APBD summit output presentation

Why AP market in 13-14?Why Asia Pacific is THE market to crack from now until 2015?

How do we envision AP market in 2015?

And what is the role of 1314?

Organizational

NeedsMarket Trend

Market Trend

• AP becomes world’s economic

growth engine

• More opportunities

• More Talents needs intra region

• AP giant MNC untapped

39 %

• 5.26 % Global Partner from AP

• The world is moving to AP, why are

we falling behind?

• Can not put all our eggs in Europe

basket

• Higher quality internships because

they are placed in where the world’s

economic engine

Organization Needs

IPM 2014

CHINA

IC 2014

TAIWAN

APXLDS

2014PHILIPPIN

ES

IPM 2015VIETNAM

1.5 years to break through AP!

AP BD

Summit

We envision…

By 2015, we envision a collaborative Asia Pacific

Business Development team providing youth

leadership solution to AP companies and contribute

20% sustainable GEP to AIESEC network.

APBD

sum

mit

Sep 13

IPM

Chin

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Jan 14

IC T

aiw

an

Aug 14

IPM

Vie

tnam

Jan 15

IC (

?) 2

015

Aug 15

Mar 15

APX

LDS P

hili

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ines

Start!

Speed-up!Final sprint to the finish line!

2015 and role of 13-14

Talent Shortage in the

world and in Asia PacificWhat is the reality and trend of Talent Shortage in the world and in

Asia Pacific?

How are MNCs tackling these problem?

What is the uniqueness of GIP compare to other solutions?

Talent shortage problem in the world

• Do not know how to reach right talent pool

• Soft skills are needed for company

• Professional experience is also needed

• Competition between companies for talent

• Directly negative impact the performance of the company

How MNCs are tackling this problem?

• Cooperation with different education institutions

• Build own talent development model within the company

• Try to access more talent pool

• Work with head-hunting/talent sourcing organization

• Employer Branding activities are becoming a trend

• Provide employee more opportunity for learning

Comparison between GIP and other

solutions

• Market knowledge ability

• Global Access to TOP Talent based on Skills, attitude & experience (3 Main

difficulties to fill a job in AP)

• Youth Leadership Provider (Long term solution for talent pipeline).

• Cost effective

Implications and realizations

• Valid data to support key move towards AP

• There are some general trends suggesting potential focus areas

• More specific data required focused on HR and talent issues, within region

• AIESEC needs to find a way to integrate into a company’s long-term plan

• AP-AP regional product needed, more internal data mining as well as being externally aligned

• Technical talent needed to address innovation drought

• Bi-lateral program can become a trend

Global products in Asia Pacific

How can we adopt Global product in AP market based on

market trend and needs?

The process

1) Based on the readings and research we did in previous exercise about

Talent Shortage in AP.

2) We dig deeper to identify a specific set of problems, which are

hindering the growth of MNCs in AP.

3) We connect those problem with 3 key products: AP Y2B, Global Y2B

and Global Exchange Partnership to see how each product and solve

specific problem.

The trend

1

The

problems

2

Our

solutions

3

The problems

1. Lack of innovative, interpersonal skilled, motivated talent with leadership

experience (AIESEC background)

2. Lack of tech talent with hard skills, combined with a level of soft skills and

experience (IT, Engineering)

3. Lack of young leadership pipeline to fill in managerial roles

4. Weak Employer Brand to attract top talents (because: a. the industry is

unfamiliar with youth; b. not being top companies in the industry; c. haven’t

invested much in Employer Branding)

5. Lack of talents with specific culture knowledge in regional/global office to run

business operation in the region (while business expansion is aggressive

strategy)

The problems

6. Lack of youth insight to as input for HR / Marketing department

7. Lack of the pool & platform to reach a big amount of with a specific profile from

specific countries (eg: young talent with sales experience from UEA, US, Egypt)

8. Lack of outstanding local talent in national offices in the region due to education

system of that countries

9. Short-term talents needed because of the projects of the company

10. Local talents don’t understand how to/are not excellent in work with/service

international clients and suppliers

11. New graduates have high expectations towards salary & tangible benefits,

without necessarily have goal to contribute to the company firsts

The follow slide present how the features in our product

and help to solve those problem.

Please refer to previous slide for respective numbered problem.

AP Y2B Global Y2B Global Exchange Partnership

4) AP young talents with

leadership and practical

team experiences

6) Top talented youth from

AP region; direct

responsive interaction

4) Diverse profile and

background, attendants are

young talents with

leadership and practical

team experiences

6) Top talented youth from

120 countries; direct

responsive interaction

1) AIESECers are very strong pool of talents

2) Capability to run target recruitment to search for specific tech talents

3) Companies can choose to extend the internship or offer graduate role after

the internship in receiving country

4) Partner launches in International Congress and Global Promotion/Exposure

5) With strong presence in 120 countries, can target recruit candidates from

specific countries

7) Our presence in 120 countries + the practical functional experience our

members have => can source those talents

8) Bi-lateral exchange program: companies can place interns for short-term

internship -> then retain them in home country

9) If the specific period of high needs is communicated in advance, AIESEC has

the capability to source a large number of talents

10) 5) With strong presence in 120 countries, can target recruit candidates from

specific countries to work with your supplier/clients

11) Our interns join the program with expectation to learn and make a

contribution, not to make money

AP initiative 1314

Goal and TargetNumerical target of AP market initiative this term

KPI for this semester – Sep-Dec 2013

5 Global Exchange Partnership Agreements

In the next 2 months:

• AIESEC in Mainland of China

• AIESEC in India

• AIESEC in Hong Kong

• AIESEC in Singapore

• AIESEC in Australia

Commit to :

+ Contact 84 companies specifically for building a GEP

+ Aim to have 53 meetings to discuss needs for GEP

+ Create 29 proposals to propose a Global Exchange Partnership

Overcome roadblocksWhat are the possible challenges?

How can we overcome them?

Possible challenges

• Communication in the team

• Integration in current MC plans

• Supply Constraints

• Difficulty to prospect and get into MNCs

• Lack of follow up and follow through

• Product adaptation

• Transition and IM

• Capacity for delivery

• Standardized and consistent

data/message

• Motivational and team issues

Defensive strategies

• Create CRM platform and workspace

• Country meeting for integration and take-home plan

• Periodical IMs with Milena and every month

• Communication plan for MCs back home for support

• Receive supply data from IM and Operation team

• Creation and use of common sales materials

• Possibly receive Google training with/from AI

BD

• Marketing support from Brand XP

• Global Newsletter support and recognition

• Capitalize on current National Partners and

alumni to prospect successfully

Individual market meetingEach MCVP has individual market meeting with Milena – AI

BD Manager responsible for AP region to cover the practical

side of the initiative and ensure smooth co-sales.

Agenda of each market meeting

• Specific prospect list of each country

• Finalize AI sales trips

• Weekly priorities of each MCVP from now until mid-December

• Expectation settings

• Agree on tracking and communication methods

September Week 3 Week 4

MoC, SG, Ind, Aus, HK

finalize prospect list

Shared sales materials

Salesforce – CRM

platform

Podio – workspace

Contacting

October Week 1 Week 2 Week 3 Week 4 Week 5

Contacting

Meetings

Check point 1

Contacting

Meetings

AI sales trip – HK, MoC

Contacting

* All companies being

contacted

AI sales trip - India

Meetings and follow up Meetings and follow up

AI sales trip – Sing

November Week 1 Week 2 Week 3 Week 4

Meetings and follow up

AI sales trip – Aus

Check point 2

Meetings and follow up Meetings and follow up Meetings and follow up

December Week 1 Week 2

APBD initiative Review

Check point 3

APBD initiative Report

Sales timeline | Sep – Dec 2013