Cooperation

2 weeks before promo

Promo OGX + COMM/OCP PROMO COMM/OCP

1st week – 6th week

Selection OGX

2nd week – 7th week

Matching OGX

3d week –8th week

OPS & Realization GCDP

4th week –end of realization period

Alexandru Daniel Popa

Application for MCVP GCDPo in AIESEC Romania

Specific Questions

1. Present your strategy on how to decrease the delivery time and how to increase the

realization rate on Outgoing GCDP in AIESEC Romania for the following term?

In order to decrease the delivery time we can make a national contract for EPs that will be available

for 1 months and a half and if the EPs will not match in this period they can pay another tax. In the same

time we can have different types of contracts, for examples: if we put in April an EP on the platform and

the matching peak is in Mai-June the contract can be available for 2 months and a half; but if you raised

an EP on May the contract can be 1 month and a half.

In order to increase the realization rate we can make an assessment and see in what countries the

Romanian students want to go for an internship and after that we can make partnerships with specific

countries. In this way we will promote their national projects to our students, meaning the EPs will have

a spot secure, whichcan also help in decreasing the delivery time. We can also segment our market and

to customize a product for that market; for ex: Global Citizen – Health can by promoted to the students

form medical faculties.

We can put accent on the education of our EPs, for examples we can deliver local TTTs, or to involve

our EPs in PBOX-es as OC Helper, experience that will contribute to the quality of the EP and in this way,

we will manage to increase our realization rate.

With Process Optimization we can increase the realization rate and also the delivery time.

2. What should be the evolution of Outgoing GCDP? What are the concrete steps you are

going to take in order to reach the performance stated?

In order to have a positive evolution of Outgoing GCDP, we should create a powerful brand; we

need to become “a need” for the students who want to take an internship or who want to travel and to

meet new people. We started to work at this Brand and we also separated in more products and now

we have: Global Citizen(Health, Cultural, Human rights, NGO development, Environment). What we

need to do now is to make it stronger and better. We should start focusing on delivering experiences

based on the needs and the country preferences of the students.More than this, if we focus on

legalizing the exchange with the support of the Universities, our GCDP will become more relevant for

our students. In the same time we should have ongoing recruitments and different types of targeted

campaigns in order to reach more our students’ market.

For example: we can have a targeted campaign in April-May for the students from the Environment

Faculty in order to send them to make an international internship that can be equivalent as practice for

faculty, and another targeted campaign in August-September for the students who finished their

studies, and also for the students who come from Faculties that have human profile.

We should all the time take into consideration thequality in what we do and deliver what we

promise, for our students and also for our EP Takers, by educating our EPs in order to become more

qualitative EPs which will create a powerful brand in the international network.

3. How will you manage the marketing strategy of AIESEC Romania on Outgoing GCDP taking

into consideration the national recruitments?

First of all, we must start with an Assessment on our students with what are their needs and there

countries priority, for this assessment each VP can work with the VP Communication and to have a Task

Force Manager who can be responsible. The period can be in February-March.

In the same time I want to have a functional meeting on each Quarter with my LCVPs in order to

discuss the things that need to happen in the next period. In my opinion one meeting can be in March

2012 in order to discuss and analyze with them the assessment and to discuss new initiative that we can

develop in Q2 except the Global Citizen Sumer that will be in Q2 in order to have EP realized in summer

period.

Another meeting will be in NC, where after the MC+LCPs planning days, where we will present the

strategy for the term.

In August we will have a functional meeting, maybe with the Communication area and with NST

members from Comm and GCDPo where we will make the promotion campaign and the package

recruitment for the Global Citizen Winter and Spring.

2010-2011:

2011-2012:

My NST members will be projects managers and they will work closely with the VPs in order to

implement the strategy and to implement the initiatives.

I will have regular meetings, from 2 to 2 weeks, with my VPs in order to know their problems and to

know how I can support them.

I will work closely with the MCVP Communication in order to create good and relevant campaigns

for our projects, but also with MCVP TM for the selection and education processes, and MCVP GIP O, to

make sure the recruitment campaigns are not overlapping.

4. Analyze the performance on Outgoing GCDP in the last 3 years in AIESEC Romania. How

will you ensure a constant growth in quality and quantity GCDP on the following term?

MC Term Q3 Q4 Q1 Q2 Total

2010-2011 51 19 15 38 123

2011-2012 95 19 23 21 158

2012-2013 99 35 0 0 134

During 2010-2011 term, AIESEC Romania was focusing on deliver X+L in order to

deliver and to achieve the 2010 vision. We registered a 141% growth on GCDPo

compared with the previous term(2009-2010) and also we had a 183% growth in Q3 and 171% growth in

Q2.

In Autumn 2010 and in Spring 2011 we made package recruitments onX+L and this is the main

reason why we registered this big growth of 171% growth in Q2

In this term we registered an 28% overall growth on GCDPo. In Q3 we manage to

have an 86% growth, but in Q4 because of the change of the online platform we

020406080

100120140160

123

158

134

GCDPo

0

20

40

60

80

100

Q3 Q4 Q1 Q2

51

19 15

38

95

19 23 21

99

35

0 0

2010-2011

2011-2012

2012-2013

2012-2013:

didn’t manage to have a growth and we managed to make only 19 GCDP experiences like the privies

term.

Another thing is that during this term we changed the terms, which created confusion among

the current and elected LCVPs. This influenced the realizations from Q2.

Until now, if we compare Q3 & Q4 with the previous term, we can see that we

have 4% growth on Q3 and 84% growth on Q4. Although we have a growth until

now, we still have a big GAP, because we didn’t accomplish our plan on Q3. That means we need to

realize 208 GCDP O in Q1 and Q2, more than what we realized in Q3 and Q4 (135 GCDPo experience

realized). We manage to Brand our GCDP program and to make sub-products in order to achieve our

GAP and to have a continuity of this brand on the next term.

In order to ensure a constant growth in quality and quantity GCDP on the following term, we

haveto understand that AIESEC Romania is dependent by the Summer peak. That means that we have to

deliver more than half of our objectives in Q3, in order to do this, we shouldrealize Recruitments in

March-April (with realization in June-July), in April-May(with realization in July-August) and in June( with

realization in August-September). Also in March we can pilot high-school recruitment among the gROw

participants that are in the last year and to educate them until the middle of May and after they will

succeed to pass the exams in July, they can be raised and realized in August-September.

In the same time we should develop more our sub-peak and winter peak by doing projects or

targeted recruitments in October-November (with realization in December-January) and in December-

January-February (with realization in February-March-April).

By having national or regional ICPS we can increase the quality of our EPs and also we can

deliver TTT for our EPs with the help of the LTTs in order to become more prepared.

We can increase also our quality and quantity if we will learn to deliver on international

partnerships, because we can focus more on recruiting, selection and education if we know that we

have the TNs where we need to deliver.

If we collaborate closer with the Communication and Talent Management we can have

qualitative and relevant recruitments and selection process in order to increase our number and quality

for the EPs.

Until the end of the term we should create an exchange culture in AIESEC Romania and allocate

our resources in realizing more exchange experiences in order to create a mindset that can bring

constant growth also for the next term.

5. Present the main bottlenecks that kept AIESEC Romania from achieving the objectives

planned on Outgoing GCDP. What will be the key strategies for each of them, that you

are going to implement in order to achieve the objectives planned?

Main Bottlenecks Key strategies

We don’t have a partnership culture-we don’t deliver on them

- Assessment in Q1 in order to know in what countries students what to go for an internships

- Internal assessment with 1 month before international conference(EroXpro, IC, EuroCo) in order to know members’ preferences

- Doing proper selling and deliver on what we promised

- Create a forum where to have all our VPs and all our partnership countries with their VPs in order to maintain the connection and in order that each MCVP to have tracking on what’s happening

The LCs don’t have focus on matching because of lack of people

- NST members that are responsible for 2-3 LCs and help the VPs and members to match their EPs

- Allocate others members from other areas - Double allocation in order to have members on

exchange areas

We don’t really cover the winter peak - Targeted projects or recruitment for December – January realizations

- 1+1 campaign – where two people can go in same place for an internship and they pay only 1 tax

On spring recruitments, exchange people don’t have support of the entire LC

- Involve the international on recruitments that are in that period in the LC

- CEED-ership and SOL opportunities - EB Task Force

Implementing ongoing recruitments and Global Citizen

- Explain the relevance of thisinitiatives - Supporting the LCs with coaching and feedback

and preparation in order to implement the initiatives

Doesn’t exist a qualitative working mode between Comm+TM+OGX (GCDP&GIP o)

- Encourages from national level and implement initiatives where all of this VPs can work together

- Workshops and webinars on how can these areas can support each other

- Functional Meetings in August with all the members of this areas