gv 2013 event report

GV 2013 Event Report

Global Village OC Summary

GV EBC : Nakshita Arora

OC President : Lomarshini Anand

OCVP Logistics : Avinash Rao

OCVP Delegate Servicing : Suvanya Suhag

OCVP Finance : Rutwij Nakhwa

OCVP Marketing : Ashna Ranjan

o Ravi Teja

o Ishani Singal

o Anand Vamsi

OCVP Business Development : Prateek Biswas

o Kritika Panjiar

o Shivam Bhutani

o Anirudh Mittal

Event Details: Day Wise

Day 1:

Venue: MIC

Date: 13th August

Time: 5PM to 9PM

Event Summary and Inferences:

First event of Global Village 2013.

Logistics Plan was mapped out, but due to space constraints, placement of client stalls was not

ideal, but best in the given scenario.

Entry Registrations totaled : 200+

Stalls included 5 Client Stalls, 8 Intern Stalls, 1 Finance/Coupon Stall, 1 Coke Stall, 2 Stalls for

OGX and TMP/TLP

Delegate Servicing Agenda was in place and planned to maximize Delegate-LC interaction as well

as Delegate-Intern interaction time.

Agenda started with Jives, Seminars, and Presentations in the entry hall after which attendees

went to interact with the interns, as well as to engage in the client stalls.

On spot marketing involved banners, posters, Stall Decoration to convey the feeling of a

carnival.

Finances for all stalls were being managed with the use of coupons, leading to a slightly hectic

situation.

Client Relations was enabled for the major as well as food/beverage clients to provide them

maximum ease in operation as well zero problems.

Day 2:

Venue: New DOC

Date: 14th of August

Time: 5PM to 8PM


Second event of Global Village 2013 : Inferences from Day 1 + Suggestions from Current EB were

used to prevent the hiccups/problems faced in Operations on Day 1

Despite the cramped space, Logistics plan was well designed to accommodate 200+ people as

well enable the crowd flow in an organized fashion by including a separate Entry and Exit Point,

better Client Stall placement and a separate section itself for OGX and TMP/TLP stalls.

Entry Registrations Totaled: 150+

Stalls included 2 Individual Client Stalls, 8 Intern Stalls, 1 Finance + Client/Coke Stall, 2 Stalls for

OGX and TMP/TLP.

Finances were not handled with Coupons this time since clients negotiating a percentage wise

profit for the LC did not put up a stall on that particular day.

Agenda involved a lower amount of time for Jives, presentations to engage the lower expected

turnout to the maximum and not drag on the event.

Sound Systems was paid for by the OC itself, and due to the lack of a screen, videos were

presented on a wall in the staircase foyer hall, which was not to the best quality because of the

unavoidable sunlight filtering from the top.

Client Relations were maximized so as to increase sale/crowd engagement with the use of

better placement.

As expected, Lower Turnout recorded, yet, a relatively smoother operation than Day 1.

Day 3:

Venue: KMC Food Court Level 3

Date: 15th of August

Time: 4PM to 9PM


Last and the most successful GV Day.

Inferences from the last 2 GVs were utilized to minimize the given hiccups from the previous 2

days, yet, considering a large expected turnout, focus was on crowd handling and management.

Relatively the most ideal location for GV as seen, apart from a few irregularities including no

separate entry/exit point.

Entry Registrations Totaled : 600+

Logistics Plan mapped out in advance to accommodate for the large crowd as well as to increase

the client/intern presence which was still not as good as required in the previous days.

Delegate Servicing Agenda was focused on increasing EP Exchange Time as well as AIESEC Jives,

which though perceived with hesitation from the incoming crowd at first, proved to a major

crowd puller in the latter half of the agenda.

Finances were again handled only by cash and not coupons; sale was fantastically shooting at

the Finance/Coke Stall, leading to a greater Demand compared to Supply situation, which was

being handled round the clock by the OC/LC.

Stalls included 2 Individual Client Stalls, 10 Intern Stalls, 1 Finance/Coke Stall, 2 Stalls for OGX

and TMP/TLP.

Compared to earlier, entry registration desks were increased as planned, yet still unable to

handle the incoming load, hence with collaboration from OGX/TMP/TLP stall members, more

registration desks were added and manned at all times by the LC.

Crowd Flow was managed despite the single entry/exit point.

Marketing for this day was arranged to be much louder and more apparent with posters,

distribution of pamphlets at hostels of Target Audience as well as much more grand stall

decoration.

Day 4:

Venue: St. Agnes Hall, Mangalore

Date: 17th August

Time: 5PM to 8PM


Fourth Day of GV 2013 and first ever GV conducted at Mangalore.

Logistics and Marketing for the event were synergized by the collaboration of the OCs of

Manipal and Mangalore by the respective VPs.

Logistics of Stall Placement was conducted more smoothly due to the lower number of Intern

Stalls as well as lower expected turnout, following which AIESEC- Attendee Engagement was

relatively lower compared to the Student Stall-Attendee Engagement.

Despite the lower turnout, agenda was modified to design GV as more of an AIESEC learning

experience for Mangalore Attendees compared to an intern-interaction experience that was the

focus point for Manipal GV essentially.

Despite partnering with unconventional clients, Finances were handled and settled at the end of

the day professionally and with ease.

Registration Desks as well as the Feedback desks were managed by the Mangalore OC as well as

LC.

Marketing for the event despite being lower and plagued by problems such as a relatively

remote location used the best of the situation.

Analysis of GV (Portfolio wise)

Logistics:

What was done:

Switching half way during the event planning stage from a single day event in Manipal to a

3-part event.

Brainstorming over possible locations, selection of venue candidates.

Selection of MIC, DOC, and KMC FC as the best locations to target the maximum possible

student body of Manipal University. Division of the separate colleges for different college

target audiences

o MIC for MIC and MIT students

o DOC for DOC, MIM, MIJM students

o KMC for All Medical Colleges

Permissions received and pre-event mapping.

List of necessary items including multi-plugs, projectors, screens etc. arranged for.

Stall arrangement to maximize client-student interaction as well as client/intern relations.

What went wrong, How to avoid:

Permissions for venues not received in time: Needs to done much beforehand and not in

the last minute, proposals and concept notes for the event need to be in hand at all times

Mapping of venues for stall placement not designed in consideration with crowd

engagement : A mock GV must be designed much earlier, also to accommodate for factors

such as no screens/sunlight in direct view of the screen

Selection of venues with a better entry-exit point system needs to be in place as well as

simultaneous presentation time-stall time system so that both sections are in sync (better

emphasis on Crowd Flow)

Delegate Servicing:

What was done:

Agenda designed for each and every event day specifically, keeping in mind time

constraints, target audience knowledge of AIESEC, lowering intern enthusiasm over

successive days.

Contact with interns over the vacations, convincing them for their whole-hearted

participation for Global Village.

Addressing intern difficulties, preparing interns pre-event as well as designating specific

time slots for them.

Constantly updating the agenda for the next so as to not over-exert the interns as well

provide a lasting effect.

In terms of Attendee Delegates, crowd flow system was managed by using ushers in

terms of manpower from the OC and LC volunteers.

Video designing for presentations kept up-to-date.


Over a 4 Day GV, Interns were far too exhausted and did not participate/lack of

enthusiasm on the last day of the event: Instead of 3 part event system, use a single

pre-event to boost the Main Event at a later day.

Pre-event Intern Frustrations over stay as well as treatment threatening to undermine

the GV event: Need to be solved much before the event and not in the last minute,

keep intern tourism commitments in mind.

OC/LC attendees must always be present at the stalls to oversee the interactions as well

as provide the interns with all their event requirements so as to enhance our ICX Global

image.

Focus over the course of the event was not on intern-interaction but on showcasing

AIESEC: Both must be balanced out in their respective agendas.

Finance:

What was done:

Preparing budgets for both Manipal and Mangalore, keeping in mind logistics and

marketing expenses, including OC expenditure.

Modifying budgets weekly to suit current budget requirements as well as Business

Development progress.

Cutting down expenditure on extravagant marketing and focusing on meeting logistics

requirements first.

Designing ways of making money during the event, either through percentage wise cuts

for AIESEC from food stalls, or selling of Coke/GV Merchandise including Masks/Tshirts.

Keeping track of all OC expenditure pre and during the event, maintaining spreadsheets

to track the process and make the reimbursement procedure much more streamlined.

Coupon system used for separate stalls when required; Shifted to stalls handling their

own finances when observed that it was far easier plus it boosted sales.


Allocated Budgets were far too extravagant in the starting, and expectation to meet

them shifted BD focus from Manipal Local clients to National Scale clients that took too

long : Best Case, Worst Case Scenario must always be kept and adhered to.

Due to lack of receipts as well as during-event chaotic finance situation, tracking of

money took much longer and had to be based on memory: In crowded situations,

person handling finances and person tracking the finances must always be different.

Coupons need to be designed separately for separate clients, instead of common

coupons, must always be stamped to avoid forgery.

Transferring of funds to outstation clients not done in time, a separate bank account for

the event must be kept to handle such transactions; money from BD must be

transferred ASAP from the LC account so as to avoid loaning/spending OC money when

budget requirements are too large to be met by the OC themselves.

Allocation of money and division regarding Manipal and Mangalore must be overseen in

advance and not in the last minute.

Marketing

What was done:

Initial planning of Marketing was grand, ranging from teaser videos being distributed

across the internet as well as display Zorbs.

Final Marketing was cut down to meet budget constraints, online publicity restricted to

the Facebook page and a single video distributed and shared among the AIESEC

Network as well as MIT Facebook pages.

On site marketing was restricted to using the Globe Man Campaign, Loud Marketing at

KC and MIT FC as well as KMC FC, Banners put up at strategic locations in Manipal

including venues and eating joints, posters throughout Manipal, and most noteworthy,

the Dollops Wall that garnered a considerable amount of attention.

Event Marketing included classroom presentations, sign boards along the venue to the

designated halls as well stall and hall decoration with flags, streamers, a model globe,

distribution of fliers at hostels, AIESEC pamphlets post event.


Online presence pre-GV was minimal. The teaser videos were too late, viral publicity as

expected was never achieved and ended up being circulated over the same networks.

Publicity was too careful with a fear of Bad Branding, and ended up being ineffective:

GV Plans must be in place much before the event to finalize and execute Marketing

Plans.

During and Post GV Internet presence again was negligible, despite collaborations with

Media Houses in Manipal : OC needs to be in sync with the Marketing Department of

the LC at all times regarding how it can help and promote the event.

Fliers were ineffective and treated with disinterest by recipients: Need to use more

effective methods such as Loud Marketing.

Essence/Agenda of GV was never conveyed through the marketing means, due to which

people ended up neglecting the event until they caught notice of it while the event was

happening: Banners need to be more communicative.

The first event catering to MIT students ended up being too close to the joining date of

more than 70% of MIT Student Population and subsequently got sidelined as a visit

priority : Need to restructure Dates for the Event in a better fashion.

Business Development:

What was done:

After designation of a rough budget, personal contacts of the OC were sorted to

facilitate contact with major corporations. Company profiling for said major companies

was done and strategy designed to initiate the BD process.

With exceeding time lag and a relatively light USP, process was abandoned with

emphasis placed on approaching local clients for food/beverage stalls, as well as

sponsorship.

Partnerships made with Pizza Hut Delivery, Subway, and Pisces Lounge as food clients

with select packages offered to them. Other partners include Fly Mobiles and Sunshine

Travels. MoUs were signed and designated funds were collected by cash/cheque.

Client Relations during the event were handled in terms of handling their finances when

necessary as well as providing strategic stall points.

Professional Media Partnership was initiated in the form of a contract between AIESEC

and Dark Room Films for Video graphing/Professional Photography of the event.

What went wrong/How to avoid:

Initial approach of National Level Companies was abandoned and a lot of time wasted

on pursuing them: Need to avoid approaching such companies when work is anyway

slower because of a virtual cycle.

Division of clients and points for approach, pitching and offers not made until the last

minute. Needs to be categorized well in advance and approached accordingly.

Handling of Local Media Partners needs to be undertaken to BD instead of Marketing so

that they can be treated and subsequently worked with as clients.

Division of funds received not made clear for Manipal and Mangalore, and hence Roles

and Responsibilities need to be outlined much in advance for a better collaboration. BD

Training required for entire OC, especially a new one such as Mangalore, where clients

are relatively at a larger scale.

Tracking of companies approached and receiving of funds in cheques instead of Cash

needs to be done in a more organized manner, especially on a virtual cycle.

gv 2013 event report

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