SECTION A

“To improve is to change; to be perfect is to change often.” -Sir Winston Churchill

I have seen this entity grown and I am proud of what my role has been in this society. I have developed my skills and found motivation in other sphere of life as well. I want others to have the same benefit as I did. Hence, I want to take the charge to take this to new heights and evolve into a high-performing entity.

“It doesn’t matter who we are, what matters is our plan” Keeping it short, here I present my manifesto for the position of LCC of AIESEC in Thapar University for the year 2013.

SECTION B

NAME ANANT KATYAYAN

ADDRESS A-315, HOSTEL H, THAPAR UNIVERSITY

PHONE +91 9592730754 , 9560711381

EMAIL akatyayan01@gmail.com

ACADEMIC QUALIFICATIONS

Class 10 Tagore Intl. School, Vasant Vihar

86.8%

Class 12 Tagore Int. School Vasant Vihar

83.4%

AIEEE rank : 22393.

Currently pursuing Bachelor of Engineering (Electrical, Third year) from Thapar

University.

ADDITIONAL ACHIEVEMENTS AND ACTIVITIES:

Intermediate skilled drummer and guitarist. Participated in events and competitions.

Participated in Local MUNs.

Volunteer in Teach India campaign for a duration of 1 year, teaching under-

privileged children.

Trekked to the summit of Indrahar pass (altitude of 4400m), overcoming a fear of

heights.

INTERESTS:

Football and Chelsea Football Club.

Music-playing and listening, airdrumming.

Aviation.

SKILLS:

Microsoft Office

C and C++ programming

Basic photoshop

SECTION C

1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate

on your contribution/performance, as well as the main learning you derived from each

role.

Team member, Business Development (February 2012- September 2012): Worked in

organising the Smokilling campaign and rock for a cause concert. Also, worked for the

August recruitments. We raised funds for the whole campaign. I learnt marketing and

business skills as I was directly responsible for getting ER and make the event a success.

Manager, Business Development (September 2012 till present): Working for Thapar

University Youth to Business forum to be held in February 2013. I am in charge of

agenda and content development. I have been working on finding partners and

developing a pitch for the event

2. What have been your main achievements and non-achievements in AIESEC in the

past? (Mention a max of three each)

Achievements:

• Successful brand value development through high quality events and marketing

strategies.

• Optimized timing for recruitments and good outreach to target crowd.

• Building a smart and cultured general body for AIESEC in Thapar University.

Non-Achievements:

• Not enough profit generation in the events.

3. Describe the experience of being a part of the Leadership Body/Management Body of

AIESEC Thapar University. How do you think other members on the team would

evaluate your contribution to the team & LCs organizational direction?

Experience as a manager has been challenging yet rewarding. We were dedicated to

make our entity grow and have come a long way. It has been a journey which was full of

learning experiences about AIESEC, I and life in general.

Other members would evaluate my contributions as calm, composed and balanced.

4. What are your three basic Learning’s/Values for life, which you have derived through

your AIESEC experience? (Answer objectively)

Be Punctual, time is something you should never waste. Procrastination can ruin things more than we can imagine. AIESEC has made me realize, it’s important to complete the tasks on time.

Care. If you can’t really care about your colleagues, your organisation or even people around you in general, situations won’t work out in the long run.

Keep Learning, the learning journey never stops. Self-improvement is key to existence of a being.

SECTION D

1. Why did you decide to run for LCC of AIESEC in Thapar University? What are the

qualities required for this role & what makes you best suited for this role?

I have always considered AIESEC in Thapar University as a family. After a joyful year in

MB, I believe I am ready for the next challenge. The position of LCC involves a lot of

responsibilities and his or her leadership will be the key to reaching the heights where

we have planned to be. LCC has to be accountable, approachable and ethical. The reason

I see myself in this because I have gained a lot of confidence in AIESEC and I am ready for

the next step.

2. Highlight your time commitment throughout the whole of next year (till Dec 2013;

Academic or otherwise). Ideally, how much time should an LCC give to his role?

My time commitment through 2013 consists majorly of college exams and academics. I

am in my 6th semester. I would like to spend time on studies during the exams in march,

may, September and December. Except that I don’t foresee any time-intensive activity.

An LCC should be available for the members at all times. LCC must always reply to mails

and calls. Also, I believe it is important LCC should make regular meetings with the EB

and should ensure compulsory hours where people can approach him regarding the

work.

3. What is your vision for AIESEC in Thapar University for the year ahead? What legacy

would you want to leave behind? Also, frame a mission statement for the LC for 2013.

My vision for AIESEC in Thapar University is:

‘First choice partners for delivering high quality experiences and having positive impact

on society. Responsible for creating active, smart and open-minded individuals capable

of changing the world’

I have seen my entity grow from nothing to the family we have today. The legacy I would

want to leave behind would be the open-minded culture and respectful attitude. What I

learnt at NSC 2012, was that culture is made up of four components, physical

workspace; language and communication; rituals and ceremonies; and stories and

legends. I want to make sure that to ensure a rich culture, AIESEC Thapar Univesity will

have a working convenient office space, respectful and courteous language; fun

environment. My aim would be to make sure that each member, respects and

celebrates the senior members and alumni they have.

Mission Statement :

‘To provide happy, yet challenging experiences to its stake holders which help them to

evolve into an asset to the society.’

4. Describe your leadership style? Explain how your style will be suitable for AIESEC

Thapar University in it’s current state

Leadership to me means leading yourself towards a vision and motivating others

towards improvement. My leadership would be characterised by:

Making timely decisions: I will analyse the problems and make problem solving

decisions to benefit my organisation

Taking responsibility for the actions: As a leader, it’s important to take corrective

measures if a situation does not work out instead of putting the blame on others. This

quality is essential to take organisation to a new height.

Keeping the general body and other stakeholders informed: It’s important that

everyone related to the organisation should know about the health of it operations. It’s

also important to have a sincere care for all the individuals.

Constant Self-improvement: Self-improvement is important for every individual and

every leader. A leader must constantly seek to strengthen his traits. This enable him and

the organisation to evolve over time.

I do lay a great stress on being an ethical leader. If you’re a good leader without ethics,

you are guiding yourself and others towards immorality.

AIESEC in Thapar University has come a long way in the past year. I believe I can lead the

entity to continue towards its vision, and to promote cultural and moral sensitivity.

SECTION E

1. Make an analysis of AIESEC’s key competitors in the region (Local Chapter

Geographical region) and what challenges they present to AIESEC and what can we

learn from them.

There are barely any Organisations providing exchange and internship opportunities in the city. AIESEC is the only organisation which provides such development opportunities. The main competitors are the other societies in college which compete in terms of time commitment of members. Other societies take up time due to which members are reluctant to commit to AIESEC. We need to build our culture so members do find value to their time. We can also make our operations more fun and productive so members don’t feel pressurised.

SECTION F

1. List down the different aspects of the job role of an LCC.

Managing the Leadership body.

Managing the overall operations of the entity

Maintaining relations with the parent LC

Motivating members towards a better performance

Maintaining University Relations to ensure functioning and logistics

2. Analyze the trends of the past two years (including 2012) of AIESEC Thapar University’s

strategic direction (include performance & culture). How do you see the organization

direction of AIESEC Thapar University’s shaping up in the coming two years? Also, give

a SWOT analysis of the LC for 2012.

The numbers have been increasing consistently throughout. We have a marketing team

to promote our products. Every stat has been consistently increasing and membership

has been increasing as well. Culture has been increasing too and membership body has

played an important role and members are starting to attend conferences as well. With

this motivation has been increasing. I see AIESEC in Thapar University becoming a

successful LC and becoming financially sustainable.

Strengths:

Concentrated market

Weakness:

Exchanges only possible in two cycles, summer and winter

Opportunities:

A whole city to expand in and a big market to explore

Threats:

University refusing to let us expand and taking away logistics support.

3. What focus areas do you propose for AIESEC in Thapar University in 2013? Give action

steps that will contribute to these focus areas.

Increasing exchange statistics.

Marketing.

A more dynamic culture.

Establishing permanent multi-dimensional partnerships.

Establishing a board of advisors.

4. Propose the organizational structure that you plan to follow for the next year including

the middle level management, functional roles as well LC entities.

LCC

TL CIM TL BD TL TM TL Finance TL OGX TL ICX

TL OGX

Manager Manager Manager

TL CIM

Manager, IM Manager, Brand Develoopment

Manager Mkt

TL ICX

Manager, QET Manager, oGIP Manageri

GIP

TL Finance

Manager, Univ. Relations

Manager, finance

TL BD

Manager, Expansion

Manager, CRM Manager, Events

TL TM

Manager, Internal Affairs

Manager, TM

5. Layout a synergy plan & accountability structure between different portfolios in the

LC. How will you as LCC ensure you track common bottom-lines of two VPs? (Also

consider LC Entities, EwA and LLC activities into account)

ICX OGX FINANCE BD CIM TM

ICX Finance

of

incoming

interns

Developing

events to

promote

incoming

exchange

Publicity

of ICX

projects

OGX Promotion

of OGX

through

ongoing

ICX

projects

Form

selling

finance

Form selling

at events

FINANCE Intern

salaries

from

Univesity

IS budget,

Raising fee

and

accounting

Financially

approving

the event

Printing

budgets

BD Event

finance

handling

Recruitments

and OC

applications

for events

CIM IS

publicity,

overall

continuous

publicity

to

promote

exchange

Printing

and

media

budget

approvals

Event

publicity

and

marketing

parts of

partnerships

Overall

promotion of

culture

6. Give an activity calendar of AIESEC in Thapar University for the year 2013.

Event Date

Information Seminar January

Thapar University, Youth to Business February

Recruitments February

Entity Meet March

Technical Project (Energy Audit) April

Information Seminar August

Recruitments August

Strategic Meet October

Social Campaign October

7. Critically analyse the culture of AIESEC in Thapar University. What aspects of the

current culture will you retain and what aspects will you change in the coming year?

How do you plan to do the same?

I have witnessed an evolution from no culture to a feeling of being an AIESECer that

everyone in the LC carries now. We have been growing in every field and culture has

been developing ever since. In comparison to already established entities, it is not the

best of our attributes, but I believe we will get the right culture and right leadership

pipeline within the very few months.

The aspects I believe should be retained:

High and effective use of podio.

Respect for the Leadership and management body.

The aspects I would like to develop upon is the overall AIESEC culture. I want to make

enough operational profits so that I can subsidize the conference fee for high performing

members so that they returned motivate and can perform high to promote the culture

in the entity.

SECTION G

1. Please give your (probable) targets for the next year. Please justify the same.

I wouldn’t want to set targets for all the programs as the realities we function in have to

be analysed and worked up in the coming year, especially for incoming programs.

oGCDP 80

TMP 80

iGIP 15

TLP 25

2. State your understanding of the inter-relation between the 4 ELD programs. What do

you propose for 2013 that will ensure capitalization of this inter-relationship?

The four programs are GIP, GCDP, TMP, TLP.

GIP is a very amazing professional opportunity where people get technical internship

opportunities abroad.

GCDP is aligned with AIESEC’s vision of peace and fulfilment of humankind potential. In

this program people get to experience different cultures and become sensitive and

tolerant towards other cultures.

TMP is responsible for making these exchanges happen. TMP also involves exchange

support and developing and expanding these operations. TLP involves leading a team of

few members who are working under the TMP.

3. List down any innovation(s) that you intend to bring in Program departments/teams.

If we critically analyse the Exchange operations in the entity, we might observe lack

of sustainability and consistencies. For the year 2013, I would suggest some

measures which can be adopted (Classified as ICX, OGX, TMP):

ICX

Starting sustainable projects which can be carried on annually which will increase the

iGCDP statistics.

Establishing permanent partnerships with clients and regular follow ups to ensure

that clients have a better experience. Thus ensuring a higher number of TNs.

A specialized Quality Experience team to increase the over-all experience quality of

the incoming interns.

OGX

An online database which can be filled anytime and by anyone to give us an easier

way to contact people when we start with the recruitments.

TM

A more focused job role for an individual to challenge to develop and improve upon

a certain set of skills.

An Internal Affairs team to constantly work upon improving the culture within the

LC.

A priority planner for each member of the LC and TM department will track down

the tasks accomplished.

SECTION H

External Relations

1. What is your understanding of External Relations and Business Development? What all

according to you falls under the purview of the portfolio?

External Relations deals with establishing and maintaining strong relationships with

other organisations and provides support for LC to maintain marketing,

communication and financial ties with these organisations. According to my

experience in this portfolio, Business Development is an essential accessory to the

LC. It takes cares of numerous events which have an impact on the brand value of LC

and also on the society for the better. It also consists of raising the funds and in kind

partnerships required in the functioning of AIESEC. In AIESEC in Thapar University,

BD & ER department also takes up the responsibility of expanding into other

universities and colleges. In 2012, Successful marketing and form selling was done in

National University of Law, Patiala.

2. Give your (probable) ER target for the next year. Justify the same, considering the

ground realities faced in the LC in 2012.

Considering the realities and market situation in Patiala, I would suggest a direct

raise of INR 2.5-3 Lakh. Although in events, an ideal profit margin is 50%, but

accepting our environment’s limitations, I would restrict my estimation of profit to

about 25-30%.

Limitations faced in the market in Patiala have proved themselves hard to overcome

in the last year. The prospective partners are very few and would take time to

establish high profit partnerships. But I do target at least 3 permanent partnerships

to be established and a board of directors of at least 5 personalities.

3. What sources of revenue do you propose that will bring in regular income to the LC

(apart from direct exchange programs)?

Events and campaigns, for one, is a good source of revenue generation and brand

establishment. In the calendar year of 2013, we would have a youth to business

forum, a technical project and a social campaign. These would help in generating

monetary resources and eventually would increase our form selling.

Also, strategies would be adopted to seek permanent partnerships which will benefit

us in monetary or in-kind ways. AIESEC in Thapar University will soon have a Board of

Advisors which would eventually help us establish ourselves in our local market and

help us overcome the difficult realities we are facing as a new establishment.

Financial Management

1. Describe your understanding of the role of Vice-President Finance in the LC.

As per my understanding of role of VP-Finance in the LC, I will categorize the role in 4

ways:

Financial analysis:

VPF will be responsible for presenting and reporting accurate and timely reports

of the financial state of the entity to the LCC. Also, a timely state of financial

affairs should be presented to the General Body. Every stakeholders of the

organisation should be kept informed by the VPF and his analysis should be

reliable as many decisions will be based upon it.

Treasure:

VPF will have a record of all financial transactions of LC. Hence VPF will be held

most responsible for available finances of LC. Every investment in form of

subsidy, reimbursement and assets have to be approved by the VPF.

Strategy and forecasting:

VPF has to assess the areas of LC are most efficient and what should and must be

invested upon. Also, he must devise a plan to ensure LC’s financial success and

stability in the future.

Financial Crisis:

At a time of financial crisis, VPF takes in charge of all the operational decisions.

University Relations:

Maintaining relations with the university to ensure logistics, stability and

sustainability.

2. Define a financially sustainable LC. How do you envision AIESEC Thapar University in

2013 with respect to financial sustainability?

Most important feature I believe of a financially sustainable LC is the financial

independency. The operational profits the LC generates should be invested in the

growth and development of the LC. AIESEC in Thapar University has a complicated

finance situation but I do believe it is financial stable. The red tape involved to access the

projects and ER funds makes sure that liquid cash is not overspent. Also, the funds can

be accessed easily but needs time. The operational money is not accessed by anyone

except the LC, hence, can be invested for further development. The concentrated

market is turning out to be a boon for the outgoing market. Further development can

easily be foreseen. Hence, I believe AIESEC in Thapar University is financially sustainable.

Talent Management

1. What is your understanding of the distinction between TM as a function and TM as a

program? Evaluate the performance of both in 2012.

TM as a function is the department directly responsible for the quality of experience

the members have in AIESEC. TM helps to promote culture and leadership and

member opportunities in AIESEC.

TM as a program is taken as the TMP and TLP opportunities in AIESEC. Due to the

leadership opportunities, AIESECers can enhance their talent and improve upon

various management and leadership skills.

2. Analyse the recruitment’s conducted this year. What innovations do you propose in

the existing processes to make them even more effective for next year?

Considering, I had been directly a part of recruitments in August 2012, they were a

busy time for the Body. Our General Body grew from 14 to 38 after those

recruitments. The process was efficiently handled and the process showed good

results. It involved a general questionnaire, group discussions and a personal

interview. The new members have proved their quality and management skills time

and time and we are proud of our membership. However, I would suggest a

probation period or termination of inactive members a month before every

recruitments in the future.

In the year 2013, we should

Target a higher EP to TMP induction ratio.

Adopt a more objective approach for the selection emphasizing more on the

skills and personality of the individual for the TMP.

Organise a conference for AIESEC in Thapar University only, post

recruitments, where senior members would be able to provide operational

training to new recruits to optimise the functions in local realities.

Marketing

1. What emphasis does Marketing as a function hold currently for AIESEC in Thapar

University? Critically analyze the same. Also evaluate its contribution to growth in ELD

programs.

Marketing is responsible for the public image of AIESEC in Thapar University. Since

people in geographical proximity our mostly our targets, mass marketing is very

effective. In 2012, Smokilling campaign was very effectively marketed which

established a firm public presence of AIESEC. In July/August, marketing was very

essential to target the fresh crowd and led to high form selling after the LEAD session

and Information Seminars. A non achievement in this area had been a failure to mark

a continuous presence. Due to that, brand of AIESEC had relied upon the word of

mouth for some stretches in between.

Apart from that, marketing has been successful in AIESEC in Thapar University. It

lead to over 200 forms being sold in a single month a very high growth in TMP/

oGCDP programs. Members were recruited from 200 interested applicants and

winter realizations have been high.

2. How should Marketing evolve in the LC in 2013? How do you see it contributing to ELD

programs in 2013?

First of all marketing would be one of the top priority focus areas in 2013. We would

be required to ensure that instead of just products and services, we would provide

people with experiences worth noticing and worth being part of general

conversations. Apart from people telling about it, we need to provide experiences

that people want to hear about. We have a boon that our majority of target crowd is

living in the same bounded area. Marketing in 2013 will involve a continuous

interaction with the crowd rather than just during IS, recruitments or events. A

consistent public presence increases the chances of people having conversations

about AIESEC.

2013 will involve establishment of long term marketing and publicity partners :

Radio partner (target- 92.7 BIG fm)

Print media partner (target HTMedia)

Partners where our presence can be effectively marketed to larger target crowd ( Campus food joints etc.)