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1. AIESEC in
Bangalore
ANNUAL REPORT
2012
AIESEC in Bangalore| Annual Report | 2012 -’13

2. TABLE OF CONTENTS:
1. Exchange Performance:
a.) AIESEC Bangalore and National Association
b.) Exchange Development
c.) Global Internship Program [Incoming and Outgoing]
d.) Global Community Development Program [Incoming and Outgoing]
2. Talent Management
3. Expansions
4. Marketing and Information Management
5. Business Development
6. Financial Report
AIESEC in Bangalore| Annual Report | 2012 -’13

3. Exchange Performance
All figures given below refer to the Number of Exchanges that AIESEC in Bangalore has
conducted, compared to the past 5 years spread across all 3 sectors that we work for
(Corporate, NGO and Education/Students).
All figures represent Actual Realizations
AIESEC in Bangalore Exchanges
Growth Raise Match Realized
600
564
532
450
300
186 188
133 227
150 186 197188
86 166 97
125129133
92 93 86 100 97
0
2008 2009 2010 2011 2012
• AIESEC in Bangalore ended the year 2012 with 188 exchanges
• Sustained number of exchanges compared to previous years
• A 41% growth in iGCDP [Absolute realizations]
• Weak performance in Q3 and Q4
• AIESEC in Bangalore lost it’s full membership, due to inability to
meet oGIP criteria. And, is now a member on probation
• AIESEC in Bangalore will regain it’s full membership at JNC 2013,
as we shall be meeting the new OGX criteria.
• Unable to capitalize on Q1 peaks
AIESEC in Bangalore| Annual Report | 2012 -’13

4. AIESEC in Bangalore & National Association
Realizations
Exchanges - AIESEC India
AH 155
BA 188
BR 362
CH 317
CE 176
Di 410
DU 529
HYD 364
IND 120
JAI 289
KO 161
IIT KGP 37
JAL 194
LCKO 67
MAN 98
MU + NM 192
PU 263
Surat 110
0 120 240 360 480 600
Ah- Ahmedabad DU - Delhi University
JAL - Jalandhar
Ba - Bangalore HYD - Hyderabad
MAN - Manipal
Br - Baroda IND - Indore
MU - Mumbai
CH - Chandigarh JAI - Jaipur
PU - Pune
CE - Chennai LCKO - Lucknow
SU - Surat
DI - Delhi IIT KO - Kolkata
• AIESEC in DU, DI and HYD lead the national association wrt.
Overall Experience Delivery
• Most Local committees of AIESEC India grew towards and crossed
the 100 mark.
• AIESEC in Kochi was downgraded to Official Expansion and was
taken up by AIESEC in Bangalore
• AIESEC in Navi Mumbai was legislated as a New Local Committee
in the association.
• AIESEC in Bangalore stood 8th in the national plenary
AIESEC in Bangalore| Annual Report | 2012 -’13

5. Exchange Development
FOR OGX:
Raise Realization Raise Realizations
GCDP GIP
150
150 40
36
112.5 30
26
77
75 20 17
45
38 43 39
33
37.5 29 10
5
13 12 2 3
0 0
2008 2009 2010 2011 2012 2010 2011 2012
FOR ICX:
Raise Realization Raise Realizations
GCDP GIP
300 200
240 160
228 150
225 150
150 100
117
85 55 59 58
4944 46
75 55 60 55 50 41 35
42 34
29
0 0
2008 2009 2010 2011 2012 2008 2009 2010 2011 2012
AIESEC in Bangalore| Annual Report | 2012 -’13

6. Quality Management: Financial Sustainability:
• AIESEC in Bangalore NPS rating in • Loss incurred by GIPi 2012: 0
June : Green • Loss incurred by GCDPo: 0
• AIESEC in Bangalore NPS rating in Oct: • Loss incurred by GCDPi: Rs 38,000
Green • Loss incurred by GIPo: 0
• AIESEC in Bangalore NPS rating in Jan:
Orange ( Due to insufficient pool) • Receivables from GIPi- Rs 32,000
• Number of ICB cases: 0 • Receivables from GCDPi- Rs 38,000
• Number of NCB cases: 0 • Receivables from GIPo- 0
• Amount paid in fines towards quality • Receivables from GCDPo - 0
complaints: Rs 15000 (MC South Africa)
Key Failures:
Key Achievements: "
• OS was not implemented to its fullest
• Accountability was made simpler capacity because of leadership
within the EB changes.
• Goal tracking and performance • Lack of clarity of jobrole at times
management was easier in ICX. caused a lull in activity.
• Innovations in GIPi and GCDPi were • No MC direction which did not give
followed due to the OS direction to XDs.
implementation. • Process Optimization was not
• The OS followed by AIESEC in implemented.
Bangalore is the BCP which is now • Supply Demand with sub-product
recommended for AIESEC India. focus was not implemented.
Recommendations:
• Clarity on Jobrole.
• Continue tracking and accountability structures.
• Transparency in reporting structure.
• Monthly reports to LC
• Building identity for each vertical.
AIESEC in Bangalore| Annual Report | 2012 -’13

7. Global Community Development Program:
FOR ICX:
Target Achived Partners
Target v/s Achieved 30
300
22.5
225 210 200
15
150
120 117
85
7.5
75
34
0 0
2010 2011 2012 2009 2010 2011 2012
Key Achievements: Key Failures:
• Increase of 35 absolute realizations from • Financial Sustainability taking a hit in
last year ( 41% growth) Q3 and Q4.
• Increase in diversity of Incoming Interns. • Less number of matches/realizations in
• More Effective OS is place post re- pipeline.
planning and NSC • No new issue/ project was tackled/
• Higher delivery rate compared to last • Lack of performance in Q3 and Q4.
year. • No GCDPi event conducted for the
• Alignment to National growth drivers year.
• Non achievement of targets
Recommendations: • X on TXP to drive Quality and LC
• Financial sustainability/management at the contribution
core of GCDPi operations • Better engagement of stakeholders through
• Better member tracking and training should customized events/forums/channels
be focus ( along with strong MB) • Work on non-peak cycles
• Utilization of national projects to drive • Create stronger department with the Impact
performance and revenue. culture.
• Need of a support group, endorsements, • Diversify clientele base
referrals. • Adhere to LC financial policy
AIESEC in Bangalore| Annual Report | 2012 -’13

8. Target Achived
For OGX:
Target v/s Achieved
200
160
150
110
100
100
50 39 33
17
0
2010 2011 2012
Key Achievements:
Key Failures:
• Evolved OS- Improved Tracking, • Non-Achievement of targets.
Delivery. • 5 match breaks due to going off
• Standardized EP Flow- Content of IS timeline
Delivery, EPIC. • Markets affected due to large
• Standardized EP Certification number of detractors in commerce
Templates. colleges.
• Financial Sustainability of Departments • Market Segmentation
• Strong Member Contribution and • Expansion to newer markets
Culture • Raise to realization ratio
• Created Focus on IXP’s • In-effective utilization of winter cycle
Recommendations: • Capitalize on Hubli and Kochi
• Adherence to timelines is critical. expansions.
• Increase number of TMP on X: • Hold an OGX event to increase
creating relevance of OGX within exchange, branding and outreach.
the LC, not just OGX departments. • EP reintegration and focus on
• Continue to maintain healthy Quality servicing.
relations with universities such as • Synergy with Exchange Support
NIME, Alliance, NLSIU.
• Work on forming entities.
AIESEC in Bangalore| Annual Report | 2012 -’13

9. Global Internship Program:
FOR ICX:
Target Achived Partners
Target v/s Achieved 50
150
150
120
37.5
112.5
75 75 25
75
58
44 46
35 12.5
37.5
0 0
2009 2010 2011 2012 2009 2010 2011 2012
Key Achievements: Key Failures:
• Increase in the number of clients
• Process Optimization • Non achievement of targets
• Alumni Raising • Low conversion of Raise to
• Alignment to national Scenario Realization
• Use of External Collaboration • Untapped Local Markets
• Significant increase in the number of • Lack of long term IR partnerships
raises • Failure to capitalize Q1
• Development of ET sub-product
• Improved Member Contribution
• NEP Contribution
Recommendations: • Creating MDP for better CRM
• Re-integrating older clientele and • Focus on creating long-term IR
creating a better CRM process. partnerships in Q1
• Focus on Alumni for raises • Establish Corporate Support Group
with help of BD and use BoA
• Synergy with Exchange Support for
direct deliverables • Short Term GIP Internships [ET]
AIESEC in Bangalore| Annual Report | 2012 -’13

10. FOR OGX:
Target v/s Achieved
Target Achived
30
25
22.5 20
15
7.5
2 3
0
2011 2012
Key Achievements: Key Failures:
• GIPo Department for the first time in • Lack of SOPs hindered Q1 and Q2
LC's History. performance
• SOP’s Established. • Non-Achievement of targets.
• Standardized EP Certification • Match breaks caused due to
• Strong Member Contribution and improper means of communication
Culture • Unable to Tap into the ET markets
• 100 % promoters on the NPS scale successfully.
through our EP's performance in • Segmenting GIP Sub Products has
their internships taken a lot of time
Recommendations: entire OGX in the next couple of
• Adherence to timelines is critical years.
(Key Realization periods March- • CEEDs and ILCEPs opportunities
April, June- July, September - have to be taken by the department
October). to ensure learning about the
• Proper investment of both TMP and department,
finance is needed into the • Social Media Market along with Job
department. portals/education Fairs like Linkedin
• External training of members for are prime targets to get the required
specific processes such as EPs for the chosen sub products of
selecting EPs is needed. GIP.
• Servicing and delivering to ABBS • ETs are the way forward for GIPo in
will prove to be a huge boon for terms of the numbers concerned.
AIESEC in Bangalore| Annual Report | 2012 -’13

11. Talent Management
1. TMP/ TLP Experiences Delivered Year on Year:
Year TMP TLP Market Presence
2010 197 79 MCC;Christ;Joseph
s; RVCE; BMSCE;
MSRIT
2011 183 55 MCC;Christ;Joseph
s; RVCE; BMSCE;
MSRIT
2012 160 86 MCC;Christ;Joseph
s; RVCE; BMSCE;
MSRIT; Presidency;
Jain CMS; Jain
University; Oxford;
CMRIT
2. Recruitment:
Talent Planning - Talent Promotion in Colleges - Selection through GD’s and PI’s-
Induction - Mentorship - Allocation - Operations Induction
3. Rewards and Recognitions:
2 RnR campaigns were run, however the model of rewards and recognition needs to be
evolved in order to align to 2015 goals.
4. Member Contributions:
Improved contribution from the MB and GB was observed at sporadic moment in the
year
Member Engagement has improved with standardized process and standing
instructions
Education and provision of clarity of Job Role, gave boost to performances, however
more needs to be done.
Key Achievements: Key Failures:
• Consistent Membership through out • Not Capitalized on year round recruitment
departments • Frequency and effectiveness of RnR’s
• Optimized Recruitment Process • AM’s not tapped into
• Improved Tracking and Member • LC’s OS was not filled to it’s maximum
Engagement capacity.
• Basic Processes put in place • TMP/TLP tracking.
• LC forums adding greater value to TMP/
TLP experience
• Implemented successful LEAD model
AIESEC in Bangalore| Annual Report | 2012 -’13

12. Recommendations: • Recruitment with a focus on specific job
roles
• Set up Alumni Support group for • Push membership to take up IXP’s
Mentoring • Design TMP/TLP JD’s to match EP’s
• TSG for External Help exchange JD for better quality of
• Pump membership into support functions experiences
at the start of the year • Focus on filling the capacity of the OS.
• Improve engagement by performance
management and reporting
• Evolution of the the RnR Model
Expansions:
1. Membership & Culture:
Kochi:
12 Members currently
1 LCC and 6 Old Members
5 New Recruits (Feb Batch)
Things were started from a scratch in November post the operations were shut down in
2011.
Hubli:
1 LCC and 3 Members
It went very well in start of 2012 with LCC-MB-GB Structure in place,But things couldn't be
followed up well.
The Operations and Membership are started from a scratch in November as OGX
Expansion.
2. Exchange Contribution:
Kochi
-iGIP-1
2 Clients
Hubli
-oGCDP-2 Realizations
Recommendations:
Hubli
Kochi
Following the Time lines for Standard
Membership Engagement and defined Job Procedures
Role Integrated Aiesec Experience
Establishing the brand of AIESEC Small scale Events to Build the Brand
Partnering with the College/Universities Collaboration with TN Takers to scale
Focus on OGX Programs Operations
Need based Recruitment
AIESEC in Bangalore| Annual Report | 2012 -’13

13. Marketing and Information Mangement
Year 2010 2011 2012
Radio
Men/ons
11 30 1
Virtual
ar/cles 3 7 0
Print
ar/cles
14 25 1
Television
appearance 0 2 4
Hoardings 0 0 0
Blogs 1 0 1
Facebook
Fans
3387 4100 6229
TwiHer
followers 1513 1800 2329
LinkedIn
Partners
477 523 615
1. Recruitments:
• Recruitments happened over 6 cycles over the year.
• 3 Engineering cycles and 3 commerce cycles
• Outreach was over 2500.
• LEAD sessions were given in the main pool sector colleges with externals.
• 2 externals participated in the LEAD Sessions.
• No of colleges tapped in 2012 -
List of Colleges:
Engineering colleges: Commerce colleges
• RVCE • MCC
• SJCC commerce
• BMSCE • SJCC Arts and science
• BMSIT • Christ College
• BIT • Presidency
• Oxford commerce college
• Oxford
Engineering
• NIFT
• JSSATE • NLSIU
• Acharya college
• MVIT
• Jain university
• CMRIT
2. Public Relations
• 2 events were held in the year 2012
o Global village -
§ Event partner – Strawberry fields by NLSIU , TOI and OS grad school
§ Direct OGX Contacts of over 200+
o Light the night –
§ Branding event with partners like Phenix city mall, TOI, DH, The
hindu , TV9, Vanka foundation.
§ Over 2000 people attended the event.
AIESEC in Bangalore| Annual Report | 2012 -’13

14. 3. Information Management:
*The details for the IM report can be found in the IM wiki of the LC in myaiesec.net.
http://www.myaiesec.net/content/viewwiki.do?contentid=10244864
"
Key Achievements:
Key Failures:
• LEAD sessions done with the help of
externals which increased the • No new concrete media partnership.
credibility with the colleges. • Non-existent branding in the
• Increase in Social media promotions. corporate sector.
• Sustainable partnerships with the • Non- achievement of targets
colleges in pipeline. • No concrete POA to market oGIP.
• Successful events increasing the • Poor department strength.
recruitments outreach and OGX • Skill based recruitments.
sales. • Ineffective OGX marketing.
• Implementations of IM and the
policies.
• IM restructured.
Recommendations: • Department structure with members
and specific deliverables and
• Focus should be on delivery to the accountability structure.
bottom lines of the organization • Effective planning for media and
directly. external partnerships.
• Synergy between all portfolios’s • Take part and associate with
with the help of Mark or MIM Team, different networking forums,
provided that it functions actively, associations and clubs.
also with the help of well-defined • Focus on branding externally in the
job roles market- corporate sector, NGO, etc.
• A specific focus on boosting • Have year calendar ready ASAP.
oGCDP growth • Youth Empowerment sessions
• IM education in the LC and leading to skill based recruitments.
Knowledge management with the
help of myaiesec.net and making it
a behavior in the LC
AIESEC in Bangalore| Annual Report | 2012 -’13

15. Business Development
1. Fund Raising:
Target Achieved
3000000
2385000
2250000
1500000
1500000 1400000
1000000
705000 717000
700000
750000
467000 400000
110000
0
2008 2009 2010 2011 2012
2. Event Management:
a.) Sky Lanterns:
Event executed successfully, as part of the national partnership with Vanka Foundation.
*NO OTHER OR ELD FROM EVENTS OTHER THAN NATIONAL SKY LATERN
PARTNERSHIP*
3. Board of Advisors:
Individual Board meetings have been held with all members. We updated the board on
a regular basis. Though in terms of exchange and funding there hasn’t been as much
support.
*Hema Ravichandar resigned from the BoA of AIESEC in Bangalore, an addition will be
made in the coming year.
AIESEC in Bangalore| Annual Report | 2012 -’13

16. 4. Alumni Management:
a.) Alumni Income: INR 30,000
b.) Alumni Clients : 6 [GIPi]
c.) Monthly Alumni events were held (Alumni First Thursdays | Big Chill), they are
leading to ELD conversions for the coming year.
5. NEP Management:
a.) NEP income is part of the BD income and income converted: INR 22,000
b.) One NEP client signed this year: Velankani Infosystems.
Key Achievements: Key Failures:
• Building foundations for a culture of • No Events
Sales • Low conversion of leads
• Office Infrastructure Support through • Lack of clarity with SOPs and JD for
Alumni Contribution and in-kind the first part of the year
furniture raising • Overpricing products
• Regional Collaboration with MISB • Non-Achievement of Targets
partnership • External Accountability
Recommendations: • Running a full OS with focussed
JDs and MoSs
• Program Based approach to BD • External training for leads
• Selling more partnerships of lower generation and conversion
value instead of a few high value • Creating Support Groups and
partnerships at first, and then Engagement plans for BoA and
raising value once credibility is Support groups.
established. • Capitalize on Alumni for Exchange,
• Board Contract Signing and Fundraising and any sort of
productive engagement support.
• Report Generation especially with
regard to iGCDP
AIESEC in Bangalore| Annual Report | 2012 -’13

17. Financial Management
1. AIESEC in Bangalore Financial Overview:
HEAD All figures are in INR
Reserves
2,43,311.99 [As of 31st December]
[2,25,000 office deposit]
Total Income 11,86,240
Total Expenses 7,50,801
BD Income 1,10,000
Surplus [Profit] 43,54,39
Receivables 36,000 [GIPi Client]
Bank Balance 65,643.55 [31st of December]
AIESEC in Bangalore| Annual Report | 2012 -’13

18. 2. AIESEC in Bangalore Profit and Loss Account Statement for 2012
AIESEC in Bangalore| Annual Report | 2012 -’13

19. 3. AIESEC in Bangalore Balance Sheet 2012:
AIESEC in Bangalore| Annual Report | 2012 -’13

20. Key Failures:
Key Achievements:
• Financial education throughout the year.
• Efficient tracking • Quarterly and Monthly finance reviews of
• Strict adherence to policies incomes and expenditures of all departments.
• Innovations • Delay in track of receivables
• Knowledge Management • Lack in investment in Trainees.
• Cleared all debts • Using Finance to contribute to the bottom
• LC run solely on exchange income lines.
• Adherence to the budget.
• Poor Management of Contracts
Recommendations: • Strong policy for Documentation and
Legalities.
• Invest into a CEED in the beginning of
the year to increase exchange • Concentrate on Booking Keeping and
numbers. Accounting.
• Always have a minimum bank balance • Lay down and implement strict
of above 1,50,000k because the reimbursement policies.
average bank balance that Bangalore
needs to operate is around 80-90 so • Work on continuing to minimize
have this amount for back up. exchange costs.
• Lay down a strong policy in Receivable • Prepare quarterly budgets for every
Management. department according to the quarterly
exchange targets. Tracking of not only
• Investment in trainees. Income from the departments, but also
expenditure.
• Focus to remain on contribution to the
bottom-lines of exchange through • Introduce more LC activities relating to
innovation. finance and bring about strong education
regarding Finance.
AIESEC in Bangalore| Annual Report | 2012 -’13