AIESEC in MoC MC Dragon Team 1516 Application Booklet

AIESEC in Mainland of China

MC VP 1516 Candidate Booklet

Words from MCP

Election Process

Application Package

Key Notes

AIESEC in MoC 1415 Introduction

MENU MC Structure

Contact us

General Questionnaire

Function Questionnaire

Words from MCP

I am glad that you are reading this. No matter if you decided or not, it shows a fire inside of you for AIESEC in Mainland of China.

I can not guarantee this experience will lead you to a job offer or a master degree, but at least it is a different one. Who knows in the future how dots will connect?

This is the center of the fast-developing society. Everyday there are millions of people creating billions of opportunities, you are waken up by the call of our time telling you that Globally Competitive Leader is what is needed even more. In a same day, you can talk to the most privileged people and

work with the ones fighting for survival. Your world will get extended because of your role and responsibilities here.

But that is not why it is important. We need to catch up with the speed our societal development so that we can be the one leading it to an even stronger state. By saying WE, I refer to AIESEC in MoC and this generation of young people.

This is the best time ever.

Do not limit your challenge and challenge your limits.

Your sincerely,

Eric Cheung President 
 AIESEC in Mainland of China 2014-2015

Election Process

2015 1.4

Application Open

MC Candidate Interview & Announcement

2015 1.10

2015 Feb ~ March

MC Candidate Talk

2015 1.25

MC Candidate Speech & Q&A

MC Application Deadline

2015 2.6

Application Package One page summary of your entire application. Please highlight your year goal, ambition and key strategies.Â

Give us all the important information we need to know about you, your AIESEC career, other jobs you have had, your contact details etc. Use a maximum of Two page to create your CV. Â

Answer ALL questions applicable in below to the position you are applying for within 15 pages, including a)General Questions b)Group Questions c)Specific Questions Minimum font size = Helvetica/ Georgia size 10.

Belbin Test & MBTI Result.

Belbin test link: https:// drive.google.com/file/d/0BuBFkdKXeCTbDRLeHo3QmxxbUE/ view?usp=sharing

Executive Summary

Curriculum Vitas

Application Questionnaire

Belbin Test & MBTI Result.

Assessments

3 Endorsement Letters

Blank Paper Challenge

3 mins Video

Please fill in the following assessments and export the report 1. http://ac.newleadersgroup.com/ mcccurc4icbeplrcrdwxrgebenelry rdrznetr1yewe9cryr7webe3ic2wc uic8xcics.do

For Chinese MC Candidate: 3 Endorsement Letters from LC EB Above and the endorsement letters cannot come from current 14-15 MC Team members.

For International MC Candidate: 3 Endorsement Letters from LC EB Above including one endorsement letter from MC of your AIESEC Entity.

You have 1 page and all your creativity to propose what is the biggest question that lies in front of AIESEC in Mainland of China today and give an answer to it.

You have the license to change the system, to challenge any paradigms and unleash the potential of the organization.

3 mins Introduction Video to introduce yourself and your motivation to be a MC VP of AIESEC in MoC(Please upload to Youtube or Youku and provide the link).

Key Notes

TITLE

Deadline

EMAIL

Each Candidate must submit the application package named as

The DEADLINE for submitting your application package is

The Application Package needs to be sent to

1516_MoC_MC Position_Application_Name

23:59, 25th of January 2015 (GMT +8)

mainland.china@aiesec.net eric.cheung@aiesec.net

No late application will be accepted.

Application

You can create your own design (graphic style and color usage). Make sure you create a separate file for all requirements needed. We will be expecting 10 PDF files and 1 video (Executive summary, CV, Answers to the application questionnaire, Belbin test, MBTI, 1 Assessment Result, 3 endorsement letters, Blank Page Challenge).

Questions

If you have any questions concerning the applications or the application process please contact Eric Cheung (MCP 1415) or Ray Lin (Election manager) by sending your e-mail to eric.cheung@aiesec.net or ray.lin@aiesec.net

AIESEC in MoC Introduction National Plenary 25 LCs 10 Expansions NORTH: PKU, THU, UIBE, RUC, BFSU, BJTU, DUT, NKU, TJU, Qingdao EAST: SISU, SJTU, FDU, NJU, UNNC, ZJU, XJTU SOUTH: SYSU, GDUFS, Changsha, CQU, HUST, XMU, SZU, SWUFE

NORTH: JLU, BISU, BUAA, HIT, Jinan EAST: ZZU, HFUT, XJTLU SOUTH: SCUT, UM, Our Network

ELD Program in 2014 (Jan 1st - Dec 30th) • ICX GIP 320 • ICX GCDP 1064 • OGX GIP 168 • OGX GCDP 2816 • Exchange program in total 4368 • TMP 3345 • TLP 376

•MC Term Start

June

•National Presidents Meeting •Target: LCPs •Incoming MC plan consolidation •Review of current MC team •National direction

May

July

•Natco

•Target: LCPs and LCEBs (300) •LC function empowerment •LC bonding and final sprint •MC national plan launch

Apr

Aug Sept

•3 GLOBE Regional Induction Conference

•NLTC(LCP transition Conference)

•3 LEAD Regional Induction

AIESEC in MoC Introduction

Mar

Conference

Conference Cycle

•Target: Incoming LCPs •LCP empowerment •Functional knowledge •Planning •Leading the team

•Activating

Leadership Summit

•Target: People who are interested in self awareness and personal development (120-150) •Leadership development

•NatCo

Oct

Feb

•3 LEAD Regional Induction

•Target: LCPs, LCEBs (300) •LC planning and implementation consultancy •Network connection •LC EB empowerment •MC direction clarity •MC election LC Term

Conference •Target: New Team members (400-600) •Organizational understanding and direction •Network Building

Jan

•

Start

Dec

Nov

•3 GLOBE Regional Induction Conference •Target: EP going on exchange (300-400) •EP preparation for exchange •Clarity of why of Exchange •EP LEAD

2008 •

Global UBS Excellent Award

•

NBBB Project Award

2009

2010

• •

2011

• • •

2012

• •

2013

• •

Global UBS Excellent Award NBBB Project Award AP UBS Excellent Award ING 5-year Delivering-promise Award Global Sustainability Impact Award ING Global Innovation Award Global Sustainability Impact Award Global Innovation Leadership Award Global Achievement Award

2014 •

Global Recognition

ING Leadership Awards Global Network Contribution Award

Develop LEAD for LDM in ELD

oGIP as the focus program To capitalize the external trends in China, esp. focusing on the emerging markets, we are targeting to develop and grow oGIP sub products like Business in BRIC, Entrepreneurship in Africa, Tourism in SEA and so on.

We are growing oGIP in Open(55%) and Match(54%) the first half of our term so far, yet still need to catch up with the goal. Three focuses approaches are: - CHINDIA Program - Sales development program for oGIP members - Stronger key entity partnership alignment.

MC 1415 Strategic Focus

oGIP Cultivate network entrepreneurial leadership

Evolve organization structure for better implementation

Develop LEAD for LDM in ELD Programs In the first half of the term, we were working on the leadership product development and piloted “experience minimum� in some LCs. The piloting went very well, with an overall member efficiency growth in the piloting LCs. In the coming half of the year, in the change of Customer Flow, we are going to align with LDM and develop LEAD esp. in GCDP and GIP experience, e.g. LEAD for short term Indian GIP MT.

Evolve organization structure for better implementation To enable the Entrepreneurship in the network and encourage bottom-up leadership in achieving our goals, we are clarifying the role of MC as Clarity of Why and What(ambition, standards) and enabler of How(create and maintain the ecosystem) while LC will carry more role of Clarity of How. Therefore, we are adapting our MC structure, implementing OD model and ensuring the LCP and NST capacity(LEAD, NST conference, etc.)

Cultivate Network Entrepreneurial Leadership In addition to the structural change, we are also shaping the organization culture and behaviors to be entrepreneurial as of being bold and ambitious, and being able to make things happen. This is mainly embedded in our entity communication channel.

Serious 1. Before applying, all international candidates need to research the possibility and process of getting Chinese visa.

2. Be ready to study Chinese in language school regularly and be able to balance study with MC JD. 3. Internationals are expected to adapt well to local reality meanwhile bring insights from global network.

Fun

1.You will be challenged to eat spicy food 2.You will need be ready to ask for help: order food, tickets, explain some articles etc 3.You will need to keep motivating team and national plenary to use English 4.You will need to learn Chinese jokes and basic Mandarin

International Candidate Tips

Working Condition

Salary & Reimbursement

• MC office is located in the trendy student and IT hub - Zhongguancun in northwest Beijing.

• We strongly recommend that you come to Beijing with your own laptop as the MC only has 2 laptops.

• Full-time MC is required to work 40 hours per week. (In reality the current MC often works more than 40 hours per week.) During the week there is a flexible start between 9-10am with an 8-hour time working day. You will also be required to work on weekends for LC visits, peak operation periods and during national conferences.

• MC has a separate office and apartment. Free accommodation is provided to all MC members.

• The salary per month is 4000RMB (one euro buys 8.5RMB roughly). The salary is enough to live off in Beijing .

The salary is paid at the end of each month.

• All full-time MC Member and part of NST get paid.

• No over time will be paid as the monthly salary is set.

• Apart from transportation related to AIESEC business/ conferences/LC visit activity & national conference fees. All other expenses must be covered by each individual.

• You will not be paid any relocation costs to arrive in Beijing.

Holiday • •

•

•

The MC is following public holidays in Mainland of China.

There is no holiday during Christmas, even for international MC members, however a 15 days annual leave is applicable during the term.

MC term is from June 1st, 2015 to May 31, 2016. It is required for all MC members to start working on the first day and attend the transition+planning +NPM starting from middle April 2015.

The whole MC 14-16 Transition will start in mid-April in 2015. You will get paid for May for transition and planning, which means you will start to work full-time from May, 2015.

Work and Salary

MC Structure Proposed for MC 1516

Note: MCP Elect will decide the final structure Note:

This is the questionnaire link

Position MCP VP Operation&Innovation

VP iGIP VP oGIP

Name

Phone(+86)

Eric Cheung 18666926337 Anastasiia Isakii (Nastya)

15117920437

Matthew Fung 13570914577

eric.cheung@aiesec.net anastasiia.isakii@aiesec.net

alex.fung@aiesec.net

15201151402

zuqiang.liu@aiesec.net

VP oGCDP Venus Wang 15001264025

venus.wang@aiesec.net

VP iGCDP

Alice Liu

email

Martian Zhang 13618355216

martian.zhang@aiesec.net

VP BD

Candy Hu

14789861156

candy.hu@aiesec.net

VP ER

Mona Pan 18603400340

mona.pan@aiesec.net

VP DM

Chuck Chaoke 18612051217

chaoke.xxx@aiesec.net

VP FN VP OD

Bob Sun

15998407559 zhengyang.sun@aiesec.net

King Wang 18908230586

king.wang@aiesec.net

VP TM

Lily Gu

15105196029

lily.gu@aiesec.net

VP LCD

Flora Liu

18629319106

liu.flora@aiesec.net

VP IM

Ray Lin

13580506074

ray.lin@aiesec.net

Contact List VP MarComm Lucas Zhang 15122485983

lucas.zhang@aiesec.net

General Questionnaire

General Questions 1 Understanding Yourself 3. Team role and expectation 2. About yourself a. How would your previous direct team leader and

1. Motivation

a. What are your key values in life?

teammates describe you on your team role, your key

b. What are your top 3 strengths? How

contribution, your strengths and weaknesses?

do you think your key strengths can a. What motivates you in life? b. What is driving you to continue in AIESEC? c. Why have you decided to stand for AIESEC in Mainland of China MC 2015-16? d. What do you want to take out of this experience?

b. Please share an experience that you achieve something

add value to the role you are

with a team in the past year, with measurable goal and

applying for?

clarify how the team works with you to achieve the

c. What are your top 3 weaknesses?

How will they affect the role you are applying for? d. Rank the three fields (e.g. areas,

success. What is your key role in this experience? What could you have done better in this experience? c. What is your expectation towards MC Dragon Team 15/16?

functions, expertise) in which you have the most experience and describe your experience in each.

d. What are the possible challenges you foresee in your future MC team? How will you cope with the challenges?

1. Understanding AIESEC and AIESEC in

2. MC Role

3. Insights of Organization Trends

a. What is the current role of MC? What

a. How will you evaluate the development

Mainland of China a. What make AIESEC unique? List the most important ones for you. b. What is the role AIESEC should be playing in today’s world? c. What is the role of AIESEC 2015? Why do you think we need to achieve it? What does it mean to AIESEC in Mainland of China? d. Why AIESEC in Mainland of China need a 10 years’ vision? What is the external and internal relevance of the 10 years’ vision? e. What is/are the role/roles AIESEC in

do you think should be the ideal role of

path of AIESEC globally and in Mainland

MC? How do we bridge the gap

of China in the past 5 years? What are

(Please include operational structure

the key reasons for success and failures?

and management capacity improvement perspective)?

b. Please carry out a SWOT analysis of AIESEC and briefly explain how you will capitalize on the opportunities in the following two aspects: 1. Key external trends in China and in the world 2. AIESEC global network

Mainland of China should be playing in Mainland of China and in the AIESEC global network? f. Please predict the key trends for AIESEC and AIESEC in MoC after 2015?

e AIESEC wa Please read th

8 aga y toolkit 200

in.

General Question 2 Your Organization Overview

Function Questionnaire

OD Group

OD Model KM Link: http://pan.baidu.com/s/1hqeQ8xY • LCD Model for Entity Clustering • OD Model for Goal Alignment • Growth Model for FOBO Strategy Creation

Coach System • • • •

S&S 6 fundamental changes: • Structure: ECB team have synergy with LC Quality Head and NST CEM • Monthly goal • Exchange Standards implementation • Firefighting • Response rate improvement • Evaluation

Expansion Management

Coaching System Middle Layer Leadership Body Conference Cycle Internal Communication

EDM: No SU and EP Pool in 2015. All entity will be coached in different system. (http:// pan.baidu.com/s/1sj0SRX7) LC EID as Local Expansion Force (http:// pan.baidu.com/s/1qWuPp2s) Entity Coaching Team for Proactive Expansion (http://pan.baidu.com/s/1mg40Tg0)

•

• •

• •

Organizational Development Function Reality

•

International Relationship

• •

IR framework: http://pan.baidu.com/s/ 1gdAaHW3 pwd: au32 CEEDership ROI (Return on Investment) BRIC CHINDIA

JD 1. Manage and Coordinate the whole OD Group to Fulfill the Following Group JDs: 1. Utilize OD Model & Growth Model for Org. Efficient Goal Achievement 2. Utilize Entity Control Board for Standard & Satisfaction Achievement 3. Utilize Internal Communication Channel for LC Empowerment 4. Utilize KM and IT Platform for Entrepreneurial Org. Implementation 5. Package the Partnership of MoC and Manage Global Supply and Demand 2. Collaborate with Innovation Group for Initiatives Up-scale through OD team 3. Work with Other Group Team Leaders and MCP for Specific Issues.

Key Performance Indicator • • • • •

LC ELD Goal Achievement Rate LC Productivity Goal Achievement Rate LC S&S Goal Achievement Rate Communication and Implementation Channel Evaluation NPS % of LC who Reached Minimum and Performance Membership Criteria

Capacity Requirement

VP OD JD

JD 1. To drive the achievement of AIESEC 2015 ambition in all levels 1.1.To lead and implement strategies for goal achievement under an specific cluster 1.2.To lead and align front and back office implementation from the national office 1.3.To ensure that every growth strategy implemented under programs includes the perspective of Organizational essence alignment, Customer Experience, and Human Resource Management 1.4.To provide systems to ensure stronger and more effective network connection and collaboration among people and entities 1.5.To create, facilitate and execute strategies aiming to provide consultancy and support to the AIESEC network nationally and globally.

1.6.To enable the formation of entities collaboration clusters according to the needs and potential of the network 1.7.To provide physical and virtual interaction with entities for the Organizational Development Sub-team plan achievement 2. Collaborate with Innovation Group for Initiatives Up-scale through OD team 3. Work with Other Group Team Leaders and MCP for Specific Issues.

4. Specific exchange program(oGIP, iGIP, oGCDP, iGCDP) operation management in Global Supply&Demand and NST management to ensure smooth program operation.

Key Performance Indicator • • • • •

LC ELD Goal Achievement Rate LC Productivity Goal Achievement Rate LC S&S Goal Achievement Rate Communication and Implementation Channel Evaluation NPS % of LC who Reached Minimum and Performance Membership Criteria

Capacity Requirement

VP Operation JD

General information The slogan of TM generation 14/15 is: Back to the essence, do things that matter. In this year, based on the double positioning of TM function, we want to change the way TM is separately operating in process & projects but not supporting organization achievement. So we focus on the things which are essential - productivity, talent planning & trying to play a more strategic role by TM FOBO strategy making. Furthermore, we also look at how we can provide better TXP products.

After 14/15, the challenge is that, organization talent capacity is still facing a big gap between what we wan to achieve and current situation, which is indicating TM's importance to the future of your entity.

TM Function Reality

MoS & KPIs • •

• • •

Membership of 2014 Autumn term: 3417 Productivity (range from summer - winter) • Total: 0.71-0.83 • oGIP: 0.23 • oGCDP: 1.34-1.78 • iGIP: 0.30-0.33 • iGCDP: 1.01-1.03 NPS TMP(average of each month): 49.5 NPS TLP: 53.4 Team minimum implementation rate: 80.2%

Strategies & Projects

{ From a organization pillar perspective } • TM function strategies • Education on strategy alignment with organization direction & FOBO strategy • Talent planning • Employer branding • Synergy projects • Succession program (for LCP & LC EB) for election timeline change • LCP empowerment under OD model • oGIP & iGIP sales development program { From TXP management perspective } • Team minimum implementation • TXP Sub-product R&D • Product Innovation: Experience Minimum & LEAD for 4 ELD program

JD 1. Drive talent capacity to ensure organization efficiency & goal achievement under OD model 2. Ensure talent development to ensure membership development & organization talent capacity 3. Develop talent management process en ensure organization HR sustainability 4. Local VP TM & related NST empowerment(possibly TM NST & NTT) 5. National education cycle management

Key Performance Indicator • • • • •

membership Productivity TXP NPS & retention rate No. & percentage of IXP selection rate of organization key position

Capacity Requirement

VP TM JD

Group Questionnaire Background Information: To drive local entrepreneurial leadership, we envision LC can proactively learn the basic process and knowledge through KM, network GCP and NST consultancy rather than just depending on MC direct guidance and general strategy. In this case, on one hand, LC can come up with really localized strategy and get developed by proactive learning; on the other hand, MC can focus on creating the system and platform to ensure network collaboration and coming up with new initiatives and future direction rather than trapped in operational coaching. That is why we have MC OD group to ensure the basic process and organic growth while MC Innovation Group focuses on new initiatives and product R&D. Based on the background, each member of the OD team should answer these group questions.

1. OD Model: you have 1 page and all your creativity to explain the following: 1.1.What is OD Model? (Hints: you can answer from these aspects: What are the Model elements? What are the functions? What is the process of creating a OD Model) 1.2.Why AIESEC in MoC needs OD Model?

1.3.What do you think are the key factors of implementing OD Model successfully?

2. Entity Evaluation and Clustering: you have 1 page and all your creativity to explain the following: 2.1.Propose a framework of clustering entities in LC. Explain why you select these factors for clustering.

2.2.Based on your clustering, propose a growth strategy pool for different cluster.

2.3.Propose a LCP leadership empowerment cycle to ensure the growth of that cluster.

3. OD Team Collaboration. you have 1 page and all your creativity to explain the following: 3.1.There are many JD for OD team, how to allocate them within the team?

3.2.To achieve all the MoS, what do you think are the ideal working flow of OD team. (You can include MC LC interaction part as well) 3.3.Beside the collaborations within OD team, strong synergy is required among different MC groups (e.g. Product Group). What do you think is the necessary synergy and how to make it happen?

VP OD Specific Questionnaire 1. OD Team Management 1.1.What kind of profile you think are the qualified candidates of OD team and why? (Hint: you can think from experience, knowledge,skill and attitude) 1.2.What is your leadership style and how it contributes to your OD team management?

1.3.What your proposed working flow to ensure a high performing OD team?

2. OD Team Knowledge Testing 2.1.S&S: Please analyze the S&S KPIs for all programs of AIESEC MoC and what would be the suggested focus area to drive S&S next year? ( you can cover NPS promoter/detractor issues, NPS score, Response Rate) 2.2.EDM: Why we carried out EDM as a strategy in 2013? What is current progress? What do you think are the next steps in 1516?

2.3.What are different functions of each IT platform that MoC is mainly using now? Evaluate its effectiveness and how you will improve each of them? (Hints. IT platform includes Podio, Kdweibo, wiki.aiesec.cn and KM system if any)

2.4.IR: Create implementation plan of your 1516 key partnerships projects to manage Global Supply and Demand with mentioning of how these collaborations can be implemented in LC level (proposed focus LCs, stakeholders involved)�

3. Management of organization internal communication and implementation 3.1.Please evaluate current communication and implementation channel and address the bottle necks and purposed solutions.

3.2.How can MC improve effectiveness in implementation of strategies nationally?

3.3.What are the main challenges for the growth of AIESEC in MoC? What are the main evolutions the national plenary needs to have??

3.4.What do you think are the ideal LC implementation framework and what are MC's roles(esp. OD team role) in the framework?

VP Operation Specific Questionnaire 1. Management of organization internal communication and implementation 1.1.Please evaluate current communication and implementation channel and address the bottle necks and purposed solutions.

1.2.How can MC improve effectiveness in implementation of strategies nationally?

1.3.What are the main challenges for the growth of AIESEC in MoC? What are the main evolutions the national plenary needs to have?

1.4.What do you think are the ideal LC implementation framework and what are MC's roles(esp. OD team role) in the framework?

2. Local Capacity Building and Organizational Culture Shaping 2.1.What are the main behaviors the network needs to have in the 1516 context? Why and what you do as VP Cluster Coach to lead the network into these behaviors?

2.2.Analyze the main projects from MC 1415, what are the ones that affected the network growth the most and what is still missing?

2.3.How can we increase the local capacity for AIESEC 2015 achievement and a sustainable beyond?

3. MoC Entity Expansion and Coaching 3.1. Why we carried out EDM as a strategy in 2013? What is current progress? What do you think are the next steps in 1516?

3.2.Please evaluate current situation of MoC Expansion Flow? How to improve it?

3.3.Please evaluate current AO/EI (SU in 2014 ) Coaching situation. Propose a framework about how MC and LC should allocate its role in coaching EI. 4. Program specific questions: choose 1~2 programs below to answer. Only need to answer the ones marked for VP Operations[OP].

4.1 oGIP, see page 40 4.2 oGCDP, see page 41 4.3 iGIP, see page 42 4.4 iGCDP, see page 43

VP TM Specific Questionnaire 1. What value does TMP/TLP give to Mainland of China? (e.g. to students, industry & society) 2. Please review TM in AIESEC MoC in past 5 terms(10/11 to 14/15) and present the positioning of TM in term 15/16 with a illustration 3. How do you understand 2015 TM global strategies?

Please evaluate the implementation in MoC. Would you carry on the strategy? Why? How? The TM global strategies are 1) team minimum 2) productivity 3) HR planning 4) Business Intelligence 4. Please evaluate the TM process and your focus process improvement plan in both national and local level.

5. How are you going to cluster local TM function in AIESEC MoC? What is your focus issue and corresponding strategies towards each cluster?

6. Please list the 3 biggest issued related to talent management & development that is limiting AIESEC MoC in achieving AIESEC 2015 & MoC 10 years' vision. Why & What are your corresponding strategies towards the issues?

7. Based on OD model, What are your priorities/key strategies to ensure ELD goal achievement? How are you going to make your priority/strategy happen?

8. Please evaluate TM NST & NTT this year.

9. If you need NST or NTT in your function, what would be its positioning & JD?

Product Innovation Group

"In 14-15 term, there are long term and short term projects that we as MC carried out to ensure AIESEC 2015 ambition fulfillment meanwhile develop future direction of the programs. "

Long Term Product Development for TMP/TLP/ oGCDP & 4 LCs were selected to take part in the initiative: BISU, UNNC, THU, NJU. Product Development Summit was the starting point for creation of team minimum and starting implementation of it.

Short Term

•

LEAD for ELD In the next half a year this initiative was evaluated to the LEAD for ELD. - for iGCDP trainees - for oGCDP EPs - for oGIP trainees that going to India - for iGIP members (More Information can refer to TM part) •

Incubating system fund http://mainlandofchina.wix.com/ Incubatingsystemfund Initiative was created to develop Entrepreneurial Leadership. As the result we received 4 applications and 1 project from SYSU (conference about entrepreneurship) got a grant.

•

Product Innovation Function Reality

SDP for GIP To cultivate sales talents TM together with oGIP and iGIP will create Sales Development Program.

Program expected to launch on Winter NatCo and start execution right after it.

•

New peak for GCDP Both iGCDP and oGCDP this year have a new peak initiative to ensure that we have opportunity to provide leadership experiences for Chinese youth and foreign trainees throughout the year.

New Peak has 2 waves: autumn, spring time.

•

CHINDIA, BRIC collaboration Based on the market relevance of collaboration we organized BRIC conference, BRIC Youth to Business Forum, Lead for CHINDIA and several other projects to ensure awareness of Chinese youth about such projects as well as establishment of partnership collaboration between these countries.

•

Overview • •

MC driver program in 2013/14 and 14/15 term Marketing & Sales mindset and strategies have been built this year, while there still need more role modeling and guidance for implementation. Sales capacity for oGIP member needs to be developed

Challenges

Biggest issue for 2014 is aligning S&D. Regional collaboration is a trend globally, while GIP in AP is still not that attractive for our student market. We need to fix both TN supply and EP supply. Finding a more sustainable way of aligning S&D is needed.

The unstable of our new system GIS caused a bad influence in our customer experience, thus caused drop in growth rate

OGX GIP Function Reality

Performance • •

Highest raise (301) and match (143) within 5 years (14/15 half year review) Lowest realization (105) within 5 years (14/15 half year review)

Future

LEAD in GIP is another issue that this function should consider. AIESEC in MoC oGIP need to add more value and make it a real AIESEC leadership development experience

Overview Through past several years, oGCDP has become a relatively mature product with great impact in AIESEC Mainland of China.

Performance 2816 EP realizations from 1st Jan-End of Nov, 1752 realization from 1st Jun-20th Dec.

NPS Focus

NPS score overall is 37 RR:31%

• •

Challenges

OGX GCDP Function Reality

Leadership development in exchange experience, improve national EP education system.

Operational tracking,infrastructure problem solving and large scale management.

Overview •

•

Reason

ICX GIP has realized 229 exchanges from Jun 1st,2013-Nov 30th, 2014. A drop compared with Year 2013(250); ICX GIP has matched 211 exchanges from the same period, relative growth 24%, which is an implication we will have a better winter peak this year.

•

MC Strategy

Realization drop reason: summer peak dropped more than 50% comparing with last year

Key Partners •

•

•

1415 Strategy: Product Development; Talent Development; Customer Relations Management MC 2nd half year key projects: TXP Evolution; NEP Sales&Management; GIP Innovation Program; B2B Sales/Marketing

• • • • • • • • •

•

ICX GIP Function Reality

MoC Key Challenge

• • •

UK US Canada New Zealand Australia Poland Russia Germany Singapore Taiwan

Talent Capacity&Sales Intensity; LC Implementation; CRM; S&S

Yearly Pipeline Review

Yearly Performance Review

NPS: 41(38 in 2013) Member Productivity: 1

Yearly'Performance'Review' 1400# 1231#

1200#

1181#

1000# 800#

1087#

781# Re#

600#

505#

400# 200#

255#

0# 2009#

ICX GCDP Function Reality

2010#

2011#

2012#

2013#

2014#

Product Innovation Group will have: VP Innovation (Team Leader, TMP/TLP Innovation responsible) VP Product Innovation(OGX responsible) VP Product Innovation(ICX responsible) *The exact number of VP PI will be decided by MCP and VP Innovation elect.

Product Innovation Group JD

JD

1. Responsible for ELD Product Innovation 1.1.Overall AIESEC Experience Program Innovation to support AIESEC Experience relevance, growth in the market and achievement of organizational goals in short term and long term 1.2.TMP and TLP product strategy making, implementation & coaching 1.3.Learning partner development & management 2. Responsible for Functional Process Optimization 3. Product Innovation Group team management and synergy coordination with OD Group.

4. Responsible for Functional Exponential Growth Strategy 5. Responsible for piloting Functional Initiative 6. Deliver projects that bring long term organizational growth in AIESEC Experience Program for AIESEC BHAG and 2020 mid-term ambitions 7. Constantly drive internal and external research for necessary insights.

Key Performance Indicator • •

• • •

Focus LC ELD Goal Achievement through Innovation projects Focus LC Productivity Goal Achievement Rate through Innovation projects Focus LC Ma, Re rate and time through Innovation projects NPS of ELD & TXP retention rate TXP market penetration

Capacity Requirement

VP Innovation JD

JD

1. Responsible for OGX/ICX Product Innovation 1.1. Support AIESEC Program relevance, growth in the market and achievement of organizational goals in short term and long term 1.2.Learning partner development & management 2. Responsible for OGX/ICX Process Optimization 3. Responsible for OGX/ICX Exponential Growth Strategy 4. Responsible for piloting Functional Initiative 5. Deliver projects that bring long term organizational growth in AIESEC Experience Program for AIESEC BHAG and 2020 mid-term ambitions 6. Constantly drive internal and external research for necessary insights.

Key Performance Indicator • • • •

Focus LC ELD Goal Achievement through Innovation projects Focus LC Productivity Goal Achievement Rate through Innovation projects Focus LC Ma, Re rate and time through Innovation projects NPS of ELD

Capacity Requirement

VP Product Innovation (OGX/ICX responsible) JD

Group Questionnaire 1. What is the role of the Product Innovation group in the 2015-16 year and what is your role in it?

1.1.for China in 15-16 as a country 1.2.for AIESEC in MoC 2023 vision 1.3.for the global plenary 2. What are the challenges for AIESEC in MoC to achieve AIESEC 2015? What initiatives will you propose to do in ELD in order to achieve it?

2.1.short term 2.2.long term 3. What is the future for AIESEC Programs post 2015?

What MC Project needs to happen in MC 15-16 team and what functions involvement do you see in it?

VP Innovation Specific Questionnaire 1. Product development team 1.1.Propose an idea and project plan for AIESEC in MoC 15-16 based on the external market trend that AIESEC can capitalize on. Based on: 1)Global trend that is coming to China 2)China influencing other countries. Provide validation of this trend (link on external resource). You have budget of 20,000 RMB 1.2.What will be the synergy touch points between VP Product Innovations and OD group?

2. TXP Innovation 2.1.What value does TMP/TLP give to Mainland of China? (e.g. to students, industry & society) 2.2.Compared to competitors, what are the competitive advantages of TXP product?

2.3.How do you define a high-quality TMP/TLP experience? How will you ensure the organization is delivering high-quality TMP/ TLP experiences that is relevant to different local markets in your term?

2.4.How do you understand 2015 TM global strategies? Please evaluate the implementation in 14/15. Would you carry on the strategy? Why? How? (1) Team Minimum (2)Productivity (3)HR planning (4)Business Intelligence

2.5.How will you going to utilize external resources(global resources in AIESEC network, corporate world, etc.) to ensure TXP Innovation 2.6.Please list the 3 biggest issues related to talent management & development that is limiting AIESEC in MoC in achieving AIESEC 2015 & MoC 10 years' vision. Why & What is your corresponding strategies on TXP product towards the issues?

2.7.Based on your previous answer, what are your priorities/key strategies to ensure ELD goal achievement? How are you going to make your priority/strategy happen?

2.8.Please evaluate TM NST & NTT based on product innovation initiatives this year (RnD, LEAD).

2.9.If you need NST or NTT in your function, what would be its positioning & JD? 3. IM 3.1.What is the operation bottleneck currently in four exchange function? Which area can be optimized by IM and how?

3.2.Interview one of the VP IM in the global plenary and describe about how do you think IM is contributing to organization growth

OGX GIP Specific Questionnaire 1. Product Understanding 1.1.What makes Chinese youth globally competitive?

1.2.What is the relevance of oGIP product for our student market and the society?

1.3.How do you think oGIP can develop leadership and AIESEC value for Chinese youth? Please also consider the New Leadership Development model (refer to AI 1415 strategy)of AIESEC 2. [OP] Strategic Focus 2.1.Evaluate the past 3-years development of oGIP in AIESEC in MoC and present your idea regarding the next 3 years development trend of oGIP. 2.2.Present a detailed SWOT analysis of oGIP in MoC. 2.3.What do you think is the biggest bottleneck and tipping point for oGIP in MoC 2014/15?

2.4.How will you position term 2015-2016 in the development path of oGIP function?

2.5.What will be your strategic focus areas 2015/16? What is success for you at the end of your term?

2.6.Please evaluate the current sub-product marketing strategy, what do you think is the future of oGIP sub-product development?

3. [OP] S&D Management 3.1.Please evaluate the current S&D management in oGIP. What do you think is the biggest bottleneck right now?

3.2.What do you think is the tipping point for oGIP S&D? 3.3.Please present your strategy for S&D 2015-2016, and your focus area on exchange management.

4. Product Development 4.1.Please evaluate current oGIP product quality regarding NPS and general customer experience 4.2.What is your strategy on improving leadership development on oGIP? 4.3.What do you think should be the focus issue for oGIP product development in the following 3 years?

For VP Operation candidates, you only need to answer the questions marked “[OP]� .

For VP Product Innovation candidates, you need to answer all the questions on this page and also OGX GCDP questions on the next page.

OGX OGCDP Specific Questionnaire 1. Product Understanding 1.1.Please define the key values of oGCDP product based on real customer insights 1.2.What is the market relevance and positioning of oGCDP product in different kind of student markets in MoC? 1.3.What is the market value of top 5 issues, how will you package them with different market relevance?

1.4.What is the current situation of New Peak product of oGCDP? How would you develop the New Peak product?

1.5.How do you better showcase our impact and strengthen external collaboration of our product?

2. [OP] Process Management 2.1.Please evaluate current TN market situation and how to maintain and develop the entity partnership ?

2.2.What is the bottleneck of EP experience? How would you improve the quality of EP experience?

2.3.What do you think about oGCDP SnS? How would you enhance the implementation capacity nationally and locally?

For VP Operation candidates, you only need to answer the questions marked “[OP]” .

For VP Product Innovation candidates, you need to answer all the questions on this page and also OGX GIP questions on the previous page.

2.4 What do you think about the role of Globe RIC and OPS? How to utilize the national events and what is the ideal Globe RIC and OPS in your opinion?

2.5 What are the national partners of oGCDP? Please evaluate the partnership delivery 3. [OP] LC Development 3.1.Please cluster and group national LCs in terms of LC oGCDP development stage and LC background.What are the key strategies to develop local capacity ？ 3.2.What do you think the role of MC should play in local implementation ?

3.3.What do you think about the NST role of oGCDP? What is the bottleneck you can see in NST management ? What is you key strategies to lead and enhance NST capacity？ 4. Strategic Focus for 2015-16 4.1.Please evaluate the past 5 years' development of oGCDP in AIESEC MoC and global situation of GCDP. 4.2.Please present your idea about the future development trend of GCDP in AIESEC 2020

ICX GIP Specific Questionnaire 1. [OP] Evaluate the past 3-year development of ICX GIP in AIESEC MoC and present your ideas about future development trends for the next 3 years in areas of 1.1.market exploration 1.2.product development 1.3.global supply and demand management 1.4.NST management 1.5.LC empowerment 1.6.Regional Collaboration(e.g. AP Region) and Global Plenary Involvement 2. Please do TOWS analysis to ICX GIP in AIESEC MoC in terms of exchange management, market exploration & resource integration, internal management as well stakeholder experience.

3. With less than 5 months left for term 1415, how do you see this term’s strategy until today(What to keep & what to improve)? What is needed for the organization to achieve this year's ambition and ensure summer peak for term 1516?

4. What, in your opinion, is the most important national strategy or direction of MC in ICX GIP for next year and why? What is your exchange goal for open/ match/realize? How will the strategies contribute to your goal?

5. [OP] What is your understanding towards city-based ICX operation management(Combined the new OD model)? Please propose alternatives with expected timeline & main challenges you foresee as a MC VP iGIP. 6. How can MC improve effectiveness in implementation of strategies across tiers and regions, esp. innovation strategies?

7. Please analyze stakeholder experience of iGIP member, TN taker and trainees. What are the bottlenecks for every stakeholder experience and please provide detailed solutions?

8. What changes need to happen to the way the program is currently running to ensure leadership development is happening for participants in it?

For VP Operation candidates, you only need to answer the questions marked “[OP]” .

For VP Product Innovation candidates, you need to answer all the questions on this page and also ICX GCDP questions on the next page.

ICX GCDP Specific Questionnaire 1. Product understanding 1.1.What are the value propositions and relevance of iGCDP for the following stakeholders (including, iGCDP members, iGCDP trainees, buddies, audience, TN takers, learning partners, sponsors) 1.2.Please describe the relevance of iGCDP to AIESEC? In other words, why does AIESEC do iGCDP? How does it connect to the “Why of AIESEC” or AIESEC Way? 1.3.Please describe in which way iGCDP is align to MoC 10-year vision.

1.4.Please provide 3 real examples of Corporate Social Responsibility(CSR) projects in Mainland of China. What are the potential collaborations with AIESEC? 1.5.Please evaluate the key organizational pillars (Talent Capacity,Customer, Partners, Finance, Legal) of iGCDP. Choose 2 pillars to and explain in details how we can improve them in 2014-15?

1.6.Please breakdown iGCDP into sub-issues, and explain what should be the top 3 focus for each sub-issues.

For VP Operation candidates, you only need to answer the questions marked “[OP]” .

For VP Product Innovation candidates, you need to answer all the questions on this page and also ICX GIP questions on the previous page.

2. Strategic direction 2.1.For you, how does the ideal iGCDP look like for AIESEC in Mainland of China? And connecting to vision of yours, what do you think iGCDP will be like in 1) 2015 (end of 2014-15, end of AIESEC 2015), 2) 2020 (in 5 years, end of AIESEC 2020), 3) 2023 (end of “10 years MoC vision”) 2.2.How can iGCDP contribute to overall AIESEC ELD growth?

3. [OP] Operational management 3.1.Please carry out a simple SWOT analysis of iGCDP operation in MoC. 3.2.What will be your focus for Standards& Satisfaction of iGCDP and how would you improve it based on NCF? 3.3.How will you increase the response rate of NPS? And what will be your goal for 2014-15?

Please justify your goal, preferably with data support.

3.4.Please describe how you will utilize iGCDP NST management in 2015-16.

3.5.How will you manage iGCDP International Relations considering global supply & demands as well as current visa policies.

Marketing Group

LC Capacity Building

Marketing

• • •

TMP APP(2013):23000+; GCDP APP(2013):13000+; GIP APP(2013):4000+

• • • •

National Digital Platform • • •

New oGIP website launch； Weibo：32000+； Weixin：14000＋

Media Report

•

MarComm Function Reality

Media Reports(2013)：1200+

Q1 & Q2（2014.Jun-2014.Nov）： • National PR Process Initiative； • oGIP Brand Building; • National Online Marketing Platform Development

New brand toolkit; National brand communication plan; National LC task-force system building; 1 national support team&1 national creative team

PR Partner

•

• •

Young People Matter (renren.com;Admaster;Anomaly;arkr;Isobar;EE media;Socialbeta;ADQUAN.com;Oneshow;You thology;肖明超趋势观察;Cityzine;Vice China) CAPE Youthink Centre

Focus Area Q3 & Q4（2014.Dec - 2015.May）： • National PR Process Consolidation； • LC Marketing Capacity Building; • National Digital Marketing Platform Development

JD Key Performance Indicator

1. Align operations to AIESEC's brand 2. Creation and execution of the national marketing plan (marketing research,B2C&B2B product packaging) 3. Overall AIESEC brand management and subbrand creation and evolution

• • •

No. of Applications(TMP,oGCDP,oGIP,iGCDP,iGIP) No. of People(students/companies) Joining Programs KPI of DM & PR

4. Leadership and management of MC marketing group

Capacity Requirement

VP Marketing JD

JD Key Performance Indicator

1. External online communication channel management 2. Online engagement management 3. National centralized LEADS management 4. National VI projects

• • •

Capacity Requirement

•

No.of Friends/Followers/Visitors on digital Media No.of LEADS generation through national digital platform Conversion Rate of national digital media platform No. of digital campaign participants

VP Digital Marketing JD

JD Key Performance Indicator

1. Strategic PR partnership management(media,student association,NGO,etc) 2. Events and Exposure 3. Publications and recognitions 4. PR crisis prevention and management

•

• •

Capacity Requirement

• •

No. of strategic PR partnership(Media,NGO,student organization,etc) No. of Positive Media Exposures No. of Recommendations for AIESEC in Mainland of China No. of AIESEC MoC’s participation in networking events No. of LCs with stable relations with University

VP PR JD

Group Questionnaire Function Understanding 1. Why AIESEC in MoC need marketing department?

Please make an analysis based on the review of MoC MarComm in the past 5 terms (from 10/11 to 14/15) 2. What is the current situation of marketing in AIESEC in MoC?What is your ideal stage after 5 years? How could we improve the current situation in your oneyear term?

Product Marketing 3. Please analyze our B2C product (TMP／oGCDP／ oGIP) in STP & 4P frameworks.

4. What is the current bottleneck of marketing the 3 programs in campus and what will be the tipping point for each program?

5. As we all know,we have to switch our current brand(Global Talent,Global Volunteer,Global Internship) to (Campus Involvement,Global Citizen,Global Talent)in order to align with global brand principle,how to make the brand evolution more smoothly？Do we need to change the Chinese name（such as“海外志愿者成⻓长计划”to“世界公民计 划”）?Why? 6. How to balance sub－brand building with AIESEC brand building in student market？What is the ideal relationship between sub-brand with AIESEC brand（e.g. Global Citizen & AIESEC） 7. B2B marketing is a new working area of MarComm of AIESEC in MoC，so what is the fundamental thing we need to do next year?

Digital Marketing 8. What are the unique propositions of having a digital marketing VP role on top of marketing and communication function in Member Committee of AIESEC in Mainland of China?

9. Please evaluate the current operation efficiency of our national digital channel(Weibo/Weixin/ Website).In order to improve the efficiency,which strategy can be the tipping point?

10.Choose one brand in China（Global or Local):what can AIESEC in MoC learn from them in the context of their Digital Marketing strategy?

11.In global plenary which entity’s Digital Marketing strategy is very outstanding?Why？How AIESEC in MoC can learn from them?

Public Relation 12.How to position AIESEC when communicating with external partners(Media,non-profits organizations,companies,etc)?Please explain your key projects or tactics to make the brand image more recognized.

13.How national PR strategy can contribute to build better government relationship?What initiative should be taken in 2015-2016 MC term?

14.Choose 1 global brand(Global or Local):what can AIESEC in MoC learn from them in the context of their Public Relation strategy?

MKT Group Specific Questionnaire For VP Marketing 1. What are your viewpoints about the relationships between MC VP Marketing & MC VP Digital Marketing & MC VP Public Relation & NST & LC VP MarComm ? What’s your NST structure? How the internal communication channel between you and other 4 stakeholders(VP DM,VP PR,NST,LC) look like?And In order to achieve the collaborative goal, what will be the essential basis ? Model?

2. Please put all the LCs into different cluster,and explain your criteria and your strategy to enhance their marketing capacity.

3. Based on the current situation,please create oGIP strategy from marketing perspective according to new customer flow （Your strategy should include digital marketing and public relationship） 4. What would your first sixty-days in office look like? Draw a chart of your collaboration with other MC teammates.

For VP Digital Marketing 1. How would you measure an effective online + offline campaign? Please state the methodology, matrix, MoS and key milestones.

2. How would you ensure the marketing brand to be aligned across all channels? Please state the system, standard and process involved with detailed explanation of their roles , please also compare the pros and cons of them.

3. What is your unique contribution to the Digital Marketing strategy as a person and as a leader? What roles do you think you should play in the blueprint? Please answer the question with clear statements and supporting facts, if it is reflected through your endorsement, please mark.

4. Case study: Currently AIESEC is in non-peak operation. However, the key TN supplies of Indonesia is coming in 2 months. Design a national campaign plan that can help oGIP functions to have 500 sign up. Your plan should include key messages, key words, channels, content frequency, KPIs, HR, budget and clear actionable timeline for 2 months. ( this plan could be presented in Chinese)

For VP PR 1.If you were invited to an external event to deliver a 20-min speech to present AIESEC,how will you design the message map?

2.Major global or national media companies are difficult to develop relationships with, and only feature major newsworthy stories.

What would you do to get AIESEC featured?

3.How to build an effective evaluation system to measure whether PR strategy make contribution to ELD growth?

Please explain how you can use it and report it in daily operation.

4.Recently AIESEC in MoC is planning to launch “Chindia Program” to make 100 oGIP realizations happen in 2 month,and how PR strategy can support this program’s marketing?

Can you explain the stakeholder you will contact and your detailed tactics?

Business Development Group

Item

Content

Reference/Report

Password

National Partnership Development & Management

Proposal Link

http://pan.baidu.com/s/ 14LptO

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2014 Confirmed Partner List with Revenue and Corporations (Link)

http://pan.baidu.com/s/ 1jG7mHX8

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Report Link

http://pan.baidu.com/s/ 1gdrJKZL

axrj

http://pan.baidu.com/s/ 1qW1AOEg

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http://pan.baidu.com/s/ 1mgkOcjQ

dl36

http://pan.baidu.com/s/ 1o63aPJk

q3rd

National ER Summit in May (Output Link)

http://pan.baidu.com/s/ 1ntmNRM5

qc8p

National BD Planning Camp in Dec. (Output Link)

http://pan.baidu.com/s/ 173ctS

National ER Sales Elite Team in Shanghai for National Partner Development

Youth to Business Forums

Refreshment into National Series Event with Purpose of ELD Growth - oGIP Subproduct as Forum Theme (Proposal Link) 1 National One (Report Link) 5 Local Ones(CQU, NKU, BUAA, SZU, ZJU)

Career Forums

Local ER Development

Way of Partnership Delivery for Employer Branding (Proposal Link) 3 Regional Ones (Beijing, Shanghai, Guangzhou) (KM Link)

National BD Positioning Clarification (Refer to National BD Planning Camp Output-Clarity of BD)

Alumni Summit in Jun. (KM Link) Alumni Management

Business Development Function Reality

Global Exchange Partners & National Exchange Partners

http://pan.baidu.com/s/ 1eQByGzo

Alumni Group Initiation (Facebook, Alumni, Wechat) Global Exchange Partner List: Electrolux/ALU/International SOS/Hasqvarna National Exchange Partner List Still in Corporation: Pactera/UC/Misson Hills/AdMaster Former Corporation:IBM/Neusoft/TCL/Lighteningbox/Pfizer/ Evergreen/Real Estate Group/Linky Sense

KM

http://pan.baidu.com/s/ 1c0nglv6

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JD MC Business Development Group Management: • Lead the MC Business Development Group for BD 1516 goal achievement, including group planning, goal setting and allocation, tracking and evaluation etc.

Key Performance Indicator

MC Team External Resources Coordination • Coordinate the MC team in external resources to evolve national partnerships to further and more sustainable cooperation

Alumni: • # of Alumni in Database • # of Active Alumni in Database • # of Engagement Event hosted by Alumni for Alumni • GEP/NEP/NP Generated/Recommended by Alumni

Local Business Development Coordination • Ensure the synchronized business development between MC and LCs

KPI of National Partner Manager KPI of NEP Manager

Alumni Management (Alumni in business) • Alumni Database annual refreshment • Alumni Engagement mechanism refreshment for alumni self-managing network establishment and maintenance • Leverage resources from alumni for National Partner and National Exchange Partner Generation

Capacity Requirement

VP BD JD

JD Responsible for National Partner • Identify Chinese market needs and AIESEC organizational needs to evolve national BD product’s relevance and strategic alignment towards AIESEC 2015 and AIESEC MoC 2023 • Raise Strategic Partners for organizational sustainable development • Manage National Partners by ensuring the contract delivery to evolve and sustain the partnerships National External Events Management for NEPs and NPs Generation • National Youth to Business Forum design and delivery and Local Youth to Business Forums coach for organizational strategic alignment towards AIESEC 2015, AIESEC MoC 2023 and quality control • National Career Forums design and delivery • National Gala Dinner design and delivery • Other National External Events management

Key Performance Indicator National Partners • # of NP • Retention Rate of NP • Revenue & Organizational Support by NP • # of NP Up-selled to GEP/NEP • NPS of NP National External Events • NPS of External Events for Partner Involved and Delegates • ELD Generated by External Events • GEP/NEP/NP Generated by External Events

Capacity Requirement

National Partner Manager JD

JD Responsible for GEP & NEP • Global Exchange Partner delivery management and expansion initiation • Raise National Exchange Partners for organizational sustainable development • Manage National Exchange Partners by ensuring the deliveries of the partnerships to evolve and sustain the partnerships National External Events Management for NEPs and NPs Generation • National Youth to Business Forum design and delivery and Local Youth to Business Forums coach for organizational strategic alignment towards AIESEC 2015, AIESEC MoC 2023 and quality control • National Career Forums design and delivery • National Gala Dinner design and delivery • Other National External Events management

Key Performance Indicator GEP & NEP • NPS of GEP & NEP TN & Trainee • # of GEP & NEP RE • # of GEP & NEP Up-selled to NP • Retention Rate of GEP & NEP National External Events • NPS of External Events for Partner Involved and Delegates • ELD Generated by External Events • GEP/NEP/NP Generated by External Events

Capacity Requirement

NEP Manager JD

Group Questionnaire 1. What is your understanding towards the BD structure change, how do the roles under this structure synchronize together? Illustrate your clarity of BD’s positioning change supporting by this structure and the future trend of Business Development for the next 3 years.

2. Based on the direction you concluded from last question, evaluate the last 3 years’ (including this year) corporate product portfolio of AIESEC in Mainland of China. Illustrate your proposal of key revolutions that should happen for this portfolio.

Base on that, make a complete corporate product portfolio for AIESEC in Mainland of China Business Development 1516.

3. Evaluate the current resources including GEP, NEP and National Partners, what are our competitiveness and key bottlenecks for achieving the 3 year direction of AIESEC MoC BD function?

4. How do you see global B2B marketing revolution for BD 1516 and what's your strategy and key projects to capture the trend?

VP BD Specific Questionnaire 1. After evaluating how this BD structure can synchronize together in the group question 1, what will be your plan including the managing mechanism to lead the BD group for better performing as a group? Base on that, how would BD group lead the resources flow in MC team? Illustrate your proposal with a practical process and mechanism.

2. Please create a potential national partners’ prospecting list (at least 6 companies listed, 3 for GEP/NEP and 3 for National Partners; even better if the 6 companies listed can at the same time be GEP/NEP and National Partner) and answer the following questions: 2.1.Reasons that you chose each company.

2.2.Product we provide for each company and key value proposition of each partnership 2.3.Your action plan in making this prospecting list happen (provide a practical action plan on it, even better if you have acted it out already. If so, provide us with the key person and your draft proposal for the meeting aiming for corporation."

3. How do you see the re-positioning of Y2B 1415 and what do you envision to be the positioning of national external events in the year 1516? Provide your thoughts on it among the evaluation towards all AIESEC events.

4. How do you see the current status of local BD/ER’s alignment towards organizational strategic and longterm development? How do you ensure this alignment excluding the direct coaching?

5. Describe your key strategies in encouraging co-sales inside the national network including MC-LC cosales and LC-LC co-sales? What could be the potential benefits of these strategies? What could be the potential bottlenecks and your solutions?

National Partner Manager Specific Questionnaire 1. Please create a potential national partners’ prospecting list (at least 6 companies listed for National Partners; even better if the 6 companies listed can at the same time have the potential to be GEP/NEP) and answer the following questions: 1.1.Reasons that you chose each company.

1.2.Product we provide for each company and key value proposition of each partnership 1.3.Your action plan in making this prospecting list happen (provide a practical action plan on it, even better if you have acted it out already. If so, provide us with the key person and your draft proposal for the meeting aiming for corporation."

2. Evaluate our national partners in five years. What do you identify as key strategies to make sure the sustainable partnership?

3. As for local Y2B management, what’s your working mechanism in coaching LCs to make sure its strategic alignment with organizational growth and quality control? Present your cooperation plan between MC-LC on this.

3. What’s your revolution towards Career Forum, which is one of the partnership content with highest ROI for partners on employer branding, on the basis of its current relatively low attendance rate and decreasing core competitiveness in the market?

4. Bacardi has the partnership with AIESEC MoC for 3 years. However, after 3 years they cannot see any ROI on this partnership. They want to break the partnership with us. If you will be in charge of this account, what are your strategy and action steps to keep Bacardi as our National Partner?

5. Describe your key strategies in encouraging co-sales inside the national network including MC-LC cosales and LC-LC co-sales? What could be the potential benefits of these strategies? What could be the potential bottlenecks and your solutions?

NEP Manager Specific Questionnaire 1. Please create a potential national partners’ prospecting list (at least 6 companies listed for GEP/NEP; even better if the 6 companies listed can at the same time have the potential to be National Partners) and answer the following questions: 1.1.Reasons that you chose each company.

1.2.Product we provide for each company and key value proposition of each partnership 1.3.Your action plan in making this prospecting list happen (provide a practical action plan on it, even better if you have acted it out already. If so, provide us with the key person and your draft proposal for the meeting aiming for corporation."

2. Describe your strategy of how you can re-negotiate with a major iGIP partnership of 20-TNs/Year in the former few years to remain the partnership after the key champion (Key person that helps recommend AIESEC) has been removed from their positions.

3. Keeping in mind the 1415 iGIP/BD strategies, explain how you would implement a strategy to generate more than 2 million CNY(majority NEP’s revenue) in new business/products while contributing to the achievement of AIESEC 2015 measures of success?

How will you assign roles to your team and harness other resources to achieve the above goals? (You can refer to Youth Voice Reports and Support for partners to retain the trainees after they finish their internship.)

3. Evaluate MC’s NEP products on its competencies and bottlenecks and give an idea of how they need to evolve in the short and long term (You can create side/peripherals product of NEP as well) 4. As for local Y2B management, what’s your working mechanism in coaching LCs to make sure its strategic alignment with organizational growth and quality control? Present your cooperation plan between MC-LC on this.

5. What’s your revolution towards Career Forum, which is one of the partnership content with highest ROI for partners on employer branding, on the basis of its current relatively low attendance rate and decreasing core competitiveness in the market?

6. Describe your key strategies in encouraging co-sales inside the national network including MC-LC cosales and LC-LC co-sales? What could be the potential benefits of these strategies? What could be the potential bottlenecks and your solutions?

Finance

Category

Content Empower and strengthen Finance Board Group to sustain the LC financial capacity and Function development

Local Finance Empowerment

Re-structure the LCVPF Job Description to enhance fulfill CFO role and FOBO strategy in local level Modify the process bottleneck of online payment to ensure healthy Financial reporting in local level Set up the EP deposit funding mechanism to allocate the Financial resource in a more reasonable way LC succession program, and hold the transition camp to make sure about the new JD delivery and succession quality

MC-LC Financial Model Implementatio n

Replace the revenue split model with budget share model, to make clear of MC-LC Financial relationship and also enhance a healthier financial management Modify the contribution model to make it more reasonable for financial resource allocation Settle down the internal management mechanism for new financial model, including budgeting, financial reporting and share method Make update and discuss of new financial model in MC BoA meeting, and legislation fair. Pass in Dec legislative meeting.

Educate the Financial model for LCP and VPF through summer NatCo Re-position BD revenue role in the new financial model, to contribute more to MC profit Re-structure local financial reporting and auditing system, improve the auditing criteria

Finance Function Reality

Hold MC-LC Financial Accountability

Set up the Financial Reporting Mechanism form MC to LC. Improve the MC budgeting and financial reporting process to make sure the financial management in a scientific way.

Hold Financial Management accountable inside MC team through MC Internal control group.

Process modification for each function

Category

Content

Financial Awareness in National Plenary

Mature Coaching and training system, delivered by Finance Board to LC Finance sub-committee representation of the Finance issue in National plenary, including Financial Model evolution and LC fee.

Financial Awareness education in NLTC Visa management and internal audit Investment on "Lawyer recruitment "project to settle the Internal Risk Management system

Legal Related Issues

Involve in crisis management in different areas, offer legal side recommendation.

Building the Internal legal SOP mechanism to make sure organization are in low risk operation.

Minimum legal criteria education in Natco, NLTC and Finance Transition Camp Organization registration "Big Data project"--- Process optimization for Internal Financial Management system through IT platform building "Future CFO plan"---LC Empowerment by fulfilling the new JD structure to make sure LCVPF are taking more and more strategic role

Future Direction

"Back to Basic project"--- Process Management based on Customer Experience, find solution for GIS and Online payment combination.

"SAFEGUARD Project" --- Legality SOP mechanism settlement and carry-out.

Finance Function Reality

" Impact Investment Project" ---Organization ROI Evaluation system building for both MC&LC, involved into external insight and knowledge

JD MoC Financial Management • MC-LC Balance(Coordinate FN Board) • Finance Board Group Management/National Finance Office Management • Lead Finance sub-committee • National Fund Management • MC Budgeting/Financial control/Financial Review Organization Legality Responsible • Lawyer Consultancy final responsible • Taxation • Internal Control system of SOP building, and final responsible for implementation.

Risk Management • Regular MC risk Management • MC crisis management measures building, review and update • MC crisis reaction mechanism building, review and update LC VPF Coaching • Sustain Finance Board to ensure the coaching power MC Administration • Budget Management for MC office • Budget Management for Apartment • Budget Management for team activity

Key Performance Indicator 1.

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Complete&accurate financial reporting Local financial capacity Financial model implementation Financial sustainability achievement Return on investment

Capacity Requirement

VP Finance JD

VP Finance Specific Questionnaire 1. Compare the new Financial Model with current Financial model, list three advantages and three potential risks for both contribution method and relative policy. What would you do to improve the Financial Model? How will you make sure it is smoothly delivered?

2. Evaluate current MC budgeting and accounting structure. Provide suggestions of improvements for the convenience of Financial review?

3. Conduct a Financial Analysis on the first half year MC 1415 based on the half-year financial report 4. Make a cost analysis on current exchange products, what problems did you find? What solution would you provide?

5. Read through all the LC Financial Report of December 2014, outline a summary of current LC financial status in MoC and propose a direction for next year in LC coaching?

6. Read through the new JD structure of LC VPF, what is your strategy to fully implement the JD model? What is your strategy to fulfill LC VPF strategic role 7. Share your understanding of BD revenue positioning in MC financial Management, how can it contribute more to the network?

8. Based on your understanding towards organization legality, please analyze the pros and cons. What is your three year plan regarding organization legality?

What shall be the milestone for generation 1516?

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