Questions and Consultancy

1.Conduct a SWOT analysis of the current FLA state of AIESEC in Kenya (MC and LC). Detail how you plan to mitigate threats, minimize weaknesses, maximize strengths and utilize opportunities in the term 22.23

2. Assess the current sustainability level of the entity and present a strategic plan on how you will make sure 70% of our revenues make us stable. How will you ensure all our LCs are implementing the Finance Standards?

3. What are the main finance related issues AIESEC in the Kenya is currently facing on a national and on a local level, and what would you do to improve this?

4. Please evaluate the current stakeholders, policies and systems of the area from the point of financial and legal risk management. How would you ensure that the entity maintains legal and financial compliance?

5. What Financial innovations do you think will take the entity forward? State them and explain why.

1.Explain how MXP fits AIESEC in Kenya right now and propose 3 next steps of its implementation. Highlight what should be improved in the standards delivery and how can we achieve it

2.Evaluate the current productivity and retention rate of membership in AIESEC in Kenya. What are the main factors that influence each one of them? How do you envision these rates in your term? What are the concrete strategies for rates improvement?

3. From a TM Perspective, What are the challenges/obstacles you foresee in your first six months in this role? How would you approach implementing the solution?

4. What were the main achievements of the 3 previous terms? What will be your 3 focus areas for the term 22.23?

5. How are you going to ensure proper implementation for the members to have the best experience.

1.Analyze the current conference cycle of the entity. What is the value proposition of each conference? How could it be changed to offer the biggest value to the membership

2.Pick one of the OD Processes and give a detailed outline of how you will ensure you have ticked off the checklist completely.

3. Create a general profile of the LCs of AIESEC in Kenya divided into groups taking into account focus programs, exchange performance, talent capacity, and financial sustainability. What would be your strategy and priorities to support each group’s development?

4.From a OD Perspective, What are the challenges/obstacles you foresee in your first six months in this role? How would you approach implementing the solution?

5. Outline a plan on how you will manage & nurture the current expansions into becoming full members.

1.How many National Partners do AIESEC in Kenya have currently? a) How Many National Partners are you planning to leave by the end of the term? b)How are you going to invest on BD Partnerships for Membership Development?

2.What are the 3 current trends in the corporate market? How can we use them? Please make an analysis on the Kenyan corporate market and propose a way in which AIESEC can take advantage of each of them.

3.What are you going to do for account management of the current partners? How will you ensure retention rate of 100%? What systems do you plan to use?

4. Outline a detailed 2 year alumni engagement plan that will improve AIESEC in Kenya’s relationship with our 5000+ alumnus.

1.Design the OGX & EwA Customer Experience taking into account possible resources implied (online and offline).

2.Define a clear marketing strategy for each phase of the customer flow. Take into account the main marketing trends, both internal and external

3. What would you say is currently the biggest bottleneck or Marketing in AIESEC in Kenya

and how would you work on overcoming it during your term?

4.Present a growth plan for our social media accounts. For each, state the final goal of followers you will reach by the end of the term and 2 clear strategies to get there

5.According to you, what are the next steps to evolve our digital marketing? Name 3 strategies, explain how you would implement them and create a timeline for the project

1.Organizing Bright Minds will be part of your job description. How will you scale this event, which partnerships will you pursue, and what strategies?

2. Taking into consideration that no LCs have VP EwA. How will you engage the network and ensure we move forward with initiatives, seeing that you will need majority of LC Involvement?

3. How can PR Activities increase the brand awareness of AIESEC in Kenya? What would be your action plan to react to the trends of the county? Who would be your main stakeholders and how do you imagine working with them?

4.Which EwA initiatives would you run in your term? Give context on how you will execute this and timelines to have these events.

5. What is your long-term vision for EwA in AIESEC in Kenya? How can we ensure that we have enough resources to upscale our EwA initiatives and make them profitable in the long run?

1.Analyze the current state of OGT in AIESEC in Hungary! What would be your most important strategies to take the performance of the program to the next level?

2. Make an analysis of the LCs performance in the last 3 years. How do you perceive the differences in their processes? What are the biggest bottlenecks they are facing and how would you make sure they are growing in OGX next year?

Highlight both OGT and OGV in your answer

3.Make an education plan and map your network management strategy for the products considering the operational timeline, our national timeline (EB term, MC term, events, recruitment, and university timelines), and regional and global timeline.

4.Make an education plan and map your network management strategy for the products considering the operational timeline, our national timeline (EB term, MC term, events, recruitment, and university timelines), and regional and global timeline

1.What would be your top 2 strategies in order to bring innovation and constant performance into the program? Taking into consideration that business as usual is not part of strategies for high performance! Please take into consideration the following factors: timeline, stakeholders, MoS, market, resources needed. Include GV & GT In your answer

2.Seeing the resumption of GV, What would be your top 2 strategies in order to bring innovation and constant performance into the program? Taking into consideration that business as usual is not part of strategies for high performance! Please take into consideration the following factors: timeline, stakeholders, MoS, market, resources needed

3.Bring a global GCP of an entity with a high volume of exchanges in IGTa/e Describe strategies from this entity and how you would implement it in Kenya.

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