LOW SCALE – HIGH HIGH SCALE – HIGH (Absolute growth ofGROWTH 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 GROWTHGIP 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
INDIA 469 TURKEY GERMANY 156139 MAINLAND CHINA 103 JAPAN 67 50 UNITED STATES SERBIA BRAZIL POLAND MEXICO MALAYSIA GREECE RUSSIASOUTHERN 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
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 PORTUGALSOUTHERN CONE -…THE NETHERLANDS HUNGARY MOROCCO 32 32 32 32 31 31 31 SPAIN
Highlights for selling marketing subproduct Market targeting and education among membership Sales intensity Association resource Replicating success
Typical Sales Force Composition20% Stars70% Core Performers10% Laggards
Build Core-Performer Capacity HR Intensity Critical Areas to improve capacity of core performers IncentiveCulture of Sales* Coaching & Training
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
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
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?
Build Core-Performer CapacityCanada sales blitz, Colin Cup and Sellers’ dashboardStarting from 2011, AIESEC Canada was able to double theirsales activities. The key of success is to break one yearcalendar into periodic sales campaign, create salesexcitement and recognize sellers in time.
Build Core-Performer CapacityCalling Mania in ColombiaIn order to increase sales activities and better coach sellersby giving in time feedbacks, AIESEC Colombia organizeddifferent calling manias frequently. The idea of calling maniais bring members together and make sales call together.They also engage very senior sellers and alumni to obverseand give in-time feedbacks.
Build Core-Performer Capacity Incentive Principle: 1. Reachable for everyone with efforts 2. Encouraging Czech Republic Case
Build Core-Performer CapacitySales coaching and TrainingKey Steps:1. Alignment with TMP/LP2. Involve GIP responsible and experienced sales in design and training delivery Sales Induction education design cycle
Sales Sales education education II I 3 re-raises Junior or account 20 sales Seller 12 sales expansion Pleno meetingMinimum2 raises meeting per month Seller Minimum 6 Track raises Account during seller manager experience
Sales education IIIParticipatio 25 sales n in meetingcorporative per month events Senior Seller Minimun 12Achieve 6 raises/part raises ners through duringsales team seller Sell more experience than one product to same customer
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
Great Match Rate=Supply common sense among membership+ Good supplier management+ Great match management+ Culture of delivering the promise/beingprofessional
Where are the bottlenecks forMarketing? 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
What are the solutions forbottlenecks? 1. Incentives driven through EP/TN pricing model 2. Partnership driven product development and deliver management 3. Improve basic supply awareness and delivery knowledge