The document outlines the history of an organization, including highlights of past years, changes to performance, structure, and goals over time. It discusses both strengths and weaknesses identified in past self-assessments. The organization has experienced shifts in focus and priorities to better align with its broader mission and address recurring challenges around retention, communication, and branding.

1. Our history
• Highlights
• Performance
• Organizational development
• Functional progress
• AIESEC 2015 and business models
• Next steps

2. Highlights
Improvements in performance New years, new plans
AIESEC 2015 will mean more
New Org. Structure
in 2012-2013
6/6/2012 AIESEC CBS 2011-2012 2

3. Achievements
We have always been important to AIESEC
Denmark, being a well-performing LC
Winning LC of the Year And other awards along the way
2009 • Talent Development awards
• Sales & Delivery Awards
• Killerweeks winners
• OGX competition winners
• Members winning awards
But we haven’t had an MC member
for many years
• But we have been very active in the
national support team
• One AIESEC CBS’er (Nora AK) went
to the MC in Southern Cone
• And another VP worked for AIESEC
Italy
6/6/2012 AIESEC CBS 2011-2012 3

4. Achievements
OGX has seen drastic improvements over the past 3-4
years, while ICX still looks for a ”new Microsoft” account
AIESEC CBS Performance 2008-2012
Realized exchanges, forecast 2012
25
20 8 Microsoft
15
10
5
0
2008 2009 2010 2011 2012 2012 (F)
GIP EP GIP TN GCDP EP GCDP TN
Incl. matched
6/6/2012 AIESEC CBS 2011-2012 4

5. EB & LC Plan History
AIESEC CBS
A history of believing and achieving

6. EB & LC Plan History
Say hi to Nora, Ernesto, Jakob, Tatevik, Bjarke
& Sarah!

7. EB & LC Plan History
The LC Plan – 2008-2009

8. EB & LC Plan History
Events – 2008-2009
• LCP quit during summer, had to find new LCP
• 2 VPs left in December-January
• First time with SEEDIUS conference
• New rules for Intern Learning Activities, introduction of ILA
Coordinator
• Sent 22 members on international conferences
• Ran various projects
– FAIRSHION
– Wind energy industry in France
– Cultural awareness at ITU project
– Entrepreneurship
• MCP had to leave with four months left of the term
• Very small, invisible NST
• The Padawan Project in ER (Sales campaign)

9. EB & LC Plan History
Say hi to
Ernesto, Jakob, Sune, Casper, Veronica &
Salomé

10. EB & LC Plan History
LC Plan – 2009-2010

11. EB & LC Plan History
Events – 2009-2010
• Board of Advisors created
• 2/6 EB members did not attend SEEDIUS, >80% of September recruits
left the organisation again
• COP15 participation together with the President of AIESEC
International
• Interview training, CV Event, and a few more
• More focus on ER themes such as events and use of social media
• Bezzerwizzer competition
• ILAs coordinated by Finance
• Team Leader structure implemented
• Focus on job descriptions for member, focus on providing them with the
tasks, focus on being more strict with member requirements
• More Nordic cooperation, MC focus on communicating more with LCs
• Internal communication CEED
• First alumni event

12. EB & LC Plan History
Meet
Salomé, Johanna, Roxane, Christina, Nikos &
Maria

13. EB & LC Plan History
LC Vision – 2010-2011

14. EB & LC Plan History
LC Plan – 2010-2011

15. EB & LC Plan History
Events – 2010-2011
• TL Structure developed further, more TLs, more responsibilities
• Internationals in Danish Business Life event with British Chamber of
Commerce
• Targeted recruitment
• Big focus on communication, social media, branding, promotion with
videos, Facebook, etc.
• Killer Weeks in ICX
• The ICX booster campaign
• Summer Abroad introduction
• ICX CEED
• Alumni relations team
• UNITE 2011 took up many resources, but also gave interesting
tasks to many members

16. Organizational Development
Our organizational priorities have changed little
over the past years
Focus on exchange, leadership and branding every year
1) To retain and empower 1) To build an AIESEC 1) To ensure a sustainable
EB 2010-2011 Targets
EB 2008-2009 Targets
EB 2009-2010 Targets
the international brand which strengthens growth within outgoing and
environment and cultural the relationship with incoming exchange
understanding of AIESEC already existing partners 2) Increase awareness
2) To retain the members and appeals to new among relevant companies
active and to maintain a stakeholders and potential students by
culture of excellence within 2) To continuously strategically branding
the LC. The members are increase the number of AIESEC and spreading the
aware of their opportunities exchanges, the quality of image of the brand
and responsibilities in the the experiences and
LC. efficiency in the process
3) To maintain and 3) To establish and retain a
strengthen the AIESEC strong membership base
brand among externals of active and responsible
members, who are aware
of professional and
personal opportunities
Changed to
focus on
finance and
leadership
pipeline in
Dec 09
6/6/2012 AIESEC CBS 2011-2012 16

17. Organizational Development
This year, we decided to align ourselves with the 2015 Ambition and set
out to accomplish two missions in line with the statements
Internal mission to achieve by June External mission to achieve by June
2012 2012
• To optimize both internal processes • To be sought after as a professional
across functional areas and leadership and global organization which adds
development in order to create a value to members and stakeholders
feeling of unity and engagement in the
LC
Accomplishing these missions will bring AIESEC CBS closer to living up to the 2015
statements:
1) Our growing physical and virtual reach makes us the most credible and diverse
global youth voice
2) We are recognized across sectors as the first-choice partner for our ability to
develop responsible and entrepreneurial leadership
3) Our collaborative environment empowers every member to live a high quality
AIESEC experience, creating a cross-generational positive impact on society
6/6/2012 AIESEC CBS 2011-2012 17

18. Organizational Development
Which led to various initiatives with various
degrees of success
• Open office days
• Podio implementation
• Engagement with external stakeholders such as BCCD, Væksthus
Hovedstadsregionen, Frederiksberg Municipality, International Office at CBS, CBS
Students Network, Study Boards at CBS, ITU, and more
• Focus on ambitious goals in functional areas
• Re-definition of role and structure of Finance
• Quarterly meetings with middle management and focus on pushing members into
leadership roles
• International conference participation
• Responsibility Week
• Sponsorship team
• Intern Learning Activities as ICX responsibility
• Focus on getting professors in SRBs
• Train the Trainers for leadership team in August
• Prioritization of 50-50 of Danes and internationals in member body
• Internal newsletter
• National cooperation
• Inclusion of externals in LC Meetings
• Winter Abroad
6/6/2012 AIESEC CBS 2011-2012 18

19. Organizational Development
But we also neglected previous initiatives, and
faced difficulties with the usual challenges
Past initiatives not repeated in
2011-2012 Recurring problems
• Bezzerwizzer competition as • Only about 40-50% Member
retention
part of Summer Abroad
• Lack of information
promotion management and knowledge
• Internationals in Danish sharing
Business Life event with • Problems with Internal
communication (platforms and
BCCD usage)
• Use of blog and other social • Lack of external promotion and
media platforms to tell our branding at CBS outside peak
periods (September and
stories February)
• Efterskole project1) • Lack of ITU presence
• Only 3-4 TN takers
1) Project where interns held workshops at bording schools (efterskoler) in Denmark. Project ran in Aarhus and Aalborg this year.
6/6/2012 AIESEC CBS 2011-2012 19

20. Structure Development
Along the way, our structure has been changing
…
Then we went back to functional
Project structure before 2008 … areas …
LCP
LCP Finance
Talent
Management
Support
Support area: Support Area: Talent
Area:
Finance Management
Exchange
External
Relations
Exchange
Project 1 Project 2 Project 3
Student
Relations
6/6/2012 AIESEC CBS 2011-2012 20

21. Structure Development
… according to our needs and priorities …
… which we changed in 2009 … … and changed again in 2011
LCP LCP
ICX &
ICX Sales
OGX OGX
ER Comm
TM TM
Finance Finance
6/6/2012 AIESEC CBS 2011-2012 21

22. Structure Development
… and you will begin your term with a new
structure as well
LCP • The new structure is aligned
nationally and fit the global
ICX priorities in AIESEC
• All areas will now be
OGX responsible for selling the
AIESEC Experiences
E&A • All areas will also handle
events, external relations, and
TM member appraisals
• Engagement & Alumni
Comm
Relations is a completely new
area with a new portfolio
Finance
6/6/2012 AIESEC CBS 2011-2012 22

23. Infrastructure
Board of Advisors
• In 2011-2012:
• A number of the BoA members
will leave after the summer
• You need to define how you
want to use the Board of
Advisors
• Since its establishment in
2008, the BoA has given
advice on sales and member
development
• In 2011 we expanded their role
in AIESEC CBS by having
some of them as EB mentors

24. Infrastructure
Local Compendium
• Can be found here:
http://www.myaiesec.net/content/viewfile.do?contentid=10214019
• Stipulates the general rules (by-laws) of AIESEC CBS
• For example, it states who can be members, how to run legislative
meetings, member requirements, exchange prices and rules for the
trainee activities fund (for Intern learning activities)
• It also includes the member fee amount
• Has been changed over the past years but could need a revision in
the fall 2012
6/6/2012 AIESEC CBS 2011-2012 24

25. Infrastructure
AIESEC DK structure
Board of Directors
AIESEC Denmark Foundation
Board of Trustees
(Advisory Board)
Board of Management (MC)
National Support Team
LC AAU LC Aarhus LC CBS LC SDU LC UNIC
6/6/2012 AIESEC CBS 2011-2012 25

26. Infrastructure
AIESEC DK structure
• Board of Directors: Highest decision-making body in AIESEC
DK, comprised of all LCs (Represented by LCPs). Ensures proper
legislation, elects the MC, tracks the performance of the MC, and
works with the development of AIESEC DK
• Board of Management (MC): The executive body of AIESEC
Denmark. Ensures we execute on the plans and follows the
decisions of the BoD.
• Board of Trustees: Board advising AIESEC DK/The MC on a
regular basis. Consists of AIESEC DK Alumni.
• Board of Foundation: Controls the AIESEC DK Foundation which
supports LC activities with funding, e.g. the Elite Sellers project in
2011.
6/6/2012 AIESEC CBS 2011-2012 26

27. SWOT after 2008-2009, by EB elect and current
Strengths Weaknesses
• Copenhagen (market, companies, infrastructure, MC in CPH, • Study lines
ITU) • Time and planning (LC Calendar promotion)
• AIESEC CBS (biggest LC in DK, office near campus, healthy • Too many communication channels
finances, network from alumni and professionals) • Transparency (minutes at LCMs)
• Talents (EB Role model, small group of proactive members and • Too little interaction between EB and interns and EB and LC
active members, study lines connected to @ (IB, IBP, BLC) members (% nexus during LCM)
• Structure (LC Planning, LCMs, internal communication (Google • Evaluation and follow up on the EB Work (LCMs, new
groups, docs, blog, doodles), clear division of responsibility) implementations)
• Evaluation of interns
• EB Presence as role models
• More social events within the LC and functional areas (be
approachable towards the LC)
• Have official office hours
• Improvement of the office rooms
• MyAIESEC.net
• Targetting and segmenting
• Motivation of members
Opportunities Threats
• Increase our network – external partners • Financial crisis
• LC to LC cooperation • CBS Exchange programme
• CEEDs • Danish students too ethnocentric
• Cooperation with universities
• External finance (funds, sell local products/partnerships)
• Alumni network
• EU funds for CEEDs
• CBS Professors
• Financial crisis
6/6/2012 AIESEC CBS 2011-2012 27

28. SWOT after 2010-2011, by EB outgoing
Strengths Weaknesses
• Big member pool • Lack of cross-functional work
• Students with business backgrounds • ITU presence
• Good culture • Lack of awareness + cooperation in the corporate
• Leadership pipeline world
• Good structure • Low retention rate
• Board of Advisors • Lack of old members
• SEEDIUS • Lack of partnership/relations with alumni
• Fun • Lack of goal orientation
• Visibility on Campus
Opportunities Threats
• Capital! • 360 and other student organizations
• Economic Recovery • CBS policies for partners
• Change in student experiences • Other internship programs
• International office • AIESEC is not free
• UNIC • CEMS
• Københavns Kommune
• Niels Brock
• Credit for internships
• AIESEC International network
• CEMS
6/6/2012 AIESEC CBS 2011-2012 28

29. SWOT after 2010-2011, by EB elect
Strengths Weaknesses
• International platform (knowledge sharing) • Diffusion of information
• Alumni • Expectations ≠ reality
• Highly skilled students • Too much bla-bla and no action
• High member base • We don’t create stories
• Good product = Fair price + high volume • No formal collaboration between LCs
• Many weak ties • Insufficient funds
• No press coverage
• Brand perception
• Too fragmented, no social events on a regular basis
• Small group of highly dedicated people (more
untapped potential)
• No strong ties
Opportunities Threats
• More corporate connections • Financial crisis
• Work more w/ other organization • Few international companies (English not corporate
• Many CBS Students language)
• No formal collaboration with the local communities • Internalized internship programme
• Companies want to interact with students • CEMS
• More events • CBS Exchange Programme
• CBS Observer • Companies create their own events/interactions with
• Tell the story! students
6/6/2012 AIESEC CBS 2011-2012 29

30. Functional Areas - TM
Talent Management has evolved in terms of:
Structure Focus areas
2010-2011 2010-2011
VP TM • Social events
• Member-tracking
TL TM • GCM based trainings
• LCM presence (teambuilding exercises)
TM
2011-2012 Member
2011-2012
• Member-tracking
VP TM • Team-tracking with VP involvement
• GCM based trainings focusing more on
TL TM LAM
member needs
• Internal process optimization
TM TM • (IM team worked under TM to collaborate
member member
on internal structures. The IM manager
participated in TM meetings to ensure
overview of IM implementation)
6/6/2012 AIESEC CBS 2011-2012 30

31. Functional Areas - ICX
ICX & Sales 2011/12
• The Vision for 2011/12: ”ICX & Sales will be brilliant in raising
TNs, integrating interns and motivating members”
– Reason for this vision:
• AIESEC Denmark and AIESEC CBS needed a sales boost
• In the beginnig of the year ILA became the responibility of ICX
• ICX had struggled with member motivation
• Goals for the year (GIP)
– Raises: 8
• The pipeline was not good at the beginnig of the year
– Realizations: 10
• Very ambitious but started the year with 4 Omada internships in database
• ICX GCDP (including efterskole) was completely controlled by
national level and no internships where granted CBS
6/6/2012 AIESEC CBS 2011-2012 31

32. Functional Areas - ICX
ICX GIP Development
08/09:
• Raised: Microsoft, Omada, Hempel
• Realized: Microsoft (but not
Raised enough!), Omada Hempel
Realized 09/10:
15
• Raised: e-conomic, ProCon, Siemens
Architectmade IT, Wunderman
• Realized: Siemens, ProCon
10/11:
• Raised:
Omada, DecisionLab, Wunderman, Hempel
• Realized: Hempel
21 1 11/12:
4 • Raised:
3
1 Omada, Hempel, ProCon, Quantads
• Realized: Omada
6 6 6 • Architectmade: Collaborate with national
level, both raised and realized
08/09 09/10 10/11 11/12
6/6/2012 AIESEC CBS 2011-2012 32

33. Functional Areas - ICX
ICX GIP 2011/12
Raises Goal: 8 Realizations Goal: 10
• So far 6+1 • So far 4+1
• But 2 have been given up • One Hempel has been
– ProCon: not satisfied with matched with Maksym from
candidates Ukraine
– Hempel: Internal re- • Currently we are working on
organization matching
• Moreover, one Omada – Hempel
internship have been extended – Omada
to max – Quantads
6/6/2012 AIESEC CBS 2011-2012 33

34. Functional Areas - ICX
Key Points for ICX & Sales
• We have been very much dependant on few TN takers
• We have struggled with the Raised to Realized rate
• Good relationship with old TN takers is crucial and has been somewhat
succesful but evaluation need to be formalized
• Keep building a pipeline is essential
– In 2010/11 tried to focus more on events. This resulted in very poor pipeline. UNIC
tried same strategy first term this year but have now also changed strategy
– ICX cannot rely on only one sales method but need to combine calling, networking
and hosting events.
• ICX & Sales has been responsible for interns and ILA
– This has resulted in good relationship between ICX members and interns
– However the rest of the LC has not been engaged in the interns as hoped for
• IT system and pipeline tracking have for years been very poor
– In 2009/10 some use of e-synergy
– In 2010/11 no use of CRM system
– In 2011/12 use of e-synergy and change to new AIESEC CRM system
• ICX has for several years struggled with member motivation
6/6/2012 AIESEC CBS 2011-2012 34

35. Functional Areas - OGX
Outgoing Exchange

36. Functional Areas - OGX
OGX team 2011/2012
• Vision for OGX: • Structure of OGX:
Vice
President
By focusing on the OGX
development,
engagement and
motivation of our TL OGX TL OGX
members and EPs, we
will ensure an
increase of numbers
Members Members
and of quality!

37. Functional Areas - OGX
The OGX Process
Pre- EP Pre- Exchange Re-
recruitment Recruitment exchange experience integration
*Know the 2 *Assign EP *Re-
products Manager integration
*Supply and *Evaluate *Raise EP *Realise EP seminar
demand applic.+ CV form form *Use
*Talent *Expectation *I2A + OPS *Virtual returnees for
planning meeting *Apply for communic. SRB, OPS,
*Promotion •SRB + min. 5 *Internship promo, shar
(CP, IM, S) payment TNs/month Report e their exp
*Match EP at LCM, EP
form managers

38. Functional Areas - OGX
Job Roles of OGX Members
JD Members
- Sell internships to students (CPs, stands, Info Meetings, Promo material with
COMM)
- Participate in the recruitment process ( mkt segmentation, planning, expectation
meeting with all applicants, organising SRBs )
- Organising and improving cultural preparation seminars (OPS)
- Know and apply OGX manual, local, national and international policies for X
- Be accountable EP managers (raise, match, realize efficient and effective)
- Promote X opportunities in the LC and outside of AIESEC
- Updating tracking sheets
- Continuous contact and support for the EPs
- Help creating an OGX spirit in the LC
- LC-LC cooperation
- Know and use of my@.net

39. Functional Areas - OGX
General policies about Exchange with AIESEC
- An AIESEC exchange must have a lenght of minimum 6 weeks and maximum 78 weeks;
- An individual has the right to apply for the AIESEC Exchange Program
- at the latest within two (2) years after obtaining a university degree, provided they are not
older than 30 years of age at the time of application
- at the latest within three (3) years after completing a full time AIESEC position, provided
they are not older than 30 years of age,
- the raised EP must be matched by the age of 30.
- An EP has a right to participate in the exchange program up to a maximum of 36 months
abroad (the order does not matter)
- Fees and payment:
o Membership Fee (non-refundable) 500
o Matching Fee 1.500
o Raising Deposit (refundable on evaluation) 500
In total 2.500DKK

40. Functional Areas - OGX
OGX 2011/12
• The Vision for 2011/12: By focusing on the
development, engagement and motivation of our members and
EPs, we will ensure an increase of numbers and of quality! 
• The Motto for 2011/2012 : Smile when you recruit, have fun while
you are raising, celebrate when you have realized!!!
• Goals for the year:
GIP GCDP
Raised 25 26
Realised 19 18
• SAP and WAP are managed at the national level. They establish
country partnerships and usually set the timeline.
• The goal for GIP was ambitious because when we started we had
10 Eps in the pipeline
6/6/2012 AIESEC CBS 2011-2012 40

41. Functional Areas - OGX
OGX Development in numbers
GIP Evolution
30
25
20
GCDP Evolution
15
30
10
25
5
20
0 15
2008-2009 2009-2010 2010-2011 2011-2012
GIP Raised 23 19 27 21 10
GIP Realized 3 6 15 6
5
0
2008-2009 2009-2010 2010-2011 2011-2012
GCDP Raised 10 7 14 30
GCDP Realized 7 4 11 11
6/6/2012 AIESEC CBS 2011-2012 41

42. Functional Areas - OGX
OGX 2011/12 - NOW 
• GIP GCDP
– Available 16 - Available 13
– Matched 1 - Matched 8
– Realised 6 - Realised 11
– On hold 6 - On hold 0
– 4 EPs Pending - 5 EPs Pending
– Goals: 25 Ra// 21 - Goals: 26 Ra// 30
19 Re// 6 18 Re// 11
6/6/2012 AIESEC CBS 2011-2012 42

43. Functional Areas - OGX
Highlights for OGX
• Our Strategy: member development first, increase of quality and more structure in
the services that we offer second, increase of numbers thirdly
• The pipeline is very important:
– Raise GIP early on and make sure the EPs are active in the first 1-4 months otherwise they
will lose motivation
– Follow-up with SWAP Eps – they are a useful resource for all OGX promo/activities
• Partnerships:
– International office – worked well for Winter Abroad
– We started discussions with some study boards in order to get ECTS for internship s– we
have some contacts but nothing concrete got out of it
– National partnerships for SWAP: Indonesia, Brasil, Taiwan and Mauritius
• Team management:
– 2 teams: one doing GIP and the other GCDP for one semester and then they switched – it
worked out very good
– We focused a lot in the beginning in knowing what the members want to get out and then
assigned tasks according to their needs
– We also focused, especially in the beginning, on creating a strong OGX culture
• EP Management:
– we managed to assign EP managers for all the EPs, however because we had only new
members it was hard to pass all the information so we had some miscommunication
problems along the way
– Introduced Re-integration activities, structured the OPS and made it as a mandatory step
6/6/2012 AIESEC CBS 2011-2012 43

44. Functional Areas - Finance
The Tales of Finance

45. Functional Areas - Finance
Performance/Results
Revenue Profit Equity
2009-2010 255946 7515 73163
2010-2011 230551 -68402 4761
2011-2012 (to 140381 -8833 -4071
date)

46. Functional Areas - Finance
Big events – National level
• Sale of Career Days (2008)
– AIESEC DK lost a revenue of approximately 2 mil. DKK per year.
– Focus on new revenue sources (EPs and TNs)
– MC has had big deficits every year since.
• Change of MC support structure (2011)
– LC income from TN fees changed from 1400 to 950 DKK per month.
– LC income from EP fees changed from 1450 to 1000 DKK per EP.

47. Functional Areas - Finance
Purpose of Finance
• Before 2011
– Accounting and bookkeeping
– Basic finance
• Starting in 2011
– Increase value-cration in the LC
– Work close together with other areas

48. Functional Areas - Finance
Role of Finance
• Accounting and bookkeeping
• Financial reporting and controlling
• Business development
• Risk management

49. Functional Areas - Finance
Accounting and bookkeeping
• Accounting: When did we buy the cake?
• Bookkeeping: What did the cake cost?

50. Functional Areas - Finance
Reporting and controlling
• Budgeting: What ingredients will we need to make all the cake we
want?
• Quarterly reports: How much cake did we actually eat?

51. Functional Areas - Finance
Business development
• Process optimization: How can we improve the quality of our cakes?
• Strategic development: How can we make sure to offer the cake that
people want in the future?
• Good case practices: What cakes do they make in other LCs?

52. Functional Areas - Finance
Risk management
• Local compendium: The rules for our kitchen.
• National by-laws: The recipes we have to follow.
• Contracts: The cakes we have promised to make.
• Danish law (incl tax): Why can’t we just make the cakes we want?

53. Functional Areas -
Communications
Communications

54. Functional Areas -
Communications
External Relations 2010-2011
February 2011 Main tasks (2nd half of the term)
• COMM was called External Relations • Continuous updating of the website
• 1 VP, 2 TLs, approx. 5 members as it was the main communication
channel to external stakeholders
• Organisation and planning of the
“Besserwizzer contest” at
Nexus, including design of
promotion material, and finding
sponsors
• Organisation and planning of the
“Money making business”-event at
CBS, including design of promotion
material and finding sponsors

55. Functional Areas -
Communications
Communications 2011-2012 (1st semester)
July 2011 – Dec 2011 Main tasks (1st half of the term)
• 1 VP, 2 TLs, no members • Strategic planning of “new functional area”;
before autumn recruitment diving the team up in IC & EC
Internal Communication:
Monthly Newsletter, Implementation of
PODIO, Social Media and Website
Communication
External Communication:
University relations (contacting study
boards), press releases (ITU magazines) including
the Blog
 We gave up on that structure in October since
it wasn’t working out at all
 We introduced the “project-based” working
without separation of IC and EC
 The “project-based” structure worked
better, however, we felt that a lot of things we
wanted to take care of were not covered by
this structure

56. Functional Areas -
Communications
Communications 2011-2012 (2nd semester)
Jan 2012 – present Main tasks (2nd half of the term)
• 1 VP, 4 (3) TLs, approx. 12 • Implementation of new COMM structure to
members cover more projects
Internal Communication:
Monthly Newsletter and the usage of PODIO
External Communication:
Social Media and Website Communication
External Relations:
Event Management and university relations
Brand Management:
Internal and external brand audit to better market
ourselves
 The first time that TLs had clearly defined
areas to bring structure into the area
 We were more efficient with this structure than
the terms before & we have a member base 

57. AIESEC 2015 and Business
Models
AIESEC 2015
The AIESEC Experience – how we Three statements to guide our 2015
deliver value ambitions
1) Our growing physical and virtual reach
makes us the most credible and
diverse global youth voice
2) We are recognized across sectors as
the first-choice partner for our ability
to develop responsible and
entrepreneurial leadership
3) Our collaborative environment
empowers every member to live a high
quality AIESEC experience, creating a
cross-generational positive impact on
society
6/6/2012 AIESEC CBS 2011-2012 57

58. AIESEC 2015 and Business
Models
Our Team Member programme generates value and revenue through
pre-career development of talented individuals
6/6/2012 AIESEC CBS 2011-2012 58

59. AIESEC 2015 and Business
Models
Our Team Leader Programme generates value and revenue through
giving sponsors access to high-potential, ambitious individuals
6/6/2012 AIESEC CBS 2011-2012 59

60. AIESEC 2015 and Business
Models
The Global Internship Programme provides us with a direct source of
income on both OGX and ICX side
6/6/2012 AIESEC CBS 2011-2012 60

61. AIESEC 2015 and Business
Models
The Global Community Development Programme generates a social
impact while being a potential cash cow on LC Level (stable income
from Summer Abroad and Winter Abroad Programmes)
6/6/2012 AIESEC CBS 2011-2012 61

62. Working with the MC and the National Support
Team
Do’s Dont’s
• Be proactive • Expect the MC to tell you
• Visit the MC office at least a everything
couple of times during your term
outside meeting times • Critizise them in front of
• Tell MC/NST what you expect members (rightfully or not)
• Be open for feedback but also • Always wait for them to ask you
give them feedback how you’re doing
• Discuss your plans with them • Think they work against you
• Discuss your performance
problems with them • Expect them to answer as fast
• Ask what they are doing and as you want them to
why • Expect them to save you all the
• Expect them to be interested in time
helping you achieve your goals
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63. Being an EB member
But also the most fulfilling journey
Is hard work … you will ever travel!
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64. Useful wikis on MyAIESEC.net
• NPM March - http://www.myaiesec.net/content/viewfile.do?contentid=10210176
• NPM Sep
http://www.myaiesec.net/content/viewfile.do?operation=fileview&contentid=1019
5299
• IM Survey
• http://www.myaiesec.net/content/viewfile.do?contentid=10213871
• Student survey
• http://www.myaiesec.net/content/viewfile.do?contentid=10213872
• National ressource wiki
• http://www.myaiesec.net/content/viewwiki.do?contentid=10208998
• BoD with conference dates:
• http://www.myaiesec.net/content/viewwiki.do?contentid=10180917
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