and responsibilities so I will make sure they see and feel this responsibility on them to handle a LC and run it too. For sense of Humor they just need to work in this organization if it is a youth run organization in real . In AIESEC we sometimes forget that we are a youth Run organization run by the youth we need to act like youth also sometimes . 3. Define a plan on how you will be tracking all the portfolios being LCP, how will you manage this team? Moreover, how will you track and improve on the quality of EB to track and which in turn improves performance. Comment on what went wrong in tracking and why HR management could not drive performance in 2014. Here are 6 steps to track and manage teams • Have radically objective for the Teams and VPs – Do not have non achievable targets makes no sense to track something someone cant achive. • Set a clear direction by focusing on a handful of priorities – Don’t give everything as target. Focus on the main things you want to give target. • Track the things that best portray performance on priorities – Don’t track everything track things that matter and that can change performance. • Align the team through routine communication – Have frequent meetings to track and check performance. • Keep score to hold each other accountable – Play it as a sport have competition it always helps • Adapt and learn quickly – Learn from what went wrong and change and adapt to enhance the result. In 2014 we were counting more and tracking less. We indeed did a lot of tracking but we never came out with a output never reviewed it or learnt from it. Tracking is just not for tracking performance it is done to improve the performance. 4. Analyze the current state of operational training in AIESEC in Pune and propose the changes you will make in your term? How will you Ensure Effective Operational Training and
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measure the Efficiency. How will you connect Leadership Development and Operational Training? The Current state of operational training vari varies es from Department to department. It is very basic and it focus mainly on the people who are good with sales and the one who learn fast. So our operational training is very selfish in nature. In my term this will change we will do operational training for everyone and will make sure that everyone gets perfect in it. For this every VP use to be the sole responsible but in my Term this will be a big job role for VP TM also to sit with all the VP’s and make a first 10 days plan which will include the operational al training and its feedback. Feedback is very important after operational training because we think everyone is ready to work now and we wait for results. Whereas good feedback will tell us where all we need to train the members more and what more they need ed operational training in. To become a effective leader in AIESEC you need to be operationally well trained as a leader leads by example. So our operational training should be in a way that the ones who go through it can lead later and help others with the he operational training. That’s how leadership development will happen side by side to operational training. 5. Comment on AIESEC in Pune’s Team Leader Programme. Considering the growing capacity of the LC, TL’s (Both EB and MB) need to increase in Talent Capacity to ensure the Effective Engagement of Team Members; elaborate on 3 area’s how we can improve leadership development and Empower, member engagement in the LC. Put points to rectify each problem. AIESEC in Pune’s Team Leader Programme in the year 2014 – 2015 was not very effective nor it was back when I was a TL . Team Leaders are the ones that actually run the LC . They together form the MB which is the back bone of any LC . All big and successful LC always make sure that their MB is strong and a that their Team leader Program is so strong that it leads to growth and increase in Talent Capacity. Three Areas where we can improve our Leadership Development are
GET
•We We have the right capacity to get a good no of peopel in the organization. •We We recruit the best people and from Different new Colleges.
KEEP
•We We need to improve our team minimums to reatain so many qualtiy memebers. •We We need to provide them quality team memeber experience and give them TLP opportunity also.
DEVELOP
•Learing Learing and Develpment needs to happen to develp our memebers. We need to have more then 60% membership performing so •We for this tracking and feedback need to happen.
6. What is your understanding of EwA? How do you think it has to evolve in the LC considering Building Talent Capacity is a focus area for 2014 2014-15? 15? Derive Strategies to engage most potential people. EWA – Engagement With AIESEC for me it is how we engage each and every member in our LC and Departments. If we fall short to engage them with the Organization then the members tend to leave and become detractors. EWA can be with students who are going for Internship too. So we need to make sure that we deliver in the best way possible and have a good brand name. • Membership Journey Map – It is always difficult to assess every members and TL growth and their journey in AIESEC which adds value to their personal growth. With the help of Journey
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mapping we will see how every member have grown and how much he has contributed in his department and how much more he can do and how. • Learning and Development - Please Refer answer 7 for this EB and Permanent Members Placements – with such Diverse Clients and companies we work with all throughout the year. We need to give our Alumnus something more than just the Alumnus status. TM can pilot this project and have a career fair kind of thing with all our clients and partner where the OLD EB and permanent members sit for Placements. I believe companies and organization like LetsIntern, Teach for India and as we have worked with these Companies so they know the quality of people we have in the organization. This will be a boost to our credibility. 7. What will be the evolution in Talent Management and development in 2015 in context of Recruitment, Learning and Development and Productivity? Talent Management in one of my Focus Areas for the year 2015. Talent Management needs to grow in the year 2015 to help us achieve our targets. Following Evolution will happen in context of : • Recruitment – Pune has 808 college and every year we just recruit from 8 colleges. We need to explore new colleges. Like in my term I made a decision to experiment with Cummins college and we got good results from that college. Same way in 2015 we need to try and experiment with new college till we don’t try it we won’t. We need to do two massive recruitments and do recruitment timeline and need wise. The problem we face every year is all our members are from same major 4 colleges and they together go into exams and vacations and this effect all the Departments. So recruiting from different colleges will solve this problem of all members going into exams together Example – We recruit 40 people from 4 new colleges which have exams in nov and our other old college members go into exam in oct. So at the time of October the other 40 people will work and when these people go into exams in November the October people will work. • Learning and Development – Learning and Development needs to start in our LC for this we can partner with some other company who can do L&D for us or we can call externals to do LEADS for us .L&D will increase the efficiency of our members that will lead to better results and development of members and once L&D is done in proper way and proper feedback is taken we will be able to sense our members and improve accordingly. • Productivity – By doing the above two things we can reach out to maximum productivity and we need to do our membership journey mapping to know and show them how much have they learned and changed . RNR is also very important in increasing productivity as more the member get appreciated the more the member perform and other members perform too. For productivity a lot of tracking needs to happen in each and every department.
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Financial Management 1. Describe AIESEC in Pune’s ideal financial state as an LC in 2015 and 2016. Design the growth path to this in the next two years keeping the current state in mind.
5 lakh FD
financial sustained LC
strong financial tracking
Investment that gives ROI
strong cash flow in the lc
2. Draft a rough budget for 2014 keeping in mind LC activities, Events, Admin Expenses, IR and BD income create a specific tab for investments. (Not included in Page Limit) ( PLEASE REFER BUDGET 2015 – 2016 attached with the Manifesto folder. ) 3. Explain the role of financial Management in the LC. Describe the current state of the LC in Financial tracking and mention 3 flaws in the system. How are you going to ensure the best and most efficient tracking system for the LC. Finance department is the most important pillar that strengthens every organization. Without financial management a LC will go into loss. Current state of the LC is way better then what it used to be at the starting of the year. We have tab on every receivable and have done some good investments. 3 flaws in the system are: • A lot of cash transaction happening – Due to this it’s difficult to track the finance and it increase the work for VP F. • Heavy Investment in intern flat – We have made some huge investment in intern flat that can back fire at us. • VP’s not accountable to track transaction in their respective departments. The best and most efficient tracking system for the LC will be to follow these steps. • Analyzing Operations – This will help us quantify everything that we want to do and will help in planning of investments and tracking the ROI.
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• Finance Task Force – This will include VP Finance , VP Marketing , VP BD and LCP. • Department Wise Budget – Every Department should make budget for each Quarter • Proper financial education to EB.
Operations Management 1. Define briefly areas of exponential and organic growth for your term. Be specific on why that is a priority, how is it going to happen and what is going to be the outcome? While measuring the outcome, please relate to ELD Goals. For the ones who don’t kno what Exponential and organic growth are. Exponential Growth - Development at an increasingly rapid rate in proportion to the growing of total size ( where we can grow massively ) Organic Growth - The growth rate that a company can achieve by increasing output and enhancing sales ( where we grow normally ) Area for Exponential Growth • Talent Management – In the history of AIESEC in PUNE we have never done something big in TM and with the quality of members we have and the recourses we have at our disposal we can grow massively in TM. TM is one of main Priority as the Human Recourse is the most important pillar in running any organization. If the members are happy and satisfied they will make the stakeholders happy and satisfied. TM has a lot of scope for improvement. Membership tracking and feedback with the help of check point system will be the way forward. Learning and Development will be taken very seriously in my term and we will take external help for it.RNR for membership will be done every month. Doing all this in the right way will lead to a highly effective and strong membership that will show results. • OGCDP – With such a big market and developed Exchange Support we need to scale up this year in OGCDP. We to innovate and try new things in OGCDP tap into new colleges and change the way we do OGCDP.In 2011 our vision was to be the best in OGCDP in the world. So let’s be the best in INDIA this year. Every year we grow massively in OGCDP so we have everything to grow Exponentially in OGCDP. For doing so all we need to do is stick to our timeline raise massively in Summer. Tap new colleges and Develop SU’s and Expansion. Make the most use of Marketing and BD. Doing this will make us credible in the Youth Market and make us the leading OGCDP LC in India. • Marketing and BD – In the year 2014 both these departments were main focus and a lot of work and recourses was put in these two departments. Now in 2015 these two department have to scale up the operations as they have grown better now than any other year in AIESEC in PUNE history. The outcome will be more events in BD and Marketing will expand the Organizations network and lead to OGCDP growth. 2. Chart the growth path with inferences of all exchange programmes (GIPi, GIPo, GCDPi, GCDPo) from 2011-2014 and provide exponential/Organic growth paths for each portfolio for the year 2015. * Data analyzed only till 30th November 2014
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250 200 OGCDP
150
OGIP 100 IGIP 50
IGCDP
0 2011
2012
2013
2014
IGIP 2011 • IGIP being a new focus area ,No client needed to start from scratch • Talent Capacity started building after Q2. • Extremely good department and sales culture.
2012 • No Pipeline to start with. • Low Market capitalization and low CRM. • Low synergy with Exchange support. • No focus on high quality experience
2013
2014
2015
• Huge pipeline to start with. • No market specific division, shutting down ET, Focus only on 2 sub products. • Low synergy with Marketing and BD
• Very less core selling • Too much dependence on Marketing leads • ASL as a new project piloted. • Good Delivery rate.
• Synergy with BD for NEP • Core selling • LinkedIn marketing • Maintaining CRM with old clients.
2014
2015
IGCDP 2011 • Growth in portfolio. • Good IR and Matching • Good selling of product.
2012 • Major Quality Issues • Sold one CSR project • Huge Pipeline given to next year.
2013 • Unstable leadership Body. • Low BD synergy to sell product. • Shutdown for 4 months due to financial instability.
• Loss making portfolio • Matching and raising problem. • Unable to retain members.
• Re structuring of Department from starting of the year. • Re- Branding and Selling of CSR projects. Showcasing of impact
oGCDP 2011 •
Low membership in department • No brand name in colleges
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2012 • No synergy with marketing • No UR set. • Random raising from anywhere
2013
2014
2015
• Good taping of colleges increased brand name. • Good investment
• Missing of cycles • No UR done. • Good synergy with marketing but low
• Rebranding • Sticking on cycles • Trying to explore more marketing Avenues.
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• Very less IR and UR.
in marketing • Missing out on cycles.
conversion. • Good membership.
oGIP 2011 • Lack of market capitalization • No investment at all • Less knowledge of process
2012 • Lack of market capitalization • Low synergy • No strong membership
2013 • No UR and market penetration • No key investment • Less membership
2014 • Unstable leadership • No UR penetration • Started focusing on one Sub product
2015 • Career fair
3. Analyze the current brand of AIESEC and its programmes in the City. Create a Brand strategy for GCDP and GIP as programmes of AIESEC. What is your plan to grow GCDP and GIP programmes of AIESEC in Pune using Business Development and Marketing as a growth strategy? The current Brand of IGIP,IGCDP and OGIP is negligible in the market . Whereas OGCDP is little know in the youth. Marketing and Business Development play a key role in creating a brand name for all the AIESEC program. Some things that I will do with the help of Marketing and BD to grow GCDP and GIP are : • CIM – Due to lack of a CIM responsible or CIM department AIESEC in Pune lack in Documenting and showcasing our work and Impact and this has badly affected our IGCDP and IGIP market and clients. First rule of running a Organization or company is if you have something great present it or if you have done something great in the past showcase it and for the same we need a CIM . Marketing can massively help in this. Marketing will recruit skill based people who can work on these things and if we can’t recruit them we will pay and get this work done because ones made can be used for all throughout the year. To create a brand one needs to showcase the work and this will be one of my major projects in the first 2 months. • OGIP career fair – One of my most important project for the year will be a OGIP career fair. Where passed out students and final year students can come and go through all the OGIP opportunities we have at our disposal. For this Marketing and BD will work together and deliver the event. Once this event is successful we can keep doing it every quarter. • Packaging and Rebranding of OGCDP – Why can you see a coke bottle and recognize it’s a coke bottle?. What is so important in the Red color of coke that everyone remembers it by its color ? To be successful, every brand must have a distinctive point of view and be able to express this clear and unique reason for being. Effective packaging makes it easy to understand at a glance, who I am, what I am, and why I am relevant to your life and this is where we lack and this is the reason why we don’t convert a lot of our leads because if someone comes for a induction we just talk about our project. We don’t have anything to show to them or give them that they can take back home or keep with themselves . OGCDP internship needs to be sold to the Parents and if the product ( OGCDP ) is not at all packaged well they won’t buy it. So a lot of work by marketing and BD needs to be done on rebranding the Product and making sure its packaged right. Example BD can crack a deal with Make my trip or Cox and kings that the EP gets discounted flight tickets or Marketing can give the EP a EP booklet that has everything about the Internship and past case studies. 4. The market share of AIESEC, in Pune as a city across all kind of external stakeholders is negligible. In this context, how do you think marketing as a portfolio will evolve in 2015.
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Purpose of Marketing in 2015 • Attract • Engage • Retain By following these steps Marketing as a Portfolio will Evolve in 2015 1. Be Strategic: Decide where you want to be in five years and then set goals. Goals should be SMART. Specific, Measurable ,Attainable, Relevant, Time-bound 2. Execute multiple marketing strategies. Focusing on only one thing guarantees that it will fail. Track leads against multiple channels. • E- Mail Marketing, Bulk Messaging, Blog posting • Twitter, Google Analytics ,LinkedIn 3. Test & Measure. You have to known what works and what doesn’t work. Then stop doing what doesn’t work. 4. Be consistent and persistent. ” a sale happens when marketing meets opportunity”. •
2% of sales are made on the 1st contact
•
3% of sales are made on the 2nd contact
•
5% of sales are made on the 3rd contact
•
10% of sales are made on the 4th contact
•
80% of sales are made on the 5th – 12th contact
•
87% of leads are never pursued
•
45% – 63% of all leads eventually buy
•
48% of all sales leads are dropped after the first call or meeting’
•
80% of all sales close after the 5th contact.
5. Build value and trust - People don’t buy from people they like, but from people who they trust will solve the problem. Trust takes time, give away as much as you can and educate your customer. Eliminate risk through trust. Give away the education, because most customers don’t have time to do it themselves. 5. Give a detailed plan as to how you plan to use Back Office functions(TM, F, Marketing, Expansions, BD) to drive growth in GCDP and GIP in 2015 keeping in mind aspects like Cycles, Market Timelines, Bottlenecks, etc. Please provide details on the national strategies
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that you would like to implement and the growth you think it will lead to in the following format Programme/ Backoffice OGCDP IGCDP OGIP IGIP Marketing
Business Developme nt
Please refer Question 3 and 4 from Operation Management
• EP event before they go for Internship. • Doing Empower twice a year . • Helping in Getting good speakers for YE in colleges • Doing small empowers or Y2B talks in SU’s
• Core IGCDP CRS sales. • Doing BKK • Raising Intern Flat
• OGIP career fair. • Helping in Doing YE in Post Grad colleges.
• • • •
NEP Nexus Sales training Turing BD clients in IGIP clients
Talent Management Refer Question 1 from Part 3 Strategy Management • Summer cycle in • Rising from • Building Brand in Raising More Hotel Clients in Goa. Nagpur and Goa and Goa and Nagpur. Goa. Nagpur. • IS done in both Tapping into Nagpur Expansions market. • Doing Empower • Small BKK in the cities. in Nagpur. Nagpur. • Brand Building in GOA for Off Peak. • Proper tracking • Proper • Investment in Tracking of of Receivables • Plan on where to Investment in Promotion. Receivables. Clear book keeping invest and why. Intern flat and • Subsidy to Finance other and Audits of • Investment in alumnus. expenses. every invoice. Marketing and Investment in BD with ROI. • Making of External forms. financial model Investment in to run it in MCCIA. profit. 6. To sustain iGCDP as a portfolio, we need to sell iGCDP projects. Create a project Delivery model for iGCDP/ BD sales Synergy module to be sold to externals. How are you going to make sure you don’t make a loss on this portfolio. Explain the business sense of doing IGCDP.
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Deliver
Plan •Recruitments •samples •Documentation •Desing Ideas to sell CRS projects.
Acquire
•Specification Specification •Project Project plan •Research Research •Gather Gather resourses
•Making of calling and setting meeting. •Project finalzation . •Final Documentation
•Implementation Implementation •Showcasing Showcasing impact •Documentation Documentation for future use.
Build
IGCDP is like our own CSR we need to do it to showcase the Impact we make as a Youth Run organization and I believe IGCDP should be used to boost OGCDP as we can in real show how a Intern comes down to a different country and how culture exchange happens. This will give our EP who are going for exchange a great live view of how there internship is going to be like. I believe if something is giving you loss you either shut it down or you give it importance. So we will work to run IGCDP in a way that will get profit to the LC. We wil willl look for small projects to sell for CSR and look into expansion market and as well as find big NGO’s that can pay for the Interns. 7. Considering AIESEC in Pune hasn’t done a lot of events in the past 3 years, do you think AIESEC in Pune should do events in 2015? If yes, clearly mention your BD plans, timelines and delivery plans for each event. If not, is there any other strategy you have to fulfill the event objectives of profits and outreach? Yes, Events are a major way of Increasing our Brand na name me in all areas and it’s a good to do BD sales also. The events that I Plan to do in my term will be : • Y2B – Y2B as planned will be done in Feb first week. Venue will be Symbiosis Viman Nagar auditorium. Speakers should be confirmed by Jan 1st week and Marketing rketing of the event will start from the 2nd Week of Jan. Y2B will be done to boost the OGCDP raising Cycle and for Brand Relevance in the City at the Starting of the year. Y2B needs to happen as after a Big Y2B we can forward with Y2B talks all throughout the Year and we can sell these Y2B talks to Speakers and Brands. Expected audience – 500 Expected Budget - 45000 Expected Speakers – 4 Expected profit - 100000 • OGIP Career Fair – OGIP career fair will happen at the ( find out the peak raising cycle ) . It will boost the OGIP market and will create a new Brand name in the City. Should mostly happen in a Hotel. Promotion will be done heavily in all ways and if this Pilot event is a success we will do it one more time for the winter cycle. Expected Audience – 100 Expected Budget - 20000 Expected profit – Nil ( mostly Investment will be needed ) • Nexus – Nexus will happen somewhere in June or July to help IGIP raise and get connected conn to old Clients. If this year in 2014 Nexus happens we will have something to showcase and Inferences to learn from and do it in a better way. Work will start from April Just after OGIP career fair . Expected Audience – 250
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Expected Budget – 350000 Expected Profit – 300000 • BKK – BKK will happen on 14th Nov. Work will start from September and BKK will be sold all throughout the year with IGCDP sales. The event will happen only for a Day with 2000 kids and 200 volunteers. BKK will be done to showcase our Impact to our Stake Holders and to Pune. Expected Audience – 2000 kids and 2000 volunteers. Expected Budget – 250000 Expected Profit – 100000 Total expected Profit from BD events - 700000 8.Present your exchange calendar till February 2016 Month Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Total Jan Feb
Q 1 Q 2 Q 3 Q 4
Q 1
R 15 25 35 32 31 37 10 15 15 20 20 20 300
OGCDP M 0 12 15 10 35 58 45 5 0 30 40 35 285
R 6 2 2 15 30 55 40 6 4 5 35 55 255
15
8
7
20
14
16
Q 1 Q 2 Q 3 Q 4
Q 1
R 5 10 15 15 15 10 6 8 9 8 6 9 116
IGIP M 5 8 12 15 10 8 4 5 7 9 12 11 106
R 4 9 5 12 8 15 6 5 4 7 10 10 95
6
4
3
9
7
5
Q 1 Q 2 Q 3 Q 4
Q 1
IGCDP R M 8 5 4 5 8 6 6 5 4 5 10 10 12 10 16 12 12 14 7 6 5 7 8 11 100 96
R 3 4 4 3 6 6 10 12 14 5 7 15 91
5
4
3
3
3
2
*Without Including Expansion
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Q 1 Q 2 Q 3 Q 4
Q 1
OGIP R M 1 0 2 1 4 1 4 2 7 4 5 3 2 2 2 2 3 4 2 2 1 1 2 2 35 24
R 0 1 1 0 1 3 3 3 2 1 2 3 20
2
0
1
2
2
1
Part IV Personal Questionnaire 1. What is driving you to continue is AIESEC? Why have you decided to stand for LCP? What do you expect to take out of this experience? What in your perspective are the qualities required to lead AIESEC in Pune? The fact that I can do anything in this Organization and never fail , the fact that I can be myself is driving me to continue in AIESEC. Leadership is contagious and It is Leadership that I have worked under Over 2 years that Inspires me to be a leader. I have applies for this role because I know this experience will make me a more developed person by the end of it. With the help of this role I will learn the role of an Entrepreneur through practices. As in future I plan to expand my Startup so this role will help be a better Boss and understand people better when i go in the real world. The quality required to Lead AIESEC in Pune are: • Hard work – The LC needs a example to follow. • Punctual – The top most person need to be punctual with regards to everything so that the LC is Punctual in everything. • Craziness – No one likes to follow a average person. You need to be crazy enough to make AIESEC in Pune work and get results out of them. • Passion – With this non of the above quality matters. You need to have that passion in you to lead a LC. 2. Do you believe in AIESEC’s vision? If yes, what will you do in your term to build ownership and Responsibility of the vision in the LC? Peace and Fulfillment of Human Kind’s Potential these lines are what you want them to be for you. For me they always were and will be to do everything with great passion and commitment. Vision can be anything is mostly something that human can never achieve. The vision statement should be lived daily by you and you employees. It should be communicated directly and indirectly by how your company acts and talks about itself. So my vision statement will be something that each member can live by each day and whenever they work or talk about AIESEC in Pune it should reflect the vision statement. 3. If you have opportunity to take part in creation of the next mid-term ambition, what is the image of AIESEC that you would like to see in upcoming 5 years? The Voice of the Youth in India or in Pune. For me AIESEC needs to be The Youth voice in the nation . I don’t want AIESEC to be the Limca in the Beverage market I want AIESEC to be the Coke . The first thing that comes to your mind when you say softdrink is COKE I want this Image for AIESEC in the upcoming 5 years. So where someone talks about the Youth AIESEC should be the first thing that should come in their mind. 4. Mention the most important strategy or Direction for AIESEC in Pune for 2015-2016 and what is going to be your contribution to that? For AIESEC in Pune these are the most important strategy or Direction for 2015- 2016 • Grow Exchange support – Once exchange support grows the brand relevance increases in the city which will help our exchange portfolios in the long run. In 2015- 2016 my major focus will be on Exchange support and they will be given all the recourses to grow and develop. • Host a National Conference – Hosting a National conference again in the year 2015 – 2016 is very important. It will get the Lc the financial Stability and will help us to invest a lot in our exchange support. • Strong Membership – Strong and steady membership will lead to growth. For this we need to recruit in
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Application to office of Local Committee President 2015-2016 Gorkey Patwal
a different way mostly as per exams cycle and We need to do a lot of Lead and L&D for the members to develop them. • IR – With the shutting down of myaiesec.net and coming of GIS IR is the Key for all the exchanges. We need to invest in IR and build some solid IR with a lot of Countries. When we say AIESEC is Present in More than 123 countries I should at least have 50 countries in my hand where I can send my interns to and get Interns from. 5. “As LCP, you are the face of AIESEC in Pune. You must embody in yourself every aspect that you wish your Local Committee to stand for”. You are the AIESEC, future leaders and other stakeholders will see. Comment on this statement while focusing on your own personality traits. Passion and Commitment are the only two things my Dad have taught me all through my life and both these value go hand in hand . You can’t do anything with great passion if you don’t have commitment towards it and the same way you cant commit to something that you don’t do with great passion. So passion and Commitment are the two things I want my Local Committee to stand for as everything I do I do it with great passion and commitment. I want every member, TL and VP to live by these two values . I Judge people with these two things and if these two traits are a part of your personality then nothing can stop you from achieving anything in life. 6. Last but not the least, what, according to you are the bottom lines of a LCP? How will you measure your success of your team and as an LCP at the end of your term? Please Mention 2 measurements of Success for each. According to me the bottom lines of a LCP at the end of term will be the same as measure of success of my term as a LCP at the end of my term. • No of Exchanges Done – Most no of Exchanges done in OGCDP in the whole AIESEC India Network and Making IGCDP a sustainable Department with 100+ exchanges. • No of Members in the LC – A good Membership or 100+ members and 40+ Permanent Members till Next Election. • No of Events Done – 4 Big events done in the year and 1 event done in Nagpur. • Finance of the LC – Good ROI from each and every Investment and FD of 5 lakh
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Application to office of Local Committee President 2015-2016 Gorkey Patwal