1. AIESEC Bangalore

2. LC Vision
AIESEC in Bangalore strives to be the First
Choice Partner to empower the youth to
deliver positive change.

3. EB OS

4. LC Focus Areas
• Delivering High Quality Integrated Experiences
• Building Internal and External Relevance
• Evolving TMP/TLP

6. iGIP
Vision:
To be come the leader in providing high quality
holistic international HR services.

7. Projects undertaken
Q1: Q2:
•Sales Development: •World Cover:
1. Sales training
1. Matching Mania (X2)
2. Training module prepared with
2. LC Partnerships: Long & Short
help of TM
Term
• Raise Craze: • Cram HR:
1. Reintegrate majority of old
1. Market research and
clients
segmentation for Q3 to target
2. Usage of Sales training for raising
right markets.
• Showcase Happyface:
1. Usage of IM for making
video/case study database of ALL
interns and their experiences.

8. Q3:
Q4:
•Sales Development
•Pipeline management:
1. Clients
•Raise Craze 2.0 for Q4 2. Alumni
matching 3. Membership
4. Finances
Partnership Upscaling: •Effective client transition.
1. Conversion to MDP and NEP
after peak delivery in Q2.
•Delivery Management:
•Delivery Management: 1. OS implementation with Qual
1. OS implementation with Qual Del team. Del team.
2. Receptions Coordinator in place by end 2. Receptions Coordinator in place
of Q4 also by end of Q4 also

9. RMR Targets for each quarter
Corporate: Education:
(Present – March 31st ) Q1: 25-15-4
Q1: 48:20:13 Q2: 15-20-20
Q2: 38:47:32 Q3: 10-12-16
Q3: 37:28:33 Q4: 12-9-5
Q4: 35:39:27
Total : 160:134:105 Total : 62:56:45
Total : 222:190:150
Pipeline – 28 matches

10. Alumni Raises: 69
Alumni matches: 48
Alumni Realizations:40

11. Focus Areas
Corporate
Focus Areas Strategies
1. Alumni Delivery 1.OS Implementation with TL Alumni Delivery
2. Alumni raising strategy
3. Collaboration with BD
2. Implementation of LNs 1. Setting up MDPs through effective CRM
2. Ensuring quality delivery OS
Implementation.
3. Sales & External Collaboration 1. Sales development and training.
2. Supply based raising
3. External collaboration after Q2presence at
external forums Relevance

12. Focus Areas
Education
Focus Areas Strategies
1. Learning Networks • LN Education to stakeholders
• Education Support Group
2. Market Penetration • ET Events
• LEAD in Schools
• Endorsements
3. Quality • EP expectation setting and
Integration
• Standardised Job Roles
• GLE Implementation
4. Internal Promotion • Synergy with IM
• Matching Mania
• Partnerships
5. Right Raising • S&D Management
• Sales Development

13. Organizational Structure
TL Alumni Delivery
(4-6 members)
Pantheon
TL Clients
Manager (3-4)
TL Clients
Manager (3-4)
TL Quality &
Delivery (4-6)

14. Abhijith
PK
TL Clients Manager TL Alumni Delivery TL Clients Manager
(3-5members) (3-5 members) (3-5 members)
Quality and Exp Delivery team
(this team will have members from the above 3 teams
working together .)

15. OS: Education
Siddharth
TL( lang
TL(schools) TL(schools)
inst)
4-5 4-5 Quality 3-4
Members members Manager Members

16. THE CHANGEMAKERS
VISION: To positively impact the society through
the highly integrated experiences we
deliver, being the first choice partners for our
current and future stakeholders and being the
global youth voice.

17. Projects undertaken
Q1: Project Footprints + Project Conserve
Q2: Project Footprints + Project Conserve + Project Genesis
Q3: Project Footprints + Project Conserve + Project Women Empowerment
Q4: Project Footprints + Project Conserve + Project Genesis + Project Women
Empowerment

18. Targets for each quarter
PROJECT FOOTPRINTS PROJECT GENESIS
Q1: 93-15-3 Q2: 25-12-10
Q2: 55-60-37 Q4: 30-16-13
Q3: 45-25-47 PIPELINE: 0 Matches
Q4: 25-50-23
PIPELINE: 35 Matches AD HOC
10-6-5
PROJECT WOMEN EMPOWERMENT PIPELINE: 0 Matches
Q1: 0-0-0
Q2: 0-0-0
Q3: 20-0-0
Q4: 10-22-13
PIPELINE: 9 Matches
PROJECT CONSERVE
Q1: 70-5-0
Q2: 30-57-27
Q3: 25-10-30
Q4: 30-38-20
PIPELINE: 20 Matches

19. Focus Areas
Focus Areas Strategies
1. FINANCIAL SUSTAINABILITY  National and Regional Projects
 Charging TN fee
 CSR Solutions
 University Relations
2. DELIVERING QUALITY EXPERIENCES FOR  NPS Education for EP’s, members
ALL STAKEHOLDERS and Clients.
 Interns on TMP/TLP
 JD Evolution
 Expectation Settings
 Implementation of GLE
3. INCREASING INTERNAL AND EXTERNAL  Increasing visibility in the market
RELEVANCE  Using Nationalized Projects to
build relevance
 Intern experiences driving internal
relevance
Formation of a Local support
group

20. ORGANISATIONAL STRUCTURE :
PROJECT FOOTPRINTS
VP
TL Footprints TL Footprints TL Footprints TL Footprints
EXPERIENCES-
SALES-Raising SALES-Raising SALES-MTF (5
GLE (5
(5 members) (5 members) members)
members)

21. ORGANISATIONAL STRUCTURE : PROJECT
WOMEN EMPOWERMENT
VP
TL-WE TL-WE
MTF and
SALES -Raising
EXPERIENCES
(3 members)
(4members)

22. ORGANISATIONAL STRUCTURE : PROJECT
CONSERVE + PROJECT GENESIS + ADHOC
VP
Delivery TL (Project TL (Project
team Head) Head)
Member Member Member Member Member Member
(Raising) (Raising) (Matching) (Raising) (Raising) (Matching)

23. The Pentagons
Vision: To deliver high quality experience to all
stakeholders.

24. Projects undertaken
Q1: SDP, ICX project
Q2: IR, NPS, ICX Project
Q3: IM to drive growth(showcasing etc), Training, ICX
project.
Q4: NPS, Pipeline management, ICX Project.

25. Focus Areas
Focus Areas Strategies
1. Quality Delivery 1) NPS for Evolution
2) Right raising ( Projects, sub
products)
3) OS evolution for Quality
2. IR 1) S&D analysis driving IR
2) Long and short term partnerships
3) National Help ( discover India,
MC-MC partnerships)
3. Training and Tracking 1) Skill based training
2) Tracking Of all key projects of the
quarter
3) Weekly tracking of Operations.

26. Organizational Structure
Director ICX
Quality Manager IR manager

27. Questions

28. WORK ABROAD
PROGRAM

29. Vision: To be the medium to facilitate
personal and professional
development for the students and
recent graduates to create the
change agents of tomorrow.
Shreyas MR

30. Projects undertaken
Q1: Fashion, March Summer Education & Technical (IT)
Q2: Fashion
Q3: July Summer Education
Q4: Winter Education & Technical (IT)

31. Targets for each quarter
Quarter Q1 Q2 Q3 Q4
Raise
19 8 14 9
Match
6 13 8 8
Realization
1 17 5 7
R-M-R: 50-35-30

32. Focus Areas
Focus Areas Strategies
1. Sub-Product – IT & ET  Selective Raising
 University Relations
 S & D Management
2. Internal and External Marketing  Internal
 Showcasing Impact
 Creating a brand for EP supply
 External
 Market specific online promotions
 Building & improving market specific
external presence
3. Conversion + Delivery  International Relations
 Product Packaging
 Reverse Matching and M-R-R
 LC-LC Partnerships
 Education to Membership
 EP Engagement

33. Organizational Structure
Vice President
oGIP
Team Leader Team Leader Team Leader
Global Management
Global IT Program Global ET Program Program/Alumni Relations
EP Manager 1 EP Manager 1 EP Manager
Alumni
EP Manager 2 EP Manager 2
Manager
Sales Manager Sales Manager Sales Manager

34. Global Entrepreneurs
Program

35. oGCDP
Vision: To deliver high quality experience to all
its stakeholders.
Akanksha Singh

36. Projects undertaken
Q1: Christ University
Q2: BMSCE And Dayanandasagar
Q3: Christ University,NLSIU
Q4: Adhoc and Pipeline

37. Targets
Feb : 30,5,0
March : 20,22,0
April : 5,18,27
May : 0,4,0
June : 0,0,13
July : 0,0,9
Total : 55,49,49

38. Focus Areas
Focus Areas Strategies
1. University Relations 1) Top down approach
2) Bottom up approach
3) Presence in events
2. Delivery and Preparation 1) XP and Delivery Task force
2) EP engagement
3) Cultural preparation
3. iXP and Team Management 1) EP Integration
2) GLP
3) Implementation of HR planning

39. Organizational Structure
Vice President
Xp & Delivery
Task Force
TL Adhoc
TL UR TL IR

40. Vision: To be visible and relevant in all the
present colleges and to deliver high quality
impactful experiences.
Bhavini Choubey

41. Projects undertaken
Q1: SJAS,CMS, Jain University
Q2:RVCE, New Horizon
Q3: Adhoc
Q4:Adhoc / Expansions going to pipeline

42. Targets
February: 10-5-0
March: 15-15-0
April: 15-15-10
May- 0-5-5
June: 0-0-25
Nov: 5-5-0
Dec: 5-5-0
R-M-R: 50-50-40

43. Focus Areas
Focus Areas Strategies
1. University Relations • Campus Ambassadors
• Events in partnership of
organizations in college
•Bottom up approach for one and
Top Down approach for another.
2. Off peak • Creating a off peak winter cycle.
• Extensive events post July engaging
returned EP’s.
3. Delivery • Process implementation for
delivery.
•EP engagement.
4. Expansion •Establishing Mysore as an OGX
entity.
•Campus Ambassadors via ORS.

44. Organizational Structure
VP OGX
TL UR TL IR
2 +1 (delivery)
4 members
members

45. Deliver quality experiences and to be
know in our market for providing life
changing experiences.
Rishuta Karthikeya

46. Projects Undertaken
Q1: MCC and M.S Ramiah college of management
Q2: MSRIT, Dr. Ambedkar, PESIT
Q3 & Q4: Off Peak ADHOC

47. Targets
Feb: 15-5-0
March: 30-15-0
April: 0-15-20
May: 0-10-0
June: 0-0-25
Oct: 5-0-0
Nov: 0-5-0
R-M-R: 50-50-50

48. Focus Areas
Focus Areas Strategies
1. University Relations Campus Ambassador.
 Standard Point of contact.
 Events/ Fests in college.
2. Off Peak Social media Campaign
Synergy with ET to tap schools to have
leadership seminars
 Career fairs and Career counseling
institutions
3. Customization & Delivery  Product Packaging or Customization
 EP Engagement Plan
Cultural preparation
 Parents night

49. Vice President
Campus
Ambassador
3 members
TL International
TL UR/ Adhoc
Delivery
Relations
Campus
2 members
Ambassador
3 members
3 members
Organizational Structure

50. Director OGX

51. Projects undertaken
Q1:University Relations, Product Development
Q2:UR,International Relations, Delivery Modules
Q3:University Relations & Showcasing Impact
Q4:International Relations, Delivery & Sustainability

52. Focus Areas
Focus Areas Strategies
1. University Relations Top down Approach
Bottom Up approach
Expanding the Avenues of
Engagement
2. Delivery Quality
NPS
IR
3. Product Development Market Customization
R&D
Sub Product Development

53. Organizational Structure
Director
oGIP oGCDP oGCDP oGCDP

54. Total Number of Experiences
Delivered
oGIP-34 Experiences
oGCDP-230 Experiences

55. Questions

57. Talent Management: Vision
To deliver high quality TMP/TLP experiences,
driving GIP and GCDP by building Talent Capacity

58. TM: Projects Undertaken
• Q1: Recruitment, TM Cell training, EB Training,
Learning Hub, OS JD Definition and Guides, oGCDP
delivery through Talent Capacity
• Q2: Self Tracking System, Talent Support Group, iGCDP
Sales and Delivery boosting, Scaling expansions
• Q3: Recruitment, MB specialized skills training,
• Q4: HR pipeline, Campus Ambassador setup for Q1
Recruitment

59. TM: Quarter-wise Targets
• Q1: TMP: 350 TLP:50
• Q2: TMP: 350 TLP: 80
• Q3: TMP: 250 TLP: 80
• Q4: TMP: 260 TLP: 90

60. TM: Focus Areas
Focus Areas Strategies
1. OS Maintenance Self-tracking
Scaling up IXPs
Recruitment
• Skill Based Optimization
• External Partner
2. Experience Management Skill based experience tracking
Member Profiling
Training Modules for specific skill sets
Feedback Systems and
Implementation of NPS
3. TM Processes TM Process Standardization`
• TM Cell JD Definition
• EB Training
Effective Tracking and
Implementation methods

61. TM: Organizational Structure
System tracking,
admin and
management
TMP TLP Manager
Implementation of
Growth drivers
VP TM
LEAD, training
and education
Talent Manager
Development
Manager
Skill based
tracking

63. Information Management: Vision
The Manhattan Project
To position and develop IM and internal
communication as a support tool to increase the
LC productivity and operational growth

64. IM: Projects Undertaken
Q1:
“IM Sorted” campaign,
Local Musketeers Team
“Podio Campaign Q3 and Q4
Be a global Leader Campaign AIESEC Bangalore Documentary ( ICX)
Knowledge Hub Winternships ( Synergy with OGX)
Project Transition
Q2:
CRM Drive
Podio and IM sorted campaign
Project Kochi

65. IM: Focus Areas
Focus Areas Strategies
1. IM Culture • “IM Sorted” Campaign, Podio Power
campaign
•Internal Communication Plan
•IM Coordinators
2. Knowledge Management •Documentation and accessibility( wikis, Files ,
Dropbox, podio,)
•Standard Operating Procedures
•Outputs
•Project and event reports
•Local Musketeers Team
•Newsletters
3 Process Optimization •Analysis of Data and interpretation
•Podio Implementation
•Monthly synergy with departments
•Business Intelligence report

66. IM: Organizational Structure
VP IM
IM Coordinators IM Manager
OGX
ICX
X- Support
Design Team

68. Marketing: Vision
To engage the youth in Bangalore by
making AIESEC externally relevant and
make the sales process easier.

69. Marketing: Projects Undertaken
Q1: Q3:
Recruitment Social Media week
Partnership Drive Recruitment
Social Media week On-ground promotional strategy
Q2: Q4:
Brand Education Showcasing Impact
Relive the year
Brand positioning in the external market
Brand Education
Need for leadership- Social Media

70. Marketing: Focus Areas
Focus Areas Strategies
1. Youth Engagement & OGX • Showcasing Experiences
• Building conversations on relevant topics
• Country wise Promotion
2. Partnerships & External Collaboration • Media Partnerships
• External Event Collaborations
• Stall Spaces in Fests, Career Forums, etc
3. Social Media Presence • Mass Outreach Campaigns
• Partnerships for the right outreach
• Using New Social Media Channels- Pinterest ,
LinkedIn, etc.
4. Brand Education to the LC • Brand Guidelines
• Better Understanding and Simplifying AIESEC
to the LC
• Brand Experience Knowledge
• GTCM Knowledge

71. Marketing: Organizational Structure
VP-Marketing &
PR
Social Media
Manager
Team Designing
Team Youth Team
& Content
Engagement Partnerships
Management

73. Expansions: Vision
To be an enabler for AIESEC Opportunities and to
make AIESEC more Sustainable in Kochi and
Hubli.

74. KOCHI-Targets (Till JNC)
Programme Target Achieved
R M R R M R
oGCDP 20 15 10
iGIP 25 15 12 14 1 0
oGIP 10 5 3
iGCDP 15 12 10
TMP 70 65 60
TLP 25 20 20

75. HUBLI-Targets
Programme Target Achieved
R M R R M R
oGCDP 20 15 12 2
iGIP 0 0 0
oGIP 5 3 2
iGCDP 25 20 15
TMP 60 55 50
TLP 30 25 20

76. Focus Areas

77. KOCHI

78. Month Focus Area Key Initiatives
January Capacity & Culture Training(Induction)
Building LCC Selection
Feasibility Report
February Membership Training(Operations /SOP’s& Policies)
Development & Lcong
Training Social Media Campaign
TM Survey
March OGX Programs Recruitment(IS +UR+Hangout Partners)
and Recruitment RYLC & Induction
Promotion of GLP and GEP (UR/IS)
Global Leaders Campaign
Knowledge &IM
Allocation of MB & Tracking Tools
Hub Technical Internship Fair(Fests)[oGIP]
Global Village
OS Evolution Campus Ambassador Programs
ICX Training
Mentorship
Communication Channels & Tracking Tools(Virtual Spaces &
engagement)

79. Hubli
April OS Evolution
EVENTS
Brand (GV, iGCDP Projects)
Management LEAD
LC Day
Revenue Streams Leadership Body Selection
& Partnerships Delivery
BoA
Sales CULTURE
May Leadership EPIC
Development Team Days
Delivery
External LEAD
Collaboration Support Group ,BoA)
Scaling iGIP (Corporate Brand
June Quality & Projects LC Day
Trainee Induction
Workshops
Youth Empowerment Programs

80. HUBLI

81. HUBLI
Month Focus Area Key Initiatives
January Feasibility Training(Induction)
Report Appoint LCC
Febraury Capacity Training (OGX Program SOP’s)
Building & Lcong
Training OGX Promotions (LEAD & IS)
March OGX Programs TM Survey
& Recruitment Recruitment (LEAD Programs/Returned EP’s))
Global Village
Talent Capacity CAP
Building Social Media Campaign
RYLC & Induction
IM &Knowledge Tracking Tools & Virtual Engagement
Hub LEAD
Mentorship

82. Hubli
April TMP-TLP Driving EP Intergration
OGX LC Day
EVENTS
Brand (iGCDP Project (Social Brand))
Management Media Partnerships
YE Sessions
Revenue Streams
& External
Collaboration
May Leadership EPIC
Development Team Days
Delivery
LEAD
Office Culture
June Quality & Projects LC Day
Trainee Induction
Workshops
Youth Empowerment Programs

83. Organizational Structure
VP Expansions
LCC-Kochi LCC-Hubli
TMP-TLP
OGX Manager
Manager

85. BD: Vision
To Develop Business in all 4 of the Experiential
Development Programs thereby creating
Relevance and creating a sustainable source of
Revenue

86. BD: Projects Undertaken
• Q1: Y2B, GV, Edge, LCong, AFT’s
• Q2: Alumni Event, CSR Projects, LCong, AFT’s
• Q3:LCong, Recruitment, AFT’s
• Q4:Y2B, ASD, LCong, AFT’s

87. BD: Quarter-wise Targets
• Q1: 2,99,000
• Q2: 2,53,000
• Q3: 3,65,000
• Q4: 3,85,000

88. BD: Focus Areas
Focus Areas Strategies
1. NEP Driving GIP • Converting Old GIPi clients to NEP-40 Raises
• Pilot LC
• OS Implementation
2. BOA Implementation • Using Key Board members to add board members
• BOA members are contracted for 2 years
• Adding Board members that contribute to X directly
• External Help managing Board
3. Alumni Engagement • 69 GIPi Raising GIPI
• 5 GIPo going on Internships
• Alumni first Thursdays
• 2 Alumni Events
• Mentorship with EB
• Alumni Support Group
• Corpus Fund
4. Programmes sales for • Youth Outreach/Youth Empowerment(Campus
GCDP Ambassadors)
• National Projects
• Social Support Group
• OS Implementation

89. BD: Organizational Structure
VP
SHM PROJECTS NEP ARM SALES

91. Finance: Vision
To Make Every department financially profitable
and thereby cotribute to ELD and Quality.

92. Finance: Projects Undertaken
Q1 Q2.
Infrastructure investment Investment Into Exchange Peaks
- Venue investment - Matching Mania
- Office capitalization - Office Nights
- Work Days
Performance Investment
- Rewards Financial Education
- Incentives - External Finance Session
- RnR Campaign’s - Department specific Policy
Education
Investment Into Exchange Peaks - Effective tracking mechanisms
- Sales Training
- Local/regional epic’s Project Delivery
- Department specific Training
Financial Education on delivery
- Policy over communication - Intern Kits
- Financial Review Mechanisms - Intern days

93. Finance: Projects Undertaken
Q3
Project Delivery Q4.
- Department specific Training on
Project delivery
delivery
- Training
- Intern Kits
- Intern Kits
- Intern days
- Intern Days
Performance Investment Financial Education
- Conference Subsidy - Department Specific Review
- Rewards Mechanisms
- Induction Lcong - Financial Leader Session
- Sales session

94. Finance: Focus Areas
Focus Areas Strategies
1. GCDP I Financially profitable  Tracking TN fee investment

 Contracts
2. Concentration on Focus Programs for profitability  Effective Tracking and Book Keeping
(GIPi GCDPo)  Accountability Systems
 Periodical Review Mechanism
 Performance Based investment
Percentage
3. Rebuilding LC financial structure  Target: 5L FD and 2L in bank account at
the end of the year.
 Each program being financially
profitable.
 Quarter review of finances from
external/board for foresight and long
term advice.
 SOPs for investment
 Corpus fund creation to help
sustainability.

95. Finance: Organizational Structure
VP
TL ICX TL OGX
FC (Dual
FC FC FC FC FC Fc FC
Role)

96. Executive Body 2013-14
La Familia