mcvp business development app

MCV P Busi ness Dev elop me nt

A IESEC E l Salv ador 1 3. 14

C URRI C U LUM VI TA E


General

Questionnaire


P ERS O NA L I N FO RM A TI ON

Name Abraham Enrique Amaya Castaneda

Birth Date September 18th, 1991

Nationality Salvadorian

Skype ID bram.amaya

E-Mail Address [email protected]

Phone Number (503) 7255 8223

University Universidad Dr. José Matías Delgado

Career Business Administration

mailto:[email protected]


AIES EC IN FO RM A TI ON

i. AIESEC Experience

Role LC/MC Dates Main Achievements

National Support Team

– External Events -Project Manager El

Salvador Youth to

Business Forum.

-Project Manager

Diplomado Más

IMPACTO

AIESEC

El Salvador

January

2013 – To

present

-Direction of the first Youth to

Business Forum outside San Salvador

(Santa Ana). -Direction of the first Diploma Couse

(in CSR) of AIESEC El Salvador (Más

IMPACTO).

-Financially sustainable events.

-Brand positioning with companies.

-Insertion of new members trough the

OC’s recruitment.

Organizing Committee

President – El Salvador Youth to Business Forum

AIESEC

El Salvador

September

–

November

2012

-Compliance sales goals.

-Organizing committee committed to

the project.

-Positioning of the brand.

National Coordinator

Discover Colombia

Project

- National oGCDP

Recruitment Member

AIESEC

El Salvador

August –

November

2012

-Execution of info sessions and

interviews for EPs recruitment.

-3 matches with AIESEC Colombia.

Team Member of Talent

Management

AIESEC

Matías /

El Salvador

June –

September

2012

-General planning and execution of

functional areas training.

Accreditations Manager

– El Salvador Youth to

Business Forum

AIESEC El Salvador

May – July 2012

-Creation and implementation of

registration and tracking systems. -Creation of the accreditations

process.

Exchange Participant –

Global Community

Development Program

AIESEC

Pereira /

Colombia

December

2011 –

February 2012

-Planning and implementation of 3

types of workshops.

-Direct impact over 200 people.


ii. Events Attended

Event Date Role Location

ACTIVATE 2013 May 3, 4 &5, 2013 Delegate El Salvador

El Salvador Youth to Business

Forum April 6th, 2013

Project

Manager El Salvador

National Congress 2013 January 19 & 20, 2013 FACI El Salvador


Forum November 13, 2012 OCP El Salvador

Leadership Development

Seminar 2012 November 2, 3 & 4 2012 Delegate El Salvador

Presidents & Leaders Meeting September 22, 2012 Delegate El Salvador


Forum July 16, 2012 OC El Salvador

National Planning Seminar July 15, 2012 Delegate El Salvador

AIESEC Development Day November 12 & 13, 2011 Delegate El Salvador


Business Development

•During the last year I had theopportunity to work in the 3Youth to Business Forums (1st

– Accreditations Manager, 2nd

– OCP, 3rd – Project Manager),which has given me theopportunity to develop withinthe area through a continuousprocess of learning. With this,not only have I learned how toorganize and direct a nationalevent, but also to empowerthe OC's and managingpartners and sponsors. TheY2B Forums that I had theopportunity to run generateda profit margin that promotedfinancial sustainability ofAIESEC El Salvador and helpedthe brand positioning to anaudience of over 700 youngpeople and to the mostrecognized companies andorganizations in the country.

Talent Management

•I started my AIESEC XP locally(AIESEC Matías) as TemMember of TalentManagement, where I met allprocesses, worked on theplanning of the area andorganized the first training fordifferent functional areas ofthe committee. Alsoparticipated in nationaloGCDP recruitment of 2012where I applied differentTalent Managementprocesses performing infosessions, interviews andprofile selection. Additionallymy experiences as ProjectManager and OCP allowed meto develop team managementskills from recruitment ofthese to the motivation andempowerment.

Marketing & Information Management

•Just as the Y2B helped medevelop in the areaof Business Development, justas it did in Marketing andInformation Management. Inmy experience asAccreditations Manager in the1st Y2B Forum, I applieddifferent processes, such ashandling mass messaging tokeep all the participants of theevent, also managed theregistration process in anorderly manner and devised asystem of accreditation inaccordance the necessity ofthe event. In my experiencesas OCP and Project Managerin the Youth to BusinessForum and de “DiplomadoMás IMPACTO” I had to findadvertising solutions thatpromote the generation ofresults for projects.

iii. 3 Main Areas in AIESEC

I think most of my experiences in AIESEC have been focused on delivering results, which is a

mindset that in my opinion should also stay within the MC. During the different projects that I

have learned I have implemented both the successes and the mistakes made. This experience

will not only help in planning and predict the results, but in the implementation of projects to

be done with quality.


Proactivity Commitment Sinergy

MO TI VA TI O NA L Q U ESTI O NS

iv. Who are you? What are your values? How does this value shape your leadership style?

Abraham Amaya is a 21 years old guy from Sensuntepeque, Cabañas. At present I’m

majoring my Business Administration Bachelor and I strongly believes that we can get so far

as we intend. Although I come from a small town, since childhood I set high goals, which has

contributed greatly to my personal and professional development. Sometimes a little quite,

but always open to new ideas, I enjoy to discover new places and different points of view.

This three values shapes my leadership style because I am someone who takes into account

his values and principles at the time of making decisions (the real proactivity) and at the

same time, I look for being involved to the extent possible in any project I undertake from

beginning to end, giving everything the project or the team needs from me and promoting

teamwork for great results.

v. Why do you consider AIESEC El Salvador as your next step on your AIESEC experience?

Since I was a teenager I was involve in social causes and now I found in AIESEC the perfect

opportunity of combine my professional development, helping and promoting a better

society. AIESEC El Salvador has given me the opportunity to live wonderful and enriching

experiences, developing my professional and leadership skills and is my next step because I

want to continue contributing to the growth of this organization in my country.


G EN ERA L K N O W E LED G E

vi. SWOT Analysis of AIESEC Globally

Strengths Weaknesses

-Well defined vision.

-Good structure of internal processes.

-Presence in over 113 countries and

territories.

-Good distribution of leadership roles.

-Presence of excellent human talent in the

different committees.

-Attractive and well-defined programs for

sale.

-Different opportunities to personal and

professional growth of youth people.

-Direct Social Impact.

-Shortly brand posit ioning in some countries.

-Programs that require some high purchasing

power to be part of them.

-High turnover of members.

-Poor control of local experiences that can

reduce the quality of programs.

Opportunities Threats

-Increased social associations.

-Social networking boom.

-Growth of Social Responsibility contribution

by companies.

-Young generation with more professional

ambitions.

-Increased appreciation of the importance of

having a global mind.

-Increased appreciation of the importance of

making a social impact.

-Weakening economy.

-Political instability in some countries.

-Increased violence and insecurity in some

countries.


vii. SWOT Analysis of AIESEC El Salvador

Strengths Weaknesses

-More brand positioning in the last year.

-Trend to exchange growth during last years.

-Good human potential.

-Well defined products that promote the

financial sustainability (oGCDP & Y2B).

-Presence in the most important universities in El

Salvador.

-Members of different fields of work

(economics, health sciences, architecture &

others) that brings different perspectives to the

organization.

-Members motivated.

-Increase of partners and sponsors of strong

popularity.

-Difficulty achieving goals.

-Little focus on results at the local level.

-MC with very few members who can not

cope with all national and local needs.

-Low interest at the local level to use tools

that align processes nationwide.

-Lack of innovation in programs promotion

mechanisms.

-Lack of quality control alignment of

experiences between MC and LC's

Opportunities Threats

-New members of other universities that are

interested in open new LC’s or Specialize Units.

-More people (from different institut ions)

aware of what is AIESEC and interested in

partic ipating in our programs.

-Increased support for Social Responsibility

actions by Salvadoran companies.

-Increased youth partic ipation in social causes.

-More interest of our target audience to learn

new languages and experience other cultures.

-Increased networking of AIESEC El Salvador.

-Universit ies are not focused on supporting

youth organizations.

-Economic slowdown in El Salvador.-

Political instability.

-Government uninterested in supporting

youth init iatives.


oGCDP EwA Projects TMP

viii. What do you think should be AIESEC El Salvador´s three main focus programs

for next term?

ix. Why? And what are the results (based on programs) you expect to see at the

end of your MC term for AIESEC El Salvador?

Why? Expected Results

oGCDP

Clearly oGCDP has become the

flagship of AIESEC El Salvador and

has contributed greatly not only to

the financial stability of the

organization but also the positioning

of this. During the past two years

about 49 people have traveled to

make their GCDP's but I think that

there is still much ground to cover

and we can optimize these results

much more, which will further

promote the growth of the

organization.

-Relative increase of 201% in

oGCDP’s, equivalent to 80 EP’s

Realized in comparison to the 26

realized in 2012. If we consider that

there are 4 LC's established so far,

we could assume that each only have

a quota of 20 EP's in one year, for

which in my opinion, are in the ability

to do. Moreover, if we translate into

money 80 EP's, would have a total

income of USD$11,200.00.


Why? Expected Results

EwA Projects

The EwA Projects, specifically the

Youth to Business Forum has been

one of the key pillars of growth of

AIESEC El Salvador in the last year.

I think it is important to continue and

renew a cycle of national events

that allow us to, first, be a

presentation card to our target to

increase the number of experiences

and to work towards national

partners to promote the generation

of TN's and financial income.

-Organization of three Youth to

Business Forums in the MC 13.14

period with a direct impact on at

least 800 people (participants) and

a profit margin of at least

USD$2,000.00 per event.

-Increase the positioning of AIESEC

nationally.

-Increased national and project

partners.

-Creating and posit ioning of a new

brand of open conferences that

promote social issues and

simultaneously our programs.

TMP

In order to get the results we want,

we need members empowered and

able to implement all the strategies

and Required Actions so we should

invest in their training and

motivation. I think it is important to

consider that as AIESEC should

provide more integral experiences

that go beyond partic ipation in a

conference or an integration

activity, we need to improve and

encourage the professional work

and achieving results by TMP's,

stressing that in the short term, will

be they who will take over as future

EB's or NST's.

-120 team member experiences

realized.

-Motivated members that through his

work got fulfill all the goals

defined.

- Membership with more specialized

job descriptions and they really met.


x. Create a year plan proposal with key strategies, key activities, results expected,

and dates.

Strategies Activities Dates Results

Optim

ization

of…

Sales &

Brand

Youth to Business Forum Q3 (Sept)– Q1 (Feb) –

Q2 (May)

-Financial Stability. -Bran positioning.

-Direct Social Impact. -Increase in the number

of @XP (TMP or OGX). -Increase of National

Partners. -ICX improvement.

LC’s Cycle of Open Conferences

Q3 (Aug – Oct)

CRM Implementation &

Tracking Q3 (July)

Improvement of Sales Portfolio

Q3 (July)

Más IMPACTO Q4 (Oct – Dec)

PR & Networking Events Q4 (Nov) – Q1 (March)

Brand Refreshing & National Alignment.

Q3 (July)

Participation in Leadership

or opportunities events. All year.

Members @XP

National Congresses Q3 (Aug) – Q4 (Nov) – Q1 (Feb) – Q2 (May) -Increase of Quality &

Results in TMP’s @XP. -Members Empowered.

-Best transition for the 2014 EB’s.

-Processes better executed.

National members Meetings Q3 – Q1 (All months)

Continuous Trainings of

Functional Areas Q3 – Q1 (All months)

Implementation of Tracking Tools

Q3 (July)

One by One Coaching

Sessions Q4 (Oct – Nov)

Exchanges

Alignment of national and locals strategies of oGCDP

& oGIP

Q3 (July)

-Accomplish of OGX

goals. -Exchanges Programs

Positioning.

Opportunities Forums (Q4 (Oct)

Global Village Q2 (April)

National (Massive) Info Session

Q4 (Oct) – Q2 (April)

National & Locals EP’s

Tracking Tool Implementation

Q3 (July)


Specific

Questionnaire


xi. In your opinion, what are the 3 main trends that will shape El Salvador in the

next couple of years? How can AIESEC in El Salvador capitalize on them?

I think these are three trends that we noted in the national reality and in my opinion will

remain in the coming years. Both in the tourism sector as in the MIPYMEs sector, we can find a

niche market that we can really take advantage. AIESEC El Salvador may include in its

national sales portfolio, iGCDP programs or even iGIP to be aimed at areas such as

language teaching, which can be of great help to hotels or other companies to train their

employees or research topics or marketing advice. About the increase in youth participation

in social causes, it's definitely an opportunity for our OGX and TMP programs to grow and

we can remain as opportunities generators for these young people to develop at the same

time generate a significant social and clearly this will promote our growth as organization.

xii. What will be the three main focuses of Business Development the next year in AIESEC in El

Salvador? What strategies do you want to use to achieve each focus?

Business Development: Obviously business development would be the main element of my

work. Basically I'd focus on developing the market for AIESEC El Salvador, focusing on

national sales generation that promotes our growth, not neglecting to ensure the stability of

the national projects running. For this, we follow a strategy based on the connectivity and

monitoring of companies and organizations that trust us and looking for future allies be it at

conferences or any other event where AIESEC El Salvador may be present.

Increased Youth Participation in Social

CausesIncrease in Tourism

Strengthening Support to MIPYMEs


Youth to Business Forum

• The Y2B was the eventthat most promotedbrand positioning ofAIESEC El Salvador in2012, both at the youthmarket and with thecompanies. I think theyshould continue tobenefit but betterreorient its initialobjectives, which are:OGX Generation,Generation NewMembers ICX (plusprofits that an event likethis leaves).

Local Cycle of Open Conferences

• The creation of a newcycle of conferences forthe LC's run themselves,is a strategy that notonly promote theirdevelopment in terms ofevent management,sales, etc.. But also willpromote financialstability. Improvementof the image to theuniversities and brandpositioning as localcommittee.

PR Events

• In addition toconferences, I would liketo continue doing publicrelations events such asthe Global Village orothers who are relatedto Networking toincrease our exposureand reach to our targetaudience, promoting thegeneration of numbers(OGX and TMP) andimage to companiesthat trust in us or arelikely to work with us.

EwA Projects: As I explained in the General Knowledge, Ewa projects bring many benefits

to AIESEC El Salvador and to my opinion it should continue with more frequency and variety

but at the same time more strategically:

ICX Support: Continuing with the role of developing the market for AIESEC El Salvador,

always focusing on the Connectivity and Monitoring. In this case, you need to tap your allies

or new contacts that were generated, it is necessary first to consider the reality of the

business and provide the program that we can generate benefits to both (In this case ICX). In

other words, customers pass to the Incoming Exchanges area.


xiii. Besides annual conference cycle package and exchange program, what will be

the products that AIESEC in El Salvador should focus in order to ensure our

financial sustainability on the MC an LC level? Please detail the customers you

will target.

1 Although sold as a product of ICX (iGCDP) are not included in the national sales portfolio

because they are projects that arise for a specific company. Example: TIGO (Embajadores

del Interntet) As well, the target is determined until the project has been raised. It is also

possible to handle as an internal volunteer project (like the projects that were implemented in

Más IMPACTO with FUNDEMAS), but again, everything would depend on the

company/organization and the specific project.

2 The idea of this conference venue cycle is that the LC's learn to manage events of this kind

and in the short term to be able to make an event like the Y2B themselves. In addition, the

aim is also to posit ion their exchange or membership programs in the university , enhance the

image to the institution and promote their financial stability.

CSR Projects1

• Large and mediumenterprises.

• Residents of vulnerableareas

Youth to Business Forum

• Youth 15-30 years ofsecondary or highereducation across thecountry.

Local Cycle of Conferences2

• Students of theUniversity of the LocalCommittee that isexecuting de project.


xiv. Which 3 sectors of AIESEC in El Salvador should focus in order to achieve its

financial goals according to external trends? What will be your approach

towards them and the products you will sell?

Tourism

• Tourism in the country isincreasing and I think itis an ideal area whichcan cater AIESEC. Thefirst thing we need is anapproach with theauthorities of this sectoras MITUR orCORSATUR. As MCVPBD would seek analliance that directlybenefits our exchangeprograms and with theICX area offer aproject for examplebased on languages ormarketing , to bringEP's to make theirGCDP in hotels ortourist companies whoneed marketingadvices or languageclasses for theiremployees.

MIPYMEs

• I think that MIPYMEs willcontinue to grow notonly in operations but insupport, so it wouldfollow a strategy verysimilar to the onementioned in the tourismsector. Approachinginsitutions like theCONAMYPE or otherorganizations thatsupport these smallbusinesses not only tosell TN's but also tobring them to our eventsas the Youth to BusinessForum.

Education

• When I say education,I'd focus on collegesand language schools,making an approach tovalidate our exchangeprogram at universitiesand be validated asofficial internships orpractices (that aregratuationrequirements) andpromote the generationof TN's be it inlanguage or researchprograms. Also, closerto our conferences cycleto bring qualityknowledge to morepeople and increaseour number of sponsors(as INCAE, HULT,FUNIBER).


xv. Design a national sales strategy for the duration of minimum one year. Specify

timeline, strategies, focuses and targets.

To create a sales proposal, I'd focus on two main focuses since their processes are very

similar. One that encompasses the Y2B, national congresses or other national events and one

that is focused on the search for national partners and CSR projects partners, which means

that their proposals should be made custom for them. Importantly, these strategies are

focused to get a better "initiation" to the sale process to the companies or organizations.

Focus: Youth to Business Forum & National Congresses

Target: Medium, Large Companies and Educational Institut ions.

Strategies / Dates Q3 Q4 Q1 Q2

National Sales Team Up

Creating of Events Sales Package

AIESEC Results Report Creation

Company segmentation

Tracking companies supporting national

events in 2012/13

AIESEC Newsletter (for companies)

Focus: National Alliances & CSR Projects

Target: Companies and Educational Inst itut ions.

Strategies / Dates Q3 Q4 Q1 Q2

National Sales Team Up

Analysis and Market Segmentation

Creating proposal (customized to company)

AIESEC Newsletter (for companies)


xvi. Having in mind the aim to grow national partnerships of AIESEC in El Salvador,

how would you establish and structure a national sales team? How would you

find enough people to fill in all positions?

My national sales team would basically compose of two NST’s, which Job Description I detail

below. Additionally, because of the absence of a VP or Manager of the Information

Management area, I would add one more NST to support to the two sellers.

Since I have worked with most of the OC's last year, I was able to identify people who have

and have developed through their events, sales skills that can further contribute to AIESEC El

Salvador. Besides headhunting, is necessary to create a selection process to ensure that these

people are the indicated ones.

NST - Corporate Sales

• In charge of design and implementation of sales strategies aimed at companies. Will also be responsible to lead the Sales Manager of national events OC's.

NST - Non Profit Organizations Alliances

• Responsible for managing the national strategy to non-profit organizations (such as NGOs, government or educational institutions) in order to achieve partnerships that promote the integration of these to our national projects (whether alliances, support to conferences, institutional support, etc. )

NST - CRM Manager

• Responsible for creating and monitoring the CRM national system. Verifying that all accounts are maintained with updated information in both the BD sales as ICX sales.


xvii. How will you ensure that LCs support (OC and Sales) National conferences and

events?

First, I think that will be necessary to ensure that each OC has at least one member of each

committee, to promote a sense of belonging to these. In addition, work with them in their

local projects to promote proper implementation and support them to become a learning

cycle that promotes their development and in a short term they be able to manage national

events. I think it is also important maintain effective communication with the locals EB’s so they

are aware of all the events involved an work directly with the sales managers of the local

committees so they can attend meetings with national partners , so they will be identify with

the projects.

xviii. How can you, as MCVP BD, empower the LCs to ensure a high quality

performing sales culture?

I would like to do a team work with the LCP’s and VP’s TM, to create strategies that promote

the AIESEC culture and work in commitment and motivation and then work directly in a

educational cycle of sales to help them to be focus in results. After that I would follow up on

all sales managers, performing one by one coaching’s, try to include me in meetings with

local partners to see how they are doing the sales process, checking in CRM to learn the

status of monitoring companies and identifying new strategies according to the reality of

each committee.

mcvp business development app

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