Growth model per lcp

LC GROWTH PATH

WHAT IS A GROWTH MODEL?

Its an ideal path that an LC should follow in each programme to growth in exchange’s volume.

LC GROWTH PATH

TOP

GRO

POT

RIS

oGCDP iGCDP iGIP oGIP

TOP TOP TOP

GRO GRO GRO

POT POT POT

the growth of our lcs will develop along the four

programmes horizons, starting

from our driver ogcdp, then igcdp,

igip and ogip (follow the numbers).

considering the current diversity level of the lcs,

their clusters will be assessed in all

programmes and the lcd strategies

will support them in recovering the

«gaps» they have in the model.

*eg. a lc which is GRO in iGCDP and GRO in oGCDP, should first aim to reach TOP in oGCDP.*eg. a lc in oGCDP GRO, iGCDP GRO and iGIP POT, should keep on investing more in GCDP to reach TOP, before upgrading iGIP performances.

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OGCDP GROWTH STRATEGY

OGCDP

TOP

GRO

POT

RIS

VE, R3, MI, TO

CT, TS, TN, NP, BO

PA, PD, NF, FE, RS

AN, GE, PV, BA

75

45

30

20

Vale Coaching

Vale Coaching

Suhas Coaching

NST Coaching and Innovation

(R3, TO, MI, TN)

cluster

local committees goals Coaching

RISING LC(AN, GE, PV, BA)

Capacity

L&D

Focus

Goals 9 Months, 20 exchanges

1 PM+ 1 team operations ( 1 selection+ recruitment, 1 raising+matching, 1 seller); 3/5

Members: Middle Managers: VPs:

Marketing and Communication; Sales ( Basis in promotion have to be delivered)

POTENTIAL LC(PA, PD, NF, FE, RS)

Capacity

L&D

Focus

Goals 9 months, 30 exchanges

1 Operations team ( 1 TL, 1 recruitment+selection, raising+ matching, quality); 1 Sales Team ( 1 TL, 3 sellers); efficiency: 1/3


University Relationship; Marketing and Communication; Complain Management; LC2LC (understanding)

GROWTH LC(CT, TS, TN, NP, BO)

Capacity

L&D

Focus


2 Operations Team ( 1 TL, 1 recruitment, 1 selection, 1 raising+matching,1 quality)- University/faculty based+ 1 Sales Team (1 TL, 3 sellers); Efficiency: 1/3


LC2LC (matching), Quality, Complaing Management, VP and PM Management+ Leadership

TOP LC(VE, R3, MI, TO)

Capacity

L&D

Focus


Members Middle Managers VPs

Quality, Complain Management, VP and PM Management+ Leadership, Upscale Operations, University Relations

2 Operations Team ( 1 TL, 1 recruitment, 1 selection, 1 raising, 1 matching, 1 quality)- University/faculty based+ 1 Sales Team (1 TL, 3 sellers); Efficiency: 1/4

IGCDP GROWTH STRATEGY

STRATEGIES CLARIFICATION

Strategies of every next level should be additional to the strategies of the previous level.

For example, when LC is becoming top, strategies of potential and growth should be already mastered.

IGCDP

TOP

GRO

POT

NP, AN, PA, TO

GE, TN, NF, MI, TS,CT

PV, R3, BA, RS, FE, VE, PD, BO

On peak: 70 x NPS: 60

Off peak:10x NPS: 60

On peak: 40 x NPS:

60Off peak:

10 x NPS: 60

On peak:20 x

NPS: 60

Lera Coaching

Lera + Successor Coaching

Top VPs Coaching

cluster

local committees Goals MC Coaching

POTENTIAL LC( PV, R3, BA, RS, FE, VE, PD, BO)

Capacity

L&D

Focus

Goals 9 months, On peak 20x, 1 project

Efficiency: ¼, 1 team of 7 people, project based structure

Members: Standard (National strategy)+

MM: Standard+ Lead for mindset break, VP: Standard+

BE simple ( 1 project, 1 team), BE focus ( selling).

SPECIAL MESSAGE: BE SIMPLE, FAST AND FOCUSED

Focus on national projects.

TN taker based projects.

Sales as a main attract-covert-close for financial sustainability.

1-to-1 matching.

EP LEAD implementation.

Safety Standards Satisfaction delivery.

Establishment of exchange culture in the LC.

TN takers and LC network as a main source of hosting families.

GROWTH LC(GE, TN, NF, MI, TS,CT)

Capacity

L&D

Focus

Goals 9 months, on peak 40 x, off 10 x, 2 projects

Efficiency: 1/3, 2 team of 7 people, project based structure

Members: Standard (National strategy) MM: Standard+ VP: Standard+

Upscaling strategy, Quality Management

SPECIAL MESSAGE: BE INNOVATIVE AND LISTEN TO CUSTOMERS

Small local projects can be, but focus on big national projects.

TN taker based projects preferred.

B2B marketing for TN takers.

LC2LC for matching.

International marketing.

Financial management, economies of scale.

Marketing for conversion for hosting families.

Exchange culture development.

Customer loyalty for students and fire-fighting.

Customer loyaty for organizations.

Media relations and events .

Management and leadership.

TOP LC(NP, AN, PA, TO)

Capacity

L&D

Focus

Goals9 months

OFF PEAK: 10x, 1 projectON PEAK: 70x, 2 project in 2 waves of realization

To define

Members: Standard (National strategy) MM: Standard+ VP: Standard+

Department Structure ( Strategic VPs, Tattic MM), Focus on leadership/management, GR, LC2LC, Advanced Upscaling strategy, Quality management

SPECIAL MESSAGE: THINK BIG, ACT BIG, BE BIG.

Big local and national projects.

Event-based and TN-taker based projects.

LC2LC for matching preferred.

Government relations.

Sponsors and in-kind partners and B2B for them.

Learning partners.

External support in exchange delivery (reception, education).

Strategic planning.

Showcasing as a focus.

I GIP GROWTH STRATEGY

IGIP

GRO

POT

NF, AN

TS, BA, VE, TN, CT, GE, MI, R3, TO, RS, PV, BO, NP,

FE, PA, PD

5-15

5

cluster

local committees Goals

Rafa

Coaching

Rafa

TOP /15/2

5/

POTENTIAL LC(TS, BA, VE, TN, CT, GE, MI, R3, TO, RS, PV, BO, NP, FE, PA, PD)

Capacity

L&D

Focus


1 VP+ 1 team (3 sellers) Efficiency: 1/1


Selling like never before.

GROWTH LC(NF, AN)

Capacity

L&D

Focus

Goals 9 months, 5- 15 exchanges

1 VP, 1 Sales team (1 TL, 3 members), 1 MA+RE team (1 TL,3 members) Efficiency: 1/2


Selling, Account Management

TOP LC()

Capacity

L&D

Focus

Goals 15/25 exchanges, 9 months

2 team operations (1TL+ 3 sellers + 3 account managers/ 1 TL+ 2 sellers + 2 account managers) (subproducts based) efficiency: 1/1

Members Middle Managers: VP:

Process Optimization, Efficiency

OGIP GROWTH STRATEGY

OGIP

TOP

GRO

POT

TS, NF, AN

BA, VE, TN, CT, GE, MI

R3, TO, RS, PV, BO, NP, FE, PA,

PD

10-15

5-10

5

cluster

local committees 2014Underlined LCs have

currently running oGIP activities.

Bold LCs have good matching rates in oGIP

.Those categories of LCs

will be suggested to open LC VP oGIP position for

2014.

Anyway, considering the low productivity, only one

team will becreated, based on one – max 2 –

subproducts.

Coaching will happen through the

oGIP NST, then from the MC VP

oGIP, once elected.

-

NST Takes care of:coaching

educational wikinational partners

marketing materialfacebook group

structures Coaching

POTENTIAL LC(R3, TO, RS, PV, BO, NP, FE, PA, PD)

Capacity

L&D

Focus

Goals 5 exchanges

1 Coord

/ / /

Processes, Marketing, Communication

GROWTH LC(BA, VE, TN, CT, GE, MI)

Capacity

L&D

Focus

Goals 9 months, 5-10 exchanges, ½ subproducts

1 VP/TL+ 3 members


Supply&Demand, oGIP process, Selection

TOP LC(TS, NF, AN)

Capacity

L&D

Focus

Goals 15 exchanges, 3 subproducts, 9 months

1 VP/TL, 3 members


University Relations

OBJECTIVES OF THE MODEL

Have an organic growth NO RANDOM Growth anymore

Break the limit of 100 exchanges by LC finally :D

Each LC have a clear growth path to follow in each programme with a clear strategy focus

LC Coaches know how to coach their entities in each programme and where to bring them

The EB 2014 will have a key role in the Organization Growth:

- They have to know the direction and contribution of their area’s/LC in the Organization

- They have to cover specific skills by the beginning of the term

Tier LC oGCDP iGCDP IGIP oGIP

1 MI TOP GRO POT GRO

1 RT TOP POT POT POT

1 TO TOP TOP POT POT

1 VE TOP POT POT GRO

2 AN RIS TOP GRO TOP

2 NP GRO TOP POT POT

2 PA POT TOP POT POT

3 TS GRO GRO POT TOP

3 CT GRO GRO POT GRO

3 TN GRO GRO POT GRO

3 BO GRO POT POT POT

3 NFII POT GRO GRO TOP

3 GE RIS GRO POT GRO

3 BA RIS POT GRO TOP

4 FE POT POT POT POT

4 PD POT POT POT POT

4 PV RIS POT POT POT

4 RS RIS POT POT POT

Tier 1: LC TOP in OGCDP

Tier 2: LC TOP in IGCDP

Tier 3: LC GRO in programmesTier 4: LC POT in programmes

Growth model per lcp

Education

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