specific questionnaire

SPECIFIC QUESTIONNAIRE ANDREEA FRATILA

Specific Questionnaire

1. Present your strategy on how to decrease the delivery time and how to increase

the realization rate on Outgoing GIP in AIESEC Romania for the following term.

Starting in the logical order the first step to decrease delivery time and to increase the

realization rate is to align Supply and Demand. Although we have worked with this, it

was more in theory than practical, because at this point we tend to target the wrong

students and to have nothing to offer to them. So making a clear profile of the students

we want to recruit according with the demanding TNs on the platform, will enable us

with shortening the delivery period and realizing our objectives. Related to this, comes

signing partnerships based on specific needs, so for example if we will make a

partnership with Norway immediately after they get the desired profile of an IT

student/graduate, and we will recruit based on that profile, of course the matching

time will be really short and the rate of realization will be increased. The key for this

to happen successfully is to have these partnerships done in time, analyzing the student

market that we have (not promising what we cannot deliver) and having specific

numbers of Ra, Ma, Re, established in our partnerships.

Another important strategy in order to decrease delivery time and increase the

realization rate is having an EP management system implemented and coordinated

from national level, in this situation we will have somebody in charge to take care of

EPs and service them and keep them focused on finding the suitable internship. Also

related to servicing the EP, is a talent capacity growth strategy, meant to contribute

to the preparation that GIP EPs need, and it's about having professional preparation on

their specific needs or even a short internship in a local company in order to increase

the level of knowledge they have and to gain the necessary competences in order to

get matched as soon as possible. So basically this strategy solves every bottleneck that

appears every step of the delivery period of a GIP.


2. What should be the evolution of each sub program on Outgoing GIP? What are the

concrete steps you are going to take in order to reach the performance stated?

Working with ongoing recruitments and introducing 2 more sub programs: Global

Economics and Global Business is one of the most important steps to be taken, which

will ensure reaching the performance stated.

As you can see in the Gantt attached with the evolution of sub programs, the concrete

steps I am going to take are firstly regarding having as main supplier of number of

experiences, Global IT, mainly because AIESEC Romania is recognized at international

level for the quality and quantity of IT EPs, and has all the support needed in order to

reach this level, but also because the IT sector is on second place in Romania, as number

of students and graduates provider.

The second step is to invest a lot in the economic students, because this is the

specialization with the highest number of students in Romania and also according to

this term realizations, is the sector which provided more than half of these realizations.

Also developing 2 new sub programs on this area will guarantee the coverage of a bigger

market share, so having Global Economics and Global Business, besides Global

Marketing will ensure the necessary pipeline for realizations.

Global Education will go in the idea of not missing the peak and this way offering the

results expected, and also having a partnership with the Inspectorate of every city in

order to have the targeted market (the exam for becoming teachers). Global

Engineering will be especially focused in the LCs which have a bigger amount of

technical students, thus covering a need of the market.

The most important, in order to bring the results expected, is to know and understand

our market, to have every time in mind that each and every one of the sub programs

stages should be specially created to their needs and time.

*Gantt attached

3. How will you manage the marketing strategy of AIESEC Romania on Outgoing GIP

taking into consideration the national sub programs?


In order to have a better management of the marketing strategy for outgoing GIP, it is

needed to understand the market, thus leading towards a better market reach. Having

in mind that outgoing GIP sub programs are already defined, their value is known by

the organization, the further step is clear positioning in the market, which will be easy

to do if it will be followed the next flow: Goal (what is the goal?), Target (which are

the characteristics of the target audience? which are the habits and behaviors of the

target?), Channels (which are the channels used by the target audience?), Message

(what would like the target to hear?), Action and Quality and Quantity measurement.

The alignment of back office strategy with front office strategy will create the perfect

environment in order to implement the marketing strategy based on sub programs,

already existing.

4. Analyze the performance on Outgoing GIP in the last 3 years in AIESEC Romania. How

will you ensure a constant growth in quality and quantity in GIP on the following term?

Term Realized

2010-2011 169

2011-2012 148

2012-2013 77

Q3 Ra Ma Re

2010-2011 69 69 64

2011-2012 115 47 56

Growth 66,67% -31,88% -12,50%

2012-2013 98 42 40

Growth -14,78% -10,64% -28,57%


Q4 Ra Ma Re

2010-2011 43 38 50

2011-2012 52 31 29

Growth 20,93% -18,42% -42%

2012-2013 74 26 23

Growth 42,31% -10,64% -28,57%

In terms of growth, GIPo was in a decrease in the last 2 years so in order to propose

strategies which will ensure a significant growth for the next term, let’s take a look,

on how the situation is on quarters. In Q3, GIP has been decreasing in the last 2 years,

but what is important is the gap between RA, MA, RE. In 2010-2011, the difference

between RA, MA, RE, wasn’t alarming, but starting with next term, a big gap can be

seen, which means that the rate of realization and retention of EPs on the platform in

considerably dropping down.

In Q4, it can be observed that comparing with 2010-2011 and 2011-2012, AIESEC

Romania had an important growth in terms of Raising but what is alerting, is the huge

difference between raised and realized.,

In order to prevent this enormous gaps, an EP management system is required to

ensure the servicing of the EPs, this way having a bigger retention rate and a bigger

realization rate, and also increasing the quality of their experience. In terms of reaching

the realizations wanted for next year, it is really important to have a pipeline for each

sub product throughout the entire year which will be ensured by the correct

implementation of ongoing recruitments for each sub program and by going

externally, understanding the need of our market covering it. Also having excellent

collaboration with the universities, will ease our recruiting process. Implementing in

the correct manner the project based sub programs, it will ensure the growth in the

quantity of realizations but also in the quality of the experiences offered.


5. Present the main bottlenecks that kept AIESEC Romania from achieving the

objectives planned on Outgoing GIP. What will be the key strategies for each of them,

that you are going to implement in order to achieve the objectives planned?

Bottlenecks Strategy

Chaotic planning Understanding and using backwards planning in

order to have realistic realizations planned. And

also guidance in order to know how to have pipeline

for the entire term.

No. of members working for GIP and the

lack of preparation

Working from the national level (MCVP OGIP and

MCVP TD) together with LCVPs in order to distribute

the human resource accordingly to the needs,

moreover externalizing to other areas (TD and

COMM) some parts of OGIP OCs, and in terms of

preparation having TTX local regionals or national

made and implemented on a framework from the

national

Not having the pipeline for GIP

(especially in the summer period)

Implementing from March until July ongoing

recruitments global internship program on specific

sub products.

Lack of realization during summer due to

matching

Implementing an EP management system in order

not to lose EPs and having partnerships in these

time, established beforehand.

Wrong implementation of sub-products Having at least twice a year a conference at national

level with all OCP for each sub product, in the same

idea as 5TTC for Grow, in order to improve the

implementation.


Supply and demand management in

theory but not practical

Align them correctly, having a framework from

national level and implementing it at local level,

and making it an action step in the implementation

of each sub product.

Same methods of promotion, not

efficient and not able to reach the

targeted audience

Market understanding in order to see which methods

of promotion will work for each segment of the

market and also to know how to reach students and

partnership with the University to offer support and

more credibility in front of the students.

Not having a clear responsible for the

marketing part (national and local level)

During planning both areas should work together in

order to know for sure who is responsible for what.

Really big number of applicants but

small number of selected people

Understanding our market is really important

because in this way we will be able to reach the

appropriate students and to make them understand

what they are applying for.

specific questionnaire

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