1. LC’s reaching 500 IGIP Realizations through Product and Project Development & Specialization

1. National Initiative: The national government through “Programa de Transformación

Productiva” is boosting the growth and investments in this sectors.

2. Relevance in Latin America: Colombia ranks thrid in Latin America in IT products

sells. It represents investments of US$6.118 millions.

3. IT Clusters all over the country: There are many local and regional initiatives

between the companies of this sector to grow together. That’s why we can find TIC Clusters in

many places: CaribeTIC (Barranquilla), Cluster Tecnología, Información y Comunicación

(Medellín), NetworkIT (Coffee Zone Regional Cluster) or Living Lab (Bogotá).

4. Constant Income Growth: The incomes from IT sector have triplicated in 6 years! and

BPO incomes have multiplied by 10 during the last decade!

5. Big amount of specialized talent required: This companies usually require very

specific talent and skills and in big quantities. AIESEC could provide the quality and amount

they need.

1. GCP’s: We have good cases that shows to big companies that we are able to work with them. SAB MILLER, Novartis,

Suramericana, Carvajal, Pagus S.A.S and Deloitte are just some of the examples we can show. If we have worked before with

companies like the previously mentioned, we can work with more of them.

2. Project Development: Companies like SAB MILLER and Pagus S.A.S. require our services to develop specific projects

with our specialized talent. Regional expansion and talent hunting projects are between their priorities. AIESEC fits perfectly

those needs and is able to fulfill it.

3. +1000 Big and Middle-Big Companies: We have just seen the top of the iceberg. There are hundreds and hundreds

of big and middle-big companies in the country with budget availability to invest in talent and projects. We just have to show

them that AIESEC can create, execute and deliver high quality value propositions to their projects representing win-win

relationships to both sides. - Global Process Outsourcing Sub-Product

- IT Solutions Sub-Product

- Go Global Sub-Product

- Int. Commerce Sub-Product

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Based on Sales Win GCP from AIESEC Uninorte (25

TN’s with Sykes Colombia S.A.S.) the main sales

arguments are:

- Specialized talent: Companies from this sector

require people with a very specific knowledge,

which is not easy to find. Hiring AIESEC talent

allow them to count with high-qualify talent and

avoid them to lose time training in some

particular knowledge, because they already have

it.

- Cost reduction: AIESEC program costs are

below the regular investment they usually do per

employee. They can count with best international

talent a lower cost than a local worker.

- Easiness in hiring: Being flexible and allow

negotiations like allow the “C.U.A” payment not

when the agreement is signed, but when the TN

is already matched; make the TN Taker feel

comfortable about the dealing we are closing.

- Legal & delivery support: Counting with the best

talent of the world and not having to deal with

visas, housing, legal immigration requirements

and similar, makes the TN Taker to feel more

confident about working with AIESEC.

Based on Corporate GCP from AIESEC in

Colombia (20 Realizations in last 3 years with SAB

MILLER) the main sales arguments are:

- Talent enrichment for project: SAB MILLER

needs AIESEC talent to do many of their

development projects. One of the main

reasons they have this partnership is

because they can count with qualified young

people who provides relevant ideas,

initiatives and actions which improve their

planned project.

- Talent hunting: With AIESEC they have the

opportunity to shape the skills and

competences of an excellent young leader

during the internship, and then, offer them the

opportunity to keep working with SAB

MILLER after the end of the exchange. Many

trainees keep working with them after the

internship and the company assure them to

keep with excellent an trained talent.

- Previous experience support us: AIESEC

support to ensure high quality experiences in

their trainees have made this partnership

successful through the years.

Uninorte

I will encourage the following LC’s to work in the

previously mentioned sectors:

Manizales

Andes

Cartagena

EAFIT

Javeriana

EIA

Specialized in

ITO & BPO

Specialized in

Corporate

This is just a draft proposal, but LC’s that are

willing to work with this sectors, should fulfill

some requirements in order to confirm they

are potential to work with them and to assure

high qualities experiences and satisfaction to

our trainees and TN Takers. Here are some of

the criteria that could be taken into account:

- # of realizations in previous years

- TN Taker retention rate average (how many years a TN

Taker stay working with the LC.)

- NPS Rate

- Financial liquidity from LC (to support operations)

- # of members actively working in IGIP

- RA-MA-RE efficiency rate (in order to fulfill the promise

made to stakeholders)

- Sector’s potentiality in that city

- Previous GCP’s or experience in sectors sub-products

- Current contacts and networking from desired sector

2. MATCH & INTERNATIONAL COOPERATIONS Analyzing the LC’s ET’s RA-MA-RE results from AIESEC in Colombia since 2010 until 2013, we can

notice that in 4 years we have raised 486 forms, matched 340 TN’s and realized 336 experiences. After

reviewing each ET TN matched in the last 4 years, there are 10 countries which has been our main

partners and suppliers of EP’s for ET’s TN’s. Those 10 countries (showed in the table “LC’s Main Match

Partners (2010-2013)”) represent approximately 68% of total matches between 2010 and 2013.

However, there are 3 countries from those main suppliers that represents 37% of total matches. They

are: United States, Russia and Poland. The previously mentioned countries should be our partners to

match match most of our ET’s TN’s.

There are two main

conclusions after

analyzing the

matches of 2012

and 2013 from each

country:

1. Our timelines

match

perfectly.

2. They can

barely match

the 50% of

their GIP EP’s,

so they have

still a lot of

capacity (EP’s)

to keep

matching with

us.

1. Timelines match: In order to sell and match

correctly, we must understand the international

supply of GIP EP’s. Analyzing when are the

matches (light green in table “EP’s Supply from 3

main partners (2012-2013)”) and realizations (dark

green in table “EP’s Supply from 3 main partners

(2012-2013)”) from our main partners and

comparing it with our ET’s TN’s Timeline, we can

notice that it match perfectly. The ET’s products

that we sell need their matches when United

States, Russia and Poland need them too. Also,

realizations are planned during the same period of

time we and they need.

2. Matching capacity: In 2013, United States,

Russia and Poland raised 537, 477 and 730

respectively, and they only matched 40%, 60% and

44% of their EP’s. They still have a lot of EP’s to

match with us, if we provide them the TN’s to do it.

When it is about to cooperate, we must first identify who is the person with the decision

power to establish the international cooperation. One of the “secrets” for success in

businesses is to develop cordial professional and personal relationships with your partners.

The perfect space to do it is during our international conferences. We plan the cooperation

before the event, but we create and consolidate the plan together during the event. That is

why the attendance of exchange areas to international conferences is completely necessary.

In order to manage an international cooperation correctly, we must follow some steps or

phases during and after agreeing to do the cooperation. 1. Establish WHY the partnership is relevant.

2. Review past performance (at least 2 years) of GIP RA-MA-RE.

3. Define which sub-products/profiles will be required and the goal

for each.

4. Clarify internship details (Duration, backgrounds, languages, etc.)

5. Prepare a timeline of RA-MA-RE for both parts.

6. Choose a communication channel to keep in contact and track

tool.

7. Set who will be the main responsible for the cooperation in both

sides (MCVP, LCVP, Managers or others).

8. Determine co-delivering aspects.

9. Review previous steps and confirm goal of raises, matches,

realizations and expected NPS.

10. Regular review meeting and follow up.

3. LOCAL GOVERNMENTS = OPPORTUNITY FOR GROWTH AND RELEVANCE

Educational projects with local governments represent a

big opportunity for us to growth in our results and escalate

in our impact and relevance inside each city.

Mayoralties and governorates will always have education

development inside their plans and budgets. There are

specially two things that supports that previous statement:

National Plan “Colombia Bilingue 2019” and the article 21th

from law 115 of 1994 – The general law of education.

It is a national government

program which aims to increase

the communicative competence in

English in the entire education

system and strengthen national

competitiveness. In this task,

teachers and educational

institutions, public and private, and

all levels that are part of the

educational system are

fundamental: from Preschool to

Superior Education.

The goal is to reach, until 2019,

English levels between B1

and C1 among

Colombians.

Article 21 of the Education Act (Act

115 of 1994) states that

educational institutions must offer

to their students learning a foreign

language from the basic level. It

doesn’t matter if it is a public or

private institution, or basic or

superior education.

Uninorte

Andes

Cartagena

Manizales EAFIT

Even if almost every local

government of the country

will invest in education, not

all the local committees are

prepared to manage big

projects with them. I will only

encourage 5 LC’s to work

with their local government:

Andes, Cartagena, EAFIT,

Manizales and Uninorte.

I established 5 criteria to be

considered, in order to allow

a LC to manage a project

with their local government.

The previously mentioned

LC’s fulfill at least 3 of 5

requirements presented

here:

Their historical results must show that they have experience and knowledge

about ET TN’s. For instance, Uninorte and Cartagena have realized 66 and

31 ET TN’s in the last three years!

There are already projects and programs about internationalization in

education or innovative methods of teaching/learning. There are cases

like this in Cartagena, Medellín and Bogotá.

LC has previous and successful experience working with big allies or local

government. It should not be necessary regarding exchanges experiences. It

could be organizing massive events together or similar.

LC must have an accumulated average of at least 10 realizations

per year during the last three years. LC must be use to run delivery

for trainees IGIP.

It refers to having the sufficient amount of members to

deliver a project with the government of at least 20 TN’s.

3. Legal Support: Doing projects with the government could represent risks

to the organization if we don’t do it correctly. For instance, if we don’t perform the

project as it was stipulated, we won’t be allow to do projects again for more than

10 years, and we must pay a monetary penalty for it. That’s why we, through

AIESEC in Colombia lawyer and MCVP F&M must detailed support legal aspects

of the project, and specially the ones related to the agreement and negotiation.

2. Project Development and Project Management: When it is about to working with the

government, you work WITH them, not to or for them. This means that you both are cooperating and

working together in order to accomplish a national initiative. ..you are not just selling TN’s, you are doing a

massive impact PROJECT. LC’s must be trained and supported by MC, BoA, Externals, Education

partners or anyone who can improve their skills and knowledge in order to formulate, propose, execute,

develop and review/re-plan projects. LC’s should be able to correctly formulate objectives, set a budget,

create an impact report of the project, establish task to parts involved, plan in detail daily, weekly and

monthly activities, conformation of team structure and so on.

1. Government inquiries and organization credibility: We are

young people working voluntarily in a nonprofit organization. Sometimes, the

external sector don’t take us seriously and don’t fulfill the deadlines, delay in the

payments, or even reply our messages and calls. MC support is fundamental to

show what we really are: young leaders empowered through volunteerism

working in a global impact organization. The MC must show how professional we

(AIESEC members) are and strengthen our credibility. On the other hand, MC

must provide some documents and endorsements that government requires and

they don’t have. For instance, MC must provide documents as “Registro ante

Cámara de Comercio”, or endorsements/reports from previous success projects

such as: Volunteers Colombia, SAB MILLER Partnership or Acción Social Project.

4. Match Support and Delivery Standards: Weekly international supply analysis and strong

international cooperation must be provided by the MCVP IGIP in order to match those TN’s and fulfill the

promise we made as organization. Co-delivering and alignment of delivery standards between LC’s,

MC, and trainees will be required in order to assure high quality experiences.

Having a whole functional area focused only in the

delivery of the experiences of our trainees could make the

difference from a good experience to a high-quality one.

We should run SMART (Specific, Measurable, Attainable, Realistic and Timely) strategies like these 3 proposals:

4. HOW TO REALLY EMPOWER OUR SELLERS?

E M P O W E R M E N T

BE

NE

FI

TS

By increasing the

administrative margin 0,1

“SMMLV” (equal to

$61.603 COP) we can

establish a sellers

development fund that will

be used to IXPs and

attendance to AIESEC

learning environments.

IGIP has a great capacity to generate

income for Local Committees. However, most the millions of pesos that IGIP

produces are not reinvested in IGIP and their sellers. If we want to empower our

sellers and keep growing in our sells, we must reinvest in our program!

Most of the incomes of the area come from the monthly administrative

margin (Margen Administrativo Mensual), The value of that margin changes

depending of the city (as the table shows it). My strategy will be to increase 0,1

“SMMLV” our administrative margin. The increase will be equal to $61.603 COP. It

has been done before, and the TN Takers barely notice the change.

Selling is not difficult, but it requires

determination, preparation and discipline. My strategy pretends to reward directly

the sellers who strive to sell and realize experiences. It is simple. If a TN is realized,

we will receive monthly the administrative margin. AIESEC will receive their share

(0,64 “SMMMLV”) and the person who did the sell will receive the remaining 0,1

SMMLV . This is how each seller, will develop their sellers development fund. Using

this model, a person that sells a 5 GIP TNs project which has a duration of 6 months, will be accumulating an amount of $1’848.083 COP!

This money can be ONLY used to pay fees of AIESEC internship

programs (GCDP or GIP) or fees for local, regional, national or international

conferences of AIESEC. It could be use to afford expense related to the internship

(after matched), or to attend the conference (after paying the fee). The LC through

the LCVP Finance will keep the money of each seller, not the seller. The LC will

provide the money to the seller after they confirm the participation of the seller in the

internship program or the attendance to the event. There is a limit of accumulated

money (per seller) and it must be used in a given period of time (1 calendar year),

otherwise, the LC will keep the money. The incensement must be applied to all the

TN’s, in order to avoid misunderstandings with the TN Takers.

More people will feel empowered to sell in IGIP, because they will realize

that they can afford their own AIESEC career with their work in the area. Also, IGIP

sellers will receive the education and preparation (through events) to keep

developing their selling skills and competences. Finally, we will promote OGCDP

and OGIP internships in our own membership, and bring results to those areas. This

strategy could be adapted to the others exchange areas.

When it comes to IGIP, there are to parts involved; our partners

and our members. However, there are few spaces (or none) where our top members can meet with

our top partners and vice versa.

IGIP, BD and PPRR will work in synergy to deliver our national allies night. A yearly event

where out top performance members will meet with presidents, CEOs, managers and representatives

from our top allies, in order to develop personal and professional networking.

Our members will be empowered with this great opportunity to meet, talk and share with

some of the most important business people of our country. This will definitely contribute to their

personal and professional development. Actually, this could bring results in our operations by

establishing new alliances with the partners located in more than one city of Colombia. Only our best

sellers will attend to this wonderful event.

United

Nations (UN) states: Empower young people through volunteerism. We are not alone in our mission.

We are not the only organization that works with young volunteers, we should support

ourselves with well-recognized organizations in order to look for acknowledgement from them to our

members. United Nations, IAVE (International Association for Volunteer Efforts), universities or the

government are just some of the organizations that we can cooperate with.

Establish partnerships with those organizations and receive certifications or diplomas for

the volunteers hours, business operations, or the positive impact that we create, will encourage our

sellers to keep on selling, because they will not only be recognized by AIESEC, but also for world-

wide NGO’s or relevant organizations of our country.

Video here