AIESEC Bangalore Annual Report 2013-2014
Contents Sl No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 16
Particulars AIESEC Bangalore MOS AIESEC Bangalore in the National Network Exchange Performance Overall Incoming Corporate Sector (GIPi) Incoming Social Sector (GCDPi) Outgoing Corporate Sector (GIPo) Outgoing Social Sector (GCDPo) Talent Management Business Development Communications & Information Management Marketing Expansions Exchange Development Finance Rewards and Recognitions
AIESEC India Local Committee Measure of Successes Absolute Growth Pilot Projects
Relative Growth F & Talent Capacity
Target vs Achieved NPS
AIESEC Bangalore Performance Parameter Absolute Growth Relative Growth T vs A Pilot Projects F & Talent Capacity NPS
Performance 86 45.7% 68.5% -
Status
20
AIESEC India Standings
Realizations 600 500 400 300 200 Realizations
100 Lucknow
IIT KGP
Navi Mumbai
Jalandhar
Surat
Ahmedabad
Manipal University
Indore
Chennai
Kolkata
Baroda
Pune
Mumbai
Bangalore
Jaipur
Chandigarh
Hyderabad
Delhi IIT
Delhi University
0
Global Community Development Program (Outgoing) 1. Target vs Achieved R: 130/106 M: 100/66 R: 100/57 2 Analysis of back office support received- ELD generated TM : 1)No support from TM in Q1 where it as most required.Having a total membership of 6 across the department 2)Good and college based membership provided in Q3 3) No support for implementing iXPs M :1) Introduction of new marketing campaigns in all top engineering colleges but an unorganised implementation - 70% ELD through this 2) No support in terms of building UR CIM : No help taken Expansion: Found new markets to build OGX and leaving good relations with them for pipeline. BD : OGX event clubed with BD event- zero ELD generated Finance: Good amount of investments made for campaigns and EP delivery leading to better quality
3. Quarter wise analysis - 3 points min per quarter Q1 : 1) Good number of raises 2)Great delivery strategies and conversion rates following with a good response rate and NPS 3) New campaigns were introduced to get in raises which did work in favour eg being awesome,goglobal 4) No membership support Q2 : 1) Huge investment on sales and marketing strategies but did not work in favor 2) Really less contribution from expansions despite having good markets there 3) Bad branding in the top engineering colleges Q3 : 1) Market research for off peak 2) concentration shifted from RMR to member development 3) Q4 : 1) Foundation of 3 URs for off peak (DSI,Acharya,GCC) 2) Really strong team culture and member retention 3) Off peak growth from last year of 200% 4) complete MC/NST assistance for matching
4. Key successes and failures Success 1) Foundation of 3 URs for off peak 2) A really strong golden cycle with great raising and delivery strategies 3) Introduction of 3 OGX based campaigns 4) 72% growth from last year 5) Leaving a considerable number of raises and matches in pipeline Failures 1)Bad member retention in Q2 2)Unable to sell GEP to engineering colleges 3) 5. Recommendations that you want to make for incoming successors 1) UR for offpeak only way forward 2)Atleast 30% concentration should be given to Expansions considering it has a huge scope for OGX 3)Building of team culture right from the beginning 4)Promoting iXPs from the beginning of the year.
Global Community Development Program (Incoming)
T VS A: Raises 560 vs Matches 54 vs 10 Realizations 191 vs 118
Support from back end functions
TM: Membership issues throughout the year Guidance provided- issues in basic process implementation To be taken up strictly in the following year BD: National initiative to sell projects- BD GCDPi collaboration- not implemented Roshni successfully executed- client database M: No synergy EXPANSIONS: AIESEC in Kochi GCDPi contribution FINANCE: Finance tracking within dept Financial coordinator CIM: Regular updates and reports Intern newsletters, IR tools Support given regularly- implementation of plans Not adhering to timelines QUARTER WISE ANALYSIS: Q1: Lack of pipeline Late start to Raising Project Delivery conceptualization Q2: 100 Matches crossed for the year
Low NPS- Lack of clarity on implementation of Project Delivery model Q3: Lowest period of activity in the year- end of Realization cycles
KEY SUCCESSES: -
Conceptualization of Project Delivery model
-
The Immortal campaign won by GCDP ICX TLs
-
CIM synergy
-
National alignment
KEY FAILURES: -
Target achievement 61.7%
-
Low NPS - quality of our experiences
Global Internship Programme (Incoming) Target vs Achieved – 93 - 100 CIM: Business intelligence report IR/TN booklets Case studies Endorsement videos Marketing: ORS 20 raises BD: NEP 10/Alumni 5 TM: Talent capacity built Finance: Effective tracking and timely investments Expansions: 10 realizations in Kochi Q1: Slow operations Sales development
IR building Q2: Increased matching Case study promotions Team culture developed leading to increased snergy
Q3: NEP CONTRIUTION TO Igip Peak realizations, delivery through AM engagement through buddy system Re planning and team days set the tine for the remainder of the year
Q4: Drop in operations Pipeline mismanagement Healthy membership pipeline Key Successes: Synergy with back office T vs A Building talent capacity Key failures: poor Q1 which had overall effect in the year Pipeline mismanagement (exchanges) Alumni capitalization and MDP RECOMMENDATIONS:
Please don’t lose out on Q1 raising IR trend/market trend through back office support Ensure talent capacity to drive operations as it’s required for achieving the high exchange targets Legalization and effective documentation is the way forward standardization of processes and sustainable IR
Global Incoming Programme (Outgoing) 1) Target vs. Achieved : 6/9
2) ELD generated
IM – oGIP Booklet and Business Intelligence Report: None
Marketing – WAP Social Marketing: 2 Raises
BD – Y2B 1.0: 7 Prospects
Finance – Investment for flyers, banners and venue
3) Quarter wise analysis
Q1ORS being the major source for raises Low capitalization of Market Segmentation Creation of SOP
Q2Raises from Adhoc Low capitalization of IR Poor membership development
Q3Improved Delivery Model Self and Reverse Matching worked as a process Strict screening process implemented
Q4Implementation of National System Brand Revamp Growth in membership
4) Key successes and failures 100% growth SOP implementation Market Segmentation UR
5) Recommendations
Strictly follow MC timelines
Strong UR partnership’s’
SOP should be followed strictly and thoroughly
Focus on building a brand internally and externally
Talent Management Quarter wise analysis (projects) 3 points min per quarter. Q1 o Recruitment
carried out over 1 month. Optimized process was successful but skill allocation mechanism was not perfect. Retention was bad for this batch due to bad retention and ineffective skill matching o Only 10% of Team experiences in the LC were put on system. o JDs collected and consolidated for all Functions. Awesomeness Catalogue created but not promoted and evolved. Q2 o New
tracking system created and implemented for all membership o Process of decentralizing TM behaviors introduced with extreme and quick success o LEAD implementation begun, tentative schedule created along with Member Education Cycle Q3 o Recruitment
run optimized, and with streamlined skill allocation mechanism. Best retention percentage for any recruitment we have ever run. AM program established. o Tracking mechanism evolved, and made a BCP nationally, with membership and accountability o Feedback and internal TMP TLP system created and implemented successfully. Tangible feedback given to EB; oGCDP renewed engagement strategy post this, and iGIP pushed performance directly with member development Q4 o Team
engagement made a behavior with TL to member feedback and and assessment mechanism. Extremely successful, directly pushed performance.
o LEAD
calendar with phases created, complete process followed, directly reflected in ELD; Program specific and team specific LEADs created and delivered. o Performance management measures implemented. Succession planning with the objective of sustaining performance carried out. 2. Recruitment analysis 300
from PIs Selection - Skill based 56 from AM 2 Cycles - March and August
3. Retention analysis
iGIP: 40% iGCDP: 30% oGIP: 30% oGCDP: 37% Time to exchange: 25 days LTS Agenda - National Flow COMPLETE Operational Training completed according to national flow; results were very obvious - retention higher by 20
%, performance by 15%
4. Key successes and failures Successes: Program
specific and skill based recruitment process streamlined and implemented with all programs being satisfied TM behaviors decentralized through MB to GB feedback process and HR reporting. Associate Membership kicked off successfully L&D initiatives implemented specific to programs and functions; National BCP Retention highest in the last 5 years Reporting as a culture introduced to boost engagement and TMP TLP quality
Failures LEAD
outcome not tracked LTT not as effective as required No conversions to oGCDP from Am Accountability mechanisms had no follow up Exit process not followed uniformly 5. Recommendations for 2014 Add
journey assessment and GCM growth paths to tracking mechanisms Create simple campaigns for conversions of AM to oGCDP LEAD to be tracked, TC to be pumped into this Accountability mechanisms to be uniform throughout the year Recruitment -> Mentorship -> Engagement to have customized modules for retention and engagement so performance is maximized, and at least 80% of membership contributes to ELD as opposed to 45% L&D structures to have the direct MoS of pushing productivity ratio to an average of 4 realizations per member per year as opposed to 2.
Business Development
Amount
1. T vs A
1400000 1200000 1000000 800000 600000 400000 200000 0
BD Target 750000 Achieved 783792
NEP 452000 164100
Alumni 100000 43500
Total 1302000 991392
2. Events the ought the year- ELD from it
3. Quarter wise analysis - 3 points min per quarter Q1
Q2
Y2B DONE, LESS CONTRIBUTION TO OGX X ALUMNI EVENTS CONDUCTED ALONG WITH EFFICIENT BACK TRACKING BOA FOLLOW UP DONE PINKATHON CONDUCTED, NO CONTRIBUTION TO ELD FAILURE TO GCDP EVENT,APART FROM EARTH DAY
Q3
Q4
ALUMNI CONTRIBUTION ROSHNI DONE AFTER THREE YEARS 2ND PLUGGEDIN DONE ALONG WITH EDGE
Y2B 2.0 BUSINESS PLAN COMPETION TRANSITIONS REVICIVABLES NEED TO COME IN.
4. Key successes and failures •
90 Percent of AIESEC BANGALORE'S funds have been raised through our event reports, when a client knows you've done a good job before and your event was a success they will be ready to invest.
•
80 percent of our funds have been raised directly or in directly through alumni (Lcong/Events/NEP). So that's a big deal, ALUMNI RELATIONS is hard work but the it reaps.
•
Alumni Board setup
•
Board Revamp
•
NEP Growth of 25 Exchanges
•
The year also saw more than one client sponsor multiple events.
•
The year 2013 saw only 4 clients retained from 2012. This is acquitted to the fact that there was little or no CRM module in place in 2012. Steps were taken to curb this in 2013:
•
Stakeholder newsletters were sent out every month
•
Failure to Sell GCDP projects
5. Recommendations for 2014
Sell GCDP projects for sustainable partnerships and profit.
Conduct a national meeting AND BUDGET IT!
Add a Board members that contribute to X directly
Create ER policy
Finance Profit Analysis: Event Y2B 1.0 Pinkathon Plugged In Summit Roshini Y2B 2.0
Investment 44500 14000 23268 52000 27436
Income 126780 50000 23512 150000 67564
Profit 82280 36000 244 98000 40148
Inferences:
BD team hitting their targets which resulted in profit from events
Right investments were done for events
Growth in GCDPo and GIPi contributed to profits this year
NEP contributing profits to the LC i.e Rs 163000
Financial Process:
All key decision were passed on by the FTF before taking further steps and based on financial conditions of the LC
Regular check on financial Policies
All invoice request to be raised on podio before the invoice generations. Mainly to help with tracking
All reimbursement and expense requests to be raised on podio and to be cross checked by VP F before making the expense
Finance Support team in each exchange department to track and follow receivables and driving down finance policies in their respective departments
Income Expense sheet maintained on monthly basis to track cash inflow and outflow
Monthly Tally Update by the auditor
The first 6 months of the year did not have any set processes. Process were developed from August Investment: Particulars GIPi: Teachers Summit Event GIPi: Team days
Investment 15000 10000
Results Expected raises yet to come in Increase in productivity and increase in number of matches by achieving team
GIPo: Membership Investment GCDPo: marketing Campaigns (Combined)
5000
target ROI not yet measured
BRIC and APXLDS Investment: on promo materials for IR Event Investment (All events)
7000
Increase in outreach: Increase in raises which resulted in ELD ROI not measured
RnR
Conference Subsidy
161200
Huge profits made from events: Right investments were made which made events successful. Total profit mentioned in the table above To drive performance. Growth in performance during JNC period since 2012
Inferences:
Return on Investment tracking has to improve
Investment into ER activities had resulted in major profits for the year
Investment into marketing campaigns resulted in oGCDP growth
Limited investment from Q3 due to financial stability
Membership Investment has driven growth in departments E.G empowered members drove department and helped achieve targets
No investment into GCDPi. GCDPi to be major area of investment in 2014
Investment model has to improve in 2014
Expenditure analysis:
Cash Flow 15,00,000.00 10,00,000.00 Inflow
5,00,000.00
Outflow
0.00 -5,00,000.00
Quarter 1
Quarter 2
Quarter 3
Quarter 4Net CF
Monthly Admin cost of Rs 31000: Including bills, rent, etc
Expenditure on reimbursements such as airport pick ups FRRO payments etc led to payments on monthly basis
Rs70000 to be paid to AIESEC Mexico for an intern problem, yet to be paid
25000 Loss incurred during April LCONG
Rs 60000 paid for EP reimbursement in August due to forms not being delivered
Recon paid in installments for Q1
Recon for Q2 and Q3 was cleared in Q4 of Rs 540723 which was the biggest expense for the year
Member Educations:
Departments were giving education on how to track finances in their respective departments
Podio Implementation for Finance which was driven down and implemented
How investments can drive growth in their respective departments
SOFA at October LCONG. Helped them understand their importance in tracking liabilities and how investments can grow LC’s performance
Innovations:
F- Cell in each department played a major role in tracking receivables and converting receivables. GIPi leveraged from their F-cell
Podio implementation for tracking of receivables, expense requests and tracking reimbursements for the year
Inferences from 2013
Scope for Banking activities was limited due to signatories not being changed
Insufficient tracking and management in the first 6 months
Limited scope for investment.
Change of VP in the month of August, time wasted on transfer of Job role and resources
Investment on Marketing and oGCDP activities led to growth in the department
Recon was not paid on time hence a huge number was amounted which was cleared in December
Tracking of Finances improved from September
Leverage from Finance Coordinators which helped in conversion of pending receivables and driving down Finance policies in the department
Leverage from Podio Tracking
Setting up of Financial Processes in the LC
Improvement of cash flow Management from October
Exchange Revenue As on 31st December
iGCDP
Real Income Actual Income Deficit (Money Loss)
0
iGIP
oGCDP oGIP
Total
1092000 885400
900000 850000
60000 27000
2052000 1762400
206600
50000
33000
289600
Communications and Information Management Communication Activities Project IR Booklet for BRIC and APXLDS
Description IR booklets were made for BRIC and APXLDS to build IR contacts
Target IR prospects, LCVP”s and LCP’s
IR newsletters
IR newsletters to the international Network
IR partners, Prospective IR partners
GCDPi Project Booklet
Booklet highlighting EP managers, EP’s project details and and IR contacts accommodation details. Focusing on each project. Tn Details and branding Bangalore TN details, company EP managers, EP’s Increase in number of details. Branding and IR contacts Matches, Branding of AIESEC Bangalore, AIESEC Bangalore Branding Bangalore as an IT Hub Promoting EP’s, Branding TN Managers, IR contacts Bangalore and AIESEC Bangalore Interns: GIP ICX and Intern engagement GCDP ICX Intern newsletters
GIPi TN/Company details Booklet
GIPo EP Booklet
Intern Engagement
were sent to realized Interns for engagement internal
Results No measurable ELD conversion. Few IR partnerships were set Tracking for conversions could not be done Tracking for conversions could not be done
Process Optimization, Business Intelligence and Analysis teps taken Business Intelligence done for GIPi and GIPo
Description Focused on Supply and demand Management realization and raising peak cycles -Product to focus on from which countries
Outcome Easy to target countries ase in matches from information Provided
countries
CRM analysis
Analysis on clients lost from 2006 to 2013 Reasons why main clients were lost
GCDPi intern Quality Analysis To identify the bottlenecks of quality in Q2 and Q3
Easy to approach for raises
To improve quality and troubleshooting To improve NPS
quality improvement GIPi Intern Quality Analysis To identify the bottlenecks of quality in Q2 and Q3
To improve quality and troubleshooting To improve NPS
quality Step suggested for improvement Process Opt: Quality Tool To improve the quality and delivery of departments to increase NPS. Contains all details for post match and post
To track each and every delivery Effectively and to troubleshoot problems
ELD Program Support Department GCDP ICX
GCDP OGX
Project
Description
1. Project Newslettr 2. Project Booklet 3. Intern Quality Analysis 4. Internal Branding
5. Project Newsletters and IR newsletters sent to the network 6. Project and accommodation details booklet for branding 7. Mentioned in the quality section in the report 8. Internal Branding in the AIESEC network through designs and posters
Student Newsletter IR newsletters
To engage students after they have been raised and prospective EP’s IR newsletters sent to the network
GIP ICX 1. BI report 2. TN Booklet 3. Quality analysis
1. Mentioned in the BI section 2. TN booklet made to promote companies and TN’s and internal branding
Target EP managers , EP’s and IR contacts
Raised EP’s, Prospects
AIESEC newtwork Mentioned in Analysis section
Results 1. Outreach 2. Branding 3. To improve quality and NPS
4. Engagement
1 Process Opt 2 Increase in number of
Expansions Target- Kochi Program oGCDP iGCDP iGIP oGIP
Raise 15 20 20 0
Match 12 15 5 0
Realizations 10 12 12 0
Match 10 15 0 0
Realizations 10 12 0 0
Target – Hubli Program oGCDP iGCDP iGIP oGIP
Raise 10 20 0 0
Achieved – Kochi Program oGCDP iGCDP iGIP oGIP
Raise 3 46 22 5
Match 2 5 12 0
Realizations 1 1 12 0
Achieved - Hubli Program oGCDP iGCDP iGIP oGIP
Raise 5 0
Match 3 0
0
0
0
0
0
0
0
Mysore Raise-Match-Realizations 1-1-0
Realizations 2
Quarter Wise Analysis Quarter 1 -
LCC Selections and election Feasibility Report Training & Education oGCDP was the focus area
Quarter 2 - ICX in Kochi – iGIP 20 raises - Talent Capacity Building - Go Global Campaign ( 3-2-1 Kochi & 5-3-2 Hubli) - Coaching visit and Team Days (MB) Quarter 3 - Successful recruitment (30 members) - OS Evolution - GIPi Delivery and EP engagement Quarter 4 - Avasar Project (40 raises) Project with GV & Roshni - Transition and LCC Selection - Partnership with DI in Hubli
Finance in Expansions Income oGCDP – 68,500 iGCDP- 800 iGIP – 144000 oGIP – 0 TMP TLP – 12500
Expenditure 20000 5000 10000 0 15000
Successes 1. Growth of 1400% and sustainability with 40 members. 2. Hubli sustained growth and set up of partnership with DF 3. iGIP -> Aura Edify -> NEP Conversion 4. Mysore initiated in June
Failures 1. Parent LC ďƒ Expansion Service Model 2. Tracking and Accountability 3. oGCDP Conversion Recommendations for 2014: 1. Focus Programs- iGIP & oGCDP 2. Mysore and NIT Calicut should be taken seriously. 3. Value generation leading to healthy culture. 4. Talent Capacity Building 5. Structured Service Model
Marketing and PR
Exchange Development Successes: 1. Growth in programs- Hike in Operations 2. Implementation and Sustaining the OS 3. Driving Competitive Culture Failures: 1. Driving growth in both programs 2. Improved Synergy with X-Support with clarity 3. Communication with National Team (GCDP & GIP) while we were (ICX OGX) Recommendations for 2014: 1. Accountability to plans and implementation 2. Focus equally and understand both products. 3. Act as a medium for Synergy and Crises communications.
Rewards and Recognitions 1. Most Progressive Business Development AIESEC India 2013-14 2. Most Progressive Talent Management AIESEC India 2013-14 3. Most Progressive Local Committee 2013-14 4. Best GIPi AIESEC India 2013-14 5. Appreciated for Most Progressive CIM 2013-14 6. Appreciated for Most Progressive F 2013-14 7. Best Delegation NSC 2013