1. GIP Monthly Meeting
January 2014

2. Agenda
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•
Check In
Results of Q4 and Q1 so far
iGIP Sales Intensity and CLO
oGIP Preparing for Raising Peak
Updates on Re-Planning
Managing Your S&D Pipeline
Talent Capacity for GIP
IPM Preparation for GIP

3. Check In
We need to be bold to grow in GIP, and we need to do it now.
What do you have in your plans that’s bold enough to really
drive growth?

4. Results Q4 ’13 &
Jan ‘14

5. GLOBAL MoS – Q4 01.10 – 31.12
15.3%
Growth in
Matches
5000
4500
4000
3500
4400
3572
3464
3400
2858
3000
2012-13
2392
2500
2013-14
1800
2000
1350
1175
1500
1800
1120
1117
1000
500
0
Ra EP
Ra TN
Ma
Re
Goals

6. Entities with the Most Absolute Growth in
iGIP in 13.14
•
•
Sales Intensity
TN Raising
A clear market product strategy
TN Matching
TN Realizing
•
National partners
managed well
CY partnerships for
matching
187
COLOMBIA
94
ROMANIA
32
ROMANIA
83
BRAZIL
49
GREECE
31
TAIWAN
•
COLOMBIA
71
ROMANIA
38
COLOMBIA
28
JAPAN
70
INDIA
37
MEXICO
28
HUNGARY
40
GREECE
36
SPAIN
26

7. Entities with the Most Absolute Growth in
oGIP in 13.14
•
•
•
Strong marketing
synergy
EP Raising
EP Matching
EP Realizing
S&D alignment and
clear partnerships
for matching
MOROCCO
75
COLOMBIA
58
COLOMBIA
45
BRAZIL
62
BRAZIL
43
ROMANIA
32
MEXICO
50
TURKEY
28
EGYPT
20
VIETNAM
SP based marketing
strategy with specific
channels and clear
message
43
ROMANIA
23
ARGENTINA
19
ROMANIA
38
SLOVAKIA
22
BRAZIL
18

8. iGIP Sales Intensity
& CLO

9. Driving Sales Intensity
• iGIP Results = Sales Intensity x Strategy
• Always continue pushing sales intensity in your LCs—people
often forget to push sales intensity after their initial success
• If you have new members, now is a crucial time to make sure
they are selling

10. Driving Sales Intensity

11. GCP of AIESEC
in Romania!

12. Personalized raising and matching campaigns,
called "monthly challenges from the MC"
To encourage a sustainable and efficient growth in raising and matching and avoid the
regular competitiveness between LCs that a national campaign would bring, the MC
customized the approach, by giving monthly "challenges" for each LC.
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•
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The national goal was split into personalized goals for each LC (based on their
pipeline, reality, HR and potential to sustain operations).
The message was "The MC challenge for you this month is..x Raises”
If all the LCs manage to achieve their own challenges, they get the chance to give a
challenge for their MCVP also, which made it fun and enjoyable too.
Compared to November 2012, we achieved a 212% growth in Raising and a 176%
growth in Matching

13. Driving Sales Intensity
Content to help you drive sales intensity:
• PPT for Driving Sales Intensity in an LC:
http://www.myaiesec.net/content/viewfile.do?contentid=102
74623
• PPT for Driving Sales Intensity in Tier 1 and 2 MCs:
http://www.myaiesec.net/content/viewfile.do?contentid=102
74615

14. Content you can deliver for
driving Sales Intensity
Leadership for iGIP
PPT: http://www.slideshare.net/colewirpel/leadership-for-igip
Video: http://www.youtube.com/watch?v=5Pjsl2NznLk
How to Match Efficiently
PPT: http://www.slideshare.net/colewirpel/igip-summit-in-brussels-how-to-match-efficiently
Video: http://www.youtube.com/watch?v=iIkqACxlwFg
3 Steps to Re-Raising
PPT: http://www.slideshare.net/colewirpel/3-steps-to-reraising-in-2014
Video: http://www.youtube.com/watch?v=WTdFTsRunlQ
•
Has anyone watched these videos? Were they useful?

15. CLO Implementation
• 3 Solutions for CLO as output of CLO Summit
in November
Video:
https://aiesec.adobeconnect.com/_a855283170/p9q9jioc0qj/?launcher=f
alse&fcsContent=true&pbMode=normal
PPT: http://www.slideshare.net/colewirpel/3-steps-to-reraising-in-2014

16. CLO Implementation
• 41 entities implementing account
•
•
management JDs and flow
26 entities implementing the new JQ
17 entities implementing the standardized
matching process

17. CLO Implementation
•
Greece and Mexico have grown significantly simply through
excellent account management of MC accounts.
o There’s a huge financial ROI on account management
•
What have entities already done to implement the CLO
solutions? What successes have you seen from that?

18. GCP of AIESEC
in Germany!

19. Strategy
• Customer Centricity Campaign
- Phase 1: Customer Loyalty (Evaluating old Partners)
- Phase 2: Customer Focus (Raising new accounts)
- Phase 3: Customer Delivery (Matching)
• Education and Consultancy
 Point System and Price in the end of Jan.

20. Results and Conclusions
• LCs struggled in the beginning with other topics (Member
Recruitment, Induction, Team Leadership)
• Picked up performance in Nov/Dec
• Competition motivated some hidden champions and gave a
lot of motivation to members
• Final Sprint in December and National Sales Day brought a lot
of performance and excitement

21. oGIP Preparing for
Raising peak

22. Preparing for right EP raising like
never before!
1. Set clear goals nationally and with your LCs.
2. Track them and keep them accountable!

23. Preparing for right EP raising like
never before!
1. Be clear and focused on the sub product you are trying to
raise for, make sure your members understand the value
proposition
2. Synergize with your MC VP Marketing, oGIP needs back
office support!
3. Innovate in the channels you use to attract more of the right
EPs!

24. Drive EP raising via online
channels:
Online Marketing Wiki:
http://www.myaiesec.net/content/viewwiki.do?contentid=10286847

25. Preparing for right EP raising like
never before!
Resources:
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OP/OPS: http://www.myaiesec.net/content/viewwiki.do?contentid=10274711
Marketing: http://www.myaiesec.net/content/viewwiki.do?contentid=10255817
Brand Summit Output:
http://www.myaiesec.net/content/viewwiki.do?contentid=10284462
Selection: http://www.myaiesec.net/content/viewwiki.do?contentid=10279542
Match Like Never
Before: http://www.myaiesec.net/content/viewwiki.do?contentid=10281900
S&D: http://www.myaiesec.net/content/viewwiki.do?contentid=10282564
AI Consultancy
Week: http://www.myaiesec.net/content/viewwiki.do?contentid=10282226

26. Are you planning to
implement OP in your entity
for raising peak?

27. GCP of AIESEC
in Turkey!

28. Successful strategy?
• Raising EPs via LinkedIn through promoting concrete TN opportunities
– http://www.linkedin.com/jobs2/view/9433697
• Result:
– Over 200 applicants for a TN promoted on LinkedIn
– High quality applicants for the TNs (right background, study year and skills)
• Also they focused on better selection and stricter raising to ensure raising
the right EP only
• Result:
– Raised 22 forms during Q3 and matched 17 of them also in Q3. Last year that was 8 in
39.

29. Updates from AI
Replanning

30. Updates from AI replanning!
Driving Teaching
Growth
Driving Marketing
Growth
Talent Capacity for GIP
Global Planning
GIP Product
Development
Matching Current
Supply

31. How to growth GIP
massively?

32. Value of Teaching
Providing schools and governments with EPs to
improve education. Providing EPs with a
professional XP where they can make an impact

33. Value of Marketing
Providing start-ups and SMEs with international
talent to help them market their products or
expand their operations abroad. Providing EPs
with a professional experience in a growing
start-up or SME where they can learn
entrepreneurship and bring business to their
home country

34. Driving Teaching &
Marketing Growth
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Driving Teaching & Marketing
Straightforward value proposition
High scale
Focus SPs of many entities
Relevance across regions
One side is the main bottleneck we need to over come
Most potential for high scale partnerships for TNs
Potential for a summer peak
RaMaRe timeline is shorter

35. How will we support?
S&D Analysis
Connecting
entities
Teaching and
Marketing
Toolkits!
Ongoing
consultancy
& education

36. Are you focusing on
Teaching in your entity?

37. Are you focusing on
Marketing in your entity?

38. GCP of AIESEC
in Colombia!

39. What is the successful strategies
you want to showcase?
Raising
• Raised a 100 TN contract for Teaching Eps
Matching
• Matched all TNs within 3 months

40. What is the result the strategy brings?
• Massive Raising growth in the last 6 months
• 218 absolute raises (81  297 Raises)
• Massive iGIP relative growth in matching in the last 6 months
• 128 absolute matches (from 334 MA to 462).

41. iGIP Education matching strategy
 Have an MC manager to manage iGIP big government projects and matching those
TNs;
 Define the right country partners & engage them, invest in them
 Define managers per each cooperation
 Design and track through a international cooperation tool
 Design a website for promotion: http://shapecolombia.wix.com/shapecolombia
 Do a EP segmentation according to the profile through S&D tools
 Contact EPs by email using mailchimp
 Define one link application for all the educational TNs where the MC can track it
 Rotate the EPs within the TN Takers when they are not selected
 Standardize with the TN taker frameworks and deadlines for selection process

42. Tools
Matching tool:
https://docs.google.com/a/aiesec.net/spreads
heet/ccc?key=0AgVvRZKX6Mw5dEpldnF3ZnJ
aMGlmNWFwSHU2S2tHdlE&usp=drive_web
#gid=23

43. Matching Current
Supply

44. Managing Your Current S&D
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•
Based on matching time (70 days) and realization time (50 days), almost
all realizations in 13.14 will come from what’s raised before the end of
March
We have 3450 available TNs heading into our raising peak and 5585
available EPs. Your ability to match these forms will determine most of
the growth in your term

45. What is AI Doing about Matching Our
Current Forms?
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Providing ongoing analysis of our available forms
o
o
o
which forms are most matchable in which sub-products
how to manage your matching processes in the best way
what expectations to set with LCs about the EPs and TNs
they’re raising

46. Steps Needed to Match More in iGIP
•
Make sure you’re tracking your TN Managers
o Use the CRM to see how available TNs are moving through your pipeline
o Message to your TN Managers the importance of matching
o Make sure TN Managers are responding to EP applications within 24 hours (you can
make an application link so you can see all of the EP applicants)
o Re-set expectations with TN-takers to be flexible in matching
o Use supply tools coming from AI (New AFT!!) to find the best EPs for your TNs
•
Send CEEDers to partner entities to raise and match EPs
directly for your available TNs

47. Steps Needed to Match More in oGIP
•
Make sure you’re tracking your EP Managers
o Use the CRM to see how available EPs are moving through your pipeline
o Track your EP Managers aggressively to make sure they are moving very fast on
matching
o Advertise available TNs directly to your available EPs based on partner entities or subproducts
o Re-set expectations with EPs to be flexible in matching
 Most TNs are in Marketing, Teaching, IT, and Business Administration, but
especially EPs interested in doing marketing or teaching will be easiest to match

48. Matching Current Available Forms
• What information would you need from the
global office to match your available forms?
• Does anyone have any other
recommendations for how to match your
currently available forms?

49. Talent Capacity for
GIP

50. What do I need to do as MCVP GIP?
• Check your current efficiency in iGIP and oGIP – Number of Exchange
experiences in iGIP and oGIP/Number of members in iGIP or oGIP
• Check current TMP Retention rate
• Along with MCVP TM, identify if there is a talent gap in GIP based on
efficiency and retention rate and plan either recruitment (if there is a
talent gap) or L&D strategy (if there is capacity but low efficiency)

51. What do I need to do as MCVP GIP?
•
Tier 1 and most of tier 2 entities need to FOCUS on matching current supply as
soon as possible and clearing pipeline (unmatched forms) – Check if you have
enough members working on the matching process in the entity
•
Tier 3 – Are you Implementing an SDP focused on Increasing SALES INTENSITY (This
is how the tier 2 entities are growing currently) – If not check out the SALES
UNIVERSITY Wiki and get on to this immediately!!!

52. Along with MCVP TM
• Understand how there can be a balance between members in GCDP and
GIP (If you are focusing on a GCDP Programme as well)
• Ensure there are people in Marketing and TM working on driving GIP
growth (specifically for high volume LCs)
• Ensure JD and MoS for GIP is completely clear.
• Evaluate team cycles in GIP along with MCVP TM especially for your focus
LCs to ensure LCs have people working on raise, match and delivery at the
right time (in case of start up) and on raise and match simultaneously (in
case of high volume)

53. GCP of AIESEC
in Colombia!

54. GCP of AIESEC In Colombia!
• Go through the Talent Capacity Strategic Meeting Output (if you haven’t
already) and ensure you are implementing!!!
• GCP: AIESEC in Colombia’s growth in GIP:
-
Capacity: Implementing structures for oGIP (from the SM output) and
having the right number of people in oGIP along with the right team cycle
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Learning and Development: Focusing on L&D (Running Sales University) in
iGIP to increase TN Ra especially through team leaders and team
members.

55. What’s next?
• TMP TLP Planning for GIP (For both capacity and Learning and
Development) at IPM
• Upgrading TC Strategic Meeting content to add back office structures.
• Team Minimums and Team standards at IPM.

56. IPM Preparation for
GIP

57. IPM Preparation
Stay tuned.. Your MCP will approach you soon
to make sure you bring your goals in sub
products & key suppliers!

58. Let’s change the
Game in GIP!