The document discusses marketing the Global Internship Program (GIP). It summarizes the marketing GIP product, sales force for marketing TNs, and match management. The marketing GIP product includes sub-products for SMEs and trade-based business. Building the sales force capacity focuses on building core performer capacity through HR, intensity, incentives, coaching and training. Match management bottlenecks include language barriers and expectation misalignment, which can be addressed through incentives, partnership-driven products, and improving basic matching knowledge. The goal is to scale up success in marketing GIP.

1. Marketing Global
Internship Program

2. Why

3. Org. Value Market
(Program) value
(Product)
Personal
Value & Needs
(Membership
)

4. 2012 TN Realized-breakdown in working fields
2021
1679
1178 1172
1034
570 541 520 457
431 382
237 208
57 31 24

5. LOW SCALE – HIGH HIGH SCALE – HIGH
(Absolute growth of
GROWTH
GROWTH GROWTH
Other Technical Subjects Marketing
TNs)
GIP GROWTH
Business Administration
INNOVATION
STRATEGIC
Information Technology
SUB-PRODUCT
INITIATIVE
Teaching Language
(Mate)
(Maggie, Teo)
Education Cultural Education
LOW SCALE – LOW HIGH SCALE – LOW
GROWTH GROWTH
GIP 2011
Accounting Social Science
Art & Architecture INNOVATION
Engineering
SUB-
realization of TNs)
Communication & Journalism
SCALE
Economics PRODUCT
(Absolute
Finance (Mate)
Law
Nature & Life-science
Human Resources

6. How?

7. Marketing GIP-
Product

8. What is marketing GIP?
 Advertising + Public Relations
 Brand & Trademark Management
 Consumer + Buyer Behaviour
 Customer Relationship Management
 Import & Export
 International Marketing
 Market Research & Evaluation
 Product Planning, Development & Control
 Retail + Sales Marketing

9. Marketing TN in detailed JD-2012
1005 958
792
619 570
401 393 375
99

10. Marketing TNs in Sectors
151
141 136
108
93 89 87
66 62
49 43 40 39 34 33 30

11. INDIA
469
TURKEY
GERMANY
156139
MAINLAND CHINA
103
JAPAN
67 50
UNITED STATES
SERBIA
BRAZIL
POLAND
MEXICO
MALAYSIA
GREECE
RUSSIA
SOUTHERN CONE -…
SRI LANKA
TUNISIA
Top Marketing TN Entities
BELGIUM
HUNGARY
CZECH REPUBLIC
46 44 38 34 33 29 29 29 29 29 28 28 27 26
INDONESIA
THAILAND
CAS - PANAMA
GUATEMALA
25 24 24 21
CANADA

12. BRAZIL
155
POLAND
MAINLAND CHINA
124117
RUSSIA
115
GERMANY
107
96
COLOMBIA
JAPAN
MEXICO 67 62
UNITED STATES
CANADA
TURKEY
58 53 52 52
UKRAINE
ROMANIA
CZECH REPUBLIC
TUNISIA
INDIA
Top Marketing EP Entities
45 43 41 39 38
ITALY
FRANCE
PORTUGAL
SOUTHERN CONE -…
THE NETHERLANDS
HUNGARY
MOROCCO
32 32 32 32 31 31 31
SPAIN

13. Bottlenecks of
Growth

14. What is your
bottleneck of
Growth?

15. ICX Key Topics:
Sales Match
Product Channels
Force Mgnt

16. OGX Key Topics:
Product Match
Channel
(Expectation) Management

17. 1.
Marketing
Product

18. Product 1:
Marketing GIP Product for SME
 Pricing structure
 Supplier for language needs
 Key EP profile development

19. Product 2:
Trade based business development
Example:
China-Turkey Marble Business

20. Product 3:
Marketing sub product positioning
in student market
 Related working experience
 Language faculty
 Right expectation

21. 2.
Sales Force
for TN

22. Highlights for selling marketing sub
product
 Market targeting and education among
membership
 Sales intensity
 Association resource
 Replicating success

23. Typical Sales Force Composition
20% Stars
70% Core Performers
10% Laggards

24. Build Core-Performer Capacity
HR
Intensity
Critical Areas
to improve capacity of
core performers Incentive
Culture of Sales* Coaching &
Training

25. Build Core-Performer Capacity
HR
Principle:
Have sufficient and qualified HR resources for sales
Key Step:
TMP/TLP alignment; GIP responsible involvement
Key Process:
Recruitment Selection
HR Needs Profile
Product process
Planning Building
Development Design

26. Build Core-Performer Capacity
Intensity
Principle:
Have sufficient sales activities to drive sales
breakthrough
Key Step:
1. Sales goal breakdown into activity pipeline
2. Build strategies and activity to drive sales
intensity
3. In time track and evaluate sales intensity

27. Build Core-Performer Capacity
Intensity
Tips for Strategy Design to drive sales intensity
 Short time framed task with clear goal
 In time update, ranking and evaluation
 Timing of strategy
 Invest resources to manage and support
 BE COOL
What does it take to motivate and
move your sellers?

28. Build Core-Performer Capacity
Canada sales blitz, Colin Cup and Sellers’ dashboard
Starting from 2011, AIESEC Canada was able to double their
sales activities. The key of success is to break one year
calendar into periodic sales campaign, create sales
excitement and recognize sellers in time.

29. Build Core-Performer Capacity
Calling Mania in Colombia
In order to increase sales activities and better coach sellers
by giving in time feedbacks, AIESEC Colombia organized
different calling manias frequently. The idea of calling mania
is bring members together and make sales call together.
They also engage very senior sellers and alumni to obverse
and give in-time feedbacks.

30. Build Core-Performer Capacity
Incentive
Principle:
1. Reachable for everyone with efforts
2. Encouraging
Czech Republic Case

31. Build Core-Performer Capacity
Sales coaching and Training
Principle 1:
70% Practice+20% Feedback+10% Training
Principle 2:
70% Product/Market knowledge+30% soft sales skills

32. Build Core-Performer Capacity
Sales coaching and Training
Key Steps:
1. Alignment with TMP/LP
2. Involve GIP responsible and experienced sales in
design and training delivery
Sales
Induction
education
design
cycle

33. Sales Sales
education education II
I
3 re-raises
Junior or account
20 sales
Seller 12 sales
expansion
Pleno meeting
Minimum
2 raises
meeting
per
month
Seller
Minimum 6
Track
raises
Account
during seller
manager
experience

34. Sales
education
III
Participatio
25 sales
n in
meeting
corporative
per month
events
Senior
Seller Minimun
12
Achieve 6
raises/part
raises
ners
through
during
sales team
seller
Sell more experience
than one
product to
same
customer

35. Create More and Better Stars
Do you know who are your Sales Star?
What do you do with them?
Key Approaches
1. MC coaching STAR sales
2. Star sales team
3. Star sales challenge and incentive
4. Investment in learning of Star Sales

36. 3.
Match
Management

37. 48%
Marketing TN
Realization Rate
31%
Marketing EP
Realization Rate

38. Great Match Rate=
Supply common sense among membership
+ Good supplier management
+ Great match management
+ Culture of delivering the promise/being
professional

39. Where are the bottlenecks for
Marketing?
 Language barrier of Marketing TNs
 Expectation misalignment among TN
and EP
 TN & EP commitment
 Lack of basic knowledge of matching
 Culture and incentive for delivery

40. What are the solutions for
bottlenecks?
1. Incentives driven through EP/TN
pricing model
2. Partnership driven product development
and deliver management
3. Improve basic supply awareness and
delivery knowledge

41. Scale up our
success