AIESEC in Bulgaria National Report, Term 16/17 by AIESEC in Bulgaria

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NATIONAL ANNUAL REPORT

Table of Content

About AIESEC

Mapping Our IMPACT

A year in Review

AIESEC 2020

Our Products

Functions Review

AIESEC in Bulgaria LEADERS

INTRO

ABOUT AIESEC Nayden Rashkov National President 16-17 AIESEC in Bulgaria

â&#x20AC;&#x153;United we are standing on the shoulders of LIONSâ&#x20AC;? Since 1948, we at AIESEC have believed that cross-cultural and committed leadership are the most needed qualities to transform the world into the peaceful place that we dream it can be. The only way we can achieve this is through inspiring committed leaders that can transform our dream into a goal, and a goal into reality. We accomplish this by mobilizing young people all over the world to create a positive impact abroad, by working in a company, an NGO, or a public institution. This enables them to challenge their mindsets, learn about and respect new perspectives, and ultimately gain a deeper sense of empathy and social responsibilitya. Along this journey, we aim for them to develop a set of leadership skills which we believe are fundamental to achieving the ability to empower others, to be self aware and solution oriented and essentially, to be a true global citizen. Inspired by the previous generations and stepping on the shoulders of those, who lived AIESEC 2010 and 2015, we unleashed both, a new perception of what it means to work for a better future and a new generation of AIESEC members who advocate what we as AIESEC envision to be by 2020. We want our daily activities to be creating a movement that ignites the leadership spark in young people around the world and transform our impact into an exciting and unstoppable force of positive and inextinguishable change.

By shaping what we do around what the world needs and aligning it to our ambition for peace, we are embracing the biggest change initiative ever introduced, The Global Sustainable Development Goals. We are committed to taking an active role towards this agenda in the process of creating a more relevant and accessible AIESEC. We are prepared to challenge our own status quo and initiate a process of disruptive growth to make this happen.

As the National President of AIESEC in Bulgaria, I could not be prouder to lead an organisation with such brave leaders who are fully committed to being the catalysts of change that the world needs: leaders who recognise that in order to fundamentally innovate AIESEC by 2020, the transformation must come from within ourselves.

AIESEC was founded in 1948 after the Second World War by a group of young people from Europe (Belgium, Denmark, Finland, France, Netherlands, Norway, and Sweden). Our fundamentals were shaped by the social, economic and political climate of the time.

Since then, the world has been changing faster than ever before. We believe that young people hold the key to a better future and they must learn to adapt quickly and solve problems. This is why AIESEC strives for Peace & Fulﬁlment of Humankind´s Potential.

for Peace & Fulﬁlment of Humankind´s Potential. In today’s context, ‘Peace’ does not necessarily mean only avoiding war. Peace can symbolize a world that does not have conflicts that arise from cultural, religious, or other aspects of differences in humanity. Peace can also symbolize being in harmony with yourself. AIESEC strives to build a world where people can work towards their own understanding of peace, while respecting and understanding the views of others. Through “Fulﬁlment of Humankind’s Potential” AIESEC strives for a world where people can be the best version of themselves.

We place our conﬁdence in youth because they have the passion, dynamism and entrepreneurial spirit that are needed to shape the future. They have the responsibility to improve tomorrow by choosing who they will be today.

Our Goal Engage and Develop Every Young Person in the world by equipping them with 4 leadership characteristics: being self aware, world citizens, solution oriented and being able to empower others.

Values of Our Leaders We live and work by our values of striving for excellence, living diversity, demonstrating integrity, enjoying participation, activating leadership and acting sustainably.

How We Develop Leadership

We are In AIESEC we believe that developing globally minded young leaders who lead themselves, engage and lead others and positively impact their communities by taking action, creates a better world for everyone

Global and Inclusive As a global, non political, independent and non for profit organisation run by students and recent graduates of institutions of higher education, AIESEC does not discriminate on the basis of ethnicity, gender, sexual orientation, religion or national/ social origin.

Cross Cultural Exchanges AIESEC provides an opportunity for young people to work or volunteer abroad in non-familiar environments. This allows them to step outside their comfort zone and expand their worldview, while contributing to the community in which they are working. Living such experiences enables people to build a better understanding of how to communicate and capitalize on diversity in our increasingly connected world. Team Experiences AIESEC members work in teams to create and manage these cross-cultural exchange experiences. This provides an opportunity for our members to live powerful team experiences and develop their own leadership potential. Inner and Outer Journey We believe that young people learn best by doing and reflecting. The following diagram shows the framework AIESEC provides in every experience, enabling young people to learn the most from every experience. The Outer Journey is the individualâ&#x20AC;&#x2122;s interaction with the external environment. The Inner Journey is the internal change that happens within the individual. The combination of the two ensures that what someone learns from any experience will stay with them forever

Creating Opportunities Around the world, we partner with more than 2,600 universities and 8,000 organizations and businesses to create opportunities for young people to develop themselves professionally and personally through self driven, practical, global experiences. By Youth for Youth AIESEC is run by youth for youth. AIESEC believes that every young person deserves the chance and resources to fulfill his/her own potential, but also empower more young people to do the same, thus shaping a better common future. Cross Cultural Experiences Founded after the Second World War with the vision of achieving Peace and Fulfillment of Humankindâ&#x20AC;&#x2122;s potential, AIESEC believes cross cultural exchange and understanding is key to building a more peaceful world and preventing similar conflicts Global Internships AIESEC offers young people the opportunity to participate in global professional internships, entrepreneurial and volunteer internships and social impact projects that allow them to grow, learn, develop and impact their environment and the world. Top Talent AIESEC not only creates opportunities for students, but also for business, organizations, NGOs and start ups to get the best young talent, enable their leadership journey and bring global perspective to their business.

Mapping our

AIESEC in Bulgaria is present in

Impact

Universities in Bulgaria

Local Offices

Virtual Expansion

Veliko Tarnovo

Svishtov

- St. Cyril and St. Methodius University of Veliko Tarnovo

- D. A. Tsenov Academy of Economics

Sofia - Sofia University Saint Kliment Ohridski

Varna

- University of National and World Economy

- University of Economics Varna

Plovdiv - Plovdiv University Paisii Hilendarski

A YEAR IN REVIEW (HIGHLIGHTS) This year, Leading The Movement was a challenge full of great experiences for our organization. Letâ&#x20AC;&#x2122;s review some points that made the difference during this period.

AIESEC Experience & Products As part of the strategy within 2020, AIESEC refreshed the product portfolio that we offer to young people and our partners. The AIESEC Experience consists of three phases, which are: Engagement with AIESEC, Experiential Leadership Development and Lifelong Connection. In each phase, we facilitate the development of one or more Leadership Qualities within youth.

15 YouthSpeak Forum YouthSpeak Forum powered by AIESEC is an event run by youth for youth, that brings together both young and senior leaders to form a diverse cross-sector and multi-generational space for inspiring conversations around pressing global, national and local issues. Through these forums, we constantly strive to shape what we do around what the world needs at the local, national and global level. In October 2016 we had the first YouthSpeak Forum in Bulgaria that gathered youth, NGOs and business around the topic of SDGs. Business in Practice Business in Practice is initiative powered by AIESEC in Bulgaria that aims to create a bridge between young people and the business to foster youth employment and decrease percentage of NEETs in Bulgarian society. The initiative is a business forum that consists of interactive workshops, trainings, keynote sessions and business cases that support their journey of putting knowledge into practice. Global Volunteer Global Volunteer is the cross-cultural volunteer experience for young people who seek to develop themselves and the world by working on social impact projects with NGOs and organizations that contribute to any of the Sustainable Development Goals. Global Talent Global Talent provides a global internship opportunity for young people who seek to develop their career in a multicultural setting. AIESEC partners with organizations and companies of all sizes from diverse sectors and industries in order to create opportunities for young people from all backgrounds.

In the term 2016-2017, we implemented the new AIESEC experience with the re-branded products, and new Engagement with AIESEC initiative - YouthSpeak Forum for the first time in Bulgaria.

Global Entrepreneur Global Entrepreneur offers an opportunity to young people interested in developing their entrepreneurial outlook to undergo a professional development experience in a start-up. This program also makes AIESEC’s talent available to and affordable for start-up organisations.

AIESEC Membership AIESEC by nature is independent and youth-run, implying that it is the members of AIESEC that make the organization run and grow each year across organizational levels. The majority of the members work in local offices as volunteers facilitating the leadership experiences for young people whilst going through their own leadership development journey.

Local Volunteer To enable a greater number of people to be engaged by AIESEC and live a short-term AIESEC experience, Local Volunteer was initiated globally this year to give a “sneak peek” into what a Global Volunteer experience looks like by allowing local youth to volunteer on a project or inside an NGO alongside Global Volunteer participants. During term 2016/2017 AIESEC in Bulgaria created implementation package for the product to be released in next term.

Our Membership volunteer their time to create a ripple effect on others by supporting young people in all exchange related processes as well as creating spaces for those people to develop their leadership. Thanks to that, they are equipped in customer service attitude, project management skills and much more. Every year, thousands of young and highly talented people are shaped by AIESEC after intense team and leadership experiences, after which they move forward in their professional careers as they continue living the AIESEC values. The Environment Which We Create For our membership, we follow certain standards to ensure they are able to develop themselves in the best way. Each single member of the organization needs to be a part of a team, which has a goal and plan for how to achieve it. The job description of the member contributing to this plan, alongside with functional training, are an essential part of the environment. We as well ensure that there is a system of tracking and evaluation in place and each member has a space for his/her own leadership development.

Youth 4 Global Goals is an initiative powered by AIESEC aimed to activate the leadership potential of young people of the world by engaging and mobilizing them through offering purposeful and cross-cultural projects around the globe that are designed to impact and contribute to the Sustainable Development Goals.

YS survey

YS forum

50+

3500+

SDG actions

142

YouthSpeak Forum is a forum where inspiration and collaboration convert into action. This event brings together both young and senior leaders to form a diverse cross-sector and multigenerational space for inspiring conversations around pressing global, national and local issues. It is an attractive and engaging approach to making AIESEC relevant for any young person and a way to get involved with no barriers and low commitment.

6 Speakers

50+

2,738

Participants at the forum

Partners

Levs revenue

CONTEXT This year we started implementing the Youth4GlobalGoals initiative in Bulgaria with the execution of the first YouthSpeak forum in Bulgaria and aligning all Global Volunteer projects to the SDG framework. What we missed was the report from the 3000+ answers which we managed to gather last term and are still relevant in a period of 3 years. We managed to agree with 4 big organizations for partnership in developing Y4GG initiative, one of which will create a fund for GV

CONTEXT In 2016 we realized the first YouthSpeak forum in Bulgaria which put a beginning of our long-term SDGs campaign. This forum was a great opportunity to connect with like-minded organizations and use it as a leverage to expand our partnerships around Y4GG. The realization of the forum itself had a lot of challenges, but despite them it was a great event and the participants were very satisfied and passionate after.

MAIN CHALLENGES & LEARNINGS

-Not clear on how to partner for Y4GG: during our term we were putting efforts in figuring out how to partner for the initiative, which slowed us down in signing MoUs. We believe that joined planned campaigns in the beginning of the year for awareness, in social media and partnership in YSF and GV are key to Y4GG partnerships

-Lack of plan and delayed actions: in the beginning of the term we didn’t see the relevance in Y4GG and the impact that it can have so we didn’t plan anything specific. We recommend thorough planning and using Y4GG as leverage for partnerships and X.

-Lack of resources: As we started the term we didn’t plan any resources allocated to Y4GG. We recommend a team to be allocated and start a year campaign for SDGs in Bulgaria. together with plan and partners.

-Lack of awareness in youth about SDGs and YouthSpeak forum: young people in Bulgaria are hardly recognizing the SDGs and having in mind that YSF was for the first time in Bulgaria, it was normal that we didn’t have much attendance. We believe that stronger awareness campaign for SDGs should be carried out through Y4GG global campaign

-Team selection & management: there were many challenges regarding the selection and training of the team which led to difficulties in its’ management. We believe that a solid team forming & performing plan should be carried out.

-Lack of follow up: As the forum ended, the campaign for SDGs was not continues and there was no follow up on the passionate delegates regarding GV or membership. We believe that yearly Y4GG campaign should be established next year

Business in Practice is initiative powered by AIESEC in Bulgaria that aims to create a bridge between young people and the business to foster youth employment and decrease percentage of NEETs in Bulgarian society. The initiative is a business forum that consists of interactive workshops, trainings, keynote sessions and business cases that support their journey of putting knowledge into practice.

200 Participants at engagement events

14,855

Participants at the forum

Financial partners

Levs revenue

CONTEXT This year we inherited greatly organized initiative in 2016, which managed to gather more than 300 young people in InterExpo Center and more than 24K revenue for AIESEC in Bulgaria. In the process of organizing 2017 edition, we faced many challenges, which didn’t allow us to achieve better results. Despite the downfall of results, we managed to set a clear course of product development together with our partners, so that we can guarantee the progress in 2018 edition. MAIN CHALLENGES & LEARNINGS -MC & LCs collective responsibility: there were many challenges due to shared responsibility so we learned that there should be only one responsible clearly communicated in the beginning with clear expectation to LCs. Due to the fact that this initiative brings more than 50% of MC budget, MC should be 100% involved .

-Project management: there were many challenges due to late timeline with project execution, which caused delays in marketing, sales and logistics. We believe that events standards should be developed and applied next year.

Local Volunteer (LV) provides a national experience with an international environment. Through allowing local youth the opportunity to be a volunteer on a National/local project or in an NGO in their own country/territory which addresses one of the SDGs for 6 to 8 weeks, alongside Global Volunteer participants. The aim is to empower young people to develop one or more Leadership Qualities by volunteering together with Global Volunteers. CONTEXT In term 2016/2017 the initiative Local Volunteers was introduced from few entities as GCP and taken forward from AI as inventing EwA initiative. Local Volunteers was proposed to be piloted by few entities around the world so that it can be tested. Bulgaria didn’t apply for piloting the initiative. After the pilots , all materials and brand advocacy materials, plus learning materials were gathered and put in hub so that anyone can reach them easily. We planned to execute Local Volunteers in the second part of our semester, but due to late timeline, we didn’t manage to start the preparation on time. Local Volunteers was not tested in Bulgaria so far. MAIN CHALLENGES & LEARNINGS -Lack of change management process: from the beginning we didn’t know how to design proper change management process, which led to lack of awareness & desire in the LC to implement the initiative. We believe that ever new project or change that is introduced should be considered with proper change management plan. This is a guarantee for faster and better effect in change.

-Lack of co-creation: as there was no change management plan, we didn’t manage to co-create the implementation of Local Volunteers with Local Offices. This led to lack of desire and need to implement. Co-creation is a powerful strategy to create awareness and engagement in members.

-Project management: there were many challenges due to late timeline with project execution, which caused delays in marketing, sales and logistics. We believe that strict timeline and better preparation should be in place

Global Volunteer is an opportunity for a young person to develop leadership qualities of self-awareness, solution orientation, empowering others and world citizenship while by living a cross-cultural volunteer experience. In the product a young person volunteers abroad on social impact projects that contributes to the Sustainable Development Goals.

CONTEXT For the past years Global Volunteer has been the driver of AIESEC in Bulgaria bringing the biggest results in exchange and impact. Despite that incoming GV was the most unsustainable and underpriced product of all. The product was financed from other sources of revenue or it’s costs were cut to the minimum. In the end of term 15/16 these weaknesses of the product in Bulgaria have come to their result and every LC in Bulgaria had financial difficulties. Despite that many successes were carried out in term 16/17 as complete alignment with Sustainable Development Goals, introducing Impact Design Framework, agreement with several NGOs to support us in our desire to activate young people to address the SDGs. Few national projects were conceptualized and further partnerships were carried out. Alignment with S&D timelines during the term and introduction of new pricing policy for profitable and more sustainable Global Volunteer. Nurturing systems through automatic emails in EXPA and a software – Get Response to support us in this task.

Application analytics Type of exchange

Applications

Accepted

NPS

Approved

Realized

Finished

Completed

Applications

Standards

Responses

Average score

8.5

AVERAGE from 79

Applicants

Applications

Applicants

Applications

YES

29%

Incoming

1186

1460

135

148

120

% Promoters

88.2

Outgoing

329

%Detractors

8.8

NOT TAKEN

68%

BOTTLENECKS AND LEARNINGS RELEVANCE OF PROJECTS - When we talk about Incoming GV, the relevance of the project is something crucial for it’s successful execution. When you as EP have a choice to go on GV in Malaysia and teach children that learn in sandboxes or to go to Bulgaria and teach in private kindergartens, the choice is about adventure and learning curve. Most of our projects are not relevant towards GV value proposition, towards Bulgarian society, towards the SDGs and towards the EPs desires. We do not invest to upscale the relevant projects, because it is hard. - When we talk about Outgoing GV, we do not know what our market is looking for and we are not offering relevant for them projects, but random ones. We do not communicate impact & SDGs

PREPARATION & EXECUTION -In terms of Incoming GV there are several things that we need to mention that are in the core of our challenges. One of them is definitely the financial sustainability of the product, which can be tackled only with adjustment of pricing policy, because cost cutting and financing from other sources is not a solution. Other problem in preparation of iGV projects is the timeline of execution which is always late, lack of national projects to upscale and sell on national level and no understanding on Impact Design framework and how to use it. - Around Outgoing GV the problem with the timeline is still in place, but I believe that it’s more of lack of market understanding and focus on a certain niche.

S&D AND CONVERSIONS - Both in Incoming and Outgoing GV we have huge problems in Conversions. One of the main reasons for this is that due to small international experience our plenary lacks general understanding of how Supply & Demand in the AIESEC network works. Other reasons are lack of solid cooperations on national and local levels, slow process time in ever stage of customer flow both for Incoming and Outgoing GV. We believe that there is a need for general understanding in the country regarding S&D, cooperations – responsibilities of both sides and measures for optimization of process time in order to ensure better results in GV.

VALUE DELIVERY (CO-DELIVERY) Both in Incoming and Outgoing GV we have difficulties in Value Delivery. -Our biggest bottleneck in Incoming GV is the understanding of how to co-deliver the internship with the enabler. We need to prepare better our members and ensure that they understand every standard, but in the same time we need to ensure that every enabler understands that they need to deliver leadership experience with us. -Outgoing GV is similar, just in the sense that we need to prepare our members how to co-deliver an internship with the Hosting Entity. This culture will ensure that we know what is happening with our interns and we take care for them as they develop their leadership qualities on AIESEC exchange.

BRAND ADVOCACY For many years we are one of the biggest organizations in Bulgaria for youth exchange. The first one to address the Global Goals and the only one to develop leadership qualities in youth through exchange. Although we have never showcased ourselfes. -In Incoming GV we need to start measuring and showcasing the impact of our project to the society and government. Impact Design framework will be a very useful too to ensure this process. -In Outgoing GV, we need to start showcasing the stories and changed lives of young people who have gone through our products. Thorough follow up and showing to other young people how great it is to be on exchange with AIESEC.

Global Entrepreneur is an opportunity for a young person to develop leadership qualities of self awareness, solution orientation, empowering others and world citizenship while living cross-cultural startup experience. In Global Entrepreneur, a young person works abroad in a startup with entrepreneurs to advance their goals and grow.

CONTEXT Global Entrepreneurs is the newest baby in the AIESEC products tapping into the potential of entrepreneurship trend amongst young people across the globe and Bulgaria as well. GE has separated officially as product in the end of last year and in term 16/17 as part of the 2020 project - Improve ELD, was communicated as fully separated product. Despite that we had several successful exchanges in the start of the product in term 15/16, we decided not to put efforts in this new product, but to focus on the choice of LCs - GV and GT. This didnâ&#x20AC;&#x2122;t allow further development of Global Entrepreneurs, Incoming and Outgoing in AIESEC in Bulgaria. Despite that, we had few surprising realizations, but no structured campaigns were carried out. Partnership with YoStartups on a national level came as a really good opportunity to leverage on the startup sector, but we lost connection due to lack of results from both sides. Global entrepreneurs stays with untapped potential.

Application analytics Type of exchange

Applications

Accepted

NPS

Approved

Realized

Finished

Completed

Applications

Standards

Responses

AVERAGE from 2

Average score

YES

47%

Applicants

Applications

Applicants

Applications

Incoming

184

195

% Promoters

N/A

Outgoing

%Detractors

N/A

NOT TAKEN

53%

BOTTLENECKS AND LEARNINGS UNDERSTANDING OF GE Both in Incoming and in Outgoing Global Entrepreneurs there is a big challenge that it is a new product and our members do not know it and do not understand it. This makes them fear from not achieving, despite that the biggest trends in the world as in Bulgaria are connected with entrepreneurship. This lack of understanding and knowing the product, combined with the lack of historical performance and know-how and low capacity of Local offices to deliver more than two products leads to not selecting the product as potential for LCs. This leaves the potential from entrepreneurship spirit untapped in Bulgarian market.

SALES CAPACITY Both in Incoming and in Outgoing Global Entrepreneurs we have difficulties selling our products to customers. -In Incoming GE we lack sales culture in general - the people, who are willing to develop in this area, the processes, the know how and desire to develop it. This leads to lack of results in Incoming products and Business Development in general. -In Outgoing GE we lack the ability to communicate our product, its value proposition, benefits and impact. This is due to lack of understanding of the market, difficulties in targeting the right segment for the product and not understanding GE.

PREPARATION & EXECUTION Both in Incoming and Outgoing GE we need better understanding of the product, more focused customer segment and clearer timeline with deliverables. -In Incoming GE we have difficulties in preparing the internship and finding the right segment of startups. We face difficulties building the experience together with the enabler, communicating the right expectations and value proposition of internship -In Outgoing GE we lack as well the understanding how to sell to our customers. Should it be through physical campaigns or online, should we make seminars or give flyers. We are missing the market research and understanding on youth needs.

S&D AND CONVERSIONS - Both in Incoming and Outgoing GE we have huge problems in Conversions. One of the main reasons for this is that due to small international experience our plenary lacks general understanding of how Supply & Demand in the AIESEC network works. Other reasons are lack of solid cooperations on national and local levels, slow process time in ever stage of customer flow both for Incoming and Outgoing GE. We believe that there is a need for general understanding in the country regarding S&D, cooperations â&#x20AC;&#x201C; responsibilities of both sides and measures for optimization of process time in order to ensure better results in GE.

VALUE DELIVERY (CO-DELIVERY) Both in Incoming and Outgoing GE we have difficulties in Value Delivery. -Our biggest bottleneck in Incoming GE is the understanding of how to co-deliver the internship with the enabler. We need to prepare better our members and ensure that they understand every standard, but in the same time we need to ensure that every enabler understands that they need to deliver leadership experience with us. -Outgoing GE is similar, just in the sense that we need to prepare our members how to co-deliver an internship with the Hosting Entity. This culture will ensure that we know what is happening with our interns and we take care for them as they develop their leadership qualities on AIESEC exchange.

Global Talent is an opportunity for a young person to develop leadership qualities of self-awareness, solution orientation, empowering others and world citizenship while living a cross-cultural professional experience. In Global Talent, a young person works abroad to advance their goals.

CONTEXT We inherited from term 15/16 a growing Outgoing GT product and developed Incoming GT product on national level. Despite that, the difficulties that many LCs faced in the beginning of term 16/17 didn’t allow us as country to grow and to further invest into Global Talent product. Incoming GT was not selected as priority product for LCs due to lack of HR and understanding on how to run it. Outgoing Global Talent was something that many LCs preferred as focus products, but not many investments were carried out . The national office was putting efforts in conversions through cooperations, alignment of Supply and Demand, automatic systems and others. Despite the efforts it was not the best year for Outgoing Global Talent as well.

Application analytics Type of exchange

Applications

Accepted

NPS

Approved

Realized

Finished

Completed

Applications

Standards

Responses

AVERAGE from 0

Average score

8.0

YES

Applicants

Applications

Applicants

Applications

Incoming

234

276

% Promoters

50%

Outgoing

106

1485

%Detractors

N/A

NOT TAKEN

BOTTLENECKS AND LEARNINGS SALES CAPACITY Both in Incoming and in Outgoing Global Talent we have difficulties selling our products to customers. -In Incoming GT we lack sales culture in general - the people, who are willing to develop in this area, the processes, the know how and desire to develop it. This leads to lack of results in Incoming products and Business Development in general. -In Outgoing GT we lack the ability to communicate our product, its value proposition, benefits and impact. This is due to lack of understanding of the market, difficulties in targeting the right segment for the product and not understanding GE.

PREPARATION & EXECUTION Both in Incoming and Outgoing GT we need better understanding of the product, more focused customer segment and clearer timeline with deliverables. -In Incoming GT we have difficulties in preparing the internship and finding the right segment of companies. We face difficulties building the experience together with the enabler, communicating the right expectations and value proposition of internship -In Outgoing GT we lack as well the understanding how to sell to our customers. Should it be through physical campaigns or online, should we make seminars or give flyers. We are missing the market research and understanding on youth needs.

S&D AND CONVERSIONS - Both in Incoming and Outgoing GT we have huge problems in Conversions. One of the main reasons for this is that due to small international experience our plenary lacks general understanding of how Supply & Demand in the AIESEC network works. Other reasons are lack of solid cooperations on national and local levels, slow process time in ever stage of customer flow both for Incoming and Outgoing GT. We believe that there is a need for general understanding in the country regarding S&D, cooperations – responsibilities of both sides and measures for optimization of process time in order to ensure better results in GT.

VALUE DELIVERY (CO-DELIVERY) Both in Incoming and Outgoing GT we have difficulties in Value Delivery. -Our biggest bottleneck in Incoming GT is the understanding of how to co-deliver the internship with the enabler. We need to prepare better our members and ensure that they understand every standard, but in the same time we need to ensure that every enabler understands that they need to deliver leadership experience with us. -Outgoing GT is similar, just in the sense that we need to prepare our members how to co-deliver an internship with the Hosting Entity. This culture will ensure that we know what is happening with our interns and we take care for them as they develop their leadership qualities on AIESEC exchange.

BRAND ADVOCACY We have ensure many great professional experiences to young people in Bulgaria. Experiences that changed lives and gave bigger dreams and perspective of youth in Bulgaria – ability to learn and be more. But we do not showcase these really often. -In Incoming GT we need to start measuring and showcasing the impact in the companies. What is the difference that our interns make and why others need to bring interns as well -In Outgoing GT, we need to start showcasing the stories and changed lives of young people who have gone through our products. Thorough follow up and showing to other young people how great it is to be on exchange with AIESEC.

AIESEC 2020 represents the dreams of thousands of AIESECers that came together to create our midterm ambition, from the 900 delegates present at the International Congress in India (August 2015), to the more than 10.000 young people from all over the AIESEC network who participated virtually. We were able to put together a process that by including as many perspectives as possible allowed us to create a future image of the kind of organization we want to become, the kind of youth movement we will be. Our generation 16-17 is the first generation to fully embrace our mid-term ambition AIESEC 2020. We had the responsibility to spread the word about the ambition and to engage every member of the organization with itâ&#x20AC;&#x2122;s achievement. This is the key to the success and we embrace it as top priority of term 16-17

The role of each generation will be to build on the successes and achievements of the previous one to make sure we achieve this collective dream set by our members to be a Youth Leadership Movement! The 2020 perspective is the first step towards aiming higher, thinking in the big picture an finally being relevant as the largest youth-led organization in the world.

1.1. ELD - Improve Current Products This project is about reviewing our current ELD products and focusing on evolving them. It is also about product differentiation and ensuring each product is improving in its own way. MC scope -Implement relevant changes -Design GV for Impact -Monitor and Evaluate GV Impact on SDGs -Provide input/feedback to the network or AI when needed Progress - Improve implementation of SDG alignment has been done - Partially implemented Design for Impact for which GV doesnâ&#x20AC;&#x2122;t have a clear and measurable Outcome, Output and Impact - No improvement for GT pull strategy implementation - Differentiate GT & GE (Standardise Globally) has been done 1.2. EwA - Invent EwA piloting & framework Create a product development framework for EwA along with a tracking system by inventing products and piloting. MC scope Apply to be pilots, be informed on the updates, once the product is piloted decide to run or not in the entity based on the reality (e.g. this year YSF are being aligned to EwA standards, next year everyone can run it) Progress - YSF & BiP are aligned to EwA standards - AIESEC in Bulgaria was not selected to be pilot for EwA initiative

2.1. PHYSICAL - Refresh global expansion framework Before starting the project, refreshing the global expansion framework was kind of a topic since 2-3 years. Due to lacking support and guidance for the GEC (Global Expansion Committee) no bigger change or progress was achieved. Things needed to change drastically as expansions have been a topic from 2010 till 2015, with rather unsustainable short-term successes. In total only AIESEC successfully only expanded to 12 new places within that period MC scope Engage and support the co-creation process prior and during IC 2016 in Poland. Progress - We took part in Expansions working group on IC in Poland 2.2. PHYSICAL - Support our current expansions Support current expansions to grow sustainably towards becoming full members. MC scope Regional Role: -Co-ordinate resource in the region -Propose expansion plans based on global framework MC Role: -Explore ways to support expansions (Not only financially) -Take ownership -Engage proactively in the discussion of local expansions Progress: - Not a focus for AIESEC in Bulgaria in term 2016/2017

3.1. TALENT MANAGEMENT - TM refresh, Recruitment, Induction, Education This project was created to ensure that the way we are leading and managing our membership is aligned with the organisation we want to be in the future and update our TM processes to be able to do that.

4.1. VALUE DELIVERY FOCUS Embedding LDA assessment in operations This project aim to integrate the tool developed (LDA) to Customer Flow and ensure we can have a personal assessment for each single person taking AIESEC experience product and members.

MC scope Implement and provide input for constant evolution

MC scope -Provide analysis and implementation of the insights from data. -Adapt LEAD based on the LDA and NPS.

Progress: - New TM processes were implemented from MCVP LCD and feedback was provided to AI 3.2. CULTURE EVOLUTION - Culture definition AIESEC 2020 achievement requires us to review how the organization is structured and how it functions. From how the people behave, act and get recruited to how they communicate with each other and how they are incentivized. MC scope Co-create with AI on the definition. Progress - Inputs from MCP were provided during IPM in Morocco & IC in Poland 2016

5.1. BUSINESS MODEL - AIESEC 4 youth business model implementation Since 1415 AIESEC has reviewed the business model. For the OGX Side we have already looked into the customer flow and how EPs should pay on approved. We also discovered that EPs are being double charged in IGV, IGT and IGE. On the other hand, we see the Business Model evolving with COP and the implementation of big projects MC scope Implement change management and share GCPs

Progress - The concept of LDA was corrected and sent to development. We increased awareness of using the tool for personal goal setting and LEAD session creation. Currently 100% of EPs takes initial assessment and 35% of EPs take exit assessment. 27% of membership which are on EXPA took the assessment. - AIESEC in Bulgaria took part in CX challenges - AIESEC in Bulgaria is 5th in world, and 2nd in Europe.

Progress - Payment method changed on approved - Sustainable pricing policy proposed on GA, but not voted

4.2. AIESEC 2 YOUTH - Customer flow implementation This project was developed in order to evolve our organizational processes in each entity to be able to focus on leadership development and value delivery.

Progress - IT systems were tested and feedback is provided to AI - AIESEC in Bulgaria is ready to implement

MC scope -Provide feedback & implement Customer Flow -share GCP's and BCP's Progress - 100% completion of Customer flow in AIESEC in Bulgaria, feedback provided

5.2. FINANCIAL INFO - IT tool for financial info management Allow the organization to have real time financial data to take decision that allow the achievement of A2020 MC scope Insert information on system

1.3. LLC - Alumni attraction to AAI platform Attract alumni to AAI platform and support AAI with product development when needed MC scope Provide inputs and attract alumni What was done - Alumni coordinator gathering contacts of alumni - Promotion of Alumnet in our alumni network - Joined initiative with Board of Advisers for initiating alumni association

2.3. VIRTUAL - Expanding through open platform piloting and business model creation Create a business model and pilot virtual expansions through open platform to reach out to young people where AIESEC entity is not present. Include plans for value delivery. Look into creating a fund from the revenue for future physical expansion in case it's possible. MC scope -Initiate piloting -Explore and identify possible markets" Progress: - First virtual expansion in Bulgaria in Svishtov - Contract with Svishtov university - Virtual market allocated under Plovdiv

3.3. OD MODEL - OD model evolution, research and concept Need to define an OD Model that can serve the organization to accomplish the MTA A2020 MC scope Provide data and input. Pilot the model Progress - Data was provided by MCVP LCD and inputs given at global conferences 3.4. ORG STRUCTURES - Structure research and piloting Research and pilot structures that are able to support disruptive growth and empower members to act and innovate everyday. MC scope overall input. For those who have ability and resources to make their own research and piloting alongside with AI Progress Customer flow based structure was implemented in Bulgaria in 16/17 3.5. INTERNAL COMMS - Internal comms research and concept This project was created to ensure that AIESECers have a way to communicate faster and in a better way so that information access is easy and every member of AIESEC can leverage off the knowledge gathered inside of the global network and through peer to peer learning MC scope Provide input and feedback. Progress - Cornerstone was implemented on MC level and feedback provided

4.3. AIESEC 2 YOUTH - Improving the platform and evolving OP The YOP should be in constant improvement and evolutions should be evaluated for it on a regular basis. Including improvements in the platform can lead to disruptive growth. MC scope -Adapt to the improvements and evolution -Drive local implementation of changes Progress - All other sign-up forms are removed - All fees included in the platform 4.4. AIESEC 2 ENABLERS - Focusing on attraction of enablers through COP Since AI1516 that we have created COP as the enabler facing platform. The next step is to focus on driving more traffic to the platform for sign ups and let enablers to open opportunities. MC scope If relevant to reality: -Pilot -Engage in co-creation -Implement customer flow for enablers -Provide LDM education for enablers Progress - No progress 4.5. AIESEC 2 ENABLERS - COP big picture concept, S&S and NPS Have clarity on COP's purpose. Including understanding of usage of NPS and S&S and GV platform usage decision making MC scope Provide inputs. Pilot if relevant to entity. Progress No progress

5.3. ORG HEALTH - ORG health model research We need to stop measuring entities in the number of Realizations as that is shortsighted and does not measure health in entities. Therefore, there is a need in defining what sustainability is for the organisation and implement an organisational health model (and embed this into the RnR) MC scope give inputs and feedback Progress - Feedback and inputs provided to AI - Complete measure of success is implemented in AIESEC in Bulgaria - Awareness campaign was run through the plenary 5.4. AIESEC VISA - Financial and legal education and focus, compliance with external regulation Due to the finance and legal reality of the AIESEC Network there was a need to Develop a financial and legal educational framework to address the current pressing needs of the network and implement it during the first 3 years of the roadmap implementation to then start massive external relations to achieve AIESEC Visa and governmental supports from global scale. If entities run unsustainable products, have legality issues or don't guarantee we are compliant with regulations (taxes, registration, trademark, visas) we can't grow massively and put AIESEC on the spotlight. MC scope Ensure finance responsible on local/national level. Participate in education spaces. Progress - Still struggling with HR capacity of LCs

(done) Align to the brands (done) SDG Alignment (done) EwA Standards (done) Have an operational / Marketing / HR / Finance plan (done) Connect with AAI to bring Alumni to the platform

(not following) Apply to get a Virtual Allocated Market (not following) Become and Entity Partner (Financial, Talent, Knowledge and Ops support)

(done) Implement the refreshed Team Standards (done) Refresh your TM Processes (done) Share your GCPs on LC/MC structures with the network and AI

(done) Make sure SnS is provided to the EPs (done) Run LEAD based on the defining elements (done) Improve your Customer Flow (20/50/100) (not done) Attract enablers to COP through B2B strategies (done) Share your strategies with the Network and AI (done) Test and check Accounting system (done) Fulfil the risk matrix criteria (done) Educate your network and your MCVP on Financial management and Legal compliance (done) Implement the Finance Standards

FOUNDATION PROJECTS (obligatory)

100% 35% 100% 82%

FUNCTIONS REPORTS

39 STRATEGIES

MCP â&#x20AC;&#x153;Vision comes firstâ&#x20AC;? Jean Choplin, One of the AIESEC Founders

Going Viral Major evolutions were held in Social Media promotion. In Facebook, following the global strategy, all pages of different products were merged which reflected in higher results in digital experience. Together with this, regular Facebook paid promotions started and likes are increasing every day. Together with this, Instagram account has been activated again and promotion has started. In the beginning of our term we have re-designed the whole website and translated all of the pages, adding valuable and needed content. Together with that we have started blog of AIESEC in Bulgaria where we were publishing articles. On top of that, we have won Google AdWords grant for 10 000 dollars monthly for AdWords campaigns, which gives us huge boost in the performance of the website. In the beginning of the term we have removed all sign-up forms and set only one sign-up in the platform. Since then the beginning of the term until today (27.05) we have 705 sign-ups in youth opportunities portal.

Being Accessible During the term we have implemented the Youth4GlobalGoals campaign that was our main tool to make our outgoing exchange products more accessible. We have established very good relations with the National Youth Forum of Bulgaria, Teach for Bulgaria, JCI Bulgaria, UN Association in Bulgaria and Education Bulgaria 2030. The aim of these connections is to grow in alliances supported by memorandums of understanding in order to provide paid exchanges together. The first funding of outgoing Global Volunteer regarding SDG4 is already set together with Teach for Bulgaria foundation and will be realized next term. These alliances makes more visible, recognizable and preferable partners and platform for business and youth.

AIESEC Essence & Progress Keeping the AIESEC essence alive and following the AIESEC progress was a key element in term 2016/2017, that is why the MC team have always connected our WHY, HOW and WHAT. Example is that on every conference we have started the agenda with sessions about AIESEC essence and progress. If we want to go far, we should remember our history

Organizational Evolution During the term major organizational evolutions were carried out as refreshed brand identity of AIESEC in Bulgaria, MC & LC timeline shifts, structural changes, 3 new bodies in the General Assembly, national planning process, new OD model especially designed for the country, process of Board of Advisers 17/19 and process of creation of Alumni Association with Board of Advisers 15/17.

Life Long Connection One of the main strategies in our term was a life-long connection phase where the alumni of the organization have the platform to connect, establish projects together, to start business together, to help society together and continue making the world a better place. During the tem we have gather many contacts of micro-alumni societies in order to be able to gather them in one society. After alignment with our Board of Advisers, they have taken the initiative to research and establish the organization. On this point the research has been done and the legal documents are prepared for registration of Alumni Association of AIESEC in Bulgaria.

Finance & Legal

Closing Balance

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April

May

June

July

43860

41176

31487

31740

38789

39816

40370

45162

46664

50096

51084

47364

46568

44089

41611

32589

29934

32381

27046

15459

20627

15258

11696

12134

7571

6011

FINANCIAL ANALYSIS By initial planning the BD had to raise 45 000lv but due to the fact that the MC VP B2B was not achieving the plan and with his dischargement MC managed to raise only 25 000. From the other revenue source (LCs) we managed to take only 11923lv out of 38946lv planned which mend that all the money from EURO XPRO 2016 was used in order to cover the gap in the budget. In terms of expenses MC did 7588.63 more expenses the the planned 75 000

Top expenses accounts: Overhead costs (HR) - 25350.94lv Conferences and meetings (national) - 13836.92lv Entity Affiliation fee - 10489.37lv Conferences and meetings (international) - 8287.92lv

LEGAL ANALYSIS The term started with the preregistration issue that term 1516 had trying to solve so we started working with MCP1415, MCP1516, MCVP F&L 1516, and BoA 1517 in order to ensure that preregistration for MC 1617 will happen. Overall it required some money and time to ensure that after the GA on 27.08.2016 MC 1617 will be legal representative of the organization. MC worked together with the LCPs to create the membership criteria, financial model and internal rules changes so that the organization governance can be improved. Additionally we changed the whole process of taking national decisions where MC based on the fulfillment of membership criteria releases a decision for the statuses of each LC and each status has a number of proxies which the LC can use in order to vote on the national legislation meetings. After that the strategy for creation of subcommittees (membership and legal subcommittee) came up as idea and it was tested during the term, now MC1718 can fully implement and have bodies that are not under MC and they are accountable to the general assembly of AIESEC in Bulgaria.

RECOMMENDATIONS FOR THE NEXT 3 YEARS The organization focus should go in to exchange, ensuring that the LCs main income is from it but also it is enough to cover direct and indirect costs of the LCs. Aiming to reach level 4 of sustainability standard. First step is to ensure that our product price is enough to cover our product costs. MC should focus on few but big financial partnerships and also ensure that this is not the only revenue stream. Running iGT with global partners can be sufficient to supply additional revenue if BD cannot handle it or if LCs struggle in one of the years. Compare the beginning of you term with the transition to this one â&#x20AC;&#x201C; Currently the organization does not have the Financial reserve on which we can step and test things, which means that our decision should be taken with a lot more data and the planning should be way more detailed and tracked. In terms of legality the organization has reached the maximum potential for the current state, which is 10 times better than the beginning of term 1617. In the near future MC can start regularly working with lawyer to ensure that even the smallest details and checked.

Local Committee Development TALENT MANAGEMENT One of the biggest challenges in the area was the missing data and lack of transition. There was no basic information about how many people there are in the entity, what was the progress in each process or what could be the direction for each of the for the future. That is why everything in TM started from zero. The main purpose and strategy for TM was to transform the understanding of TM into a Data Driven Area. That is why tools for each process was create. As a NGO in Bulgaria that is obliged to have specific information of each member, there was create a tool for HR Auditing. It is well structure and filled by each LC at the beginning of each month, from 1st till 5th. For GET phase, there is create a framework for talent MKT and talent planning, so in the future for the next recruitments, the country already knows what kind of profiles is needed and how to plan them based on the focus and planned products. There was created National agendas for AwS and for IPS. And here for the first time “People Analytics” was involved. At the of the GET phase, there are surveys, analysis and reporting after getting people in the organization. There is tool of how and when should we measure the RR of the country. For KEEP there was created tool and education folder for how to measure the implementation of Team Standards. TS were refreshed at the end of the second semester and with this the whole process. For the future is needed to focus the team standards with the work with the team leaders. What is missing nationally is the analysis For DEVELOP, there was created a national and local Education cycle as one, part of the vision to work together as a country and to exchange and to be accountable to each other. Although the platform that was created there was LC who couldn’t engage and I believe developing the talent as one should stay a focus for the future term. People Analytics: The country started to work and analyze the development and engagement of the members through survey which was and should be the main tool for each TM when we take decision for the development of the members. All of the reports are in the drive folder.

Members 40 30 20

Exchange

Financial State

31 19 19

ORGANIZATIONAL DEVELOPMENT Coaching Model: We refreshed and structure the LC Coaching and later on it was aligned with the OD model. Each LC has MC Coach who is responsible for helping the LC to follow their plan. There were LC visits each month with prepared agenda and follow up after the meeting. It took more resources in terms of money but it helped the LC to start following and executing their plan. OD Model: There was created a model that will be followed till the end of 17/18 term at least. Basically this was on of the main outcome from my JD. It took really long time to finalize an OD Model that will be for long term and will be aligned with the need of each LC. The model was don’t during March. After that if was tested and together with MC17/18 the implementation started. The model is aligned with the Global direction for OD Model and the strategies that are part of the Growth path were created together from both MC16/17 & MC17/18.

UP TO QUARTER 2 OF 2017 RESULTS

17 10

0 -10 -20

Plovdiv

UNWE -14.45

-5.79

Varna

SU -16.31

-5.13

VTU -7.76

Business 2 Business

ФИНАНСОВИ ПАРТНЬОРИ

LEGACY FROM 2015/2016 In terms of BD we started the term with really good transition in the FA, but some tension in the partners regarding our collaboration. Long-time partners like PwC had some bad experience in the last year with the organization. In terms of ICX - Attraction & Consideration, we had information & transition only for GT & GE product. For our iGV (driver) we didn’t have any transition, files left, country cooperations, national projects or something else.

QUARTER 3 2016 The first quarter of our term started really intense as there was no follow up on BiP 2016 and we had challenges with many partners. In the same time there was no preparation for summer peak. Our focus was contacting partners and delivery/ re-raising partners from summer peak. In this quarter we introduced new CRM system – changed from Nzoom to Hubspot. We started raising partners for YouthSpeak Forum, new product in our portfolio.

ПОДКРЕПЯЩИ ПАРТНЬОРИ

QUARTER 4 2016 In this quarter we had many challenges regarding preparation and delivery of YSF with our partners. In the same time we didn’t have success in raising partners for BiP 2017 and raising of enablers for winter peak didn’t have much of success. In this term we discharged MCVP B2B. Our focuses were preparation of YSF and raising partners for BiP and raising enablers.

QUARTER 1 2017 In quarter 1 of 2017 we had 2 conferences for 3 months which was disturbing our focus for raising for BiP. We had delivery for partners on the conferences and preparation for BiP. We had many challenges regarding the preparation and delivery of BiP 2017 connected with alignement with the team and promises we gave to partners.

ПРОДУКТОВИ ПАРТНЬОРИ

QUARTER 2 2017 In the second quarter of 2017 our focuses were delivering BiP, product development of YouthSpeak forum and BiP for next editions, creation of National Partnerships Group.

RECOMMENDATIONS FOR NEXT 3 YEARS -Establish & Maintain National Partnership Group that will support the organization yearly and focus on account management rather than raising every year new partners and struggling. -Remove event management from the shoulders of MCVP BD, because it has been a burden for the past years, which is affecting the BD revenue and account management for partners -Ensure culture and pipeline in sales, as in the past years less and less people are willing to sell. -Ensure support for MCVP BD to sell on national level – NSTs, managers, 2 MCVPs, etc -Create long-term plan for development of Incoming product regarding enablers raising & account management – projects, portfolio, sales plan, delivery plan, etc. -Implement sales tools and practices from external world to ensure the development of sales process and culture in the organization

МЕДИЙНИ ПАРТНЬОРИ

QUARTER 1 2017

Business 2 Consumer The main focus during the term as we mentioned above is to establish digital eco system for the entity and implement the new customer flow which will help the entity to sustainable and brand position our products in the country to have a growth in exchange.

QUARTER 3 2016 The main focus in quarter 3 2016 was to build the national website and clarify our mission and vision to our customers and build the pages for our products and translate our website into Bulgarian. Recruitment also was a main focus for this quarter and we achieved 239 applicants from the online and offline promotion ( mainly from the online promotion ). Merging our Facebook pages from all the pages for the products and the events to have one resource and organize our content and increase the reach of AIESEC Bulgaria page. • •

Page likes growth with 71%. Organic reach growth 100%.

QUARTER 4 2016 Local level education and transition for LCVPs B2C to be able to move the right expectations and for better understanding for the products and strategies for nurturing our EPs. Nurturing emails and subscribers emails done in this quarter to be able to nurture our EPs and convert our website subscribers into leads. Using GetResponse to send the emails for our subscribers, we also used GetResponse in nurturing our EPs till we upload our nurturing emails on Expa. Applying for Google grant with 10,000 $ which we can use for all google products which will help us to increase the reach in our website. Social media plan which included direct selling with our opportunities and inbound marketing by writing articles in our blog and posts for travelling and leadership and stories for our EPs all this was included with timeline for each kind of post during the week in google sheet and update this sheet regularly. Here is example for the social plan and how it was structured: Click Here Here is also the tool for collecting material from LCs ( just as example ): Click Here Keep in mind this tool is being updated weekly and monthly.

Tracking our EPs was a main focus to work on the conversion rate and it started by creating a tracking sheet Click here This sheet is used at the beginning, but as it’s not regularly updated so it was preferred to track our EPs on Expa specially when we started our nurturing emails automatically from Expa which make us away from using any other platform to send the emails. Google adwords and SEO was a main focus in this quarter as we got accepted for our grant 10,000 $ monthly and started making campaigns for all pages and products in our website which makes our websites visitors from 5,000 visits per month to 49,000 visits per month and BiP Website creation. B2C summit happened to cover the gap in the transitions and to create LCs marketing plan on the local level. Market research template for all the LCs as it’s helping to understand our market better and provide the right opportunities for our customers. One of the focuses during this quarter also is recruitment promotion and IGV promo materials for our projects to reach as much as applicants possible for our projects. Also establishing partnerships with the many entities around the world for OGX and IGV exchange. Here is the countries we established partnerships with: Jordan -Czech Republic - Egypt - Slovakia - Germany - India - China - Brazil -Sri Lanka - Pakistan - South Africa - Belgium - Venezuel - Myanmar - Albania – Poland – Serbia – Slovakia. Link for our IGV materials: Click Here

QUARTER 2 2017 Making new strategies and plans online and offline and make changes in the social media plan was a main focus in the quarter, because it’s approval peak for OGX and prepare OGX materials for all our projects to be aligned to the bluebook. Here is the updated LCs offline marketing plans: Click Here Here is link for OGX materials: Click Here Also applying all the previous proofs for AI to be implemented in AIESEC International dashboard that we are 100 % implemented our customer flow and we faced all the challenges ( mentioned above ). Making survey for our EPs who travelled and came back to Bulgaria, to can gather the photos and stories which will help in the promotion later. Updating Education cycle for our new LCVPs B2C to help them to understand marketing and understand our products better and have clear AIESEC knowledge. Click Here To See The Education Cycle FINAL WORD AND RECOMMENDATION My term in AIESEC Bulgaria was the most interesting and exciting experience in my whole life. I want to say thanks to my team for supporting me all the time and help me to achieve my goals and being with me in the hard times, and I also want to say thanks for the new team for having the courage to take this step and want to make the world a better place and I believe they will do a lot of achievements. As I mentioned above in the report about what have been done during term 16/17 in main points. I also recommend the new team and the next teams coming for reading my report and put it into consideration for better understanding for what was happening in the previous years and how they will act and continue the work not to start something from new. For B2C AIESEC Bulgaria now is ready for challenge of exchange as the entity has a stable state of digital marketing and have fully eco system and 100 % implemented the new customer flow. My recommendation for the new team to start working on the local level promotion and depend on the previous years work and continue improving the current digital eco system for the website content and website campaigns and face the challenge of conversion rate to boost the exchange products for AIESEC in Bulgaria as the main core in AIESEC is Exchange. This report contains shortly what happened during term 16/17, so please check B2C monthly reviews and quarter review to see what was planned and what have been achieved in details for better understanding of the functional area. Here is the B2C folder on google drive which contains a lot of materials and content: Click Here There is many things you may trying to find, if you didn’t find anything please don’t hesitate to contact me: hesham.abusaif@aiesec.net Thank You.

Value Delivery LEGACY FROM 15/16 Starting the term 16/17 with a new functional area for the entity - Value Delivery, nevertheless not new activities for the organization. The main challenges were to establish mechanisms in order to put efforts and focus in this phase of the customer flow. Results: KICK OFF OF 16/17 • MCVP Plan for the period For the FIRST QUARTER of the term (July,August,September) the main focus was to establish the functional area. This • SnS Tracking tool include: educating the Local Committee’s representatives about how should the FA look like and what knowledge is needed; • ICX EP survey to create the logic behind each of the 16 Exchange standards with the National commission of LCVP Value Delivery through • ICX EP customer satisfaction data set of requirements of each of the standards and tracking tool. • Materials about Why of Value Delivery For the SECOND QUARTER of the term (October, November,December) the main focuses in the area were to prepare for delivery in the Winter peak, create a national project through National Partnership with Teach for Bulgaria to support Local Committees for the Summer Peak, MoI report. Results: • VD Summit with 2 outcomes a co-project with Teach for Bulgaria and LC VP Value Delivery commission catching up with knowledge for the Winter Peak. • Experience mapping for ICX EPs (Updated recently with the Refreshed Standards) • Experience mapping for OGX EPs (Updated recently with the Refreshed Standards) Third Quarter Results: For the THIRD QUARTER of the term (January, February, March) the main focuses were to track the value delivery of the Winter Peak, creation of iGV product package, finalizing co-project with Teach for Bulgaria, implementation plan for co-delivery, uploading OP on time and accordingly. For the FOURTH QUARTER of the term (April, May, June) the main focuses are to experience mapping for Enablers, education of the network about how to do value delivery, NPS score analysis, MoI, LEAD facilitation summit, MCVP transition;

Customer Experience Challenge is an initiative from AI to improve value delivery across the network. The challenge itself includes set of tasks per week, the entity which manage to fulfil all of the tasks will get a certificate for customer-centric organization by AIESEC International during EuroXPRO in BiH, 2017. AIESEC in Bulgaria took participation in CX Challenge 2.0 from October - January with 5 of our Local Committees. We manage to fulfill 66% from the tasks due to the lack of exchange realisations during the period of the Challenge: • Global CX Challenge 2.0 Dashboard • Outputs & Outcomes from MC & LCs took part in the Challenge

• • • •

Report from ECB about the Standards iGV Product package (70% ready) Co-project with Teach for Bulgaria Implementation plan for co-delivery with external organization (TfB)

Fourth Quarter Results: • Experience mapping booklet for Enablers • Educating the network through Videos • MoS & NPS through Co-delivery framework • Demo version of MoI • MCVP elect transition framework and plan • LEAD facilitation summit (In progress)

Suggestion for future improvements in the functional area •

Starting from Zero ( we ) to Hero ( that will be you! ) my most sincere advice will be to search for already existing tools & good case practices and build on them, rather than create everything from scratch. There is a reason someone has created it before you. Instead of spending time in creating, and lose in creating all over again. Focus your efforts in implementation and improving processes and quality. You have the base and contacts from global level.

•

At least 1 Project for the whole country, united under 1 brand and logo to upscale the impact in the country and around AIESEC world

•

Implement Design for impact/ attract NGO/company which could help us to create it and measure it

AIESEC in Bulgaria

Nayden Rashkov National President 16-17 Nikolay Nankov National Vice-President 16-17 Finance & Legal Desislava Garcheva National Vice-President 16-17 Local Committee Development Anna Chukova National Manager 16-17 Alumni & Expansions Hesham AbuSaif National Vice-President 16-17 Business 2 Consumer Simona Valkova National Manager 16-17 Digital Marketing Denica Dimitrova National Manager 16-17 Website management Nguyen Thuong National Vice-President 16-17 Value Delivery

LOCAL COMMITTEE PRESIDENTS

MEMBERSHIP COMMITTEE

16/17 Leaders Angel Stanchev Local Committee President 2016 Plovdiv Aleksandra Stoyanova Local Committee President 2017 Plovdiv Militsa Tsvetkova Local Committee President 2016 SU Stefan Kyosev Local Committee President 2017 SU Nguyen Hailinh Local Committee President 2016 UNWE Danail Petkov Local Committee President 2017 UNWE Ivana Tonkova Local Committee President 2016 VTU

Dilyana Petrova Local Committee President 2017 VTU

Yoana Evetimova Local Committee President 16/17 Varna

Biser Bozhinov Local Committee President 2016 Ruse Kristiyan Georgiev Local Committee President 2017 Ruse Veselin Aleksandrov Local Committee President 2016 Blagoevgrad Iris Alla Local Committee President 2017 Blagoevgrad

AIESEC in Bulgaria

15/17 Board of Advisers

Pavel Peychev Member

Dobrin Padalski Chair

Borislav Strundzhev Member

Michele Gazzola Member

Ines Isljami MCP 14/15

Miroslav Dzharnavliev Internal Controller

Teofil Shikov Member

Rosen Georgiev Member Desislava Dimitrova MCP 15/16