VIDEO MARIA CAMILA HERNANDEZ GARCES

CONTACT INFO / NATIONALITY: Colombian DATA AND PLACE OF BIRTH: June

/ 22th 1989 Bucaramanga TELEPHONE - MOBILE PHONE: / 4270409 - 3142372314 SKYPE ID: camy.h PERSONAL E

MAIL: cam-my22@hotmail.com GTALK: mariacamila2206 MYAIESEC.NET MAIL: camy.hernandez@aiesec.net

STUDIES AND WORK EXPERIENCE STUDIES: / International Business Student 10th Semester /

Santo Tomas University.

WORK EXPERIENCE: JOB TITLE: Business Developer Junior

COMPANY: Entrepreneurs Colombia

: DURATION November 2010- March 2011

: FUNCTIONS Perform all activities related to Company´s

commercial management including: The development of proposals based on potential client’s needs, first contact, appointment, and

sales closing. Company’s website Management and updating.

: LEARNING Efficient management in commercial process and

result orientation.

AIESEC EXPERIENCE AIESEC POSITIONS Zonalito 2009-2 OCP AIESEC EAN External communications coordinator August to November 2009 AIESEC EAN LCVP M&C 2010 AIESEC EAN NST COLOMBIA - KAM Bogota –July to November 2010 LCP AIESEC EAN 2011

EVENTS NATIONAL: NATCO Medellin July delegate 2009 RTC San Antonio October delegate 2009 NPMS Bogota December delegate 2009 LDC B/manga March delegate 2010 NATCO B/quilla July delegate 2010 NST Days Bogota August delegate 2010 NPMS Medellin December delegate 2010 LDC Manizales April delegate 2011 NPS Bogota June delegate 2011 NATCO Pereira July delegate 2011 NPS Bogota September delegate 2011 RTC Melgar October delegate 2011

INTERNATIONAL: ILC Peru March delegate 2010 ILC Puerto Rico March delegate 2011 IC Kenya August delegate 2011

3 MAIN AREAS WITH MOST EXPERIENCE

EXTERNAL RELATIONS AND RELATIONSHIPS STRENGTHENING: as LCP I had the opportunity to manage

relations with the host University, who were in a critical situation, during hole year I obtain a serious and professional relationship with the University, having an exclusive participation in an incentive program for students to go on exchange in collaboration with the helm Bank and finally Strengthening relations with EAN University Internship Office, having as a result 15 O GIP realized this year achieving 400% of growth

SALES: TN Takers Diversification for the local Committee:

From 2 to 7 TN takers. The new ones take a total of 5 GIP and 6 GCDP; in addition the old ones take 13 GIP. 1 ´300.000 Sponsorship achievement from EAN University for NPM 2´ 000.000 Sponsorship achievement from Santo Tomas University for IC

POSITIONING AND BRAND MANAGEMENT: As LCVP M&C I

had the opportunity to implement a new communication culture and brand management, achieving 80% of the membership know and use the guidelines correctly and start a marketing research culture and implementation. In addition, I and my team achieve 100 media appearances in a strategic way to strengthen the positioning of AIESEC in students and universities, align with recruitment timelines and also developing high quality materials.

MAIN ACHIEVEMENTS

1. OPERATIONAL CAPACITY STRATEGY: Allocation

strategy which consist in transferring operations areas to specific operations by corners, creating specific JDs that cover all the processes in a cross functional way; giving synergy and understanding between areas and strengthen membership organizational understanding, allowed the local entity to had the enough operational strength non only for end the year also to give continuity through coming years. All this strategy was supported by the Heroes Program Strategy: Engagement, empowerment and identity set up; divided into 3 phases: Origin, Horizon and Infinity. We obtained as a result the activation and commitment of 68 members and removing 38 members in only 2 months.

2. PRODUCT DEVELOPMENT (IGDCP): International Christmas

Project was created in order to the LC started to generate projects and products to take advantage of the realization of IGCDP peaks, passing to have 2 or 5 calls and 0 emails in a quarter to make 5-7 appointments per week achieving 6 sales for Winter project and 4 new organizations interested in taking IGCDP in 2012.

3. OUTGOING EXCHANGES GROWTH: For first time in

AIESEC EAN History, we really take advantage of these programs (GIP-GCDP) based on the good relationship with the host University and the clear understanding of our market, achieving 400% growth.

4. IMPROVEMENT AND STRENGTHENING OF RELATIONS WITH THE HOST UNIVERSITY: created a clear

communication, monitoring and responsibilities mechanism. As a result AIESEC EAN is including in the University Incentive

NATCO Medellin 2009 delegate July

RTC San Antonio

2009 delegate October

NPM delegate

2009 Bogota December

ILC Peru

March delegado2010

LDC Bucaramanga

March delegate 2010

NATCO Barranquilla

delegate July 2010

NST Days Bogota

August delegate 2010

NPM Medellin

delegate December 2010

ILC Puerto Rico

delegate 2011 March

LDC Manizales

delegate April 2011

NPS Bogota

delegate June 2011

NATCO Pereira

delegate July 2011

IC Kenya

delegate August 2011

NPS Bogota Delegate

September 2011

RTC Melgar

delegate October 2011

NPM Bogotá

Delegate/ OC Dedember2011

programs and an increase of number of students taking GIP program.

5. PARTNERSHIPS DIVERSIFICATION: to increase from

having 2 TN takers to have 7 new partners: 1 GIP with 5 TNs and 4 NGOs for winter project in conjunction with the ICBF and Mino’s Pizza food sponsor for LIM – LTM & NPM, all this based on our segmentation knowledge and linked with the opportunities that AIESEC can provide them.

POSITION APPLYING FOR: 1ST: MCVP MARKETING 2012-2013 2ND: ER Manager

1. WHY HAVE YOU APPLY FOR COLOMBIA´S MEMBER COMMITTEE? 3 years ago, I was a regular International Business student, when I had the opportunity to meet and join AIESEC and becoming this organization as a life style and making the AIESECers my family, my friends and most important makes me understand that every small action can turn my environment in a better place and that’s just up to me. My AIESEC career until now, allows me to not only grow and become into a better human being and professional, also give me the opportunity to impact a lot of people lives inside and outside of the organization and let me see the world and feel that I can contribute in order to makes come true our planet in a better place. At this reflection point, I feel my next step is being part of the national team having the opportunity to represent over 2000 AIESERCer, whose like me are working every day to make a POSITIVE IMPACT IN SOCIETY, leading one of the most traditional countries in the network, competitive and full of bright and talented minds, innovator and pioneer is a personal challenge and motivations to me. Finally, the connection between my profession with the MCVP Marketing of AIESEC in Colombia position and the way this complements me, are the perfect blend of what AIESEC gives me and what I give to the organization, when you realize and align the Power of the organization and your talent and passion.

2. WHICH SHOULD BE THE BEHAVIORS FOR AIESEC IN COLOMBIA IN 2015 TO ACHIEVE THE GOALS AND APPROACH MORE YOUNG PEOPLE? AIESEC in Colombia is a country characterized as a pioneer in the implementation and execution of processes and programs in the network. According to AIESEC in Colombia nature, our country reality and the competitiveness and productivity level, we need to build a culture based on the following behaviors in order to achieve our midterm vision:

EXTERNAL POSITIONING: using as an attack primary form the

engagement with AIESEC phase, participating and creating events in which AIESEC participate as a leading young voice in specific national and global topics and trends, which are going to allow us

to have a direct impact in our market focus Young People.

INNOVATION: through the delivery of the 4 programs and 3

different phases of the AIESEC XP, empowerment and pipeline generation.

SUSTAINABILITY: starting the generation of products

that support our IGCDP growth strategy and national products that help us to invest in our membership development and external positioning.

COLLABORATIVE NETWORK : To generate a greater sense of

partnership and cooperation between local entities and knowing differentiate the competence from rivalry between them, enhance relationship with other AIESEC Countries and Also building strong partnerships with other corporate and non-corporate organizations

TIMELINE MANAGEMENT: ensuring the fulfillment of

previous expectations and commitments agreed. On the other hand, strength and preparing local entities in terms of high volume programs delivery and network and external alliances.

PROFESSIONALISM: it is going to allows becoming in a more

credible organization and being able to adapt to the environment requirements.

3. PLEASE LIST YOUR TOP 3 STRENGTHS AND TOP 3 WEAKNESSES WITH BRIEF EXPLANATION.

STRENGTHS: Strategic approach on opportunity, not in the problem: is the ability to focus on creating simple and innovative solutions with operative capacity and quick understanding, Constant innovation: my mind is always thinking in the continuous improvement of what is being done, if things are good, it doesn't mean that cannot be excellent. Professionalism: Giving 210% in everything I do, printing it passion and a unique thoroughness touch, I can deliver, develop and achieve my goals on time, fulfilling my days and helping others.

MC MEMBER: printing my professionalism in the MC Team, being

supportive and not being a bottleneck in the delivery of our carried out activities and processes.

MC WORKS: delivering new products and improving existing

ones, making them custom, understandable and easy to deliver for our local entities and partners.

IMPROVEMENT POINTS

-Competitiveness: My day to day is marked by today is better than the previous one, and convert all the best, that’s make my day in a competitive journey some time it’s annoying. -Demanding too much: sometimes I tend to not feel satisfied with the outcome, I firmly believe that always anything can be better than what it is. -Stubbornness: At times tend to stick me with too much force to situations or decisions, when I don’t feel that the other point of view is strongly enough to change mine.

MC MEMBER: the biggest challenge will be always learn to listen

more. But as a MC member, the experience to work with a team in the same space during a whole year, it’s going to teach me how to appreciate much more different points of view.

MC WORKS: competitiveness and be demanding with me and the

team I lead, make me a results oriented person, based on 3 main pillars: professionalism, quality and innovation. On the other hand, be stubborn help me to strongly believe in what we propose and dream, and push every action in order to achieve it.

4. PLEASE CHECK THE AIESEC IN COLOMBIA PATH FOR GET AIESEC 2015 AND DEFINE WHAT SHOULD BE THE ROLE OF YOUR FUNCTIONAL AREA IN EACH YEAR UNTIL 2015. AIESEC in Colombia has all the potential in order to achieve 2015, every day our country is closer to achieve the purpose goal, but the missing part in this goal achievement puzzle is the LC Development strategy and the external approach, in order to sell our programs in a strategic and effective way. In the other hand marketing role in the path to achieve 2015 is:

2012 - 2013: Role understanding from being the backbone in the

ELD Program execution, supporting them in: segmentation process, product development, campaigns design, positioning and a PPRR. EWA Phase standards definition and strategy in students, corporate and non-corporate market. AT LOCAL AND NATIONAL LEVEL.

2013 - 2014: Product Customization, focus on special markets

and profiles. Join ventures generation, which allow us to get a strength external recognition. Divide Marketing LVPs in order to be focus on Operations and processes.

2014 - 2015: Creating product life cycle and renewing our

products based on our demand and the external opportunities and country conditions. EWA area creation and market focus diversification.

5. CREATE A PROPOSAL FOR AIESEC IN COLOMBIA 12-13 PLAN WHERE YOU INCLUDE THE NEXT POINTS: 6. MAKE A SWOT OF AIESEC IN COLOMBIA STRENGTHS:

Local entities more professionals

Brand management and knowledge management at National and Local level.

Knowledge and specialization from local entities in markets and issues.

National campaigns alignment especially for recruitment. Timelines adaptation to take advantage of the exchange

peaks, (RAMARE) process and delivery. Great membership potential to explore and exploit Participation of external in our national training cycle

(events) Generation of specific products based on country, file

and sector First steps in the understanding and knowledge about

country and global trends Understanding, preparedness and adaptation of 2015

midterm vision. Market and strategies’ Innovation and exploration on

GCDP and GIP programs. Increase national exchange partners Financial sustainability thankful to BD performance

OPPORTUNITIES

Country expansionist policy, (TLC´s, attracting FDI) Volunteering trend. Possibility to do join ventures with other volunteer

organizations, government and corporate sector in order to increase our positioning and performance.

Universities students Internationalization. Mining sector growth Economic growth, CIVETS ( participation of Santos

President in The Cumbre) Government sees and recognize NGOs as an

opportunity to make a positive and real impact Need for international talent as a source of

preparedness and response to the reality of Colombian companies, improving productivity and competitiveness indexes

Relevance of youth voice inside the country Locations of multinational operations and

headquarters in our country Technological sector growth, performance and

needs. Agro industry sector relevance en preparedness to

face agreements (productivity and competitively)

WEAKNESSES: Lack of alignment with the operational timelines. LC’s poor contextualization of their markets Lack of strategy and clarity in segmentation process

at local level. Medium understanding of marketing role in the

understanding of Core process effective support. External Activities Low impact Lack of Promotion

and positioning strategy. Unit shaped 90% BD to give operational sustainability

to the MC No creation of plan B or contingency, taking into account

external factors affecting: cooperation’s, delivery, operations and execution ability

THREATS: AIESEC bad image or perception.

Social and environmental crisis Breaking relations with ICETEX Cancellation or reduction of national accounts Having to cover the costs of facilities (paid rental)

of national Office, by lack of capacity in spaces in EAN U.

Demographic bonus, if it is not known to potentiate.

a) THE 3 MAIN PRIORITIES FOR YOUR AREA BASED ON THE GENERAL SWOT ANALYSIS. WHAT STRATEGIES WOULD YOU PROPOSE FOR EACH ONE AND WHAT RESULTS WOULD YOU LIKE TO SEE IN EACH OF THOSE PRIORITIES AT THE END OF YOUR TERM?

BRAND CAPITAL: It is the successful mix of Top of Mind & Top of Heart strategies,

in order to become AIESEC in Colombia strategically relevant in the path to achieve 2015 mid-term vision.

TOP OF MIND: Becoming AIESEC in the Colombian

Youth Voice, First Choice Partner & Cross generational Positive Impact on Society, through the next points:

1. Customer Understanding & Knowledge 2. Strategy Definition 3. Creativity Been close to our Customer 4. Creative Strategy Execution 5. Feedback

As a result of those 5 steps we are going to:

* Increase our Positioning in a 45% each year. *Brand Loyalty and credibility increasing in a 30% each year. * Ensure growth of the purchase intention of our programs.

THIS IS NOT ABOUT, DOING MORE ADVERTISEMENT ACTIVITIES, IT IS

ABOUT TO FIND MORE OCCASIONS IN WHICH THE AIESEC EXPERIENCE GET

CLOSER TO THE RIGHT PEOPLE.

THIS STRATEGY HAS TO BE IMPLEMENTED IN EACH OF OUR ELD PHASE & EWA PHASE, IN WHICH WE HAVE TO DEFINE THE STARTING

POINT, THE CURRENT MARKET REALITY AND THE ACTION TIME.

STUDENT MARKET

• In universities, language institutes and schools in order to find potential customers through EWA activities using physical and virtual aids.

• RAMARE understanding, alignment and right support campaigns

• media appearance

CORPORATE

MARKET

NON CORPORATE MARKET &

GOVERNMENT

INCOMING PROJECTS

• Product development customization

• Market research and segmentation

• Cross selling & upselling strategies

• Market adaptations and understanding

• External events creation and participation

• PPRR. • Media appearance

OUTGOING, TMP, TLP

• External young people engagement through joint ventures with other organization in order to guarantee the successful of the events.

• PPRR • Cross selling & Upselling

TOP OF HEART: recognizes the long term value of customer

relationships and extends communication beyond intrusive advertising and sales promotional messages, making more truthful and richer contact, providing a more holistic, personalized and reliable experience creating stronger ties.

1. PPRR 2. Research optimization & Strategic content 3. Social Media & application development. 4. Customer understanding 5. Add value to our Customers 6. Internal Marketing 7. Special promotions – Re Raise & New program Raise

RELATIONSHIP MARKETING

Customer Retention Customer Satisfaction

RESULTS: *Brand Loyalty and credibility increasing

in a 30% each year. *Recommended brand 100%

*Sales Increase 50% each year

* Development of Internal campaigns in order to active our Cross Selling Strategy. * Create tools for managing relationship with customers, beyond simple demographic, tracking and customer service data, which be able to analyze: customer’s preferences, activities, tastes, likes, dislikes , complaints and so on, mixing those activities with a PPRR Plan in order to support in a holistic way the marketing strategy. * Organized the strategy around our core process and the EWA PHASE.

ACTIVITIES

& Fulfill Our BHAG: ENGAGE AND DEVELOP

EVERY YOUNG PERSON IN THE WORLD.

Product Development, Market focus &

definitionCampaigns & material design

Internal & External Marketing

execution (virtual & Physical)

Feedback

Marketing Research,

segmentation,

Product Development

Campaigns & material design.

Upselling strategy

Feedback

RESULTS: *Programs execution without bottlenecks from marketing side 90% sure *Market Understanding and right approach 70% sure *Sales increase in a 50%

*Full and strategic Collaborative areas work.

RESULTS: * Real external participation and engagement with the

organization meaning. *AIESEC in Colombia relevance in Students and organizations with

a 40% growth in 12-13 terms. *Sales programs increasing in a 50%

*strategic collaborative external and internal network

B) THE EXTERNAL OPPORTUNITIES YOU CAN CAPITALIZE FROM YOUR POSITION TO GET THE VISION YOU PROPOSE IN POINT, PLEASE PUT THE REFERENCES OF THE INFORMATION. Expansionist Colombia Politics: http://www.portafolio.co/negocios/beneficios-del-tlc-colombia-y-estados-unidos http://www.portafolio.co/opinion/tlc-colombia-canada

PROGRAMS SUPPORT & ALIGMENT

This priority is looking for the picks adaptation and understanding in the support that marketing give in the different programs

(TLP, TMP, OGCDP, OGIP, IGCDP & IGIP)

LIFE SUPPORT CYCLE: (TMP, TLP, OGCDP & OGIP)

LIFE SUPPORT CYCLE: (INCOMING GCDP & GIP)

TIME

LINE

EXE

CUTI

ON

TIMELINE EXECUTION

Those cycles are supported by the implementation of the marketing mix activities oriented to the channel and program, developing test mark on the penetration of new markets in the product development phase. This priority is going to help us to align the strategy with the 3 Wheels, especially with Global Youth Voice and First Choice Partner.

LIVE IN AIESEC!

1. Creating Joint ventures in the creation of different virtual & physical activities with other Private and volunteer organizations, Government and Universities, in order to move and engage more people & companies, which will be positioning AIESEC as a first choice partner and global youth voice with the ability to provide high quality experiences and give us the External Relevance that as an Organization needs. 2. Doing a Showcase about all our Positive Impact through the experience of our members, partners and especially using our alumni experiences and the impact that it has in their lives and environment. This showcasing activity we can do it virtually as a Campaign & internal competition and physical during our recruitment activities and events. 3. Cross selling our programs giving to our members and potential members a complementary experience through taking our programs, give them add value.

HUNTER OPPORTUNITITES

Based in the development of EwA Phase, through the Indicators design, those allow us to make a framework related with each

program, customer location, approach, impact and needs.

IMPACTFUL REALITIES: 1. Looking for the generation of a LIFE CHANGERS AWARD based

on collaborative projects between AIESEC and other private and non-corporate organizations.

2. Through our official communications channels and external advertising, emphasizing in our relevant positive impact cases in our members, partners and society that already has an experience with us, through videos, posters, articles and so on.

3. Participation in seminars, conferences and panels showing HOW AIESEC IS THE BEST ALTERNATIVE TO BECOME OUR

COLOMBIAN PROFESSIONALS AND COMPANIES MORE COMPETITIVE AND PRODUCTIVE FACING GLOBAL TRENDS.

http://www.portafolio.co/negocios/enero-se-disparo-inversion-extranjera-directa-colombia Economic growth: http://www.larepublica.com.co/archivos/ECONOMIA/2010-09-21/santos-lidera-cumbre-de-los-paises-civets_110968.php / http://www.sinic.gov.co/oei/paginas/informe/informe_63.asp / http://www.bcrp.gob.PE/docs/Publicaciones/Presentaciones-Discursos/2011/OCDE/OCDE-Perpectivas-Economicas2012.PDFhttp://www.interbolsa.com/images/Colombia20112015crecimiento.PDF

Volunteering:

http://www.elespectador.com/noticias/educacion/articulo-309251-barranquilla-acoge-cumbre-mundial-de-voluntariado http://www.eltiempo.com/colombia/cali/ARTICULO-WEB-NEW_NOTA_INTERIOR-10499230.html

7. GIVE A BRIEF DESCRIPTION OF THE CURRENT STATE OF THE AIESEC EXPERIENCE (3STAGES) FOR AIESEC IN COLOMBIA.

EWA: AIESEC in Colombia, is building the path to have a has a

clear understanding in the development and execution of this AIESEC experience phase; taking its first steps with JNLN and Y2B Forum lookout for strengthen them and create new strategies of engagement through organization core work.

ELD: This is the one we have more developed; we have a clear

focus on standardization of our process and market approach specially in Incoming and outgoing GCDP Programs, although it still does need further strengthen the clarity in the implementation of minimum in the TMP and how execute a focused recruitment of new members for TLP; on the other hand the GIP incoming and outgoing have bottlenecks in raising and matching because of the low study of supply and demand on platform and real understanding of the needs that AIESEC can supply in the external market from this program.

LLC: this is one of the stages more weaknesses of the AIESEC

experience, that need to establish a clear procedure for link the 4 programs between them and ensure the people take the greater number of programs as possible.

A) PROPOSE TWO STRATEGIES TO BE IMPLEMENTED FOR EACH OF THE 3 STAGES OF THE AIESEC EXPERIENCE, WHICH ALLOW REACHING THE 3 WHEELS. (SPECIFY THE CONNECTION).

ENGAGEMENT WITH AIESEC: Hunter Opportunities: participation and creation of forums, seminars, conferences etc., with universities, Government and private sector, based on the importance of the development of youth leadership in our country, whose going to support our

boosting growth as a country, which will be positioning AIESEC as a first choice partner and global youth voice, credible, responsible, young leaders and entrepreneurs with the ability to provide high-quality experiences and show it. Impactful Realities: Through our official communications channels and external advertising, we need to emphasize more in our relevant positive impact cases in our members, partners and society.

EXPERIENTIAL LEADERSHIP DEVELOPMENT: Mega projects: regional projects on themes such as bilingualism, social responsibility, technology or internationalization. Creating leadership opportunities to make the entire process from design the product and study the market, until the delivery and closure of the project, showing the madness of the Organization, its seriousness and professionalism in the execution of impactful projects, changing thousands of lives, making real our promise as an organization. Quality and understanding in Team Member Program: ensure the local executive boards and all membership from there down, to know the minimums of this program, and create challenging opportunities; in this way will ensure that the base of the pyramid of our operations is strong and are able to have a high program rotation.

LIFELONG CONNECTION: Life cycle of alumni and former members: generation of a tool to divide the alumni and former members, in: age, profile, AIESEC career, stages (new alumni, old and older), current link with the Organization (takes exchanges, in the Supervisory Board, etc.) this kind of things allows us to classify them and been able to generate value proposition as: offers them employment exchanges for their company, invite them to give talks, give them recognition for their contribution to AIESEC and their achievements after it and so on. Link between programs: simplification of the career plan or next steps through the creation of a satisfaction survey, learning points and skills developed at the end of each program took it, as a result of it, we suggest to our members which could be the best option to continue its development within the organization. Allowing us to show them the variety of options in each program that it aims to develop people skills and the specific skill that they can develop in each position, these will help us in the path to becoming in a global youth voice, first choice partner and make a positive impact.

1. HOW DO YOU SEE THE MCVP MARKETING ROLE ACCORDING TO THE REFRESH AIESEC EXPERIENCE, TO SUPPORT THE OPERATION OF THE PROGRAM MANAGERS (GIP, GCDP, TMP AND TLP) The MCVP MARKETING has a strategic role becoming in the backbone in the development of the ELD Phase, working in an internal and external marketing strategy that are going to allows to move our members and potential customers through a Cross selling programs strategy generating full AIESEC XP running the following processes:

o Market Research o Segmentation o Product Development o Sales plan o Customers Understanding Customer Retention o Relationship Management o Brand Development o New Customers & Markets Customer Satisfaction o PPRR o Social Media & Application Development

Also the structure has to be organized around our CORE PROCESS (TN taker Flow, EP Flow, Talent Management recruitment processes) in order to guarantee the right support and alignment with the execution and success of the delivery of our programs. Also we need to develop a Life Support Cycle that contains the following items: For Youth Market:

o Product Development, Market focus & definition, Campaigns & material design o Internal & External Marketing execution (virtual & Physical) o Cross selling strategy o Feedback

For Corporate, Non-Corporate & Government Market:

o Marketing Research, segmentation, Product Development o Campaigns & material design o Upselling strategy o Feedback

In the other hand it is important to take into account the EWA PHASE activities in order to push the ELD PHASE performance and the AIESEC relevance in the external market, through the creation of Joint Ventures, showcasing, participation in events as a Youth Voice side in current topics; especially make closer to experience to the Youth People and focus the Marketing strategy in order to achieve our BHAG.

2. HOW WOULD YOU DEVELOP AND RUN THE MARKET RESEARCH AND SEGMENTATION PROCESS AT NATIONAL LEVEL, FOR EACH PROGRAM, BASED ON THE NEEDS OF EXPANSION, THE DIFFERENT RECRUITMENT PEAKS AND GROWTH OF EACH ONE OF THEM. ALSO, EXPLAIN HOW TO MANAGE IT IN THE CITIES WITH MORE THAN 1 LC.

*EXPANTION: BASED ON THE MARKET RESEARCH AND SEGEMNTATION PROCESSES (COLOMBIA MARKET OPORTUNITIES) AND LCD STRATEGY, MC MEMBERS O CLOSER LC, CAN GO TO OTHER CITIES OR MAKE REGIONAL PROJECTS THAT INCLUDES CITIES WITH & WIHTOUT AIESEC PRESENCE, WHOSE HAVE A REAL POTENTIAL IN ORDER TO SALE OUR PROGRAMS & MAKE A POSITIVE IMPACT.

Brand Capital: The customer’s know and

remember our Brand and is willing to buy our programs

Programs support & alignment becoming in a more competitive and

productive organization

YOUTH MARKET

MARKET

RESEARCH

GET CLOSER TO

YOUTH PEOPLE

IDENTIFY MARKET

TRENDS

MARKET SEGMENTATION

TRAGET MARKET

ANALYSIS

COMPETITIVE &

COMPETITORS

ANALYSIS

THEIR NEEDS WHAT THEY WANT

OR BELIEVE (QUESTIONAIRES, FOCUS GROUPS &

SO ON)

CUSTOMER ANALYSIS, PRODUCT

REASEARCH, ADVERTISING

RESEARCH

PROVIDES IMPORTANT

INFORMATION TO IDENTIFY AND ANALYZE THE MARKET OR

CUSTOMER NEEDS, MARKET SIZE AND

COMPETITION.

IT’S THE DIVISION OF THE MARKET INTO

SUBGROUPS WITH SIMILAR MOTIATIONS:

*PER PROGRAMS *BASED ON NEEDS &

TRENDS *YOUTH PROFILE

*LOCATION (UNIVERSITIES)

*EQUAL QUANTITY DIVISION FOR CITIES

WITH MORE THAN 1 LC

PER PROGRAM IN THE UNIVERSITIES

RISK ANALYSIS

SUPPORT PHASE [RA] (MARKET RESEARCH & SEGEMENTATION)

JANUARY 1ST SEMESTER

JUNE 2ND SEMESTER CROSS SELLING STRATEGY EACH

QUARTER FOR AIESECers.

INCOMING MARKET

MARKET

RESEARCH

GET CLOSER TO

INCOMING MARKET

IDENTIFY MARKET

TRENDS

MARKET SEGMENTATION

TRAGET MARKET

ANALYSIS

COMPETITIVE &

COMPETITORS

ANALYSIS

THEIR NEEDS WHAT THEY WANT OR

BELIEVE (QUESTIONAIRES, FOCUS

GROUPS & SON ON)

CUSTOMER ANALYSIS, PRODUCT

REASEARCH, ADVERTISING

RESEARCH AND MARKETING MIX

PROVIDES IMPORTANT

INFORMATION TO IDENTIFY AND ANALYZE THE MARKET OR

CUSTOMER NEEDS, MARKET SIZE AND

COMPETITION.

IT ‘S THE DIVISION OF THE MARKET INTO SUBGROUPS WITH SIMILAR MOTIATIONS:

* GCDP /GIP *BASED ON NEEDS &

TRENDS *ORGANITATION PROFILE,

PROFITABILITY, SECTOR…. *LOCATION)

* EQUAL QUANTITY DIVISION BASED ON THE LC FOCUS & PERFORMANCE FOR CITIES

WITH MORE THAN 1 LC,

PROGRAMS FOCUS & PRODUCTS EXECUTION

RISK ANALYSIS & COMPETITIVE ADVANTAGE

SUPPORT PHASE [RA] (MARKET RESEARCH &

SEGEMENTATION)

GCDP JULY- AUG WINTER

GCDP JAN - FEB SUMMER

GIP DIC-JAN1ST SEMESTER

GIP MAY-JUNE 2ND SEMESTER

CROSS SELLING STRATEGYFOR OUR TN

TAKERS EACH QUARTER.

3. IF YOU WERE THE RESPONSIBLE FOR THE EWA PHASE, WHAT WOULD LIKE TO DO? PUT A GOAL

OF PEOPLE ENGAGE WITH AIESEC AND PROPOSE HOW THEY ARE GOING TO BE PIPELINE AVAILABILITY FOR ELD PROGRAMS.

GENERAL ENGAGEMENT EXTERNAL RELEVANCE

IN ORDERTI HAVE A BIGGER IMPACT ON OUR TARGET MARKET, THROUGH THE

REALIZATION OF SHOWCASING, SPECIAL PROMOTIONS, PANELS, WORKING GROUPS, BASED ON RELEVANT TOPICS DURING THE

EVENT (virtually & physically)

JOINT VENTURE WITH JOVENES EMPRENDEDORES

EN LA U IN EVENTS REALIZATION ACHIEVING 15000 PEOPLE

ENGAGE WITH AIESEC

ENGAGE BRNAD KNOWLEDGE UNDERSTAND

PROGRAMS ADVERTISINMENT STRATEGIC ALLIANCE WITH UNIVERSITIES,

YOUTH ORGANIZATION & GOVERMENT (Oficina de egresados, oficina de prácticas,

facultades, Schools, Ministerio de Educación etc.) IN ORDER TO MAKE ACTIVITIES AS GLOBAL VILLAGE, CONFERENCES, SPECIAL DAYS AND SO ON, WITH AN INTERNATIONAL AND TRENDY

FRAMEWORK. EX: OGIP OPPORTUNITIES IN THE CIVETS, SHOWING THE COUNTRIES

GROWTH, CULTURE AND EXPERIENCE. TMP &TLP WITH THE OPPORTUNITY TO BECOME IN A POSITIVE AGENT

LIKE BONO

IN THIS WAY, WE ARE GOING TO: *GIVE THE RIGHT MESSAGE TO THE

RIGHT PEOPLE, ENSURING THE EXPECTATION FULFILMENT & OUR

BHAG ACHIEVEMENT.

ACHIEVING 20.000 PEOPLE WITH CLEAR AIESEC UNDERSTANDING &

RECOGNITION

ACHIEVING 5000 PEOPLE TAKING OUR 4 PROGRAMS

THOSE PEOPLE ARE GOING TO BECOME IN PIPELINE AVAILABILITY FOR THE ELD PROGRAMS BASED ON THE SUCCESS OF THE IMPLEMENTATION OF THIS EWA STRATEGIES, SUPPORTER WITH AN EXELLENT PPRR,

INFORMATION AVAILABLE, and DATABASE CONSOLIDATION & TRACKING.

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