GIP

Check-listIf your entity needs ‘…’, then check SI Strategic Initiative

1. Provide experiences that develop the kind of leadership we aim to see2. Clear Connection between TMP, TLP and EPs working in this programs to

the impact they are creating3. Tackle market segments that are in biggest need for the program and are

most relevant

Purpose-driven Market Segmentation

1. Upscale TN partnerships2. Increase partner retention rate3. Increase re-raise in short-term4. Secure long-term partnerships with TN takers5. Improve iGIP products and processes

Customer Loyalty for Organizations

1. Align subproducts with your partners2. Know how to track and manager your CY partnerships in a better way3. Know how to align BO with your partners4. Know how to codeliver 5. Know how to involve the LCs in this partnerships6. Know how to get and provide the right information on visa processes

Supply and Demand

1. Organisation Structures to enable bigger and better delivery of Leadership development experiences.

2. HR is not the only way to contribute to growth3. Right # of people + right roles + right JDs + right training = TC driving 2015

achievement!

Talent Capacity

1. Better Conversion Rates Applicant to RA & RA to MA!2. Using our external data to direct and adapt our operations Marketing for Conversion1. The members need to understand the impact of GIP2. You need TMP/TLP to drive GIP in a better way3. The purpose of GIP is not clear in your entity

Leadership in Every experience

Purpose-driven Market

Segmentation

Purpose-driven Market Segmentation

Why is this important?

What results can it bring to the entity?– Experiences that are relevant to your society, and members learn how to improve their society with market

solutions– Higher sales intensity and retention rate within membership in GIP– Enforcing a purpose driven culture in GIP functions

What to consider for re-planning?– Look into which products are currently focused on in your entities, and gather enough market analysis to be able

to define the most needed and relevant market segments in your country (using the market segmentation process based on external needs)

– Considering the supply and demand within the network to realize those sub products– Current structures in IGIP functions and how they would be changing– Implementation timeline for education, structure changes and providing material to LC (Such as segments data,

proposals...)– Setting a plan for culture change

Provide experiences that develop the kind of leadership we aim to see

Create a clear connection between members & interns working in the programs and the impact they are bringing to these societies

Tackle market segments that are in biggest need for the program and are most relevant

Identify what is the need of the country, and customize the regional products created by the RC

--> identify the market segments that can satisfy the need of the country

--> identify the needs of this segment

--> identify SPs which can cover this needs --> Check S&D

--> Create JD

--> Create proposals (consisting of different SPs) as a package

--> Begin sales to companies

- Work on the virtual & non-virtual messaging to TMP/TLP during the Marketing/Sales process. The work involves striking a balance between "purpose" and "business benefits" in sales pitch, proposals etc.

- A visual illustration of how this, along with other strategies, fits in with current processes. Show how PDMS fits in with the TN Taker flow.

- GIP CoW delivered in national conference, create sense of urgency and excitement

- iGIP teams should be based on market segment.

- Deliver analysis of the market of the city to make sense for the LC

- LCVP could have a consultancy from MCVP on how to sell & customize a JD which ensures leadership development

- Auditing from the MC for JD creation before putting it available

Purpose-driven Market Segmentation

Specific Ideas from the Steering team meeting for implementation/ST next steps

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CustomerLoyalty For

Organizations

Customer Loyalty for Organizations

Why is this important?

2011 Customer

s

2012 Customer

s

2013 Customer

s

2014 Customers

Global partner retention rate is 31%. We cannot afford losing almost 70% of our customers every year

Re-raising is 3x easier than new raising.

Our processes and products should be improved consistently to upscale and sustain partnerships.

Customer Loyalty for Organizations

What to consider for re-planning? - If you have any customer feedback within 100 days challenge, check and analyze the insights

(check further slides to see how to reach survey responses)- Make sure CLO related KPIs are in planning framework- KPIs would be: % of partners retained, % of partnerships upscaled, number of re-raises,

number of conversations held, etc. - Hidden checkpoint! Good to see that you’re checking output. As a reward: Go to MCPs FB

group, find the post that announces STM output released, and post a random (it could be very random) question as a comment to any ST member. Your questions will be answered for sure.

- Define goals related to those KPIs until the end of the term- HR allocation / structure alignment on MC/LC level for proper account management in order to

achieve these goals

Customer Loyalty for Organizations

Specific Ideas from the Steering team meeting for implementation/ST next steps

1. Clearly communicate the benefits of CLO-esque activities and connection with results at every GIP touchpoint. Showcase CLO as a growth strategy to the LCs and show clear connections to expected results.

2. Have a guideline with CEM minimums (checklist, timelines) for a company in order to assure the re-raise.3. Integrate those minimums to membership criteria/compendium/incentive systems4. Develop a CRM system, which would make standards implementation and feedback analysis easier5. Define and clearly communicate proper KPIs for CLO, both on national and local level.6. Identify 1 or 2 LCs that they consciously support in CLO implementation perfectly, and then showcase the KPI progress

and results massively in the national network. Expand the pilot circle step by step.7. Encourage and support LCs to allocate people with customer oriented competencies in customer facing roles.8. Support LCs to define checkpoints (Ex: every 6 months/after every RE) when the partnership will be reviewed, feedback

taken and then new plan for the partnership will be made. Such a checkpoint should be conducted by the account manager with the LCVP ideally.

9. Create guidelines for content of the customer meetings on how to handle promoters, passives and detractors in re-raising. (FAQ form would work better)

10. Make sure you collect references & testimonials.11. Launch national challenges/campaigns to speed up KPI progress. (Get integrated or replicate global ones)12. Analyze customer feedbacks on a quarterly basis for process improvementand product development, build action plans and share the learnings.

Customer Loyalty for Organizations

Find more information hereCustomer Loyalty for Organisations session in IC 2013, Egypthttp://www.myaiesec.net/content/viewfile.do?contentid=10282695

How to access your 100 Days Challenge data:1. Go to http://secure.wufoo.com/login2. Username: aiesec.wufoo@gmail.com / Password: 100 Days Challenge3. Click ‘Reports’ tab on top4. Click ‘Export’ button, located right under ‘GIP feedback’5. Choose the format that you want to have the data6. Filter, play, create pivot tables, do whatever you want but make sure you analyse the data

SupplyAnd

Demand

Supply and Demand

It can bring alignment of Sub-products within the country partners and make sure that you have faster MA process

It will bring a better understanding on how to track your partnerships in MC and LC level

It will bring a perspective on how to align your BO to the main strategies for partnerships

It will guarantee you will also deliver all the minimum standards of quality to a co-delivery

It will show you how to involve the LCs in the Partnership creation and definition

It will show you how to RA and use MKT strategies in the right sub-product and with a clear partner definition to make sure you will MA

It will show you why and how to provide the right information to your legal processes and guarantee a faster MA

Why is this important? What results can it bring to the entity?

Supply and Demand

What to consider for re-planning?

Tier 1– Consider the sub-products your partners and main suppliers in the network are working with to

re-plan you goals– Historical data– Main suppliers in the network for iGIP and oGIP– Check on the visa regulations to work with GIP in every country you plan to work with– Have a check list of the minimum quality standards you need to have to deliver the partnership– Consider putting in your timeline regular meetings with MCVPs and MCPs of your main

suppliers– What are those markets that have a big potential and you could invest in to grow as your

supplier– Consider if you are in the Piloting S&D entities and what are the next steps for the partnership– Align your BO strategies to your partnerships (ex: if you are going to partner with India, how are

you gonna make sure that you only accept EPs that want to go there; how do you make sure that you promotion strategies are directed to this country etc)

– Make sure you have a clear national campaign that is aligned with your partner to send to your LCs

Supply and Demand

What to consider for re-planning?

Tier 2– Consider the sub-products your partners and main suppliers in the network are working with to

re-plan you goals– Historical data – Main suppliers in the network for iGIP and oGIP– Check on the visa regulations to work with GIP in every country you plan– Have a check list of the minimum quality standards you need to have to deliver the partnership– Consider putting in your timeline regular meetings with LCVPs, MCVPs and MCPs of your main

suppliers– Congratulations! You have discovered a hidden checkpoint. As a reward, feel free to go to

Anubhav’s FB page, post this gif image and congratulate him on behalf of Indian movie industry. He’ll appreciate that.

– Consider if you are in the Piloting S&D entities and what are the next steps for the partnership– Align your BO strategies to your partnerships (ex: if you are going to partner with India, how are

you gonna make sure that you only accept EPs that want to go there; how do you make sure that you promotion strategies are directed to this country etc)

– Make sure you have a clear national campaign that is aligned with your partner to send to your LCs

Supply and Demand

What to consider for re-planning?

Tier 3– Consider the sub-products your partners and main suppliers in the network are working with to

re-plan you goals– Historical data – Main suppliers in the network for iGIP and oGIP– Check on the visa regulations to work with GIP in every country you plan– Consider putting in your timeline regular meetings with LCVPs, MCVPs and MCPs of your main

suppliers– Consider making an analysis of the main LCs you could work in the network with and to make

direct partnership with them – Get some GCPs of growth in Tier 3 countries: a lot of times it’s easier to make partnerships

within the same region– Consider if you are in the Piloting S&D entities and what are the next steps for the partnership– Align your BO strategies to your partnerships (ex: if you are going to partner with India, how are

you going make sure that you only accept EPs that want to go there; how do you make sure that you promotion strategies are directed to this country etc)

– Make sure you have a clear national campaign that is aligned with your partner to send to your LCs

Supply and Demand

Specific Ideas from the Steering team meeting for implementation/ST next steps

– As MCP, make sure you know if you are tracking the main partnerships and the next steps of it– Have a check list with the main deliverables of co-delivery (LEAD, OPS, IPS)– Have a previous study of the visa processes in your country and main suppliers you plan– BO alignment with your main partners– Make sure you have a clear national campaign that is aligned with your partner to send to your

LCs– Provide a guideline of visa processes to your partners– TN form audit: do not approve if EP is not through partnership – Involve LC´s in creating national partnerships even before they are formed - have LCs suggest

partnerships, show data to validate if the partnerships would be good, then create partnerships and launch to the network 

– After each international conference; have national conference to have partnership launch - create commitment around the partnerships 

Internal and external analysis (purpose-

driven mkt segmentation,

historical datas, subproducts of main

suppliers, visa regulations with main suppliers, potential

suppliers etc)

Alignment of your BO strategies with your

partners (only promote your

suppliers, provide national campaigns

etc)

Make a timeline with your meetings with

main suppliers and a check list with the

main deliverables of the partnership

Provide information on your visa process

to your partners

Follow up on the partnership

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Specific Ideas from the Steering team meeting for implementation/ST next steps

Supply and Demand

TalentCapacity

Talent Capacity Why is this important? What results can it bring to the entity?

We want our Organisation Structures to enable, and not hinder, bigger and better delivery of Leadership development experiences.

Sometimes we think that the only way that HR can contribute to growth in results is by adding more people. This is wrong most of those times

Right # of people + right roles + right JDs + right training = TC driving 2015 achievement!

What to consider for re-planning? - Your current structures, specially in focus programs, in different LCs.- National goals in ELD, efficiency & retention.- LnD Strategies and which would be the best- Good job! Another hidden checkpoint, which gives you another task.Giancarlo is suffering since his role model is having some difficultiesrecently. To make him feel better, post this image to his FB profile. He really needs that.

Talent Capacity Specific Inputs and Ideas from the Steering Team for implementation:

– In order to proceed with implementation, MC needs to have an idea on TC KPIs of the country:• Efficiency• Retention• Exchange Goals

– Customization inside the TC Summit output structures is possible according to the national goals of ELD, member efficiency and retention.

– The whole MC Team should know about your TC strategy, so that everyone passes the same message. Creation of the new TC strategy should be done by TM/LnD/OD/Operations together, led by VP TM.

– Make LC VP TMs aware of their role and JDs - moving to a more “professional” perception of the role (no more flipchart, random recruitments and roll calls)

– Consider different peaks for each program and based the new HR inputs & education in accordance.

– Support and LCs during planning/re-planning process for the year 2014. – Have a clear implementation plan according to the LC Calendar (easier to implement when EBs are

shifting, during transition). Include Education and strategy inputs.– Plan L&D together with structures, so that there is a clear educational plan in place from the very

beginning. – Have a stable resource center with all the needed education material, in order not to lose

knowledge through time.– Keep track of how many members there are in the country (and on each knowledge level). Only

TMP/TLP numbers dont count

Talent Capacity

Organize 2-3 day national TC summits to validate the

national TC plan and design structures and JDs

in individual LCs.

Capitalize on national conferences in Dec/Jan to deliver the message from

Step 1. Follow up with delivering customized TC support through virtual LC

Consultancy

Define and track progress of LCs towards the

implementation of ideal structures, with a clear to-do list of basic tasks and more advanced directions (according to LC cluster.)

Specific Ideas from the Steering team meeting for implementation/ST next steps

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M4C

Marketing for Conversion Why is this important? What results can it bring to the entity?

What results can it bring to the entity?

We realize only a fraction of what we attract.

Marketing activities are confused as Communications and are not connected to ELD Goals – Marketing is not driving GIP/GCDP.

We only match 30% of our available EP forms, and even less of our TNs. Time taken to match 120 days!

Our customers are left in the dark once they register for our programs They aren’t contacted for ages!

We need to start using external data (through OP & ORS) in addition to our internal CY partnerships. There is a huge scope for growth in that ORS

Accurate customer attraction, with right

expectations

Fast and simple conversion +

tracking

Increased matching rates

Lower experience

delivery time (Ra Re)

Marketing for Conversion What to consider for re-planning?

- Understand that Marketing is different from Communications.- Think of how OP & ORS can be integrated in your existing Raising & Matching process.- Cascade it to planning or re-planning of LCs:

- Clarify the KPIs for Marketing, create the culture where Mrkt and front office functions are setting the goals together and working together the goals and put these KPIs in the LCs re-planning tool

- Have Marketing and OGX together accountable for the matched targets, NPS score for matched

- Selection of VP marketing should be stricter - find people with the right skills (like previous operational experience) and educate your LCPs on how to select and train the marketing people 

- Include in the incentives systems and awards the KPIs, such as conversion rate.- Hidden checkpoint! Good to see that you’re checking output. As a reward: Go to MCPs FB

group, find the post that announces STM output released, and post a random (it could be very random) question as a comment to any ST member. Your questions will be answered for sure.

Marketing for Conversion Specific Ideas from the Steering team meeting for implementation/ST next steps

1. Have a meeting with MCVP Marketing and MCVP OGX to: set KPIs from application to match; set the meetings and checking points of KPIs together.

2. Include conversion rate track in MCEB Meeting.3. Include conversion rate in LC planning or re-planning framework.4. Include Global ORS as a traffic source, and link it to national website 5. Selection of VP marketing should be stricter - find people with the right skills (like previous operations

experience) and educate your LCPs on how to select and train the marketing people 6. Include in the LC incentives systems and award the KPIs, such as conversion rate.7. Have virtual and/or physical (in the next national conference) training about synergies between Operations and

Marketing following Talent Capacity output.

Find more information here: Global BIG AIESEC Wiki Global Marketing WikiGLOBAL | BXP Summit WIKI (Coming soon in MCP Newsletter and myaiesec.net)http://www.myaiesec.net/content/viewfile.do?contentid=10282693

Leadership in Every

Experience

Why is this important? What results can it bring to the entity?Ensuring every single GIP delivering proper Leadership development experience

Members understand impact of GIP

TMP/TLP leadership development to drive growth

Alignment towards the purpose in the network

Increase % of promoters due to Leadership Development Experience

What to consider for re-planning?– Always make sure you have clear and concrete ideas on how you will deliver the Why of GIP in

every touch point with your network – conferences, newsletters– Analyze if your GIP programs are really delivering all the main points of LXP to your market,

members and organization– Have a clear plan on how to get and share the GCPs and promoters in GIP within your network– To have a reflection on your team on what is the importance of GIP for your country, what is the

kind of leadership that is needed and how is it connected to what your country needs.

Leadership in Every Experience

Leadership in Every Experience

1. Share your GIP leadership stories in your internal communication channels2. Talk about this in your National conferences, Summits, Visits in LCs3. Make a reflection with your MC team and National Plenary on the kind of leadership you are

developing in GIP and why it is needed in your country4. Use the Organizationa|, Market and Personal Value model to facilitate the understanding of LXP in

GIP5. Make sure that in the JD of the TN form you make a clear understanding of the leadership the EP

will develop during the exchange6. Insert related questions in new MCP/MC/EB applications7. Challenge your network: show datas of how GIP leadership can impact the sector in your country,

show the difference that it could bring to your reality8. Congratulations! You have discovered a hidden checkpoint. As a reward, feel free to go to

Anubhav’s FB page, post this gif image and congratulate him on behalf of Indian movie industry. He’ll appreciate that.

Specific Ideas from the Steering team meeting for implementation/ST next steps

Find more information here – AI Wiki http://www.myaiesec.net/content/viewwiki.do?contentid=10270198 http://www.myaiesec.net/content/viewfile.do?contentid=10282689Be aware: Leadership Summit Output will be released soon! Make sure you will check it!