1. General Questions
1. Why have you decided to stand for AIESEC Romania? What will be your contribution to the
MC team and what do you expect to learn from the experience?
First of all, I’m not standing for AIESEC Romania – I’m running. AIESEC is like a marathon
which you run either to test, improve or surpass yourself; you can run for a cause or a dream and the best
part is that you never do it alone.
I gave a lot to AIESEC in the past 2 years and I don’t consider it a sacrifice, but an investment in
myself and other people because I learned and grew so much and the organization I helped build did the
same with so many others. I want to take this investment and everything I’ve learned from the people I
worked with (members, vice presidents, presidents, MC, companies, NGOs and many others) and realize
my new dream – to help developing AIESEC Romania into realizing its true potential. I simply love
AIESEC –my second family – and my country and there is nothing else I see myself doing next.
As a contribution to the MC team:
- My transferable skills and attitude: perserverence, passion for my work, having fun, open
communication, inspiring others, adaptiveness to unexpected challenges, working with the
external market, courage to take on big endeavours.
- Non-transferable skills: creativity, empathy, going the extra mile.
- Helping the MCP to ensure the resources for developing the skills and knowledge the MC team
needs. I already have some close personal contacts who can help in that direction (Ascent Group,
Dr. Graham Giles, HPDI .... ) and I intend on creating more.
- As a president, I worked a lot with the external market and also, coming from a new LC, I bring
new perspectives and the unique respect for simplicity.
- There are also the small things, which I consider higly important when working in MC conditions
like making sure everyone has a comfortable and creative-friendly working space, making sure
we have cooked food instead of wasting money on fast-food and going out meeting new people
from Bucharest. It is amazing how food, space and people can affect your performance as an MC
team.
From this experience I expect to learn how to improve: working and planning efficiently, how to
connect local needs with national and international ones, management & leadership, working in an
international environment.All these, plus the added contacts will support my long-term plan (LCP-
>MCVP->MCP->Internship->AI->PAI->social entrepreneurship) for realizing my biggest goal to bring
positive and sustainable change in the world.
2. Create a proposal for AIESEC Romania 2012-2013 strategy that should cover the next points
(a,b and c):
a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Romania. The points
above have to be evident in the plan you create and the correlation between them too.
Strengths:
 The only NGO who is connected to a high variety of business environments as a stakeholder - We
have many activities/structures which can be related to many types of business areas.
 The image we created based on delivering extraordinary people to the AIESEC International
network, as well as the external market – Romanians in MCs abroad, reopening AIESEC Ireland,
people delivered through internships (both in and out), members doing career practice in
companies and our alumni.
 The only organization which delivers all the types of internships we do.
Radu Matei – for MCVP Alumni Development of AIESEC Romania
“Impossible is just another realized objective!”

2.  The early start in piloting new innitiatives and structure based on the AIESEC ELD programs to
fulfill our 2015 Mid Term Ambition and our BHAG.
Weaknesses:
 We have a poor relationship with the external market (companies, NGOs, GOs, schools, students)
- which leads to projects which are not anchored in the real needs of the market and projects with
a low impact.
 A low visibility = a low rate of engagement = few people actually know what AIESEC is -
Although we are starting to increase our visibility, it is still at a low point taking into
consideration our market (example: how many students of the total in Romania, actually know
about AIESEC).
 Not pulling as a country - We are still separated by individual needs of each LC and that creates
many directions in which a country is going, so we basically sacrifice the development of the
network as a whole, for the better of one. It’s understandable why this happens, but only until one
point, because past that, you get low performance as a country and that affects every LC,
including the ones who don’t accept the direction (example: risk of being ignored as a viable
country for internships based on poor quality of TNs).
 Low financial sustainability – as a country we can sustain most of our basic functions, but when
we want to go for bigger endeavours/investments it comes with high risks, pressure and low
chances of success.
 Few applicants on leadership positions – given the number of members we have, there are too
few applying for EB and MC positions – we are reaching a point where we will have more
applicants for MCs abroad.
Opportunities:
 The economical instability – it generates new needs on the market, which we can cover by
developing new products or reshaping the ones we already have in order to respond to those
needs (example: a company wanting to expand to another country by forming a partnership there
can’t afford the cots of actually going for research, can receive help from our AIESEC contacts in
that country).
 Low level of education delivered by the Romanian school systems – this creates a need in the
educational sector aswell in the business one, which we can cover (by developing young people
or delivering already developed ones trough our internships).
 Large network of alumni
 New lines of financing from the European Union based on social entrepreneurship
Threats:
 The economical instability if we don’t addapt and learn how to capitalize on it.
 The low interest of young people for what we do as an organization.
 Our stakeholders not finding us relevant enough to invest in.
 Romania’s government unhealthy policy regarding obtaining incomes – they rather increase and
find new ways of taxation, rather than encourage development (exaple: increasing taxes for
medium and small businesses to the point they have to dissolve). Their next target for taxation is
NGOS.
 End of the “volunteering year” – in 2012 there will be fewer lines of financing on this particular
sector.
b. The 3 main priorities for your area(s) based on the general SWOT analysis. What strategies would you
propose for each one and what results would you like to see in each of those priorities at the end of your
term.
Radu Matei – for MCVP Alumni Development of AIESEC Romania
“Impossible is just another realized objective!”

3. Strategy : Results:
 Provide a complete AIESEC
1. Implementing a qualitative H4TF Stage in Experience for members and help
every LC them understand and leverage
their AIESEC experience.
2. Allingnment between individual and  Increased relevance of the H4TF
organizational goals program for students and
H4TF compaies => growth in
Development 3. Local and national accreditation organizational obj. and income
- AIESEC RO recognised as a “practice  Program profitability due to its
academy” increased value given by
- Recognised Diplomas by the external accreditation
market for members in H4TF  Provide a clear transition for
More details given in the Specific members to the alumni stage and
Questionaire. give them clarity on how to get
re-engaged
Strategy: Results:
1. Communication
- Further develop the current Alumni  Monthly newsletter and news
Communication Plan blasts
- Fully working CRM  Updated needs assessment
- Communication triangle between AIESEC,  Alumni segmentation based on
Alumni and the External Market areas of activity/knowledge/skills
2. Reconnection  Increased media exposure
Alumni - Product and event development  3 national branded
Engagement - Strong collaboration with all LCs for events/conferences (LOT, Alumni
facilitating the connection between the MC Retreat, ELA)
and Alumni in Bucharest  Generator of
3. Involvement internships/revenues/education
- Using communication, reconnection and a  Functioning Alumni Communities
healthy CRM
- Active Alumni Communities which offer
benefits to both sides
Strategy: Results:
1. Research
- Market segmentation  Strong pipeline for incomes
- Find revenue generators based on Alumni
- Find generators’ needs  Communities of Alumni engaged
2. Develop products based on the revenue in developing AIESEC (Sales Task
Revenue generators needs on separate segments Force, Educators Community)
Generating - Find GCP  Grants obtained with Alumni help
- Design ( Educating on Social Enterprises,
Products - Get Feedback Start-Ups, Active aging).
3. Implement  Revenue generating events
- Pilot  Increase in raising internships
- Evaluate
- Improve
Radu Matei – for MCVP Alumni Development of AIESEC Romania
“Impossible is just another realized objective!”

4. 3. What is the role of MC? What should be the role of MC? What actions can you take as an MC
team to fill the gap?
The role of the MC, as I see it, has been so far to provide a national direction for the country and give
support and consultation to the EBs in order to achieve their measures of success and reach
performance.
What I think the role of the MC should be, appart from the current one, is to be connected to all realities
(internal and external) and ensure an environment where LCs can collaborate for developing
strategies and finding implementation solutions, an environment where they can learn how to
connect their reality to opportunities.
As an MC we can fill this gap by keeping all EB teams close to the MC, not just the LCPs, encourage and
create more places for the LCs to exchange knowledge and resources, do extensive market research and
encourage LCs to do the same and engage more with the external market and the available stakeholders.
4. What strategies does AIESEC Romania need to follow to increase performance for the ELD
programs? Please specify at least 3 strategies for Domestic Programs (TMP&TLP) and 3 strategies
for the International Programs (GIP&GCDP).
Strategies for Domestic Programs:
 Ongoing recruitment – we recruit what we need, when we need it. We keep atumn and spring
recruitment at a national level for national education cycle and advertising purposes, but we can
use a “needs based” ongoing recruitment for fulfilling our HR needs
 Clear benefits portfolio – a both phisical and virtual portfolio which explains, in simple terms,
what a young person can benefit from long term and short term in AIESEC
 Free conferences – creating a financial sustainability plan, so we can afford to pay conference
fees for our performing members (or at least top management). We all know that conferences
have a vey big impact on members’ engagement and education.
 Quarterly career planning and goal setting – as often as possible see what members need and
how they can get it from AIESEC so they can always have a goal to achieve with realistic
expectations.
 Creative task force/innitiative for ongoing promo campaigns - having a team with the specific
of “creative task force” should bring diverse solutions for continous promo campaigns in order to
ensure presence on all forms of channels.
 National market research campaign for students – we need to correctly evaluate the needs,
wants and background of students from all areas of study in order for us to deliver truly impactful
experiences
 Early engagement – a long term strategy is to engage and keep young people engaged since
highschool (even earlier). This way, not only we increase the number of applicants for programs,
but also their quality.
 Well implemented H4TF – making sure that our members have a concrete plan for their
AIESEC ELD together with a career plan and a qualitative H4TF stage to look forward to, should
be a healthy push towards performance.
Radu Matei – for MCVP Alumni Development of AIESEC Romania
“Impossible is just another realized objective!”

5. Strategies for International Programs:
 High standards for quality – We need to think and act quality before quantity in order to gain
the trust, popularity and most important - impact, that we desire. We must make sure our EPs and
Trainees are being offered at least the conditions they expect and they are well taken care of by
challenging ourselves and the other entities involved in the process.
 Market Segmentation – we need to have clear targets for raising in order to ensure the health of
the mathcing and realizing process.
 Internship page for every LC – on each LC’s web page, we need to have a short description of
our successful internship stories (if not all of them).
 LC-LC partnerships - they work very well when you form them on something you already have
to offer.
 AIESEC Internships recognised as an official practice experience – not only by universities,
but also by our Guvernment (Grow opened that door). Some LCs already started obtaining this
recognition from universities, but we need a bigger push on it.
 Grants for Internships – we have some good case practices already (ex: Craiova) who obtained
these grants. We need to persist in this direction, maybe by launching a national innitiative for
obtaining it or a contest.
 Capitalizing on Alumni – we have Alumni working in the corporate sector which haven’t been
approached yet.
5. What are the competitive advantages that AIESEC Romania has in the international network?
What can we do to maintain and/or increase them?
 Very low education grade in the country, which offers us the benefit of positioning ourselves as
a very important resource to the external market as an educator and providor of hi-gh
quality young people through our internship program. To increase this advantage, we need to
actually position ourselves on the market and start generating bigger and more impactful projects.
 Early start on experimenting and implementing innitiatives for the new programs. To
maintain this advantage, we need to keep an open mind and courage to pilot new ideas for
country development and most importantly, make sure we don’t do it superficially.
 Delivering many people to MCs abroad, which helps promoting our country. In order for us to
increase this advanage is to make sure we offer as many international experiences and access to
diverse cultures to our members as possible.
 Our country itself – the history, the art, the food, the culture, the architecture and especially the
different types of landscapes which makes it a great place to visit and experience diversity. We
need to make as many creative promo materials as possible and use them when sending and
receiving trainees, when we go to international conferences and online. Another way to increase
this advantage is hosting international confernces.
Radu Matei – for MCVP Alumni Development of AIESEC Romania
“Impossible is just another realized objective!”