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Marketing GlobalInternship Program
Why
Org. Value     Market(Program)      value               (Product)      Personal      Value & Needs      (Membership      )
2012 TN Realized-breakdown in working fields2021       1679              1178 1172                          1034          ...
LOW SCALE – HIGH            HIGH SCALE – HIGH         (Absolute growth ofGROWTH                                       GROW...
How?
Marketing GIP-Product
What is marketing GIP? Advertising + Public Relations Brand & Trademark Management Consumer + Buyer Behaviour Customer...
Marketing TN in detailed JD-2012 1005   958              792                    619   570                                4...
Marketing TNs in Sectors151      141 136                108                      93   89   87                             ...
INDIA                                                                                        469        TURKEY      GERMAN...
BRAZIL                                                                                           155         POLAND MAINLA...
Bottlenecks ofGrowth
What is yourbottleneck ofGrowth?
ICX Key Topics:           Sales   MatchProduct                    Channels           Force   Mgnt
OGX Key Topics:    Product                   Match                  Channel  (Expectation)             Management
1.MarketingProduct
Product 1:Marketing GIP Product for SME  Pricing structure  Supplier for language needs  Key EP profile development
Product 2:Trade based business development Example: China-Turkey Marble Business
Product 3:Marketing sub product positioningin student market  Related working experience  Language faculty  Right expec...
2.Sales Forcefor TN
Highlights for selling marketing subproduct  Market targeting and education among  membership  Sales intensity  Associa...
Typical Sales Force Composition20% Stars70% Core Performers10% Laggards
Build Core-Performer Capacity                                       HR                           Intensity Critical Areas ...
Build Core-Performer Capacity HR Principle: Have sufficient and qualified HR resources for sales Key Step: TMP/TLP alignme...
Build Core-Performer Capacity Intensity Principle: Have sufficient sales activities to drive sales breakthrough Key Step: ...
Build Core-Performer Capacity Intensity Tips for Strategy Design to drive sales intensity                Short time frame...
Build Core-Performer CapacityCanada sales blitz, Colin Cup and Sellers’ dashboardStarting from 2011, AIESEC Canada was abl...
Build Core-Performer CapacityCalling Mania in ColombiaIn order to increase sales activities and better coach sellersby giv...
Build Core-Performer Capacity Incentive Principle: 1. Reachable for everyone with efforts 2. Encouraging            Czech ...
Build Core-Performer CapacitySales coaching and TrainingPrinciple 1:70% Practice+20% Feedback+10% TrainingPrinciple 2:70% ...
Build Core-Performer CapacitySales coaching and TrainingKey Steps:1. Alignment with TMP/LP2. Involve GIP responsible and e...
Sales                                      Sales            education                                  education II       ...
Sales               education                  IIIParticipatio                             25 sales    n in               ...
Create More and Better Stars                Do you know who are your Sales Star?                What do you do with them? ...
3.MatchManagement
48%Marketing TNRealization Rate31%Marketing EPRealization Rate
Great Match Rate=Supply common sense among membership+ Good supplier management+ Great match management+ Culture of delive...
Where are the bottlenecks forMarketing?   Language barrier of Marketing TNs   Expectation misalignment among TN   and EP...
What are the solutions forbottlenecks? 1. Incentives driven through EP/TN   pricing model 2. Partnership driven product de...
Scale up our success
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10252060 marketing sub_product

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  • A typical sales force has a clear majority of “core performers, a small but elite group of starts, and a group whose performance trails.
  • Transcript of "10252060 marketing sub_product"

    1. 1. Marketing GlobalInternship Program
    2. 2. Why
    3. 3. Org. Value Market(Program) value (Product) Personal Value & Needs (Membership )
    4. 4. 2012 TN Realized-breakdown in working fields2021 1679 1178 1172 1034 570 541 520 457 431 382 237 208 57 31 24
    5. 5. 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
    6. 6. How?
    7. 7. Marketing GIP-Product
    8. 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. 9. Marketing TN in detailed JD-2012 1005 958 792 619 570 401 393 375 99
    10. 10. Marketing TNs in Sectors151 141 136 108 93 89 87 66 62 49 43 40 39 34 33 30
    11. 11. 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
    12. 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 PORTUGALSOUTHERN CONE -…THE NETHERLANDS HUNGARY MOROCCO 32 32 32 32 31 31 31 SPAIN
    13. 13. Bottlenecks ofGrowth
    14. 14. What is yourbottleneck ofGrowth?
    15. 15. ICX Key Topics: Sales MatchProduct Channels Force Mgnt
    16. 16. OGX Key Topics: Product Match Channel (Expectation) Management
    17. 17. 1.MarketingProduct
    18. 18. Product 1:Marketing GIP Product for SME  Pricing structure  Supplier for language needs  Key EP profile development
    19. 19. Product 2:Trade based business development Example: China-Turkey Marble Business
    20. 20. Product 3:Marketing sub product positioningin student market  Related working experience  Language faculty  Right expectation
    21. 21. 2.Sales Forcefor TN
    22. 22. Highlights for selling marketing subproduct  Market targeting and education among membership  Sales intensity  Association resource  Replicating success
    23. 23. Typical Sales Force Composition20% Stars70% Core Performers10% Laggards
    24. 24. Build Core-Performer Capacity HR Intensity Critical Areas to improve capacity of core performers IncentiveCulture of Sales* Coaching & Training
    25. 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. 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. 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. 28. 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.
    29. 29. 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.
    30. 30. Build Core-Performer Capacity Incentive Principle: 1. Reachable for everyone with efforts 2. Encouraging Czech Republic Case
    31. 31. Build Core-Performer CapacitySales coaching and TrainingPrinciple 1:70% Practice+20% Feedback+10% TrainingPrinciple 2:70% Product/Market knowledge+30% soft sales skills
    32. 32. 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
    33. 33. 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
    34. 34. 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
    35. 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. 36. 3.MatchManagement
    37. 37. 48%Marketing TNRealization Rate31%Marketing EPRealization Rate
    38. 38. Great Match Rate=Supply common sense among membership+ Good supplier management+ Great match management+ Culture of delivering the promise/beingprofessional
    39. 39. 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
    40. 40. 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
    41. 41. Scale up our success
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