MC LIGHTHOUSE Quarterl! Report

MCP of AIESEC IN PANAMA

The  impact  that  AIESEC  gives  the  world  is  only  possible  trough  ac<ons,  focus  and  hard  work.  During  the  first  quarter  of  this  term,  AIESEC  in  Panama  has  gone  through  many  changes,  some  of  them  

weren’t  easy  and  challenged  much  of  what  we  were  used  to.  These  changes  are  the  driving  force  to  act.    

 We  are  the  genera<on  of  change,  we  have  the  power  and  the  

duty  in  our  hands  and  we  are  the  genera<on  that  feel  inspired  to  take  ac<ons,  seeking  to  be  the  best  version  of  ourselves  and  built  the  best  version  of  our  organiza<on.  That's  only  the  first  quarter  

of  leading  change,  inspire  ac<on.  Lets  go  for  more!  

Gelson B!onzatti

MCP  

MCP REPORT PLAN X EXECUTED •  Global  Representa<on  

–  SOGA  –  IC  and  IGN  Summit  assistance  –  Full  membership  –  Surveys    

•  Team  Management  –  MMMs  –  Tracking  Tool  –  Strategic  Mee<ngs  –  Opera<ons  Mee<ngs  –  Individual  Mee<ngs  (Tracking)    

•  Public  Rela<ons  

–  BOA  Management  –  Events  asistance  –  Organisa<ons  Management  

(Strategic)  

•  LEAD  for  LCPs  –  NPM  1  –  Individual  Mee<ngs      

•  LEAD  for  MCVPs  –  Team  Days  Q1    –  Individual  Mee<ngs  (Coaching)    

iGIP  

CURRENT STATE iGIP

Q1  2014  Planned  

Q1  2014  Achieved  (%)  

Rel.  Growth  to  Q1  2013  

Raise   35   47  (134%)   176%  Match   41   31  (76%)   24%  Realize   32   29  (91%)   7%  

1.7.-­‐30.09.            Current  State  in  Numbers    

TALENT CAPACITY

CUSTOMER CENTRICITY

SUSTAINA-BILITY

§  Sales  Development  Program  

§  Sailors  Cup  

§  NST  iGIP  TXP  

§  IPS  

§  NST  for  CEM&  IR  

§  NST  for  Market  +  Product  Innovation  

§  iGIP  Knowledge  Platform  

§  Change  of  CRM  Tool  

MAIN STRATEGIES iGIP

OUR PARTNERS iGIP

the new partners of iGIP TALENTOS GLOBALES

ENTITY PARTNERS iGIP

0  

20  

40  

60  

80  

100  

120  

MA  

2014  RE  Goal  

SWOT  ANALYSIS STRENGHTS WEAKNESSES

Ø  Well-­‐educated  Salesforce  Ø  RA  continuous  overachievement  Ø  Sub-­‐Product  Focus  Ø  Matching  &  Realize  

Ø  Low  Sales  Intensity  Ø  Need  to  develop  in  professionalism,  punctuality  and  sustainability  

Ø  Work  rhythm  Ø  Low  member  retention  

OPPORTUNITIES THREATS Ø  New  Business  Intelligence  (GIS,  Podio,  etc.)  

Ø  Working  iGIP  as  One  –  Experience  sharing  on  inter-­‐LC  level  

Ø  New  markets  

 Ø  Legalities  Ø  Knowledge  Management  Ø  Weak  Transition  

iGIP

START – STOP – CONTINUE

START   Ø  Customer  Centricity  Campaign  

STOP   Ø   Boaleneck  of  Apartment  &  Legal  Issues  

CONTINUE   Ø     Focus  on  Talent  Capacity  

OGX

TALENT CAPACITY

CUSTOMER CENTRICITY

SALES INTENSITY

MAIN STRATEGIES iGIP

CR  

PLANNED VS. EXECUTED CR

Process   Planned/Achieved   Jul   Ago   Sep   Total  

RA  P   4   2   5   11  A   3   2   0   5  %   75%   100%   0%   45.5%  

MA  P   4   2   5   11  A   3   2   0   5  %   75%   100%   0%   45.5%  

RE  P   4   2   5   11  A   3   2   0   5  %   75%   100%   0%   45.5%  

STRATEGIES  PLANNED FOR Q3 Ø Account  Management  

–  Reunion  con  todas  las  cuentas  nacionales  en  el  Q  –  Entrega  de  Facturas  a  <empo  – Mejorar  del  proceso  de  Pago  de  Becas  +  Admin  Fee  

Ø Delivery  Service  –  Todos  los  interns  <enen  una  vivienda  –  Pago  de  Becas  a  <empo  (a  pesar  de  los  issues  de  pago)  

–  Todos  los  procesos  de  visado  estamos  OK  

CR

SWOT  ANALYSIS

STRENGHTS WEAKNESSES

Ø  Conocimiento  del  programa  a  fondo    

Ø  Recomendacion  de  otras  empresas  

Ø  Nuevos  mercados  en  las  provincias  

OPPORTUNITIES THREATS  Ø  2  personas  para  manejar  todo  lo  

que  con  lleva  el  areas  

 Ø  Crisol  de  Razas  

CR

START – STOP – CONTINUE

START   Ø  Mejorar  la  intensidad    

STOP   Ø     Dejar  pasar  mucho  <empo  para  volver  contactar  

CONTINUE   Ø     Mejorar  la  intensidad  

CR

PARTNERSHIPS REPORT Ø  Empresas  Contactadas(MCVP  CR):  

–  Varela  Hermanos  –  Roche  Panama  –  Hopsa  Panama  –  Airbox  Panama  –  El  Si<o  |  Playa  Venao  –  GlaxoSmithKline  –  UBS  –  Halliburton  –  Covidien  –  Sidel  Panama  Corp  –  Tecnologia  Nueva  Esperanza,  S.A.  –  Infoshow  

CR

PARTNERSHIPS REPORT Ø  MCVP  CR  Results  

–  Llamadas  (40)  –  Correos  (20)  –  Reuniones  (7)  –  Partners  Logrados  (1)    

Ø  Comentarios  –  UBS  no  puede  tener  intercambios  de  AIESEC  porque  le  cuenta  como  

empleados  –  HOPSA  y  EL  Si<o  |  Playa  Venao  desis<eron  del  programa  de  

intercambios  por  los  precios  del  programa  y  por  talento  nacional.  –  Empresas  como  Halliburton,  Roche  y  Covidien  se  debe  definir  una  

reunión  para  la  presentación  del  programa  –  Tecnología  Nueva  Esperanza  e  Infoshow  se  esta  por  cerrar  el  convenio  

pero  se  debe  traducir  los  convenios.  

CR

PARTNERSHIPS REPORT Ø Finance  Results  

–  Ini<al  Fee  MC  Q1:  $2300.00  (5)  –  Ini<al  Fee  Dell  Q1:  $2000.00  (10)  –  Julio  

•  Admin  Fee  MC:  $600.00  •  Admin  Fee  Dell:    $200.00  

–  Agosto  •  Admin  Fee  MC:  $1000.00  •  Admin  Fee  Dell:  $400.00  

–  Sep<embre  •  Admin  Fee:  $1000.00  •  Admin  Fee  Dell:  $1000.00  

CR

PARTNERSHIPS REPORT •  Empresas  Contactadas(NST):  

– Aquaviva  – Loreal  – Maersk  – Bayer  – Pascual  – Calox  

CR

PARTNERSHIPS REPORT •  NST  Results  

–  Llamadas  (12)  –  Correos  (5)  –  Reuniones  (1)  –  Partrners  Logrados  (0)    

•  Comentarios:  –  Se  están  contactando  vía  telefónica  pero  no  se  han  conseguido  

correos  o  acceso  directos  con  las  personas  que  toman  decisiones  

–  Hasta  ahora  se  realizo  la  primera  reunión.  

CR

PROSPECTIONS TO Q2 •  Empresas  por  Contactar    

–  FEMSA  –  Franquicias  Panameñas  –  Pepsico  –  Nestle  Panama  –  Tzanetatos    –  Syngenta  –  GBM  Panama  –  Deloiae  –  Incae  Business  School  

CR

NEXT STEPS •  Follow-­‐Up  Mee<ngs  (Account  Management)  •  Contactar  empresas  faltantes  y  nuevas  antes  que  termine  

Octubre  •  Contactar  a  Aliados  Nacionales  para  posible  par<cipación  en  

Youth  to  Business  •  Seguimiento  y  definición  del  Proyecto  Dell  La<noamérica  •  Estructuración  del  Proyecto  de  Showcasing  (Junto  a  iGIP  y  

Marke<ng)  

CR

iGCDP  

PLANNED VS. EXECUTED iGCDP

50 10 5

9 14 38

76% 140% 180%

EXEC

UTED

P

LANN

ED

PLANNED VS. EXECUTED iGCDP

Q1 20

13

Q1 2

014

9  14  38  

12   5   3  

216%   180%   200%  

Projects Refreshment National Cooperations Strengthen corner w/ Marketing CSR Project LEAD strategy for interns

DONE*

DONE

DOING

NOT DONE

DOING

STRATEGIES iGCDP

SWOT  ANALYSIS STRENGHTS WEAKNESSES

Ø  TNs  available  Ø  Commitment  Ø  Iden<ty    

Ø  Sense  of  Urgency  Ø  VPs  don´t  manage  Ø  Matching  knowledge  Ø  Sustainabiity  

COOPERATIONS THREATS Ø  Social  Market  Ø  Coopera<ons  

Ø  Matching  <me  Ø  November  hollidays  Ø  Transi<on  

iGCDP

START – STOP – CONTINUE

START  Ø  Stressing  VPs”  Ø  Matching  campaign  Ø  Tracking  harder  Ø  More  trainings  Ø  Empower  more  NSTs  

STOP   Ø   Raising  rsrs  

CONTINUE  Ø  Communica<on  Ø  Corner  w/  Marke<ng  Ø  Accountability  to  coopera<ons  

iGCDP

OGX  

PLANNED VS. EXECUTED Plan  

Reality  

APP   Interviews   RA   MA   RE  July   0   0   0   0   0  August   0   0   0   0   0  September   80   50   18   0   0  

APP   Interviews   RA   MA   RE  July   99   0   1   0   0  August   123   35   0   0   0  September   119   26   9   2   1  

OGX

STRATEGIES  PLANNED FOR Q3 ü  Process  Standardization  ü  Functional  knowledge  ü  Talent  capacity  in  OGX    ü  Integrated  experience  –  campaign  luanched  in  every  LC  +  nationaly  

ü  Improvement  of  promotional  channels  –  stands  and  Gloval  village  implemented,  concept  of  big  infosessions  did  not  work  

OGX

ACTIVITIES DONE IN Q3

ü  OGX  Management  space  in  Podio  ü  OGX  knowledge  and  materials  available  in  one  place  ü  OGX  &  MKT  Summit    ü National  IXP  campaign  launched  ü  Country  cooperations  –  promotion  of  concrete  projects  =  better  expectation  setting  

OGX

SWOT  ANALYSIS STRENGHTS WEAKNESSES

 Ø     Enough  members  in  area  Ø     Sufficient  func<onal  knowledge  Ø     Clear  and  simple  tool  for  management  of  all  applicants  and  Eps

 Ø     Very  slow  working  pace  Ø     Too  long  <me  to  contact  applicants  Ø     Very  low  conversion  rates:    Applica<on  to  Interview  19%  Interview  to  Raise  20%  Applica<on  to  Raise  4%  

OPPORTUNITIES THREATS  Ø     If  we  raise  all  currently  Approved  people  from  Podio  we  can  have  40  RA  this  Saturday  Ø     Enough  interested  students

 Ø     Parents  don`t  want  to  support  children  to  go  on  exchange  –  not  see  the  value  of  travel  outside  the  Panama  Ø     Transforma<on  to  GIS  in  raising  peak  

OGX

START – STOP – CONTINUE

START  

Ø     Contact  applicants  faster  =  ins<ll  in  members  48  Hour  Rule      Ø     Raise  people  as  soon  as  possible  a{er  interview  –  don`t  give  them  to  much  <me  to  think  Ø     Sence  of  urgency  =  make  bigger  pressure  on  members  and  they  on  applicants  Ø     Start  promote  change  of  the  price!  Ø     Start  promo<on  in  Veraguas,  to  get  some  applicants  (currently  no  applicants  in  Veraguas)  

STOP   Ø     Working  soooo  slowly  Ø     Le|ng  people  think  too  long  

CONTINUE   Ø     Raising  members  –  currently  5  members  raised  for  IXP  

OGX

CURRENT STATE Ø 373  Students  in  Podio  Ø 348  Conntacted  students  Ø 93  Not  interested  anymore  Ø 100  People  after  interview  Ø 39  Approved  applicants,  waiting  for  the  Raise!!!  Ø 14  Raised  Ø 24  Interviews  planned  for  this  week  

OGX

UPCOMING EVENTS Ø   Saturday  11st  October  –  National  Raising  Day  Ø   Wednesday  15th  October  –  National  Raising  Day  –  last  day  to  raise  for  $200  

Ø  17th  October  –  IXP  promotion  in  Sprint  Ø   21st  October  last  day  for  AIESECars  to  raise  for  price  $200  

Ø  23rd  October  –  changing  customer  blow  

OGX

TM&OD  

PLANNED VS. EXECUTED TM&OD

OD/LCD Model evolution Entities development Done, but has not been properly tracked

Coaching (based on LC Focus) LC growth in focus programmeFunctional coaching has been done by each

MCVP, but there's no national follow up

[COMM] Organizational culture campaigns Campaigns efficiency (COMM Report) Done

LCs Structure Alignment % of LCs implementing suggested structure

Inputs were asked for the MC, which has not

actively participated. In October, we'll have

a meeting with LCPSe to talk about national

strategy for local structures

[MC] R&R Strategy Done (NatCo 2014)

LIM Agenda Management % of entities applying the strategy Done (SIs 2014.3)

National Events Agenda Management #Agenda conferences delivered Done (NatCo 2014, Sprint 2014)

Implementation CommentsCreation

OD

OD: Education

Area of Responsibility

(Project)

KPIActivities

LEAD ImplementationLEAD for iGCDP will start on Winter peak;

LEAD for iGIP is working as part of SDP.

[MCP] EBs Election guide and follow up % EBs elected in the correct timelineLCVPs 1st round elections will be launched on

October, 11th

NST Strategy Coordination Done

[MC] Functional visitsFunctional visits were exclusevely

coordinated by MCVPs, according to their

specific needs

[iGIP] SDP Strategy Implementation% entities implementing strategies

#Active sellers in LC's under the programSynergy between TM & iGIP NSTs

Implementation CommentsCreation

TM&OD: Network's

Empowerment

Area of Responsibility

(Project)

KPIActivities

PLANNED VS. EXECUTED TM&OD

TMP/TLP Quality minimums % of entities applying the strategyStrategy and tracking tool are created and

will be downscaled in two weeks (Sprint 2014)

Upsales in TMP/TLP Products # of TMPs/TLPs reintegratedIXP Campaign and reallocation project before

recruitment

Efficiency in TMP/TLP Efficiency in TMP and TLP per Exchange Is working on demand

Implementation CommentsCreation

TM: CEM

Area of Responsibility

(Project)

KPIActivities

Recruitment processes standardization % of entities implementing the strategyAll Entities followed the national timeline and

strategy.

[MKT] Conversion strategy TMP/TLP efficiency rates Has not been used in Q3 recruitment peak.

[COMM] Referral Strategies # applicants referred Has not been used in Q3 recruitment peak.

Implementation CommentsCreation

TM: Recruitment

Area of Responsibility

(Project)

KPIActivities

NEC (National Education Cycle) coordination % delegates positive evaluations

NEC strategy is clear and the tracking tool is

already working, but it has been recently

implemented and we can't still measure its

efficiency. MC participation has been really

weak.

[MCP] Management Tracking Tools development

#tools effectively implemented

Besides of NEC Tool, we developed a tool for

Team Minimums tracking, but it will only be

downscaled to the network in the October

Conference (Sprint)

[MKT] TM Products rebranding TM products refreshed"Líder Global" is the national brand for

TMP/TLP positioning

[COMM] PODIO management Podio culture implementationAlmost every functional area is using Podio as

IM/KM Platform.

[COMM] GIS Implementation % of membership trained and using GISGIS Implementation has been 100%

responsibility of COMM in this first quarter

Implementation CommentsCreation

TM: Process Standardization

Area of Responsibility

(Project)

KPIActivities

SWOT  ANALYSIS STRENGHTS WEAKNESSES

 Ø  Clear  processes  with  the  new  costumer  

flows  Ø  TM  FOBO  role  understanding  Ø  NST  Empowerment  Ø  LCPs  openness  to  discuss  OD  stuff  

 Ø  Relevance  of  TM  inside  the  LCs  (only  for  

LCMs  and  recruitment)  Ø  LCPs  understanding  about  TM  Ø  Synergy  with  the  MCP  for  OD  strategies  

is  not  clear  

OPPORTUNITIES THREATS  Ø  No  direct  external  competency  Ø  Poten<al  educa<on  alliances  

 Ø     Interest  of  Panamanians  on  

volunteerism    

TM&OD

START – STOP – CONTINUE

START  

Ø  Fully  implement  S&S  for  TMP  &  TLP  (Team  Minimums,  Educa<on)  

Ø  Coordinate  coaching  strategy  implementa<on  Ø  Establish  expansion  plan  for  2015  Ø  Having  more  accurate  data  about  our  membership  (BI)  Ø  Beaer  synergy  with  COMM  in  terms  of  Implementa<on  

channels  Ø  Se|ng  clear  produc<vity  goals  

STOP  Ø  Not  focusing  on  suppor<ng  Expansion  en<<es  Ø  Working  only  with  TM  processes  (weak  synergies)  Ø  Approaching  LCPs  only  when  it’s  legisla<on  <me  

CONTINUE  Ø  Open  communica<on  with  LCVPs  and  LCPs  Ø  Good  synergy  with  NSTs  Ø  Clear  processes  and  focus  for  TM  

TM&OD

ENTITIES DEVELOPMENT – GROWTH MODEL

TM&OD

MKT - CRM Database; Product packaging & innovation + Universities relations

management

MKT - CRM Database; Product packaging & innovation + Universities relations

management2 biggest LCs having oGCDP as Jump In

program; Specialized Units implementation (Universidad de Panamá)

oGCDP

iGIPDirect coaching with MCVP iGIP

Focus program to the 3 LCsCRM Database

TM: SDP ImplementationMKT: Market Segmentation

CR: National account sales and deliveryTM: SDP Implementation

MKT: Market SegmentationBD: PR for RSC

National projects standardization, timeline alignment, off-peak cooperations with

specific CY; CRM DatabaseiGCDP

Support Strategy

Coaching Model

oGIPMCVP with specific support strategies

focused in LC UTP

Development Operations Strategy

ENTITIES DEVELOPMENT – GROWTH MODEL

TM&OD

Q3 2013 Q3 2014 Q3 2013 Q3 2014 Q3 2013 Q3 2014 Q3 2013 Q3 2014 Q3 2013 Q3 2014 Q3 2013 Q3 2014 Focus Jump In

0 0 0 0 0 0 0 0 0 0 0 0 iGCDP oGCDP30 12 10 6 0 6 0 0 4 6 0 0 iGIP iGCDP21 18 6 4 3 1 3 0 14 13 0 0 iGIP oGCDP52 37 12 11 0 2 0 0 9 5 0 0 iGIP oGCDP0 0 0 0 0 0 0 0 0 0 0 0 oGCDP iGCDP

112 134 50 35 3 9 3 1 27 29 0 4 iGIP -215 201 78 56 6 18 6 1 54 53 0 4

The  MC  is  the  only  enti ty  growing.

Overall  growth:  100%

Problems  detected:Bad  platform  management  (MyAIESEC)Recruitment  goals  were  not  ful fi l led

Retention  rates  are  decreas ingNot  clear  LC  StructureNo  MM  Structure

Latina,  UTP  and  the  MC  are  growing,  whi le  USMA  is  decreas ing.Overall  growth:  200%

Al l  enti ties  decreas ing  or  mantaining  0  performance.

Overall  growth:                -­‐500%

USMA  and  UTP  are  decreas ing,  whi le  

Latina  and  the  MC  is  growing  by  2  experiences .

Overall  growth:              -­‐1,85%

AZUEROLATINAUSMAUTP

VERAGUASNATIONAL

ENTITYTMP TLP iGCDP oGCDP FOCUS PROGRAMiGIP oGIP

ENTITIES PRODUCTIVITY TM&OD

PERF Q3 2013

PROD. Q3 2013

PERF Q3 2014

PROD. Q3 2014

0 - 0 - 4 0,13 12 1,00 20 0,95 14 0,78 9 0,17 7 0,19 0 - 0 - 33 0,29 43 0,32 NATIONAL

OVERALL PERFORMANCE & PRODUCTIVITY

AZUEROLATINAUSMAUTP

VERAGUAS

TALENT  ANALYSIS  BY  ENTITY TM&OD

MIEMBROS AGOSTO

RECRUITMENT GOAL

NEWBIES RECRUITED

RECRUITMENT EFFICIENCY

CURRENT NEWBIES

RETENTION RATE Q3

TOTAL MEMBERS

6 0 0 NA 0 NA 616 10 15 150% 6 40% 2226 29 8 28% 8 100% 3434 21 22 105% 20 91% 5411 6 10 167% 10 100% 2193 66 55 83% 44 80% 137

LATINAAZUERO

TOTALVERAGUAS

UTPUSMA

TALENT  ANALYSIS  BY  ENTITY TM&OD

Q3 MEMBERS

Q3 EB MEMBERS

# NSTS# LCPS

APPLICANTS 1ST ROUND

# LCPS APPLICANTS 2ND ROUND

# LCPS APPLICANTS 3RD ROUND

6 4 0 0 0 ?16 6 4 0 2 NA26 5 3 1 NA NA34 7 11 1 NA NA11 4 0 0 1 NA93 26 18 2 3 0TOTAL

AZUEROLATINAUSMAUTP

VERAGUAS

ADDITIONAL  FUNCTIONAL  ACHIEVEMENTS I.  Na<onal  compendium  revision  and  update  II.  En<<es  status  revision  by  NatCO  2014  III.  NatCo  2014  Legisla<on  and  fair  coordina<on  IV.  Empowered  NSTs  working  with  TM  network  :)  V.  LCPs  elec<ons  process  coordina<on  and  applica<ons  report  VI.  Strategic  Visit  and  SI  delivered  to  AIESEC  in  Veraguas  VII.  Chief  delegate  of  AIESEC  in  Panama  in  IGN  Summit  2014  (20  

delegates)  VIII.  LEAD  cycle  for  GCDP  trainees  developed  IX.  Invited  to  represent  Panama  in  the  Global  Business  Model  Summit  

(AI,  Roaerdam,  October)  X.  Chair  of  the  Global  Expansions  Commiaee  2014-­‐15  

TM&OD

MKT  

PLANNED VS. EXECUTED MKT

SWOT  ANALYSIS STRENGHTS WEAKNESSES

Ø  Working  with  stablished  process    Ø  Standardized  image    Ø  Marke<ng  is  working  :D    Ø  Long  term  thinking.    Ø  Beaher  segmenta<on.    Ø  100%  aligned  programs    

 Ø  A  few  capacitated  members.  Ø  Bad  image  of  AIESEC.        

OPPORTUNITIES THREATS  Ø  Start  doing  real  digital  marke<ng.    Ø  Start  doing  marke<ng  for  ICX  

(Panama  is  the  way)    

 Ø  Irrelevance  in  market    

MKT

START – STOP – CONTINUE

START  

Ø  Crea<ng  specific  campaign  per  communica<on  channel  Ø  Ensurance  the  conversion  rate  in  each  process    Ø  Working  harder  in  media  apariences    Ø  Doing  marke<ng  level  3  :)  (Content  Marke<ng,  SEO,  SEM,  

Blog,  Guerrilla  Marke<ng)    Ø  Improving  PR  and  media  apariences    

STOP   ___  

CONTINUE  

Clarifying  all  the  process,  capacita<ng  all  the  membership  to  have  beaer  pipeline    Standardized  image    Branding  posi<oning    Marke<ng  Summits  +  OGX    

MKT

SOCIAL MEDIA ANALYSIS MKT

MEDIA APPEARANCES

MKT

Ø 1  event  -­‐  EF.      Ø 1  radio  appearance  -­‐  VIP  Negocios.  Líder  Global  promo<on    

CONVERSION

FLA  

EXECUTED PLAN FLA

Ejecución  de  Plan  de  Finanzas   No  Ejecutado   En  Proceso   Cumplido  

Apartamentos  Pagos   X  

Reportes  DGI   X  

Proceso  Pagos  Dell   X  

Cambio  Modelo  Financiero   X  

Plan  Financiero  Nacional   X  

Plan  Educa<vo  Financiero   X  

SWOT  ANALYSIS STRENGHTS WEAKNESSES

 Ø  Finnancial  Knowledge    Ø  Finnancial  Procedures  Ø  Big  Cashflow    

 Ø  Lack  of  Knowledge  to  make  right  

Investments  Ø  Lack  of  financial  knowledge  Ø  Not  deliver  the  reports  on  <me        

OPPORTUNITIES THREATS  Ø  Build  a  strong  financial  funds  Ø  Start  make  a  Smart  investments    

 Ø  Losing  our  membership  Criteria  Ø  Losing  our    Tax  exonera<on    

FLA

START – STOP – CONTINUE

START  

Ø  Start  a  educa<onal  cycle  of  Finance.  Ø  Training  the  finances  member  how  to  make  the  reports.  Ø  Finish  the  apartment  strategies.  Ø  Start  pu|ng  deadlines  to  all  the  reports  that  en<<es  need  to  

send  to  AI  and  Panamanian  Government.  Ø  Build  a  beaer  rela<onship  with  the  Finance  VPs.  

STOP  Ø  Con<nue  the  tracking  of  the  en<<es  cashflow.  Ø  Con<nue  tracking  Dell  Payment.  Ø  Con<nue  change  the  financial  model.    

CONTINUE  Ø  Stop  being  condescending  with  the  en<<es  to  send  their  

reports.  Ø  Stop  the  lateness  to  send  the  MC  invoice  to  the  LCs.  

FLA

FLB FINANCIAL STATUS REPORT FLA

To be implemented as soon as possible

BD  

PARTNERSHIPS REPORT Ø  EF - contacto con universidades para

volanteo, participación en Expo Idiomas

Ø  PANAMCHAM - participación en sub comité de CSR, sub comité de medio ambiente, aporte de ideas para foro y participación en Recognition and Networking Event

Ø  Ciudad del Saber - participación en get together del edificio de Centro de Innovación, coordinación para auditorio de Y2B, coordinación para publicidad de Y2B

BD

NUEVOS ACERCAMIENTOS Ø  SUMARSE  -­‐  alianza  estratégica  para  crecimiento    

Ø  CLEIN  PANAMÁ  2014  -­‐  publicidad  de  AIESEC  y  espacio  para  taller  y  foro  en  el  evento  

 Ø  The  Corporate  Diplomacy  -­‐  Muy  interesados  en  

par<cipar  con  AIESEC,  ha  espera  de  firmar  GIP  y  Y2B,  buen  candidato  para  productos  de  non-­‐exchange  

BD

RELACIONES CON EL GOBIERNO Ø  IFARHU  -­‐  presentación  de  oportunidad  para  

contribucón  a  EPs  y  oportunidad  de  préstamos  (estamos  en  proceso  y  en  contacto)  

Ø  INADEH  -­‐  Interés  para  que  los  estudiantes  se  integren  de  alguna  forma  a  AIESEC,  crear  talleres  y  foros  mensuales  en  conjunto  y  traer  TED  conference  a  Panamá  

BD

Ø  ATP  -­‐  acercamiento  para  presentación  de  ciclo  de  conferencias  nacionales  e  internacionales,  además  de  proyectos  de  intercambio  

 Ø  Además:  recibiremos  invitación  para  par<cipar  en  el  

debate  sobre  el  ante  proyecto  Ley  de  clases  de  liderazgo  en  escuelas  y  de  juventud  

 

BD RELACIONES CON EL GOBIERNO

¿QUÉ SIGUE? Ø  Criminalidad de ventas, ventas y más ventas,

necesitamos platita y pa´esa vamos!!! Meta: 10 nuevas empresas $: 7mil

Ø  Copa?? sí!!, viajes con buen descuento es lo que queremos!! Meta: negociar 15% de descuento como mínimo

Ø  Embajadas - ya estamos tocando puertas, con fin de crear lazos cooperativos preferiblemente sin incluyen este signo: $$$, además de buena información y apoyo para OGX

BD

SWOT  ANALYSIS

STRENGHTS WEAKNESSES  Ø  Conocimiento    

 Ø  Hace  falta  material  para  presentar  

non-­‐exchange    

OPPORTUNITIES THREATS

Ø  Importantes  alianzas  por  las  cuales  llegamos  a  un  mayor  mercado  

 Ø  Tiempo  de  cierre  de  presupuesto  

en  las  empresas  

BD

COMM  

PLANNED VS. EXECUTED COMM

PROJECT   ACTIVITIES   NOT  YET  DONE  

IN  PROGRESS   DONE  

Standardiza<on  of  Internal  Channels  

Analysis  and  Selec<on  of  Internal  channels   X  

Educa<on  of  Channels  func<ons   X  

[TM&OD]  Podio  Training  &  Management   X  

Internal  Communica<on  Policy  and  Procedures  (ICPP)   X  

Follow  up  the  accomplishment  of  ICPP   X  

Dissemina<on  of  informa<on  

Survey:  Consumer  &  communica<on  media  preferences   X  

Weekly  News   X  

[TM]  Informa<on  Center   X  

PLANNED VS. EXECUTED COMM

PROJECT   ACTIVITIES   NOT  YET  DONE   IN  PROGRESS   DONE  

Organiza<onal  culture  /    Iden<ty  

[TM&OD]  Engagement  Survey   x  

[TM&OD]  Evalua<on  of  MC  performance  /  

Image  Survey  x  

TM&OD]  Engagement  &  Organiza<onal  Culture  

Campaings  x  

Internal  Campaigns  

IXP  -­‐  Full  XP   x  

IXP  -­‐  Reintegra<on   x  

IXP  -­‐  Micro  XP   x  

PLANNED VS. EXECUTED COMM

PROJECT ACTIVITIES NOT  YET  DONE IN  PROGRESS DONE

GIS  Implamenta<on  

Selec<on  of  ambassadors  team   x  

Test  and  feedback   x  

Na<onal  Pre-­‐Launch  (NatCo)   x  

[MCVPs]  Na<onal  Implamenta<on   x  

[MCVPs]  GIS  trainings  planning   x  

New  EBs  training   x  

22.80%

FROM  +400    TO  177  MEMBERS  

CLEANING  

THE  GROUP

COMM

ADDITIONALLY Ø  DISSEMINATION  OF  INFORMATION:  IC  coverage:  4  videos    haps://www.youtube.com/watch?v=NJEyoPpVKJ4  haps://www.youtube.com/watch?v=qgH9RQCdhjE  haps://www.youtube.com/watch?v=OldLliif0fo  haps://www.youtube.com/watch?v=EVshOcjpAkQ  

Ø  CONFERENCES:    Concept  and  communica<on  support  

COMM

ADDITIONALLY Ø  TEAM  MANAGEMENT:  a) Ambassadors (weekly meeting. After NatCo and IC our weekly meeting were discontinued ) b) TEAM COMM (weekly meeting: Monday 7 pm)            Ø  PARTICIPATION  IN  LC  ACTIVITIES:  CHAIR  SI  USMA  (July  5th)    /      CHAIR  SI  UTP  (Sept  27th)  

COMM

SWOT  ANALYSIS STRENGHTS WEAKNESSES

 Ø  Members‘  awareness  of  

communica<on  relevance.  Ø  NST  good  a|tude  to  learn  and  work.  

 Ø  No  email  culture  Ø  Unclear  use  of  different  channels  Ø  Low  par<cipa<on  in  social  media  

OPPORTUNITIES THREATS

Ø  Free  pla�orms  to  manage  informa<on  Ø  New  communica<on  tools  on  GIS  Ø  A  new  culture  from  zero    

Ø  GIS  implementa<on  failures  

COMM

START – STOP – CONTINUE

START  

Ø  Emailing  culture  Ø  Educa<on  of  internal  channels  func<ons  Ø  Share  of  LC  news  Ø  Download  informa<on  from  AI    Ø  MC  facebook  fan  page  strategy  Ø  Showcasing  the  work  of  NSTs  and  Ambassadors  

STOP   Ø  Designing  Ø  Assuming  OCVP  COMM  responsibili<es  

CONTINUE  

Ø  Weekly  News  Ø  Exploring  GIS  to  discover  new  COMM  opportuni<es  Ø  NST  management  Ø  Ambassadors  management  Ø  Content  genera<on  

COMM

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