A message from the MCP 5

Our Plan 6

Our MoS and KPIs 8

Our Growth 10

Our Projecs 12

Our Areas 16

Finance Summary 18

Our National Allies 19

Welcome to National Report!

THE MOST POWERFUL MOMENT OF YOUR LIFE

WILL COME WHEN YOU FINALLY REALIZE THAT

THAT IS YOUR GREATNESS!

ALL YOU NEED IS ALREADY INSIDE YOU

A LETTER FROM THE MCP

July 2014

AIESEC is an organization about

leadership: our product are the leaders

that we develop day to day offering a

learning path for young people. This path

is not only about our careers in the

organization but about our lives: AIESEC is

just a door to discover that there is need

in this world for each individual to be

clear where they have to go and there is

need for each one of us to think bigger

rather than thinking about ourselves.

That is why, AIESEC is an international

organization: if we are able to understand

the most different people, we would be

able to empathize with them and lead a

change in our lives, in our community, in

our markets and in the world. Setting

AIESEC in any country is a project itself.

Today AIESEC in Chile has already shown

to our network and to the market that

both there is need in Chile for AIESEC and

there has been a concrete impact that this

organization has created in this country.

With presence in 8 cities of the country

and with almost 300 students as part of

the organization, AIESEC in Chile has

delivered almost 400 powerful exchange

experiences in the last year with an overall

NPS of 51 in all the programmes which

shows an general high satisfaction of our

customers. In this report, you will find all

the information regarding the SUCCESSES

and the CHALLENGES that the Member

Committee Executive Board 2013.2014

faced along our term.

There are still a lot of things to do, a lot of

things to improve and, more important,

thousands of students and organizations

where AIESEC can reach in this great

country. Chile needs AIESEC because Chile

needs leaders: our organization has the

responsibility of delivering a new

generation of leaders. Chile already has all

what is needed to make it possible

We proved it! There is greatness in Chile!

It has to do with each one of those

experiences and the people who made it

possible. Trust in your greatness and dare

to do whatever you want to achieve!

MC EB Ignition is glad to present this

report and hopes you enjoy it.

Yours sincerely,

Ernesto Salce

President | 2013.2014

MC EB IGNITION Planning process for the

whole term, developed during June-July 2013,

carried a strong AMBITION of moving the

network to a next step.

Having a very new and immature organizational

situation, our Planning was a strong guide in

terms of behaviours and principles.

Today AIESEC in Chile is strongly influenced by

the ruling principles of this planning such as

working on strengths and focus management.

The figures on this page do not include the replanning

modifications made during the term.

OUR PLAN

To 30.06.2014

THE GREATNESS OF AIESEC IN CHILE COMES FROM OUR

STRONG LEADERS THAT DELIVER A HIGH VOLUME

OF POWERFUL EXCHANGE EXPERIENCES.

What we ENVISION

ACTIVATING GREATNESS

We STAND FOR

COMMIT | FOCUS | ENGAGE | DELIVER | GO BEYOND

We LEAD to

640 EXCHANGE EXPERIENCES440 OGCDP | 120 IGCDP | 80 IGIP

We MEASURE

OUR MEASURES OF SUCCESS

31.07.2014 PLANNED ACTUAL GAP NPS

OGCDP RE NA 319 NA

IGIP RE NA 24 NA

IGCDP RE NA 104 NA

OGIP RE NA 5 NA

TOTAL NA 452 NA 52

30.06.2014 PLANNED ACTUAL GAP NPS

OGCDP RE 488 281 207 44

IGIP RE 106 22 84 63

IGCDP RE 163 81 82 66

OGIP RE 0 5 0 0

TOTAL 757 389 373 51

AIESEC, as a global organization, envisions

“Peace and Fulfilment of Humankind’s

potential”. With the aim of achieving our

vision, “our international platform

enables young people to explore and

develop their leadership potential for

them to have a positive impact in

society.

How do we do that? We provide our

members with “an integrated development

experience comprised of leadership

opportunities, international internships

and participation in a global learning

environment.

For us, success is defined when we can

count one experience as realized (RE):

when a member starts to work with his or

her team according to our global

standards, or when a trainee arrives his or

her destination and he or she is ready to

work at the organization provider of the

internship.

Considering our global organization

context with the AMBITION of creating

a new generation of leaders towards

2015; MC EB IGNITIION created a plan

based on AMBITION, contribution to the

network and drivers.

We selected OGCDP as our National

Driver based on historical data and

network inputs with the aim of pushing

the whole organization in a new level in

terms of HR management and culture

development. At the same time, we

regionalized ICX programmes: IGIP fro

Santiago city and IGCDP for the rest of the

country based on their value proposition

and maturity of the moment.

Planned and Realized MoS

NPS Overall

01.06.2013 to 30.06.2014

including all replanning and modifications

Realized MoS +NPS Overall

including July pipeline

01.06.2013 to 31.07.2014

including all replanning and modifications

OUR Key Performance Indicators

RA MA RE

P A Gap P A Gap NPS

MAP A Gap NPS

RE

NPS

COM

OGCDP NA 435 NA NA 319 NA NA 319 NA

IGIP NA 49 NA NA 29 NA NA 24 NA

IGCDP NA 162 NA NA 117 NA NA 104 NA

TOTAL NA 645 NA NA 465 NA NA 447 NA

RA MA RE

P A Gap P A Gap NPS

MAP A Gap NPS

RE

NPS

COM

OGCDP 768 419 349 777 307 470 58 488 281 207 31 46

IGIP 173 47 126 190 21 169 62 106 22 84 77 43

IGCDP 177 161 16 167 104 63 59 163 81 82 71 73

TOTAL 1118 627 491 1134 432 702 58 757 384 373 43 51

At the same time, we measure several previous Key Performance

Indicators to our MoS. Our most important KPIs up to 2014 are the

Raise (RA) and the Match (MA). A RA shows when there is an

opportunity opened (it can be an internship or a trainee that is

available to go on exchange). A MA shows when a trainee has found

his or her internship.

We can see that during this term had had a partial

fulfilment of our plan of RA but that fulfilments

was not seen in RE. This shows that we were able to

demonstrate that there is need for AIESEC to exist in

Chile: between July 2013 and June 2013 this barely

new organization has opened more than 600

opportunities. But at the same time we were not able

to match all those opportunities.

AIESEC in Chile show a great growth. Upscaling

comes with hearing your customers both in team

and exchange experiences. NPS and conversion

rate shows this. Although NPS is very good (specially

in IGCDP), we can see that volume management

tends to be challenge in OGCDP. You have to keep

growing but putting more work and more effort to

the projects you are creating.

Planned and Realized KPIs

NPS separated in MA-RE-COM

01.06.2013 to 30.06.2014 (up)

01.06.2013 to 31.07.2014 (below)

including all replanning and modifications

July14 realizations show more than 230% growth compared to to July13

Q2 2014 growth in overall RA is almost 300%compared to Q2 2013

We made Winter Peak happen!

GROWTH ACROSS TIME

162

378

627

141

294

432

137

284384

0

200

400

600

800

A2011 A2012 A2013 A2011 A2012 A2013 A2011 A2012 A2013

RA MA RE

92

254

419

60

198

307

62

191

281

0

100

200

300

400

500

39

60

47

3545

2129

45

22

0

20

40

60

80

31

64

161

46 51

104

46 48

81

0

50

100

150

200

OVERALL | Previous Years comparison

OGCDP | Previous Years comparison

IGIP | Previous Years comparison

IGCDP | Previous Years comparison

Speaking about exchange operations,

AIESEC in Chile shows a continuous

growth along the years, specially in

GCDP programmes. Following with what

was mentioned before, we can see a 65%

growth of RA in comparison to last year.

On one side, this is due to OGCDP

absolute growth in RA that turns to be

exactly 65%. It is worth mentioning that,

although graphics may not show it, this

first semester 2014 shows 80% growth in

comparison to last year’s first semester.

That is good since it shows an early

introduction of our Winter Peak

programmes and other OGCDP products.

OGCDP has shown 47% growth in RE:

TIMELINES are the clue since working

behind schedule has prevented Chile from

matching with good internships and

focusing energies on conversion.

On IGIP we can see that the programme

has decreased. MC EB IGNITION present a

formal apology with the plenary for not

being able to deal with the IGIP promise at

all. We understand that IGIP, as

programme, requires maturity both in

cultural and legal level; and a strong focus

from the National Level. IGIP cannot be a

sub-focus if the focus is a GCDP

programme since they require completely

different approaches. This year, IGIP

legality and sales forces have been the

huge bottleneck. MC EB IGNITION has

delivered a new business and legal model

for IGIP internships and we strongly

recommend to use it: IGIP will not grow

based on structure changes but on

discipline, consistency as well as urgency

along time.

IGCDP turns to be the big surprise of our

term showing 150% growth in RA, 203%

growth in MA and 68% growth in RE.

Changing single RA for RA based on

national products was the big accurate

change. Right now Chile can see clear

IGCDP projecs. Nevertheless it seems that

IGCDP in Chile will follow the line of other

IGN countries. It is recommended to pay

attention to what happened in other

countries to be ready for possible

problems. It is clear that according to

global S&D, IGCDP should not be a focus.

0

6

0

4

9

0

34

6

2 2

11

0

2

4

6

8

10

12

9

30 32

74

152

36

5 5 5

17

43

1114 10

4 4 3

60

112

46

5 4 5

14

0

20

40

60

80

100

120

140

160

2 0

14

31

15

0

7 8

0

29

38

17

1 04 2

1723

27

30

19

26

0

10

20

30

40

OG

CD

P in

TIM

ES

IGC

DP

IGIP

Programmes across the YEAR

OUR PILLARS & PROJECTS

To reach our goals in terms of experiences, we realized that

there was a strong organizational work to do. That is why

MC EB IGNITION set up a strong BACK OFFICE plan to

support operations.

Thinking OGCDP as a National Driver we outlined 3

organizational pillars which would shape our projects and

strategies. ICX programmes were not included at the beginning

in the Back Office strategy. Then, during January Replanning,

we added them since our pillars were organizational and, in

that way, they supported the whole strategy for all the

programmes. Each MCVP was responsible for a sum of projects

in the Back Office strategy.

Along this section, we will briefly describe each pillar and the

projects that composed them.

How to read this?

Name of the project

Main Key Performance Indicators

Main achievements

and non-achievements

Status of Delivery: RED (not delivered KPIs bellow 30%) –YELLOW (partially

delivered: KPIs 30% to 70%) – GREEN (delivered from 80% to 100%)

CEM & BRAND XPStarting our term, we realized that among leaders there was a general lack of comprehension of

WHY AIESEC exists and THE WAY we do it. Moreover, there was no a clear idea of WHY AIESEC

should be present in Chile. Massive OGCDP operations would have not been able to run properly

if a member does not understand what AIESEC Brand means. Having an address to our

customer, our members and our exchange participants, become a priority.

That is why we set as priority a strategy of Customer Experience Management (CEM) to orientate

the organization towards our customers but at the same time to keep our essence on what we

are, our AIESEC Brand.

Most of our Back Office strategy directly oriented to operations was focus in the projects inside

this pillar. Here you will be able to see the most important deliverables in each project.

CLARITY OF THE WHY

#Messages to the network by MCP | #MC Touchpoints

SUCCESSES: Session and discussion in all conferences and 80%

touch points.

CHALLENGES: It is required to find new ways to transmit our

WHY as the organization goes bigger: bigger heart for a bigger

organization.

CEM STRATEGY & EVOLUTION

NPS | % Response Rate | #Trainings

SUCCESSES: Response rate reports per programme.

Educational cycle for core VPs. Resource centre. Fire-fighting

education.

CHALLENGES: TMP-TLP reports. Implementation continuity

on local level: lack of urgency.

NATIONAL ORS TOOL & EVOLUTION

Contact in less than 48 hours | National Tool

SUCCESSES: National tool. Faster data management.

Centralization of subscriptions and processes. Measurement of

conversion rate.

CHALLENGES: Management of different products at the same

time. Contacted to RA conversion rate.

MARKET RESEARCH

#Existance and Implementation

SUCCESSES: Market research at the beginning of the term.

CHALLENGES: Timelines managed with delivery of

campaigns.

OPERATIONS PRODUCT FOCUS SUPPORT

#Campaigns implemented | #On campus activities

SUCCESSES: Product sheets and portfolio delivered. Sales

management tool development.

CHALLENGES: We did not achieved support from external

sources to capitalize the market.

SHOWCASING STRATEGY

#Showcasing published | #Participants

SUCCESSES: Showcasing campaign development and global

showcasing strategy implementation. Institutional videos. The

project was partially completed.

CHALLENGES: Planifcation and coordination with the core

areas on national and local level. Amount of participants.

NATIONAL SALES FORCE TEAM

#Participants at national level in the programme

SUCCESSES: Growth in the number of TN Takers on local level

though the 1st specialized R&R for IGIP areas.

CHALLENGES: The amount of sellers and sales. Members

passing from one cluster to another and not balancing the

whole structure. Sellers discipline.

MARKETING ACCOUNTABILITY FOR OPERATIONS

#NPS/CEM reports | #Subscribers per channel | Tools

SUCCESSES: First national tools for MCEB and LC EB weekly

operations tracking. The project was partially completed.

CHALLENGES: Ways of measuring marketing network

comprehension. CEM / NPS Management understanding.

BIG AIESEC FULL THROTTLE

#Visitors to the OP | #Culture shock stories

SUCCESSES: Brand alignment. Global template implementation.

This project was partially completed.

CHALLENGES: Functionality and sync with the global portals

designed by AI.

INCREASE THE FUNNEL

#LEADs for IGIP, BD & IGCDP

SUCCESSES: TMP-TLP campaign with 200% growth in

recruitment results. Presence in social networks.

CHALLENGES: Conversion rate still an issue.

STRENGTHEN OUR BRAND

#Media appearances | #Endorsement for IGIP | #Network contacts

SUCCESSES: Implementation of global brand guidelines. The

project was not delivered.

CHALLENGES: MCVP Focus on other activities.

TALENT SELECTION FOR MATCHING

#Education activities | #Education material

SUCCESSES: The project was not delivered.

CHALLENGES: MCVP Focus on other activities.

LEADERSHIP DEVELOPMENTWith the Southern Cone splitting, this very first term of AIESEC in Chile had to do with setting

the basis for a full new NATIONAL organization. Considered that AIESEC is a leadership

organization which its very true results are LEADERS; organizational culture was a MUST in our

national plan. This was directly related with our vision and idea to develop leaders to take

responsibility over Chile as a country and AIESEC as an idea.

Along the term, both the leadership strategy and entity strategy were strongly related to

creating the right mindsets and behaviours. We must admit that almost 80% of the time of MC

EB was advocated to deal with this issue. That is why our LEADERSHIP DEVELOPMENT pillar was

a core of our BACK OFFICE supporting every step and every action. This year was the first one for

Chile to share a National Talent Management and Organizational Development strategy driven

by the whole MC EB and all LC EBs at the same time.

NATIONAL RECRUITMENT

#Members recuited | %Conversion rate

SUCCESSES: More than 340 members recruited along the term.

Timelines and allocation frameworks.

CHALLENGES: Goal achievement on local level. Retention as an

issue after recruitment.

NATIONAL INDUCTION

Learning Days | Aligned Agendas | #Induction Activities

SUCCESSES: 2 Induction National Conferences. 2 Induction

Local Conferences. Virtual Education Week. Local frameworks.

CHALLENGES: Fulfilment of the local induction cycle. Lack of

induction to Team Leaders so that they know how to manage a

team.

LEAD & EVOLUTION

#LEAD trainings delivred | #Attendees

SUCCESSES: LEAD delivered in 5 national conferences. LEAD

frameworks for IGCDP and OGCDP. OPS.

CHALLENGES: LEAD for GIP was not delivered. LEAD TMP-TLP

beyond conference cycle. Adjustment to operational needs.

PERFORMANCE MANAGMENT

#Members with performance appraisal | Guidelines

SUCCESSES: JD and ILP frameworks connected to monthly

Talent Fast Track (connected to SONA).

CHALLENGES: Massive implementation and connection with

R&R. Team minimum alignment across network.

ELECTIONS AT LOCAL LEVEL

LC EB Process Alignment | Frameworks and support in time

SUCCESSES: LCP and LCVP Elections calendar and frameworks

on National Level. MC EB involved in the process.

CHALLENGES: Change Management with local entities.

TRANSITION AT LOCAL LEVEL

LC EB Process Alignment | Frameworks and support in time

SUCCESSES: LC EB outgoing and incoming having an

structured transition based on frameworks.

CHALLENGES: Tracking and consolidation over national level.

PLANNING AND REPLANNING AT LOCAL LEVEL

Frameworks | Approved plannings

SUCCESSES: National planning frameworks based to support

operations. OD Model to support planning.

CHALLENGES: Timelines defined by Compendium and fixed

structures. LC EB management of times and changes.

NATIONAL EDUCATION CYCLE

#Webminars | #National Congresses | Overall satisfaction

SUCCESSES: National conferences cycles. Resource centres.

Frameworks for local implementation.

CHALLENGES: Local implementation beyond National

Congresses and alignment to operations.

LC COACHING STRATEGY

#Functional Visits | Weekly meetings

SUCCESSES: Almost 50 local visits. 12 summits. Weekly

coaching meetings. Weekly local tracking with LCP. Being on

ground with the entities.

CHALLENGES: Coaching aligned to local planning.

REWARDS & RECOGNITIONS

Strategy design and implementation

SUCCESSES: National awards. More than 4 challenges aligned

to focus programmes.

CHALLENGES: Central tracking and integration of all

programmes. Coordination of messages and to national plan.

FOCUS RECRUITMENT

#Sales members recruited for Metropolitana

SUCCESSES: More than 50 members recruited for IGIP.

CHALLENGES: Effectiveness of pocket recruitment and

management of virtual channels on national level. Alignment

with local entities as regards MC EB recruiting.

MC ELECTIONS & TRANSITION

MC EB Elected and Completed | Transition delivered

SUCCESSES: Transition week delivered. Functional transition

delivered on the based of each MCVP. MCPe selected on time

and attendance to IPM. 80% MC EB elected in transition.

CHALLENGES: Timeline management and expectation

management with new and old MC EB members.

PARTNERSHIPSThe purpose of any organization is define by its relevance for the organization itself, its relevance

with each individual stakeholder and its relevance with the market. CEM & Brand XP had to do

with answering “How will we reach AIESEC?”. Leadership development had to do with answering

“How will we reach each INDIVIDUAL?”. The following question was “How are we going to reach

the MARKET?”

During planning we decided that this year, relationship with the market was going to be based

on a one to one communication to the market starting to capitalize those channels. In that way,

we opened BD area for the second semester and we outlined new national events, closing some

important partners. Nevertheless, we have to admit this was the pillar with less attention with

the idea of shaping the internal culture for next generations to have a good AIESEC in Chile to

expand in the market.

UNIVERSITY PARTNERSHIPS

1 National Partner | Access to former alumni database

SUCCESSES: Lifting each university relationship with local

entities. Initial creation of partial knowledge.

CHALLENGES: Running of a clear strategy to manage in an

unified way agreements in the country. Universities do not

consider AIESEC as partners.

GOVERNMENT PARTNERSHIPS

#Applications to National Funds to support IGCDP

SUCCESSES: Direct relationship with the Ministry of Social

Development. Initial knowledge on management.

CHALLENGES: Understanding of internal tenders, government

plan and their needs. Government requirement and

bureaucracies.

CSR & ADDED VALUE PARTNERSHIPS

#Partnerships that support exchange and events

SUCCESSES: Approach to more than 80 companies in 6 months.

4 new national alliances. 7 new IGIP RA. Market knowledge.

CHALLENGES: AIESEC brand strength in the market to generate

security on companies to take the product. New business

connections are required.

CONFERENCE MANAGEMENT

#Partnerships to support conference organization | Y2B

SUCCESSES: New venue for national congresses.

CHALLENGES: Discipline and alliance management.

CO-DELIEVERY WITH COOPERATIONS

#Closed cooperations | %Achievement

SUCCESSES: Supply and demand aligment. Mindset

management.

CHALLENGES: Minimmun fulfilment. Communication with

other countries. Local implementation. Implementation plan

design.

EXPANTION STRATEGY

#Stablished SUs to support opperations

SUCCESSES: 40 RE delivered by expansion initiatives. New OE

and 2 SU initiatives in progress.

CHALLENGES: SU management in new markets where AIESEC

is not present managed virtually.

CEEDER STRATEGY TO DRIVE OPERATIONS

#CEEDers closed to support operations

SUCCESSES: 3 CEEDers (Raquel, Ricardo and Joyce) along the

year. Acceleration of MA and RE. Increase operation capacity.

CHALLENGES: Timelines of CEEDer affected the project: the

CEEDers did not have involvement in OGCDP RA.

LOCAL AND NATIONAL FINANCIAL AUDIT

100% Achievement

SUCCESSES: Growth over 70% in less than 10 months in all

local audits.

CHALLENGES: Cultural changes from changing timelines from

quarter-based to monthly-based.

SUSTAINABLE LEGALITY

Prepare closure of the corporation

SUCCESSES: Corporation is ready to be

closed. Official prescription is pending.

CHALLENGES: Legal closure depends on

official prescription.

LEARNING: Remember. Do not forget!

FOUNDATION 100% TO THE MARKET

Modify constitution of the foundation

SUCCESSES: Statutes modified. Trademark

registered in class 41. Waiting for classes 35

and 36. Donations law postulation presented.

CHALLENGES: Official timelines and

bureaucracies. Organizational understanding.

EXTERNAL LEGAL SUPPORT

Partnerships with a buffet

SUCCESSES: Free legal support for each issue

the legal framework may have from

Fundación ProBono.

CHALLENGES: Organizational understanding.

FINANCE SPEED

Digital signature | IGIP invoice system |

Payments online

SUCCESSES: Free sponsor with Webpay .

CHALLENGES: Functional interconnection with

Marketing. Website is not updated.

NATIONAL PRICING

Review IGCDP/OGCDP

pricing and product

framework

SUCCESSES: OGCDP

Pricing change with huge

impact on budget, and

great contribution to

national sustainability.

Promotions. New pricing

for OGIP.

CHALLENGES: There was

not a review of IGCDP

pricing and its business

model.

AREA REPORT

With our VPs…

We created a strong team and identity

culture. Moreover, we created tools for the

management of information in the area to

keep them along the time, such as wiki and

the are wixs.

Main Successes

More than 150% Growth in RA.

Work by projects & national products.

Social Marketing initiative.

Main Challenges

Conversion Rate.

Working by cooperations.

Homogeneous work across entities.

IGIP Pavlo Pereira“IGIP will grow when we can keep the good sides and improve those points that

require improvement. The market is there and the added value of the programme is clear; we just need to capitalize it in the long run”

IGDP Matías Ricci“This year we managed to innovate, create an ambition and achieve. Now, we have entities that understand the programme and believe in its impact”

OGCDP Nathielli Zart“Working with the programme was great! AIESEC in Chile creates an

impact that cannot stop; it depends on you to keep growing.

Main learnings…

IGCDP Army managed to have a great

ambition followed by actions, where

persistence was fundamental. A lot of

IGCDP opportunities appear in our context.

Fundraising opportunities will only appear

if we are connected and we know our

market.

With our VPs…

We worked as a network, sharing and

making decisions all together. Each local

team was tracked individually trying to

reflect their realities and comparing them

with their planning.

Main Successes

Product standardization.

Implementation of a new triangulation

selling process.

7 New TN Takers on Local Level

7 New TN Takers on National LevelRecycla, HILTI, Wavetec, Expacio Vital, Quanam,

Excellentia, EP, Pfizer

Main Challenges

Effective segmentation.

Selling teams effectiveness.

Global supply understanding.

Main learnings…

IGIP, as a programme, has multiple

challenges and involves big responsibilities

since bad account management may affect

our brand. Focus on building bases was

vital around 3 pillars: purpose

understanding (why), IGIP identity (who we

are) and sales performance (sales culture)

With our VPs…

We pushed ambition and break though

functional barriers looking for more

efficiency, focus to results and

professionalism when dealing with

customers.

Main Successes

Relative growth of 65% en RA and

almost 50% in RE.

Increase Global Citizen positioning.

5 National external Events +

20 universities allied

Main Challenges

Timeline management: 20% forms

without MA.

GAP in selling: conversion rate of 5%.

CoDelivery with our entity partners.

Main learnings…

Our VPs have strong potential when

working with professionalism and clarity of

the added value that our programme has.

Capitalization through universities is

required.

F&L Pablo Hauck

COMM&Mktg Freddy Benitez

BD Mónica Ballestas

TM&OD Miguel Gonzalez

“Now you have to go out to make the change that we promised.Thanks AIESEC Chile for this 3 years”

“If something is not communicated, then it does not exists.”

“Understanding our strategic allies to get more positioning, support and financial capacity to promote the overall growth of the national network”

“Thanks for the learnings and the honour of working with you. Remember! A leader does not create followers, creates leaders.”

With our VPs…

Thanks to each one of the VPs that worked next

to me during my term; we could move F&L. They

are the ones who made it.

Main Successes

Global Full Membership achieved: first

external audit.

New IGIP Triangulation model.

Statutes modification and banking accounts

structure modified.

Main Challenges

Local liquidity.

Taxes situation in front of the state.

Support for ICX areas.

Main learnings…

The real changes do not happen due to plan,

but for the proper connection between needs,

capacity and direction.

With our VPs…

Individual meetings. National meetings. Online

functional trainings. A lot of manuals.

Main Successes

9 delivered and implemented campaigns.

CRM Implementation for Students &

Companies.

Brand & Portfolio refresh.

Main Challenges

Brand positioning development.

Understanding of COMM&Mktg areas of

their roles.

Leadership stability in local network.

Main learnings…

The critical success factor in any campaign is not

how it’ seen but about the message that it

communicates and how it is adapted to the

target group.

Main Successes

1st National Youth to Business.

1st National Corporative Launch.

70 Meetings + 11 New National Partners

20 companies on hot for pipeline.

Main Challenges

Available information as regards contacts

and investments to get it.

Coordination with Local entities: still they

need to understand the role of BD.

Capitalization of Alumni relationship.

Main learnings…

The critical success factor in any campaign is not

how it’ seen but about the message that it

communicates and how it is adapted to the

target group.

With our LCPs…

Planning, replanning, elections, coaching and

accountability.

With our VPs…

Recruitment, talent induction and appraisal.

Main Successes

National recruitment and induction aligned

in timelines and implementation.

Coaching strategy: 50 visits.

First national LEAD implementation.

Main Challenges

CEM strategy with “low” volume of

operations.

National Rewards & Recognition strategy.

Main learnings…

The best implementation channels appear when

doing with the membership. We do not only

require more training but more people.

FINANCE SUMMARY

OGCDP

56%

OGIP

1%

IGCDP

8%

IGIP

21%

Others

14%

Total INCOMES

Human Resources

34%

Housing

24%

AI Membership

25%

Conferences

2%

LC Investment

4%

External Relations

1% Administration

10%

Total OUTCOMES

Fundación AIESEC Chile Balance to 30.06.2014 in CLP

Financial results during the whole term in CLP

As regards budget and financial management, AIESEC in

Chile can recognize this term a total annual profit of more

than CLP 6.000.000.-

Although planning considered a much higher profit, the

main gap in budgeting had to do with lack of

consideration of possible scenarios in terms of incomes

and outcomes. Expenses have to be executed according to

a clear plan of incomes.

At the same time, reserves should be considered for the

moments of less operations during the year. Savings

should be created during summer for the national level to

be able to face Winter Peak.

AIESEC in Chile | National Allies

Fundación AIESEC Chile

MEMBER COMMITTEE EXECUTIVE BOARD 13.14