MC BD MANAGER & MC PR MANAGER

VINICIUS MORELLATOROLE IN AIESEC NST BD Employer Branding 2014.1

SKYPE viniciusmorellato

CELLPHONE (027) 99726-0091

EMAIL viniciusmorellato@gmail.com

APPLICANT

AIESEC IN BRAZIL

PERSONAL INFORMATION

MY EXPERIENCES

SEP/2009 – DEC/2010 AUG/2011 - OCT/2011 JAN/2012 - DEC/2012

COORDINATOR OF PROFESSIONAL EXCHANGE IN OGX @VT:

Team manager respons ib le for the de l iver y of a l l the profes-s iona l exchange process . TOP 2 in RE dur ing the te rm ( 12 RE ) .

JAN/2011 – JUL/2011 AUG/2011 - DEC/2011 JAN/2013 - DEC/2013PRESIDENT OF THE LOCAL COMMITTEE OF @VT:

final responsible for the planning and management of the EB team, par ticipation in the network and relationship with

stakeholders. Overall: 113 RE; 40% growth in RE of GCDPi (68 RE), 30% growth in RE in GIPi (8 RE); Increase of institutional par tners; representativeness in civil associations with FECA JE; Relationship with Public Power through Vitoria s City Hall and

development of educational projects in GCDPi.

COORDINATOR OF OGX ISSUES OF THE MARKETING TEAM OF @VT. Leadership responsible for the

team management responsible for the promotion init iatives of

exchange programs. RESULTS: close to 300 entries in

the semester.

VP GIPO @VT:Team manager responsible for the delivery of the GIPo program and responsible the relation-

ship with the partners and universities. Results: inclusion of the program in the market through the partnerships and participation of

AIESEC at the Engineering Week of Espírito Santo. TOP 8 in RE of the program, with 16 RE.

SOCIAL EXCHANGE NUETRAS HUELLA , ARGENTINA.

Responsible for following the enforcement of a bus iness plan of small ventures of women in

social r isk s i tuat ion.

MEMBER OF COMMUNICATION AND OGX @VT:

Respons ib le for the execut ion of the market ing act ions ,

contacts w i th the press and re lat ionsh ip wi th the students

interested in exchange .

PRESS OFFICE

I was par t of a commun icat ion team of a c i ty counc i lman f rom V i tór i a i n the beg inn ing of co l lege and worked there for 3 year s . There I had the oppor tun i -ty to exp lore a l l commun icat ion var i ab les together academic knowledge .

The work of the communicat ion team made him one of the better rated c ity counci lmen in Vitór ia .

I Had d i f fe rent post i n the com-mun icat ion sector, such as publ i -c i s t , text producer, development of ins t i tu t iona l webs i te , sc reen-wr i t i ng and v ideo ed i t i ng , pub l i ca-t ion of newspapers and account-ab i l i ty, newslet te r s and re la t ion-sh ip th rough soc ia l network .

ANALYSIS AND PLANNING

I own a huge sens ib i l i ty for analyz-ing the var iables of an environ-ment or of a work, even if I hav-en’t par t ic ipated on the develop-ment. I ’m ver y attent ive on the impact of deta i ls and I l ike to obser ve al l of the var iables for them proposing solut ions.

Through my exper ience as VP G IPo I cou ld ident i f y the sk i l l s for cont ro l l i ng the measurab le of success and develop ing p lans on top of i t .

FACIL ITATION AND ORATORY

Communicat ion is present in many aspects of my l i fe . One of the b iggest knowledge I developed dur ing my AIESEC exper ience, was the abi l i ty of fac i l i tat ion an orato-r y. I can be involv ing and connect to people through my speech.

As a LCP, that was the most explored sk i l l , used to del iver y impor tant messages in confer-ences and in the relat ionsh ip with the local leadersh ips .

SOCIAL MEDIA

I n 2013 I jo ined a d ig i ta l commun i -cat ion agency as a soc ia l med ia ana lys t , I was the ma in respons ib le for c reat ing the or ig ina l content of some compan ies pages , l i ke per-sona l i zed re la t ionsh ip , and mon i -tor ing ind icator s of per formance . The soc ia l med ias a re what i s most modern in the sense of market ing and corporate commun icat ions .

An ideal choice for those who are looking for a dynamic and results control segment. Among my major work, you can check the per for-mance of the following pages:

PRESENT YOUR 2 AREAS OF MAIN EXPERIENCE INSIDE AND OUTSIDE OF AIESEC.

MY EXPERIENCES

maxdamata.com.brmaxdamata.com.br/?p=2353

Case Cachos & Cia facebook.com/cachosecia?ref=hl

Refrigerantes Coroafacebook.com/RefriCoroa?fref=ts

INSENSIBIL ITYI have difficult ies of express ing my feel ings and that ’s why some-th ing I appear t be a closed and insens it ive person. People associ-ate me to a strong and int imidat ing personal i ty. However, I ’m not unpleasant ! I have trouble in establ ish ing a trustful relat ionship,

but I ’m ver y sociable and have a great sense of humor.

CONTROLLING I have a need to be controll ing several

aspects in my l ife , and sometimes I can be bossy and aggress ive, especial ly when th ings don’t go the way I wanted to.

PERSONAL QUESTIONS

My exper ience as LCP brought me great knowledge about my per sona l i ty and I ’m sure I ’m s t i l l not the leader I would l i ke to be , that ’s why I would l i ke to be a par t of a great s tor y w i th a team that ´p rov ides me an env i ronment of great lea rn ing , i nsp i r i ng people th rough amb i t ion , act ion an example . The next MC has the respons ib i l i ty to wr i te a great h i s tor y th rough A IESEC . Th i s i s someth ing that i nsp i res me a lot ! Added to that I chose cha l lenges that a re s t rongly connected to my profess iona l fu tu re , exp lor ing my best sk i l l s to reach s ign ificant resu l t s i n a reas that w i l l be a par t of my l i fe and my career, a reas that I i n tend to become I spec ia l i s t i n , a leader.

2WHAT ARE YOUR KEY STRENGTHS AND WEAKNESSES? HOW WILL THEY AFFECT THE ROLE YOU ARE APPLYING FOR? WHAT WILL BE YOUR UNIQUE CONTRIBUTION BECAUSE OF WHO YOU ARE?

1WHAT IS DRIVING YOU TO CONTINUE IN AIESEC? WHY HAVE YOU DECIDED TO STAND FOR AIESEC IN BRAZIL AND WHAT DO YOU EXPECT TO TAKE OUT OF THIS EXPERIENCE?

STRENGHTS

WEAKNESSES

STRATEGIC SENSE AND ENTERPRIS INGI ’m connected to ideas and I’m constantly thinking of

ways to solve a problem. For that I dispose of a refined analytical ability, always sensitive and inter-

ested to everything around me. I’m a visionary, I believe and like to see things through the end. I

easily picture the steps to achieve a determined goal.

COMMUNICATIONI can communicate eas i ly and create consistent reasoning, even under pressure. I know how to

handle myself in front of d ifferent crowds, extract ing different connect ions through the same

object , been clear and concise in my opnions.

ACHIEVERI believe that the value of a great idea is in your ability to be converted in actions. Therefore I’ve always been seen as a person that’s guided by

results. I cherish the practicality of solutions, always as objectively and simple as possible. I l ike to

asser tive and to have responsibil ity to final results, transforming ideas in intelligent actions.

AMBITION Always having a bigger goal in mind, d istances myself from the conformist v iew of l ife. As a chi ld I learned that if I want something, I should work for it , and I became a person or iented to take on challenges. My ambi-t ion has to do with a feel ing that you can always improve, so I am a ver y act ive person in what I propose myself to do.

I hope to be par t of an amb i t ious team, focused and dr iven to de l iver ing a great s tor y in A IESEC in B raz i l . A team that i s c lose to the net and cares about the impact of the exper iences , that we generate for our count r y. I hope for a team of MC that i nsp i re by example and work , wh ich draws a model of lead-er sh ip or iented for act ion .

I see in myse l f d i fficu l t i es i n es tab l i sh ing per sona l connect ions and I need to enhance my ab i l i ty to t rus t other s . I get eas i ly f rus t ra te when th ings don ’ t go as I hope and I tend to respond w i th impat ience , and somet imes i so la t ion . I can be s tubborn in s i tua t ions that a re beyond my cont ro l . A l l cha l lenges a re exp lored in tens ive ly dur ing my exper ience as LCP and now more aware , I 'm sure I can m in im ize them, per form ing my best qua l i t i es i ns ide the MC.

4 WHAT IS YOUR EXPECTATION TOWARDS MC AS A TEAM? WHAT ARE POSSIBLE CHALLENGES YOU FORESEE IN YOUR FUTURE MC TEAM? DO YOU HAVE A PLAN AND A SOLUTION FOR THAT?

3 WHAT ARE YOUR TOP 3 PERSONAL VALUES? HOW WILL THEY INFLUENCE YOUR TERM?

Regarding the influence of my personal i ty in posit ions chosen, I bel ieve that my gap is the guidance for the del iver y of results from an autonomous and focused leadersh ip . Regarding my weaknesses, I bel ieve the main point of attent ion has to do with the in i t ial d ifficult ies in establ ish ing connect ions with the MC team.

I am a person complete ly g iven to col lect ive purposes , and I show my grat i tude to the oppor tun i t ies I get through a t i re less work . I ’m the k ind of person who prefers the excess over the omiss ion and do not run away f rom my respons ib i l i t ies and chal lenges . I am self mot ivated and easy to lead , s imply have the c lear expectat ions and goals set . I am par t of the organ izat ion for over 4 years , s ince 2009 , and dur ing that t ime I kept pass ionate and g iv ing myself to oppor tun i t ies w i th in A IESEC. S ince then propor t ioned myself at a lmost a l l the poss ib i l i t ies that were in my reach . I was par t of the end and the beg inn ing of a v i s ion and would be honored to be par t of the next team of MC, so that we can draw the model of leadersh ip that Braz i l and A IESEC in Braz i l need .

PERSONAL QUESTIONS

RESPONSIBIL ITY In order for me to feel good, I need to feel l ike I have value in the environ-ment that I belong, therefore I take for myself lots of responsib i l i t ies and I work hard to fulfil l them offer ing my best . I l ike the idea of tak ing a role in the team, I feel complete when people trust me with something.

INTEGRITY To me is impor tant to know that I ’m work ing on something that is b igger then myself. I ’m ver y committed to purposes and social causes. I cher ish being a par t of environ-ments that bel ieve in change. My choices and decis ions are guided by just ice, transparency and commitment. Im a big protector of these concepts wherever I am.

ELD GROWTHA model inspired mostly on the exponent ial growth of

exchange programs that each office is special ist on, and in

addit ion a collaborat ive environment on the network.

TALENT CAPACITYA structureed human resources management that proposes a

strongly based educat ion in core values of leadersh ip AIESEC in al l

our programs, in addit ion to team management based on the parameters of the culture of the

min imuns of team.

INSTITUTIONAL POSITIONINGThe local offices of @ Bazi special iz ing in relat ionships with stakeholders related to the exchange programs there are locally most relevant, and improving on the man-

agement of communicat ion channels to qual ify our inst itut ional messages. Also creat ing a market ing proposal guided by the central izat ion of our posit ioning. Just to give an example: just as each MC management br ings an expression of their ident ity, imagine if we could transpose the ident ity of AIESEC in Brazi l through a slogan that essent ially represent our purpose and what we do. Something l ike "AIESEC in Brazi l .

Developing Leaders through the exchange". This would contr ibute to society 's percep-t ion on the role of AIESEC and also strengthen our unique different iator in the market.

5 HOW WOULD YOU LIKE TO SEE AIESEC IN BRAZIL IN JULY 2015? PLEASE IDENTIFY THE MOST IMPORTANT ASPECTS OF YOUR VISION AND EXPLAIN THE KEY STRATEGIES OF THE 2014/2015 TERM THAT WILL LEAD THE ORGANIZATION TO ACHIEVE THEM.

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By work ing w i th in the organ izat ion and profess iona l and volunteer exchanges , A IESEC encourages the d i scover y and development of leadersh ip potent ia l i n the i r members . More than exchange oppor tun i t ies , A IESEC prov ides so l id va lues for the format ion of a change agent , aware of the i r respons ib i l i ty va lues on the wor ld around them; proact ive dec i s ion-mak ing , wh ich s tands for in tegr i ty and respect for d i f ferences . When the young person chooses to jo in AIESEC i t i s subjected to constant reflect ion on the purpose of your mak ing . To be increas ing ly re levant in Braz i l we need to increase the volume of expe-r ience in our loca l offices and ensure that our programs have an educat ion gu ided by the pr inc ip les of leadersh ip that A IESEC wants to del iver to soc ie ty. The growth must be accompan ied by greater publ i c i ty of our act ions and par t i c ipat ion in d i f ferent markets , c reat ing l i nks based in a k ind of soc ia l cont ract .

I n Ju ly 2015 I hope to be par t of a team that de l iver s an even greater vo lume of exper ience , and that our exchange programs insp i res our exchange s tudents to be in te res ted on engag ing ins ide work , tak ing respons ib i l i t i es i ns ide the organ izat ion . I hope that A IESEC i s more recogn ized by the academic pub l i c as a respons ib le for the prob lems of B raz i l , tha t bu i lds leader s th rough exchange , wh ich would inc rease our va lue to other market par t i c ipants . To under s tand th i s key s t ra teg ies shou ld be suppor ted in the fo l low ing po in ts :

WHAT IS OUR ROLE IN THE BRAZILIAN SOCIETY? BASED ON THAT, HOW CAN AIESEC IN BRAZIL BE MORE RELEVANT?

GENERAL QUESTIONS

STRENGHTS

GROWTH IN GCDPThe GCDP program has evolved increasingly the number of

experiences, especially in social projects, which contributes posi-t ively to our external posit ioning.

Deployment of technology systems: we enjoy a major advance in the use of IT tools has provided us more efficiency in the deliver y

and quality of our results. As main examples: AMT, NPS, Podio.

DEPLOYMENT OF TECHNOLOGY SYSTEMSWe were able to enjoy a major advance in the use of IT tools

that has provided us more efficiency in the deliver y and quality of our results. As main examples: AMT, NPS, Podio.

RELATIONSHIP WITH PARTNERS (BD)BD area is crit ical to the financial sustainabil ity of AIESEC in Brazil

and has been fulfill ing an impor tant role by capturing and renewal of large par tnerships l ike Google, Votorantim, Itaú and Rede Globo.

WEAKNESSES

GENERAL QUESTIONS

7 MAKE A SWOT ANALYSIS OF AIESEC IN BRAZIL WITH ONLY: 3 POINTS FOR STRENGTHS, 3 FOR WEAKNESSES, 3 FOR THREATS AND 3 FOR OPPORTUNITIES AND GIVING A SUGGESTION OF HOW YOU WOULD CAPITALIZE EACH OF THESE POINTS.

MARKETINGA network of communication and marketing is lacking fundamentals in brand posit ioning and

promotion of our exchange programs. Suggestion: investments in communicat ion channels, adjustments in the area of educa-

t ion nat ionally, and or iented strategies for costumer centr ic ity.

MODEL OF NETWORK SUPPORTWe cur rent ly have many ent i t i es and most of the resu l t s come f rom a few offices . Suggestion: stop the growing of expansion in it iat ives, standardize different models of growth and provide greater suppor t to the offices with great potent ial for growth in

GCDP programs;

GIP PROGRAMSThe GIP programs hardly grew and so we are ceasing to be relevant in the development of

the job market for students and companies. Suggestion: st imulate the growth of GIP from the management of relationships with alumni.

The wor ld in the coming year s w i l l go th rough major changes , espec ia l ly i n the economic sense . Eu rope w i l l most l i ke ly suf fer the consequences of an economic model that p laced a la rm ing s i tuat ions i n many count r ies that w i l l b r i ng new mora l quest ions for soc ie ty. B raz i l , wh ich was the promise of the fu tu re economic deve lopment model i n the wor ld , i s hav ing d i fficu l t i es to acce le ra te not on ly i t s economy but a l so to act a round the so lu t ion of key bott lenecks for the prov i s ion of qua l i ty of l i fe to i t s people . There i s a fee l i ng in the a i r of i ncoherence and 2014 promises to be an in tense pol i t i ca l year. A I ESEC as a young and engaged that mon i tor t rends in organ izat ion pos i t ion ing i t se l f as an organ izat ion that de l iver s impact and leader sh ip that our count r y needs . Among the scenar ios where we need to be aware :

INTERNATIONAL COOPERATIONSBilateral cooperation programs can contribute to the growth of

results of entit ies. Suggestion: creat ion of exchange products for IGN;

WORLD CUPThe largest spor ting event in the world will move Brazil around in

many aspects, and we can take advantage from the visibil ity brought by the World Cup, to create social projects that dialogue

with the social init iat ives for education and spor ts.

EXCHANGE FOR CLASS CThe growth of the Brazil ian economy and ease of access to credit

enabled the young middle class make their exchange. Suggestion: create products with different values, facing IGN

.

PRESIDENTIAL ELECTIONS: The elections can impede the work of AIESEC because it takes care of the setting agenda of society, hindering involvement with some themes and also damaging the relationship

with the public power.

VIEWEDWe must seek par tners to facil itate the issuance of visas and monitoring the experiences of

professional exchanges, especially in GIPi ;

FRAGILITY IN THE GROWTH OF THE BRAZILIAN ECONOMYIndicators suggest that the financial health of Brazil may not be that strong. Inflation has

drawn attention and fragile growth of Brazil ian surplus shows that our economy has grown unevenly. This may require the market a more tradit ional and less open to relationships with

civil authorit ies, such as AIESEC posture.

GENERAL QUESTIONS

THREATSOPPORTUNITIES

8 WHAT IS GOING TO BE THE SPECIFIC ROLE OF MC 2014-15 FOR AIESEC IN BRAZIL? PLEASE CONSIDER STAKEHOLDERS INVOLVED AND CURRENT STATE GAPS OR EVOLUTIONS TOWARDS YOUR IDEAL.

GENERAL QUESTIONS

THE BRAZIL AS A MAJOR PLAYER IN ECONOMIC GROWTH IN LATIN AMERICA. AIESEC can cap i ta l i ze on th i s scenar io s t rengthen ing the b i l a te ra l re la t ions of par t -ner sh ip w i th IGN in order to s t imula te the promot ion of cooperat ion and inc rease the number of exper iments i n the reg ion .

WORLD CUP IN BRAZIL.

Braz i l w i l l become the center of a t tent ion of the wor ld , wh ich w i l l put us i n ev idence before many other nat ions . We need to cap i ta l i ze these spot l igh ts for a cause that represents what the young Braz i l i an th inks about the futu re of our nat ion . A I ESEC must s tand , po in t i ng a way to the Braz i l we want and that represents the young people , mak ing the i r mark a t the beg inn ing of a new Braz i l .

THE EXCHANGE AS AN OBJECT OF DESIRE OF THE NEW BRAZILIAN MIDDLE CLASS.

Today a young per son form midd le c lass i n B raz i l can not on ly dream of the rea l i za t ion of the exchange , but can a l so accompl i sh i t . The exchange i s no longer a myth due to the inc reased purchas-

i ng power and ease of access to c red i t . A I ESEC has the oppor tun i ty to c reate a spec ific program for those in te res ted in t rave l i ng to Lat in Amer ica , and cheap dest ina t ions w i th s t rong cu l tu ra l added va lue .

Before mak ing any contact w i th the new leader sh ip , I would research about the organ izat iona l c l imate , t r y ing to under s tand that moment for the company. Some quest ions must be answered , such as : i n what c i rcum-s tances the d i sm issa l happened? What i s the profi le of the HR head?

C)Produce a repor t of act iv i t i es i n order to br ing the resu l t s ach ieved dur ing the te rm; B)

I would read a l l i n format ion prov ided in the cont ract i n order to under s tand the expectat ions of the company ;

Compan ies and organ izat ions w i th nat iona l leve l re la t ionsh ips make the i r dec i s ions based on some sor t of s t ra teg ic d i rect ion . So , even though the main in te rmed ia r y i s no longer par t of our negot ia t ions , the fact i s that the company choose A IESEC w i th spec ific goa ls . I n such s i tuat ions i t i s impor tant to be a rmed w i th many in format ion about the h i s tor y of th i s par tner sh ip . I would do the fo l low ing :

I n possess ion of some in format ion I would have a greater reper to i re of poss ib i l i t i es for act ion . To g ive cont inu i ty i s a l so impor tant that we answer the fo l low ing quest ion : "Our work was sat i s factor y in f ront of the par tner ’s expectat ion? " . Based on an eva luat ion , two paths would be poss ib le :

POSITIVE RESULT I would make meet ings w i th d i s t i nc t object ives , to present the ma in resu l t s , h igh l igh t ing the act ions and resu l t s that most c lose-ly connected w i th the in te res ts of the company before . Would a im to improve some flaws , put t i ng our se lves open to suggest ions and ask for a moment to under s tand the company 's goa ls for the next semes-te r/ year. Wi th the fina l cons idera t ions , I would be ab le to under s tand how open they a re to renew the cont ract , and then schedu le another meet ing to propose and es tab l i sh the renewal of the par tner sh ip , i nc lud ing offer ing incent ives such as d i scounts upon payment , of fer of p i lo t p roducts and exchange programs , i n add i t ion to enhanced d i sc lo-sure of the par tner sh ip (as an ins t i tu t iona l v ideo , for example ) .

NEGATIVE RESULT The ma in object ive of the fi r s t meet ing would be unders tand poss ib le changes in the company, the i r assessment and expecta-t ions regard ing the par tner sh ip . Col lect as much in format ion as poss ib le for the repor t , showing that we are dr iven to find so lut ions to the company 's i n terests . S ince i t i s a meet ing that a ims to s t rengthen our t rus t re la t ionsh ip , I would a lso seek to take recommendat ion le t ter s f rom par tner s that take advantage of the good re la t ionsh ip they have w i th us .

1YOU HAVE THE MAJOR TASK OF RE-NEGOTIATING AN R$ 200.000,00 CONTRACT WITH ONE OF OUR MAJOR NATIONAL PARTNERS; THE SENIOR VICE PRESIDENT WHO WAS SUPPORTING THE PARTNERSHIP WAS FIRED. YOU NEED TO CONVINCE THE NEW HR HEAD OF THE COMPANY TO KEEP SPENDING THIS AMOUNT OF MONEY OR MORE IN THE PARTNERSHIP. WHAT WOULD YOU DO?

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BD MANAGERS

A)

3 WHAT IS THE BEST AND THE WORST THINGS ABOUT TO BE A BD MANAGER? HOW DO YOU KEEP THE BEST BEING THE BEST AND GUARANTEE THAT THE WORST WILL NOT DOWNGRADE YOUR PERFORMANCE.

2 DESCRIBE THE MAIN CHALLENGES THAT A BD MANAGER COULD FACE ALONG THE TERM ANDHOW YOU SHOULD DEAL WITH IT IN ORDER TO KEEP YOUR PERFORMANCE ON THE TEAM.

For me one of the b iggest mot ivat ions i n jo in ing the BD area i s the s i ze of the i r respons ib i l i ty for A IESEC in B raz i l . The cha l lenge of ensur ing financ ia l sus ta inab i l i ty and our re la t ionsh ip w i th major nat iona l par tner s i s fantas t i c ! Another po in t that d raws a lot of a t tent ion i s the poss ib i l i ty of more autono-mous work . On a more per sona l per spect ive , the prox im i ty and re la t ionsh ip w i th la rge compan ies can be great va lue for my profess iona l fu tu re .

Ta lk ing about the negat ive var i ab les of work in the a rea , I i dent i fied that one of the wors t th ings about i t i s the lack of recogn i t ion of the ach ievements of the team, i n add i t ion to d i s tance and d i fficu l t i es on es tab l i sh ing s t rong connect ions w i th the network , espec ia l ly offices that p lay a ro le s t ra teg ic del iver y of products offered to par tner s .

For these prob lems to be so lved , I be l ieve in a more respons ive and proact ive approach to so lve such s i tuat ions , moreover, i t i s wor th h igh l igh t ing the impor tance of add the t ransparence and in te rna l commun icat ion w i th the network to the p lan . Because of externa l meet ings and event de l iver y (as Y2B) rout ine , I a l so imag ine the phys ica l wear shou ld be someth ing that i s par t of the rout ine of a BD Manager, i n th i s case there i s not much to do . Th i s i s a bas ic rout ine of a team mot ivated w i th se l l i ng and commi t ted w i th resu l t s .

BD MANAGERS

LACK OF MOTIVATIONThe sales process may br ing challenges to

the motivat ion of the managers, i t is impor tant for the team to ensure regular

meet ings and to mainta in a reciprocal feel ing of transparency and responsib i l i t ies .

CRISIS MANAGEMENT When it comes to issues involv ing external factors , i t is impor tant to be aware of the poss ib i l i t ies of cr is is , so i t is advisable to

create r isk management plans in al l act ions that the team intends to del iver so we can

respond to problems quickly and controlled.

LAZINESS / CONFORMITY The work of BD dœs not require contact with the local offices network, which can hamper the recover y relat ionship towards the team. In the absence of a focused leadersh ip i t is poss ible

that the team takes a conformist and stagnant posture. Th ink ing about i t , i t is impor tant to keep in mind the awareness of the

impor tance of the area for the growth of AIESEC in Brazi l , assuming as main values a responsive and dynamic behavior.

INCREASE OF MANAGEMENT AREA EXCHANGES

The vast major ity of internships we do are in the financial area, which makes us exper ts in th is

program. We can increase the amount of exper i-ence in th is field from a strategy to enhance our relat ionship with current par tners . Highl ight ing the poss ib i l i t ies offered by two large banks, I tau and

Santander, who through some incent ives in financial models may be responsible for most of the growth

in the next admin istrat ion.

DEVELOP PROGRAMS IN THE AREA OF TECHNOLOGY

We have the oppor tunity to follow the develop-ment in the technology and engineer ing area in

Brazi l . Th is is not a new program, because we have the h istor y of great par tners l ike Volkswagen in

Brazi l , which can open the doors for other major companies in the sector, bes ides giv ing us credib i l i-ty to advance technology hubs in Brazi l . Th is is an

even more promis ing program because of the large supply of avai lable profiles on the platform, especial ly in the area of Informat ion Technology.

DIVERSIFICATION OF EXCHANGE PRODUCTS IN BD

Another great oppor tunity we have is apply ing divers ified financial models , creat ing different quotas based on the volume of exchanges,

s imi lar to what already happens today. Another opt ion to increase the amount of XP in GIP i

would be the creat ion of shor t term products .

Today, the par tner s respons ib le for most of the de l iver y of the nat iona l RE a re Santander, CNA and Volkswagen in B raz i l , bas ica l ly i n two areas : management and educat ion . A l though they a re the la rgest compan ies i n te rms of t rade , none of them exceeded 8 exchanges dur ing 2013 . Not ice the compar i son of I taú Un ibanco and Santander as an example . Wh i le Santander i s one of the ma in par tner s i n exchange , I taú i s one of the la rgest par t -ner s of A IESEC in B raz i l and on ly made 3 exchanges . The Echœs MC brought a s t ructu re to respond to th i s p rob lem that can be fu r ther deve loped th rough exp lora t ion of the fo l low ing aspects :

4MC ECHOES (BD TEAM) IS INCREASING NATIONAL IGIP RESULTS. CONSIDERING THAT IN MC 14-15 WE WILL KEEP ON GROWING IN THIS PROGRAMME NATIONALLY, LIST 3 TRENDS, BASED ON A MARKET ANALYSIS, THAT YOU CONSIDER AND OPPORTUNITY TO EXPLORE IGIP ON BD SALES.

BD MANAGERS

Today, what ensure the act iv i t i es of PR in the A IESEC network in B raz i l a re the externa l events , such as Y2B and other nat iona l s tandard ized events . I n my assessment the ma in bot t lenecks that A IESEC in B raz i l faces a re : the lack of re la t ionsh ip w i th the press , both nat iona l ly and loca l ly ; d i fficu l t i es i n es tab l i sh ing a re la t ionsh ip w i th the government , wh ich cou ld cont r ibute to inc reas ing our re levance loca l ly, as wel l open ing doors to other par t -ner s and rea l i za t ion of projects i n GCDP i ; and perhaps more c r i t i ca l , i t 's about the lack of c lear d i rect ion on how to use the oppor tun i t i es offered by our par tner s , wh ich resu l t s i n a cer ta in neg lect of the network in ma in ta in ing th i s re la t ionsh ip .

I Eva luate s t ra teg ies as an in i t i a t i ve to ensure that we are de l iver ing the leader sh ip that A IESEC i s p roposed , w i th the cha l lenge of educat ion and break the m indset of the network and on the other s ide , seek ing ways to a t t ract a lumn i i n order to engage them to c reat ing oppor tun i t i es to br ing as fina l resu l t the inc reas ing of exchange exper iences . The knowledge about the process of re la t ionsh ip w i th a lumn i i s the key po in t of th i s s t ra te-gy. What I cons ider more pos i t i ve i s a proposa l for s tandard iza t ion of c r i te r i a th rough human resource pol i c ies (TM) , i n add i t ion to engagement i n i t i a t i ves that a ims to br ing together a lumn i s and use the oppor tun i t i es offered by them.

One of the essent i a l foundat ions of th i s research i s the work on d i f fe rent types of a lumn i p rofi les , a l low ing c reat ing d i f fe rent ways to meet the i r expectat ions . I th ink the ma in cha l lenge i s the consol ida t ion of act iv i t i es a t loca l offices , th rough educat ion . I t i s a l so impor tant that we s t r i ve to connect the la rgest poss ib le number of a lumn i i n th i s next te rm, so the PR Manager w i l l be ab le to work to conver t oppor tun i t i es i n to resu l t s .

1 HOW DO YOU EVALUATE THE MC ECHOES STRATEGIES ABOUT ALUMNI RELATIONSHIP AND MANAGEMENT? WHAT WOULD YOU EVOLVE FOR 2014-2015? 11

WHAT IS HOLDING AIESEC BACK IN TERMS OF PUBLIC RELATIONS? IN YOUR OPINION, WHAT ARE THE THREE BIGGEST GAPS OR BOTTLENECKS THAT WE FACE IN AIESEC IN BRAZIL? 2

PR MANAGER

Our par t i c ipa t ion in d i f fe rent markets c reates bonds graded in a k ind of soc ia l cont ract , wh ich re in forces our respons ib i l i ty i n the t ra in ing of leader s for the futu re that B raz i l and the wor ld need . I t i s a lways impor tant that we mon i tor soc ia l needs , but s t i l l more impor tant i s : answer these prob lems by promot ing the exchange of exper iences and leader sh ip . And th ink ing about i t , we shou ld seek in our m iss ion the necessar y gu ide l i nes to find the r igh t p roposa l to re la te to the d i f fe rent sector s of soc ie ty :

Th rough work ing and promot ing exchanges , A I ESEC encourages the d i scover y and development of leader sh ip potent i a l of i t s members i n order to promote change in soc ie ty. But not a lways we are pos i t ioned in the r igh t way, of ten put t i ng us as jus t another wel l - i n tent ioned young organ izat ion . The quest ion i s : what makes us a un ique organ izat ion in the market? S ince 1948 , A I ESEC has taken respons ib i l i ty for chang ing the wor ld , and we chose one way : leader sh ip that deve lops f rom exchange programs .

1 HOW CAN AIESEC BE POSITIONED AS AN ORGANIZATION RESPONSIBLE FOR UNITING DIFFERENT SECTORS OF SOCIETY AND BRING BENEFITS FOR ALL THE INVOLVED? 13

1ºFIRST SECTOR (GOVERNMENT)

Pos i t ion ing our se lves as the vo ice of youth leader sh ip .

2ºSECOND SECTOR(MARKET)

Pos i t ion ing our se lves as a p la t form for t ra in ing young leader s and d i s t i n-gu i shed profess iona ls f rom our exchange programs and in te rna l work , and lead to in te rnat iona l i za t ion and compet i t i ve advantage for compan ies i n some market segments .

3ºTHIRD SECTOR (CIVIL ENTITIES)

Pos i t ion ing ourse lves as a respons i -b le ent i ty and med iates the devel-opment of cer ta in soc ia l causes , bes ides the s t rengthen ing and profess iona l izat ion of the th i rd sector through soc ia l projects .

PR MANAGER

PROFITI t is impor tant that we have the premise that

Y2B is also a way of ra is ing funds for AIESEC, so it is ver y impor tant that we ensure an excellent financial management. The relat ionship with BD area is another essent ial aspect of the event to be profitable. Another aspect that may contr ib-ute to th is object ive is crouwdfounding in i t iat ive.

INTERACTIVE PROGRAMMINGThe format of the event proceeds to its 11th

edit ion. Th is is an event that is widely known by the AIESEC network in Brazi l . To better ser ve th is audience is impor tant that we seek ways to make its programming dynamic, especial ly in improving the workshops offered by the par tners . Another quest ion: What k ind of par t ic ipat ion we expect

from th is publ ic? We need to engage them as a strategy to qual ify the event content .

DELIVERY OF PURPOSEY2B works as a space of relat ionships between young people and organizat ions with b ig rele-vance to our countr y. We can explore better the oppor tunit ies , especial ly in the sense of

communicat ion, producing a huge audiovisual mater ial that has as i ts goal the promotion of

Youth to Bus iness content and then, strength the role of social event .

The Y2B Forum i s the most impor tant event of A IESEC , b r i ng ing together young people f rom a l l over B raz i l and par tner s i n order to d i scuss cur rent i s sues on the par t i c ipa t ion of youth in the t ransformat ion of our count r y. As pr inc ipa l manager of the event I would work to ensure some po in ts that a re rea l ly impor tant to your success :

4 BEING THE Y2B NATIONAL FORUM ONE OF THE BIGGEST MOS OF THE PR MANAGER, WHAT ARE YOUR TOP STRATEGIES CONCERNING IT? FOCUS ON EXTERNAL PUBLIC, REVENUE, CUSTOMERS SATISFACTION.

PR MANAGER