Post on 05-Apr-2016
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MC LIGHTHOUSE Quarterl! Report
MCP of AIESEC IN PANAMA
The impact that AIESEC gives the world is only possible trough ac<ons, focus and hard work. During the first quarter of this term, AIESEC in Panama has gone through many changes, some of them
weren’t easy and challenged much of what we were used to. These changes are the driving force to act.
We are the genera<on of change, we have the power and the
duty in our hands and we are the genera<on that feel inspired to take ac<ons, seeking to be the best version of ourselves and built the best version of our organiza<on. That's only the first quarter
of leading change, inspire ac<on. Lets go for more!
Gelson B!onzatti
MCP
MCP REPORT PLAN X EXECUTED • Global Representa<on
– SOGA – IC and IGN Summit assistance – Full membership – Surveys
• Team Management – MMMs – Tracking Tool – Strategic Mee<ngs – Opera<ons Mee<ngs – Individual Mee<ngs (Tracking)
• Public Rela<ons
– BOA Management – Events asistance – Organisa<ons Management
(Strategic)
• LEAD for LCPs – NPM 1 – Individual Mee<ngs
• LEAD for MCVPs – Team Days Q1 – Individual Mee<ngs (Coaching)
iGIP
CURRENT STATE iGIP
Q1 2014 Planned
Q1 2014 Achieved (%)
Rel. Growth to Q1 2013
Raise 35 47 (134%) 176% Match 41 31 (76%) 24% Realize 32 29 (91%) 7%
1.7.-‐30.09. Current State in Numbers
TALENT CAPACITY
CUSTOMER CENTRICITY
SUSTAINA-BILITY
§ Sales Development Program
§ Sailors Cup
§ NST iGIP TXP
§ IPS
§ NST for CEM& IR
§ NST for Market + Product Innovation
§ iGIP Knowledge Platform
§ Change of CRM Tool
MAIN STRATEGIES iGIP
OUR PARTNERS iGIP
the new partners of iGIP TALENTOS GLOBALES
ENTITY PARTNERS iGIP
0
20
40
60
80
100
120
MA
2014 RE Goal
SWOT ANALYSIS STRENGHTS WEAKNESSES
Ø Well-‐educated Salesforce Ø RA continuous overachievement Ø Sub-‐Product Focus Ø Matching & Realize
Ø Low Sales Intensity Ø Need to develop in professionalism, punctuality and sustainability
Ø Work rhythm Ø Low member retention
OPPORTUNITIES THREATS Ø New Business Intelligence (GIS, Podio, etc.)
Ø Working iGIP as One – Experience sharing on inter-‐LC level
Ø New markets
Ø Legalities Ø Knowledge Management Ø Weak Transition
iGIP
START – STOP – CONTINUE
START Ø Customer Centricity Campaign
STOP Ø Boaleneck of Apartment & Legal Issues
CONTINUE Ø Focus on Talent Capacity
OGX
TALENT CAPACITY
CUSTOMER CENTRICITY
SALES INTENSITY
MAIN STRATEGIES iGIP
CR
PLANNED VS. EXECUTED CR
Process Planned/Achieved Jul Ago Sep Total
RA P 4 2 5 11 A 3 2 0 5 % 75% 100% 0% 45.5%
MA P 4 2 5 11 A 3 2 0 5 % 75% 100% 0% 45.5%
RE P 4 2 5 11 A 3 2 0 5 % 75% 100% 0% 45.5%
STRATEGIES PLANNED FOR Q3 Ø Account Management
– Reunion con todas las cuentas nacionales en el Q – Entrega de Facturas a <empo – Mejorar del proceso de Pago de Becas + Admin Fee
Ø Delivery Service – Todos los interns <enen una vivienda – Pago de Becas a <empo (a pesar de los issues de pago)
– Todos los procesos de visado estamos OK
CR
SWOT ANALYSIS
STRENGHTS WEAKNESSES
Ø Conocimiento del programa a fondo
Ø Recomendacion de otras empresas
Ø Nuevos mercados en las provincias
OPPORTUNITIES THREATS Ø 2 personas para manejar todo lo
que con lleva el areas
Ø Crisol de Razas
CR
START – STOP – CONTINUE
START Ø Mejorar la intensidad
STOP Ø Dejar pasar mucho <empo para volver contactar
CONTINUE Ø Mejorar la intensidad
CR
PARTNERSHIPS REPORT Ø Empresas Contactadas(MCVP CR):
– Varela Hermanos – Roche Panama – Hopsa Panama – Airbox Panama – El Si<o | Playa Venao – GlaxoSmithKline – UBS – Halliburton – Covidien – Sidel Panama Corp – Tecnologia Nueva Esperanza, S.A. – Infoshow
CR
PARTNERSHIPS REPORT Ø MCVP CR Results
– Llamadas (40) – Correos (20) – Reuniones (7) – Partners Logrados (1)
Ø Comentarios – UBS no puede tener intercambios de AIESEC porque le cuenta como
empleados – HOPSA y EL Si<o | Playa Venao desis<eron del programa de
intercambios por los precios del programa y por talento nacional. – Empresas como Halliburton, Roche y Covidien se debe definir una
reunión para la presentación del programa – Tecnología Nueva Esperanza e Infoshow se esta por cerrar el convenio
pero se debe traducir los convenios.
CR
PARTNERSHIPS REPORT Ø Finance Results
– Ini<al Fee MC Q1: $2300.00 (5) – Ini<al Fee Dell Q1: $2000.00 (10) – Julio
• Admin Fee MC: $600.00 • Admin Fee Dell: $200.00
– Agosto • Admin Fee MC: $1000.00 • Admin Fee Dell: $400.00
– Sep<embre • Admin Fee: $1000.00 • Admin Fee Dell: $1000.00
CR
PARTNERSHIPS REPORT • Empresas Contactadas(NST):
– Aquaviva – Loreal – Maersk – Bayer – Pascual – Calox
CR
PARTNERSHIPS REPORT • NST Results
– Llamadas (12) – Correos (5) – Reuniones (1) – Partrners Logrados (0)
• Comentarios: – Se están contactando vía telefónica pero no se han conseguido
correos o acceso directos con las personas que toman decisiones
– Hasta ahora se realizo la primera reunión.
CR
PROSPECTIONS TO Q2 • Empresas por Contactar
– FEMSA – Franquicias Panameñas – Pepsico – Nestle Panama – Tzanetatos – Syngenta – GBM Panama – Deloiae – Incae Business School
CR
NEXT STEPS • Follow-‐Up Mee<ngs (Account Management) • Contactar empresas faltantes y nuevas antes que termine
Octubre • Contactar a Aliados Nacionales para posible par<cipación en
Youth to Business • Seguimiento y definición del Proyecto Dell La<noamérica • Estructuración del Proyecto de Showcasing (Junto a iGIP y
Marke<ng)
CR
iGCDP
PLANNED VS. EXECUTED iGCDP
50 10 5
9 14 38
76% 140% 180%
EXEC
UTED
P
LANN
ED
PLANNED VS. EXECUTED iGCDP
Q1 20
13
Q1 2
014
9 14 38
12 5 3
216% 180% 200%
Projects Refreshment National Cooperations Strengthen corner w/ Marketing CSR Project LEAD strategy for interns
DONE*
DONE
DOING
NOT DONE
DOING
STRATEGIES iGCDP
SWOT ANALYSIS STRENGHTS WEAKNESSES
Ø TNs available Ø Commitment Ø Iden<ty
Ø Sense of Urgency Ø VPs don´t manage Ø Matching knowledge Ø Sustainabiity
COOPERATIONS THREATS Ø Social Market Ø Coopera<ons
Ø Matching <me Ø November hollidays Ø Transi<on
iGCDP
START – STOP – CONTINUE
START Ø Stressing VPs” Ø Matching campaign Ø Tracking harder Ø More trainings Ø Empower more NSTs
STOP Ø Raising rsrs
CONTINUE Ø Communica<on Ø Corner w/ Marke<ng Ø Accountability to coopera<ons
iGCDP
OGX
PLANNED VS. EXECUTED Plan
Reality
APP Interviews RA MA RE July 0 0 0 0 0 August 0 0 0 0 0 September 80 50 18 0 0
APP Interviews RA MA RE July 99 0 1 0 0 August 123 35 0 0 0 September 119 26 9 2 1
OGX
STRATEGIES PLANNED FOR Q3 ü Process Standardization ü Functional knowledge ü Talent capacity in OGX ü Integrated experience – campaign luanched in every LC + nationaly
ü Improvement of promotional channels – stands and Gloval village implemented, concept of big infosessions did not work
OGX
ACTIVITIES DONE IN Q3
ü OGX Management space in Podio ü OGX knowledge and materials available in one place ü OGX & MKT Summit ü National IXP campaign launched ü Country cooperations – promotion of concrete projects = better expectation setting
OGX
SWOT ANALYSIS STRENGHTS WEAKNESSES
Ø Enough members in area Ø Sufficient func<onal knowledge Ø Clear and simple tool for management of all applicants and Eps
Ø Very slow working pace Ø Too long <me to contact applicants Ø Very low conversion rates: Applica<on to Interview 19% Interview to Raise 20% Applica<on to Raise 4%
OPPORTUNITIES THREATS Ø If we raise all currently Approved people from Podio we can have 40 RA this Saturday Ø Enough interested students
Ø Parents don`t want to support children to go on exchange – not see the value of travel outside the Panama Ø Transforma<on to GIS in raising peak
OGX
START – STOP – CONTINUE
START
Ø Contact applicants faster = ins<ll in members 48 Hour Rule Ø Raise people as soon as possible a{er interview – don`t give them to much <me to think Ø Sence of urgency = make bigger pressure on members and they on applicants Ø Start promote change of the price! Ø Start promo<on in Veraguas, to get some applicants (currently no applicants in Veraguas)
STOP Ø Working soooo slowly Ø Le|ng people think too long
CONTINUE Ø Raising members – currently 5 members raised for IXP
OGX
CURRENT STATE Ø 373 Students in Podio Ø 348 Conntacted students Ø 93 Not interested anymore Ø 100 People after interview Ø 39 Approved applicants, waiting for the Raise!!! Ø 14 Raised Ø 24 Interviews planned for this week
OGX
UPCOMING EVENTS Ø Saturday 11st October – National Raising Day Ø Wednesday 15th October – National Raising Day – last day to raise for $200
Ø 17th October – IXP promotion in Sprint Ø 21st October last day for AIESECars to raise for price $200
Ø 23rd October – changing customer blow
OGX
TM&OD
PLANNED VS. EXECUTED TM&OD
OD/LCD Model evolution Entities development Done, but has not been properly tracked
Coaching (based on LC Focus) LC growth in focus programmeFunctional coaching has been done by each
MCVP, but there's no national follow up
[COMM] Organizational culture campaigns Campaigns efficiency (COMM Report) Done
LCs Structure Alignment % of LCs implementing suggested structure
Inputs were asked for the MC, which has not
actively participated. In October, we'll have
a meeting with LCPSe to talk about national
strategy for local structures
[MC] R&R Strategy Done (NatCo 2014)
LIM Agenda Management % of entities applying the strategy Done (SIs 2014.3)
National Events Agenda Management #Agenda conferences delivered Done (NatCo 2014, Sprint 2014)
Implementation CommentsCreation
OD
OD: Education
Area of Responsibility
(Project)
KPIActivities
LEAD ImplementationLEAD for iGCDP will start on Winter peak;
LEAD for iGIP is working as part of SDP.
[MCP] EBs Election guide and follow up % EBs elected in the correct timelineLCVPs 1st round elections will be launched on
October, 11th
NST Strategy Coordination Done
[MC] Functional visitsFunctional visits were exclusevely
coordinated by MCVPs, according to their
specific needs
[iGIP] SDP Strategy Implementation% entities implementing strategies
#Active sellers in LC's under the programSynergy between TM & iGIP NSTs
Implementation CommentsCreation
TM&OD: Network's
Empowerment
Area of Responsibility
(Project)
KPIActivities
PLANNED VS. EXECUTED TM&OD
TMP/TLP Quality minimums % of entities applying the strategyStrategy and tracking tool are created and
will be downscaled in two weeks (Sprint 2014)
Upsales in TMP/TLP Products # of TMPs/TLPs reintegratedIXP Campaign and reallocation project before
recruitment
Efficiency in TMP/TLP Efficiency in TMP and TLP per Exchange Is working on demand
Implementation CommentsCreation
TM: CEM
Area of Responsibility
(Project)
KPIActivities
Recruitment processes standardization % of entities implementing the strategyAll Entities followed the national timeline and
strategy.
[MKT] Conversion strategy TMP/TLP efficiency rates Has not been used in Q3 recruitment peak.
[COMM] Referral Strategies # applicants referred Has not been used in Q3 recruitment peak.
Implementation CommentsCreation
TM: Recruitment
Area of Responsibility
(Project)
KPIActivities
NEC (National Education Cycle) coordination % delegates positive evaluations
NEC strategy is clear and the tracking tool is
already working, but it has been recently
implemented and we can't still measure its
efficiency. MC participation has been really
weak.
[MCP] Management Tracking Tools development
#tools effectively implemented
Besides of NEC Tool, we developed a tool for
Team Minimums tracking, but it will only be
downscaled to the network in the October
Conference (Sprint)
[MKT] TM Products rebranding TM products refreshed"Líder Global" is the national brand for
TMP/TLP positioning
[COMM] PODIO management Podio culture implementationAlmost every functional area is using Podio as
IM/KM Platform.
[COMM] GIS Implementation % of membership trained and using GISGIS Implementation has been 100%
responsibility of COMM in this first quarter
Implementation CommentsCreation
TM: Process Standardization
Area of Responsibility
(Project)
KPIActivities
SWOT ANALYSIS STRENGHTS WEAKNESSES
Ø Clear processes with the new costumer
flows Ø TM FOBO role understanding Ø NST Empowerment Ø LCPs openness to discuss OD stuff
Ø Relevance of TM inside the LCs (only for
LCMs and recruitment) Ø LCPs understanding about TM Ø Synergy with the MCP for OD strategies
is not clear
OPPORTUNITIES THREATS Ø No direct external competency Ø Poten<al educa<on alliances
Ø Interest of Panamanians on
volunteerism
TM&OD
START – STOP – CONTINUE
START
Ø Fully implement S&S for TMP & TLP (Team Minimums, Educa<on)
Ø Coordinate coaching strategy implementa<on Ø Establish expansion plan for 2015 Ø Having more accurate data about our membership (BI) Ø Beaer synergy with COMM in terms of Implementa<on
channels Ø Se|ng clear produc<vity goals
STOP Ø Not focusing on suppor<ng Expansion en<<es Ø Working only with TM processes (weak synergies) Ø Approaching LCPs only when it’s legisla<on <me
CONTINUE Ø Open communica<on with LCVPs and LCPs Ø Good synergy with NSTs Ø Clear processes and focus for TM
TM&OD
ENTITIES DEVELOPMENT – GROWTH MODEL
TM&OD
MKT - CRM Database; Product packaging & innovation + Universities relations
management
MKT - CRM Database; Product packaging & innovation + Universities relations
management2 biggest LCs having oGCDP as Jump In
program; Specialized Units implementation (Universidad de Panamá)
oGCDP
iGIPDirect coaching with MCVP iGIP
Focus program to the 3 LCsCRM Database
TM: SDP ImplementationMKT: Market Segmentation
CR: National account sales and deliveryTM: SDP Implementation
MKT: Market SegmentationBD: PR for RSC
National projects standardization, timeline alignment, off-peak cooperations with
specific CY; CRM DatabaseiGCDP
Support Strategy
Coaching Model
oGIPMCVP with specific support strategies
focused in LC UTP
Development Operations Strategy
ENTITIES DEVELOPMENT – GROWTH MODEL
TM&OD
Q3 2013 Q3 2014 Q3 2013 Q3 2014 Q3 2013 Q3 2014 Q3 2013 Q3 2014 Q3 2013 Q3 2014 Q3 2013 Q3 2014 Focus Jump In
0 0 0 0 0 0 0 0 0 0 0 0 iGCDP oGCDP30 12 10 6 0 6 0 0 4 6 0 0 iGIP iGCDP21 18 6 4 3 1 3 0 14 13 0 0 iGIP oGCDP52 37 12 11 0 2 0 0 9 5 0 0 iGIP oGCDP0 0 0 0 0 0 0 0 0 0 0 0 oGCDP iGCDP
112 134 50 35 3 9 3 1 27 29 0 4 iGIP -215 201 78 56 6 18 6 1 54 53 0 4
The MC is the only enti ty growing.
Overall growth: 100%
Problems detected:Bad platform management (MyAIESEC)Recruitment goals were not ful fi l led
Retention rates are decreas ingNot clear LC StructureNo MM Structure
Latina, UTP and the MC are growing, whi le USMA is decreas ing.Overall growth: 200%
Al l enti ties decreas ing or mantaining 0 performance.
Overall growth: -‐500%
USMA and UTP are decreas ing, whi le
Latina and the MC is growing by 2 experiences .
Overall growth: -‐1,85%
AZUEROLATINAUSMAUTP
VERAGUASNATIONAL
ENTITYTMP TLP iGCDP oGCDP FOCUS PROGRAMiGIP oGIP
ENTITIES PRODUCTIVITY TM&OD
PERF Q3 2013
PROD. Q3 2013
PERF Q3 2014
PROD. Q3 2014
0 - 0 - 4 0,13 12 1,00 20 0,95 14 0,78 9 0,17 7 0,19 0 - 0 - 33 0,29 43 0,32 NATIONAL
OVERALL PERFORMANCE & PRODUCTIVITY
AZUEROLATINAUSMAUTP
VERAGUAS
TALENT ANALYSIS BY ENTITY TM&OD
MIEMBROS AGOSTO
RECRUITMENT GOAL
NEWBIES RECRUITED
RECRUITMENT EFFICIENCY
CURRENT NEWBIES
RETENTION RATE Q3
TOTAL MEMBERS
6 0 0 NA 0 NA 616 10 15 150% 6 40% 2226 29 8 28% 8 100% 3434 21 22 105% 20 91% 5411 6 10 167% 10 100% 2193 66 55 83% 44 80% 137
LATINAAZUERO
TOTALVERAGUAS
UTPUSMA
TALENT ANALYSIS BY ENTITY TM&OD
Q3 MEMBERS
Q3 EB MEMBERS
# NSTS# LCPS
APPLICANTS 1ST ROUND
# LCPS APPLICANTS 2ND ROUND
# LCPS APPLICANTS 3RD ROUND
6 4 0 0 0 ?16 6 4 0 2 NA26 5 3 1 NA NA34 7 11 1 NA NA11 4 0 0 1 NA93 26 18 2 3 0TOTAL
AZUEROLATINAUSMAUTP
VERAGUAS
ADDITIONAL FUNCTIONAL ACHIEVEMENTS I. Na<onal compendium revision and update II. En<<es status revision by NatCO 2014 III. NatCo 2014 Legisla<on and fair coordina<on IV. Empowered NSTs working with TM network :) V. LCPs elec<ons process coordina<on and applica<ons report VI. Strategic Visit and SI delivered to AIESEC in Veraguas VII. Chief delegate of AIESEC in Panama in IGN Summit 2014 (20
delegates) VIII. LEAD cycle for GCDP trainees developed IX. Invited to represent Panama in the Global Business Model Summit
(AI, Roaerdam, October) X. Chair of the Global Expansions Commiaee 2014-‐15
TM&OD
MKT
PLANNED VS. EXECUTED MKT
SWOT ANALYSIS STRENGHTS WEAKNESSES
Ø Working with stablished process Ø Standardized image Ø Marke<ng is working :D Ø Long term thinking. Ø Beaher segmenta<on. Ø 100% aligned programs
Ø A few capacitated members. Ø Bad image of AIESEC.
OPPORTUNITIES THREATS Ø Start doing real digital marke<ng. Ø Start doing marke<ng for ICX
(Panama is the way)
Ø Irrelevance in market
MKT
START – STOP – CONTINUE
START
Ø Crea<ng specific campaign per communica<on channel Ø Ensurance the conversion rate in each process Ø Working harder in media apariences Ø Doing marke<ng level 3 :) (Content Marke<ng, SEO, SEM,
Blog, Guerrilla Marke<ng) Ø Improving PR and media apariences
STOP ___
CONTINUE
Clarifying all the process, capacita<ng all the membership to have beaer pipeline Standardized image Branding posi<oning Marke<ng Summits + OGX
MKT
SOCIAL MEDIA ANALYSIS MKT
MEDIA APPEARANCES
MKT
Ø 1 event -‐ EF. Ø 1 radio appearance -‐ VIP Negocios. Líder Global promo<on
CONVERSION
FLA
EXECUTED PLAN FLA
Ejecución de Plan de Finanzas No Ejecutado En Proceso Cumplido
Apartamentos Pagos X
Reportes DGI X
Proceso Pagos Dell X
Cambio Modelo Financiero X
Plan Financiero Nacional X
Plan Educa<vo Financiero X
SWOT ANALYSIS STRENGHTS WEAKNESSES
Ø Finnancial Knowledge Ø Finnancial Procedures Ø Big Cashflow
Ø Lack of Knowledge to make right
Investments Ø Lack of financial knowledge Ø Not deliver the reports on <me
OPPORTUNITIES THREATS Ø Build a strong financial funds Ø Start make a Smart investments
Ø Losing our membership Criteria Ø Losing our Tax exonera<on
FLA
START – STOP – CONTINUE
START
Ø Start a educa<onal cycle of Finance. Ø Training the finances member how to make the reports. Ø Finish the apartment strategies. Ø Start pu|ng deadlines to all the reports that en<<es need to
send to AI and Panamanian Government. Ø Build a beaer rela<onship with the Finance VPs.
STOP Ø Con<nue the tracking of the en<<es cashflow. Ø Con<nue tracking Dell Payment. Ø Con<nue change the financial model.
CONTINUE Ø Stop being condescending with the en<<es to send their
reports. Ø Stop the lateness to send the MC invoice to the LCs.
FLA
FLB FINANCIAL STATUS REPORT FLA
To be implemented as soon as possible
BD
PARTNERSHIPS REPORT Ø EF - contacto con universidades para
volanteo, participación en Expo Idiomas
Ø PANAMCHAM - participación en sub comité de CSR, sub comité de medio ambiente, aporte de ideas para foro y participación en Recognition and Networking Event
Ø Ciudad del Saber - participación en get together del edificio de Centro de Innovación, coordinación para auditorio de Y2B, coordinación para publicidad de Y2B
BD
NUEVOS ACERCAMIENTOS Ø SUMARSE -‐ alianza estratégica para crecimiento
Ø CLEIN PANAMÁ 2014 -‐ publicidad de AIESEC y espacio para taller y foro en el evento
Ø The Corporate Diplomacy -‐ Muy interesados en
par<cipar con AIESEC, ha espera de firmar GIP y Y2B, buen candidato para productos de non-‐exchange
BD
RELACIONES CON EL GOBIERNO Ø IFARHU -‐ presentación de oportunidad para
contribucón a EPs y oportunidad de préstamos (estamos en proceso y en contacto)
Ø INADEH -‐ Interés para que los estudiantes se integren de alguna forma a AIESEC, crear talleres y foros mensuales en conjunto y traer TED conference a Panamá
BD
Ø ATP -‐ acercamiento para presentación de ciclo de conferencias nacionales e internacionales, además de proyectos de intercambio
Ø Además: recibiremos invitación para par<cipar en el
debate sobre el ante proyecto Ley de clases de liderazgo en escuelas y de juventud
BD RELACIONES CON EL GOBIERNO
¿QUÉ SIGUE? Ø Criminalidad de ventas, ventas y más ventas,
necesitamos platita y pa´esa vamos!!! Meta: 10 nuevas empresas $: 7mil
Ø Copa?? sí!!, viajes con buen descuento es lo que queremos!! Meta: negociar 15% de descuento como mínimo
Ø Embajadas - ya estamos tocando puertas, con fin de crear lazos cooperativos preferiblemente sin incluyen este signo: $$$, además de buena información y apoyo para OGX
BD
SWOT ANALYSIS
STRENGHTS WEAKNESSES Ø Conocimiento
Ø Hace falta material para presentar
non-‐exchange
OPPORTUNITIES THREATS
Ø Importantes alianzas por las cuales llegamos a un mayor mercado
Ø Tiempo de cierre de presupuesto
en las empresas
BD
COMM
PLANNED VS. EXECUTED COMM
PROJECT ACTIVITIES NOT YET DONE
IN PROGRESS DONE
Standardiza<on of Internal Channels
Analysis and Selec<on of Internal channels X
Educa<on of Channels func<ons X
[TM&OD] Podio Training & Management X
Internal Communica<on Policy and Procedures (ICPP) X
Follow up the accomplishment of ICPP X
Dissemina<on of informa<on
Survey: Consumer & communica<on media preferences X
Weekly News X
[TM] Informa<on Center X
PLANNED VS. EXECUTED COMM
PROJECT ACTIVITIES NOT YET DONE IN PROGRESS DONE
Organiza<onal culture / Iden<ty
[TM&OD] Engagement Survey x
[TM&OD] Evalua<on of MC performance /
Image Survey x
TM&OD] Engagement & Organiza<onal Culture
Campaings x
Internal Campaigns
IXP -‐ Full XP x
IXP -‐ Reintegra<on x
IXP -‐ Micro XP x
PLANNED VS. EXECUTED COMM
PROJECT ACTIVITIES NOT YET DONE IN PROGRESS DONE
GIS Implamenta<on
Selec<on of ambassadors team x
Test and feedback x
Na<onal Pre-‐Launch (NatCo) x
[MCVPs] Na<onal Implamenta<on x
[MCVPs] GIS trainings planning x
New EBs training x
22.80%
FROM +400 TO 177 MEMBERS
CLEANING
THE GROUP
COMM
ADDITIONALLY Ø DISSEMINATION OF INFORMATION: IC coverage: 4 videos haps://www.youtube.com/watch?v=NJEyoPpVKJ4 haps://www.youtube.com/watch?v=qgH9RQCdhjE haps://www.youtube.com/watch?v=OldLliif0fo haps://www.youtube.com/watch?v=EVshOcjpAkQ
Ø CONFERENCES: Concept and communica<on support
COMM
ADDITIONALLY Ø TEAM MANAGEMENT: a) Ambassadors (weekly meeting. After NatCo and IC our weekly meeting were discontinued ) b) TEAM COMM (weekly meeting: Monday 7 pm) Ø PARTICIPATION IN LC ACTIVITIES: CHAIR SI USMA (July 5th) / CHAIR SI UTP (Sept 27th)
COMM
SWOT ANALYSIS STRENGHTS WEAKNESSES
Ø Members‘ awareness of
communica<on relevance. Ø NST good a|tude to learn and work.
Ø No email culture Ø Unclear use of different channels Ø Low par<cipa<on in social media
OPPORTUNITIES THREATS
Ø Free pla�orms to manage informa<on Ø New communica<on tools on GIS Ø A new culture from zero
Ø GIS implementa<on failures
COMM
START – STOP – CONTINUE
START
Ø Emailing culture Ø Educa<on of internal channels func<ons Ø Share of LC news Ø Download informa<on from AI Ø MC facebook fan page strategy Ø Showcasing the work of NSTs and Ambassadors
STOP Ø Designing Ø Assuming OCVP COMM responsibili<es
CONTINUE
Ø Weekly News Ø Exploring GIS to discover new COMM opportuni<es Ø NST management Ø Ambassadors management Ø Content genera<on
COMM
THANK YOU Please, give us your opinion about our work to improve and become the MC that AIESEC in Panama deserves! Fill the survey below: hap://bit.ly/MCLighthouseQ3Survey