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AIESEC Bangalore Annual Report 2012
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Transcript of AIESEC Bangalore Annual Report 2012
AIESEC in Bangalore
ANNUAL REPORT 2012
AIESEC in Bangalore| Annual Report | 2012 -’13
TABLE OF CONTENTS:
1. Exchange Performance:
a.) AIESEC Bangalore and National Associationb.) Exchange Developmentc.) Global Internship Program [Incoming and Outgoing]d.) Global Community Development Program [Incoming and Outgoing]
2. Talent Management
3. Expansions
4. Marketing and Information Management
5. Business Development
6. Financial Report
AIESEC in Bangalore| Annual Report | 2012 -’13
Exchange Performance
All figures given below refer to the Number of Exchanges that AIESEC in Bangalore hasconducted, compared to the past 5 years spread across all 3 sectors that we work for(Corporate, NGO and Education/Students).
All figures represent Actual Realizations
AIESEC in Bangalore Exchanges
Growth Raise Match Realized
0
150
300
450
600
2008 2009 2010 2011 2012
86133
97
186 188
93129
100
227197
92125
166
532564
86133
97
186 188
AIESEC in Bangalore| Annual Report | 2012 -’13
• AIESEC in Bangalore ended the year 2012 with 188 exchanges• Sustained number of exchanges compared to previous years• A 41% growth in iGCDP [Absolute realizations] • Weak performance in Q3 and Q4• AIESEC in Bangalore lost it’s full membership, due to inability to
meet oGIP criteria. And, is now a member on probation • AIESEC in Bangalore will regain it’s full membership at JNC 2013,
as we shall be meeting the new OGX criteria. • Unable to capitalize on Q1 peaks
AIESEC in Bangalore & National AssociationRealizations
AHBABRCHCEDi
DUHYDINDJAIKO
IIT KGPJAL
LCKOMAN
MU + NMPU
Surat0 120 240 360 480 600
110263
19298
67194
37161
289120
364529
410176
317362
188155
Exchanges - AIESEC India
AIESEC in Bangalore| Annual Report | 2012 -’13
Ah- Ahmedabad
Ba - Bangalore
Br - Baroda
CH - Chandigarh
CE - Chennai
DI - Delhi IIT
DU - Delhi University
HYD - Hyderabad
IND - Indore
JAI - Jaipur
LCKO - Lucknow
KO - Kolkata
JAL - Jalandhar
MAN - Manipal
MU - Mumbai
PU - Pune
SU - Surat
• AIESEC in DU, DI and HYD lead the national association wrt. Overall Experience Delivery
• Most Local committees of AIESEC India grew towards and crossed the 100 mark.
• AIESEC in Kochi was downgraded to Official Expansion and was taken up by AIESEC in Bangalore
• AIESEC in Navi Mumbai was legislated as a New Local Committee in the association.
• AIESEC in Bangalore stood 8th in the national plenary
Exchange Development
FOR OGX:
FOR ICX:
AIESEC in Bangalore| Annual Report | 2012 -’13
0
37.5
75
112.5
150
2008 2009 2010 2011 2012
3339
12
38
13
77
150
434529
GCDP
Raise Realization
0
10
20
30
40
2010 2011 2012
325
26
17
36
GIP
Raise Realizations
0
75
150
225
300
2008 2009 2010 2011 2012
11785
344229
228240
556055
GCDP
0
50
100
150
200
2008 2009 2010 2011 2012
3558
464441
150160
594955
GIP
Raise Realization
Raise Realizations
AIESEC in Bangalore| Annual Report | 2012 -’13
Recommendations:
• Clarity on Jobrole.• Continue tracking and accountability structures.• Transparency in reporting structure.• Monthly reports to LC• Building identity for each vertical.
Quality Management:
• AIESEC in Bangalore NPS rating in June : Green
• AIESEC in Bangalore NPS rating in Oct: Green
• AIESEC in Bangalore NPS rating in Jan: Orange ( Due to insufficient pool)
• Number of ICB cases: 0• Number of NCB cases: 0• Amount paid in fines towards quality
complaints: Rs 15000 (MC South Africa)
Financial Sustainability:
• Loss incurred by GIPi 2012: 0• Loss incurred by GCDPo: 0• Loss incurred by GCDPi: Rs 38,000• Loss incurred by GIPo: 0
• Receivables from GIPi- Rs 32,000• Receivables from GCDPi- Rs 38,000• Receivables from GIPo- 0• Receivables from GCDPo - 0
Key Achievements: "
• Accountability was made simpler within the EB
• Goal tracking and performance management was easier in ICX.
• Innovations in GIPi and GCDPi were followed due to the OS implementation.
• The OS followed by AIESEC in Bangalore is the BCP which is now recommended for AIESEC India.
Key Failures:
• OS was not implemented to its fullest capacity because of leadership changes.
• Lack of clarity of jobrole at times caused a lull in activity.
• No MC direction which did not give direction to XDs.
• Process Optimization was not implemented.
• Supply Demand with sub-product focus was not implemented.
Global Community Development Program: FOR ICX:
AIESEC in Bangalore| Annual Report | 2012 -’13
0
75
150
225
300
2010 2011 2012
11785
34
200
120
210
Target v/s Achieved
Target Achived
0
7.5
15
22.5
30
2009 2010 2011 2012
Partners
Key Achievements:• Increase of 35 absolute realizations from
last year ( 41% growth)• Increase in diversity of Incoming Interns.• More Effective OS is place post re-
planning and NSC• Higher delivery rate compared to last
year.• Alignment to National growth drivers
Key Failures: • Financial Sustainability taking a hit in
Q3 and Q4.• Less number of matches/realizations in
pipeline.• No new issue/ project was tackled/• Lack of performance in Q3 and Q4.• No GCDPi event conducted for the
year.• Non achievement of targets
Recommendations:• Financial sustainability/management at the
core of GCDPi operations• Better member tracking and training should
be focus ( along with strong MB)• Utilization of national projects to drive
performance and revenue.• Need of a support group, endorsements,
referrals.
• X on TXP to drive Quality and LC contribution
• Better engagement of stakeholders through customized events/forums/channels
• Work on non-peak cycles • Create stronger department with the Impact
culture.• Diversify clientele base• Adhere to LC financial policy
For OGX:
AIESEC in Bangalore| Annual Report | 2012 -’13
0
50
100
150
200
2010 2011 2012
333917
100110
160
Target v/s Achieved
Target Achived
Key Achievements:
• Evolved OS- Improved Tracking, Delivery.
• Standardized EP Flow- Content of IS Delivery, EPIC.
• Standardized EP Certification Templates.
• Financial Sustainability of Departments• Strong Member Contribution and
Culture• Created Focus on IXP’s
Key Failures: • Non-Achievement of targets.• 5 match breaks due to going off
timeline• Markets affected due to large
number of detractors in commerce colleges.
• Market Segmentation • Expansion to newer markets• Raise to realization ratio• In-effective utilization of winter cycle
Recommendations: • Adherence to timelines is critical.• Increase number of TMP on X:
creating relevance of OGX within the LC, not just OGX departments.
• Continue to maintain healthy relations with universities such as NIME, Alliance, NLSIU.
• Work on forming entities.
• Capitalize on Hubli and Kochi expansions.
• Hold an OGX event to increase exchange, branding and outreach.
• EP reintegration and focus on Quality servicing.
• Synergy with Exchange Support
Global Internship Program: FOR ICX:
AIESEC in Bangalore| Annual Report | 2012 -’13
0
37.5
75
112.5
150
2009 2010 2011 2012
35
584644
75
120
150
75
Target v/s Achieved
Target Achived
0
12.5
25
37.5
50
2009 2010 2011 2012
Partners
Key Failures:
• Non achievement of targets• Low conversion of Raise to
Realization• Untapped Local Markets• Lack of long term IR partnerships• Failure to capitalize Q1
Key Achievements:• Increase in the number of clients• Process Optimization• Alumni Raising• Alignment to national Scenario• Use of External Collaboration• Significant increase in the number of
raises• Development of ET sub-product• Improved Member Contribution• NEP Contribution
Recommendations:
• Re-integrating older clientele and creating a better CRM process.
• Focus on Alumni for raises
• Synergy with Exchange Support for direct deliverables
• Creating MDP for better CRM
• Focus on creating long-term IR partnerships in Q1
• Establish Corporate Support Group with help of BD and use BoA
• Short Term GIP Internships [ET]
FOR OGX:
AIESEC in Bangalore| Annual Report | 2012 -’13
Key Achievements:• GIPo Department for the first time in
LC's History.• SOP’s Established.• Standardized EP Certification • Strong Member Contribution and
Culture• 100 % promoters on the NPS scale
through our EP's performance in their internships
Key Failures: • Lack of SOPs hindered Q1 and Q2
performance• Non-Achievement of targets.• Match breaks caused due to
improper means of communication• Unable to Tap into the ET markets
successfully. • Segmenting GIP Sub Products has
taken a lot of time
Recommendations: • Adherence to timelines is critical
(Key Realization periods March- April, June- July, September -October).
• Proper investment of both TMP and finance is needed into the department.
• External training of members for specific processes such as selecting EPs is needed.
• Servicing and delivering to ABBS will prove to be a huge boon for
entire OGX in the next couple of years.
• CEEDs and ILCEPs opportunities have to be taken by the department to ensure learning about the department,
• Social Media Market along with Job portals/education Fairs like Linkedin are prime targets to get the required EPs for the chosen sub products of GIP.
• ETs are the way forward for GIPo in terms of the numbers concerned.
0
7.5
15
22.5
30
2011 2012
32
25
20
Target v/s AchievedTarget Achived
Talent Management
1. TMP/ TLP Experiences Delivered Year on Year:
Year TMP TLP Market Presence
2010 197 79 MCC;Christ;Josephs; RVCE; BMSCE; MSRIT
2011 183 55 MCC;Christ;Josephs; RVCE; BMSCE; MSRIT
2012 160 86 MCC;Christ;Josephs; RVCE; BMSCE; MSRIT; Presidency; Jain CMS; Jain University; Oxford; CMRIT
2. Recruitment:
Talent Planning - Talent Promotion in Colleges - Selection through GD’s and PI’s-Induction - Mentorship - Allocation - Operations Induction
3. Rewards and Recognitions: 2 RnR campaigns were run, however the model of rewards and recognition needs to be evolved in order to align to 2015 goals.
4. Member Contributions:Improved contribution from the MB and GB was observed at sporadic moment in the yearMember Engagement has improved with standardized process and standing instructionsEducation and provision of clarity of Job Role, gave boost to performances, however more needs to be done.
AIESEC in Bangalore| Annual Report | 2012 -’13
Key Achievements:
• Consistent Membership through out departments
• Optimized Recruitment Process • Improved Tracking and Member
Engagement• Basic Processes put in place• LC forums adding greater value to TMP/
TLP experience• Implemented successful LEAD model
Key Failures:
• Not Capitalized on year round recruitment• Frequency and effectiveness of RnR’s• AM’s not tapped into• LC’s OS was not filled to it’s maximum
capacity. • TMP/TLP tracking.
Expansions:
1. Membership & Culture:
Kochi:12 Members currently1 LCC and 6 Old Members5 New Recruits (Feb Batch)Things were started from a scratch in November post the operations were shut down in 2011.Hubli:1 LCC and 3 MembersIt went very well in start of 2012 with LCC-MB-GB Structure in place,But things couldn't be followed up well.The Operations and Membership are started from a scratch in November as OGX Expansion.
2. Exchange Contribution: Kochi-iGIP-12 Clients
Hubli-oGCDP-2 Realizations
AIESEC in Bangalore| Annual Report | 2012 -’13
Recommendations:
Kochi
Membership Engagement and defined Job RoleEstablishing the brand of AIESECPartnering with the College/UniversitiesFocus on OGX ProgramsNeed based Recruitment
Hubli
Following the Time lines for Standard ProceduresIntegrated Aiesec ExperienceSmall scale Events to Build the BrandCollaboration with TN Takers to scale Operations
Recommendations:
• Set up Alumni Support group for Mentoring
• TSG for External Help• Pump membership into support functions
at the start of the year• Improve engagement by performance
management and reporting• Evolution of the the RnR Model
• Recruitment with a focus on specific job roles
• Push membership to take up IXP’s• Design TMP/TLP JD’s to match EP’s
exchange JD for better quality of experiences
• Focus on filling the capacity of the OS.
Marketing and Information Mangement
Year 2010 2011 2012Radio Men/ons 11 30 1Virtual ar/cles 3 7 0Print ar/cles 14 25 1
Television appearance 0 2 4Hoardings 0 0 0Blogs 1 0 1
Facebook Fans 3387 4100 6229TwiHer followers 1513 1800 2329LinkedIn Partners 477 523 615
1. Recruitments:
• Recruitments happened over 6 cycles over the year.• 3 Engineering cycles and 3 commerce cycles• Outreach was over 2500.• LEAD sessions were given in the main pool sector colleges with externals.• 2 externals participated in the LEAD Sessions.• No of colleges tapped in 2012 -
List of Colleges:
2. Public Relations • 2 events were held in the year 2012
o Global village -§ Event partner – Strawberry fields by NLSIU , TOI and OS grad school § Direct OGX Contacts of over 200+
o Light the night – § Branding event with partners like Phenix city mall, TOI, DH, The
hindu , TV9, Vanka foundation.§ Over 2000 people attended the event.
AIESEC in Bangalore| Annual Report | 2012 -’13
Commerce colleges • MCC• SJCC commerce• SJCC Arts and science• Christ College• Presidency• Oxford commerce college• NIFT • NLSIU • Acharya college• Jain university
Engineering colleges: • RVCE• BMSCE• BMSIT• BIT• Oxford Engineering • JSSATE• MVIT• CMRIT
3. Information Management:
*The details for the IM report can be found in the IM wiki of the LC in myaiesec.net.http://www.myaiesec.net/content/viewwiki.do?contentid=10244864
"
AIESEC in Bangalore| Annual Report | 2012 -’13
Key Achievements:
• LEAD sessions done with the help of externals which increased the credibility with the colleges.
• Increase in Social media promotions.• Sustainable partnerships with the
colleges in pipeline.• Successful events increasing the
recruitments outreach and OGX sales.
• Implementations of IM and the policies.
• IM restructured.
Key Failures:
• No new concrete media partnership.• Non-existent branding in the
corporate sector.• Non- achievement of targets• No concrete POA to market oGIP.• Poor department strength.• Skill based recruitments.• Ineffective OGX marketing.
Recommendations:
• Focus should be on delivery to the bottom lines of the organization directly.
• Synergy between all portfolios’s with the help of Mark or MIM Team, provided that it functions actively, also with the help of well-defined job roles
• A specific focus on boosting oGCDP growth
• IM education in the LC and Knowledge management with the help of myaiesec.net and making it a behavior in the LC
• Department structure with members and specific deliverables and accountability structure.
• Effective planning for media and external partnerships.
• Take part and associate with different networking forums, associations and clubs.
• Focus on branding externally in the market- corporate sector, NGO, etc.
• Have year calendar ready ASAP.• Youth Empowerment sessions
leading to skill based recruitments.
Business Development
1. Fund Raising:
2. Event Management:
a.) Sky Lanterns:
Event executed successfully, as part of the national partnership with Vanka Foundation.
*NO OTHER OR ELD FROM EVENTS OTHER THAN NATIONAL SKY LATERN PARTNERSHIP*
3. Board of Advisors:
Individual Board meetings have been held with all members. We updated the board on a regular basis. Though in terms of exchange and funding there hasn’t been as much support.
*Hema Ravichandar resigned from the BoA of AIESEC in Bangalore, an addition will be made in the coming year.
AIESEC in Bangalore| Annual Report | 2012 -’13
0
750000
1500000
2250000
3000000
2008 2009 2010 2011 2012
110000400000
2385000
717000467000
1500000
1000000
1400000
700000705000
Target Achieved
4. Alumni Management:
a.) Alumni Income: INR 30,000
b.) Alumni Clients : 6 [GIPi]
c.) Monthly Alumni events were held (Alumni First Thursdays | Big Chill), they are leading to ELD conversions for the coming year.
5. NEP Management:
a.) NEP income is part of the BD income and income converted: INR 22,000
b.) One NEP client signed this year: Velankani Infosystems.
AIESEC in Bangalore| Annual Report | 2012 -’13
Key Failures:
• No Events• Low conversion of leads• Lack of clarity with SOPs and JD for
the first part of the year• Overpricing products• Non-Achievement of Targets• External Accountability
Key Achievements:
• Building foundations for a culture of Sales
• Office Infrastructure Support through Alumni Contribution and in-kind furniture raising
• Regional Collaboration with MISB partnership
Recommendations:
• Program Based approach to BD• Selling more partnerships of lower
value instead of a few high value partnerships at first, and then raising value once credibility is established.
• Board Contract Signing and productive engagement
• Report Generation especially with regard to iGCDP
• Running a full OS with focussed JDs and MoSs
• External training for leads generation and conversion
• Creating Support Groups and Engagement plans for BoA and Support groups.
• Capitalize on Alumni for Exchange, Fundraising and any sort of support.
Financial Management1. AIESEC in Bangalore Financial Overview:
HEAD
Reserves
Total Income
Total Expenses
BD Income
Surplus [Profit]
Receivables
Bank Balance
All figures are in INR
2,43,311.99 [As of 31st December]
[2,25,000 office deposit]
11,86,240
7,50,801
1,10,000
43,54,39
36,000 [GIPi Client]
65,643.55 [31st of December]
AIESEC in Bangalore| Annual Report | 2012 -’13
2. AIESEC in Bangalore Profit and Loss Account Statement for 2012
AIESEC in Bangalore| Annual Report | 2012 -’13
3. AIESEC in Bangalore Balance Sheet 2012:
AIESEC in Bangalore| Annual Report | 2012 -’13
AIESEC in Bangalore| Annual Report | 2012 -’13
Recommendations:
• Invest into a CEED in the beginning of the year to increase exchange numbers.
• Always have a minimum bank balance of above 1,50,000k because the average bank balance that Bangalore needs to operate is around 80-90 so have this amount for back up.
• Lay down a strong policy in Receivable Management.
• Investment in trainees.
• Focus to remain on contribution to the bottom-lines of exchange through innovation.
• Strong policy for Documentation and Legalities.
• Concentrate on Booking Keeping and Accounting.
• Lay down and implement strict reimbursement policies.
• Work on continuing to minimize exchange costs.
• Prepare quarterly budgets for every department according to the quarterly exchange targets. Tracking of not only Income from the departments, but also expenditure.
• Introduce more LC activities relating to finance and bring about strong educationregarding Finance.
Key Achievements:
• Efficient tracking• Strict adherence to policies• Innovations • Knowledge Management• Cleared all debts• LC run solely on exchange income
Key Failures:
• Financial education throughout the year.• Quarterly and Monthly finance reviews of incomes and expenditures of all departments.• Delay in track of receivables• Lack in investment in Trainees.• Using Finance to contribute to the bottom lines.• Adherence to the budget.• Poor Management of Contracts