Questionnaire

1. Analyze AIESEC in USJ’s External Relations performance over the last 3 years. Outline your main conclusions and identify 3 main areas that need to be the focus for the term 23/24. (You may use SWOT analysis for this task).

2. Please state the relationship between ER, Finance, and organizational sustainability. What is your understanding of the Health Development Index, and how would you improve it in AIESEC in USJ in terms of BD?

3. Find out 3 Good Case Practices (GCPs) in terms of ER from the network and explain them in detail.

4. What is the ER target for your term? Prepare a detailed plan of how you are planning to achieve this.

5. List down 3 strategies and actions clearly that can be taken to establish and maintain sustainable and long-lasting partnerships and how they could be acquired as Entity Partners to the LC.

6. How would you promote sales culture within the LC and train the membership to be good marketers to sell our programs?

7. Propose two new revenue generation methods of your choice that AIESEC in USJ has a higher probability of success and identify key selling points for those methods.

Prepare a proposal for one of the methods you have selected. Your proposal should be good enough to persuade corporates to sponsor/partner with your revenue generation method.

8. As the LCVP BD, how would you contribute and synergize with the front office functions (iGV, iGTa/e, oGTa, oGTe, oGV)?

1. In your words, what is Management Accounting, and how can you apply your management accounting knowledge in the AIESEC finance system?

2. In your view, what are the most suitable product-related investments for AIESEC in USJ, and explain how you would measure the returns of the investments.

3. Finance is a supportive role in AIESEC as well as in most companies, but every company strives to attain and maintain high financial sustainability. What would be your 3 suggestions in order to make AIESEC in USJ a financially sustainable entity?

4. Identify 2 main weaknesses you see in the current financial system in our entity and propose strategies to overcome them in the upcoming term,

5. What are the legal procedures/regulations AIESEC in USJ is accountable for?

6. What is your understanding of the Health Development Index, and how would you improve it in AIESEC in USJ in terms of Finance?

7. Explain the synergy between Business Development and Finance and its importance of it.

8. What's the prominence of having an audit at an LC level, and how would you plan to coordinate an audit between the LCVPs?

9. What are the documents that ensure the legality of AIESEC products? What is your strategy to ensure the legality of each function?

1. Analyze AIESEC in USJ in terms of oGX & iCX promotions using SWOT analysis and identify the possible strategies to match strengths with opportunities.

2. Identify different market segments and online platforms that could be used for oGX and iCX functions and develop a marketing plan for the term consisting of all products. The plan should consist of,

a. Strategies to engage with all of the identified market segments and online platforms

b. A timeline

3. List out all the qualifications that you’ve acquired that would be useful for your position as LCVP DXP & IM.

4. Suggest 3 strategies and innovations that can be implemented to uplift the DXP membership to address the main concerns in our entity.

5. Explain 3 key areas in which digital automation could be useful for the LC. Elaborate on how you would create/implement automation tools within the LC.

6. What would be your team structure (explain with reasons) and their roles?

7. What are the weaknesses you see in IM in AIESEC in USJ right now, and suggest 3 strategies to overcome them and improve the IM aspect in our entity.

1. Analyze AIESEC in USJ as a brand using SWOT analysis and identify the possible strategies to match Strengths with opportunities.

2. Critically analyze the online and offline marketing performance of AIESEC in USJ for the past two years and identify core areas to improve.

3. Identify the key stakeholders of AIESEC and the engagement of marketing with each key stakeholder.

4. Develop a Marketing Plan for the term. The plan should consist of,

a. Strategies to engage with all the identified key stakeholders

b. A timeline

c. A rough budget

5. List out all the qualifications and technical capabilities you have acquired that would be useful for your position as LCVP Marketing.

6. What would be your team structure (explain with reasons) and their roles? How would you train the membership to be good content creators?

7. What are the weaknesses you see in Marketing right now in our entity, and what are your strategies to overcome them?

1. What is the role of People Management at the LC level? What would be the contribution of PM for Exchange Growth and Back office functions?

2. Name 3 problems faced by PM in AIESEC in USJ and give strategies and an action plan to overcome them.

3. What is the most suitable culture that has to be created in AIESEC in USJ? Explain how a potential member profile should be.

4. Explain the MXP process and how that product knowledge can be downscaled to the Leadership Body and membership.

5. Suggest 3 strategies you would implement to strengthen the talent pipeline during the term 23/24.

6. What are your strategies to give the clarity of AIESEC to the membership and enhance their leadership skills as well as functional knowledge?

7. What is your understanding of the Product Development Index, and how would you improve it in AIESEC in USJ in terms of PM (MXP)?

8. How would you implement a performance tracking system inside the LC? How would you assess the performance of the membership, and what are the rewards and recognition strategies you would implement as LCVP PM?

9. How would you increase the member's engagement and motivation by making sure member burnout does not take place?

1. Analyze AIESEC in USJ’s Public Relations Presence at present. Outline your main conclusions and identify three main areas that need to be the focus for the term 23/24. (You may use SWOT analysis for this task).

2. Explain the importance of PR for an entity. And propose steps that you can take to improve the PR presence of the entity.

3. Evaluate one PR-focused initiative of AIESEC in USJ and explain how it can be developed further.

4. Propose two innovations of your choice that you would initiate in the term 23/24 and prepare a detailed proposal on one of the ideas proposed.

5. What are your strategies to keep the external stakeholders of the entity engaged? (University Administration, Partners, Media, etc,…)

6. Identify synergy points with the oGX functions and propose three strategies to support the oGX product numbers and sustainability.

7. Explain the strategies that you would use to improve the H4TF Product operations in the upcoming term. Identify the main issues faced in this area and take into consideration the changes made in the product implementation in the current term.

8. As the LCVP EwA, how would you contribute and synergize with LCVP BD on being innovative and engaging with the external stakeholders?

1. Analyze AIESEC in USJ’s iGT exchanges for the past three years using SWOT analysis & identify the core areas that AIESEC in USJ should develop in terms of GT Approvals & Realizations (use graphs/charts).

2. Analyze the potential market for iGT B2B Raisings, including the modern trends in the economy (locally, nationally, and internationally) and how it supports the raising and realizing the process of the Opportunity Providers.

3. In your opinion, what is the distinction of AIESEC Global Exchange Program compared to other organizations with the same service? How can you use this distinction as our crucial selling point forB2B?

4. Elaborate on the Stakeholder Retention Strategies (Partners & Youth) you will be implementing in the term.

5. What would be the team structure for the iGT team for the upcoming term? How would you motivate members for more exchange realizations? How would you make sure that the focus will be given equally to both iGTa and iGTe?

6. Describe how you are going to balance the supply and demand of the iGT function, including what you would be delivering to the companies and how you are planning to do it in relation to the standards?

7. What is your understanding of VPP, and how will you utilize this program effectively?

8. Identify 3 pressing issues we face in terms of Value Delivery in iGT and propose strategies to implement to overcome these.

1. Critically Analyze AIESEC in USJ’s iGT (Talent and Teacher products) performance in relation to Matching & IR for the past 3 years and perform a SWOT analysis.

2. What is the importance of analyzing past exchange numbers and other data before approaching a potential IR Partner? Briefly describe the types of data you'd analyze, the sources, and the tools you'd use to analyze those data.

3. Identify the bottlenecks in the current Matching and IR processes in relation to iGT and briefly describe the strategies you'd devise to remove those bottlenecks.

4. What strategies would you implement to enhance the continuity/sustainability of IR partnerships? Name five countries you will give priority to when building IR partnerships with reasons.

5. State 3 possible new initiatives that you can bring to the function to develop member motivation and briefly explain how those initiatives could enhance the operation achievements.

6. Identify the external factors that has an impact on the Matching process (both Positive and Negative) and propose how their effect can be utilized to strengthen our operations.

1. Analyze AIESEC in USJ’s iGV exchanges for the past 3 years using SWOT analysis & identify the core areas that AIESEC in USJ should develop in terms of GV Approvals & Realizations (use graphs/charts).

2. Analyze the potential market for iGV B2B Raisings, including the modern trends in the economy (locally, nationally, and internationally) and how it supports the raising and realizing the process of the Opportunity Providers.

3. In your opinion, what parameter in the OD model is iGV in USJ lacking the most? Propose two strategies to improve this parameter.

4. Set an ambitious iGV completion target for the term 23/24 and make a plan and a delivery timeline that you would follow to achieve this target.

5. Taking into account two main issues faced in the term 22.23 in iGV, propose strategies and novel initiatives to overcome them and improve iGV in terms of numbers and value delivery.

6. Explain how you will work in synergy with other VPs who have a direct relationship with your function?

1. Critically Analyze AIESEC in USJ’s iGV performance in relation to Matching & IR for the past 3 years and perform a SWOT analysis.

2. What is the importance of analyzing past exchange numbers and other data before approaching a potential IR Partner? Briefly describe the types of data you'd analyze, the sources, and the tools you'd use to analyze those data.

3. Identify the bottlenecks in the current Matching and IR processes in relation to iGV and briefly describe the strategies you'd devise to remove those bottlenecks.

4. What are the strategies you would implement to enhance the continuity/sustainability of IR partnerships? Name five countries you will give priority to when building IR partnerships with reasons.

5. State 3 possible new initiatives that you can bring to the function to develop member motivation and briefly explain how those initiatives could enhance the operation achievements.

6. Set an ambitious iGV target for the term 23/24 and make a plan and a delivery timeline that you would follow to achieve this target. Propose a few initiatives to achieve your target. Please include a targeted breakdown into monthly numbers considering global realization trends and peak realization periods, countries available for matching in said realization periods, the timeline for the planning stages, etc.

1. Critically analyze the performance in oGTa for the past 3 years, and identify the core areas that AIESEC in USJ should develop in terms of oGTa.

2. Evaluate the oGTa product strategy using its process measurements (Ex. Applications, opportunities, process time, conversion ratio, etc.,) and describe 3 suggestions to improve the product strategy for oGTa and its performance, and present an action plan on how your suggestions can be implemented with a timeline.

3. Make a sustainable IR plan for oGTa to prioritize IR sustainability covering these points,

a. What are the strategies you would implement to enhance IR partnerships?

b. Considerable factors before getting into an IR partnership.

c. How to manage existing IR partnerships?

d. Select five prioritized countries for building IR partnerships with reasons.

4. What are the strategies that you would implement to increase the conversion ratios of the consideration phase till the post-experience phase in customer flow? Clearly mention separate strategies for;

a. Applicants to Approvals (APP-ACC)

b. Acceptances to Approvals (ACC-APD)

c. Approvals to Realization (APD-RE)

d. Finished to Completion (FI-CO)

5. Set an ambitious oGTa target for the term 23/24 and make a plan and a delivery timeline that you would follow to achieve this target. Propose a few initiatives to achieve your target.

6. Identify two main external factors that will affect the oGTa product operations in the upcoming term and how their impact can be utilized for the improvement of the numbers and product sustainability.

7. What is your understanding of VPP, and how will you utilize this program effectively?

1. Critically analyze the performance in oGTe for the past 3 years, and identify the core areas that AIESEC in USJ should develop in terms of oGTe.

2. Evaluate the oGTe product strategy using its process measurements (Ex. Applications, opportunities, process time, conversion ratio, etc.,) and describe 3 suggestions to improve the product strategy for oGTe and its performance, and present an action plan on how your suggestions can be implemented with a timeline.

3. Make a sustainable IR plan for oGTe to prioritize IR sustainability covering these points,

a. What are the strategies you would implement to enhance IR partnerships?

b. Considerable factors before getting into an IR partnership.

c. How to manage existing IR partnerships?

d. Select five prioritized countries for building IR partnerships with reasons.

4. What are the strategies that you would implement to increase the conversion ratios of the consideration phase till the post-experience phase in customer flow? Clearly mention separate strategies for;

a. Applicants to Approvals (APP-ACC)

b. Acceptances to Approvals (ACC-APD)

c. Approvals to Realization (APD-RE)

d. Finished to Completion (FI-CO)

5. Set an ambitious oGTe target for the term 23/24, and make a plan and a delivery timeline that you would follow to achieve this target. Propose a few initiatives to achieve your target.

6. Identify two main external factors that will affect the oGTe product operations in the upcoming term and how their impact can be utilized for the improvement of the numbers and product sustainability.

7. How would you ensure the quality of the oGTe process, EP management, the value proposition of EP, and value delivery for customers from the consideration phase till the post-experience phase?

1. Analyze AIESEC in USJ’s oGV performance for the past 3 years. Analyze the current situation using SWOT analysis & identify the core areas that AIESEC in USJ should develop in terms of oGV.

2. Evaluate the oGV product strategy using its process measurements (Ex. Applications, opportunities, process time, conversion ratio, etc.,) and describe 3 suggestions to improve the product strategy for oGV and its performance, present an action plan on how your suggestions can be implemented with a timeline.

3. Make a sustainable IR plan for oGV to prioritize IR sustainability covering these points,

a. What are the strategies you would implement to enhance IR partnerships?

b. Considerable factors before getting into an IR partnership.

c. How to manage existing IR partnerships?

d. Select five prioritized countries for building IR partnerships with reasons.

4. What are the strategies that you would implement to increase the conversion ratios of the consideration phase till the post-experience phase in customer flow? Clearly mention separate strategies for;

a. Applicants to Approvals (APP-ACC)

b. Acceptances to Approvals (ACC-APD)

c. Approvals to Realization (APD-RE)

d. Finished to Completion (FI-CO)

5. What would be the most effective process for oGV in AIESEC in USJ? What are the things that we should develop within the process?

6. Identify external factors(both positive and negative) that will affect the oGV product operations in the upcoming term and how their impact can be utilized for the improvement of the numbers and product sustainability.

7. Explain how you would utilize digital marketing as LCVP oGV in synergy with LCVP DXP in terms of creating online and offline materials for channels.

1. Analyze AIESEC in USJ’s outgoing exchange performance for the past 3 years. Analyze the current situation using SWOT analysis & identify the core areas that AIESEC in USJ should develop in terms of the attraction phase of customers for oGX?

2. What would be your key selling points when you are doing a promotion for your oGX products to get in B2B raisings?

3. Explain your new strategic implementations for the term 23/24 to increase the sales capacity. Focus on EE & IG engagement when creating your strategies.

4. Analyze the key synergy points with oGX VPs.

5. Identify five bottlenecks in the current context of Lead Club initiating and address them accordingly.

6. List 10 ways of enhancing the front office engagement and performance in IGs.

7. Name and identify 3 alternate market demographics (Customer Segments) for each oGX function and describe a unique selling point for each demographic.