QUESTIONNAIRES

● NGUYEN HOANG MINH THU ●

TABLE OF CONTENTS

A. General questionnaires:
Question 1 ➤
Question 2 ➤
Question 3 ➤

B. Functional questionnaires (CXP Manager):

Question (a) ➤
Question (b) ➤
Question (c) ➤
GENERAL QUESTIONNAIRES
 1. In short, who are you & who do you aspire to be? What is your motivation to
keep going on with AIESEC and applying for this position?

● I suppose I am a creative person. In my opinion, being creative doesn't mean

knowing how to make things beautiful. It's about sophistication and
PART A innovation.
● For me, the most precious thing in life is happiness. That's why I want to be a
Q1 positive person. Positive thinking brings positive results, positivity makes us
happy, healthy and we will live longer. Besides, I want to create positive energy
Q2 and transmit it to people around me.
● About my motivation to keep going on with AIESEC and applying for this
Q3 position, I want to fulfill my AIESEC journey with a new experience. I believe
this position will provide opportunities as well as challenges for me to growth,
both personally and professionally. Moreover, I still passionate about
delivering value to the Vietnamese youth with AIESEC leadership and leaving
legacies for the next generations.
 2. What are your values/principles that drive your behaviors? Please include
past experiences that demonstrate how you have applied those values into your
personal life & working.

PART A ● Striving for excellence: Excellence is a daily, never-ending journey. When striving for
excellence, I challenge myself to excel all the time. This will help me build my confidence
Q1
and competence.

Q2
● I believe everything happens for a reason so there won't be any blame or judgment for

Q3 any situation. Sometime I will hurt and cry, but I see it as an opportunity for me to reflect,
learn and growth
 3. What is the one thing you are the most grateful for in your entire life?

PART A

Q1 my FAMILY
Q2 No matter where the storm is, when returning home, there are still people willing to cuddle,
protect, forgive me unconditionally - it's my family. I'm grateful for that.
Q3
FUNCTIONAL QUESTIONNAIRES
 (a). Analyze SWOT of CXP oGV ( Winter 1920 and Summer 2021) and define 3
key bottlenecks that must be solved. What are your strategies to solve it?

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

- EP buddies deliver
enough XS information
- Event: We hosted 1 RD &
PART B 1 OPS, achieved delegates
goal
WINTER 1920
- More than 14 EPs
break-APD
- Still not have task and KPI
tracking tool for buddy
- Follow up and update tracker
- EPs well-engaged with
CXP events
- Returnees pool from
Summer 1920
- Partnership with Bao Viet
- The low quality of iGV’s
projects (wrong JD, low
interact from buddy host
country, accomondation)
- Low respond from iGV

Q (a) + Events are habit Insurance - EP did not join enough 6

well-organized from the
planning process to on-site
Q (B) activities
- BA: Members have the
Q (c) ability in content writing,
mail designing
- Set expectations and keep - BA is being implemented weeks
contact with iGV to know how - F approved plan for - EPs have pop up
they deliver XS running BA campaign problems such as study
- Unclear SOP process abroad, scholarship,
(members don’t know about financial issues,...
this)
- BA measurement
- Synergy between oGV/oGVe
- Process with ER to find
venue
- M.E.C is not implemented
 (a). Analyze SWOT of CXP oGV ( Winter 1920 and Summer 2021) and define 3 key
bottlenecks that must be solved. What are your strategies to solve it?
STRENGTHS
- 2 Team CXP with the
specific focus -> enhance the
activities on delivering X
standard and doing Brand
PART B
Advocacy
SUMMER 2021
- 2 Team CXP have synergy
Q (a) and understand what the
other team does, willing to
Q (B) support each other
- SOP enhancement: more
detailed in deliver and keep
Q (c) track XS
- Buddy capacity
enhancement: implement
MEC plan, EP buddies are
well-trained enough skills
and competencies necessary
for CXP
WEAKNESSES
- Follow up and update
tracker habit
- Keep track buddy
implement SOP
- First time to run BA plan ->
takes time to fix and update
- How to adapt Sale's style
(fast, discipline)
- How to deal with Finance
- Buddy capacity is a
question: newbies do not
have much space to practice
what they were trained
- How to utilize the
competency of each
member in a team
OPPORTUNITIES
- Utilize the relationship
between oGV and partners
- IR enhancement
- ESTxCXP commission
- Returnee pools utilization
- Regular meetings (OCM,
OC2OC) to learn from
others, have a supporting
team, build cohesion
- Training and sharing
skill-set from TLs and VP
- Have the environment for
personal development
- Set synergy with team
CXP oGVe to run some
campaigns, events together
THREATS
- Collab with iGV
- EPs miss XS and give
feedback about the low
qualities of iGV’s project
- The COVID-19 pandemic
affects the schedule of EPs
or parents' permission
which causes re-realization
or break APD. Projects are
shut down or re-realized
and buddies can not
conduct visual meetings
with EPs.
- Inconsistency between
MC (host country) and iGV
about the projects timeline
and directions
 - We have changed to adapt
new situations very quickly,
resilience to face the
challenges, and EPs.
- Have task tracking and %
KPI for members to measure
the work efficiency
- Enhance the BA process
PART B - Promote for VNGG
effectively
- EP nurturing: implement - Synergy between - EP forget AIESEC account
Marketing and Sales, IR -
quite late about running -> can not conduct the
Sales - CXP
FBG for EP, nurturing EP 1 survey
year is a question. - CXP commission: wait a
- The first time running a long time for direction,
virtual workshop will have sometimes does not have
its own disadvantages and the proactive in work
difficulties - No offline events
- Two sides keep track PDP

Q (a) - Synergy with iGV to

promote BA campaign
- Launch IR persona
Q (B) - Build BA persona
- Run Facebook Group to
Q (c) nurture EPs
- First time run a virtual
workshop, besides delivering
OPS, we also give EPs other
values of needed skills to suit
customer needs.
 (a). 3 key bottlenecks that must be solved. What are your strategies to solve it?
Key bottlenecks
Buddy:
+ Lack of keep track CO-delivery X standard
with iGV. This led to some X standards not being
implemented or confused in the communication
PART B between the sides. Therefore, EP may miss or
question about the standards were delivered or
Q (a) not.
+ Update tracker habit
Q (B)
Collab with iGV: For instance, iGV sends mail to
Q (c) shut down the project to EP without going
through us. Forget about changing the status
from APD to RE for EP on expa, not clear about
delivering X standards with EP.
Strategies
- Aware buddies about the importance of
updating tracker habit as well as contacting with
iGV about project information, EPs expectations
and deliver X standards process.
+ Update tracker twice a month; specified on the
15th and the 30th of every month
+ Contact iGV a month before EP RE and
constant update about EP situation in 6 weeks
+ Set IR meeting to clarify the expectations of
both sides from the beginning
+ Monthly review about iGV performance and
give feedback for projects' quality
+ Push iGV contact with EP sooner and take care
of EPs to show them the support of AIESECers
from both home and host country.
 (a). 3 key bottlenecks that must be solved. What are your strategies to solve it?

Key bottlenecks Strategies

% EP react and interest in BA campaign + Buddy introduce about BA to EP from the

PART B + KPI has not been measured from the number beginning
of EP participating in BA campaign + Add in BA’s value for EPs to make them more
Q (a) + %EPs know about BA is a question willing to do BA
+ EP is not willing to do BA (fail expectations, + Try to push the BA operation with running FBG

Q (B) personal private, lack of skills,...) contents and activities

+ Build a tracker to measure the effectiveness of
running BA campaign
Q (c)
 (b). In the context of COVID-19, as a CXP Manager, what are your strategies to
re-match break - approvals EP and achieve the conversion rate 0.7 ( 7/10 break
- approved will be approved again)?

STRATEGIES PROJECT DELIVERABLE KPI

Buddy collects EP schedule to Have 1 list of break-approvals EP

suggest the project's timeline that timeline
PART B fixes their personal situation 100% respond from
break-approvals EP
Q (a)
EP nuturing Having 1 list inspiring email about 1 list email
Re-match
Q (B) activities GV to motivate EPs
Break-
Q (c) approvals EP Having process to inviting 1 process
break-approvals EP to involving in
AIESEC projects

Follow S.O.P CXP and Break APD 100% deliver S.O.P CXP and
Covid-19 deliver XS
process Break APD process
 (c). After a long outbreak of COVID - 19, the CXP Team had no EPs who were
realized in Summer peak 2021. What are your key strategies to innovate Brand
Advocacy in Winter peak 2021 ?

STRATEGIES PROJECT DELIVERABLE KPI

PART B Maintain cooperation with iGV 4 LCs apd-partnership +

to track the BA campaign new partners

Q (a) implementation of EP

CO-deliver BA with iGV

Q (B) Build BA tracking tool between 1 LC/sheet + 1 guideline
Customize Brand oGV & iGV for EP buddy from booklet
both sides
Q (c) Advocacy
activities Launch "6 weeks 6 challenges" 50% react from EPs
campaign - make this as an 1 mail introduce for all EP
outstanding campaign for EP 1 mail remind EP who will
Facebook Group activities
from oGV HCMC. join the campaign (1 week
before RE)
 Virtual workshop on skills
needed for the implementation
Facebook Group activities of the BA campaign
(Photoshop, Content
writting,...)
1 workshop/month + EP
activities (EP share the
result they made on FBG)

Customize Brand
PART B
Advocacy Having “Happy birthday” 1 list EPs’ birthday
activities to EP Buddy post on FBG/send
Q (a) activities
Long relationship building mail

Q (B) Having process to inviting EP to 1 process

involving in AIESEC events
Q (c)
Utilize Returnees pools from 1 potential Returnees list
Competition Term 1920 for VNGG next 1 process to keep track
season.
THANK YOU FOR
YOUR READING!

Freya