Anual Cluster&Ranking Report

2011

Introduction The Cluster and ranking is a tool created to provide the LCs in AIESEC CAS the opportunity to understand their reality based on results. Its main objective is to provide the LCs an overview of the reality, not only of their LCs, but of CAS as a region. It also provides recommendations to implement at local level and to reduce and eliminate the gaps that they might have.

Quarterly Results Analysis 2011 Organizational Goals 2011 per LC Organizational Goals

ULACIT

UCR

USMA

TEC

UTP

UNA

LATINA

#of Exchanges

22

50

75

28

16

6

5

#of Members

60

110

75

77

80

25

20

#of Leadership Roles

17

27

30

18

18

8

8

3

7

10

4

4

2

0

#of members experience

with

X

and

L

2 LC Development and Expansions 2011

Organizational Goals 2011 – realization per LC Organizational Goals

ULACIT

UCR

USMA

TEC

UTP

UNA

LATINA

#of Exchanges

6

34

76

18

16

3

1

#of Members

64

99

80

75

66

12

18

#of Leadership Roles

21

29

30

35

29

17

5

0

5

7

4

2

1

0

#of members experience

with

X

and

L

Organizational Goals 2011 – percentage of fulfillment per LC Organizational Goals

ULACIT

UCR

USMA

TEC

UTP

UNA

LATINA

#of Exchanges

27%

68%

101%

64%

100%

50%

20%

#of Members

107%

90%

107%

97%

83%

48%

90%

#of Leadership Roles

124%

107%

100%

194%

161%

213%

63%

0%

71%

70%

100%

50%

50%

N/A

#of members with X and L experience

2011 is over and with it comes the moment when Local Entities need to review their achievements of the year and the opportunities that AIESEC has presented them in order to make their LC grow and provide their members personal development as well. In this issue of the report you will find averages, and annual achievements, which you can use to base your local planning in order to attack those gaps you may have and to encourage you to keep the projects that have made you grow this past year.

3 LC Development and Expansions 2011

Development per LC LC ULACIT Health and Performance

ACHIEVED

PLANNED

Organizational Goals Q1

Q2

Q3

Q4

Exchange

4

5

7

6

Members

50

50

60

60

Leadership Roles

7

15

17

16

X+L

0

0

1

2

Q1

Q2

Q3

Q4

Exchange

1

2

0

3

Members

28

44

60

64

Leadership Roles

6

10

21

21

X+L

0

0

0

0

4 LC Development and Expansions 2011

In the case of LC ULACIT, their growth was more focused in development of membership, as we can see in the charts, members and leadership roles were achieved and over achieved respectively. However, exchange was underachieved. This is normal considering that, eventhough their came to be from LC ULATINA, there are practically a new LC and its development will happen similar to that in an extension.

5 LC Development and Expansions 2011

LC UCR Health and Performance

ACHIEVED

PLANNED

Organizational Goals per Q Q1

Q2

Q3

Q4

Exchange

8

5

25

12

Members

70

99

109

110

Leadership Roles

12

6

5

4

X+L

1

0

3

3

Q1

Q2

Q3

Q4

Exchange

8

8

15

3

Members

95

103

101

99

Leadership Roles

55

20

27

29

X+L

1

0

2

2

6 LC Development and Expansions 2011

LC UCR is the oldest and biggest local entity in Costa Rica, for this reason, they have a big responsibility on their shoulders. During the first two quarters of 2011, LC UCR achieed most of their goals, however, during the last two quarters, they undera chieved their Organizational Goals, which led to a drop in their percentage of achievement for 2011.

7 LC Development and Expansions 2011

LC USMA Health and performance

ACHIEVED

PLANNED

Organizational goals per Q Q1

Q2

Q3

Q4

Exchange

17

24

18

16

Members

70

80

80

75

Leadership Roles

10

8

7

5

X+L

2

2

2

4

Q1

Q2

Q3

Q4

Exchange

13

29

15

19

Members

46

85

82

80

Leadership Roles

13

8

7

30

X+L

0

4

2

1

8 LC Development and Expansions 2011

LC USMA is the biggest LC of Panamá and the highest performance LC in CAS, which gives them an advantage over the rest, and also gives them a big responsibility towards the small LCs in order to grow as a region. During this 2011,we can observe that in all their organizational goals, they were able to keep a steady performance. The highest drop was caused in X+L during Q3, and the highest rise was in Leadership roles during quarter 4. Congratulations LC USMA on such a good performance during 2011.

9 LC Development and Expansions 2011

LC TEC Health and Performance

ACHIEVED

PLANNED

Organizational Goals per Quarter Q1

Q2

Q3

Q4

Exchange

6

6

9

7

Members

45

70

75

77

Leadership Roles

8

16

18

18

X+L

1

1

0

2

Q1

Q2

Q3

Q4

Exchange

7

1

6

4

Members

52

67

69

75

Leadership Roles

28

34

33

35

X+L

1

1

1

1

10 LC Development and Expansions 2011

LC TEC had an amazing comeback in the past two years, and 2011 was no exeption to the rule, their performance was worthy to notice. They did not achieve their exchanges goal, however they opened new markets that TEC had never looked for, and open ed the door for EB 2012 to keep on the good work they have been doing. Regarding members and X+L, a congratulations is at hand since they kept it really steady throughout the whole year, and Leadership Roles was an overachievements from quarter 1. Amaz ing work LC TEC.

11 LC Development and Expansions 2011

LC UTP Health and Performance

ACHIEVED

PLANNED

Organizational Goals per quarter Q1

Q2

Q3

Q4

Exchange

5

3

4

4

Members

55

65

70

80

Leadership Roles

10

14

16

18

X+L

0

1

1

1

Q1

Q2

Q3

Q4

Exchange

4

6

7

0

Members

56

70

62

66

Leadership Roles

12

15

18

29

X+L

0

2

0

0

12 LC Development and Expansions 2011

During 2011, LC UTP focused on growth, compared to other years, in which their focus was more on development of members. As seen in the charts, that was not overlooked this year, they still kept the high quality of the knowledge of their members by providing leadership roles and keeping a steady number of members. However, in terms of exchange, even though they had a good performance during 2011, Q4 had a big drop in Exchange realizations by achieving 0, which led to a dro p in the percentage of fullfillment, X+L had also a big drop in Q3 and was not able to recuperate for Q4. Still, LC UTP, broke barriers and thanks to that, they were able to sign two more TN takers in the year, congratulations.

13 LC Development and Expansions 2011

OE UNA Health and Performance

ACHIEVED

PLANNED

Organizational Goals per quarter Q1

Q2

Q3

Q4

Exchange

2

2

8

1

Members

20

20

10

25

Leadership Roles

2

4

1

1

X+L

0

0

0

2

Q1

Q2

Q3

Q4

Exchange

0

1

2

0

Members

18

14

12

12

Leadership Roles

2

6

5

4

X+L

1

0

0

0

14 LC Development and Expansions 2011

Official Extension UNA is to turn two years in 2012, last term was an opportunity to grow and become full status LC, however external situations caused the unachievements of the goals. For members and leadership roles, the achievement vrs. The plan was very steady, however, they need to take into consideration a more focused recruitment for this 2012, in order to increase the membership thus their operations. Regarding exchange, OGX is always a safe zone in public universities in order to take advan tage of the summer vacations. You can also consider projects in ICX with the university as well as with diverse companies, not selling one exchange at a time.

15 LC Development and Expansions 2011

OE LATINA (Q3&Q4) Health and Performance

ACHIEVED

PLANNED

Organizational Goals per quarter Q1

Q2

Q3

Q4

Exchange

-

-

0

5

Members

-

-

10

20

Leadership Roles

-

-

7

8

X+L

-

-

0

0

Q1

Q2

Q3

Q4

Exchange

-

-

0

1

Members

-

-

10

18

Leadership Roles

-

-

6

5

X+L

-

-

0

0

16 LC Development and Expansions 2011

Official Extension LATINA is the youngest LC of AIESEC CAS, with barely seven months in existance, however in those seven months they were able to achieve one exchange with DELL as national partner and sign a new TN Taker, Dunbar. Their membership was continous during the two quarters of last year and their leadership roles, decreased a little thanks to several external situations. This 2012, they will need to work hard this first quarter in order to achieve their goals, and provide a healthy pipeline for the next EB to continue their work. I encourage all the biig LCs to support LATINA, UNA and ULACIT in order to grow as a regio n and be the impactful organization we want to be.

17 LC Development and Expansions 2011

Recommendations per area for 2012 Finance, Legal and Administration 1. Account Management a. Start to plan what kind of specific improvement you are going to implement in order to improve the account management, not only for companies but also for interns. 2. Fundraising Activities a. Since FLA area can generate resources encouraging LC to run different activities, planning sustainable events (external conference, Global Village, Christmas dinners, Rewards & Recognition activities, etc) and overall, support the OCs on selling Non Exchange Product (if in our Local Structure doesn't exist an Area for this or another one has this task) 3. Investment Initiatives a. Develop investment plan for increasing numerical results, financial health and quality.

External Relations 1. Sales focus a. Review your local structures and focus more people in selling and approaching new companies 2. CRM focus a. Keep CRM updated so you will avoid misunderstandings between entities 3. Synergy a. Make sure that all members of Money Makers (ER, ICX, FLA) are aware of the processes that each one takes care of so you will avoid mix-ups.

18 LC Development and Expansions 2011

Incoming Exchanges 1. Sales a. Time to market segmentation and start to sell exchange products! Define the targets for GIP and GCDP selling, according regional and/or local products. Don't hesitate to ask help to the MC and be prepared to online trainings. 2.

Delivery processes a. We are facing challenges in delivery processes: TN takers and Interns management. Organize quality surveys, followup meetings and intern’s integration.

Outgoing Exchanges 1. Recruitment a. Recruitment is coming so what is the main behavior they need to have? Being effective and fast, which means selection process in maximum two weeks, train as much people in the LC as they can to run interviews so it's not only up to OGX. 2. Reintegration a. Soon the EPs that we send on GCDP will be back so talk with TM and find suitable JD for them in area of OGX, ICX or ER. We need to include this people as much as we can into LCs because they are our word of mouth promotion and we need to take advantage of their motivation and knowledge about other realities.

Communications and Information Management 1. Tracking and Reporting a. Establish one plan for tracking & reporting: Have a meeting per month and in the agenda have focus on the HI & KPIs to make it easier when you will report at end of Q and work on the gaps. 2. Communication Strategy a. Establish ONE channel and rules per type of Communication: 19 LC Development and Expansions 2011

 Mails & Spams  Teams & Groups  Communication from EB to LC  Newsletters  Regional Communication  External Communication 3. MyAIESEC.net a. Check the myaiesec.net platform. make trainings and activities to ensure that the membership is understanding the platform and to keep all registered on myaiesec.net.

Organizational Structure 1. Board of advisors a. For LCs without a Board of Advisors forming it during the first quarter of 2012 should be a priority

Talent Management 1. HR Planning a. All new members should first get experience in one of the core areas: ICX\OGX\ER and then after 2 month could be reallocated or stay in the area. In ICX\OGX\ER they should have clear tasks that can be completed in this period. This will increase the efficiency of both - core areas (cause there will be more people) and of supportive areas (cause people will understand which is the process that they need to support from TM\COMM/FLA side). 2. Pipeline Management a. Once per Q do revision of members - met with everyone (team leaders can do it, TM - to collect results) to see who wants to continue\leave\change position + how person fulfilled goals on his current position 20 LC Development and Expansions 2011

3. Structure a. Create teams which will last for 3 - 6 month - this way you can provide more leadership and membership positions.

Recognitions in 2011 External Relations AIESEC LATINA for their first TN Taker signed as Official Extension in such a short time: Dunbar AIESEC USMA for realizing the highest number of exchanges GIP and GCDP in 2011 AIESEC TEC for a successful project with Cartago Global, and stepping into the PYMES negotiation world AIESEC UCR for their Community Up project and the amount of partners and incomes obtained through their local events AIESEC ULACIT for their management of their CRM accounts AIESEC UTP for signing two new TN takers in 2011: Cervecería Barú and Syngenta

Outgoing Exchanges AIESEC TEC for their focus on GCDP EPs, expanding their market into private universities, thus bringing a 2015 mentality to their Local entity.

Finance, Legal and Administration AIESEC UCR for running Sustainable events during 2011 - IGROW, Christmas Dinner AIESEC USMA & AIESEC UTP: Improvement Account Management processes in order to offer better experiences for our stakeholders. 21 LC Development and Expansions 2011

VP FLA AIESEC ULACIT - Karen Alvarado: For the support to the MC operations on financial and accounting stuff. VP Legal AIESEC USMA - Celso Arenas: For the support to the MC on the legal stuff in Panama.

Organizational Structure AIESEC USMA for having 4 applicants to the MC 12-13 AIESEC UTP for achieving the full membership status for the first time AIESEC TEC for being the first LC in CAS hosting a Regional Conference

Communications and Information management AIESEC UTP for their performance regarding Internal Communication and Accountability.

22 LC Development and Expansions 2011

LC Clustering and Ranking

Rank

LC

1°

LC USMA

2°

LC UTP

3°

LC UCR

4°

LC TEC

5°

LC ULACIT

6°

OE UNA

7°

OE LATINA

NOTE: This cluster was created from the average of all the clustering of 2011.

23 LC Development and Expansions 2011

LC Clusters 2011

LC C&R Q1 – 2011

LC C&R Q2 – 2011

24 LC Development and Expansions 2011

LC C&R Q3 – 2011

LC C&R Q4 – 2011

25 LC Development and Expansions 2011