AIESEC in Belgium

DIGITAL TRANSFORMATION PROJECT2016-17 Term !!

Josephus AYOOLAVP of B2C,AIESEC in Belgium. 16-17

When you’re being DISRUPTIVE, there are no half measures. You go all the way or you drop out

- RONNIE SCREWVALA Indian Entrepreneur and Philanthropist.

CONTEXT

2016• Is set out to be the year of “Versatility.”• the first year of AIESEC’s new mid-term

ambition - AIESEC 2020.

• One of the top 30 economy’s in theworld.

• Over 5 million youth population.

Belgium needs to evolve. With the governments “Digital Belgium” action planof getting Belgium into the digital top three in Europe by 2020, it becomesmore glaring that having a digitally ENABLED and PERFORMING organisationis more crucial than ever.

But, the truth is AIESEC is still working on a stone aged business modelwhere 4 members generates 1 exchange – Our core offering to Belgian& Luxembourg youths and businesses.

o How can we engage and develop every young person in Belgium &Luxembourg?

o How can we become a youth leadership movement for Belgium &Luxembourg?

o How can we connect and build upon AIESEC for an engaged youth?

Or in short term, how can we DOUBLE our impact in only the next 1 year?

DIGITAL TRANSFORMATIONWhen we start looking into some limited metrics we have on the digital presence, it’sshocking to see how less data we have and poorly they are managed, what’s more the buzzour brand is able to create is poorlyharvested into customers.

Yes, we have been complaining about talent shortage, low member of retention, inabilityto transit knowledge and even inability to convert our potential customers into becomingcustomers. Transformational change is needed so that AIESEC does not get stuck ourmembers in inefficient operation just to attract and convert customers, where the trueessence of facilitating our customers with leadership development is often neglected -The Value Delivery Phase.

To start this transformation, we asked ourselves, “How can we digitalise the entirecustomer flow?’

To stay focused with our effort, the inputs are taken from the nationalplenary, local marketing and operations officers, national programheads and a national approach of system, process and behaviorrevamp is planned with the following three focus sub-projects.

KEY DIGITAL STRATEGIES (i.e. Sub-projects)

WEBSITE OPTIMISATION

LEAD NUTURING

PROCESS OPTIMISATION

(a.k.a HACK OGX)

The goal is to create and design an interactive and dynamiclanding pages with market useful and meaningful informationand features. The goal is to increase conversion rates of UV(unique visitors) to Sign Ups by 15%MoM (Month on Month).

For both oGV & oGT, to create automated email workflowsbased on the customer persona and behaviors. The goal is toincrease conversion of Sign Ups to Customers by 14 %

For OGX, is to analyze the key process bottlenecks (at eachstage of the customer flow) and propose digitally enabledsolution to increase operation efficiency.

PROJECT HR

JOSEPHUS(Project Lead)

SARAH(OGX Relations)

WEB DEVELOPER CEED

MC Members & LC’s for content curation

VIDEOGRAPHER (Local or CEED)

B2C NST

WEBSITE OPTIMISATIONCURRENT STATUS

• Very static content and landing pages.

• No data/tracker to determine web stats such as UV, BR, PV etc..

• Conversion rates cannot be determined.

• Blogs are not being used and is not interactive.

IDEAL STATUS

• Interactive & Mobile-optimized web pages.

• 14% conversion Sign Ups.

• Opportunity Marketing.

• Social, OP & COP Integration.

• Target Audience sensitive landing pages (For example, we have emotionally triggered B2C Student Pages & Data driven B2B Company Page.

VALUE PROPOSITION

To ensure that all product pages are

communicating the value proposition of

each product and also the messaging is unified

to all audience. Also pages should be

convincing with stories and convert the right

audience. THIS IS THE FIRST AND MOST

BOLD STEP TO DIGITAL

TRANSFORMATION AND A CENTRALISED DIGITAL ECOSYSTEM.

LEAD NURTURING

CURRENT STATUS

• No Lead Nurturing Strategy.

• Customers currently only get generalized email only when Approved, Rejected & Realized on EXPA.

IDEAL STATUS

• Customer Persona & Behavior based email generation.

• Tracking of clicks and re-engagement rates.

• Consistent lead nurturing content creation and distribution.

PROCESS OPTIMISATION

CURRENT STATUS

• oGV: 210 days.

• oGT: 270 days.

IDEAL STATUS

• oGV: 90 days.

• oGT: 150 days.

* This is the average number of days

it takes for the complete customer flow of One Customer.