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AIESEC Bangalore
Annual Report
2013-2014
Contents
Sl No Particulars
1 AIESEC Bangalore MOS
2 AIESEC Bangalore in the National Network
3 Exchange Performance Overall
4 Incoming Corporate Sector (GIPi)
5 Incoming Social Sector (GCDPi)
6 Outgoing Corporate Sector (GIPo)
7 Outgoing Social Sector (GCDPo)
8 Talent Management
9 Business Development
10 Communications & Information
Management
11 Marketing
12 Expansions
13 Exchange Development
14 Finance
16 Rewards and Recognitions
AIESEC India Local Committee Measure of Successes
Absolute Growth Relative Growth Target vs Achieved
Pilot Projects F & Talent Capacity NPS
AIESEC Bangalore Performance
Parameter Performance Status
Absolute Growth 86
Relative Growth 45.7%
T vs A 68.5%
Pilot Projects -
F & Talent Capacity
NPS 20
AIESEC India Standings
0
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wRealizations
Realizations
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
Q1-
ORS being the major source for raises
Low capitalization of Market Segmentation
Creation of SOP
Q2-
Raises from Adhoc
Low capitalization of IR
Poor membership development
Q3-
Improved Delivery Model
Self and Reverse Matching worked as a process
Strict screening process implemented
Q4-
Implementation 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
1. T vs A
2. Events the ought the year- ELD from it
3. Quarter wise analysis - 3 points min per quarter
Q1 Y2B DONE, LESS CONTRIBUTION TO OGX X
ALUMNI EVENTS CONDUCTED ALONG WITH EFFICIENT BACK
TRACKING
BOA FOLLOW UP DONE
Q2 PINKATHON CONDUCTED, NO CONTRIBUTION TO ELD
FAILURE TO GCDP EVENT,APART FROM EARTH DAY
BD NEP Alumni Total
Target 750000 452000 100000 1302000
Achieved 783792 164100 43500 991392
0200000400000600000800000
100000012000001400000
Am
ou
nt
ALUMNI CONTRIBUTION
Q3 ROSHNI DONE AFTER THREE YEARS
2ND PLUGGEDIN DONE ALONG WITH EDGE
Q4 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 Investment Income Profit
Y2B 1.0 44500 126780 82280
Pinkathon 14000 50000 36000
Plugged In Summit 23268 23512 244
Roshini 52000 150000 98000
Y2B 2.0 27436 67564 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 Investment Results
GIPi: Teachers Summit
Event
15000 Expected raises yet to come
in
GIPi: Team days 10000 Increase in productivity and
increase in number of
matches by achieving team
target
GIPo: Membership
Investment
5000 ROI not yet measured
GCDPo: marketing
Campaigns (Combined)
Increase in outreach:
Increase in raises which
resulted in ELD
BRIC and APXLDS
Investment: on promo
materials for IR
7000 ROI not measured
Event Investment (All
events)
161200 Huge profits made from
events: Right investments
were made which made
events successful. Total
profit mentioned in the table
above
RnR Conference Subsidy 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:
-5,00,000.00
0.00
5,00,000.00
10,00,000.00
15,00,000.00
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Cash Flow
Inflow
Outflow
Net 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 iGIP oGCDP oGIP Total
Real Income 1092000 900000 60000 2052000
Actual Income 885400 850000 27000 1762400
Deficit (Money
Loss) 0 206600 50000 33000 289600
Communications and Information Management
Communication Activities
Project Description Target Results
IR Booklet for BRIC
and APXLDS
IR booklets were made
for BRIC and APXLDS
to build IR contacts
IR prospects, LCVP”s
and LCP’s
No measurable ELD
conversion.
Few IR partnerships
were set
IR newsletters IR newsletters to the
international Network
IR partners,
Prospective IR partners
Tracking for
conversions could not
be done
GCDPi Project Booklet Booklet highlighting
project details and
accommodation details.
Focusing on each
project. Tn Details and
branding Bangalore
EP managers, EP’s
and IR contacts
Tracking for
conversions could not
be done
GIPi TN/Company
details Booklet
TN details, company
details. Branding
AIESEC Bangalore,
Branding Bangalore as
an IT Hub
EP managers, EP’s
and IR contacts
Increase in number of
Matches, Branding of
AIESEC Bangalore
GIPo EP Booklet Promoting EP’s, Branding
Bangalore and AIESEC
Bangalore
TN Managers, IR contacts
Intern Engagement
Intern newsletters
were sent to realized
Interns for engagement
internal
Interns: GIP ICX and
GCDP ICX
Intern engagement
Process Optimization, Business Intelligence and Analysis
teps taken Description Outcome
Business Intelligence done for
GIPi and GIPo
Focused on Supply and
demand Management
realization and raising peak
cycles
-Product to focus on
from which countries
countries
Easy to target countries
ase in matches from
information Provided
CRM analysis Analysis on clients lost from
2006 to 2013
Reasons why main clients were
lost
Easy to approach for raises
GCDPi intern Quality Analysis
To identify the bottlenecks of
quality in Q2 and Q3
quality
improvement
To improve quality and
troubleshooting
To improve NPS
GIPi Intern Quality Analysis
To identify the bottlenecks of
quality in Q2 and Q3
quality
Step suggested for improvement
To improve quality and
troubleshooting
To improve NPS
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 Project Description Target Results
GCDP ICX
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
EP managers ,
EP’s and IR
contacts
1. Outreach
2. Branding
3. To improve
quality and NPS
GCDP OGX Student Newsletter
IR newsletters
To engage
students after they
have been raised
and prospective
EP’s
IR newsletters sent
to the network
Raised EP’s,
Prospects
4. Engagement
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
AIESEC newtwork
Mentioned in
Analysis section
1 Process Opt
2 Increase in
number of
Expansions
Target- Kochi
Program Raise Match Realizations
oGCDP 15 12 10
iGCDP 20 15 12
iGIP 20 5 12
oGIP 0 0 0
Target – Hubli
Program Raise Match Realizations
oGCDP 10 10 10
iGCDP 20 15 12
iGIP 0 0 0
oGIP 0 0 0
Achieved – Kochi
Program Raise Match Realizations
oGCDP 3 2 1
iGCDP 46 5 1
iGIP 22 12 12
oGIP 5 0 0
Achieved - Hubli
Program Raise Match Realizations
oGCDP 5 3 2
iGCDP 0 0 0
iGIP 0 0 0
oGIP 0 0 0
Mysore
Raise-Match-Realizations
1-1-0
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 Expenditure
oGCDP – 68,500 20000
iGCDP- 800 5000
iGIP – 144000 10000
oGIP – 0 0
TMP TLP – 12500 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 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