The November GIP Monthly Meeting agenda covers check-ins, reviews of past months, discussions around making iGIP more purposeful, customer loyalty initiatives, sales wins, an EP raising campaign, a matching challenge, selection materials, talent capacity, and supply and demand. Attendees are asked how they have seen positive results and main challenges heading into re-planning. Reports are presented on the past month's and quarter's performance. The meeting discusses choosing purposeful markets and identifying companies' talent needs. Actions are proposed around making iGIP more purposeful, a customer loyalty summit, and increasing engagement with customers. An EP raising campaign overview is provided along with a matching challenge for LCs. The meeting concludes with a discussion

1. November GIP Monthly Meeting
From the War Room ;)

2. Agenda
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Check-In
October Review
Purposeful iGIP
Customer Loyalty for Organizations
Sales Wins
EP Raising Campaign
Match Like Never Before Challenge
Selection Materials
Talent Capacity
Supply and Demand
MC VP GIP To Do‘s

3. How are you guys doing?
• Heading into re-planning, what is the main activity that
has brought positive results for you?
• Heading into re-planning, what is the main challenge you
want to solve?

4. MoS Report

5. October Report

6. Q4 Report
Quarter 4
5000
4600
4500
3498
3400
4000
3908
3500
3000
2405
2544
2500
1900
1276
950
1351
1005
1178
440
1900
1296
484
1500
1124
540
2000
1206
491
1000
500
0
RA TN
RA EP
MA
RE

7. Matching rates

8. Net Promoter Score

11. Why Does Any of This Matter?
Russia is growing 100% in iGIP, mainly through Teaching, which has a strong purpose for Russia‘s
members.
Russia‘s young people are let down by the education system, unprepared for a globalized, Englishspeaking world. Fixing this doesn‘t mean just bringing teachers—it means improving teaching around
the country.
Teaching trainees in Russia do not just teach students; they also teach the teachers and help schools
adopt more modern teaching methods. AIESEC in Russia hopes if they can bring enough trainees
that clearly educate youth better, the education system will take notice and change education
nationwide.
The schools have better teaching–for the long-term—because of AIESEC. The EPs don‘t just
teach, but also learn to challenge the status quo and influence society. And the members selling and
delivering these TNs learn sales and contribute to the future of Russian education.

12. Growth through Purpose in iGIP

18. How Can We Make iGIP More
Purposeful?
•
Choose your markets: If you could place 1000
EPs in any companies you wanted in your
country, which ones would you choose?
•
Identify their need: What talent can solve their
problems?

19. Who Can Help Us With This?
Maggie from Mexico
Tabiness from Kenya
Mando from Egypt
Vika from Kenya
GST
Dhruv from India
Mei from
Australia

21. How Can I Make iGIP More
Purposeful?
•
Attend the market-product strategy webinar at
14:00 GMT on Tuesday November 19, where we
will discuss phases on implementation and
customization for tiers
•
Schedule a call with Cole before your MC Replanning at http://colewgip.youcanbook.me/

22. Customer Loyalty for Organizations

23. Vision of CLO

24. Customer Loyalty for Organizations

25. Leaders
Top 10 Entities in % of
Customers Surveyed
1 ESTONIA
2 NEW ZEALAND
3 SOUTH AFRICA
4 TUNISIA
5 KENYA
6 MOROCCO
7 ETHIOPIA
8 LITHUANIA
9 DENMARK
10 NORWAY
Top 10 Entities in Total
Customers Surveyed
1 TURKEY
2 TUNISIA
3 UNITED STATES
4 LITHUANIA
5 RUSSIA
6 ESTONIA
7 CHINA, MAINLAND
8 INDIA
9 THE NETHERLANDS
10 PORTUGAL
Top 10 Entities in TNs ReRaised
1 INDIA
2 BRAZIL
3 POLAND
4 GERMANY
5 CHILE
6 HUNGARY
7 UNITED ARAB EMIRATES
8 GREECE
9 COLOMBIA
10 CHINA, MAINLAND

26. CEPT Model
Conversation
• Monthly touchpoint and quarterly meetings at IC
• Must have a CRM—video guide for Podio as a
CRM
Engagement
• Events and advisory councils at IC

27. CEPT Model
Product and Process Improvement
• CLO Summit planned
Talent Capacity
• Every account should have a person responsible
• Talent Capacity Strategic Meeting output including
structures, JDs, and learning and development for
raising, account management, and re-raising

28. 
ANALYSIS.
Of survey responses
32
NPS score
45%
% of promoters
42%
% of passives
Level of
trainee's
motivation
53
Personal skills
of trainee
50
Professionalis
m of AIESEC
Professional
48
skills of trainee
48
Logistical
support upon
Communication
arrival
with AIESEC
46
46
13%
% of detractors
Promoters Issues Level 1

29. 
ANALYSIS.
Of survey responses
Selection
Process
40
Professional
skills of trainee
35
Visa
Documents
and Information
33
Selection
Process
29
Logistical
Professional support upon
skills of trainee
Communication
arrival
29
with AIESEC
27
27
Trainee
preparation by
AIESEC
22
Level of
trainee's
motivation
24 Accessibility of
Visa
information
Documents
18
and InformationCommunication
with AIESEC
18
18
Passives Issues Level 1
Detractors Issues Level 1

30. 
ANALYSIS.
How likely are you to take another intern with AIESEC GIP?
passives
promoters
detractors
DEFINITELY WILL
22
14
1
29%
PROBABLY WILL
28
28
2
45%
7
6
12%
3
3%
1
1%
MIGHT OR MIGHT
NOT
3
PROBABLY WILL NOT
1
DEFINITELY WILL NOT

31. What Promoters Say
• I really appreciate AIESEC and Carlie specifically finding a great candidate for us. The
skill sets we look for are very hard to find and it was amazing she found someone that
fits what we were looking for (Canada)
• We have had success with the program. Not having to deal with the visa application is
a huge plus. Being able to interview via Skype was nice. I liked the number of
candidates we had to interview. Communication was good; The experience has been
great so far. (USA)
• The AIESEC program helped me solve a desire of mine, to make my employees work
in an international environment. (Romania)
• AIESEC trainees are self motivated, clear in thought and adaptable making them great
to work with. (India)

32. KEY RESULTS.
1.Selection Process is one of top issues specifically quality of
candidates and its number, as well as the speed of the
process
2.Customers want more customization (promotion, length of
internship, selection arrangement, etc.)
3.Quality of intern highly influences customer satisfaction


33. What CLO has Brought Canada
• Team leader of "New Sales" and Team leader of "Account Delivery" on NST
• Sales campaigns incorporating 100 Days Challenge (LCs will be recognized
with more points for filling out surveys, booking meetings with Past TN
takers, and re-raising etc)
• Sales Structures for each LC (based on tier) to raise new sales and re-raises

34. 100 Days Challenge Bringing
Results in Belgium
• One TN-taker satisfied with AIESEC‘s service, but wasn‘t contacted again.
Once they were contacted, they wanted to re-raise
• Another TN-taker was satisfied but didn‘t have a need. Approached by
AIESEC, they decided to begin a new project with AIESEC talent

35. GATHER CUSTOMER INPUT
Target specific LCs and follow up weekly
SJ
Arizona
Illinois
LCs have until Thanksgiving to reach out to
partners
NST + MC will contact all partners who have not
submitted feedback by that point

36. UTILIZE CURRENT CUSTOMER INPUT
1.
Release project update to national plenary
2.
Video Testimonial Collection to mobilize promoters
3.
Provide LCs with a referral framework to mobilize promoters
4.
Create an AD Account Manager Certification process. Every account manager must pass the following
trainings:
1.
2.
3.
J-1 Visa
Delivery Process
Partnership Management
5.
Change ER Principles: LCs must meet partners every quarter. If partner isn’t met for two quarters the
contract is re-allocated to another LC
6.
Re-vamping website content for companies with clear process

37. INCREASE ENGAGEMENT WITH AIESEC
 Have EPs (at NPM) write thank you letters to our partners for
creating exchange experiences and include these in our Christmas
Cards
 Send a letter to all our detractors/passives in January with “AIESEC
New Years Resolution-Our Commitment to our Partners”
 Signed by MCP and LCP

38. Make Sure This Isn‘t You!

39. What‘s Coming Next?
Re-Raising
• CLO Summit output customized for tiers
• Entities and LCs making goals for new raises and re-raises in re-planning
framework
• LC iGIP planning including every account, who is responsible, their goal, and
their action steps to retain and upscale the partner (aligned with CEPT)
• Re-raising menu on myaiesec.net to track MCs and LCs
Product and Process Improvement
• Entities from CLO Summit pilot product and process improvements
• Results of those pilots shared with the network so they can be implemented by
others

40. Action Steps
• Attend webinar at 15:00 GMT on Nov 19 for putting CLO into your MC and LCs‘ replanning
• Ensure every account has a transition meeting in the next two months
• Make sure your CRM allows you to see every account, who is responsible, and when that account
has been contacted—or build your CRM
• Set goals for re-raising and new raising in your entity and in your LCs for Q1 and Q2
• Showcase testimonials from partners
• If you‘re using another survey platform, share the results with Olga and me asap:
olgat@ai.aiesec.org, colew@ai.aiesec.org
• Set a time limit for LCs to reach their partners before you reach them yourself and LCs potentially
lose the account—how many of you have done this?

41. Sales Wins!

42. 
Sales Win Analytics
What have we learned from 12 Sales Wins?
Anyone can raise a sales win. We’ve
received them from MCs, LCPs, LC
VPs, and new members—from every
region in the network
½ of sales wins
have been
from re-raises
What size of companies sign big contracts with us?
60% are SMEs
40% are MNCs
In big contracts, how does AIESEC fit with the
partner’s strategy?
Why do our biggest customers work with us and not our competitors?
Expanding to new countries
4
Our reach of recruiting talent from around the world
Huge need for talent across the company
4
Our professionalism and reliability
Specific need for international talent
3
Our relatively low cost
Want to increase the diversity of their office
1
What sealed the deal for these companies to take multiple trainees?
A large need for talent
When we raise big contracts, who are the decision
makers in the companies?
They trusted AIESEC based on past experience, referrals, or reputation
HR Director
5
They share AIESEC’s vision
Middle Manager
4
General Manager / Executive Director
2
CEO
1

43. EP Raising Campaign

44. EP Raising Campaign

45. EP Raising Campaign

46. What happened so far?
1. Launch global campaign
–
–
Promotion via global channels
Conversion to ORS
Result:
–
–
10000+ ORS applications
8000+ OP applications
2. Entity education on conversion
–
–
Education at physical touch points
Education via virtual channels (GIP meeting, calls)
Result:
–
Not fully able to measure, more and more entities are starting
to implement ORS/OP

47. What is still to come?
1. Webinars
–
–
–
Week 47 (18th-22nd of November )
MC & LC webinars
Focused on conversion and selection
2. General education
–
–
Wiki‘s
Video‘s

48. Key assessments
1. Large amount of traffic driven to the global ORS
2. ORS is not yet implemented by many MCs & LCs
–
Main reasons: waiting for system improvements, waiting for conferences, not clear on
benefits of ORS implementation, not clear how to implement
3. Therefore conversion is still very low

49. What is happening in your entity?
ORS Country Data

50. What do you need to do?
• 1. Follow up with your ORS registrations!
• 2. Start attracting students to the opportunity portal (& therefore
ORS) with your own campaigns

51. Tips & Tricks
1. Understanding the system on MC and LC levels
–
–
–
–
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Video‘s
BIG AIESEC Online wiki
Session at EuroCo (attract more people than ever before)
Webinars 
Play with it!
– LCs and MCs having login
– Know which data is where, how to follow up, how to analyze the ‗analysis‘ etc
– Ensure interactive education with LCs!

52. Tips & Tricks
2. How to embed in operations?
-
Launch the ORS on a conference! (don‘t wait for it though)
Incentive systems for early adopters
Responsible & champion in every oGIP team
Automatic response after 48 hours with contact details
Weekly tracking in oGIP team meetings
Tracking by MC or NST
Track conversion and showcase success stories!

53. System functionalities

54. Managing my Registrations
• Always know what stage your registrations are on
– Simple colour key, and live conversion data everywhere
– Stages change automatically by the customer‘s actions
– Add multiple labels to show important information ie.
• Label registrations with who is their EP manager
• Label registrations if they attend events
• Notifications
– Set up your notifications so each time
a registration moves stages, you are
notified

55. Close Faster with Customized Emails
• Automatic Emails Sent at each Stage
Change
– Edit the content of emails to customise for each
information point ie:
– Once they move to ―in review‖ include
an interview sign up form in the email
– Include CultureShock posts for their
chosen country
– Link upcoming events in your LC through
Facebook and Blog plugins

56. What about Opportunity Portal
Applications?
• Find your applications in one place
– Name and the number of opportunities they have applied for
– Follow up with them to invite them to interviews
• Find their feedback
– Your MC controls which
countries users from your
country can see (country partner
ships)
– Customers can tell you which
countries would they like on
offer and what internship
backgrounds

57. What About Analytics?
• Improve your Local and National Marketing
Strategy!
–
–
–
–
–
How do people find out about AIESEC in your entity?
What value are they searching for from AIESEC?
Which programme are they interested in?
What do they study?
What level of education are you
attracting?
– Where do they want to go
• View information about the market
of others!

58. Implementing the ORS will make us grow like
never before!
Therefore, please do not hesitate to ask any
questions or give inputs,
And let‘s drive this together!

59. Resources
• Marketing wiki:
http://www.myaiesec.net/content/viewwiki.do?contentid=10255817
BIG AIESEC Online wiki:
http://www.myaiesec.net/content/viewwiki.do?contentid=10274711
Selection wiki:
http://www.myaiesec.net/content/viewwiki.do?contentid=10279542

60. EP Raising Campaign

61. Match Like Never Before Challenge

62. What is it?
Background
–
–
–
28% EP matching rate, 43% TN matching rate
Many LCs don‘t have right matching processes, tools & behaviors
We want to increase matching rate NOW! 
–
–
–
Educate LCs over a 6 week period
4 Webinars
Topics: matching process, tracking, tools, knowledge and behaviors
Plan
Who?
–
–
LC VPs, TLs, members
MC VPs can also encouraged to participate!
When?
–
Webinars:
How to participate?
–
–
Sign up your LC via:
Deadline: Monday 11th of November at 24:00 GMT+1
More info
–
–
–
Wiki:
Matching Wiki:
http://www.myaiesec.net/content/viewwiki.do?contentid=10281900
Myaiesec.net changes wiki:
http://www.myaiesec.net/content/viewwiki.do?contentid=10269591

66. SIGN UP DEADLINE:
11th of November 17:00 GMT+1
Let‘s implement faster and match
like never before!

67. Match Like Never Before Challenge

68. Let‘s implement faster and match
like never before!

69. EP Selection Wiki Coming Out Next week!
Content:
1. EP Selection progress
2. Selection guides
3. Sub-product based selection inputs
Link:http://www.myaiesec.net/content/viewwiki.do?contentid=10279542
Check it and use it! 

70. Talent Capacity Driving GIP

71. What is the strategic
Direction?

72. Strategic Direction
TC
Strategic
Meeting
(General
Guide)
Specific
What should I do as GIP
responsible?
SDP for iGIP
Inner &
Outer
Journey
EP LEAD
Delivery in every XP

73. Strategic Direction
TC
Strategic
Meeting
(General
Guide)

74. Remember!

75. Capacity
• Structure for every reality
• JD
• Average Efficiency from the structures (Number of People/Number of Re)
• How to ensure delivery of inner and outer journey to member and EP through
the structure

76. Learning and Development
• Learning and Development content for entities across specific LC realities
• Split into GIP Knowledge, Management and Leadership development
• For specific profiles
• Balance between new sales, account management, up scaling and
managing raise, match, realize simultaneously.

77. Strategic Direction
TC
Strategic
Meeting
(General
Guide)
Specific
What should I do as GIP
responsible?
SDP for iGIP
Inner &
Outer
Journey
EP LEAD

78. As GIP Responsible
• Pick LCs to work with on implementing output
• Decide LC Growth Path
• Set KPIs for Capacity and L&D along with MC VP TM
• Work with LCs on creating a concrete plan to get there

79. Strategic Direction
TC
Strategic
Meeting
(General
Guide)
Specific
What should I do as GIP
responsible?
SDP for iGIP
Inner &
Outer
Journey
EP LEAD

80. Presenting to you!!!!!
Sales
Development
Programme 2.0

81. What it has for you?
• Step by Step guide on how to IMPLEMENT and TRACK the SDP in your
entity
My Entity has a
Running SDP
My Entity does not
run the SDP

82. What is next from the Global Office?
• Customized content every 10 days ( GIP, Sales knowledge, leadership
development)
• Working with Top LCs/ iGIP focused LCs across specific regions starting
December – January
• Working with specific MCs to Implement starting next week!!

83. Strategic Direction
TC
Strategic
Meeting
(General
Guide)
Specific
What should I do as GIP
responsible?
SDP for iGIP
Inner &
Outer
Journey
EP LEAD

84. Teaching Summit, The Philippines

85. What you can find in the output?

86. Teaching Summit, The Philippines
OUTPUT RELEASE BY SATURDAY
5 PM GMT+1!!!!
-
Indonesia
The Philippines
India
Vietnam
Taiwan
Thailand
Cambodia
Australia (Virtual)

87. Supply and Demand Update

88. Supply and Demand Management
• General education for the network on partnerships and S&D
management
• Bi-weekly S&D Newsletters starting end of next week
• Visual analysis and inferences from Q3 DAAL in first S&D
Newsletter
• Visa education for entities in third week of November

89. MC VP GIP To Do‘s
•
Attend Consultancy Week
•
Launch Match Like Never Before Challenge
•
Share your survey results from other platforms with olgat@ai.aiesec.org and colew@ai.aiesec.org
asap!
•
Email nikitas@ai.aiesec.org if you want to pilot country partnership framework (must have a partner
already)
•
Email nikitas@ai.aiesec.org if you have any challenges in delivering your partnerships
•
Email nikitas@ai.aiesec.org for questions regarding TC Strategic meeting output & for any specific
VISA Challenge you are facing as we are working on VISA Education for the next 2 weeks