aiesec | italy 1516 | mc | manual of functions + questionnaire

MCPe Message

Dear applicants,If you are reading this lines it means that, at least once, you have wondered how could look like to jump

forward and live the MC experience. And I’m really glad, because this first step could really change the stream of your life. What you have in front of you is a huge opportunity to experience what being driven, striving for excellence, taking responsibility, making sacrifices, building relationships, empowering the others, believing in

something, really means. AIESEC in Italy aims to make a difference, to believe in the potential of a country, of a generation, of raising awareness among young people, old people, managers, volunteers, italians or foreigners; we really believe that facilitating cross generational discussions, rediscovering values and bringing beliefs and

words into actions will develop the people that will make a difference in this world. Do you believe in it? Do you truly think that we as young people have the chance to influence and bring relevant answers to the questions

the world is daily asking to human beings? If you do, you are in the right place. I invite you to take this opportunity, to carve the best out of yourself, to be

innovative, to dare, to jump, to believe with me, 20 LCs, 1000 thousands italian AIESECers that our organization is meant to be the voice in this choir.

Don’t be scared and show what AIESEC really means to you.

Qualunque cosa tu possa fare, o sognare di fare, incominciala. L'audacia ha in sé genio, potere e magia. Incomincia adesso. (attribuita a Johann Wolfgang von Goethe)

- Guis, President of AIESEC in Italy 15|16

Index2 Index3 General Information4 Contact Info5 MC 15|16 Structure6 MC General Responsibilities7 Selection Process8 MCVP OD9 MCVP F&L10 MCVP BD11 MCVP MKT12 MCVP TM 13 MCVP oGCDP14 MCVP iGCDP15 MCVP oGIP16 MCVP iGIP17 MCVP Digital MKT18 PR Manager19 OD Director20 BD Managers21 MCVP Alumni & Government22 -36 Questionnaires

Facts about Italy

19

LCs

1 OE

1401 X in

2013

1305 X in

Q1/2/3 of

2014

Driver

oGCDP

Focus

oGIP

General Information

3

MC Conditions International Conf. Transition Details• The MC experience is a full time job.

Every MCVP is expected to work from 35 to 40 hours per week.

• Every MC member is granted a salary from 150 euros to 250

according to MC budget.• Food and accomodation are fully

covered by MC budget• Transportation in Milan is fully

covered by the MC • National Conferences are fully

covered by the MC• Office space is provided

• Wifi Connection is provided both in the office and at home

• Days off for exams are allowed• 4 Days off per quarter are granted.• MC Term will officially start on the 1°

of July and end on the 10th° of July. One MC member could be asked to

stay more supporting in managing the agenda of the 1° 2016

conference in July.

• Attendance of EuroXPro is mandatory for Subteam

Leaders; fee will be covered by the MC and the flight, partially, as well. According to the budget MC member could be asked to

anticipate some money.• For IC 2015 the priority will go

to this positions for attendance and spots : MCVPOD, MCVPTM, MCPMKT,

MCVPoGCDP MCVPiGCDP, MCVPoGIP and MCVPiGIP. IC

will be fully covered.• According to the MC Plan and

Development Plan MC members could be asked to attend other conferences or summits around the world.

• Flight ticket from/to your country are not covered

• Insurance is not convered• Expenses for legalization in Italy

are fully covered by the MC.

Internationals

• The MC Team elected should guarantee availability from the

first of May to be present in Milan for the transition period.• Further details about the process will be communicated

after the election• During transition food,

accomodation and transportation will be covered

by the MC;• Travel from your hometown is

not covered

Contact Information

4

MC Name Surname E-mail Skype

MCP Andrea Varotto [email protected] varoz.cmp 3486625921

MC VP F Michele Guidi [email protected] 3387605998

MC VP OD (MCPe)

Guiscardo Urso [email protected] guiscardo.urso 3491579005

MCVPOGCDP Mariavittoria Pesce [email protected] mariavittoria_ita 3409303216

MC VP iGIP Mariangela Colasanti [email protected] mariangela.colasanti 3403621716

MC VP iGCDP Antonio Schiattarella [email protected] antonio.schiattarella2 3385467871

MC VP TM Kristina Rudoman [email protected] kristinarudoman 3318007361

MC VP PR Gaia Alaimo [email protected] 3404173324

MC VP BD Chiara Gianola [email protected] chiara.gianola 3319670257

MCVP OGIP Gianmarco Santoli [email protected] gianmarcosantoli 3345739241

MCVP MKTG Maripaz Cano [email protected]

errera3409577651

MCPe

MCPe Application Package

Resources

AIESEC in Italy Main Hub

Growth Model

https://drive.google.com/open?id=0Bx0GexlVRsjwWHVGbHp1bEZoWDQ&authuser=0

http://aiesecitaly.wix.com/mainhub#!fa/mainPage

http://aiesecitaly.wix.com/growthmodel1415

MC Structure 15|16

5

MC

P

MCVPOD

MCVP oGCDP

MCVP iGCDP

MCVP oGIP

MCVP iGIP

OD Director

MCVP Finance & Legal

MCVP TM

MCVP BD

BD Manager

BD Manager

MCVP Marketing

MCVP Digital Marketing

MCVP PRMCVP Government, Institutions & Alumni

1

2

3

4

1

2

3

4

Management Team

Operations Team

Business Development Department

Brand Experience Team

The management team is responsible for : Supporting di MC in tracking of subteams; Taking any financial decisionsover a certain

amount of funds; Involvement in decisions regarding MCVPs

probations; Discussing legal implications and evolution of

AIESEC in the country. Prepare proposals for the MC team on

particular listed topics.

MC General Responsibilities

6

The MC Team General JD Accountability

The MC team of AIESEC in Italy represents AIESEC as a

National association in the Global Network and Italy as a

nation; the MC is meant to serve the Local Committes and

to foster implementation of strategies, behaviours, and

innovation driving the growth of the organization and

developing the leaders that Italy needs. The team should

embodies, as role models, the behaviours and values that will

make the change happen.

• Represent AIESEC in Italy in the National and International

Conferences;• Cocreate with the National Plenary

the Plan for 15|16;• Understand and foster the National

strategies regardless the position;• Create spaces and support system

for the Local Committes;• Align National Strategies to Global

Strategies delivering a tailored approach to LCs;

• Attend quarter Team Days, with no exceptions.

• Attend Monthly and Quarter reviews with no exceptions.

• Deliver the National Education Cycle created by the MCVP OD.

• Report weekly to the MCP and Subteam Leader;

• Report quarterly, as MC Team, to the National

plenary;• Fill weekly the MC Tracking

tool;• Store all the informations,

materials and contacts according to the IM

strategy;• Being aware of the world

trends;• Being constantly up to date

with non AIESEC resources on functional topics.

Selection Process

7

Application Selection Timeline1 – Curriculum Vitae2 – Executive Summary (One page)3 – General Questionnaire ( 5 pages)4 – Specific Questionnaire ( 5 pages)5 – Video – (VIMEO or youtube) Max. 5 minutes to introduce yourself and your unique contribution to AIESEC in Italy and the MC Team 15|166 – Blank Page Challenge (italian candidates) : take one among the most common newspapers in Italy and, based on its content, define the role of AIESEC for this country.For the internationals do the same being inspired by your national press and articles about Italy.7 – Endorsements : 3 Endorsements. The endorsement must contain a clear perspective on the candidates both in terms of strenghts and weaknesses. International candidates must add an MC endorsement.8 – Personality Test.

• General Questionnaire• Specific Questionnaire

• Virtual Q&A;• Confidence Vote from

National Assembly;• Further Test by MCPe

(Optional);• Interview with the MCP

15|16;• Final Announcement.

• Applications must be sent to : [email protected]

and [email protected]

8th January – Application release25° January – Application DDL. 20.00 GMT/UTC + 1 (Italian Time);26° January – Subcommission Check of requirments;26° January – Candidates Announcement;26°/27°/28° - Virtual Q&A28° Evening – LCP Team Discussion;28° Voting Process;29° Confidence Vote Announcement30th - 8° Jan/Feb Interview and optional Test;9° February – First Round Announcement;10° February – Second Round applications.

MCVP Organizational Development

8

Job Description Areas of Individual

ResponsibilityCompetencies Required

Measures of Success

Details

The MCVPOD is responsible for the general growth,

development and evolution of the organization. By gathering

informations on all the organizational levels he’s in

charge of proposing the best ways to ensure balanced and healthy growth of LCs. As a TL he’s responsible as well of the

alignement of the MCVPs in the delivery of their operations.

- Continuity and finalization of OD Model and Growth Model;

- Responsible of the contry Communication and IM system;

- Responsible of the LC Planning and Transition Strategy;

- Responsible for mapping LC contribution to National goals;

- Responsible for .the overall Coaching system and alignement of Functioanl Coaching;

- Responsible for NST Structure;- Responsible for NSTs OD/Regional

Coordinator;- Responsible of MC monthly reports;- Responsible for the overall

expansion strategy;- Responsible, with MCP, for

organizational proposals on innovation and direction;

- Responsible, with the MCP, for Steering Team Management.

- Final responsible of NEC.

- Analytical thinking;- International mindset and

approach;- Advanced management skills;- Structure and punctuality;- Wide knowledge of current

situation of AIESEC in Italy;- Cross functional experience and

strategic thinking;- Planning and tracking.- LCP Experience required

The MCVPOD is accountable to MCP, Management Team and

National Plenary. Synergies involve all the areas.% Growth of the country

%LCs P vs A

MCVP Finance & Legal

9



Measures of Success

Details

The MCVP F &L is responsible for the general financial and

legal administration of AIESEC in Italy. His role it’s both internal and external : he must ensure wide knowledge of this field to

AIESEC in Italy, building strategies to capitalize on it, and represent AIESEC in Italy towards our stakeholders in terms of financial and legal

management.

- Creation of National Budget;- Administration of MC/LC funds;- Legalization of AIESEC in Italy and

execution of legal duties;- Cashflow and bookeeping;- Analysis of cashflow and forecast of

organizational financial situation;- Quarterly financial reports;- MC internal management for financial

matters;- Responsible, with MCP, for

extraordinary financial decisions;- Management and coaching of LCVPF

and NST F;- Responsible of Global Full Membership;- Responsible for meetings with Lawyers

and consultants;- Responsible for exchanges legal

situation.

- Analytical thinking;- Knowledge of legalities;- Financial skills;- Structure and punctuality;- Wide knowledge of current

situation of AIESEC in Italy;- Cross functional experience and

strategic thinking;- Planning and tracking.

The MCVPF&L is accountable to MCP, Management Team and

National Plenary. Synergies involve all the areas.

#MC Revenues#MC Investments

MCVP Business Development

10



Measures of Success

Details

The MCVP BD is responsible for the sustainability of the MC. With the creation and delivery of a national products portfolio the BD ensures the growth in ELD programmes, execution of national partnerships and high

quality standards to our partners. As TL of the BD

department he’s responsible of managing the team and ensuring performances.

- Creation and update of National Product Portfolio;

- Ensure delivery of all the MC partnerships;

- Planning and tracking of BD activities and BDM;

- Responsible of keeping contacts with AI for

downscaling International partnerships;

- Ensure alignment of BD area with 2015 goals;

- Effective communication;- Sales experience and negotiation;- Customer centric approach;- Conflict management;- Solution orientation;- IProactivity and resilience;

The MCVPBD is accountable to MCP, Management Team and

National Plenary. Synergies involves F&L, MKT department,

exchangers and.PR mainly.MCP is involved with main

partners.

# of contract signed with the same partner

# of new partners% of budget covered

MCVP Marketing

11



Measures of Success

Details

The MCVP MKT is final responsible for the positioning of the AIESEC brand. With BXP

Team he’s responsible of creating new concepts to

increase the conversion rate of people that are engaged with

AIESEC to people that are developing through AIESEC..

He’s also responsible for monthly reporting and analysis

of the brand status..

- Creation of the brand positioning plan;;

- Lead the BXP Team and the functional team of VPMKT together with BXP team for

the areas of different responsibility;

- Responsible for brand management strategies;

- Responsible for Product Innovation together with

MCVPOD and responsible MCVPs;

- Final responsible for planning and execution of all

campaigns required to achieve organizational MoS.

- Analytical thinking;- Advanced management skills;- Creative thinking;- Result orientation;- Open-minded and open to new

approacches;- Market research;- Awareness of global Trends;- Awareness of ATL & BTL strategies.

The MCVPMKT is accountable to MCP, Management Team and


# People engaged through MKT Activities

# Conversion rates for X#NPS measuring brand experience

MCVP Talent Management

12



Measures of Success

Details

The MCVP TM is responsible for the talent capacity

strategies in order to achieve and foster the ELD programmes.Through the implementation of

team minimums and with stronger synergies with all the

areas he should make the organization faster and bigger..

- Responsible for Team Minimums implementation and tracking;

- Responsible for TMP/TLP delivery and satisfaction;

- Responsible of Talent Capacity and Recruitment strategies;

- Responsible for LEAD framework for EBs based on new LDM;

- Co-responsible with MCP for LEAD for LCPs;

- Responsible for LBD and SDP and its implementation on local level;

- Responsible for productivity;- .Responsible for Coaching VPTM Team

and NST TM Team;

- Analytical thinking- Multitasking

- Flexibility- High proactivity

- Change Management- Operations understanding

The MCVPTM is accountable to MCP, Management Team and


# TMP/TLPTMP/TLP NPS and Response Rate

Productivity Coefficient

MCVP oGCDP

13



Measures of Success Details

The MCVP oGCDP is responsible to drive the

programme growthby presenting and executing the most avanced strategies for the programme. He’s responsible as well for the IR strategy and for cooperation among different

AIESEC entities..

- Delivering of oGCDP strategy to LCVPoGCDP;

- Coaching and Management of LCVPs and NSTs;

- Innovation and process optimization;

- Mapping, together with OD, LCs contribution to the

national plan;- - Execution of IR strategies;

- Continuity of WENA cooperation project;

- Data analysis and strategy creation with OD and

MKTG based on organizational evolution and

market penetration;

- Analytical thinking- Multitasking

- Good Gdrive knowledge;- High proactivity

- oGCDP LCVP experience required;

- Good coaching skills;- Innovative mindset

The MCVP oGCDP is accountable to MCP, MCVPOD and National Plenary. Synergies involve all the areas, especially MKTG, TM and

OD.

# oGCDP Re and CompletedProgramme NPS

% Plan Implementation

MCVP iGCDP

14



Measures of Success

Details

The MCVP iGCDP is responsible to drive the

programme growthby presenting and executing the most avanced strategies for the area. He’s responsible as well

for the IR strategy and for cooperation among different

AIESEC entities.. Moreover he’s responsible for analysing all the national issues and create the projects that impact the most

Italian society.

- Delivering of iGCDP strategy to LCVPiGCDP;- Coaching and Management of LCVPs and

NSTs;- Innovation and process optimization;

- Mapping, together with OD, LC contribution to national plan;

- - Execution of IR strategies;- Data analysis and strategy creation with OD

and MKTG based on organizational evolution and market penetration;

- Synergy with PR & Government to boost the programme;

- Creation, with OD and MKTG, of Project portfolio for the Local Level;

- Creation, together with OD, of a knowledge portal to increase functional knowledge;

- Contrbution in packaging the iGCDP for corporate sponsorhip;

- Responsible for S&S implementation in iGCDP;

- Analytical thinking- Structure;

- Knowledge about italian society;

- High proactivity;- iGCDP LCVP experience

required;- Good coaching skills;- Innovative mindset;

The MCVP iGCDP is accountable to MCP, MCVPOD and National Plenary. Synergies involve all the areas, especially MKTG, TM and

OD.

# iGCDP Re and CompletedProgramme NPS


MCVP oGIP

15




The MCVP oGIP is responsible to drive the programme growthby presenting and executing the most suitable strategies to keep growing and performing n the area. He’s responsible as well

for the IR strategy and for cooperation among different

AIESEC entities..

- Delivering of oGIP strategy to LCVPoGIP;


- Consolidation ad analysis of programme potential;


- - Execution of IR strategies;- Data analysis and strategy creation

with OD and MKTG based on organizational evolution and market

penetration;- Synergy with PR & Government to

find possible catalysts for the programme;

- Ensure proper strategies for CEM;- Planning and tracking of NPS;

- Creation of knoweldge center a packages to empower LCs.


- Innovative mindset;- Problem solving;

- Conflict management;- Ability to work with few

resources;.

The MCVP oGIP is accountable to MCP, MCVPOD and National Plenary. Synergies involve all the areas, especially MKTG, TM and

OD.

# oGIP Re and CompletedProgramme NPS


MCVP iGIP

16



Measures of SuccessDetails

The MCVP iGIP is responsible to drive the programme growth

by solving the current bottlenecks and capitalizing on the strenghts to make massive iGIP happening in AIESEC in

Italy. The synergy with F&L and BD will be a crucial point to ensure the growth and the development of the area.

- Delivering of iGIP strategy to LCVPiGIP;


- Consolidation ad analysis of programme potential;


- - Execution of IR strategies;- Data analysis and strategy creation

with OD and MKT based on organizational evolution and market

penetration;- Synergy with PR & Government to

find possible catalysts for the programme;

- Ensure proper strategies for CEM;- Planning and tracking of NPS;

- Creation of knoweldge center a packages to empower LCs.

- Legal analysis to solve our bottlenecks


- Innovative mindset;- Problem solving;

- Conflict management;- Legal knowledge;

- Will to learn;- LCVP iGIP/Sales experience

required;- Resilience and strong solution oriented strategy

The MCVP iGIP is accountable to MCP, MCVPOD and National Plenary. Synergies involve all the areas, especially MKTG, BD, OD

and F&L.

# iGIP Re and CompletedProgramme NPS


MCVP Digital Marketing

17


Responsibility Competencies Required


The MCVPDMKT is responsible for creating and delivering the

brand positioning strategy through our online channels. In BXP corner he’s responsible as

well to contribute to the creation of the brand management strategy.

- Expand virtual penetration and online reach of AIESEC

brand;- Preparing, developing and

integrating online content for AIESEC in Italy online channels (external);

- Showcasing stories that build and develop AIESEC

credibility;- Optimization of conversion

rates of our online platforms;

- Online delivery of BD portfolio;

- Creation of contacts database to enrich our

costumer pool

- Social media management;- Market research;- Content strategy;- Creative thinking;

- Graphic design skills;- Customer orientation.

The MCVP D-MKTG is accountable to MCP, MCVPMKT

and National Plenary. # People engaged through online

channels & GIS#Contents developed for online

channels% Plan Implementation

MCVP Public Relations

18


Responsibility Competencies Required

Measures of Success

Details

The MCVP PR is responsible for ensuring the brand positioning of AIESEC through cobranding activities, contact with media,

organizations of national events and participations to other

events as sponsor, speaker or delegate. In synergy with the

MCVPMKT he’s responsible for execution of brand strategy.

- Execution of brand positioning strategy;

- Participation to relevant national events to position AIESEC brand;

- Media coverage of AIESEC activities;- Media appereances on newspapers,

radio and television;- Responsible for delivering cobranding

advertising with media;- Responsible for managing press office;- Resposible, with MKTG department,

for content creation;- Responsible, with BD, for organizing

annual summit;- Responsible for annual report;- Responsible for media account

management.

Th e MCVP PR is accountable to MCP, MCVPMKT and National

Plenary.

- Excellent communication skills;- Excellent writing skills;

- Proactivity and solution orientation;

- Orientation to results- Knowledge of media and

possible interesting contacts;- Selling and negotiation skills;

# Media appearancesROI of PR activities (short and long

term)#Attendance to Events

#LEAD contacts for exchange

OD Director

19




The OD director is responsible for the delivering of LCD

strategy among the operations team, tracking a fostering the

expansion process and coaching a wider amount of LCs as natural consequence of the regional coordinator strategy.

- Mapping LC contribution according to Growth Model;

- Delivering expansion strategy according to MCVPOD

strategies;- Constant communication with

IG, OE and NST expansions;- Monthly diagnosis on expansion

strategy status;- Monthly diagnosis on LC

contribution to national goal;- Support in developing a strategy for Regional education

cycle;

- LCP Experience- Wider organizational

understanding- Excellent operational

knowledge;

The OD director is accountable to MCP, MCVPOD and National

Plenary.

% LC contribution to national plan#New Expansion

#Expansions to LCs

BD Managers (2 Positions)

20




The BD managers are accountable to MCP, MCVP BD and National

plenary.

The BD managers are responsible for delivering the national BD portfolio to our

currentand potential partners. The position plays a key role to ensure financial sustainability to

the MC and to ensure the proper quality to partnerships.

- Account management of national partnerhsips;

- Attendance to corporate events;

- Creation of partnerships for national iGIP;

- Cocreation of BD portfolio with MCVP BD;

- Synergy with MKTG department for showcasing

national partnerships;- Responsible for delivering

national products portfolio;

- Selling experience;- Excellent communication skills;

- Innovative approach;- Indipendence;

- Orientation to results- Effective communication

- Negotiation skills

% Budget Covered#Contracts signed #Companies NPS

MCVP Governements, Institutitons & Alumni

21




The MCVP GIA is responsible to deal with different

stakeholdersin order to boost exchange programmes through

partnership, sponsorships, donations etc. The main role is to ensure that this particular

stakeholder are involved with AIESEC activities and are actively contributing to the growth of the organization.

- Responsible together with MCP for relationship with Alumni association;

- Responsible for raising sponsorhips, partnerships, donations or other

agreeements with Alumni;- Responsible for planning and

executing Alumni events together with AIESEC Italia Alumni

Association;- Responsible together with MCP for

Government relationships;- Responsible for relationships with

Institutions, embassies, umbrella organizations etc. To boost exchange

programmes;- Responsible of agreement and

partnerhsips with other Youth organizations;

- Responsible for involving Alumni in MC and LC projects;

- Responsible for creating Alumni portfolio;

- PR experience preferred;- Good selling skills;

- Italian speaking required;- Wide knowledge of AIESEC

as an organization;- Good knowledge of

AIESEC values, vision, mission and benefit for

partners.

The MCVP GIA is accountable to MCP and National plenary.#contracts signed with Gov.

% of increasing of X performances #TN Raised with Alumni

General Questionnaire

22

1) Applying to the MC requires a lot of motivation and committment. Please describe yours by making a comparison with a character that you really appreciated from your favourite movie or book. Please be as specific as possible in motivating your answer.

2) Italy, as a country, is really difficult to describe due to its internal differences, point of strenghts, weaknesses and general attitude of the people. Please write your perspective on this country by underlining the points of excellence, the points of improvement and what you can’t really stand or understand in this country. Mentioning concrete facts, data and references will be an added value.

3) In AIESEC as organization we see Leadership as the best way to reach Peace&Fulfillment of Humankind’s potential. Please describe with your own words what leadership means to you, mentioning one person that you think was a real leader that inspired you. Then describe how AIESEC can develop leaders like the one you mentioned, able to make a difference in society and others’ life.

4) AIESEC in Italy is facing a lot of changes in the past two years. Mention them and analyze the impact of these changes and how they contributed positively and negatively to make AIESEC in Italy as it is today. Then describe how do you envision AIESEC in Italy during your MC term and in its road towards 2020.

5) Communication is a very crucial point to ensure a proper functioning of any entity. Please describe the ideal flow of communication MC – LC and how would you personally contribute in making AIESEC in Italy a more transparent organization without renouncing to efficiency and speed in decision making.

Specific Questionnaire - OD

23

1) Taking into connsideration the current performances of AIESEC in Italy both from the Organzational perspective and the LCD perspective, please design, considering the current GM and possible updates, a growth path for the our entity;

2) What are in your opinion the main organizational strategies that need to be implemented to reach the midterm ambition of 2015 and, right after, to ensure a clear development path for AIESEC in Italy till 2017? Don’t limit yourself just to WENA strategies, but take in consideration the gloabl perspective and possible countries that might be a role model for us.

3) Considering the 4 exchange areas please create a matrix in which you underline : what is working and need to be kept, what need to be stopped, and which kind of innovations each area should experience. After this write a short conclusion on the 4 main points on which the operations must be aligned.

4) Based on what OD is the external world and the current status of the area in AIESEC in Italy, how do you envision the development of the area? Be as specific as possible and describe the unique contribution that you, as a person, can give in the development of the area.

5) As subteam leader, how would you structure : communication, cocreation, implementation, tracking ,follow-up and evaluation in your subteam. Include in the framework MCP, NSTs and Regional Coordinators.

Specific Questionnaire – F&L

24

1) Provide a Financial and Legal risks analysis of AIESEC in Italy updated at December 2014, and underline bottlenecks and actions needed to avoid these risks. Please be specific and provide data and comments to motivate your analysis.

2) How would you ensue a proper F&L education in the MC team and in the plenary? Please be as specific as possible, including which kind of topics would you adress and why.

3) Please describe the main 5 fields in which you would like to invest funds from an MC perspective and the main 5 you would suggest to an avarage LC of AIESEC in Italy.

4) How would you ensure the creation of a Development Fund that LCs can apply to, in order to gain some additional money to invest in extra projects. Please define size, procedure and criterias to make it happen.

5) Please define your ideal communication flow with : MC management team, MCP, whole MC Team, LCVPsF and NSTs.

Specific Questionnaire – BD

25

1) Please create a draft of National Products Portfolio for : multinational companies, big NGOs, MSE and startups. Include prices and products.

2) Provide a target list of stakeholders that you would like to contact and why, including which product you would like to sell to them. Define : 3 names for multinational/big companies, 3 big NGOs, 5 MSE and 2 startups.

3) How would you lead your BDMs and how would you ensure the right account management and achievement of the results?

4) How do you perceive the product portfolio of AIESEC in Italy evolving in the short term (2015-2016) and mid-term (in the next 5 years)? How can this product be optimized in order to increase its value proposition to our different stakeholders and revenues?

5) What are the most developing sectors in Italy right now? how can AIESEC capitalize on them in terms of new sales? Be specific and base your answer in real data.

Specific Questionnaire – MKT

26

1) Please analyze the current status of the MKTG area presenting data regarding our market penetration, activities and projects. At the end provide a motivated evaluation of the AIESEC brand in Italy.

2) How would you lead the BXP subteam and what do you think might be the main priorithies for the term 15/16?

3) What will be the main innovations that you would like to bring to the marketing department in this term? Specify activities, KPIs and ROI for each activity.

4) How would you structure the synergy MKT – BD for delivering and boosting the BD products? Please define a concrete action plan.

5) Which kind of ATL e BTL activities would you like to run for our exchange programmes? Please mention at least 3 of them (6 in total) for each exchange programmes plus TM recruitment.

Specific Questionnaire – TM

27

1) Please analyze the current status of the TM area in terms of : productivity, Team minimums implementation, TMP/TLP NPS and issues, overall number of HR, LEAD and retention rate. Based on this define which strategies would you keep and which one would you change.

2) What is, in your opinion, the real contribution of Team minimums implementation in the quality of an experience and in the leadership development we promise in AIESEC? Motivate your answer and propose a framework to ensure the proper understanding of Team Minimums in all the areas.

3) LEAD is still in the development phase in the AIESEC International team. How do you imagine LEAD for LCVPs, LCPs and NSTs? Please create a framework, list concrete activities and explain how LEAD fits the Inner & Outer Journey.

4) After mapping the TM situation in the 20 enties of AIESEC in Italy provide an answer to the current sentence : « Local realities are so different that national strategies are hardly fitting the real problems that LCVPTMs are facing everyday».

5) Evaluate the current local education cycle (LBD and SDP). Please provide your ideal version of local education cycle.

Specific Questionnaire – oGCDP

28

1) Taking in consideration the current Growth Model, the possible evolution of the area and the innovation that you would like to bring please forecast the 15/16 oGCDP goals divided by quarter and by LC.

2) Please analyze the current IR strategy and performances underlining the most important country partners. What would you keep and what would you change?

3) Please describe an ideal flow of activities that you would suggest to run to an LCVPoGCDP in order to implement at the best the new GIS customer flow.. Please be as specific and concrete as possible.

4) Describe in details the innovations that you would personally bring to oGCDP in terms of : process optimization, coaching, tracking, education and support.

5) Please describe the value proposition of oGCDP and how this programme can truly make an impact on italian society. Then identify 3 EU and 3 Non-EU entities that will be positevely affected and will positevely affect Italy the most in case of a massive oGCDP growth,

Specific Questionnaire – iGCDP

29

1) Provide an analysis of current status of iGCDP by quarter, project and in general Underline point of strenghts, weaknesses and general bottlenecks that need to be solved. Then propose your solutions.

2) How would you structure the ideal flow of an iGCDP project and how would you ensure its delivery by an LCVPiGCDP? Please make this analysis from AIESEC; TN Taker and EP point of view.

3) Structure, as specific as possible, the ideal knowledge center for a VPiGCDP identifying all the topics that need to be covered there, platform and how would you ensure its delivery in synergy with TM/OD.

4) Structure 2 new iGCDP projects that can be relevant for italian society. Don’t limit yourself to educational projects and feel free to gather GCPs from LCs all over the world. Don’t forget to mention possible partners, financial conditions and sustainability and period of realization.

5) How do you envision collaboration between iGCDP and the following areas : OD/TM/MKT and GIA? Please list concrete actions and activites that need to be run together.

Specific Questionnaire – oGIP

30

1) Please analyze the current status of the oGIP area in the country underlining the bottlenecks, strategies and achievements.

2) How would you describe the value proposition of oGIP and how would you ensure the right market penetration? Which would be your focus subproducts and why? Please motivate the answer with S&D analysis and proper data.

3) Build a strategy that can ensure a cooperation among the oGIP and oGCDP projects. Please include timeline, goals, country partners and all the other details.

4) How do you envision a possible synergy among oGIP and GIA, BD or PR? How do you think oGIP could benefit from possible partnerships?

5) After mapping the contribution of LCs in oGIP in the past 2 years please identify the 4 strategies for boosting oGIP in the country and, specifically, in the LCs that already started to run the programme.

Specific Questionnaire – iGIP

31

1) Please analyze the current status of the iGIP area in the country underlining the bottlenecks, strategies and achievements. What do you think might be the key factor to make it succed in the country?

2) Describe the value proposition of iGIP and every subproduct considering the external trends of the business market. Why a company should choose it? How can we position the programme better?

3) Crossing international S&D, company requests and legalities define an iGIP portfolio for companies.

4) How do you envision a possible synergy among MKT department, TM, OD, BD and F&L for iGIP?

5) Provide 5 solutions to the current legal problems of iGIP in Italy.

Specific Questionnaire – MCVP Digital MKT

32

1) Assess the current status of online brand positioning of AIESEC in Italy. After providing a map of this positioning, please evaluate the current bottlenecks and the space for improvement.

2) Choose 3 national brands: what can AIESEC learn from them in the context of their Public Relations and Marketing strategy?

3) Design a campaign to reach 50,000 online users (non-AIESECers) to support or participate in AIESEC’s programmes. Consider goal, target audience, channel and message. (no budget).

4) How would online marketing change now that we are in the GIS era? Please create a flow and a strategy for embedding GIS in our promotion. In the last part mention 4 completely new initiatives that are now possible thanks to GIS.

5) Mention 5 websites that you would like to contact to improve the brand positioning of AIESEC in Italy. Explain in the most detailed way how AIESEC will benefit from this.

Specific Questionnaire – MCVP PR

33

1) Assess the current status of reputation of AIESEC in Italy. After providing a map of this positioning, please evaluate the current bottlenecks and the space for improvement in the PR area.

2) AIESEC is hardly present on traditional media and its comfort zone is the online world. How would you ensure during your term that our organization is showcased on media such as television, radio and newspapers? Please mention concrete example and concrete trends that the media should refer to talking about AIESEC.

3) What kind of national events would you organize in your term? What kind of objectives would they have? How would you ensure to reach these objectives?

4) Please provide a SWOT analysis of current media relationships of AIESEC in Italy on the national level and on the local level. What are in your opinion the 3 main focuses to ensure that AIESEC in Italy will capitalize on media for relevant showcasing?

5) From the 1° of May till 31° of October Milan will the center of the world with EXPO 2015. How would you capitalize on this opportunity with the PR strategy?

Specific Questionnaire – OD Director

34

1) According to the current LC contribution to national goals (Dec. 2014), what are in your opinion the main successes and bottlenecks of the LCD strategy?

2) Developing different strategies for different Regions is part of the OD system evolution. Present a possible idea on how this strategies can look like including regional education cycle, LCP management, regional projects etc.

3) Please evaluate the current expansion situation and list the main improvements and innovations that the strategy needs. Then how would ensure the proper support from LCs to Expansions?

4) If you were in charge of coaching 5 LCs, how would you ensure the proper structure in order to support them in the best way possible? From which region would you start piloting this system?

5) Analyze the current Sus situation in AIESEC in Italy. What do you think should be the future of Sus? How should be the MC involved? Which kind of future do you see for this strategy?

Specific Questionnaire – BD Managers

35

1) Please list the products and iGIP subproducts on which you would like to focus during your term.

2) List 3 BD GCPs from the network that you would like to implement in AIESEC in Italy in the next term. Feel free to explore other entities!

3) A partner is saying to you that they don’t want to renew the 10000 euros partnership because they are unsatisfied with the service they received, plus they are not anymore interested in random events nor interns for their company. How would you react? What would you propose to them? Define a draft of a proposal and put the different actions in a framework.

4) How would you ensure that synergy BD – iGIP is working to ensure high quality services to our partners that are buying iGIP from us?

5) How would you ensure the delivery of a 5 interns iGIP project without any LC in the city?

Specific Questionnaire – MCVP Gov., Inst & Alumni

36

1) How would you structure the interaction of AIESEC with the Italian Government? Which kind of ministries would you adress and why? What kind of partnerships would you offer to them?

2) Which kind of institutions would you like to contact for boosting our exchange programmes? Please mention at least 2 of them for every programme

3) Design a portfolio for Alumni egagement in our organization taking in consideration their age : Young, Medium or Senior Alumni. What would be the benefit for them to still be in contact with AIESEC? Include in your answer the AIESEC Alumni Italia association.

4) Please describe the communication strategy to be sure to receive proper answers, meetings, recognitions and touchpouints with this kind of stakeholders.

5) What do you think is the ROI that this position can give to the MC?

«La Vita non è uno spettacolo muto o in bianco e nero. È un arcobaleno inesauribile di colori, un

concerto interminabile di rumori, un caos fantasmagorico di voci e di volti, di creature le cui

azioni si intrecciano o si sovrappongono per tessere la catena di eventi che determinano il

nostro personale destino.»

- Oriana Fallaci, Un Uomo

aiesec | italy 1516 | mc | manual of functions + questionnaire

Documents

mc experience

mc plan

mc term

budget mc member

mc budget transportation

mc office space

mc national conferences

development plan mc