1. MCVP Sales AIESEC Romania 2012-2013
Adriana Mahu Application Form
Members Committee Vice President
1. Why have you decided to stand for AIESEC Romania? What will be your contribution to the MC
team and what do you expect to learn from the experience?
I think that everyone wants to change the society but everyone wants others to do that for them. I
want to step up, take this opportunity and make the best out of it, having an impact in the MC and in 15 LC`s
and leaving behind results and the basis for the next years.
Being in AIESEC means a lot for me because here I had the opportunity to find similar values to mine and
to have a better knowledge of who I am and what I can do.
My inner motivation comes from passion for this area, from determination, I strongly fight for things in
which I believe and I believe in AIESEC, from perseverance, I never give up and try to make things happen until
the end and from responsibility, I deliver on my promises and tasks.
I want to have strong and involved partners who have a very good understanding of the organization and
manage to support us in our activities, succeeding this way in the development and growth of AIESEC.
I would say that my strengths are the fact that I can maintain the focus till the end and pay attention to the
details, doing things properly, not superficially. Also, when I believe in something, I put all my effort, strengths
and feelings in order to realize it.
I think that next year, this area needs more clear processes, careful implementation, orientation to action
and cooperation.
My Belbin profile sais that when I believe in doing something, I will not be satisfied until the matter has been
put right. I may gain a reputation for pursuing things to the bitter end. And because I am not one to make false
promises, in the short run I may have to encounter unpopularity. But on the other hand my personal
effectiveness is one that will be increasingly appreciated as time goes on. That is because the relentless pursuit
of truth pays off where it can be combined with sincerity and integrity. In the end, people respect consistency
and the fact that they know where they are with me. My management style is one that produces results because
I instill a sense of urgency into people.
My key learning points will be to enhance making decisions at a facer pace, anticipating trends and
outcomes, experience in sales strategies, training and working with people from different cultures backgrounds.
2. Create a proposal for AIESEC Romania 2012-2013 strategy that should cover the next points (a,b
and c):
a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Romania. The points
above have to be evident in the plan you create and the correlation between them too.
Strengths Weaknesses Opportunities Threads
Alignment of Autumn The lack of local adaptation National partnerships (media, Different students markets
Recruitment at national of the message and profile cash, in-kind)
level
Unitary message Positioning on different External environment External environment
markets understands easier our core seeks for concrete
work
Positioning of AIESEC Instability Positioning in the Business Competition in the NGO
Romania, increasing market environment
visibility
Quality on Incoming Sustainability, CSR Companies and NGOs
Exchange- Reception accommodation are skeptic to big
expenses
Growth of Incoming GIP Lack of sales culture, lack Increase of IT market Economical crisis
on the raising side with of corporate exchange Start-ups Other solutions

2. 85% culture, big problems in Alumni Mindset
matching Companies that want to
Processes implementation expand in other countries
Existence of national Implementation of National National partnerships (media, Lack of delivery ruins
projects and initiatives Projects (realization rate, cash, in-kind), credibility relationships
actually running them) New local markets Multinationals leaving
Product Development Romania, or keeping only
some services/divisions
here
National CRM Implementation, lack of Company consultancy
usage
Quality of EPs The ones with strong know- Partnerships with companies Local market
how don’t want internships that would allow their newly
and are interested in recruited members to go on
countries only from WENA. exchange.
Partnerships like TATA C
National conferences Functional area Trainings from companies Low interest from the
with functional area preparation. external environment
focus, webinars Differences in the EBs, LCs
All LCs have membership Most LCs fight to keep their Good relationship with LCs,
(15 LCs) membership by achieving markets etc.
the minimum standard,
losing focus on areas on
which they can capitalize.
2 new LCs Low focus New markets
Know how Help for their needs
No of members that take Mindset Talent Access
more than one program
-Qualitative experiences
Positioning in the Not all members have a International and LC2LC
international network- global view and knowledge partnerships
good people in the on how to use
international network myaiesec.net
Alumni focus Lack of specific strategies Large number of Alumni Alumni don`t agree with
on Alumni Develop LLC, AIESEC organizational changes
Scholarship, TN Corporate, Too little LCs have a
Develop new projects strong Alumni market
All LCs have membership Most LCs fight to keep their Credibility
(15 LCs) membership by achieving
the minimum standard,
losing focus on areas on
which they can capitalize.
b. The 3 main priorities for your area(s) 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.
PRIORITIES STRATEGIES OUTCOME
Long term partnerships- - Setting clear criteria and benefits - Concrete benefits delivered through a
Empowering NGP for the NGP structured NGP
- Creating customized packages with - Increase Delivery and Company satisfaction
each partner from NGP - New markets approached customized
-Resigning and improving - Increase partners retention rate
partnerships - Better achievement of sales target
-Reconnecting with old partners - Relevant partners for our needs
-Signing new partnerships based on - Endorsements from close partners, from

3. Mc Budget alumni
-Smart selling - Events participation and organization
-Presence in the external
environment
Product Development - Assessment on our partners needs - More Incoming GIP results, financial and
- Capitalizing on close partners content partners faster and more qualitatively
feedback to develop new products - New products in collaboration with
- Product Packaging on Incoming companies
GIP for each market - Improved benefits for our products
- Products based on key benefits - Vendible products
- Create initiatives with our partners
- Develop existing products
K
-No
Account Management - Account management plan and - Quarterly evaluation reports sent to partners
implementation with the NGP - More partners involved in BOA,
- Customer care strategy and Conferences, AIESEC programs
involvement of partners in AIESEC - MC Delivery Plan
activities - 100% CRM completed
- Tracking on delivery
- CRM
c. The external opportunities you can capitalize from your position to get the vision you propose in
point (b).
Multinationals
- A lot of them are leaving from Romania, leaving only some departments which means they need
specialists (exchange)
-Some of them are coming to Romania which means they need human resources (talent access)
Companies with global mindset- more and more companies have English versions of websites and to
extend, to export their products
National partnerships: Assuring that the implementation of them at the required standards
Market for new LCs and existing LCs: opening IGs in new cities that have the market and need for
AIESEC, capitalizing on the LC`s niche markets
Projects and initiatives with other entities: creating to start working with other entities and also have a
more flexible planning in term of concrete ways of achieving goals.
3. What is the role of MC? What should be the role of MC? What actions can you take as an MC team
to fill the gap?
The role of the MC is to Change according to AIESEC International and downscale, to Develop the LC`s,
Reach out and attract more of our stakeholders and Impact Romania with our initiatives and actions.
What should be the role of MC? Actions to fill the gap
TOWARDS THE WHOLE TOWARDS LCs between what should and
ORGANIZATION what is the role of the MC
1.Stakeholder management 1.LC development - More national
 AI representativity  Data analysis and reporting(monthly) partnerships and
 Government  Recommendations for strategy development recommendations
relations (Q) - Capitalizing on
 Alumni management  Individual coaching with EBs government
(BOA, BOAc) output towards  LC visits relations
LCP  Management preparation for EBs - Legislation
 Network  LC Management tools–framework and - Country brand,
management consultations Programs branding

4. 2.Financial management 2.Strategic development - Capitalizing on
 Financial  Market analysis partners for audits,
administration  National planning (NC, MC plan) market
 internal/external  National project development and assessments
audit management - Help EBs plan and
 investments  long--‐term planning teach them before
management  global alignment (campaigns) their term
 policies and 3.Conference management - Structure
regulations  agenda management implementation,
3.Legal management  conference management Processes
 Internal (legislation,  risk management implementation
bids, data privacy, enforcing  education cycle - Change
compendium) 4.Operations management management plan
 External (legal  Tactics development (FAD, FAD initiatives)
cases)  Education and training ! The most important thing
4.Communications  Data analysis and recommendations (monthly) that the MC has to do
 PR–external  Quality management (International Control better is giving customized
 Brand Board) consultancy (this means
 Trademark  National CRM being informed about all
 Policies and regulations the factors that describes
5.Organizational management the local markets, internal
 Organizational structure(JDs for MC and operations and culture in
consultancy for LC EB) order to offer solutions to
 National support teams their problems just like in a
 National R&R System consultancy company)
4. What strategies does AIESEC Romania need to follow to increase performance for the ELD
programs? Please specify at least 3 strategies for Domestic Programs (TMP&TLP) and 3 strategies for
the International Programs (GIP&GCDP).
Programs Strategies
TMP -Defining each program: competencies needed, interview, evaluation of the competencies, self
TLP assessment, HR processes (GS, CP, PA)
-Standardization for each program (transition for TLP, preparation and interview before entering
TMP)
-Externalization of the programs (programs in projects, members, external coaches for leaders,
alumni involved in preparation)
GIP Incoming -Product packaging: market assessment + product development according to each important
local market
-Alumni strategy: TN takers (young, entrepreneurs or in management positions that already
know the product), endorsements, entries at other companies, preparation
-Developing existing pools (qualitative processes) and new pools (ET in companies, private
universities)
Outgoing -Programs branding- External promo (students) and sales (NGO and companies employees to
go in exchange)
-Alignment of the recruitment in the international network
-Development of national projects (Change IT, Business Management School etc) and national
partnerships (TATA Consultancy)
GCDP Incoming -Exchange + ceedership programs to increase exchange quality, capitalize on international
trensds and align
-Partnerships and projects with other organizations (companies-CSR, NGO`s-raising and
development projects)
-Increasing sustainability of the projects : OCs formed a few months before the project that are
supposed to assure the sustainability of the PBOX as an essential factor in doing the project
Outgoing - Programs branding- External promo
- Alignment of the recruitment in the international network, Qualitative JD and CEED program
-Preparation delivery

5. 5. What are the competitive advantages that AIESEC Romania has in the international network? What
can we do to maintain and/or increase them?
Competitive Advantages Maintain Increase
Qualitative people in the  Internationalism  More partnerships on exchange
international network  Qualitative education cycle  Ceed`s an so on.
It is good because it proves we  Check on country  GCP`s
have a very good representativity.
organization understanding
Qualitative EP`s (especially  Quality in selection process in  Recruitments more targeted
GIP) recruitment (product packaging and branding
They are more easy to match  Reintegration programs of programs for each pool of
and they create a good brand  AIESEC Preparation to EPs student, message adapted
for the country (TTT0 for ex)and start recruiting according to the pool of students)
more targeted (message  More reintegration programs
adapted according to the pool of  A better promotion of our EP`s on
students) the platform and in the
international network
Incoming GIP/GCDP quality  Reception Programs  Sustainability of GCDP
They make incoming EP`s  Learning circles, Quality  Ceedership program
create a better brand for the measurement etc  Preparation programs
country and have a beautiful  Raising at NGO`s, universities,
experience and do their jobs niche companies
properly
Focus on HR  Right mindset  Implementation of processes:
Quality of the people and  Acknowledging the importance  Goal setting
organization of HR processes  Career planning
 Performance appraisal
 Transition
X+L Strategy  Mindset  Reintegration programs
Quality in AIESEC experience  Strategy of combined AIESEC  Internal Recruitment
programs