AIESEC AdMU Term 2013-2014 Year End Report by Meg Yap

AIESEC AdMU Ateneo de Manila University TERM 2013-2014 YEAR-END REPORT

Excerpt from Checkpoint speech - delivered April 25, 2014.

“You saw our numbers a while ago – I don’t know how you feel about it, but you should be proud. I am proud. Yes, the potential of AIESEC AdMU is much greater than what we were able to achieve this term, but look at those numbers and remember the hard work that each and every single one of us here put into it. And because of that hard work to strengthen the foundations of this LC, the next term will be able to do so much more. There’s nothing more than I can ask for. !

I want you to keep these few things in mind: • AIESEC AdMU, there is no doubting the heights that you will be able to reach, just never stop reaching for it, never be satisfied. • It’s good to be frustrated, because that means you believe in the bigger potential of this organization. But don’t stop at frustration – be proactive about it. If you feel that something can be done better, then tell your TL, your VP, your LCP, your MC. Be part of the solution, not the problem. • Do not be afraid of failure. They say that the faster you fail, the faster you succeed. Learn from our mistakes and don’t commit the same ones – make new mistakes and learn from those as well. • Understand that there were more than 300 other people who wanted your slot as a member, but you were chosen. What are you going to do with that opportunity? • Always believe in yourself, believe in your potential, and believe in the capacity of AIESEC to transform that potential into something great. • Value people, value their experiences, because without theirs, you wouldn’t have yours. • Finally, the AIESEC XP, by design, is not easy whether you’re the one delivering it or the one experiencing it (and it’s usually both at the same time). But believe me when I say that it will be worth it. If giving up or quitting is the easiest way out, then it’s probably not the right solution to your problem. !

A lot of people ask me if I have any regrets, if I still wish I didn’t become LCP, “Pagod ka ba? Stress ba?”… Now that I’m nearing the last few days of my term as LCP and as a member of AIESEC AdMU, the tiredness and the stress doesn’t matter anymore because I can say confidently that from day 1 all the way until day 1010, I took every opportunity that AIESEC sent my way and the most out of it. There are no regrets. !

So I go back to my previous question - how do you “end” 1010 days of AIESEC? You don’t. That’s how the last phase of the AIESEC XP works – life long connection. It’s not just a phase to put graduated members in. It’s there because you never stop being an AIESECer. After being developed by the AIESEC platform, it’s your responsibility then to create impact outside of the organization. That’s the impact of AIESEC - “Our international platform enables young people to explore and develop their leadership potential for them to have a impact in society.” I’ve been waiting for this day since day 1, the day I can say that I am ready to leave, because it’s then that I know that everything was worth it.” !

Yours Truly, Meg Yap

AIESEC AdMU LCP 2013-2014

Table of Contents I. Local Committee Overview II. Reports

Finance, Legal, and Administration

Team Experiences

Outgoing Global Community Development Programme

Incoming Global Community Development Programme

Outgoing Global Internship Programme

Incoming Global Internship Programme

Marketing

Business Development

Office of the President

III. Appendix (see attached folder) Planning Templates Job Descriptions Conference Agendas External Brand Audit Publication Materials LC Directory (As of April 30, 2014) Alumni Database (As of April 30, 2014) OSA Certification LC Compendium

Local Committee Overview

The Executive Board

“Your experience is our impact” ERICA ASINAS

MAC HERRERA

LCVP for Marketing

LCVP for Finance, Legal, and Administration

HUGO HERRERA

BRIAN BARRIOS

LCVP for Business Development

LCVP for Team Experiences

BRYCE TAN

JANICE APOLINARIO

LCVP for Outgoing

LCVP for Outgoing Global Community Dev’t Programme Global Internship Programme

ARIZA FRANCISCO

JUSTIN LINA

LCVP for Incoming Global Community Dev’t Programme Global Internship Programme LCVP for Incoming

MEG YAP

Local Committee President

THE 2013-2014 LOCAL COMMITTEE PLAN

AIESEC AdMU 1314. BRINGING THE WORLD TO ATENEO. It took a long time for the EB to come up with an ambition because we somehow wanted different things. In the end we found that our bottom-line was being able to deliver quality experiences (your experience is our impact). We wanted something that would be most relevant and relatable to our members, but also something that would show them the relevance of AIESEC to our stakeholders. Thus, we had the term ambition take into consideration the individual value, market value, and organizational value. •Individual Value: Members are part of both those who deliver experiences (AIESEC AdMU 1314) and those who receive experiences (being part of Ateneo). The more members give into the organization, the more they get out of it as well. •Market Value: Our main market is the Ateneo community. AIESEC brings in opportunities for the students (“world” real world experiences), opportunities that they won’t get inside the classroom. Eventually, we’d want to also say that we can “Bring Ateneo to the world” - which we already do, but not full force yet. •Organizational Value: Fulfilling the vision (peace and fulfillment of humankind’s potential) and BHAG (Engage and develop every young person in the world) starts with our immediate market/community - Ateneo. We have yet to fully focus and capitalize on it (also partly the reason why we chose to go away with an Expansion department this term). We did not put specific numerical or measurable goals in the ambition because this ambition is meant for members, something that they can align themselves to and aspire for. Our members didn’t join AIESEC to be #1 in the Philippines, in AP, or in the world. Our members joined to make a difference within themselves and the community they are in.

iGCDP oGCDP

iGCDP historically brings in the most results for us, so we want to “perfect” its operations and create a good foundation so that it can operate seamlessly after this term. Goal is for this to be a source of steady/consistent and quality results. For oGCDP, the Ateneo market is very fit (financially and in terms of alignment) for oGCDP, it just needs to be sold properly. That is why we had 3 cycles of recruitment this year.

MEMBER QUALITY SERVICE SHOWCASING DEVELOPMENT DELIVERY IMPACT Leadership Conference Member Development Fund LEAD Sessions/Training Integrated Experiences

LC Integration NPS Implementation

Strategic Initiatives (EwA) Partner Integration Alumni Integration Social Media Management

The focus areas were based on a needs assessment by the EB for the LC and are mainly to support the delivery of our focus products. •Member Development is important because our members are the core of the organization. The LC will not move if the members don’t move - whether it’s because they don’t know know or they don’t want to. (Members drive X programmes, and ultimately LC performance) •We’ve delivered a lot of TXPs and XXPs in the past, but not all were of quality. We want to make sure that everything that comes out of AIESEC AdMU is something that we can be proud of (especially iGCDP) •Showcasing the impact and the experiences that we deliver will give us more credibility and market reach, enabling us to deliver even more experiences. (especially needed for oGCDP) The focus areas are already strategies in itself, so we listed specific activities out of our normal operations/ideal bare minimums (proper accounts management, expectation setting, housing, etc) that can further help our focus areas. Connecting the focus areas to the term ambition: •Member Development: Being part of both the deliverers (input) and the receivers (output) of what AIESEC offers, they are able to fully experience the leadership platform. •Quality Service Delivery: The “bringing” aspect has to be done properly for the experiences to count •Showcasing Impact: For it to reach Ateneo (the market), we have to be loud about what we do.

Having an organizational structure helps us better understand how the entire LC works - what each department is supposed to do in line with it’s contribution to the entire LC. As both GCDP products are a focus, they are given priority in terms of resource allocation. •FLA is generally in charge of resource management - tells us how much we have and how much of it we can use (not just money). It also makes sure that we are operating legally under the school, AIESEC Phes, and AIESEC International. •TXP manages the people that executes the resources that we have, and this drives our 2 exchange programmes (GCDP and GIP) handled by 4 departments (1 for each product). •Our structure this term is more product based rather than operationally based (OGX, ICX) in order to allow more market focus and development. •MKT is in-charge of the entire LC brand and knows how to sell it to the market. It is in-charge of execution (selling) within the university (PR, SI, XXPO, etc). The exchange departments (and other departments) provide content, then MKT packages and sells. •BD is in-charge of selling the entire LC to the external market for partnerships - learning partners, activity partners, financial partners, event partners, and media partners.

PLANNED VS. ACTUAL 500

Actual

NATIONAL CONTRIBUTION Planned

1000

400

800

300

600

200

400

100

200

TMP

TLP

PLANNED ACTUAL % ACHIEVED REL. GROWTH PHES % CONTRIBUTION

oGCDP

iGCDP

TMP 536 464 86.57% 55.18% 1091 42.53%

oGIP

TLP 95 135 142.11% 48.35% 389 34.70%

iGIP

oGCDP 150 14 9.33% -53.33% 80 17.50%

AdMU

TMP

TLP

iGCDP 200 97 48.50% -26.52% 385 25.19%

oGCDP

iGCDP

oGIP 30 13 43.33% 116.67% 36 36.11%

oGIP

Phes

iGIP

iGIP 33 11 33.33% 1000.00% 34 32.35%

TMP236 135 TLP 14 oGCDP 97 iGCDP 13 oGIP 11 iGIP 4 4 464

me mb

ers

s r a e y

MEMBERSHIP PROFILE Number of members pre-recruitment General recruitment target General recruitment results Number of members post-recruitment

Breakdown by YEAR-LEVEL Freshmen (1st Year) Sophomores (2nd Year) Juniors (3rd Year) Seniors (4th Year) Superseniors (5th Year)

91 28

Breakdown by SCHOOL School of Social Sciences (SOSS)

44 1

139 70-90 97 236

School of 89 Management (SOM) School of Science 62 and Engineering (SOSE) School of Humanities (SOH)

93 4 37

Breakdown by COURSE AB Interdisciplinary Studies BFA Information Design AB Literature-English AB Philosophy

5 3 1 1

50% 30% 10% 10%

SOH BS Psychology AB Management Economics AB European studies AB Communication AB Economics AB Psychology AB Chinese Studies AB Development Studies AB Social Sciences AB Diplomatic International Relations

SOSS

22 17 15 13 12 6 2 2 2 2

24% 18% 16% 14% 13% 6% 2% 2% 2% 2%

BS Health Sciences BS Management Info. Systems BS Applied Mathematics (Finance) BS Biology BS Electronics & Com. Engineering BS Information Tech. Engineering BS Life Sciences BS Chemistry BS Computer Engineering

18 41% 9 20% 6 14% 3 7% 2 5% 2 5% 2 5% 1 2% 1 2%

SOSE

BS Management MS Management Engineering BS Communications Technology Mgt. BS Legal Management BS Management of Applied Chemistry

SOM

45 51% 20 22% 14 16% 6 7% 4 4%

KEY CHALLENGES EB RESIGNATIONS

INEXPERIENCE

FINANCIAL SUSTAINABILITY

There were 2 EB resignations at the start of the term, 1 of which was the LCP-elect, then another resignation in the first 2 months of the term - total of 3 EB resignations. This was a challenge because there was a lot of change that needed to happen - especially in terms of structure and operations. Aside from this, there was also a need for the remaining Executive Board to continually reassure the members that nothing was wrong so as not to cause panic to the Local Committee. With no first-hand account from the previous Executive Board (LCP-elect resignation), there were multiple times that the EB was caught off-guard with the things that happened - especially the iGCDP summer peak. For majority of the term, the actions of the EB (and thus the LC) were very reactive rather than proactive as there was a lack of anticipation and foresight. As seen in the iGCDP and FLA parts of the YER, the LC incurred a significant (financial) amount of consequences for that. This was one of the effects of the previous 2 challenges. There is a lot of foresight needed in order to maintain the financial sustainability of the LC. Despite the goals we set for reserves and cash on hand, they were rapidly depleted as the LC had to give out compensation to disgruntled EPs. This caused a significant hole in the financial assets of the LC - and adding to this was also the difficulty in driving BD sales, as the department was composed of still new and inexperienced sellers.

KEY ACHIEVEMENTS STRONG OSA SUPPORT

This was carried over from last term but also further strengthened. There was a conscious effort to constantly engage OSA and include them in our activities to foster good relations. This enables a quicker processing of paperwork and a very strong sense of trust between AIESEC and OSA. At times of need, OSA has always been very willing to help.

IMPROVED SYSTEMS

Key systems implemented this term was the financial tracking system, the improved S&R system, and the start of the information management initiative in the LC (thus the IM department for term 1415). This was a critical needed to provide proper foundation for the operations of the LC.

INTERNATIONAL RELATIONS

As AIESEC AdMU was very present in international conferences this term (Cambodia, Hong Kong, Indonesia, Singapore), there was a lot of opportunity to foster relations with other LCs. Strong relations were formed specifically with Singapore, Australia, and Indonesia although results from this will be reflected in Term 1415.

HIGHER MORALE

Looking at where the members started and where they are now, it can be clearly seen that there has been a tremendous improvement in terms of alignment and morale. The goal for the next term would be to focus on translating that morale into performance. Seeing from the last few LC events, the TLs, at the very least, are very motivated to perform.

GENERAL RECOMMENDATIONS PLAN EARLY, PLAN WELL

The LC planning done by the EB was not extensive and comprehensive enough to be able to cover all bases for the entire term. To a certain extent, it was rushed, and thus looked over for the rest of the term. I would strongly suggest for the next term to make a consistent effort to plan and re-plan throughout the term.

QUALITY AND QUANTITY

This term focused more on quality rather than quantity - as seen in the dip in MoS achievement. Although the ideal situation was to prototype quality systems with the scale of quantity, there was simply a significant lack of capacity to do so. Term 2014-2015 is starting on a better foot and thus more capable to focus on both quantity and quality.

PUSH FOR SALES

BD not being able to hit its revenue goals was a very limiting factor for the LC this term. Revenues came mostly from exchange departments, financial initiatives, and school subsidies - thus the financial model made at the start of the term could not be followed. Sales is a needed support for the LC to be able to operate and further invest.

STAY LEAN AND EFFICIENT

This was a clear goal for the LC, led by TXP. With too many people and too many roles, there was a strong tendency for members to put in less and less commitment into the organization. With a leaner structure, each role would have more substance and responsibility, also further drawing in the commitment of the members.

MAC HERRERA

FLA

Finance, Legal, and Administration

“To achieve financial sustainability for the LC by developing a prudent and knowledgeable mindset throughout the members who can efficiently allocate the AIESEC AdMU resources to the greatest effect.” FUNCTIONAL GOALS NET INCOME

P30,000

ENDING BALANCE

P100,000

FINANCE INITIATIVES

P20,000

STRATEGIES EFFECTIVE FINANCIAL MODELS FINANCE INITIATIVES Creating financial models tailored to each department Tours Packages, Merchandising for events, peaks etc. increasing revenue streams and lowering costs Sponsorships and grants. COMPLETE DOCUMENTATION EFFECTIVE SYSTEMS All documents are kept in hard and soft copies. Especially Open communication between all departments and contracts with third party entities. Set records kept for aligned to goals. As well as open communication the duration of the year. between FLA teams and synergies LEGAL & ADMINISTRATIVE AID

DEPARTMENT STRUCTURE

BD, OGX

S&R, FIN IN

PBOXes BD, OGX, MKT

TXP, MKT, ICX

Cycle 3

PBOXes

S&R, FIN IN

Cycle 2

Cycle 1

S&R

TXP, ICX

PBOXes TXP, OGX, MKT, BD

ICX, MERCH

ANALYSIS HARD ELEMENTS STRATEGY STRUCTURE

SHARED VALUE Trust Knowledgeable Effectiveness & Efficiency

TM Process Delivery: Constant consultations and feedback

Structure is more diverse now and adjusted for better disbursement of ! workload and Member Education: synergy with Training sessions, departments. TMs/ consultations TLs now attend ! synergized Streamlined Ops: departmental Process plans, meetings synergy points ! ! Still four teams. Transparent and accessible files

SYSTEM

STAFF

Tracking system: Task Tracker, Journal Entries, Balance Sheet Accounts, Financial Statements

All positions filled, workload is now more proportionate per person, it is still hard to keep people in S&R though

SOFT ELEMENTS SKILLS New members have been trained and are continously being trained !

Have shown an ! ability for quick Cash Disbursement ! response in crisis System Is slow, Members are good and show great Cash is currently with their roles, but potential for tied up in Finance not knowledgeable Information Office on the other Management functions outside their roles Quick learners

STYLE

Transactional: Members are given tasks to accomplish, output based !

Laissez-Faire: Members are allowed to work on their own and make their own decisions !

Autonomy, Trust and confidence in the members.

Integration into synergized departments

Self-Motivation required at times

PROCESS ASSESSMENT SYSTEM OF COLLECTION AND DEPOSITING

General: 1. Collections are done by the Finance Director in charge of the department associated with the payment. 2. Checks are immediately deposited via the Accounting Office. Official receipts are issued. 3. Original copy is given to payor. Pink copy is given to OSA. A photocopy is kept for records. 4. Transaction is recorded in LC's General Ledger. S&R Housing Fees: 1. Send out Housing Contract to ICX Eps along with EPPA. 2. Soon after arrival of the EP, a member of the S&R team receives a physical, signed copy of the Housing Contract. 3. After receiving payment, S&R team member issues an acknowledgement receipt. 4. Cash is either deposited or kept for S&R expenses. 5. Transaction is recorded in LC's General Ledger. OGX Fees: 1. oGCDP RBI Fees are collected in person. No official receipt is issued. 2. oGIP RBI Fees and all Processing Fees (Admin + Raising) are deposited by the EP to the Ateneo de Manila University Metrobank Account. 3. The EP sends a scanned copy of the deposit slip to LCVP oGCDP and Finance Director in charge, after which the acknowledgement receipt is sent back. 4. Cashier’s Office sends an email to the LCVPF acknowledging the deposit. E-Mail is forwarded to Finance Director in charge. 5. Finance Manager for oGCDP prints the email attachment from Cashier's Office and conducts a transfer of funds from AdMU Metrobank account to AIESEC AdMU's DCB account via Turnover Report Form. 6. E-Mail attachment and Turnover Report Form are submitted to the Cashier, who issues an Official Receipt. 7. Original copy is scanned and sent to EP and kept for records.. Pink copy is submitted to OSA. 8. Transaction is recorded in LC's General Ledger. SYSTEM FOR EXPENDITURES AND DISBURSEMENTS Petty Cash (amounts 2000php and below): 1. Finance Managers are informed of upcoming expenditures via budget proposal. 2. Either Cash on Hand is given at the outset, or AIESECer uses personal funds to be reimbursed after the project/event. 3. Transaction is recorded in LC's general ledger. 4. Official Receipts are compiled and submitted for reimbursement through Petty Cash Vouchers c/o OSA. 5. OSA representative contacts LCVPF when PCVs have been approved. LCVPF relays information to TLs. 6. PCVs are picked up and submitted to the Cashier, who reimburses cash and keeps the white copy. 7. Yellow copy is kept for records. 8. Transaction is recorded in LC’s General Ledger. Checks (amounts greater than 2000php): 1. An Order for a Check is requested, supported by an official receipt or other valid documents. 2. OSA representative informs LCVPF when OC has been approved and ready for pick up. 3. Creditor is responsible for picking up the check at the Accounting Office. 4. Transaction is recorded in LC’s General Ledger. Airport Pick-Up Subsidy Disbursements 1. Volunteer fills out an Airport pick-up Subsidy request form and contacts S&R team member in charge. 2. Volunteer attaches valid documents (official receipt from taxi or gas receipt) and submits it to S&R team member in charge. 3. S&R team member processes reimbursement through PCVs. Only a maximum of PHP 500 will be reimbursed. 4. If receipt exceeds PHP 500, the excess is kept as revolving Cash on Hand. 5. Transaction is recorded in LC’s General Ledger. FINANCIAL PLANNING Long-Term Planning (Budgeting) Short-Term Planning (Forecasting) Re-Planning Long term planning begins Short term planning is based on individual Replanning will be done during during transitioning based on events and the performance of the income midterm EvSem and goals previous term’s activity and generating department activity and current adjusted due to performance performance and adjusted for realities. and realities. incoming term’s own goals and agenda.

1. 2.

1. 2. 3. 4.

Ledger Member incurs expense or receives revenues on behalf of AIESEC AdMU. Member inputs expense in the financial ledger of their respective team trackers, and surrenders payment to OSA, or TLâ&#x20AC;&#x2122;s. Member includes details regarding the transaction, classification of expense (to be used in financial reporting), and amount based on the double entry system. FLA VP and TLs appraise the transaction, and, after editing for any errors, transfers them to the master ledger at http://www.tinyurl.com/ flatracker1314

FINANCIAL REPORTING AND EVALUATING Balance Sheet, Income Statement, Cash Flow 1. FLA VP and TLs appraise all relevant 1. transactions in the master ledger at http:// www.tinyurl.com/flatracker1314 in preparation of financial analysis, making sure 2. all formulas are filled in and that there are no errors. 2. FLA VP processes the ledger entries through the 'Financial Engine' sheet in the master ledger, which receives relevant 3. dates as input and outputs a Balance Sheet, Income Statement, and Cash Flow Statement (conforming to the MC's template) for those relevant dates. 3. FLA VP checks for errors in the statements, and forwards them to the LCP and/or the MC, depending on the situation that requires the statement. 4. Errors are identified and told to the person who makes the formulas of the master ledger.

Performance Indicators FLA VP and TLs identify performance indicators for the period. FLA VP checks the balance sheet, income statement, and cash flow statement for fulfillment of performance indicators. FLA VP forwards necessary points of improvement to TLs, who inform the relevant departments.

FINANCIAL RISK MANAGEMENT Risk Planning Risk Assessment Implementation Risks identified during start of the 1. Meetings are held to assess the 1. FLA TL forwards action step to term. magnitude of the risks. the relevant member, or to self. Weekly meetings held with other 2. Risks are prioritized and ranked, 2. Member/TL seeks to alert teams departments or teams to bring up based on magnitude and to potential risks, and begins other potential risk factors. probability working on solution to possible Concern, upon identification, is 3. Action steps are given to FLA TLs problems. forwarded to the VP via FLA TLs. in response to identified 3. Upon completion of event or Discussion and brainstorming of prioritized risks. activity, evaluation held to potential solutions in weekly determine whether assessment meetings for assessment and and implementation are valid implementation.

IN RETROSPECT Good Case Practices: Significant Achievements 1. Improvement on the S&R system. Creation of the housing contract and closing loopholes in the EPPA according to the XPP. Creation of wikis for better information disbursement for both the EP and the TL/TM handling them. [Innovation] 2. Departments are better synergized. TLs and TMs are sitting in other departmental meetings and also TL meetings 3. There is greater participation overall within the LC activities coming from the FLA department. 4. There is also greater knowledge in OSA procedures and a greater relationship between FLA, OSA and the Accounting Office. 5. Member motivation at an all time high. All four of the TLs applied for an EB position at the end of the term. 6. The financial recording was automated in the googledoc for greater accuracy and easier use. [Innovation] Bad Case Practices: Significant Failures 1. There needs to be better FASTER training in terms of FLA knowledge. The slow training led to demotivation and delay in operations. 2. The other departments use monetary compensation for poor satisfaction of the Eps. This mindset is detrimental to the LC. There should be a greater focus on improving the quality service instead of using financial assets to appease them. 3. S&R should not be overloaded with work, they should also be greatly synergized into other roles and operations to feel the AIESEC culture as it is hard to see that from a "housing maintenance" POV.. 4. There should have been more emphasis on the work of BD and oGIP. The poor support or more, the poor enforcement of the other departments led to a lag in reaching goal. Recommendations: Potential Departmental Focuses 1. Greater emphasis on the other departmental goals, especially the revenue generating ones. (BD, oGIP) 2. S&R housing and maintenance remains a main focus area of the department as the LC goal is to delivery quality service product. 3. Focusing on financial sustainability as well as departmental sustainability. 4. Creation of learning plan and assessment of team members capabilities within the first week and a half of the new cycle.

AIESEC ATENEO DE MANILA UNIVERSITY MAY 1, 2013 to JULY 31, 2013 BALANCE SHEET

INCOME STATEMENT

ASSETS

oGCDP Income

Cash

189,634.35

oGIP Income

Accounts Receivable

61,950.00

iGCDP Income

Prepaid Assets

19,000.00

iGIP Income

Inventory Equipment TOTAL ASSETS

STATEMENT OF CASH FLOWS

230,000.00 -

Operating Activities:

59,900.00

oGCDP Collections

Projects Income

(23,003.00)

24,000.00

TMP/TLP Income

42,087.25

306,424.35

Operating Income

(77,059.90) 271,424.35

LIABILITIES Accounts Payable

0.00

39,500.00

11,840.00

NET INCOME (LOSS)

Beginning Cash

35,000.00

oGIP Collections

230,000.00 39,500.00

iGCDP Collections Projects Collections

0.00 (23,003.00)

iGIP Collections

2,400.00

TMP/TLP Collections

42,087.25

Total Operating Cash Flow

290,984.25

EQUITY Retained Earnings

271,424.35

Miscellaneous Activities:

TOTAL LIABILITIES & EQUITY 306,424.35

ER/BD Collections Strategic Initiatives Collections Finance Initiatives Collections

0.00 (7,600.00) 9,737.00

LC Fees Payment

(50,467.50)

Administrative Disbursements

(78,905.87)

Others Total Miscellaneous Cash Flow

(5,051.03) (132,287.40)

TOTAL CASH FLOW

158,696.85

ENDING CASH

158,696.85

AIESEC ATENEO DE MANILA UNIVERSITY AUGUST 1, 2013 to OCTOBER 31, 2013 BALANCE SHEET

INCOME STATEMENT

ASSETS Cash

9,333.78

oGCDP Income

6,000.00

oGIP Income

15,000.00

STATEMENT OF CASH FLOWS Beginning Cash

189,634.35

Accounts Receivable

14,030.00

iGCDP Income

3,100.00

Operating Activities:

Prepaid Assets

19,000.00

iGIP Income

(100.00)

oGCDP Collections

6,000.00

Inventory

20,480.00

Projects Income

(18,601.00)

oGIP Collections

15,000.00

Equipment

24,000.00

TMP/TLP Income

6,000.00

86,843.78

Operating Income

(225,869.57)

Projects Collections

(18,601.00)

NET INCOME (LOSS)

(214,470.57)

iGIP Collections

67,400.00

TOTAL ASSETS LIABILITIES Accounts Payable

iGCDP Collections

TMP/TLP Collections 29,890.00

Total Operating Cash Flow

3,100.00

6,000.00 78,899.00

EQUITY Retained Earnings TOTAL LIABILITIES & EQUITY

56,953.78 86,843.78

Miscellaneous Activities: ER/BD Collections

0.00

Strategic Initiatives Collections

0.00

Finance Initiatives Collections

2,722.25

LC Fees Payment

(59,200.00)

Administrative Disbursements

(206,871.45)

Others

4,149.63

Total Miscellaneous Cash Flow

(259,199.57)

TOTAL CASH FLOW

(180,300.57)

ENDING CASH

9,333.78

AIESEC ATENEO DE MANILA UNIVERSITY NOVEMBER 1, 2013 to JANUARY 31, 2014 BALANCE SHEET

INCOME STATEMENT

ASSETS Cash

56,383.53

STATEMENT OF CASH FLOWS

oGCDP Income

62,350.00

oGIP Income

11,000.00

Beginning Cash

9,333.78

Accounts Receivable

34,630.00

iGCDP Income

0.00

Operating Activities:

Prepaid Assets

19,000.00

iGIP Income

0.00

oGCDP Collections

62,350.00

Inventory

20,480.00

Projects Income

0.00

oGIP Collections

11,000.00

Equipment

24,000.00

TMP/TLP Income

8,116.00

154,493.53

Operating Income

(15,816.25)

Projects Collections

NET INCOME (LOSS)

65,649.75

iGIP Collections

TOTAL ASSETS LIABILITIES

iGCDP Collections

TMP/TLP Collections

Accounts Payable

31,890.00

Total Operating Cash Flow

122,603.53

Miscellaneous Activities:

(5,000.00) 0.00 (5,000.00) 8,116.00 71,466.00

EQUITY Retained Earnings

TOTAL LIABILITIES & EQUITY 154,493.53

ER/BD Collections

32,000.00

Strategic Initiatives Collections Finance Initiatives Collections

0.00 11,512.00

LC Fees Payment

0.00

Administrative Disbursements

(63,121.83)

Others

(4,806.42)

Total Miscellaneous Cash Flow

(24,416.25)

TOTAL CASH FLOW

47,049.75

ENDING CASH

56,383.53

AIESEC ATENEO DE MANILA UNIVERSITY FEBRUARY 1, 2014 to APRIL 30, 2014 BALANCE SHEET

INCOME STATEMENT

ASSETS Cash

99,160.78

STATEMENT OF CASH FLOWS

oGCDP Income

53,300.00

oGIP Income

44,000.00

Beginning Cash

56,383.53

Accounts Receivable

98,630.00

iGCDP Income

Prepaid Assets

19,000.00

iGIP Income

Inventory

20,480.00

Projects Income

(10,500.00)

Equipment

24,000.00

TMP/TLP Income

(647.75)

261,270.78

Operating Income

25,625.00

Projects Collections

(10,500.00)

NET INCOME (LOSS)

116,777.25

iGIP Collections

(5,000.00)

TOTAL ASSETS LIABILITIES Accounts Payable

0.00

Operating Activities:

5,000.00

oGCDP Collections

53,300.00

oGIP Collections

44,000.00

iGCDP Collections

TMP/TLP Collections 21,890.00

Total Operating Cash Flow

0.00

(647.75) 81,152.25

EQUITY Retained Earnings

239,380.78

TOTAL LIABILITIES & EQUITY 261,270.78

Miscellaneous Activities: ER/BD Collections

0.00

Strategic Initiatives Collections

0.00

Finance Initiatives Collections LC Fees Payment

(12,310.00) (338,970.00)

Administrative Disbursements

(78,365.00)

Others

391,270.00

Total Miscellaneous Cash Flow

(38,375.00)

TOTAL CASH FLOW

42,777.25

ENDING CASH

99,160.78

BRIAN BARRIOS

TXP

Team Experiences

“To consistently provide high quality team experiences that transform all members into top talent.” With the shift from Talent Management to the Team Experiences department, the department’s ambition focuses on delivering meaningful experiences to members and team leaders through which they find personal development and become highly skilled and motivated top talent. High quality TXPs mean roles wherein members are satisfied with their JDs, educated in relevant functions and skill sets, and holistically formed as leaders. Lastly, the department aims to be consistent in delivering these experiences to all members in order for there to be leadership in every experience.

PROGRAMME GOALS TEAM MEMBER PROGRAMME MAY JUN JUL PLANNED 144 0 0 ACTUAL 106 19 17 TEAM LEADER PROGRAMME MAY JUN JUL PLANNED 36 0 0 ACTUAL 47 6 0

AUG 0 0

SEP 205 51

OCT 4 109

NOV 4 4

DEC 0 0

JAN 179 146

FEB 0 3

MAR 0 0

APR TOTAL 0 536 9 464

AUG 2 0

SEP 27 13

OCT 1 22

NOV 1 1

DEC 0 0

JAN 28 37

FEB 0 0

MAR 0 0

APR TOTAL 0 95 9 135

TEAM MEMBER PROGRAMME 210

PLANNED

TEAM LEADER PROGRAMME

ACTUAL

168

126

0 MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR

PLANNED

ACTUAL

0 MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR

*These numbers reflect what is shown on myaiesec.net. However, TMP & TLP roles of AIESEC Davao are included, which contributes to the discrepancies between total actual and planned RE. *TMP & TLP RE goals were projected at the beginning of the term, considering envisioned departmental structures per cycle and talent capacity. Factors contributing to discrepancy between planned and actual realizations include: changes in departmental structure, member attrition (fall out) in-between cycles, late role assignment and late creation/ activation of myaiesec.net accounts. As of April 2014, approximately 20 people do not have myaiesec.net accounts.

FUNCTIONAL GOALS PRODUCTIVITY RETENTION NPS

GOAL 70% 50% 75%

ACTUAL 57% 46% *

0.8

GOAL

ACTUAL

0.6 0.4 0.2

*Responses for CustomerGuage is not actively used for TMP & TLP and so NPS is currently not being tracked.

PRODUCTIVITY

RETENTION

NPS

STRATEGIES STRATEGY

DESCRIPTION/RATIONALE

OUTCOME Received positive reviews from members Having 3 TXP cycles would ideally match the because they got to experience more GCDP peaks and cycle timelines while providing opportunities and interact with more people. members with more opportunities to try However, also received negative reviews from 3 TXP different roles and positions. It also allowed the VPs/ TLs because the conflict with the CYCLES trial and error and innovation of TM processes. academic calendar and less time managing a Lastly, teams were refreshed with active team proved difficult for accounts-based members while inactive members were removed operations. The lack of TM processes in place more quickly throughout the term. made it difficult for the TXP department to manage experiences as well. In contrast to mass recruitment, the TXP This resulted in less sign-ups and revenue department focused on the quality of sign ups generated compared to previous term but an over quantity. Instead of utilizing an LC sales PULL improvement in the quality of recruitment force with motivated by a rewards system to MARKETING process. It was easier for the department to garner a large number of applicants, recruitment RECRUITMENT accommodate high-potential applicants relied on trained sellers from the TXP department throughout the selection process while the rest and promotional materials to pull aligned of the LC focused on operations. applicants to the organization. The focus on pipeline and performance management processes led to the creation and The TXP department focused on re-establishing implementation of role opening and closing ICs PROCESS key TM processes with the focus on pipeline and for better expectation setting and team CREATION/ performance management. TXP members and LC formation, an improved allocation process for INNOVATION team leaders had to adjust to the changes in better role alignment, and an improved these processes. performance appraisal tool as the first step in evaluating membersâ&#x20AC;&#x2122; high or low performance. With the changes in process to programme Provided TXP members with special training mindset and process-oriented to accountsrecruitment and member selection interviews TM based departmental structure, the members of and team leaders on how to conduct role CAPABILITY the TXP department and LC team leaders opening and closing, use of TXP tools. There also BUILDING needed holistic training in all functions of talent was a focus on training members of the TXP management- the processes, tools and tracking department to communicate their role as TXP culture. managers to the rest of the LC. Changing the structure of the department serves as a strategy because it allows members of the Members learned more about other functions and department to handle pipeline and performance ACCOUNTSwere able to get to know the members they management and gain a concrete understanding BASED were handling better which aided in talent review of how the LC operates. This will enable the STRUCTURE and allocation. A tracking culture and programme department to create the processes and cater mindset was formed within the department. them to certain functions/ departments to better support them.

PIPELINE & PERFORMANCE MEMBER ENGAGEMENT

Began the term with process-based teams: Rec&Select spearheaded talent marketing and selection activities, P&P focused on tracking current members and member engagement was the organizing committee for ALDS.

FLA, MKT oGCDP, BD iGCDP GIP By cycle 2, transitioned to accounts-based teams so that all members would be involved in the execution of all the TM processes and to be more immersed in other departments. Members were assigned 1-2 teams each for better TXP management and tracking.

FLA, BD

Cycle 3

RECRUITMENT & SELECTION

Cycle 2

Cycle 1

DEPARTMENT STRUCTURE oGCDP, MKT iGCDP GIP Similar structure to cycle 2 with a slight change in the grouping of departments.

PROCESS ASSESSMENT DESCRIPTION

TALENT PLANNING

DELIVERY STATUS

The LCVP TXP was responsible for A talent plan for the entire creating and revising the talent plan term was created before the that accounted for the members of term started based on the the LC. The number of new members plans and needed manpower accepted into the organization and of the LCVPs. It was updated the number of members allocated to throughout the term as each team/ department was based structures and roles were on the talent plan. revised.

TALENT MARKETING

Talent marketing for AIESEC AdMU’s Team Member Programme was executed in June, primarily through posters on the LC’s FB page. During recruitment, members of the TXP department who underwent “TMP sales training” attracted potential members while manning the booth. Marketing for the Team Leader Programme was done through posting available positions in the LC’s internal FB group.

TALENT SELECTION

The selection process lasted for 3 3 Orientation seminars were weeks and included sign-ups at the delivered with 371/495 recruitment booth, orientation applicants submitting their seminar (OS), a pre-selection online applications. Of those eligible questionnaire, and member selection for MSI, 262 pushed through interviews (MSI). Assessment centers with their interviews. 90 were not utilized because of the applicants were accepted large number of applicants and the based on the MSI. lack of time and manpower.

TALENT INDUCTION

The AIESEC AdMU Leadership Development Seminar (ALDS) introduced new members to the AIESEC way and culture. AIESEC 2015 and Clarity of Why was also delivered to the members in attendance. Following ALDS, newie internships were held for three weeks to provide new members with more in-depth information about the 8 departments before their allocation.

3 posters were created with the following themes: 1) AIESEC’s global impact, 2) Youth Leadership organization, 3) Diversity of AIESEC. The overall tagline of the campaign was “Do More, Be More”. This attracted 495 applicants.

NOTES FOR FUTURE DELIVERY Update the talent plan for every cycle. Not only does it guide you in the selection and allocation of members, but it can aid the EB in learning management (needed training, coaches & mentors). Also account for EP returnees and members going on JTA/ exchange. Conduct extensive market research on current members (internal brand audit) to find what attracted them to AIESEC and the selling points of the organization, and non-members (external brand audit) to learn about their interests and the best way to reach them. Establish and focus on the TMP brand of AIESEC when executing a marketing strategy. Because the selection process is long compared to other organizations, it is effective in screening applicants’ commitment and motivation in joining AIESEC. Find ways to improve the process by making it valueadding to applicants despite being thorough in selecting them based on the Global Competency Model (GCP) and their alignment to AIESEC. Also, remember that the best people aren’t always the best people for AIESEC; choose people who will mutually benefit from the organization.

Talent induction does not stop at ALDS was held on July 27-28. ALDS; Induction should include The conference agenda the initiatives that help new included an induction members settle into their roles as ceremony for new members well as the organization. Take and talent goal setting. There advantage of the postwas medium to low conference high with activities attendance throughout the where members can meet their newie internships in the future teammates and peers in an following week. informal setting.

Members were asked to choose their JDs were provided for top 3 roles (rather than departments) Continue presenting JDs of for better expectation setting before members for 100% of the available roles to new members allocation. Allocation was done by roles in cycle 2 and 3. All before allocation for better role the VP TXP, with consultation and TALENT members were allocated in alignment. To ensure everyone ALLOCATION recommendations from TXP TLs and cycles 1 and 2, regardless of answers the allocation survey, LCVPs. Team assignments were prior activity. Only active consider combining this with role released a week before each cycle to members were allocated in closing processes. give team leaders enough time to cycle 3. contact their members.

DESCRIPTION Role opening is the initial introduction between team leader and members and an avenue to clarify JDs and set personal expectations. Its purpose is ROLE to provide members with a clear OPENING understanding of their role and for team leaders to understand the learning needs and personal goals of their members. Core XP refers to when teams are operational and performing. During this period, team leaders must be CORE XP conducting weekly team meetings as well as 1-on-1 coaching sessions to enable members to perform and develop through their experience.

DELIVERY STATUS

NOTES FOR FUTURE DELIVERY

Role opening ICs were conducted by all TLs with Brief team leaders on how to their members for all roles during the first two weeks of conduct role opening ICs properly each cycle. Positive feedback and continue to make sure all members undergo this IC. was received from members because of better role understanding.

Not all teams were able to Ensure tracking of TLs’ delivery have weekly team meetings the necessary core XP due to conflicting schedules. requirements. Identify whether Whether TLs conduct1-on-1 TXP managers or team leaders are coaching sessions with their responsible for the general members is currently not performance tracking of their being tracked. members. Role closing ICs were Role closing provides teams with conducted during the first and Connect content of role closing closure to their team experience and second cycles. Unfortunately, ICs to members’ role opening ICs. prepares members to transition to Ensure feedback regarding the ROLE these ICs were not conducted their next role. This phase of TXP experience and accounts are CLOSING during the 3rd cycle due to operations include performance properly transitioned to the next time constraints and lack of appraisals, XP eval and final debrief of interaction between teams group of members undergoing role. the same role. during the summer period. AIESEC 101 and LEAD sessions LEAD sessions should add value The AIESEC Way, LEAD and clarity of CORPORA why sessions were delivered by the were delivered during ALDS 1 to members outside of AIESEC. TE L&D & LCEB. These sessions aimed to align (August) and 2 (November). Consider making LEAD accessible LEAD members to AIESEC as a platform for LEAD for team leaders were to team members as well as team also delivered at the start of leaders, and a series of sessions PROGRAM personal leadership. each cycle. for outgoing members. LCVPs conducted functional The TXP department should take training during their a more active role in equipping Functional training is delivered as departmental general members with functional FUNCTIO necessary to members at the assemblies at the start of each knowledge. Determine gaps in NAL L&D discretion of their respective LCVPs. cycle. Succeeding learning members’ functional knowledge sessions were not tracked by and ensure learning plans are the TXP department. implemented.throughout the term. MENTORIN G PROGRAM

Currently, there are too many members in the LC to establish a structured mentoring program.

A mentoring program can be part of the on-boarding process to Mentoring with the LC is not ease new members with their formally done and therefore transition into AIESEC. Target not being tracked. freshmen with this program as they are adjusting to balancing academic life with org life.

Integrate career planning in members’ role opening and talent There is no structured system or goal setting and then track the initiative to help members set Career planning is not formally CAREER development of their professional personal milestones in AIESEC in done and therefore not being PLANNING order to work towards their desired goals. TMP/TLP sub-products can tracked. be one initiative to help facilitate career path. career planning in the LC through different “career tracks”, Succession planning is the process of Form a ‘succession planning’ identifying high-potential leadership Succession planning for team mindset among team leaders so SUCCESSI pipeline which is important for that they constantly push their leader roles is not formally ON ensuring proper transitioning and the done and therefore not being members and prepare them for PLANNING sustainability of operations. There is greater responsibilities. This will tracked. no structured process for succession lead to an easier time to fill up TL planning. roles.

DESCRIPTION DELIVERY STATUS NOTES FOR FUTURE DELIVERY A talent review is necessary in order for the Executive Talent review should be done Board to examine the current Talent review is only done by the periodically in order to assess the Executive Board based on membership, assess their training needs and kinds of TALENT needs, and act accordingly. It performance and activity of their engagement activities necessary members. Currently, it does not take to boost commitment among should consider their REVIEW performance, knowledge and into consideration the commitment members of the LC. Establish a and learning needs of their members. systematic way for the EB to commitment. There is no formal talent review system conduct a proper talent review. in AIESEC AdMU. Performance appraisals Google forms and spreadsheets were assessed members based on utilized in Cycle 1 and 2 respectively, Focus on transitioning to 360 LC engagement, functional to make it easier for team leaders to PERFORM performance, and AIESECer answer. Responses for performance performance appraisals. Synergize with IM to create a simple and ANCE development. While the appraisals have been incomplete, APPRAISA content of the performance making it difficult to reward and/or efficient way for all members to L appraisals are good to go, recognize all members fairly. Currently, assess their peers, members and the channel through which only Executive Board members have leaders through an online avenue. this tool is delivered proves 360 PAs, while members are assessed to be a major bottleneck. by their direct team leader. The MMRP are the standards The MMRP created by the EB was Now that this policy is in place, members are accountable to released to members during the make sure that all members are in order to retain their second cycle. After making necessary aware of the requirements, membership. These MMRP revisions based on feedback from especially new members for standards must enforce the IMPLEMEN AIESEC values as well as members, it was re-released at the proper expectation setting. Work TATION beginning of the third cycle. TXP with IM to make tracking each of necessary behaviors managers made sure their teams members must maintain acknowledged the MMRP by collecting the requirements simple and efficient. throughout their tenure in signatures of members. AIESEC. Exit interviews provide Find the perfect spot in your members leaving the calendar to conduct mid-term Exit interviews were conducted with organization an opportunity members who voluntarily terminated and end-of-term exit interviews. to reflect on their AIESEC XP Take into consideration the their membership within the middle of EXIT as well as give feedback to workload of TXP managers and the term but not with graduating INTERVIE the LC. While the exit the academic calendar. Be sure to members because of conflicting WS interview process has already academic schedules during the last 3 process the information and been established, little is feedback gathered from exit months of the term. done with the information interviews to improve and feedback gathered. membership in AIESEC. Rewards and recognition aims An R&R system for LC engagement to motivate members to and performance was not Material/ monetary rewards or perform well in their roles and implemented this year because public recognition can contribute to LC activities. minimum membership requirements significantly impact member Rewards can be in the form were not set. Only after implementing morale and contribution. Make REWARDS of merchandise, food, minimum standards can members be members aware of the mechanics & conference and exchange acknowledged for going above and for R&R as early as possible so RECOGNIT subsidies while recognition beyond. Also, performance appraisals they are motivated to perform ION can be done through internal were not qualitative nor standardized, and participate. Load up on online channels or LC general so there was no fair way to identify international merchandise so that assemblies. This should be high performing members since roles there is diversity in the rewards done regularly in order to varied in terms of output and you can provide to members. boost member morale and workload. activity. Discounts/ subsidies for members who go on exchange Internal campaigns refer to An IXP campaign was launched in can be provided as a reward for initiatives that result in a November with story sharing and INTERNAL change in the behaviors, high-performing members or a online internal promotions. Although it CAMPAIG general membership perk. attitudes and actions of garnered many sign-ups from N Synergize with FLA, MKT, and members for the benefit of members interested in exchange, none OGX to not only interest the LC. pushed through with the process. members, but make their exchange possible.

Retention RETENTION Post-recruitment membership 236 Number of graduated members 34 Mid-term attrition (member fall out) 23 Number of members who will not renew membership 70 End of term membership 109 Overall Retention Rate 54% TXP Driving Exchange Members to Exchange Ratio 236:134 Productivity 0.57 IXP: TXP to X 0 IXP: X to TXP 7

TOP REASONS FOR STAYING 1. Personal and professional development 2. Alignment to AIESEC’s vision 3. Engaged by EB and TLs !

TOP REASONS FOR QUITTING 1. Preoccupied with other organizations 2. Heavy academic workload 3. Unaligned to role

PROGRAMME TESTIMONIALS “I would recommend TLP to those willing to develop themselves personally and professionally. TLP equips members holistically with skills in team management, change management, strategic planning, and leadership to name a few. It may be a lot to take in, but it is definitely worth the time and energy invested.“ “It was only when I became a Team Leader that I actually understood the internal structure of AIESEC and how my actions contribute to the overall goals of the LC. Being a Team Leader is really a challenging phase for me because I am continuously pushed to perform at my best and I know how my actions are very vital to the execution of the project. Moreover, I had to learn how to manage a team whom I personally don't know by knowing their strengths and weakness, interests, etc. Being a Team Leader is both fun and stressful, but it's the good kind of stress.“ “It was good in a sense that I was in an environment where I was surrounded by like-minded people who had near-similar goals as me. It expanded my network as well as helped me experience the wider world and what I can contribute to it. Furthermore, I was able to learn and develop skills that I thought I would never have learnt in any capacity.“ “Starting my TLP experience during term 1314 of the 3rd Cycle, I would confidently say that it has shown me that barriers can be broken and that people can be remolded. At first, I believed that I did not have the capability let alone the ability to lead a team towards a common goal but after my first month as a TL, I find myself more motivated than ever to maximize both my and my team member's AIESEC experience to the fullest without the least bit of fear or hesitation.“ “It was a great experience! I never imagined to be THIS active in AIESEC if it wasn't for my TMP experience. I learned to much and it made me want to stay in AIESEC and do the best I can.“ “Very challenging because I was really put out of my comfort zone. I learned how to deal with other people and how to manage my time and workload efficiently. I got to know about the other departments as well and this was when I really feel that I understood AIESEC and what the org does.“ “During my first year in AIESEC, my TMP experience was really baptism by fire. It was stressful but because I was really proactive, I felt like it was a real learning experience for me. I became independent and really learned fast.“ “It humbled me and made me think more introspectively, especially towards myself and my skills. It also allowed me be in situations wherein I had to really go out and meet and deal with people, which made me much more comfortable in dealing with others. it further developed my skills, both functional and management-related, and it allowed me to better understand my place in the organization and within society.“ “I really recommend the experience. Some people say that it is character building but I believe that it reveals character more than anything. The work is really a lot and you have to be prepared to take on the task, but I feel that once you accomplish them, you will feel really grateful and happy that you experienced it.“ “It allowed me to grow so much. I was able to gain so much patience and determination, along with interpersonal skills and better cross-cultural communication, as a matcher.“ “An AIESEC membership is probably one of the greatest character-building experience you can get here in the Ateneo, and it caters to anyone, cutting across course and background.“ “I was part of Matching ever since I joined AIESEC, except for the last cycle when I became part of BOLT OC. I have to say that my TMP experience was good because it gave me an opportunity to enhance my skills and being part of a team with people whom I never personally knew before definitely challenged and brought me out of my comfort zone. However, I disliked the fact that I had difficulty understanding the internal structure of AIESEC as a Team Member. Sometimes, I didn't understand how my actions contribute to the overall goals of the LC.“

KEY CHALLENGES LACK OF AVAILABLE The lack of an allocated budget for TXP and low LC funds in general made it difficult to FUNDS FOR INITIATIVES go all out on member engagement events and craft an LC-wide rewards system. INEFFECTIVE/NON- The LC lacked effective TM processes for pipeline and performance management which EXISTENT TM had to be reinvented. The shift to 3 TXP cycles and accounts-based structure made it PROCESSES difficult to create and execute new processes on time. Information management was a challenge for the department because of the poor tracking POOR INFORMATION culture within the department and among team leaders of the LC, complicated trackers, MANAGEMENT AND and too many files to work with. This resulted in little follow through with the information TRACKING gathered but improved trackers and tracking. The shift to 3 TXP cycles became a challenge for LC operations because of the low SHIFT TO 3 TXP member activity during school breaks. It also proved to be difficult because it required CYCLES more account transitions and TM processes had not fully been established. LOW PARTICIPATION OF MEMBERS IN ENGAGEMENT ACTIVITIES

Although there was a greater attempt at member engagement, there was generally low participation in LC-wide activities which limited the extent of the engagement of the members with the rest of the LC. This might have been due to conflicting schedules with academic requirements and other school events.

NOTABLE INNOVATIONS 3 TXP CYCLES

AIESEC AdMU shifted to three TXP cycles (May-Aug., Sept.-Dec., Jan.-April) which has never been done before in the AIESEC network. This innovation aimed to improve operations by aligning with GCDP cycles/ peaks and provide members with more experiences and leadership opportunities during the term.

ACCOUNTS-BASED STRUCTURE

The TXP department shifted from a process-oriented structure to one that is accountsbased, with teams responsible for managing the team experiences of the other departments, allowing TXP managers to better integrate themselves in the other functions.

The TXP department established a strong brand for member recruitment emphasizing “DO MORE BE MORE” AIESEC as a youth organization for leadership with global impact. The “Do More Be More” RECRUITMENT tagline also set the mindset of members for the termthe more you do for the CAMPAIGN organization, the more you get from the organization. Improvements in pipeline and performance management included standardized JDs for all TM PROCESSES & TXP roles and JD-based allocation, online quantitative performance appraisals, structured TXP OPERATIONS role opening & closing for members and an LC-wide TXP tracker

GENERAL RECOMMENDATIONS 3 TXP CYCLES

ACCOUNTS-BASED STRUCTURE

BRYCE TAN

oGCDP

Outgoing Global Community Development Programme

“150 realizations, 150 lives changed.” PROGRAMME GOALS RAISE PLANNED ACTUAL

MATCH PLANNED ACTUAL

REALIZE PLANNED ACTUAL

MAY 0 1

JUN 0 0

JUL 12 0

AUG 0 0

SEP 0 0

OCT 0 7

NOV 76 0

DEC 76 16

JAN 0 7

FEB 12 4

MAR 12 6

APR TOTAL 0 188 0 41

MAY 0 2

JUN 0 1

JUL 0 1

AUG 6 0

SEP 5 0

OCT 0 0

NOV 0 0

DEC 46 0

JAN 46 0

FEB 46 6

MAR 11 4

APR TOTAL 11 171 3 17

MAY 8 3

JUN 1 2

JUL 0 1

AUG 0 0

SEP 0 1

OCT 0 0

NOV 0 0

DEC 6 0

JAN 5 0

FEB 0 0

MAR 40 0

APR TOTAL 90 150 7 14

PLANNED

RAISE

ACTUAL

PLANNED

MATCH

ACTUAL

0 MAY

JUL

SEP NOV JAN

MAR

JUL

SEP NOV JAN

MAR

PLANNED

JUL

REALIZE

ACTUAL

SEP NOV JAN

MAR

STRATEGIES From only one oGCDP member carried over from last year, the department has MEMBER DEVELOPMENT sufficient members that have the knowledge and skill sets needed to perform in the next term EFFICIENT TRACKING

Although tracking was efficient at the start of oGCDP peak, this was not consistent throughout the rest of the term. Conflicts in schedule with regards to setting meetings gave way to minimal tracking and follow-ups by the end of the term.

STRATEGIC PARTNERSHIPS

On campus, there were no partnerships created due to communication problems with the marketing-oGCDP synergy. With other entities, although the preliminary list of potential partners was a lot, only a few respond given that the local peak is not in sync with the global peak.

The department managed to create its campaign, “Go International”, complete with a STRATEGIC MARKETING few tracks that customers can choose from. This allows for a more specific and targeted recruitment.

PIPELINE & PERFORMANCE MEMBER ENGAGEMENT

FLA, MKT oGCDP, BD iGCDP GIP

FLA, BD

Cycle 3

RECRUITMENT & SELECTION

Cycle 2

Cycle 1

STRUCTURE oGCDP, MKT iGCDP GIP

PROCESS ASSESSMENT RECRUITMENT

ORIENTATION AND ASSESSMENT CENTER

PARTNERSHIP CREATION

ACCOUNTS MANAGEMENT

TRACKING

Recruitment was organized and centralized because of the presence of the OC and the use of podio. Having the OC directly under oGCDP allowed having clearer value proposition for the campaign, and a smooth transitioning of accounts to the exchange department. Having the accounts team handle the applicants from selection would have allowed less confusion with regards to who the account should be talking to and better tracking per team in terms of retention. However, this could have been better implemented if it were explained better to the necessary members. Although orientations often exceeded 2 hours in the terms before, this year, both orientations and assessments were conducted within 1 and a half hour. This was made possible by removing certain information and adding some clips. This may have affected expectation setting of EPs about AIESEC to a certain extent as the orientation became more oGCDP centric. EP testimonials were mostly done using a video as well. Because some applicants have questions that the EPs can better address, having actual participants present can greatly help build the exchange programâ&#x20AC;&#x2122;s credibility. Assessments were done still in the same fashion with more interesting forms of group dynamics which gives way for a more active participation from the applicants. A list of potential LC-LC partners were compiled at the start of the term and the blacklist and hitlists for LCs were updated. As no one person can do this alone, the VP and the TLs contacted these entities as early as the first cycle to no avail. This process is often plagued with inconsistent and slow replies coupled with peaks that do not match. With regards to partnerships within the LC, a hitlist was also compiled at the start, however, due to communication problems with the synergy with marketing, there were no follow throughs. Having a region based division of accounts can be good for members to be able to work together about issues unique to the regions that they are assigned to. However, given that a handful of EPs are fickle minded, this division is eventually blurred. Aside from this, there is the usual problem of the department during the peak wherein only the TLs and a few members remain active due to various academic concerns. This leads to inefficient tracking, poor servicing and tired members. Tracking is done through a google docs that is supposedly updated by all of the departmentâ&#x20AC;&#x2122;s members. At the start, through consistent follow-ups, it was updated weekly but eventually, updates were not placed on the tracker as most members are already missing in action. The tracking system is specific already but it can be improved on by syncing the different tabs so that the tracker will automatically update everything by itself.

PERFORMANCE TOPLINES Planned Actual % Achievement Relative Growth National MoS Cont.

RAISE 237 41 17% -15% 25%

MATCH 166 18 11% -33% 21%

REALIZE 150 14 9% -53% 18%

240

NPS 70 65 -

237

180

PLANNED

ACTUAL

166

120 60

150 18

RAISE

MATCH

14 REALIZE

COMPARATIVE MATRIX YEARLY 78

1112

1213

1314

58.5

48 41

19.5

18 RAISE

MATCH

14 REALIZE

Q1 (MAY TO JUL) 22

1112

1213

Q2 (AUG TO OCT) 9

1314

16.5 11

1112

1213

6.75

4 0

RAISE

MATCH

REALIZE

2.25

0 RAISE

23 18

1112

1213

1314

11.5

7 2

RAISE

MATCH

1 REALIZE

Q4 (FEB TO APR) 46

1112

34.5

5.75

2 MATCH

Q3 (NOV TO JAN) 23

4.5

5.5

17.25

1314

35 23

11.5

REALIZE

1314

30 18

10 RAISE

1213

18 7

MATCH

REALIZE

SUPPLY AND DEMAND Country Distribution Top 3 Issue Segments 1

1 2

1 1

China India Czech Republic Bulgaria Germany Indonesia Mauritius Vietnam Brazil Poland Hungary Italy

Cross-Cultural Dialogues

Literacy (Language)

Literacy (Other subjects)

STRATEGY OUTCOME DELIVERY STATUS DESCRIPTION REMARKS (1-10) Train future leaders through 7 On the VP-TL level, it can be noted that all TLs functional activities that will test from the term are capable in handling oGCDP the skills, knowledge and matters. Also, all TLs remain active even up until MEMBER capabilities of the members. next term. On the TL-TM level, there are more DEVELOPMENT problems with communications, however, a handful of members remain active and are also capable with oGCDP matters. Ensure that all details are constantly 5 During the first two cycles of the term, all accounts are up to date but by the third cycle, when the VP EFFICIENT and honestly updated by and for all TRACKING stakeholders needed. is not able to consistently track each TL, updating of accounts was not conducted.

DELIVERY STATUS DESCRIPTION REMARKS (1-10) STRATEGIC Create partnerships on and off 3 No partnerships conducted on-campus. LC-LC PARTNERSH campus to further expand the partners not supplied with EPs required. IPS market. Create LC-LC partnerships for quality TNs. STRATEGIC Develop the necessary subproducts 8 Tracks were created under the Go International MARKETING or brands for more efficient and brand that allowed for a more targeted recruitment. targeted recruitment.

PROGRAMME HEALTH General RA to MA Ratio MA to RE Ratio Average RA to MA Period Average MA to RE Period Matcher to Match Ratio Airport Sendoffs Break Matches NCB/ICB Cases

0.44 0.78 1 month 2.00 0 0 0

CONVERSION RATES Sign-Up to OS-AC 42.66% OS-AC to RBI 37.10% RBI to RA 59.42% RA to MA 43.90% MA to RE 0.7777

Other Health Factors PROGRAMME FINANCIAL SUSTAINABILITY The main financial matters of the department concern EP payments. EPs deposit their payments to the school’s bank account. They then forward a copy of the deposit slip to the department for confirmation. Problems encountered include carry over EPs who were rejected on myaiesec for unknown reasons. As such, there was confusion at some point regarding the payment of fees to AIESEC in the Philippines. !

CUSTOMER RELATIONS Each EP, starting from when they were merely applying for exchange, are assigned an EP buddy to assist and update them. These EP buddies are in charge of contacting the EPs for attending OS-AC, RBI, and the results of these processes. These EP buddies are also in charge of raising, matching and realizing the EPs. All throughout the process, EPs are assisted with regards to their travel documents, and communication with host entities. However, EPs buddies do not process the documents for the EPs, EPs still have to do it themselves with the guide of the EP buddies. !

SU: SAN BEDA COLLEGE By the second cycle, communication became difficult between the SU EB and the VP oGCDP. No transition nor elections were conducted

CUSTOMER EXPERIENCE MANAGEMENT SIGN-UP

OS-AC

SIGN-UP BOOTH – although the booths are located in places with high foot traffic, considerable efforts were still needed to attract potential applicants to sign-up to attend an orientation. During the last day of XXPO when there were more things to see in the booth area, it was easier to get people to sign-up. There were a good number of people who signed up during other events including DevSoc Job Fair, Volunteerism week, and other events. PROMOTIONS – online and on campus promos remain week promotional materials in terms of getting people to sign-up. People were more interested by seeing actual returnees. A good number of people who sign-up defer their orientation to the latest date possible. On top of this, it is frequent that less than 50% of sign-ups attend the orientation proper itself. It is also often to have applicants who have classes 6 onwards so it is better to keep the orientations 1.5 hours max to conduct the AC asap. Regarding delivery, there is still a big room for improvement for EP buddies to be more persistent in handling the EPs. There also needs to be a measure to test the knowledge of members who deliver orientations to ensure correct expectation setting. Content wise, maintain the standard provided for by the MC. As for the AC, considerable improvement needs to be done with regard to standardizing assessments.

Interviews are properly conducted, however, instructions regarding submission of documents RBI needs to be stricter. There were sufficient preparations done on EP buddy-EP, however, there were still several PRE-EXCHANGE problems with regards to the processing of travel documents. Events such as Ambieâ&#x20AC;&#x2122;s day did ORIENTATION not push through due to low numbers of EPs. EXCHANGE EP Communications and feedback mechanisms need to be improved. EP experiences are shared and processed. It is recommended that testimonials be gathered DEBRIEFING during debriefing. PROCESS

IN-CHARGE TL training LCVP Member training TLs Collection of sign-ups Members Delivery of OS-AC Members RBIs TLs, OGX/TXP members Pre-exchange preparations Members Debriefing Members LC-LC partnership creation LCVP On-campus partnership creation Marketing

REALIZED EPs LAST NAME

FIRST NAME

Returban

Jennylen

Maglinte

Jurilex

Gallego

Dan

Peralta

Justine

YEAR & COURSE (time of exchange) 2 AB International Studies Graduate Major in AB Psychology

EP ID EP-In-PH-AM-2012-1934 EP-In-PH-AM-2013-2050

3 BS Legal Management EP-In-PH-AM-2013-2066 3 BS Management

EP-In-PH-AM-2013-2030

Graduate Bachelor of EP-In-PH-AM-2013-2053 Science Life Sciences Graduate Bachelor of EP-In-PH-AM-2013-2071 Arts in Social Sciences Graduate AB EP-In-PH-AM-2013-2031 Communication Bachelor of Arts in EP-In-PH-AM-2013-2004 Sociology Graduate BFA EP-In-PH-AM-2013-2041 Information Design

Montano

Ysabella

Ermac

Mikhail

Javier

John

Salamat

Raiza

Nunez

Leonilla

Kennedy

Joanna

3 AB Communications

EP-In-PH-AM-2013-2113

Gimeno

Juzstine

4 BS Comtech

EP-In-PH-AM-2013-2120

Angliongto

Arabela

3 BS Management

EP-In-PH-AM-2013-2142

Corpuz

Denise

1 AB MA POS

EP-In-PH-AM-2014-2166

Cabigting

Elaiza

3 BS Legal Management EP-In-PH-AM-2014-2171

LC (COUNTRY) AIESEC NKU (CHINA, MAINLAND) AIESEC BANDUNG (INDONESIA) AIESEC FTU HN (VIETNAM) AIESEC PRAHA (CZECH REPUBLIC) AIESEC UNI OF MAURITIUS (MAURITIUS) AIESEC DELHI UNIVERSITY (INDIA) AIESEC SOFIA SU (BULGARIA) AIESEC DELHI IIT (INDIA) AIESEC AACHEN (GERMANY) AIESEC BRNO (CZECH REPUBLIC) AIESEC ITA (BRAZIL) AIESEC LUBLIN UMCS (POLAND) AIESEC BUDAPEST UNIVERSITY (HUNGARY) AIESEC TRIESTE(ITALY)

KEY CHALLENGES This is something that is supposed to be done by VP on the TLs and by TLs on the members but on several occasions, this was done poorly. For example, it may be possible that a TL knows about the activities of his/her members but because it was not placed in the tracker, as TRACKING such, the VP is unaware. There are also some instances on the other hand where the VP knows the memberâ&#x20AC;&#x2122;s activities and the TL does not. Because of these instances, constant updating on both sides has to be conducted. Although members understand the value proposition of the programme, there was barely IXP anyone who went on exchange for reasons mainly related to the timing of the program. RETENTION Retention is low from process to process. This reflects the persistency of members with RATES regards to handling accounts. MEMBER Although there was a sufficient number of members, almost all of them are inactive. There ACTIVITY & needs to be a more consistent activity from the members by having the TLs engage them EFFICIENCY more through events aside from the regular team meetings. Most of the off peak realizations during the first half of the year come from carry over EPs but CARRY OVER carry overs was low from the previous year. As the VP for the department was relatively new to the function, the first half of the year was VP KNOWLEDGE spent on catching up in terms of knowledge instead of performing as a department right away. Although a market research was conducted, there was over-optimism and this resulted in failing LIMITED MARKET to recognize the limits of the market that is, that the Ateneo market caps at a certain number of UNDERSTANDING participants based on previous years.

NOTABLE INNOVATIONS MARKET A separate team was formed to conduct a market research and to create a campaign RESEARCH TEAM specifically for the target market. GO A marketing campaign was created together with several tracks in order to better INTERNATIONAL communications between AIESEC and its market. CENTRALIZED There is only one place on which all of the sign-ups are recorded instead of having separate SIGN-UPS databases based on events. This database uses podio and as such, data analysis using filters is DATABASE faster. Previous OS-ACs often lasted for around two to three hours. Orientations for the term were SHORTENING OF shortened to only an hour and a half by cutting through unnecessary slides, changing the OS-AC activities from the assessments and using videos to cover the needed information. Starting from when a person signs up for exchange, that person will only have one contact SINGLE within AIESEC that is designated to communicate with that person all throughout his/her ACCOUNTS exchange experience. This manager is in charge of reminding the applicant to go through MANAGER screening procedures as well as helping with raising, matching and realizing. XXPO XXPO is accountable to the oGCDP LCVP, cutting down on miscommunications. Other ACCOUNTABLE departments still have a say through the OCVPs which serve to represent their departments as TO oGCDP well. IMPROVED The old manual for OGX was improved on to cover a wider range of information to help the MANUAL regular member better understand the workings of the department.

GENERAL RECOMMENDATIONS OIC FORMAL PARTNERSHIPS COMMUNICATIO N WITH MC XXPO PARTNERSHIPS BETTER oGIP SYNERGY CHECKPOINT FOR MEMBERS

For most of the year, there were several instances when the LCVP was not around physically which led directly to the irregular performance of the department. In order to avoid such instances, a permanent AVP should be put in place to avoid poor performance of the department. As a handful of students were looking for accreditations for internships, partnering with departments on campus may aid in boosting exchange. Partnership with an agency can expedite processing of travel documents. There was poor coordination between LCVP and MCVP. Regular meetings have to be conducted between the two in order for MCVP to understand local realities and for LCVP to be in sync with national campaigns. One reason as to why the exchange expo was not what it was envisioned was due to financial problems. Having an OCVP BD for XXPO can better improve communications and hopefully hasten partnership creation specific to XXPO. There were several instances of miscommunication between oGCDP and oGIP regarding the division of accounts. Talks should be done to avoid cannibalism between programs. Not all members were equipped to perform even after training. Having certain checkpoints and tests can help gauge the readiness of members.

PROGRAMME TESTIMONIALS "The information about the GCDP programme greatly persuaded me to join the internship. In addition to this, I was able to value my experiences more because I know that it will be of significant use for my job in the GCDP programme. :)” “This kind of project is not only interesting but a character- building experience. It is also very fun because I met a lot of new people and friends. The most important part is all the realizations during the internship. One of which is that, it helped me to become more open-minded in embracing new culture.” “Aside from matters pertaining to the professional life, this experience should allow for us to learn more about other cultures as well as to give us the opportunity to share ours as well. During my stay in India, we were promised of a Global Village and an EP Conference. These two activities were postponed every week, until such time that all the EPs have already ended their internships. These events never took place and it is just a pity that the interns also prepared for this, especially the Global Village.” “I would like to expound the rating I gave in the previous item of this feedback form. I am giving AIESEC a 3 out of 10 because I believe that my experience in India had been particularly meaningful solely because of the people I met there. I have to give AIESEC credit for allowing me to fulfill my personal goals, which are to be more open to sharing myself with the world as well as to improve my communication skills in English, but besides that, my professional goals have not been fulfilled at all and it is to me quite disappointing, because after all this is an internship.” “I was with Project Conzerve, AIESEC DU's TN that deals with issues pertaining to the environment. I particularly chose this TN, with an end in mind that this will allow me to delve deeper into my interest in the environment and further develop my skills in research, as well as in dealing professionally with the NGOs that I was supposed to be working with. It is with much disappointment that when I arrived in India, my TN Manager told me that the entire project was revised and all that was written in my TN Form will have to incur major changes.” “In all, the experience for me was a mix of frustrations and fulfillment. I felt that my TN Manager did everything he could to pull off what AIESEC has promised to me, but only ended providing us with alternatives and not really well planned and organized agenda. Halfway through my internship, I gave up feeling frustrated and I myself volunteered for an NGO – the People for the Ethical Treatment of Animals in India – and helped them launch a campaign against the use of leather and the live skinning of animals.”

ARIZA FRANCISCO

iGCDP

Incoming Global Community Development Programme

“To deliver quality experiences to our EPs” PROGRAMME GOALS RAISE PLANNED ACTUAL

MATCH PLANNED ACTUAL

REALIZE PLANNED ACTUAL

MAY 20 7

JUN 20 27

JUL 5 9

AUG 5 0

SEP 60 0

OCT 40 33

NOV 20 1

DEC 10 0

JAN 10 0

FEB 5 0

MAR 15 0

APR TOTAL 10 220 18 95

MAY 30 28

JUN 30 17

JUL 10 20

AUG 5 2

SEP 5 1

OCT 15 0

NOV 40 7

DEC 20 8

JAN 10 1

FEB 5 1

MAR 5 0

APR TOTAL 25 200 14 99

MAY 2 7

JUN 22 15

JUL 15 35

AUG 15 19

SEP 5 1

OCT 3 1

NOV 33 0

DEC 5 4

JAN 55 14

FEB 40 0

MAR 5 1

APR TOTAL 0 200 0 97

PLANNED

RAISE

ACTUAL

PLANNED

MATCH

ACTUAL

0 MAY

JUL

SEP NOV JAN

MAR

JUL

SEP NOV JAN

MAR

PLANNED

JUL

REALIZE

ACTUAL

SEP NOV JAN

MAR

STRATEGIES STRATEGY

OUTCOME The aim of the NCS team is to make the projects sustainable by having stable partners for each of the PBoXes. This proved to be very helpful for the PBoXes since the NON-CORPORATE SALES partners were able to help us reach the 25 hours minimum work hours. Also, we have TEAM created good relations with the partners that we were able to retain and renew them for next term. Continuous building of the S&R culture within the department resulted to more FOCUS ON SERVICE AND initiative from our members to consciously take care of our EPs. More reception RECEPTION activities were done, such as casual tours and dinners. Now, the culture is branching out form the department to the Local Committee. The aim of having a team for PBoX Generation is to spark innovation within the PBOX GENERATION program, and to give an avenue for our members to work on their personal advocacies. Now, we have a very promising PBoX for next term called Project Asenso.

POWER

PBOX MA

CODE RED

TN AM

LEGACY

TN AM

REAP

TN AM

Cycle 2 - 3

Cycle 1

STRUCTURE EXPLORE

PBOX MA

BOLT

TN MA

LEGACY

Non-Corp Sales

REAP

PBOX Generation

During Cycle 1, PROJECTS and iGCDP were still two different departments. The PBOX OCs and PBOX matching team was under Projects, while the TN AMs were under iGCDP.

PROCESS ASSESSMENT See key challenges

PARTNERS PBOX PARTNERS LEGACY - audience for story telling and tutorial services  HOUSE OF REFUGE   REAP - audience for cooking and nutrition sessions LEGACY - audience for story telling and tutorial services (love2learn program)    REAP - audience (parents) for cooking and nutrition sessions (YFCC program)   YOUNG FOCUS   BOLT - audience (Out of School Youth) for online literacy and netiquette sessions, provide computer terminals    For all - tour EPs in dumpsite BOLT - services on making the EDUCAID BOLT module, sessions for EPs on presentation skills REAP - training for EPs on balanced FQA diet, etc. BOLT - training for EPs on online MS. FLORENCE LADION literacy and netiquette REAP - trainings for EPs on how to ISCHAM do recipes, provided menus EXPLORE - tours to different destinations in the Philippines and ROUTE +63 social/environmental projects for EPs to particiate in

TN PARTNERS APO

Partnership

ACED

Provided steady EP demand

LP4Y

Provided steady EP demand Wasn't really value adding to PTL the LC <Was never Raised due to TELECENTRE internal restructuring> * Took in 3 Eps  * Formed good with Eps * Took in 3 Eps  * Formed good with EPs * Took in 3 Eps  * Formed good with EPs * Took in 5 Eps  * Formed good with EPs

ATENEO SPEED KYTHE ATENEO ATENEO TUGON ATENEO MUSMOS

relationship

relationship relationship relationship

PERFORMANCE TOPLINES Planned Actual % Achievement Relative Growth National MoS Cont.

RAISE 222 95 42% -166%

MATCH 200 99 50% -85%

REALIZE 200 97 49% -36% 25%

NPS 60 21 -

PLANNED

222

166.5

200

111

200 99

55.5

ACTUAL

RAISE

MATCH

97 REALIZE

COMPARATIVE MATRIX YEARLY 250

250

1112

187.5 125

183

154 95

62.5 0

1213

RAISE

124

99 MATCH

130

1314

164 97 REALIZE

Q1 (MAY TO JUL) 71

53.25

35.5

1112 1213 1314

Q2 (AUG TO OCT) 77

MATCH

1112

1213

RAISE

36.5

MATCH

RAISE

MATCH

REALIZE

1112

1213

1314

33.5

50.25

18.25 0

1314

Q4 (FEB TO APR)

54.75

25 11

REALIZE

1314

Q3 (NOV TO JAN) 73

1213

57.75

19.25

RAISE

1112

38.5

17.75 0

REALIZE

16.75 0

18 6

6 RAISE

MATCH

24 21 1 REALIZE

SUPPLY AND DEMAND EP Distribution Top 3 Issue Segments 2 2 2 2 4 4

1 1 1

1 1 1 1 1 1 1 1 29

5 9

18 13

China Indonesia Vietnam Russia Canada Australia Denmark France Estonia Costa Rica Brazil

India Literacy Germany United States Switzerland Pakistan Youth Development Austria Japan Portugal Sweden Lebanon Nutrition Taiwan

STRATEGY OUTCOME STRATEGIES

DESCRIPTION OUTCOME C r e a t i n g a h i t l i s t o f We focused on tapping Ateneo organizations for iGCDP TN, and we potential partners that are were able to realize 29 EPs. Now, these accounts have high potential within our networks and for re-raising, while some are already re-raised. FOCUSED AND have the potential for ! STRATEGIC maximization (multiple For our PBoXes, we were able to create partnerships with PARTNERSHIPS partnerships) organizations for multiple purposes (e.g. community partner of 2 of our PBoXes). This reduces the ffort of taking care of numerous partner, thus we were able to focus on them, and these partners were also renewed. Creating a servicing culture The creation of the S&R Pool was not fully utilized because of the in the Local Committee. apparent lack of EPs to service during the winter peak. LC-WIDE ! SERVICING AND The servicing mindset was ingrained in the members of the iGCDP RECEPTION department, especially the TLs, and the effects are seen until now with the growing interest of the members to be involved in servicing.

STRATEGIES

DESCRIPTION OUTCOME Being active in promoting This was not properly done because first and foremost we were not SHOWCASING our projects and their confident in promoting our projects during the time that we were activities. facing quality issues. Until now, the projects have yet to be out IMPACT there.

PROGRAMME HEALTH General RA to MA Ratio 1.05 MA to RE Ratio 0.98 Average RA to MA Period 21-30 days Average MA to RE Period 14-21 days Matcher to Match Ratio 2.39 Seller to Raise Ratio 1.16 Airport Pickups 82 Break Matches 8 NCB/ICB Cases 0

Other Health Factors

The servicing during the first peak was not at its best. We had problems with housing (overcrowding, low quality and lack of system). There was also an apparent lack of EP integration to the LC because of low opportunities, such as activities, were catered to them. !

During the second peak, after the realizations of low servicing during the first one, there was a mindset of delivering good servicing. The house was repaired, and the members were showing initiatives to tour and bring the EPs around. The EPs were also invited to LC events. From this, there was a significant increase in positive feedback from the EPs.

The main revenue sources of iGCDP came from the housing fees. Costs came from operational expenses of PBOXes, housing expenses, and servicing fees. Additional costs were incurred from EP compensations caused by quality issues. !

Because we were not able to maximize the realizations we could have gotten, we were low on revenue given our fixed expenses. Also, due to the quality issues we faced, we were forced to give monetary compensations to our EPs, resulting to a more negative balance. Overall, the program in itself, during the term, was not financially sustainable.

COUNTRY PARTNERS We did not have official country partners but we have established good relations with specific LCs from Indonesia (Bandung), Australia (UNSW, Sydney, Macquarie). The good relations were brought about the establish connections during International Conferences, and Exchange Participantsâ&#x20AC;&#x2122; testimonials from the said LCs after their exchange experience with AIESEC AdMU. We also realised many EPs from India, Germany, and China.

DELIVERY STRUCTURE Cold Calls

Knowledge of pitching Knowledge on the costs and the servies that are involved in raising INITIAL Approaching the Knowledge on the exchange TN package EXTERNAL company:â&#x20AC;¨ processes and EP supply MEETING Setting up time and Product Development place Update the Local Committee Online tracker iGCDP tracker Following up on the TN Sessions on CRM Drafting the TN Job Knowledge on the requirements Questionnaire and necessities required for a JQ POSTTN Job Finalizing TN Job To be approved by VP iGCDP for MEETING Questionnaire Questionnaire feasibility template Raising the TN form in Knowledge on how to raise in myaiesec.net myaiesec.nt

TM Accounts Manager

TM Accounts Manager TM Accounts Manager

TM Accounts Manager

CRM

Evaluations Relationship Building through:â&#x20AC;¨ Quarterly Reports, Christmas & Birthday cards, Appreciation tokens

Online Evaluation Form

TM Accounts Manager

Online database with basic info on the company TM Accounts Manager and contact person

From sales to the post-meeting part, the communication and progress was clear and fast. However, in CRM, we failed to do evaluations with our partners, and send reports to them. However, because of the good relationship built by the members and the EPs to our partners, most of our partnerships were renewed despite not fully implementing our CRM initiatives.

KEY CHALLENGES S&R HOUSING

LACK OF KNOWLEDGE OF MINIMUM STANDARDS LATE RAISING LOW MATCHING TURNOVER LACK OF FOCUS

During the first peak, there was a lack of communication between the Matching team and FLA team for S&R resulting to a lack of preparation for the upcoming realizations of EPs. Because of this, we figured half-way through the peak that our house capacity is insufficient to accommodate all EPs. This resulted to over-crowding which greatly affected the quality of the lodging as well. Numerous complaints were received regarding the state, order and cleanliness of the house. Furthermore, we were forced to acquire a new house to be rented, which spiked up our expenses resulting to a negative balance. Due to the lack of guidance by the previous VP for Projects, the members of iGCDP were not trained enough, especially on the minimum standards of quality that they should be delivering. This translated to the itineraries that they prepared, which did not abide by the 25 work hours per week minimum. Because of this, the EPs expressed dissatisfaction regarding the experience. Most of the members of the department were new to the function, thus at the start of the term, a lot of time was spent on training than immediate operations. This also meant that the sales capacity of the department was low because of the inexperience of the members. This resulted to a setback on operations, and therefore late raising for TNs. We experienced problems matching our forms during the term. First, as a consequence of raising late, it became more difficult for us to match EPs because the supply was already dwindling down. Second, most of our trained matchers left the function, thus the pipeline for matching was poor. Because of this, the matching became slower. Because the Projects and iGCDP department was combined, it became difficult to focus both departments. At the start, Projects faced more issues, which led to the prioritization during the latter part that resulted to a lack of focus for TNs, which as manifested in the non-performance of the segment.

NOTABLE INNOVATIONS BOLT (BASIC BOLT is a new PBoX of AdMU that promotes online literacy among the youth. It successfully partnered with high schools to spread the advocacy. Good feedback was received from the ONLINE LITERACY EPs who participated in the project. TRAINING) Explore Philippines is a revived PBoX, which is supported by a stable partner, Route +63. Here, EXPLORE we were able to find a way to make the project not just about tourism, but also promote the PHILIPPINES social aspect of traveling. PBOX The creation of the team aims to promote project innovation â&#x20AC;&#x201C; either improve on a current GENERATION project or create a new one that is relevant, innovative and feasible. This team was successful in TEAM creating the newest PBoX for the LC called Project Asenso, a microentrepreneurship project. NONDue low performance of sales in the program, the creation of this team aims to build the sales CORPORATE capacity for the department. Because of this, each PBoX was able to establish long-term SALES TEAM partners. Partnerships were also monitored well.

NOTABLE INNOVATIONS During planning, each department made their own plans. There was a lack of coordination HAVE FUNCTIONAL during the planning stage, which resulted to unenforced synergies, especially for FLA S&R and the iGCDP department. It is recommended that departments or teams that work PLANNING together have the chance to plan together. Communication is the root cause of most of the issues we had during the term. Provide IMPROVED an avenue where the people who work together can easily reach out to one another. COMMUNICATIONS Most of the concerns of the EPs were regarding the way we service them. Because the iGCDP department realizes in bulk during the peaks, it was proven that the department BUILD A SERVICING could not handle servicing alone. It caused burn-out for some of the members. It is CULTURE recommended to involve the whole Local Committee in servicing, which can also be a goo way for them to be integrated more into the LC. PROPER Projects and their activities should be properly documented so the progress of the DOCUMENTATION programs can easily be tracked. This will also help in transitioning the position or role.

PROGRAMME TESTIMONIALS “Accommodation staying rules clarity before internship expectations met almost with what was at the reality, can't cook though in the house and wi-fi is bad. Should aware maybe before internship and propose alternatives - information about cellphone cost of internet or wi-fi in the cafes and etc.  - Work schedule is really clear and I like activities that we will do really much, but it's already 11 days i stay here and there was only 4-6 hours that i was busy in total, maybe better organise the preparation time (give assignments more to do, ro prepare) and also fun part can be also organised somehow, at least EPs can choose to organise it by themselves or hang out with AIESEC, cause by themselves is really hard to do.  So maybe do a reception booklet very detailed from dictionary to fun places, where buy food, mobile plans and how they cost and transportation.” “I loved working in the Philippines as I felt like I was a part of the community and felt really welcomed by the host entity. Working with the children was one of the best experiences of my life and something I will never forget! ”

“I’m glad that I was lucky enough to meet those interns and AIESECer in the Philippines. Their stories are so inspiring, they are my inspiration from now on. I have set my goal and I know how I am going to achieve that goal. THanks to them. I also learn a lot about their culture. I lived with 15 interns in one house from all over the world. I know what they eat, how they talk, what is their tradition ect....Overall, taking this internship was amazing” “i did develop when i went abroad to my destination country, Philippine. i really learn a lot. now i can see 2 sight of directions. one sight is from my country, Indonesia, and another sight is from Philippine. This sight what i talking about is like political, economy, social, transportation, facility, and another things. so, now i can live more wise to see.another side from Cross-cultural positive impact, i felt this as i feel my heart beating. i could see there's a thing called difference. and that difference can make people be more humanity. because as we know, if there are only homogeneous human being, there will be no any develop. the example is like a+a=a, it means no develop. then we must a+b=c. if you want to make the better world, you have to know it, then feel it until the deep of your heart. and last thing is, respect it.” “AIESEC here in the Philippines didn't really told us what exactly we have to do and when we asked them for cleaning & kitchen stuff and more keys an answer came really late and they didn't really bother to help us. Also the security and the kitchen facilities were rather spare as well as cultural or local integration from aiesecs site. Only the philippine people from our project 'Tugon' were more open and willing to help.” “I was very disappointed with my experience. The project was extremely disorganized. During the three weeks that I was there, I barely worked 15 hours total even though the minimum amount of work for GCDPs is supposed to be 25 hours per week. I repeatedly sent emails to the host LC, but they were unable to suitably rectify the problem. I spent a considerable amount of money on travel to the Philippines and the EP and other fees and, quite frankly, expected much more from this experience”

JANICE APOLINARIO

oGIP

Outgoing Global Internship Programme

“To be recognised as the top provider of oGIP quality exchanges in a global and national setting.” PROGRAMME GOALS RAISE PLANNED ACTUAL

MATCH PLANNED ACTUAL

REALIZE PLANNED ACTUAL

MAY 4 2

JUN 0 2

JUL 0 1

AUG 0 2

SEP 0 6

OCT 0 0

NOV 5 0

DEC 4 0

JAN 0 1

FEB 6 3

MAR 0 8

APR TOTAL 0 19 1 26

MAY 3 1

JUN 3 1

JUL 2 1

AUG 3 0

SEP 4 1

OCT 3 0

NOV 2 1

DEC 5 1

JAN 4 2

FEB 2 2

MAR 1 1

APR TOTAL 2 34 0 11

MAY 0 1

JUN 4 3

JUL 3 2

AUG 0 0

SEP 0 0

OCT 3 0

NOV 3 1

DEC 3 0

JAN 1 2

FEB 3 1

MAR 5 1

APR TOTAL 3 28 2 13

PLANNED

RAISE

ACTUAL

6 4 2 0 MAY

JUL

SEP NOV JAN

MAR

PLANNED

MATCH

ACTUAL

0 MAY

JUL

SEP NOV JAN

MAR

0 MAY

PLANNED

JUL

REALIZE

ACTUAL

SEP NOV JAN

MAR

STRATEGIES & OUTCOME SUBPRODUCT DEVELOPMENT Because of the loose application of subproducts in previous terms, subproducts, specifically the Education and Information Technology, were not developed as it should have. This year, subproducts were developed in terms of market penetration and positioning in the Ateneo Community. This resulted to better sign up retention rates and accurate market turnout (Ex: AB Psychology, Minors in Education, and Masters in Education signed up for Education internships, etc. ). !

One plan that could have pushed the strategy of programme development further was to create standardized and specialized Orientation Seminars and Assessment Centers per subproduct. However plans about strategic parterships were not implemented. (See next point). !

STRATEGIC PARTNERSHIPS The standard operating procedure of creation of partnerships are as follows: FIRST CYCLE • Responsibles for External Market: Director for Marketing • In charge of market research and coordinating with Marketing department for Market positioning and creation of promotional materials. • Activities for Marketing: Recruitment of EPs for September, October, November, December Realization • Outcome: 1 signed partner and the acquisition of their graduates database (Asian College), concrete list of possible markets for Information Technology. SECOND CYCLE • Responsibles for External Market: Director for Marketing, Responsibles for University/Departmental Partnerships: Marketing Department • oGIP Director for Marketing is in charge of External partners

• Marketing Department is in charge of in school partnerships (orgs, LS departments, APO) • Activities: Ateneo Placement Office Job Fair (APO) • Outcome: Missing Team Leader, NO partners from both external and University partnerships, absence in APO job fair THIRD CYCLE • Responsibles for External Market: LCVP-elect, OCP Global Career Fair • Activities: • Global Career Fair as a back up plan for the OGIP absence in the Ateneo Placement Office career fair • Outcome: No movement from LCVP-elect, High signup and retention for GCF !

MEMBER DEVELOPMENT Member development was a main focus for the department this year. From previous years, members did not usually ask to get allocated to oGIP teams. Allocated members do not usually last in the teams and lose motivation. However, this year, members in the oGIP department developed and grew, whether it be on oGIP knowledge or AIESEC knowledge. This stems from weekly trainings and constant updates on AIESEC and oGIP news.

ID/EDUC BUSINESS

IT/EDUC BUSINESS X QUALITY

oGIP MARKETING

Cycle 3

oGIP MARKETING

Cycle 2

Cycle 1

DEPARTMENT STRUCTURE IT/EDUC BUSINESS X QUALITY

PROCESS ASSESSMENT This year’s standard operating procedures were streamlined to eradicate bottlenecks related to transitioning between procedures. Signups, excluding those from the Global Career Fair, were centralized on an online platform, Podio, to solve the previous year’s problems on acquiring the applicants’ curriculum vitae and resume. Because Podio has a “insert file” tool, applicants could upload the necessary documents. !

The LCVP was in charge of emailing the applicants from the Podio account and updating the “applicants” tab in the oGIP Term 1314 tracker. To prevent miscommunication, the applicants are informed that their signup would be in acknowledged within the span of a week. An email would be sent to the applicant informing him/her of then next step, the Orientation Seminar and Assessment Center. !

The Orientation Seminars and Assessment Centers (OS-AC) are Team Leader and Team Member-run and are delivered either as a group or one-on-one. Since most of the applicants were graduates, OS-ACs were usually individual and are delivered after 5:00PM in coffee shops found along the stretch of Katipunan. There are also cases wherein previous Exchange Participants ask to be re-raised into the system. In this event, the EPs need not undergo the OS-ACs. The Assessment Centers revolve mainly around a one-on-one interview wherein the oGIP member asks the applicant relevant information that would prove his/her readiness and matchability for a long-term internship. The results of this activity are emailed to the exchange participant within a week from the OS-AC. !

In Term 1213, a miscommunication happened between the LCVP OGX and MCVP oGIP which resulted to losses when it came to the Review Board Interview fee. To prevent this from happening, a system was created. The system is as follows: 1. OS-AC results are emailed to the applicant. Included in the email are the steps for the next step of the application process, payment of the RBI fee. 2. Applicant has to pay the RBI fee within 5 days after the results of the email are sent, otherwise, the application will be put on hold for 1 week. Once payment has been deposited, the applicant should email to the LCVP oGIP the deposit slip. 3. Link to the RBI sheet (provided by the MC) should be given to the applicant by LCVP within 3 days. 4. Applicant should sign up and inform his/her Manager within 2 days. If the applicant is not available for any of the interview dates given my the MC, he/she should inform his/her EP Manager. 5. Applicant should show up to the RBI

Because of this system, 100% of the RBI Fees were collected. The release of the results of the RBI is released by the MC a week and a half to 2 weeks after the interview, which poses as a problem to the total length of the application process. Regardless, once the LCVP receives the results, the official email welcoming the Exchange Participant will be sent. Included in the email are steps for the payment of the raising fee and introduction of the EP Manager. !

Once the EP has paid the raising fee, the EP Manager and the Team Leader set a meeting for the “OGIP session”. The meeting is a comprehensive session wherein the TL and EPM informs the EP of the SOPs of the department, the ‘how to’s of the exchange process, and the establishment of rapport. Once the EP is matched, Acceptance Notes will be exchanged and the EP, together with the TN Manager, start preparing for the arrival of the EP. !

One main problem AIESEC AdMU has with OGX fees is the collection of Realization Fees. This year, a system was created wherein the EP is required to deposit the Realization Fee in exchange for a signed and official Acceptance Note (required to make a match official). The payment for the Realization Fee is refundable which means that if the EP is not able to pursue his/her internship, regardless of the excuse, the Realization Fee should be given back to him/her. Once on exchange, realized EPs are contacted once a week for the first month of his/ her internship, and once every 2 weeks for the following months. Returning EPs are given the option to create a video of his/her experience or speak to a TM, TL, or LCVP for a “debriefing” session.

PERFORMANCE TOPLINES Planned Actual % Achievement Relative Growth National MoS Cont.

RAISE 19 26 137% 32%

MATCH 34 11 32% 41%

REALIZE 30 13 43% 117% 36%

PLANNED

NPS 60 20 -

25.5

ACTUAL

8.5

RAISE

MATCH

REALIZE

COMPARATIVE MATRIX YEARLY 34

25.5

1112

1213

1314

17 8.5

RAISE

MATCH

REALIZE

Q1 (MAY TO JUL) 11

1112

1213

Q2 (AUG TO OCT) 10

1314

8.25

7.5

5.5

2.75

6 4

RAISE

1112

REALIZE

1213

4 1

1 RAISE

1314

4.5

2.25 0

1 RAISE

1 MATCH

MATCH

REALIZE

Q4 (FEB TO APR)

6.75

1314

2.5

MATCH

1112

1213

Q3 (NOV TO JAN) 9

1 REALIZE

1112

1314

10 5

3 0

1213

1 RAISE

MATCH

2 REALIZE

SUPPLY AND DEMAND EP Distribution Sub-Product Distribution 1

1 1

1 1 2

Germany Canada Malaysia Hong Kong United States Korea Colombia Morocco Sweden

Education IT Business Others

PROGRAMME HEALTH

General RA to MA Ratio MA to RE Ratio Average RA to MA Period Average MA to RE Period Matcher to Match Ratio Airport Sendoffs Break Matches NCB/ICB Cases

26:11 11:13 1:4 0 3 0

Servicing greatly improved during the term. Since members were trained repeatedly (once per term) about standardized operating procedures of Accounts Management, operations were more streamlined. One reason for the smooth transitions between steps (Signup-OS/AC-Ra-Ma-Re) is because the LCVP OGIP handled all accounts from signups until raising. This translated to shorter EP waiting periods among the steps of signing up until raising.

Other Health Factors Based on the departmentâ&#x20AC;&#x2122;s operations throughout the whole year, it can be concluded that the programme is financially sustainable. This year, oGIP operations contributed greatly to the sustainability of the LC because of the implementation of the new systems for RBI/Raising fees and the Realization fees. !

When it comes to the customer relations, the members of the oGIP department, specifically the EP Managers, prioritized the establishment of rapport for newly transitioned and newly raised EPs. Relationship building took a huge role in the streamlining of the operations of the department. Because of the rapport between the EP and the EPM, communication was easier and EPs would voluntarily update their EPMs when there were movements in their application process, especially for matching periods and myaiesec.net system troubleshooting. For Marketing partners, the partners for the first semester were handled properly, following the transitioned market research and CRM procedures from the previous term. However, when the term was transitioned to cycle two and three, contact with the marketing partners was lost.

CUSTOMER EXPERIENCE MANAGEMENT MARKETING

RA MA RE Possible contacts LCVP, Marketing TL E-mail signups for OS-AC Cold calls Marketing members Delivery of OS-AC Company & university meetings Marketing TL, members E-mail results Drafting MOA Marketing TL E-mail RBI information MOA signing Marketing TL, AM E-mail results Recruitment & selection Marketing TL, AM E-mail RAMARA process info Facilitation of fees AM, EP AM team involved Raise on system Approval of account Creating EP ID Submit EB ID for approval Matching meeting Debriefing

LCVP Dept. LCVP LCVP LCVP LCVP EPM LCVP EPM LCVP TL, EPM TL, EPM, LCVP

REALIZED EPs LAST NAME

FIRST NAME

YEAR & COURSE (time of exchange)

EP ID

LC (COUNTRY)

Santos

Francesca

BS Management

EP-In-PH-AM-2012-1872

Hong Kong

De Pio

Karl

BS Business Administration

EP-In-PH-AM-2012-1890

AIESEC Edmonton, Canada

Gabriel

Anna

BS Management

EP-In-PH-AM-2012-1893

AIESEC Muenchen, Germany

Silvestre

BS Accountancy

EP-In-PH-AM-2013-2018

AIESEC UPM, Malaysia

Maclang

Maria Krisha

AB Communications

EP-In-PH-AM-2012-1915

AIESEC Seattle, USA

Gonzales

Jerenz

AB Sociology

EP-In-PH-AM-2012-1923

AIESEC SGU, Korea

Victorino

Katrina Florence

AB Communications

EP-In-PH-AM-2012-1914

AIESEC CUHK, Hong Kong

Amor

Ain

AB Political Science

EP-In-PH-AM-2013-2070

Colombia

Pacardo

Samantha

AB Development Studies

EP-In-PH-AM-2013-2088

AIESEC Atlas, Morocco

Munda

Monica

BS Management

EP-In-PH-AM-2013-2101

AIESEC Georgia Tech, USA

Gabriel

Anna

BS Management

EP-In-PH-AM-2014-2218

AIESEC Muenchen, Germany

Santos

Francesca

BS Managemet

EP-In-PH-AM-2013-2095

Sweden

Samson

Kimberly AB Advanced Teaching EP-In-PH-AM-2013-2095

Cabigting

Elaiza

AIESEC HKU, Hong Kong

3 BS Legal Management EP-In-PH-AM-2014-2171

AIESEC TRIESTE(ITALY)

KEY CHALLENGES

NOTABLE INNOVATIONS

1. Lack of programme awareness in AIESEC AdMU and AdMU alike. 2. Lack of focus on Marketing team.

1. System for RBI fee collection. 2. System for Realization fee collection

GENERAL RECOMMENDATIONS For the future terms, I recommend focusing on marketing early on in the term. For example, the reasoning behind the departmental structure of Cycle 3, specifically assigning the LCVPe as the Marketing TL, is for the LCVP to have a head start in creating partners and recruiting EPs for August- November realizations (dead months of AIESEC ADMU). The LCVPe could train the Marketing members and encourage them to apply as Marketing TL for the continuation of operations (no need to transition and re-train TL). A sample timeline could be: MONTH JANUARY FEBRUARY MARCH APRIL MAY JUNE-NOVEMBER

ACTIVITY Creation and stabilization of marketing plans Contact list and Tapping of possible External and University Partners Contact list and Tapping of possible External and University Partners Recruitment from External and University Partners Application period (Signup-OS/AC-RA-MA-RE) Matching and Realization periods

POINT PERSON LCVP and LCVPe LCVPe and MKT Team LCVPe and MKT Team LCVPe and MKT Team MKT & AM Teams oGIP Department

I highly recommend the department to continue training and re-training members. It is known that OGX is a very individualistic job, because of this members sometimes feel alienated and disconnected from AIESEC ADMU as an LC. After awhile, members feel like they are not growing anymore. Through constant training, members get to grow as leaders in soft skills sessions and as AIESECers with operations and hard skills sessions.

PROGRAMME TESTIMONIALS “Everything went super smoothly until my matching but I still think that is just 25% of the process. My home LC is not well informed of how the process should be, I heard from different AIESECers in my host country that I need not have a working visa but still my home LC insisted on having me getting one. The cost is immaterial but the procedure is so stressful I almost didn't want to push through the internship. I hope they can improve their services so that in the future other GIP EPs won't experience the same.” “They were very incompetent. Late payments until I complained to the MC a few times. Person in charge of the trainees barely replied or if he did quite unsatisfactorily. Housing was provided by another trainee until they replaced the Person in charge of me too. Did not feel like they wanted to help really.” “The feedback provided by the host organization and LC was very helpful. They regularly give updates regarding the VISA process and other requirements needed. They also give advice on what to expect, as well as "survival" tips.” “It might be helpful to provide a checklist of some sort as to the next steps necessary after arrival. This will make it clear and ensure that nothing is overlooked in terms of arranging work permits and other important documents.”

JUSTIN LINA

iGIP

Incoming Global Internship Programme

“To establish a stable foundation for sustainable iGIP partnerships.” PROGRAMME GOALS RAISE PLANNED ACTUAL

MATCH PLANNED ACTUAL

REALIZE PLANNED ACTUAL

MAY 1 0

JUN 2 0

JUL 4 0

AUG 2 0

SEP 4 5

OCT 2 0

NOV 5 0

DEC 2 0

JAN 3 0

FEB 4 1

MAR 3 0

APR TOTAL 4 36 0 6

MAY 3 2

JUN 2 1

JUL 3 1

AUG 4 0

SEP 3 1

OCT 1 2

NOV 2 0

DEC 3 0

JAN 4 0

FEB 4 0

MAR 4 0

APR TOTAL 4 37 0 7

MAY 1 0

JUN 7 4

JUL 3 4

AUG 0 0

SEP 3 1

OCT 1 2

NOV 2 0

DEC 3 0

JAN 4 0

FEB 4 0

MAR 4 0

APR TOTAL 4 36 0 11

PLANNED

RAISE

ACTUAL

PLANNED

MATCH

ACTUAL

3.2

5.6

2.4

4.2

1.6

2.8

0.8

1.4

0 MAY

JUL

SEP NOV JAN

MAR

0 MAY

JUL

SEP NOV JAN

MAR

PLANNED

0 MAY

JUL

REALIZE

ACTUAL

SEP NOV JAN

MAR

STRATEGIES & OUTCOME • • • • • • • •

Engrained in the iGIP process MARKET RESEARCH Done through industry focuses, i.e. Top and middle management level Done at the supply level through supply management SUB-PRODUCT Use of sub-products are fully implemented DEVELOPMENT Most deals/agreements are based on the 18 AI sub products Warm contacts of top and middle management were used Still more effective than using cold contacts WARM CONTACTS Contacts of the top and middle management have yet to be exhausted, contacts of iGIPers and other LC members yet to be tapped • Enforced to some extent in the form of country partnerships for specific needs of COUNTRY CO-DELIVERY particular accounts

iGIP AM (3)

Cycle 3

iGIP AM (3)

Cycle 2

Cycle 1

DEPARTMENT STRUCTURE MARKETING IT/ENGINEERING SUPPLY MANAGEMENT

PROCESS ASSESSMENT • Market research has been more established and done throughout the sales force. • Problem and bottle still lies on making the Steps in the raising process is followed almost RAISE department move and follow through. completely. A better system for market research • Tutorials/learning guides/references might be would be beneficial to streamline the processes. useful • Training sessions were conducted the whole year Matching steps are not always followed. There was a • Not much focus was given to matching late focus on country partnerships through supply throughout the term managers and even then, it was not fully implemented. • Process could have been more efficient through There also has to be a better system and tracking of MATCH country contacts and better relationships expectation setting to ensure alignment of EP and • Matching was easier because of the use of host entity. With this needs clear guidelines of any subproducts additional requirements needed upon arrival (mostly for visa procedures) Similarly, steps are not completely followed and needs further establishment and follow through. There • Problems in realization caused by the lack of are also problems with the arrangement of pick-ups standard processes and knowledge of legal and welcome dinners. Pick-ups are mostly done by REALIZE requirements just the accounts managers themselves while • Realization wiki helps in standardizing steps and welcome dinners are not done at all. Visa assistance is documents needed improved through a visa pamphlet that outlines the requirements needed for the visa.

KEY CHALLENGES The biggest challenge plaguing iGIP is still member motivation. Top until middle management was active and working but needs to make members move more. Connected to this is the issue of sales capacity wherein members are not profiled to sell and be interested in sales. There is also an issue with standard processes, especially with the visa. This caused complications and even financial penalties.

NOTABLE INNOVATIONS

GENERAL RECOMMENDATIONS

One of the unique things we have done over the term was the multiple entity realizations through MC bidding and partnership with AIESEC Cebu. By supporting their realization needs, AdMU had joint realizations with other entities.

Market Research • Better if the attitude is more engrained in members • A more established supply management job description Country Co-Delivery • Better method of forming country partnerships and forming relationships • More aligned raising and supply processes

PERFORMANCE TOPLINES Planned Actual % Achievement Relative Growth National MoS Cont.

RAISE 33 6 18% -74% 15%

MATCH 42 7 17% 40% 24%

REALIZE 36 11 31% 1000% 32%

NPS 60 -

PLANNED

45 33.75

22.5 11.25

ACTUAL

RAISE

MATCH

REALIZE

COMPARATIVE MATRIX YEARLY 25

18.75 12.5

1213

1314

6.25 0

1112

6 RAISE

5 MATCH

11 2

1 REALIZE

Q1 (MAY TO JUL) 8

1112

Q2 (AUG TO OCT)

1213

1314

4.5

1112

RAISE

1314

5 3

MATCH

REALIZE

1 RAISE

1112

1213

0 REALIZE

Q4 (FEB TO APR) 11

MATCH

Q3 (NOV TO JAN) 4

1213

1.5

1314

1112

1213

1314

8.25

5.5

RAISE

MATCH

6 4

2.75

REALIZE

RAISE

0 MATCH

REALIZE

SUPPLY AND DEMAND EP Distribution Sub-Product Distribution 1

1 1

USA Mexico Poland Czech Republic Romania Brazil Kyrgyzstan Finland Australia China, Mainland Hong Kong

Marketing Engineering Others

ACCOUNTS OVERVIEW Contacted through Chris Aronson, LCP for AIESEC AdMU 1011, Shaharazade Theater Company is a SHAHARAZADE theater group that wanted a production comprised of international talents. Pioneered by Chris, the THEATER CO. director, the company partnered with AIESEC to bring five talented individuals to perform for the play, Ritual World. Taken from the MC of 1213, SEOPad is an outsourcing company that has main operations in China. SEOPad Because of this, the company took in a Chinese intern to work for its marketing and operations. With a former EP as the contact person, KMC MAG is a real estate company that partnered with KMC MAG AIESEC AdMU to bring in an individual with marketing experience for the international marketing of the company. The firm took a Finland native with real estate experience in his own country. PH Realty is another real estate company taken from the MC as a new account for the term 1314. PH REALTY Asking for a total of five interns, AIESEC AdMU has brought one intern to the country. MultiRational Corporation is an Australian company that took in an Australian native in the field of MULTIRATIONAL Finance with the help of AIESEC. The account was taken also from the MC from the term 1213 and CORP. was delivered through a partnership with AIESEC Australia. PASAR is a joint account with AIESEC Cebu. Being a mining corporation, it sought to take in PASAR engineers from other countries to provide a fresh perspective to their operations. Two engineers from Latin America were brought to the country to work for the company.

PROGRAMME HEALTH General RA to MA Ratio MA to RE Ratio Average RA to MA Period Average MA to RE Period Matcher to Match Ratio Seller to Raise Ratio Airport Pickups Break Matches NCB/ICB Cases

6:7 7:11 121. days 36 days 2:1 7:1 11 1 0

Servicing was lacking in the visa aspect. There were a couple of visa processing delays that led to financial penalties without much serious consequence. Action steps made to mitigate this are proper scheduling couple with a standardized guide for visa procedures. Accommodations were mostly arranged by the TN; some with the support of the LC. There were also several comments regarding general support and presence of AIESEC AdMU in realizations of GIP EPs.

Other Health Factors Per value, iGIP has brought in PHP 175,500 worth of realizations. PHP 110,000 of these is shared with the MC and AIESEC Cebu. PHP 102,500 of this value is already with AIESEC AdMU. This is will none to minimal financial investment of AIESEC into the department. !

As for customer relations, they are handled on a per accounts manager basis. As much as possible transparency and straightforward communication is practiced. Company relationships are also normally based on previous personal relationship with a particular point person. !

For country partnerships, these were not properly implemented. There were no clear relations for most of the year. An initiative done was the establishment of supply managers to spearhead the relationship building of AIESEC AdMU and other AIESEC countries.

CUSTOMER EXPERIENCE MANAGEMENT RAISE Market Research Contacting the company Preliminary meeting Initial completion of job description Assessment of JD Finalization of legal documents Facilitation of fees Raising on system

AM AM AM AM SM AM AM, FM AM

AM - Accounts Manager

MATCH Contacting other countries Country partnerships Entertainment of applications Facilitation of application Formal matching Legal documents Expectation setting Matching on system

SM - Supply Manager

FM - Finance Manager

SM SM AM AM AM AM AM AM

REALIZE Realization pamphlet Accommodations arrangement Airport pick-up Welcome dinner S&R Arrangements Company meeting with EP Final expectation setting Visa assistance Support & Communication

AM AM AM AM AM AM AM AM AM

PROGRAMME TESTIMONIALS “Depends on country but host aiesec entity didn't help me with my issues at all, my employer and collegues did much much more.” “I received the reception booklet (as culturar preparation) but the very day I was traveling so i read it once I was already in the country and also as I ask for an delayed starting date, i messed the cultural tour. Logistical support was geat! The TN has mistakes and need to be clearer (benefits) In a general view it has been a great experience with my hosting commeittee (LC Cebu).” “In general the AIESEC concept is brilliant for youths going abroad. I've been promoting AIESEC to all my colleagues, unfortunately too many times they've responded me in a surprising way that they didn't now how many opportunities there are. Based on this feedback I suggest you to promote AIESEC more effectively in universities and other events.”

ERICA ASINAS

MKT

Marketing

“To create strong brand recognition and brand love for AIESEC, making us first choice as a leadership and exchange organization, both on and off campus.” FUNCTIONAL GOALS GOAL ACTUAL University Partnerships 30 22 Facebook Page Likes Media Partnerships 10 0 Twitter Followers EwA 2000 678

GOAL 2000 1000

ACTUAL 2067 605

STRATEGIES SRATEGY

OUTCOME Through proper and intensive operational synergy as a foundation, functional expertise with marketing knowledge are better integrated, resulting in better understanding and co-delivery of OPERATIONAL quality products and campaigns.   SYNERGY   However, despite campaigns being more strategic, there are still bumps in terms of defining the lines between responsibility and accountability of tasks that created some bottlenecks. By better understanding the market, products are strategically developed and packaged to better suit the audience that should result in higher recruitment and conversion.   PRODUCT   DEVELOPMENT Products were well received by those who were engaged by our campaigns. However, effects on the likelihood of a potential consumers conversion/buy in to ELD were not visible. In addition to strategic product positioning, the AIESEC brand is built and defined on and off campus through events and social media presence.     BRAND This resulted in growth in brand depth, a clearer and deeper understanding of AIESEC and its BUILDING products by those who engage with it but is still lacking in brand width. A stronger presence still needs to be established and AIESEC still needs to be more known and accessible to a larger audience, especially in a competitive market like Ateneo. Through IMC, a strong brand awareness is increased by relaying the correct, consistent message through various channels. In the past year, AIESEC has become more visible by having campaigns that encompass both physical and online channels. This resulted into better content, IMC encompassing all possible mediums; through social media, various on campus promotions However, the Ateneo market is overly saturated and because of a lack of foresight and planning, at times it has become to difficult to compete with the overwhelming presence of the many organizations on campus.

PUBLIC RELATIONS MARKET MANAGEMENT

STRATEGIC INITIATIVES PUBLIC RELATIONS MARKET MANAGEMENT

Cycle 3

SOCIAL MEDIA MANAGEMENT

Cycle 2

Cycle 1

DEPARTMENT STRUCTURE EwA GCDP MARKET MANAGEMENT SUPPORT MARKET MANAGEMENT

INTERNAL BRAND AUDIT

EXTERNAL BRAND AUDIT

Conducted at the start of Term 2013-2014.

Interested in an internship abroad? No 12 Yes 88

What type of internship? Advertising and Public Relations 16 Project management 15 Social work 14 Development Studies 9 Environmental Protection 10 Introductory Cultural Education 16 Child Education 11 Linguistics 8 Other 5

Top 15 Countries for Exchange France UK USA Singapore Germany Japan Australia South Korea Spain Italy China Hong Kong Switzerland Canada Brazil

39 38 34 31 27 25 18 16 12 8 7 6 6 6 5

Relevant factors when considering going on exchange:

Hindering factors when considering going on exchange:

Country of destination 18

Lack of information 17

Relevance to career path 17

Reluctant Parents 11

Cultural experience 15

Afraid to skip classes 19

Safety 15

Too many expenses to handle 23

Networking 9

High cost of living 20

Aligned to interests 14

I believe Iâ&#x20AC;&#x2122;m too young 4

Line up of activities 10

Safety reasons 3 Other 3

Other 2

XXPO BRAND AUDIT Where did you hear about XXPO? Promotion Effectivity 5

9 38

18 25

Friends/Peers Online Promotions Booth Campus Promotions Others

3.6

School Poster

Social Media

3.9

2 1 0

Word of Mouth

Comments

Attraction Point

More online promotions 36

2 41

Improve aesthetics 26

Doghouse SEC-C Foyer Online

More information 17 More campus promotions 14 Earlier promotions 7

PRESENCE AIESEC AdMU is recognized in the university as a member of the Business Cluster, COA. Despite this, plenty still do not understand what AIESEC is and what we do. It has been mostly seen in the UNIVERSITY/ past as simply a travel org, or an exchange org. However, it is slowly becoming more known as an CITY/REGION organization that develops leadership. Given this, AIESEC AdMU has an established presence but it must still be built up to be more widely recognized. â&#x20AC;¨ UNIVERSITY No formal partnership was formed. However, partners such as COA, The Business Cluster and OIR MEDIA helped with our promotions and would feature AIESEC on their website/social media platforms. EXTERNAL No media partnerships were formed MEDIA

ELD COLLABORATION WITH OTHER ORGS PARTNER POINT OF PARTNERSHIP Office of International Relations General promotion of the organization and exchange Ateneo Biological Organization Participation and promotion of Projects session Ateneo Environmental Sciences Society Participation and promotion of Projects session Department of Biology Participation and promotion of Projects session Pre-Medical Society of Ateneo Participation and promotion of Projects session Department of Health Sciences Participation and promotion of Projects session Management Information Systems Association Promotion of GIP & Website Creation DevSoc Promotion of GCDP Ateneo Project for Asian and International Relations Promotion of GCDP Ateneo Economics Association Promotion of GCDP Ateneo Collegiate Society of Advertising Promotion of GCDP Ateneo European Studies Society Promotion of GCDP Ateneo Guidon Promotion of AIESEC & Partnership in EwA ACOMM Promotion of AIESEC & Partnership in EwA Aperture Society Promotion of AIESEC & Partnership in EwA GK Ateneo Partner in delivering iGCDP Tugon Partner in delivering iGCDP Musmos Partner in delivering iGCDP Kythe Partner in delivering iGCDP SPEED Partner in delivering iGCDP Kaingin Partner in delivering iGCDP Gabay Partner in delivering iGCDP Note: It is difficult to establish long-term partnerships with school organizations, except for those who host iGCDP EPs. University organizations are more interested and responsive for events-based partnerships.â&#x20AC;¨

EwA INITIATIVES EwA

DESCRIPTION RecWeek is an annual campaign done for the recruitment of new members, done by every COA organization in Ateneo in June. For the first phase of the RECWEEK recruitment process, they must attend an orientation seminar in which they get a basic understanding of the AIESEC Way, before moving onto the following steps in becoming an AIESECer. In July, CodeRED EPs organized a talk about HIV/AIDs and introduced PBOX projects, inviting various speakers. We engaged with five organizations to which the issue was relevant to, to attend the session. XXPO is an annual recruitment, with several phases but one main week for execution and recruitment. Sign-ups became physically accessible onXXPO campus and are heavily promoted. After which, they are given various dates in which they can learn more about exchange and decide to continue on to going on either GCDP or GIP. Youth to Business Conference invited youth, both Ateneans and nonAteneans to participate in a day of talks and activities that introduce AIESEC Y2B values and touch on our programs, surrounding the theme of social entrepreneurship. Given such exposure to AIESEC culture, this encourages them to further engage with AIESEC in the future.

ATTENDEES 371 (LCOS)

186 (Code Red)

90 (Orientation)

Note: It is difficult to see how effective EwA initiatives are and how much they actually contribute to delivering ELD experiences. Although the number of attendees can easily be measured, conversion rate is harder to track. Once the experiences come in, though a survey is executed, it is difficult to see how many of these can be attributed to EwA. Also because data of experiences is handled by functional VPs and engagements by Marketing VP, it is difficult and tedious to collate this information. Initiatives can also be difficult to plan because we cannot anticipate or accurately foresee the return of investment it will have for the organization. !

*GCDP & GIP Recruitments (Orientations) can also be counted as EwA. Please check with programme VPs for attendees

ONLINE PLATFORMS DOMAIN WEBSITE

www.aiesecadmu.org

DESRIPTION Main platform for all stakeholders to gain access to in-depth information on AIESEC AdMU and its programs. Main channel for promotions of both events and recruitment, as well as raising awareness and online engagement.

REACH 632   Page Visits

FACEBOOK

www.fb.com/AIESECAdMU

From the beginning of the term, likes have increased from 1,600 to 2,067. Reach and Facebook activity were highest during the months of June and July - TXP campaign. It spiked again in February during our last call for exchange.

2,067   Page Likes

TWITTER

Based off of the statistics of individual posts, posts with an international theme (conference/ exchange) gathers the most online engagement. Platform used in engaging stake-holders and for www.twitter.com/AIESECAdMU some promotions.

605   Followers

INTERNAL COMMUNICATIONS STRATEGY To engage new members into joining their first conference, introducing them to AIESEC by displaying that it can be intense but fun. (Olympics theme) To those who are discerning their next step in AIESEC, where in their AIESEC journey will they go to next?

CHANNELS EVALUATION Facebook   The campaign was strong and was able to Meetings & get a lot of attention from members. It ALDS I GA was able to hype up the event and promotions were consistent. Facebook   Due to late finalization of details, and late Meetings & promotional materials as well, it did not ALDS II GA garner as much attention and did not have a big attendance. Targeted towards new AIESECers who are Facebook   Campaign was strong and consistent and looking for opportunities to be active in Meetings & garnered in a lot of volunteers from new SOM WEEK the org and are eager to begin their GA applicants. AIESEC experience As AIESECers, we have a global platform of Facebook   Posts should have been more consistent, multiple opportunities. Sometimes, we Meetings & and no research was conducted but for IXP forget that our growth isn’t limited to what GA to really be effective, there should already IXP we do in the LC. We can take our be a campaign for it once new members leadership to the next level and move the are inducted. world. “AIESECers Unite”   Facebook   Promotions were late to come out. It was TAMBAY Meetings & given some notice by members. WEEK GA

EXTERNAL COMMUNICATIONS STRATEGY

CHANNELS EVALUATION Target:   Facebook  The campaign was strong and had a wide Students who are searching for personal On Campus reach. I think this can be attributed to the and professional development, with a event sponsored by COA and the general RECWEEK passion to serve   hype that surrounds it every year. It was Message:   able to deliver the right message and for With AIESEC, you can overcome your the most part, attracted our target. Target:   Facebook  Promotions were strong and consistent, For the Ateneo community, to feel our On Campus however, since it engaged other presence and spirit as an organization   organizations also, it was difficult to SOMWeek Message:  compete with all the promotions Beyond anything, AIESEC is a team and happening at the same time on campus together, we can do more and be more. and online.

STRATEGY

XXPO

oGCDP

oGIP

Y2B

Target:   Students who both have the time and financial resources, who want to gain personal and professional development by immersing themselves in a new culture   Message:   Step out of your comfort zone and make an impact. Go Teach, Inspire, Conserve, and Connect. “Go INTERNational”  *Concretizing the experience by packaging it based on two most appealing factors to the audience which are country and work type. Target:   Ateneo Students who are passionate and want to go beyond themselves and the Philippines, in order to make a difference  Message:  Every generation has the chance to change the world. We are Generation Global. Target:   Graduating Ateneans looking for career opportunities, but who are not only seeking to expand themselves professionally but culturally and personally as well.   Message:  Open yourself to more opportunities.   “Be a Global Talent”

CHANNELS

EVALUATION

Website   Facebook  Twitter  On Campus  Partnerships

The packaging was effective in creating better brand recognition in the Ateneo market. It also gave them a deeper and clearer understanding of what happens during exchange and the process. However, promotions and booths could have been louder on campus and online. Reach was still not optimal.

The campaign served as a “last call” for those interested in exchange. Reach was Facebook  e v e n s m a l l e r t h a n t h a t o f X X P O Twitter  promotions but less to compete with at On Campus  the time it was released.   Partnerships May have been confusing as the previous campaign was gaining recognition already. Facebook  The campaign was not well planned and Twitter  was directly handled by GIP. Promotional On Campus  materials were done by marketing. Partnerships

Attendance and publicity did not reach the Target:   targeted goal. Though we initially aimed Young entrepreneurs who are interested in for an Ateneo audience, more outside doing good, impactful, business.   Facebook  attendees came. Though promotions were Message:  On Campus  good, they were late to be released. We equip the Filipino youth, with the Partnerships Campaign was able to reach beyond knowledge and capabilities to use business Ateneo, however was overwhelmed by as a tool for impact and change, to other Ateneo events in terms of reaching address the needs of society. our initial target audience.

PROGRAMME POSITIONING AIESEC is world's largest youth run organization that activates leadership through team experiences and AIESEC exchange, while engaging other stakeholders, such as companies and alumni, to make a social impact along with us. Through our team experiences, AIESEC will bring out the leader in you, developing you both TXP professionally and personally. For recent graduates or students with summer, a 6 week opportunity to travel and experience cultural oGCDP immersion while creating an impact on society For recently graduated Ateneans, seeking career opportunities and a competitive advantage, to be a oGIP Global Talent.

PROCESS ASSESSMENT Creating goals & objectives alongside programme departments

Market Research & Analysis of External Trends

Extensive market research regarding programmes should be done in the beginning of the year, not before each campaign Focus Group Discussions should be applied. Creatives are sometimes late and average time for creative to be made should be more accounted in planning. Ad Testing should also be applied.

Defining the target audience Creating the message and channel strategy Co-creation of product packaging Designing the campaign

Must be better foreshadowing in terms of school’s timeline as Creation of promotions timeline well as other organization’s activities to be stronger and more effective Finances must be in order before the execution (printing, buying Execution of creatives and content materials, etc.) of creative so it can be better planned out A larger online database should be built from the very beginning Execution of campaign on social media of the year and a consistently strong online presence throughout for online campaign to be effective Most partnerships should be formed from the beginning of the Execution of partnerships (if necessary) year and a better approach must be taken in negotiating point of partnership. Should be done more consistently for each campaign or event. A Evaluation of campaign and external brand audit larger sample size is usually needed.

KEY CHALLENGES SYNERGY

MEMBERS

COMPETITION FOLLOW THROUGH OF PARTNERSHIP/ DISINTEREST OF PARTNERS MISALIGNMENT WITH NATIONAL CAMPAIGNS

Although there is better co-delivery and execution of products, the process in which it happens can still be unclear and cause bottlenecks. Accountability and responsibility of tasks are not clearly defined and even when they are, sometimes, it is not followed. Interaction and integration is lacking of the marketing department with other functions, which can make communication difficult and redundant, lengthening the process unnecessarily. Without integration, though the marketing teams have some knowledge, they still lack an in-depth understanding of the functions to efficiently go about their tasks. Members are able to accomplish their tasks, however they lack initiative and LC participation. I believe this is because they get demotivated, since they do not see their work directly contributing to LC results, or sometimes, they are treated as “just creatives”, which they can easily do in any other organization, making them less fulfilled in what they do. There are also lull periods in which not much tasks are needed for certain teams because other functions do not require it. The Ateneo market is overly saturated which makes it difficult to compete, especially with organizations that have a larger member base and presence. Many organizations also offer the value of leadership and some also have an international aspect such as APAIR and ASEC. There are also multiple exchange programs such as JTA and Study Tour which are accredited by the University, making it a more viable choice for students. Though many potential partners are contacted and interacted with, most fail to follow through. While this may also be due to other factors (such as team motivation, untimeliness, etc.), it is also because of the lack of interest of potential partners. Given AIESEC’s small member database, and the limitations of events, sometimes, partners do not see value or as much ROI as they would investing in another organization. Although a national campaign was developed, months of planning were already put into a LC campaign and was already in execution. It was very difficult to align our recruitment to the national campaign afterwards. It is also important to note that LC realities are different, making it harder to adjust.

NOTABLE INNOVATIONS YOUTH TO BUSINESS CONFERENCE: AdMU EDITION SOCIAL MEDIA MANAGEMENT TEAM

GENERAL RECOMMENDATIONS Over the years, AIESEC has developed a brand of being an international org. In this term, AIESEC has given more emphasis on its aspects of developing leadership, personal development, and BRAND honing professional skills. The coming year should focus on tying these two aspects, to brand AIESEC more completely. Over the past year, each of the products has been packaged to suit the Ateneo market. For it to grow, the branding and packaging of each programme should not be changed in the following year, in order to really build them and make them more widely known. As much as PRODUCT possible, do not change it but develop it.   MARKETING There should also be more accurate research that is done ahead of time, for each of the products. Given that this is done, each programme/product should be further customized. (ex. separate strategy for each sub-product) In the past year, EwA was only brought in towards the end of the year. In the following year, it’s recommended to start planning engagements from the very start and should happen before recruitment begins, in order to clearly see the effectivity and impact of EwA on ELD. (Before RECWeek, XXPO)   ENGAGEMENTS Planning and co-delivery should also be done with other programme VPs as the end goal is to (EwA) contribute to ELD experiences. This will deliver not only a better quality event but would make more sense as well. Capitalizing on partnerships is also recommended because events are the most marketable activity for organizations.  Also, we must be more creative with events because almost all events in Ateneo are the same (talks, conferences, etc.) Posting in itself is not enough. Channels are so saturated nowadays and it is difficult to be memorable online. We must develop a better online identity, to develop not only relevant but ONLINE OPTIMIZATION interesting content that sticks, and is talked about.   We must also build more on our online database to widen our reach. The process can become inefficient and redundant for the reason that marketing department SYNERGY & does not have the same depth in knowledge of programmes yet, our role is to market it. The department must be more educated in other departments, but they must also be more PROCESS integrated into their operations, whether it is through structure or system.

HUGO HERRERA

Business Development

“To be the premiere choice partner organisation in Ateneo de Manila University.” GOAL

PLANNED ACTUAL REVENUES ₱ 1,800,000.00 ₱ 37,000.00

STRATEGIES CALLING MANIA MICRO TRAININGS Gathering the entire team to do cold calls together. This Given that members are new to the department, having would allow more support amongst the team and allow training sessions at every team meeting will regularly the VP to more closely train all the members. enhance the skills of the BD members. MICRO MANAGEMENT Very closely monitoring the BD members at each stage of the sales process to properly guide them and ensure proper execution. This will also allow members to be more responsive to the VP.

BD AMs (5)

Cycle 3

Cycle 2

Cycle 1

DEPARTMENT STRUCTURE

BD AMs (7)

BD AM LC SUPPORT X LC SUPPORT NON-X

ANALYSIS HARD ELEMENTS STRATEGY STRUCTURE

SHARED VALUE Commitment Knowledge

Warm Contacts: Utilize personal contacts for partnering purposes !

Member Development: Training Sessions, Consultation !

Constant monitoring: micro management !

The structure was done to match LCs needs better. Rather than just having accounts management, there's also a more tailored LC support. !

LC support teams was reduced to one team only to match the immediate LC needs

Calling Mania: gathering the team ! to do cold calls Refer to structure together above.

SYSTEM

Tracking system: Accounts tracker, PODIO E-Mails

STAFF

SOFT ELEMENTS SKILLS

People in Business New members are Development tend given training, and to leave at an early are expected to stage of the cycles. work immediately. !

Members could do Haven't shown better with their work results tasks. The minimum requirements are often not reached. !

A few members have a sense of belonging and commitment to the department.

STYLE

Authoritarian: Members were given tasks to do, while being kept in close monitoring. Previous attempts for more freedom failed. !

Self motivation required a lot of the time.

PROCESS ASSESSMENT PROCESS

DESCRIPTION EXECUTION & RESULT Researching for potential partners. This is Researching for potential partners mainly MARKET RESEARCH through close contacts, and online research. through online channels, and through some close contacts.

PROCESS

DESCRIPTION EXECUTION & RESULT Call potential partners through a quick, but Call potential partners through a quick call. It engaging call. Get them interested in the wasn't possible to get them interested from services and arrange a meeting, if possible. the first call, and most of the time it wasn't COLD CALLING/ Collect all the contact information (Name, possible to set a meeting at all. Most of the WARM CALLING Position, Email, Number) time we would be given the contact details, and asked to send the proposal through email (possibly a spam folder full of proposals). Emailing the contact should be used to send Emailing the contacts was mainly used to pertinent information, and to clear some of send the proposal, and the portfolio. It was E-MAILING the initial questions. Ideally, should be used to used to answer questions. It was also used to set up the meeting. set the meeting with the company/ organization. Emailing and calling the contact if they are Emailing was used to follow up with unresponsive. unresponsive contacts. Usually calling would FOLLOW-UP mean being passed around on the phone at the other end. Should be done in the first call with the It was done successfully after several emails, SETTING UP MEETING contact. If not, it should be done through if the company was responsive. email. (The sooner the better.) Consists of a quick presentation, and a Consisted of a quick presentation, and a discussion with the potential partner. discussion with the potential partner. MEETING PROPER Negotiating follows. Ideally, a sample contract Negotiating followed, but it didn't always should be brought to be edited during the lead to another meeting, or a deal. meeting. More meetings might follow. After the agreement has been reached, the The contract was submitted to OSA and was contract is submitted to OSA & the Finance revised when it needed to be. To speed up CONTRACT Department for approval. After it is approved, the process, Finance was consulted only the signing can proceed. when in doubt. Deliver on the promises of the contract. It Delivering the contract. It wasn't kept under should be kept under close Monitoring and enough monitoring. Sometimes the contract DELIVERY Evaluation. Making sure that everyone was barely delivered on. involved is doing their part. Submission and revision of contracts with Submission and revision of contracts with OSA & FINANCE OSA. OSA. Finance keeps reminding us of deadlines. Finance keeps reminding us of deadlines. Make use of the CRM system to keep the There was an attempt to use the CRM partnerships under close monitoring. As well, system. It was too cmplicated to use, and CRM SYSTEM keep on communicating with the partner. very unreliable. It never was used regularly. Hopefully reaching a close relationship that might lead to a long term relationship. A different CRM system which is more There was a second attempt at using a CRM SYSTEM automated and has a a cleaner and easier UI. better software for CRM. It wasn't used by all (PODIO) of the team, so it was also droppped before long.

ACCOUNTS OVERVIEW COMPANY TYPE FEMSA X Deal AXENT, INC Financial SMART Financial 4LIFE Financial ISIC/MASTERCARD Financial PRIMER GROUP Co-delivery RCBC Financial

DEAL EVENT STATUS Coke ALDS Partnership finished 12000 XXPO Partnership finished 15000 XXPO Partnership finished 10000 Y2B Partnership finished Interested in long-term parternship Interested in long-term parternship â&#x20AC;&#x201D; Interested but unresponsive No partners retained

RECOMMENDATION Use for big events Tap for high-visibility event Tap for high-visibility event Tap for high-visibility event -

SALES EFFICIENCY Q1 Q2 Q3 Q4 TOTAL

RE-RAISE 0 1 0 0 1

CLOSE 1 2 1 0 4

CONTRACT 1 2 1 0 4

Q1 Q2 Q3 Q4 AVERAGE

# OF TMs 5 7 9 5 6.5

# of TLs 3 3 3

% ACTIVE 40% 10% 67% 33% 38%

MEETINGS 5 4 1 4 14

Q. LEADS 4 3 4 3 14

LEADS 12 3 4 4 23

IN RETROSPECT Good Case Practices: Significant Achievements 1. The individuality of sellers was broken down, and members started enjoying working in teams. 2. Started the way to a better CRM system for the following term. 3. Able to test the LC support team, in order to start using it in the following terms. Bad Case Practices: Significant Failures 1. Lack of follow through. Members would get demotivated and stop pushing for results 2. Lack of a CRM system that would actually be used by th emembers. 3. Lack of experienced members to mentor the newer members, to keep them engaged and motivated. 4. Lack of results because of lack of work, and unresponsiveness of different parties. 5. Failure to provide a significant amount of pipelined members for the following term. Recommendations: Potential Departmental Focuses 1. Continue micro management of members until they demonstrate that they can work on their own. 2. Make a strict use of the CRM system since the beginning of the term. 3. Continue to push for warm contacts first, rather than cold contacts. 4. Implement the team initiatives to create â&#x20AC;&#x153;working hoursâ&#x20AC;? when the teams can meet up and do BD work together.

MEG YAP

Office of the President

AWARDS RECEIVED

PARTICIPATION IN NATIONAL PLENARY The participation of LC members in national initiatives and national organizing committees was kept at a minimum as there was a strong need for our internal performance. AIESEC AdMU was represented in the Sales Development Programme and organising committees of NPM, NLDC, Y2B, and APC. !

More than national initiatives, AIESEC AdMU established a very active and proactive voice in the National Executive Board, especially with legislative matters. There was a recognized need to work together with the Member Committee in pushing the entity forward.

AMBITION, CULTURE, PRODUCTIVITY A big factor in this term was the shift in culture and the constant effort of the Executive Board to engage the members. Recognizing the need for alignment before demanding performance, we chose to focus on the wellbeing of our members first. !

The purpose of the LC ambition was to drive urgency and commitment among the members to deliver on the promises we make - not only to ourselves, but to our stakeholders. In that sense, although the concrete measures of the ambition were not fulfilled, the term ended with more urgency to perform - and that is a success.

AIESEC 2015 CONTRIBUTION GLOBAL YOUTH VOICE

FIRST CHOICE PARTNER

CROSS GENERATIONAL POSITIVE IMPACT

As seen in the ambition and focus areas, there was a deliberate effort to align the Local Committee plan to AIESEC 2015. No specific measures were set for each AIESEC 2015 wheel of change, but efforts were alined towards that. There were efforts to engage the The urgency to amend the LC’s quality For the long-term sustainability of Ateneo community in LC events - issues was largely based on this wheel of the LC, for the LC to be able to such as the Global Fiesta and Y2B: change. This was seen through the continue creating impact, this AdMU Edition - in order to introduce improved quality of our PBOXes, Service & term created and consolidated them into the AIESEC XP and get R e c e p t i o n e f f o r t s , a n d a c c o u n t s systems for a stronger foundation them to join. management across departments. of the LC’s operations.

DEPARTMENT ASSESSMENT & RECOMMENDATION The FLA department this term exerted good efforts in allowing more transparency in terms of the financial standing and sustainability of the Local Committee. A crucial FINANCE, LEGAL, achievement was also to iron out the synergy with the ICX departments with regards to AND service and reception - a major legal liability if not one well. Moving forward, FLA should ADMINISTRATION take a stronger stand together with the LCPs in driving the performance of the departments and holding them accountable to their goals. It was an innovative year for TXP as there were many new strategies and structures that were brought to the LC. It was a good time to prototype the 3-cycle TXP and has thus given the LC (as well as other LCs in Phes and around the world) a clearer idea on how to TEAM EXPERIENCES properly implement such a system. Moving forward, TXP should focus on strengthening the core TM processes and building off of that. Foundation-wise, this will ensure better continuity from cycle to cycle and from term to term. A big improvement this term for oGCDP was the quality of accounts management. The OUTGOING process implemented by the VP was driven down very well to the members and is carried GLOBAL over properly to the succeeding term. As this important pillar has been founded, the focus COMMUNITY then next term should be programme marketing and market expansion. Work with the DEVELOPMENT Marketing department to better segmenet the Ateneo market and find better recruitment PROGRAMME opportunities - as much as possible, do not only rely on one peak. Despite the crisis-filled term of iGCDP, the department was able to turn around its INCOMING GLOBAL operations and quality towards a much better direction. Although the winter peak was not COMMUNITY fully maximized, the satisfaction of the EPs with their respective projects and the way DEVELOPMENT they were received by the LC was very apparent. Moving forward, iGCDP should focus on being able to consistently deliver results for the LC as it should already be a staple PROGRAMME program of AIESEC AdMU. oGIP was able to set a new record of realizations for the LC. Clear efforts were seen to OUTGOING raise the right EPs and match them in the fastest time possible. Aside from this, there was GLOBAL also a consciousness to delivery on quality - thus the creation of the exchange quality coordinating team. Moving forward, the responsibility of the VPs should be better INTERNSHIP distributed to the members of the department to ensure a better turnover of functional PROGRAMME mastery and programme knowledge. It was a milestone year for iGIP to be able to grow 1000% from the previous term’s INCOMING GLOBAL realizations. Matching efficiency was well carried over from last term to this term . However, there is an urgency to strengthen the sales capability of the department for the INTERNSHIP continuity of the entire RA MA RE process. Synergy should happen between BD and iGIP as PROGRAMME the main sales drivers and high potential revenue generators. It is important to think of long term success rather than immediate accomplishments. This term, Marketing primarily focused on TXP, oGCDP, and EwA. Significant effort was put into creating the right campaigns for the reality of the market. A big success, shared with oGCDP, was the creation of the GO INTERNATIONAL brand for OGX. However, an option MARKETING to explore would be better alignment with the MC in terms of national campaigns. Moving forward, a stronger brand will be a brand that can be seen not only on campus. Actively work with the MC and ensure support for the AIESEC exchange programmes. There were structural strings at the start of the term that may have hindered the performance of the BD department. Members were also inexperienced with regards to BUSINESS sales, so there was focus on training members to sell rather than selling itself. However, DEVELOPMENT there is still a clear need to build the sales capacity of the LC. Moving forward, I would suggest to lessen formal training and rather focus on experience-based training. There’s no better way to learn than to actually do it.

e h t w o h s e b i r c s e d t i , s y a w ny

a m n i e s u a c e b e v o b a e r u t c i p e h t e s o h Ic

. t h g i f o t y d a e r s y a lw a m r e t s i h t y b t n EB we

THE EXECUTIVE BOARD EXPERIENCE This Executive Board experience was definitely a roller coaster ride for all of us. The 3 resignations early in the term, as well as the “crisis” of the summer iGCDP peak, really brought down the morale and motivation of everyone in the Executive Board. It’s hard setting very high goals at the start of the term and consistently missing the targets quarter after quarter - not for a lack of effort, but maybe there just really were things we should have done other ways. !

However, what kept this Executive Board alive was really the members - recognizing the need to stay strong an keep on pushing for the Local Committee and the succeeding terms. At the end of the term, especially seeing the audience at Checkpoint, I can speak for the entire Executive Board in saying that leading the Local Committee this term was definitely a fulfilling experience for everyone. !

Receiving the national award for LC EB of the Year is simply the cherry on top. Recognition is always a plus, but this award serves as a reminder, not just for us, that hard work for the right reasons will always be worth it.

All the best for

Term 2014-2 0

15!

Content Prepared by: Executive Board 2013-2014 Meg Yap Mac Herrera Brian Barrios Bryce Tan Ariza Francisco Janice Apolinario Justin Lina Erica Asinas Hugo Herrera !

Compilation, Layout, and Editing by: Meg Yap !

Photos by: AEGIS Brian Barrios Michelle Fong Christie Lim Monnik Togle Meg Yap