NEXT Leader Firing EXPANDING NETWORKS

MAXIMIZED TO COLLABORATE FOR THE GREATER IMPACTS.

INNOVATING AND

DEVELOPING OUR

PRODUCTS, CREATING THE

MOST VALUABLE EXPERIENCES.

PROFESSION AND EFFECTIVE

EXECUTION, DELIVERING PROMISE

AND REACH EVERY EXPERIENCE

TAKERS’ EXPECTATION. AIESEC 1213LCP AIESEC WZLC IS YOUR FIRST CHOICE PARTNER AND PROVIDING THE

WORTHIEST DEVELOPMENT EXPERIENCE.

I always believe that someday I can be someone that can change the

world, no matter how big or how small is it. And now, there is a great

opportunity in front of me—the LCP of WZLC. And I’m going to take it

and lead this impactful organization to the bright future.

Connect the torch, spread the light. Every person in the world just like a

torch, they shine for their life, their

value, and their dream. And us,

AIESEC, presenting as a platform for

all the torches and providing chances

for them to connect and collaborate to

create more powerful and brighter

flame. These power of co-create and co-

working can not only feedback the best

interest for their personal development,

but also generate much more influential

impacts for their outcome! This year, I

want to stir and develop this platform to

the best condition thoroughly. Make

The N.E.X.T New Era

I envision 1213 Wenzao Local Committee is an organization that

Navigate into Success, Enforce Collaboration,

EXecute Excellence, and Think Different.

every person who engages AIESEC can

have the best experiences to grow and

have the greatest impact to the achievement.

Because of this belief, I want to devote

myself to be AIESEC 1213 WZLC LCP to

lead this faith and organization toward our

vision, our goal. Together, we can. We are

going to blaze and burn everyone’s passion.

Be the most impactful Local Committee of

AIESEC in Taiwan!

LC SWOT Analysis

(S) - Stable GCDP OGX/ICX pipeline

- TLP development and pipeline management

- Formal Local committee status

(Finance/Performance stabilize)

- High quality PR event and great exposure

- LC-LC collaboration initiate

(W) - LC lack of human resource (TMP pipeline)

- LC lack of engagement with sustainable

externals (Alumni/BOA/Corporate)

- LC lack of driving GIP program driver

- Member lack of organizational recognition

- Immature project packaging and management

- Function synergy and integration

(O) - Open market/university for ELD

- University culture alignment

(Wenzao 3L and NKFUST Innovation and

entrepreneurial ship )

- BOA and possible resource support

- LC-LC collaboration mindset growing

(T) - Blocked by university administration

policies

- Formal Local Committee responsibility

(MB fee)

- National strategy or functional flow change

- AIESEC positioning of different stakeholder

- School internship program

Mckinsey 7S Model

Navigate into Success,

Enforce Collaboration,

EXecute Excellence,

Think Different.

Product/Project:

Team Plan Management

Member:

MB development based

on TMP/TLP flow

GCM

Functional Skill

Business skill

Create best @ experience

&

Enhance # of engagement

with @

Vertical fixed structure, and

horizontal coordinator.

AIESEC WZLC provides the worthiest experiences for

you to engage and develop.

3P

Proactive

Positive

Professional

AIESEC Wenzao Local Committee Future Direction

AIESEC 2015

Engage and Develop Every Young Person in the World

AIESEC Vision

Peace and Fulfillment of Humankind Potential

AIESEC Wenzao Local Committee 2015

AIESEC WZLC is the youth voice and your first choice partner for

developing talent and society.

- Incubate and drive massive positive impact to society

- Cultivate Innovative and entrepreneurial global leader

- Engage every young person in Middle-South of Taiwan

AIESEC WZLC 1213 Mission

AIESEC WZLC provides the worthiest experiences for you to engage and develop.

How to Deliver in 1213?

Strategy Tactics

ELD taker quantity

reinforcement - ELD product package for each ELD program:

(School market analysis/S&D planning/ Product segmentation/ Marketing plan)

(Applying model: Business Model/ Ansoff Matrix/ Product life Cycle)

- Clarify each ELD program SOP and pipeline management

- LC Functional Synergy (Regular synergy meeting/ Concrete synergy plan)

- Market expansion to other campus

( Target: NKFUST/NUAS)

ELD program quality

reinforcement - ELD program supervised by team plan

(Team plan for utilizing in team planning-tracking-review-finalizing)

- Experience taker development plan based on Global Competency Model

- Customer relationship management system for each ELDP taker

(Quality survey and product evaluation system build up )

Cross entity collaboration

- School force cooperation (Clubs/administration department of college)

- External force engagement (Corporate /Alumni/NGO/Government…etc)

- BOA consult and external resource integration

- LC-LC/MC cooperation based on ELD taker development

Focus Area and Strategic Movement

PAGE 7

Focus Area One: Provide best ELD Experience to every experience taker

PROFESSION AND EFFECTIVE EXECUTION, DELIVERING PROMISE AND REACH EVERY

EXPERIENCE TAKERS’ EXPECTATION.

KPI AND GOAL

No. of TMP: 150 /No. of TLP: 40 / No. of GLP: 50

No. of GCDP ICX: 35 / No. of GCDP OGX: 100

No. of GIP ICX: 3/ No. of GIP OGX: 5

(all of above are realization)

% of quality survey: 80%↑

No. of partner based on AIESEC XP development: 30

Focus Area and Strategic Movement

Strategy Tactics

Expand and enlarge

EwA resource - EwA event design based on alignment to ELD programs

(AIESEC Week/AIESEC XP camp/ PBoX competition)

- Campus relationship management (every our college market)

- External cooperation based on PR event (for LC exposure and positive impact)

Virtual platform establishment - Virtual website management and plan (official web/FB/.net)

Clarify basic function/ management/ checking and tracking

- Generate online events to engage virtual user

- Virtual impact sharing and management

(stories/recommendation from XP taker/partner/e-newsletter)

Life-long connection

management - Life-long connection costumer segmentation and management build up

- Life-long connection member re-integration planning

- Alumni management and integration

Focus Area Two:

Enhance stakeholder engagement

into AIESEC via EwA stage

EXPANDING NETWORKS MAXIMIZED TO

COLLABORATE FOR THE GREATER IMPACTS.

No. of people engage with AIESEC physically: 500

No. of people engage with AIESEC virtually: 500

No. of public event: 8

(5 events in physically, 3 in virtually)

LLC re-integration rate: 20%

KPI AND GOAL

External resource integration for LC ELD program development

Launch and manage events to engage more people to AIESEC

TMP pipeline management and member development

TLP pipeline management and member development

Launch and manage PBOX competition event

Alumni and ELD former taker management and re-integration

Position Job Description

LCP - LC long-term and critical strategic decision

- Organize EB team to drive strategic growth and development

- Representative of AIESEC WZLC to different stakeholders

- EB team training and development

- Coordination with LC EB and MC

VP GCDP ICX - LC regular strategic meeting and decision making

- GCDP ICX program(product) planning and management

- Program taker quality and CRM management (Trainee/TN/External)

- Functional knowledge management

- Maintain and ensure development of each project

- GCDP ICX member training and development

- Coordination with LC other functions and MC

LCP

VP GCDP ICX

VP GCDP OGX

VP GIP ICX

VP GIP OGX

VP FN

VP ER

EI Director

EI Director

VP Comm.

PBOX Director

EwA Director

VP TM

TMP Director

TLP Director

LLC Director

AIESEC 1213 Wenzao Local Committee

AIESEC 1213 Structure

Detailed LC structure will be decided

after LC executive board selected

Following job description of each

position only explain the main focus

working content

VP GCDP OGX - LC regular strategic meeting and decision making

- GCDP OGX program(product) planning and management

- Program taker quality and CRM management (EP/International LC/External)

- Functional knowledge management

- Maintain and ensure development of each project

- New market approaching and expanding

- GCDP OGX member training and development

- Coordination with LC other functions and MC

VP GIP ICX - LC regular strategic meeting and decision making

- GIP ICX program(product) planning and management

- Program taker quality and CRM management (Trainee/TN/External)

- Functional knowledge management

- Maintain and ensure development of main project

- GIP ICX member training and development

- Coordination with LC other functions and MC

VP GIP OGX - LC regular strategic meeting and decision making

- GIP OGX program(product) planning and management

- Program taker quality and CRM management (EP/International LC/External)

- Functional knowledge management

- Maintain and ensure development of EMP and BA and market project

- New market approaching and expanding

- GIP OGX member training and development

- Coordination with LC other functions and MC

VP Finance - LC regular strategic meeting and decision making

- Maintain financial balance within LC

- Teach and supervise each function and team’s budget plans

- Modify LC constitutions, rules and R&R

- FN member training and development

- Coordination with LC other functions and MC

VP External Relationship - LC regular strategic meeting and decision making

- Engage and manage external resource to LC (X product and MB development)

- LC internal synergy plan management

- LC external CRM management

- Campus relationship management

- Long-term partnership marketing for LC

- ER member training and development

- Coordination with LC other functions and MC

VP Communication - LC regular strategic meeting and decision making

- Build up database/platform for both internal and external use - Newsletter release based on different stakeholders - LC virtual platform operation and management - AIESEC WZLC branding and exposure management - Establish public relation event to engage people to AIESEC (Physically and Virtually) - ER member training and development - Coordination with LC other functions and MC

VP Talent Management - LC regular strategic meeting and decision making

- TMP/TLP pipeline and flow management

- LC education cycle development and management (LCM/FM)

- Design learning cycle based on GCM

- Functional team plan management and collection

- Life-long connection management (LLC=MB who took ELD before)

- Alumni relationship management through physical and virtual interaction

- Coordination with LC other functions and MC