GLOBAL COMMUNITY DEVELOPMENT PROGRAMME

Aamna NajmiAshna Chhaochharia

OUTGOING EXCHANGE

TARGET V/S ACHIEVED

57-15-4 24-3-2

National Standing

Top 3 in oGCDP• Delhi IIT-73• Delhi University-67• Mumbai-66

National Standing

Top 3 in Growth Cluster• Mumbai-66• Chennai-60• Kolkata-59

Growth

Drivers CAMPUS

AMBASSADORS 4

GLOBAL LEADERSHIP

PROGRAMME 2

SHOWCASING

IMPACT

DELIVERY AND PREPARATI0N

Synergy Output• Marketing – 2

conversions.• Campus Ambassadors

with TM – 4 raises• IXPs with TM- 2• Expansions – 38 raises

Inferences• Low membership• Low conversion from ORS.• Good response from NUJS, Heritage, Xavier’s.• No events/GVs in Q1• Low IXPs• Time lag in college response• Missing IIPM cycle due to examinations• No conversions in NSHM due to bad branding• Schools could not be tapped due to examinations• Disinterest from coaching institutes and Amity• Tapping Xaviers and Bhawanipore through databases-Bottom to top

approach• Focus on Raising so matching got delayed but good IR now because of

APXLDS.

GLOBAL INTERNSHIP PROGRAMME

Prachi Modi

OUTGOING EXCHANGE

TARGET V/S ACHIEVED

16-6-0 7-0-0

National StandingTop 3 in oGIP

•Delhi University- 21 raises•Manipal University- 20 raises•Chandigarh- 20 raises•Currently 12th Nationally.

Growth

Drivers

Education Sub-Product

SHOWCASING IMPACT

Synergy Output

IM- Posters for matching maniaMarketing- 1 raise through ORS

Inferences•Matching couldn’t take place due to bad branding in the internal network.•No good IT colleges in Kolkata and thus raising IT is a little difficult.•ET wasn’t pitched to undergraduates.

GLOBAL COMMUNITY DEVELOPMENT PROGRAMME

Apurva VuritySamiksha Sanghi

INCOMING EXCHANGE

TARGET V/S ACHIEVED

70-35-28 83-13-25

National Standing

Currently in specific Cluster.Top 3 in iGCDP :- •DU (89)• DI (49)• PUNE(49) •Currently 8th Nationally

Growth

Drivers SHOWCASIN

G IMPACTNATIONAL & REGIONAL PROJECTS

NPS

FINANACIAL SUSTAINABILITY

EWA

Synergy Output Marketing- Signed a MDP with an Organization for

event partnerships, database sharing and exchange and partnerships with other organizations for social events, like world forest day, a WWF event which helped in exposure and brand name.

Talent Management- Proper induction & training of both managers and members to ensure TMP/ TLP driving growth, Help with the training of the Raising OC, which helped in the better processes of raising and which finally got 73 raises.

Business Development- Help in implementation of CSR, which thus resulted in making a final CSR proposal. Also, made the learning partner proposal.

Finance- Make the TMT process clearer which helped to drive quality experience delivery.

IM- Helped in creation of innovative promotional materials for faster matching, documentation of the information of the interns and making of the LC video

Inferences Poor member retention in the department due to communication gap

between the MB and the GB. Due to communication gaps, late assignments of roles to the members. No contribution from the IR Department in terms of analysis for Q1. Negligible documentation of impact of the interns. Nationally low matches of AIESEC India due to the mandate TN fees of

minimum 150 US Dollars. Shift of winter cycle from December to January and February, therefore

these months were more utilized for TMT. No TMT process in place previously. Synergy with BD and IM is supposed to be capitalized most according to

the needs of this department in the coming few months. Formulation of a financial structure for the department.

GLOBAL INTERNSHIP PROGRAMME

Shreyansh ChandakRaunak Kapoor

Rewa Shah

INCOMING EXCHANGE

TARGET V/S ACHIEVED

47-10-2 23-4-5

National StandingTop 3 in iGIP

Currently in Cluster C. 14th Nationally.Raises :- • DU -172• DI-137• Baroda-108Matches :-• Hyderabad – 24• DI- 23• Jaipur -21Realizations :- • DI – 35• Chandigarh – 26• DU – 21

Growth

Drivers

Implementation and structuring

of Learning Network.

Presence and participation at external

forums.

Aligning Sales and Strategy.

IR : Supply and Demand Management.

Program Evolution through NPS.

• Marketing – Presence at external forums.

• TM – AMs being used for callings and TMT. Learning and Development of the members.

• IM & IR– Posters for Matching Mania. Analysis of DAAL , AFTs.

• BD -

SYNERGY OUTPUT

InferencesRaises have to be industry specific/ sub-product specific [Already worked upon for Q2]In order to achieve cluster jump I-GIP needs to have a base of numerous clients, for which financials have to be customized according to city. Apart from LBoA, all kinds of clients can be handled by the Managers/ Members- Account Managers is the way forward.Everyone (Managers) has to match those forms raises by themselves- help can be provided, matching is to be done by oneself.AMs can be used initially for a large number of callings.A separate delivery team has to be in operation. Delivery is not everyone’s cup of tea.

InferencesMarch a very bad month for ET because of boards being on.Very small language training centres to afford the stipend of 16-20 K.

EXPANSIONS

Husain Lucky

Targets Achieved

R M R R M R

Bhubaneshwar 30 0 0 20 0 0

Ranchi 25 0 0 15 0 0

ISM Dhanbad 40 0 0 27 0 0

Targets Vs. Achieved (oGCDP)

Growth

Drivers

TMP/TLP

Virtual Expansions

University Based

Expansions

• Business Development for events in ISM Dhanbad – Youth to Business Forum 2013– Global Village

• Finance for Investments in Expansions• TM, oGCDP, Marketing, IM for training of

departments in Expansions

Synergy Output

• University MoU could not happen as the universities are not supportive of the same

• No conversions from ORS• Raises only from word of mouth and classroom

presentations• Low turnout at one of the IS’s in Ranchi• No support for IS’s and classroom presentations at ISM

Dhanbad• Low conversion from one of the IS’s delivered at

Bhubaneshwar

Inferences