Stay Hungry. Stay Foolish.

Educational Qualification:

Grade Board Percentage Score 10th ICSE 81 Distinction

12th ISC 71.5 Distinction Graduation SIU 3.0 GPA

Skills:

1. Can network efficiently with people around as I am extrovert by nature.

2. Ability to take risks in order to go out of mainstream thinking and come up with something new to

implement and take forward.

3. Absolutely passion driven, if I am passionate about something I will put my heart and soul into it to

make it happen.

Life Experience:

I am a 20 year old student with experience in absolutely different kind of fields. From marketing a

startup restaurant to bringing Café partners for AIESEC to selling renewable energy to corporate

complexes. From everything I have done I have gained knowledge and from that knowledge I have

moved on to my next job role to learn something new. I started working for AIESEC which taught me

how to work with different people and deal with them so that personal ego’s never come in the way.

I even learnt how people are recruited and depending on what skills they have that we come to know

they are suitable for the job. One major achievement I got here is how I from scratch delivered a

corporate event on a close to a zero budget. I then moved to market a startup restaurant that was an

experience in itself I met people from the industry learnt the different process of food making and

selling, creating campaigns for marketing it. At the end of my term here and learning all that I could

get I moved on to a renewable energy firm. This term of mine inclined me towards environmental

issues and how important it is to deal with such things. I was working in the sales department of this

organization. I am currently the Vice President Business Development of AIESEC in Pune.

TRISHUL NAVALAKHA

BORN-22/04/95

BORN IN A HUMONGOUSLY BIG JOINT FAMILY.

HE STAYS IN PUNE BUT LOVES BRAZIL.

BELIEVES FOOD IS GOD.

OWNING A RESTAURANT HAS BEEN HIS DREAM SINCE HE WAS

A CHILD.

HAS BEEN A NATIONAL LEVEL SWIMMER.

EXTREMELY BRASH IN NATURE

POSSESS AN ENTRPRENIURAL NATURE

LOVES HOSTING AND DOING EVENTS

HIS LIFE REVOLVES AROUND 3 THINGS:

1. HIS PHONE

2. HIS FOOD

3. HIS MONEY

1. Present your AIESEC Experience (visually/graphically tabular) and list the three most

important experiences.

2. What have been your main achievements and non- achievements in AIESEC in the

past? (Mention a max of three each)

Achievements-

1. Raised Money for the biggest empower of AIESEC in Pune in 2014 In Q-4

2. Raised Radisson Blu as an In-Kind Partnership for Nexus 2015

3. Was able to host a Joint Board Meeting of The Board of Advisors of AIESEC in Pune after 4 years.

Non- Achievement’s:

1. Not Raised big amount of Money

2. Cash flow into the LC after JNC could be done better

3. Very low retention rate in your department.

TM Marketing

OC August Recruitemnt

Onsite OC RYLC

OCVP Marketing

Nexus

TM Business Development

TL Business Development VP BD

NST BD

EBC JNC

OCVP NEXUS

•This role was what really taught me why working for AIESEC is important me and how can it benefit me a

person.

TM BD •- First cash partnership struck, first event delivered.

EBC JNC

•Handled one of the biggest conferences of AIESEC India and try innovative things.

3. What are your three basic Learning’s/Values for life, which you have derived through

your AIESEC experience? (Answer objectively)

The learning’s that I have derived through my AIESEC experience are:

1. Leadership is the fundamental solution to any problem.

2. Value propositions are the only reason business deals happen

3. Being more solution oriented.

4. List the Local/ National/ International conferences you have attended and in what

capacity.

5. What aspect of your Executive Body term could you have significantly improved

upon? (personally and as a team)

Personally:

Focus on raising more hard cash for this LC and delivering the events that were promised.

Team:

Have more synergy so that there would only be one end responsible for every activity done in this LC.

RYLC:

1 – Onsite OC

Local Conferences:

2 – Delegate

2- EB Member

National

Conferences:

2- Delegate

1- EBC

1. What are your key strength and weakness? . How will they effect the role you are

applying for and what will be your unique contribution because of these strength and

weakness?

STRENGHTS

WEAKNESS

It’s better to play on your strengths than to let your weakness overpower you. By being passion

driven you need to make sure the energy of the LC should never dies out. An LCP should be an

excellent arbitrator in the way that his team should have minimum internal issues. The

Entrepreneurial Nature I possess I want every member under me to have them so that they can learn

the things they had come to learn in this organisation.

As a weakness, I have started working on my punctuality and impatience so that it does not come

between me and my work

Entreprenuiral Nature

Arbitrator

Passion Driven

Impatient

Punctuality

2. What is your Leadership style ? Explain with real stories from past leadership

experiences.

I believe my leadership style would be a style called situational leadership. In a dynamic organisation

like AIESEC, If you want to work with people one thing you have to realise is that you cannot have a

set style. If you do so your members may not relate to it. You have to assess your team carefully and

accordingly have a leadership type. It can be anything from autocratic to participative. When I was

JNC EBC I was a more Affiliative leader as in I promoted team harmony as that was more the need of

the hour. There were a lot of team clashes that occurred here, I made sure they were resolved so

that work does not get affected.

3. List the values you live by in your life and how you practice them in your day to day

life. What kind of values would you want in your EB and the LC.

I give a lot of importance to learning and constantly develop one self. As I believe every day is a new

day and should teach you something new. I make sure I follow certain Values to reach my goal.

Thus the values I live by and I would want my team to follow are:

1. Exploration

2. Fun 3. Accountability

4. Curiosity

5. Professionalism

4. What is driving you to continue in AIESEC? What makes you apply for President?

AIESEC for me has always been that place where I could fail and then learn again. As a 20 year old if

you take all your amateur steps in this organisation and then use it as a Launchpad for your future

endeavours.

I have worked under three Local Committee Presidents in this local chapter. All of them had diverse

leadership styles but all three of them impacted me in a certain way. A Local Committee President

has an extremely important role to play in this chapter. Any decision he/she makes can make or

break this Local Committee. The amount of responsibility it puts on the shoulder of a 20 year old is

what I want to experience.

5. How will you make sure you execute your plans as execution is the biggest problem in

all the leaders.

Execution is what differentiates you from a leader to a great leader. In AIESEC there a lot of people

who plan but are never able to execute it, the sole reason being we know where to go but we do not

have a concrete road map for it and no accountability towards the work allocated. As a LCP you have

to hold people accountable for things that are allocated to them and make sure they do it. A road

map which is step wise broken down and then done is easier to execute than a big project.

6. What is your year theme? Why?

My theme is ‘Stay Hungry Stay Foolish’. The reason I chose this as a theme because it showed how

simple it was to find your “WHY” and learn new things. Stay hungry for more, keep trying new things,

look at different avenues, innovate to the fullest and most importantly, to never be afraid of failing.

7. What is that one thing that you want to learn from this Leadership Role and the reason

for it.

I want learn how I can guide an LC like Pune to achieve its potential. Also to learn what decisions a

CEO needs run an organisation?. One major thing I want to learn is how can you achieve financial

sustainability in an organisation like AIESEC. Moreover, how you can lead a bunch of 150 people to

do exceptional things.

1. What is your Understanding of AIESEC 2020? Envision the year 2020 for AIESEC in

Pune in three statements as a leader of 2016.

AIESEC 2020 for me is the youth leadership movement AIESEC globally wants to become. It plans to

achieve these by setting 3 statements that steers them in this direction. Every statement relates to

how AIESEC wants to achieve its vision its BHAG (Engage and develop every young person in the

world).

AIESEC in Pune should be in their year 2020:

1. Best GCs in the national plenary

2. Creating LDM centric leaders and providing entrepreneurial experiences to the youth of Pune and

its expansions.

3. Delivering more than 800 experiences a year.

2. We are moving towards a more customer centric organisation. How will you in your

year make AIESEC a customer centric organisation? How will you increase each customer

experience in all the programs that we offer?

Customer is king. Any business works on the basis of client/customers. If we did want to create long

lasting partnerships, there are certain steps that have to be taken by our side to achieve these. A

customer centric organisation should be driven down as behaviour then only will it reap benefits. The

behaviour I refer to should be complete with-

1. Designing the right value propositions and also maintaining synergy with front and back office

2. Delivering value to the customer

3. Developing the capabilities to do it again and again

4. Make sure that every engagement with a customer is a personalized experience.

5. CRM tools for relationship management, information fed through feedback forms that include

response time and satisfaction of the client.

6. While initiating a deal with a client, Promise him things less than what you know when you

can deliver. While the actually delivery has to be done over achieve his expectations by

delivering much better than promised.

Customer experience is basically the amount of interactions the client has with AIESEC. The

customer’s depending how the experience of AIESEC has been at first will they want to work with you

again.

Programs Customer Experience

GCs 1. UR’s should convert to MDP’s for long term engagement 2. Assistance to EP’s in terms of using EXPA

3. Once registered on EXPA should receive a call in 24-48 Hours 4. Countries promised to EP should be possible to deliver.

5. Reintegration into the iLEAD programme should be the end goal of every EP.

6. Assistance with Thomas Cook and Matrix for Visa Processes and International

sim cards respectively.

GCo 1. Under promise while striking the deal and deliver at a much faster rate.

2. Correct Expectation setting done at the beginning with NGO as well as EP for a better and smoother customer experience

3. Compulsory meeting the NGO on the EP’s first day, in the middle of 6 weeks. 4. EP engagement framework prepared for 6 weeks prior to EP’s arrival

5. Tying up with cultural centres to enhance the experience of their visit

6. LEAD sessions given to EP’s 7. EP’s treated as alumnus once they go back to boost International Relations

and long term engagement. 8. AIESEC- EP engagement activity should happen every 2-3 weeks

9. Feedback forms for the NGO to understand our efficiency of delivery and

possibility of him referring us to someone else.

GTs 1. As process from raise to match extremely long. EP manager should be in constant touch with EP so that he is not left in the dark and think he is

forgotten

2. A student should not be raised unless strong IR’s are made and you are confident of matching him and delivering that experience.

3. Assistance to EP’s in terms of using EXPA 4. Assistance with Thomas Cook and Matrix for Visa Processes and International

sim cards respectively

GTo 1. Under promise while striking the deal and deliver at a much faster rate

2. Correct Expectation setting done at the beginning with corporate client as well as EP for a better and smoother customer experience

3. Compulsory meeting the company on the EP’s first day, in the middle of the

internship. 4. AIESEC- EP engagement activity should happen every 2-3 weeks

5. Tying up with cultural centres to enhance the experience of their visit 6. Filtering the forms prior to sending the clients to avoid clutter.

7. To be transparent with the client if you know you will not be able to deliver

in stipulated time. 8. Feedback forms for the corporate client to understand our efficiency of

delivery and possibility of him referring us to someone else.

3. Evaluate the new AIESEC way and LDM. How do you think they play an important role

in an AIESECers life? If given a chance, what changes do you suggest in both? (If any)

The new AIESEC way is easier to understand and is more relatable in the current global scenario. By

using the golden circle model in the AIESEC way now there is a certain path that is created through

which we can specifically understand the Why, How and What of AIESEC.

AIESEC always claimed to develop leaders, but the question that prompted LDM was what kind of

leaders are we developing. LDM shows us the type of leaders that AIESEC should create to promote

its vision and thus making leadership the fundamental solution of the issues the world is facing.

Both of these things including the inner outer journey play a huge role in an AIESECers life as they

provide a base to his journey and provide him with a set of values and frameworks which he works

towards.

Considering the AIESEC way has been altered continuously from its inception at an IPM at 1999

taking in mind what is going on in the world and how AIESEC has continuously evolved with time. I

think these things make sense for these times. Thus these would not require alteration at this time

but probably later.

4. What is your understanding of the AIESEC Customer flow compare it with a different

companies customer flow and suggest what changes and improvement can you get in

AIESEC Customer flow in Pune to achieve more results?

The AIESEC customer flow has been designed keeping in mind the inbound marketing strategy and

shows the process between a stranger and a promoter. There are multiple portals that use this kind

of strategy the things that stood out in them:

1. Tutorials to understand how to use their portal

2. Lesser steps to follow

A customer flow should be customised regionally to help your LC grow and focus points should be

chosen on the same, so it is easier to track their growth and not letting any customer leave in the

middle.

In the Attraction phase a focus point for Pune should be to attract the target the right market,

better marketing activities(Social Media Promotion) directing the stranger to register on the link

provided , on ground promotion in university that create a buzz about AIESEC and hosting events

that bring in ELD conversion. Sales pitch should be strong for the TN customer flow. All our big clients

showcasing videos to be made to show our credibility to externals. Strong JD’s should also be taken

for better understanding of the job so that no random people apply.

In the Consideration phase the focus points should shift to proper EP induction, better expectation

setting with the TN as well as EP, hosting EPIC, inducting them to the idea of AIESEC so that we can

reintegrate them. Alumni’s can also be looked at for LEAD sessions. Specific filters to be set before

sending the client CV’s.

In the Value Delivery phase start the live feed marketing campaign. Regular check-up with the

client to see if he is happy with the intern. EP engagement plan should be ready. Accommodation

partners should be ready to receive the intern. Have LEAD sessions for the interns so that the long

term goal of having them as alumni is fulfilled. Involve them in LC activities. Focus on keeping the

client happy so he re- raises from us.

In the Community phase we should be able to re integrate all the EP’s in to our organisation and

our clients should give us referrals and a feedback system should be initiated to understand the

quality of our exchanges. Feedback forms and referrals forms should be released. An EP summit held

to reintegrate exchange participants.

5. How will you use the 4DX model in you year. Explain each in detail.

To implement the 4DX model on a LC level we need to go from discipline to discipline:

1st Discipline- Setting Wildly Important Goal for every department with the respective which they then

drive down. A wildly important goal is that they dedicate 20% of their energy, every week to achieve

this goal. It can be a single thing but by making it your WIG, you are making sure that you are

working towards this idea every week

2nd Discipline- Act on the Lead Measures- Lead Measures are thing that you do to help you reach your

WIG. The lead Measures are broken down into projects and activities that drive you to achieve your

WIG.

Lets take GCs as an example. Your WIG would be to reach 130 exchanges by the end of the year.

Now your Lead Measure would be- Striking 12 UR partnerships and making a certain number of

induction calls. You will not get anything by focussing on your Lag measures as that is the result of

not working on your lead measures. But if you focus on the lead measures, they will help you reach

the WIG.

3rd Discipline-Keep a Compelling Scorecard- This is a fun way of keeping track as to where you are

right now and what your lag measure is. A team should understand it is winning or not by just

looking at the board once. Also it puts a sense of engagement in the team member and he knows

what he is working towards. So I want use this by making one wall in the office as huge score board

where the whole LC’s stats are static and constantly changing with every time they affect a lead

measure.

4th Discipline- Create a Cadence of Accountability. This basically means that people are accountable to

their WIG. This is a small 20 minutes meeting that I have with the EB to see if they are on track with

their WIG and what are the concrete action steps they are taking for it. They can even take a single

step every week but a planned commitment that they have made a week before, so I know they

stand accountable to themselves.

1. Analyse the trends of the past four years (including 2015) of AIESEC Pune’s strategic

direction (include performance & culture). How do you see the organisational direction of

AIESEC Pune shaping up in the coming two years? Also, give a SWOT analysis of the LC

for 2015.

AIESEC in Pune never had a culture per se. It kept changing its culture according to priorities. Some

places this proved good, some places it failed.

Year Performance Culture

2012 Good number of exchanges, membership engagement high,

GCo was focus point, Highest number of exchanges in GCo

A culture driven my meaning and learnt through self-

development through AIESEC.

2013 Good number of exchanges, no

membership engagement, GCs was focus point as market for

that is realised

More than culture, due to

different priorities, we had to focus on numbers, by an EB or

by the membership

2014 Fell drastically in number of exchanges, higher membership

engagement. Exchange support performed the best

Sustaining the LC from suffering in members from last year.

2015 Stabilising the number of

exchanges , higher member

Innovation culture, every

department was urged to try

Establishing organizational direction is the second step of strategic management process. So there

are two main indicators of the direction in which an organization is moving to- Its mission and its

objectives.

-

To be a pioneer in the AIESEC India network by doing its planned exchanges and providing its

members to go through a thought provoking and enterprising journey themselves and making sure

each and stakeholder of an organisation has an happy experience with us. In the long run help

AIESEC India achieve its objectives provide them with BCP’s that other LC’s can use.

1. We should have a much better market standing and our clients should trust us.

2. AIESEC In Pune pioneers into different way things are done

3. Member engagement and productivity should be high

4. Every program in AIESEC In Pune is sustainable as well as productive.

5. Identify the needs of its community and design products of AIESEC that help the community

grow

2. What is the stand you have for the Local chapter in the year 2016, what are the key

factors that will make AIESEC in Pune fulfil this stand and how?

Better CRM with clients, chance of re- raising high.

GCs has both Summer and Winter Cycle

Strong Board Support

Only LC to have IR with Japan

New recruitement model

No Long term financial sustainalbility

Members Recruited: Members Productive low

No event showcasing

Internal Department Synergy very low

Untapped GCs and GTo Market

LBoA

Exponential Growth in GCo

Alumni Engagement

Member Productivity

Over Confidence

Momentum dies down quickly

Running out of funds, if exchanges not done as

planned.

Quality Of EP engagement low

engagement and board

engagement

something new, extremely risk

taking

The stand I have for this Local Chapter is to become a pioneer in the AIESEC network it has before

and try new things and learn from them and grow in their exchanges. We need to use the untapped

market we have and i

Key Factors:

I see GC as the most important key factor and helping us achieve the stand. We have one of the

biggest student market in this entity and CSR wing of our boards clients supporting us.I do not think

why something should not be going wrong here.

Membership engagement both MB and GB is a key factor in achieving this growth. The MB is the

backbone of any LC. They are the ones who drive growth and I would like to empower them in this

process by teaching them different skills.

Better Investments in marketing so that it directly help our exchanges grow. I want to focus more on

content marketing that will increase our outreach and give us better RoI

Delivering what is promised.

3. What is your understanding of Lead and Lag Measures? Propose 3 lead and Lag

measures that you will incorporate in your year?

A lead measure is the thing that helps you achieve your WIG. A lag measure is your result that you

get when you do not work on your Lead Measures. If you work on your Lead Measures there are

more chances of you reaching your WIG rather than you focussing on the Lag. A lag is the result you

do not have the ability to change.

The Lead and Lag Measures for the year would be:

GCs:

Lead Measure-

12 UR’s - 130 exchanges

GTo:

300 Meetings- 60 Exchanges

GCo:

5 Projects Sold- 100 Exchanges

4. What according to you will be focus areas for AIESEC in Pune in 2016 and why?

Explain in details.

The focus areas I interpret for this LC in 2016 are:

1. GCs as a product as this is our most sellable and profitable product in the market and has

immense amount of potential.

Lag Measures

4 UR’s – 70 Exchanges

30 Meetings- 15 Exchanges

1 Project Sold- 20 Exchanges

2. GTo because the demand for Global Talent in the market is high at this point of time and we

have a lot of Untapped market. Referrals and LBoA engagement a must.

3. GCo Easiest way to achieve high number of experiences delivered. Board support crucial to

build the product.

4. Marketing- Has the potential to provide extremely good leads for all the departments and

then in turn building the product

5. Talent Management- Learning and Development focus so that we have highly trained

members to execute the desired number of exchanges.

5. Propose the organisational structure (for the Executive Body only) that you plan to

follow for the next year.

7. Propose a Governance & Accountability model for the LC for the year 2016.

Governance is the flow of operations and accountability is how you hold them accountable for the

work they have done.

VP X

Accountability:

- The LCP and the EB held accountable by the Board of Advisors

- Monthly EB review by the LCP

- Monthly review MBM

- Bi-yearly Board meeting to review the LC

- Auditing of budget and finances by National Auditor

- Weekly productivity tracking for the MB

- Members held accountable by defined Job Descriptions

8. According to you, what role will AIESEC play in the city of Pune as an International

Youth Organisation in 2016?

AIESEC as an organisation I believe is something that the youth really require today. In the way the

leadership experiences we provide or the enterprising young leaders we create. The world is now a

global hub and no one is limited to what their environment is. We as AIESEC can provide

International Exposure to our stakeholder’s through our exchange programs and provide them global

solutions to problems.

If you see a lot of start-up’s that have started in India have their markets across the globe. So, we as

AIESEC are providing them that extra edge and support to do business easily.

The youth of this Pune are the next leaders of the city. We as an organisation need to cultivate those

young leaders who are Self-Aware, Solution Driven, Global Citizens and believe in empowering others.

Local Board Of Advisors

LCP

EB

MB

GB

1. What according to you are going to be your five key synergy corners in the term? Why

are these going to be the most important? Suggest specific projects you will work on in

each corner for the exchange portfolios.

Synergy Corners Why is it Important Specific Projects Planned

GCs- Marketing This is to make our most sellable

product stronger. If we have to grow exponentially in this

program. Marketing’s support is

required the most A synergy is really important

as the flow of information should be tracked every 4

days.

1. Focussing on content marketing for social

media promotions 2. Partner with youth forums ranging from college

festivals to youth events.

3. Create an on ground buzz of AIESEC before entering a college.

4. Handling Campus ambassadors who are not iXP’s

5. Live showcasing of EP’s for better leads.

GTo- Marketing Organic growth can only be achieved through marketing

effectively using its channels. There is a lot of untapped

potential out there in the market

which can be achieved by cold calling. We need to start using

other sales channels to grow and grow strongly. Flow of

Information to be tracked

every week.

1. Facebook Marketing in start-up groups 2. B2B Marketing

3. Blog showcasing intern/client experience in India

4. Email Marketing

5. On ground brand presence by tying up with corporate forum’s.

6. Content marketing for corporates.

GCo- BD GCo is the best way to maximum

amount of exchanges and reach a big number and BD is helping

in achieving it with financial

sustainability. POC between the board and GCo.

1. Product Packaging

2. Making Innovative CSR projects for board to invest and other clients also

3. Financial Sustainability of the Project

BD- Marketing All the events that are delivered

in the LC through should be branded well and the delegates

are to be brought in Marketing. Using social media platforms to

effectively tell the market about the event as well as conveying

the brand of AIESEC to them.

1. Run Social media/ on ground marketing events

before the event 2. Brand Creation activities that bring delegates to

the event

TM- With all Departments

TM is a focus point for all departments. We should move

into the phase where our

members are more productive than retained and they are going

through the inner and outer journey at all points of time so

that they can develop themselves in AIESEC

1. Creating personalised engagement and productivity trackers of each department

2. Using the 4DX model to make scorecards

3. Identify gaps in every department and suggest strategies

4. Focus on training activities for the departments Operational or otherwise

2. What will be the changes that will leverage the volume of AIESEC in Pune ELD

Experiences in 2016? How are these connected with the external environment?

Program Evolution Top strategies Relevance With

External Market

GTo Customer

Experience Management and

Cross selling.

1. Use different sales channels with the

help of marketing(Email Marketing, LinkedIn page promotion/LinkedIn Mail)

2. Feedback forms and tracking every

interaction with client in a new AIESEC in Pune database.

3. Accommodation partners

Companies who are

looking to expand to different

countries are really

looking to recruit people from those

countries to understand the

market.

AIESEC can help them bridge this

gap effectively.

GTs Career Fair 1. Make IR’s in the beginning of the year, to showcase opportunities at the career fair.

2. Keep the EP engaged from the time he raises to the time he is matched.

3. Tap into more BA colleges

International Experience proves

to be very good on a candidates CV.

GCo Innovative CSR projects

1. Sell CSR projects to companies as a brand building activity, Customise the

CSR project according to cause run in the

company. 2. 6000 Rs. Per Intern in the CSR project.

To achieve high numbers while selling a project.

3. EP engagement plan ready before EP

comes

A lot of companies are using CSR as a

branding activity

Having International

Interns at their CSR activity would help

them brand better.

GCs International

Exchange Expo and the iLEAD

program

1. Redesigning an IS into an EXPO, where

we showcase our partner countries and have people share their experiences.

2. Every reintegrated EP becomes a part of

the iLEAD programme and promote GC in their colleges

3. Make a delivery timeline while striking a UR partnership

Market is

humongous. We only have to tap it

effectively.

2. Please give your (probable) targets for the next year. Please justify the same,

especially along the lines of:

a. Membership Volume & Experience

b. Logistical Management

c. Stakeholders Experience Delivery

d. International Relations

Program Target

GCs 130

GCo 80

GTs 17

GTo 85

Total 312

Membership Volume & Experience:

Aim on having 2 big recruitments- January End and July 1st week

Pocket recruitmentsto happen in May and December

MB will be made every quarter who will be responsible for membership experience, engagement and

productivity.

LC RnR campaigns to be for 6 months each- Jan to Jun, July- December for the membership to have

a good experience.

Alumni’s to give sessions on External Market trends at LC forums

Focus on operational and skill based LEADs for MB and GB

Public speaking training for MB as well as EB

Logistical Management

Office is well equipped to handle membership to achieve this number of exchanges.

Accommodation of all interns to be outsourced to externals (Zo Rooms, Oyo Rooms)

To partner with cab companies for subsidised travel.

Stakeholders Experience Delivery

Corporate Client EP(Incoming) EP(Outgoing) Membership Alumni

1. Right Expectation

setting 2. Under Promise

while striking deal

and deliver faster than promised.

3. Launch Quarterly Newsletters to

keep them

updated about AIESEC

4. Feedback forms to be released to

understand what

1. EP engagement

plan to be made before the EP

arrives

2. Assistance in accommodation

3. Once every two weeks AIESECers

should meet the

interns 4. Should be

treated as alumni of Pune after

they leave the

1. Should be

inducted into AIESEC

2. Assistance with

Visa and documentation

purposes 3. Focus should be

to reintegrate

them into the iLEAD program

4. Host EP summit to add them to

the iLEAD

1. Should have

developed one skill 2. VP TM takes care

of their

engagement and ways increases

their productivity. 3. Progress letters to

be sent to the

parents.

1. Should be

treated as a client.

2. Good delivery

should be maintained.

3. Take referrals to grow

exchanges.

can be improved

5. Lesser response time to deal with

complaints

city to boost IR.

5. Should be helped with travel

insurance and

forex

programme

International Relations:

For GTs plays a very important role. Key focus in the raising period as the only opportunities an

Indian Graduate can go for should only be showcased. We will only do a career fair when the

opportunities are ready to be showcased.

GCs will be requiring a lot of IR’s in the summer as we will have a lot of EP’s to be matched then.

Creating IR’s that can be given in transition should be a focus area here.

GTo as a product has a lot of demand in a city like Pune. We will only be able to deliver these

experiences; if we have strong IR’s which will with Guarantee supply us with interns.

Blog plays a major role in bringing in IR’s.

Hosting a CEED from Japan to help to GTs grow.

Make a theme for ICX that is used for internal Marketing

3. What action steps do you propose for a stronger quality of experiences delivered?

Propose Action steps for NEP, IGC, IGT, OGC and OGT.

NEP: - It should fall under iGT and shared as a dual job role with an MB member of that department.

They should be treated equally as an iGT intern. A defined POC from the LC should be the VP iGT

who has all the required trackers. As the payment model is very tricky, the focus should be on

accommodation the most as there is the place we can make the most amount of money.

Action Steps for others: - Please refer to Organisation Understand Q2 and Programs Q2 Stakeholders

Experience Delivery.

1. Propose key projects for BD in 2016 for Pune and Expansions also.

Event Timeline

YSF (Pune) February End

YSF(Nagpur) March 1st week

Nexus May End

Career Fair May 1st week(Or when GTs is ready with IR’s to

showcase opportunities)

Global Village July 1st week

YSF (Pune) October

Project Final Day (Last Day of CSR projects done

with board Members)

As and when project ends

Board Engagement: Our Board of advisors in Pune as well as Nagpur at this point of time are really

supportive about the idea of AIESEC after a long period of time. Now is the time we can effectively

use them for referrals and help them to guide us to be the entrepreneurial and global leaders we plan

to become. Add two more board members (One from the Markting/ PR sector preferably)

I plan to have two JBM’s one in May and one in December. So that they are up to date with what is

happening in the LC and how can we grow to become bigger. 2 JBM’s in Nagpur as well.

Alumni Engagement: - Engagement activities to be planned with the alumni board of advisors. Alumni

Board to be the bridge between the LC and the alumni’s. To host Alumni sessions at LC forums to

understand different external trends in the market and how can AIESEC benefit from them.

Assist GTo in finding accommodation through National Partners like AirBnB, Zo rooms, Oyo Rooms.

2. Evaluate the performance of BD in the year 2015 (for Pune)

1. Very Low financial contribution to the LC till October.

2. In-kind partners brought in (JNC, Nexus)

3. 1 event delivered till Q-2 End. (CSR summit) Not successful.

4. JBM delivered after 4 years. Increased board Engagement.

5. No CSR projects sold.

3. Give your (probable) BD target for the next year. Justify the same, considering the

ground realities faced in the LC in 2015 and 2014.

The BD target should be 3.5 lakhs:-

YSF- 1 lakh

Nexus- 1 Lakh

CSR- 1.5 lakhs worth project/projects sold.

The only reason we were not able to raise money was because we did not have any brand relevance

or past events to showcase in the market.

We now have Nexus that we do this year which can be showcased ahead. Also now with the board

support we can show our partners credibility. The board is also willing to help us with referrals who

we can convert to make more money.

There is also the start-up market that can be capitalised on. Here our alumnus comes into the picture

to introduce us to the start-ups looking to market themselves. We offer them packages like a

combination of taking interns from us and also investing in our events.

1. Define a financially sustainable LC. How do you envision AIESEC in Pune in 2016 with

respect to being financial profitable and investment-friendly?

A financially sustainable LC is that has its revenue higher than costs and does not require any

external financial support to run its day to day operations and invests in things that will bring it

returns.

AIESEC in Pune aims to be financially profitable when BD is able to make sure that all fixed costs of

the LC are taken care off and all our programs are being sold at prices above recon including money

that can be used to invest in different avenues that bring us returns.

GCs and GTo are two departments where I plan to make maximum money from and be able to

decrease the price of Recon by doing maximum exchanges in GCo.

Investments also pay a huge role in sustaining the LC in the way that investments that bring RoI

should only be made. Better use of FTF would help this issue. Investment training to be given to

the FTF rather than them making random decisions. (Use of Both the boards comes into the picture)

2. Attach an outline budget with respect to your ELD program targets, including BD

income from events, collaborations etc.

Please refer to the budget attached

3. Evaluate the performance of Finance in the year 2015.

1. Good Financial tracking

2. Mistake of depositing in houses undone

3. Heavy Investments that were meant to bring return didn’t work effectively

4. JNC did not prove that fruitful as things did not go according to budget.

5. New office that can accommodate big number of members

6. Lack of communication during CSR summit

1. What is your understanding of the distinction between TM as a function and TM as a

program? Evaluate the performance of both in 2015.

Function Program

1. More on the basis of HR activities

2. Creating induction modules for departments so the VP’s can focus on operations.

3. Focus on productivity & retention 4. Focussing on Member: Exchange ratio.

5. Understanding HR related problems faced by a

specific department and analysing past data to provide strategies to grow.

1. Pertains to TMP, TLP experiences.

2. Inner Outer Journey tracking 3. Activities focussed on LDM

4. Promoting iXP’s.

Performance in the year 2015:

1. Focus shifted to Productivity more than retention

2. New recruitment model used to attract the right kind of talent

3. Not much focus on L&D as leadership in this sector not stable

4. Negligible LC forum’s hosted other than LCong.

5. MB used to track experience of members thus lifting burden of the EB

6. Implementing a scorecard for productivity and engagement.

2. Analyse the recruitment conducted this year. What innovations do you propose in the

existing processes to make them even more effective for next year?

The recruitments this year were done in a more systematically and scientific way. We used the

Personality traits assessment to first understand the personalities of the members who we can

interview. People leave the leaders not the organisation. We now need to focus on the PI in the way

that the members who have time and can commit time to AIESEC are recruited. No engineers or

people who are not able to give time. Also even if their traits match the VP their interests should be

seen where can they placed.

The only flaw I saw in the system was that it personality test was for understanding If he is willing to

work but not that if he has the time to work. To understand that we need to incorporate that in our

forms and also the kind of colleges we go to.

3. Propose key projects for TM and L&D for the year 2016.

Projects:

1. iLEAD Programme

2. Productivity

3. Engagement

4. Retention

5. LEAD’s solely for the EB and MB

6. Right recruitment

7. Member: Exchange ratio

8. RnR campaigns

9. Driving down Inner- Outer Journey and LDM

10. iXP

11. LnD

4. How do you see LDM contributing to 2016 and customer experiences? Propose a model

for the same.

LDM plays a key role in building membership as we want to create leaders with the qualities in LDM.

In 2016 the right leaders will only be able to deliver as promised to the customer as they have to see

such qualities in us. When there is a problem a client is facing we need to be solution driven to

implement the right kind of activity.

Thus the focus really shifts how we can start implementing LDM in the different activities we do

rather than they being just a mere session at an LC forum.

LDM has to be a behaviour that is adopted by the EB then by the MB and finally the members. At this

point of time unknowingly AIESECers do follow the LDM but it needs to show professionally and an

output should be created. While taking Department Meets, the EB need to ask their members if they

have followed any of the qualities of the LDM in their department functioning and then once this

information created an RnR campaign can be released to see which department has adopted LDM

effectively and which has not.

1. What emphasis does Marketing as a function hold currently for AIESEC in Pune?

Critically analyse the same. Also evaluate its contribution to growth in all ELD programs,

including Global Leaders Program in 2015.

Marketing as a function holds immense amount of potential as it brings us SQL (Sales Qualified

Leads) which the exchange departments can effectively convert and grow in numbers. Marketing is

the department that portrays the brand of AIESEC to the outside world so that they take up our

programs. As mentioned in my manifesto marketing plays a very important role in our two most profit

making programs.

All promotional activities either on ground or social are executed by marketing to bring the required

SQL’s.

Marketing as a department was focussing more on GCs this year and was able to bring in a fair

amount of raises through its online campaigns that the members helped in promoting.

Marketing gave lesser contribution to GTo compared to GCs through our LinkedIn page and other

sources. More focus required.

Good Synergy with TM for on ground form selling and entering the right college. Better filters (or

right content) should be attached on online leads, to get the right crowd for recruitments.

2. How should Marketing evolve in the LC in 2016? How do you see it contributing to ELD

programs in 2016?

Marketing as a function should move into a phase where content is king. Our two most profit making

programs can only grow when we start getting Sales Qualified Leads than Marketing. This can only

happen when the customer understands the product and wants to read our content and understand it

and then only apply for it.

Marketing contributing to ELD programs

GCs GCo GTs GTo

1. Bring Campus

Ambassadors that

are not a part of iLEAD program.

2. Do buzz activities in colleges that

have AIESEC desk

3. Run Social Media campaigns with

rich content. 4. AIESEC Live!

5. Partner with youth centric activities in

the city.

6. EP showcasing videos to be shared

on the blog.

1. ICX to have a LC

theme on which

internal marketing is done.

2. Impact Showcasing videos and project

reports to be

shared on the blog 3. EP booklet to be

made for matching help

4. When they sell CSR projects to

corporates, go with

concrete marketing plan as well

1. To have one

marketing

campaign every raising season.

1. Email Marketing

with rich content.

2. LinkedIn Page promotion and

SEO’s 3. Client Showcasing

videos to be made

so that they can be used for raising as

well as matching 4. Stories showcased

on blogs 5. Tie up with

corporate as well

as start-up events in the city.

1. What are the various spheres in the LC in which Communication & Information

Management plays a huge role or can a play a huge role? Propose innovations for all of

the spheres.

All the spheres in the LC at this point of time require communication and information management.

There are times when we exceptionally do well in 1 portfolio and sometime later fail miserably at it.

Here information management comes into picture. It can be membership related, client related or for

that matter EP related.

At this point of time I believe we need to create resource hubs for all our TM related documents so

that every new EB does not need to create documents over and over again but they are available at

one place. Strategies tried by different EB’s and their outcomes are mentioned in the resource hub.

We should have a database of all our clients till the point of the last transaction with them and pick

up from right there. Rather than going through the process all over again.

A resource hub can be effectively made through a Google drive for all TM related documents.

There are a lot of Database Management Software’s available online which we should use for all our

clients.

Marketing as a portfolio also requires a lot of communication in the way that the trackers are sent out

on time and there is no communication gap while filling up trackers when leads are passed from

department to department. Having a synergy meet every week also helps clarity in the way ahead.

2. Comment on how you envision the role of Information Systems in the functioning and

administration of the local committee in 2016.

Information Systems are created for the LC’s benefit itself. People need to understand that, once they

understand that. Tracking has be to be driven down as a behaviour. First the EB, then the MB and

then finally the GB. For it to become a behaviour we have to lead by example and make sure we tack

every interaction with the client.

The functioning and administration then becomes smoother and faster. As soon as we put the

company’s name in the software we know what kind of interaction has happened where and then

clear action steps can be taken. This activity will boost our CRM and in turn benefit the LC in the long

run.

Dear Gorkey,

The first thing that comes to my mind about Trishul is that he chose to skip his 12th grade

Preliminary examinations for Swedish House Mafia Concert. He has always been that thrilled

and electrified man since the beginning. In May 2014 when I decided to join AIESEC, the first

person I saw when I entered office was Trishul Navlakha and I breathed a sigh of relief.

Trishul has played an important role in my AIESEC journey as a new member, I do not think

he is even aware of this. It was because of his persuasion that I applied for the Management

Body. There is something about this man that makes him give his 100% to complete a task,

let it be small or big. If he finds something that he wants, he will do whatever it takes to get

it. I've noticed that he's always on his toes, looking for something to give his best to. If one

door closes, he's already looking for the next opening. He is one of those people who

always thinks big and wins big successes. Never have I ever seen him settle for less.

Trishul’s journey through AIESEC has been long, diverse and vibrant. He has worked with

different people and seen the conditions of this LC grow and get better. He has given his

best as always in all the different departments that he has been a part of. He is responsible

for the success of Empower 2014 and JNC 2015. But most importantly he created the Board

of Advisors for our expansion city - Nagpur and managed the Board of Advisors of AIESEC in

Pune. This has been one of the major goals of AIESEC in Pune. His term from being a

member to a Vice President has been extremely eventful and full of new ideas.

Trishul believes in his capabilities but more than that he believes that if everyone can put in

effort, goals and success can surely meet. His presence in the room is always felt and after a

conversation he leaves a mark of greatness behind. From Junior college to now, Trishul has

never failed to surprise me. His passion to achieve only the best makes him apply for this

prestigious post. By this I, Ashwini Gowdara, proudly endorse his application for the position

of Local Committe President 2016 - 2017 of AIESEC in Pune, India.

Sincerely,

Ashwini Gowdara

Vice President - Marketing

AIESEC in Pune, India.

To

The President,

AIESEC In Pune

Subject: Seconder for Trishul Navlakhas’s application for the office of the Local Committee President

of AIESEC In Pune, India 2016-17

The one thing I have noticed about Trishul is that he is always driven by one common yet strong

aspect in anything he does which is “to make a difference”. He strongly believes that work is never

done. What this says is that a single person with a small team which has one common ambition can

achieve every dream which every generation dreamt of.

And that’s why Trishul Navalakha stands today for the post of LCP. He has always been stated as a

person who holds on to a singular dream or something that may not be possible but I now I realized

it’s his strong belief and passion in making that dream into reality which drives him.

I really got to know and understand Trishul’s potential to grow and his passion to help people, not

only to the person on his left or right, but how to make a massive difference to the society and that’s

why I think Business Development as a portfolio fits his adrenaline the best, a portfolio which he has

brought fundamental changes in the way it operates and should operate in the future.

Trishul’s approach to work is very efficient in a way many people want to work towards but are just

too lazy to do. It is to make the complex stuff simple by not breaking it down but to look it at from a

common man’s point of view

He is an individual that has taught me not only why I should chase my dream but to pursue it with

the right determination and also to be have fun along the way.

With this, it’s my absolute privilege to second Trishul Navalakha’s application to the office of Local

Committee President of AIESEC in Pune, India 2016-17

Yours Sincerely

Himmat Shaligram Vice President Global Talent Students AIESEC in Pune, India 2015-16