Going beyond and enjoying

BIG AIESEC in Poland

1948

2012

2011

2013

2014

2015

Going beyond and

enjoying THE GROWTH

What have we done !o far to go beyond our limits,

do what we haven’t done

before?

How have we grown as

organization, as leaders in the last

7 months?

AIESEC EXISTS IN POLAND TO ACTIVATE CONSCIOUS AND

COURAGEOUS

LEADERSHIP THAT EMPOWERS YOUTH TO

CREATE A DESIRED FUTURE OF THE COUNTRY.

What has happened to ensure the purpose

"ealization?

In 2013/2014

2907 GIP&GCDP 3000 TMP&TLP

5907 XPs

2013/2014 MoS iGIP oGIP iGCDP oGCDP

2013/2014 322 484 1400 701

2907 unique exchange opportunities

ª  ª 

ª 

ª 

ª  ª 

ª 

ª 

Term growth Realizations iGIP oGIP iGCDP oGCDP

2013/2014 322 484 1400 701

2012/2013 230 347 1002 461

% 29% 29% 29% 35%

gcdp plan "ealization ogcdp PL RE %

Ra 140 107 76%

Ma 135 162 120%

Re 500 438 88%

igcdp PL RE %

Ra 710 939 132%

Ma 809 630 78%

Re 680 585 86%

gip plan "ealization ogip PL RE %

Ra 410 311 76%

Ma 230 162 70%

Re 212 171 81%

igip PL RE %

Ra 436 211 48%

Ma 363 93 26%

Re 322 115 36%

Who have we bec#e?

how do we develop the leadership the world needs?

i!e" journey oute" journey

by providing leade#hi$ journey...

how do we develop the leadership the world needs?

i!e" journey oute" journey

by providing leade#hi$ journey in GIP...

how do we develop the leadership the world needs?

i!e" journey oute" journey

by providing leade#hi$ journey in GCDP...

Going beyond and

enjoying THE GROWTH

National Strategic Direction

It is a direction that we need and want to take

as an entity in this term in order to realize our MoS and bring us closer to

aiesec 2015 achievement

What happened in

the last 7 months?

Customer Orientation Increasing Capacity

Brand Positioning

going beyond, enjoying the growth

Our Purpose

National Strategic Direction

connections with aiesec 2015 Increasing

Capacity

Brand

Positioning

Customer

Orientation

1. Increasing Capacity

Talent Capacity

driving GIP

& GCDP

Our TM processes are aligned in a smart way

with GIP&GCDP strategies; we begin to bring technical talents

to the organization.

We have resources and relevant products in place to increase Q1

GCDP Realizations and grow sustainably

throughout the year.

Expansions for

OGX Reach

We have effective models and resources

in place to expand AIESEC’s operations to

new cities and universities to drive OGX

growth.

GCDP Off-Peak

Enhancement

What happened on

local and national level?

1. Increasing Capacity

Talent Capacity

driving GIP

& GCDP

Our TM processes are aligned in a smart way

with GIP&GCDP strategies; we begin to bring technical talents

to the organization.

We have resources and relevant products in place to increase Q1

GCDP Realizations and grow sustainably

throughout the year.

Expansions for

OGX Reach

We have effective models and resources

in place to expand AIESEC’s operations to

new cities and universities to drive OGX

growth.

GCDP Off-Peak

Enhancement

2. Customer Orientation

Poland Going

Global

Tool to improve international relations

strategy and to increase matching rate of our ELD

programs; Poland becomes more focused and has known brand in

the network

Market Relevant

Product Packaging

We know how and we make sure that the products we sell are

relevant to the market and to our purpose, in order to scale up and

make the experiences better

LEAD Implementation

in ELD Programs

All the participants of ELD programs realize

their leadership learning and growth; we go consciously through our inner &

outter journey.

Embedding NPS into

our operations

Customer Experience

Management and NPS become part of our daily work; NPS as a begining of re-design of products.

What happened on

local and national level?

2. Customer Orientation

Poland Going

Global

Tool to improve international relations

strategy and to increase matching rate of our ELD

programs; Poland becomes more focused and has known brand in

the network

Market Relevant

Product Packaging

We know how and we make sure that the products we sell are

relevant to the market and to our purpose, in order to scale up and

make the experiences better

LEAD Implementation

in ELD Programs

All the participants of ELD programs realize

their leadership learning and growth; we go consciously through our inner &

outter journey.

Embedding NPS into

our operations

Customer Experience

Management and NPS become part of our daily work; NPS as a begining of re-design of products.

3. Brand Positioning

External Brand

Positioning

Increasing the awareness about

AIESEC brand through PR activities and positioning the orgazniation in our

products.

National Values

Assessment

National Values Survey among youth

for us to be able to facilitate discussions

between different sectors and change

Polish reality.

EuroXPRO

We position our organization both

externally and internally within the network; we present our culture and boost

Q3 potential.

Standarization and

coherency of

communication

Build coherency in our marketing

communication by making our national and local channels aligned and visually

coherent.

What happened on

local and national level?

3. Brand Positioning

External Brand

Positioning

Increasing the awareness about

AIESEC brand through PR activities and positioning the orgazniation in our

products.

National Values

Assessment

National Values Survey among youth

for us to be able to facilitate discussions

between different sectors and change

Polish reality.

EuroXPRO

We position our organization both

externally and internally within the network; we present our culture and boost

Q3 potential.

Standarization and

coherency of

communication

Build coherency in our marketing

communication by making our national and local channels aligned and visually

coherent.

National Strategic Direction

It is a direction that we need and want to take

as an entity in this term in order to realize our MoS and bring us closer to

aiesec 2015 achievement

Final Sprint of going

beyond and enjoying the

growth!

1. Increasing Capacity

Talent Capacity

driving GIP

& GCDP

Our TM processes are aligned in a smart way

with GIP&GCDP strategies; we begin to bring technical talents

to the organization.

We are focused in delivering integrated XP's

to both members and returnees in order to boost

our performance and improve the quality of our

experiences.

Business

Intelligence Usage

For S&D understanding improvement, through

useful information for our core business, among

platforms as AMS, CustomerGauge and Opportunities Portal.

Integrated XPs for

Q3 enhancement

1. Increasing Capacity

…

Talent Capacity

driving GIP

& GCDP

Our TM processes are aligned in a smart way

with GIP&GCDP strategies; we begin to bring technical talents

to the organization.

tm & ogx !ynergy

Tmp "e- allocation

tmp product packaging

tmp/tlp audit further

implemen-tation

2. Customer Orientation: leadership in every experience

Overall Strategies: For TMP/TLP: For EPs: For other stakeholders

Ongoing quality management in all

of the ELD Programs

CEM Challenge

Poland Going Global Challenge

External LEAD for LCPs

Next step conference

Members development

programs implementation

EP LEAD in GCDP

Customer Channel

AIESEC University development

oGIP Selection Process Revision

NCB stability

iGIP TN Takers: 100 Days Challenge

Career Days New Website

Delivery Standards in ER

3. Brand Positioning

BOOSTING THE

MRKT KNOWLEDGE

IN THE NETWORK

The network is engaged and

empowered to position our

organisation externaly properly and in a

coherent way.

STRucturing mrkt,

comm & pr

We create tools for the Marketing area for it to be in order and to be managed properly

so we can fully use the capacity that we have in our network.

EuroXPRO

We position our organization both

externally and internally within the network; we present our culture and boost

Q3 potential.

Focus on ogx

& tm

Our Mrkt processes are aligned in a

smart way with OGX and TM strategies to

bring clear results and increase

conversion rate

Customer Orientation Increasing Capacity

Brand Positioning

going beyond, enjoying the growth

Our Purpose

National Strategic Direction

Financial

model

MC-LC

COOPERATION

CUSTOMIZATION

Term shift

mgmt

Goals: Financial

model

­  Reallocation and redistribution of costs/sales

­  Incentive to increase performance

­  Risk reserver building

­  Supporting expansions & Investments

­  Growth in operations and impact

­  Financial sustainability mindset boosting

Goals:

To be able to generate more ELD experiences

thanks to answering to the higher extent to the Local Committees’ needs through:

­ Conference cycles

­ Coaching Strategies

­  Local Committee Planning

­  Internal Communication Improvements

MC-LC

COOPERATION

CUSTOMIZATION

Goals:

Optimizing timeline of organizational general processes towards external, internal & network

realities to boost ELD long term performance while maintaining members’ high quality AIESEC

experience.

Term shift

mgmt

Customer Orientation Increasing Capacity

Brand Positioning

going beyond, enjoying the growth

Our Purpose

National Strategic Direction

Financial

model

MC-LC

COOPERATION

CUSTOMIZATION

Term shift

mgmt

Increasing Capacity Customer Orientation

Brand Positioning

Customer Orientation Increasing Capacity

Brand Positioning

going beyond, enjoying the growth

Our Purpose

National Strategic Direction

Financial

model

MC-LC

COOPERATION

CUSTOMIZATION

Term shift

mgmt

How will AIESEC in Poland look like by the end of June 2014?

On the way towards the AIESEC in Poland BIG