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How to Re-Raise
Like Never Before
Content
• Why Customer Loyalty for Organizations?
• What Happened with the 100 Days Challenge?
• What Our Customers Say
• ...
Think of all the partners
AIESEC had. What if
we just hadn’t lost all of
those companies?
Vision of CLO
2011
Customers

2012
Customers

2013
Customers

2014 Customers
How to Get There

Re-raising in the shortterm based on the 100
Days Challenge and the
CEPT Model

Customer Loyalty in the
...
Does Customer Loyalty Drive
Results?
• Poland 10 TNs – ―We worked with the TN-taker fast and professionally‖
• Brazil 5 TN...
100 Days Challenge
What Did AIESEC
United States DO
based on talking to
customers?
GATHER CUSTOMER INPUT
Target specific LCs and follow up weekly
SJ
Arizona
Illinois
LCs have until Thanksgiving to rea...
UTILIZE CURRENT CUSTOMER INPUT
1.

Release project update to national plenary

2.

Video Testimonial Collection to mobiliz...
INCREASE ENGAGEMENT WITH AIESEC
 Have EPs write thank you letters to our partners for creating
exchange experiences and i...
What Our Customers Say



Of survey responses

13
NPS score

35%
% of promoters

Professional
skills of trainee
50
Profes...
ANALYSIS.



Of survey responses
Selection
Visa
Process
Documents
33
and Information
31

Selection Communication
Process ...
ANALYSIS.



How likely are you to take another intern with AIESEC GIP?
passives

promoters

5

31%

66

16

40%

55

45
...
Conclusions from our Customers
• The key source of satisfaction for our customers is the quality of
the trainee
• How can ...
Our Solutions

New JQ to Raise
the Right TN

Standard
selection
process to make
matching fast
and easy

Standard account
m...
JQ Sensing
• How many pages is your JQ?
• Do you have a problem with companies taking too
long to complete the JQ, slowing...
Why a New JQ?
• Companies are most satisfied when
we bring them a quality EP

• Our TN Form and screening
process don’t ca...
New JQ
• Short (4 pages)
• Customizable based on
sub-products and country
partnerships
• Tells us what is really
important...
Short
• Program Description
• Company Info
• JD

• Tasks, goals, hours, sub-product

• Background and Personality of the E...
Customizable
• Major and minor job
roles
• Feature only the
sub-products you
want to

• Show only the
countries and
backgr...
Tells us what is really important to the
company for better EP Screening
• ―How would you describe the ideal candidate for...
Gives Insight to Future Needs
• To be filled out by the seller:
• ―What are general HR needs AIESEC could help you
with?‖
...
How The JQ Should Be Used
• This is like the company’s
profile—you should
always use it to
understand the
company’s needs ...
What You Should Do
• Customize the JQ for your sub-products and
country partnerships before the beginning of Q1
• Train yo...
What Will Happen from AI
• TN Forms on myaiesec.net updated to include
• Personal qualities
• Ideal candidate description
...
What Should the Result Be?
• You know how to satisfy the company easier
• We’re able to match a TN-taker with the ideal EP...
Our Solutions

New JQ to Raise
the Right TN

Standard
selection
process to make
matching fast
and easy

Standard account
m...
Matching Process Sensing
• How long does it take your entity from raise to
match?
• What is the key reason the process tak...
Why a standard Matching Process
• Don’t have a clear
process, company
gets confused
• Takes too long
• Companies often
are...
6 Week
Matching
Plan

Step 1 : Signing the contract Understanding the company needs

Step 2 : TN Global promotion

Step 3 ...
STEP 1: Signing the contract and Understanding the Company Needs
Behind The Scenes

Together With the Company
Set dates fo...
Step 1: Signing the contract & Understanding
the Company Needs
Behind The Scenes

Together With the Company

Understand th...
STEP 2: TN Global Promotion
Behind The Scenes

Together With the
Company

Make TN form in my@.net available

Create promot...
STEP 3: EP Screening
Behind The Scenes

Together With the
Company

Collect all the CVs

Analyze all the CVs and select the...
STEP 4: AIESEC Interview for Shortlisting
Behind The Scenes

Together With the Company

Arrange the interview with candida...
STEP 5: Shortlist Candidates
Together With the
Company

Behind The Scenes

Share shortlist with company

Update EP about t...
STEP 6: Company interview
Together With the Company

Behind The Scenes

Get EP AN

Communicate the interview
time with can...
Step 7 : Match

Congratulations! You have
just matched a TN in 6
weeks.
How Should You Track This Process
in an LC?
Contract
Signing

AIESEC
TN Promotion EP Screening Interviewing
Candidates

TN...
What You Should Do
• Teach this process to your LCs and focus on parts of the process that
your entity currently doesn’t d...
What Should the Result Be?
• More matches
• Higher matching rate

• Faster matching time
• More satisfied customers
Our Solutions

New JQ to Raise
the Right TN

Standard
selection
process to make
matching fast
and easy

Standard account
m...
Account Management Sensing
• Does every one of your accounts have one clear responsible that you can
track from the nation...
About Account Management
• ―AIESEC has to use communication channels more
actively. We’re paying AIESEC and AIESEC has to
...
Having an Account Manager
• A person who manages the account from contract
signing to re-raise, for a minimum of six month...
JOB DESCRIPTION – ACCOUNT
MANAGER









JOB DESCRIPTION – ACCOUNT
MANAGER
JOB DESCRIPTION – ACCOUNT
MANAGER


ACCOUNT MANAGEMENT CUSTOMER FLOW

For every account you must have the following meetings:

Legend:
Physical Meeting

Virtu...








•



•
•
•





Intern’s supervisor &
Account Manager /
Reception Manager





1-2 weeks before
realization
(meeting or call)




Intern’s supervisor &
Account Manager /
Reception Manager







By phone with
intern’s supervisor
& Account
Manager



• The check in
with the intern
must happen in
the same
frequency

...
Intern’s
supervisor, HR
responsible, Accoun
t Manager, and next
Account Manager

•This is the right
moment for the
account...
Intern’s supervisor,
HR responsible and
New Account
Manager








•In the whole AM
process it should be
clear the ...
Intern’s supervisor, HR
responsible and/or CEO (if
possible), Account Manager
& newly elected VP





•Explain the role...
By mail and
phone with
intern’s
supervisor &
Account
Manager




Intern’s
supervisor, Accou
nt manager, CEO
or HR
responsible





•1-2 week before
intern leaves


What You Should Do
• Set goals for new raises and re-raises in every LC
• Build a CRM if you don’t have one and drive beha...
What Will AI Do??
• Track re-raises on myaiesec.net!
• Provide consultancy to entities focusing on reraising
• Showcase gr...
What will the result be?
• More re-raises
• More satisfied TN-takers

• More satisfied EPs
Our Solutions

New JQ to Raise
the Right TN

Standard
selection
process to make
matching fast
and easy

Standard account
m...
Vision of CLO
2011
Customers

2012
Customers

2013
Customers

2014 Customers
Customer Loyalty is one of
AIESEC’s Leadership Challenges
for 2015
We are the
caretakers

Make the
fundamental
changes for...
Questions?
3 Steps to Re-Raising in 2014
3 Steps to Re-Raising in 2014
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3 Steps to Re-Raising in 2014

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Transcript of "3 Steps to Re-Raising in 2014"

  1. 1. How to Re-Raise Like Never Before
  2. 2. Content • Why Customer Loyalty for Organizations? • What Happened with the 100 Days Challenge? • What Our Customers Say • What Some Entities Are Doing to Retain Customers • Our Solutions for 2014 • Improved JQ • Fast Matching Process • Account Management Flow for Every Account • How Can You Implement this in Q1 • Q&A
  3. 3. Think of all the partners AIESEC had. What if we just hadn’t lost all of those companies?
  4. 4. Vision of CLO 2011 Customers 2012 Customers 2013 Customers 2014 Customers
  5. 5. How to Get There Re-raising in the shortterm based on the 100 Days Challenge and the CEPT Model Customer Loyalty in the long-term with product and process improvements based on customer insight
  6. 6. Does Customer Loyalty Drive Results? • Poland 10 TNs – ―We worked with the TN-taker fast and professionally‖ • Brazil 5 TNs – ―Because they were extremely satisfied with their previous intern‖ • Romania 30 TNs – ―Trust between the CEO and AIESEC, based on our past professionalism‖ • France 10 TNs – ―We were professional and flexible in the process‖ • Greece 25 TNs – ―We delivered what we promised. We were professional and fast, so they keep coming to us.‖ • Belgium 35 TNs – ―They re-raised because they were satisfied with our service‖ • Belgium 10 TNs – ―We had multiple internal champions who had received trainees in the past who gave us excellent endorsements‖ • Russia 6 TNs – ―Past interns we provided them stayed and became leaders in the company, so they actually approached us when they needed more talent for their new strategy‖
  7. 7. 100 Days Challenge
  8. 8. What Did AIESEC United States DO based on talking to customers?
  9. 9. 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
  10. 10. 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
  11. 11. INCREASE ENGAGEMENT WITH AIESEC  Have EPs 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
  12. 12. What Our Customers Say  Of survey responses 13 NPS score 35% % of promoters Professional skills of trainee 50 Professionalis Level of trainee's m of AIESEC motivation 45 44 Personal skills of trainee Communication 41 Selection with AIESEC Process 39 39 43% % of passives 22% % of detractors Promoters Issues Level 1
  13. 13. ANALYSIS.  Of survey responses Selection Visa Process Documents 33 and Information 31 Selection Communication Process with AIESEC 32 32 CommunicationProfessional with AIESEC skills of trainee Accessibility of 26 27 information 25 Logistical support upon arrival 24 Visa Documents and Information Professional 27 skills of trainee 28 Personal skills of trainee 23 Information provided 21 Passives Issues Level 1 Detractors Issues Level 1
  14. 14. ANALYSIS.  How likely are you to take another intern with AIESEC GIP? passives promoters 5 31% 66 16 40% 55 45 DEFINITELY WILL PROBABLY WILL 49 detractors MIGHT OR MIGHT NOT 5 22 29 17% PROBABLY WILL NOT 2 2 11 5% DEFINITELY WILL NOT 1 5 2%
  15. 15. Conclusions from our Customers • The key source of satisfaction for our customers is the quality of the trainee • How can we capitalize on this and make sure we always bring the right EP? • Customers are dissatisfied with us based on our selection process and poor communication • How can we fix these? • If we manage accounts well we can double re-raising
  16. 16. Our Solutions New JQ to Raise the Right TN Standard selection process to make matching fast and easy Standard account management flow and acct mgmt JD
  17. 17. JQ Sensing • How many pages is your JQ? • Do you have a problem with companies taking too long to complete the JQ, slowing down your raising and matching process?
  18. 18. Why a New JQ? • Companies are most satisfied when we bring them a quality EP • Our TN Form and screening process don’t capture personal qualities of the EP and don’t tell us what is most important to the companies • The TN form should support us in understanding the company’s needs so that we can re-raise
  19. 19. New JQ • Short (4 pages) • Customizable based on sub-products and country partnerships • Tells us what is really important to the company • Gives insight to future needs
  20. 20. Short • Program Description • Company Info • JD • Tasks, goals, hours, sub-product • Background and Personality of the EP • Studies, skills, qualities, languages, countries • Future Needs • Contract
  21. 21. Customizable • Major and minor job roles • Feature only the sub-products you want to • Show only the countries and background skills you want to
  22. 22. Tells us what is really important to the company for better EP Screening • ―How would you describe the ideal candidate for this position?‖ • ―What are the three most important personal qualities the intern must have?‖
  23. 23. Gives Insight to Future Needs • To be filled out by the seller: • ―What are general HR needs AIESEC could help you with?‖ • ―Do you want AIESEC to inform you about any other profiles?‖
  24. 24. How The JQ Should Be Used • This is like the company’s profile—you should always use it to understand the company’s needs and bring it to future meetings • Revisit the JQ with customers in the future to see if their needs have changed
  25. 25. What You Should Do • Customize the JQ for your sub-products and country partnerships before the beginning of Q1 • Train your members how to use it and how to run a meeting using your fast and easy JQ
  26. 26. What Will Happen from AI • TN Forms on myaiesec.net updated to include • Personal qualities • Ideal candidate description • Major and minor job roles
  27. 27. What Should the Result Be? • You know how to satisfy the company easier • We’re able to match a TN-taker with the ideal EP for them, so we can easily re-raise with them in the future
  28. 28. Our Solutions New JQ to Raise the Right TN Standard selection process to make matching fast and easy Standard account management flow and acct mgmt JD
  29. 29. Matching Process Sensing • How long does it take your entity from raise to match? • What is the key reason the process takes so long?
  30. 30. Why a standard Matching Process • Don’t have a clear process, company gets confused • Takes too long • Companies often aren’t satisfied with shortlists
  31. 31. 6 Week Matching Plan Step 1 : Signing the contract Understanding the company needs Step 2 : TN Global promotion Step 3 : EP Screening Step 4 : AIESEC interview Step 5 : Short-list candidates Step 6 : Company interview Step 7 : Match
  32. 32. STEP 1: Signing the contract and Understanding the Company Needs Behind The Scenes Together With the Company Set dates for all meetings and steps leading to match Agree on the channel of communication Day 1 Set expectations for visa timeline based on country preferences Assess company’s shortlist expectations
  33. 33. Step 1: Signing the contract & Understanding the Company Needs Behind The Scenes Together With the Company Understand the company’s need in terms of sub-products Set expectations for the company based on global supply Day 1 Understand the global Supply Confirm the EP profiling by showing the company example CV
  34. 34. STEP 2: TN Global Promotion Behind The Scenes Together With the Company Make TN form in my@.net available Create promotion material Contact target countries Meanwhile contact available EPs using AFT and my@ and contact EPs that previously applied to your entity Day 2- Day 14
  35. 35. STEP 3: EP Screening Behind The Scenes Together With the Company Collect all the CVs Analyze all the CVs and select the candidates according to company’s criteria Approve/Reject candidates Go to Interview Process Day 15 – Day 18
  36. 36. STEP 4: AIESEC Interview for Shortlisting Behind The Scenes Together With the Company Arrange the interview with candidate Interview Make candidate reports Reject/Approve Candidates Send the CV package to Company Day 19Day 25
  37. 37. STEP 5: Shortlist Candidates Together With the Company Behind The Scenes Share shortlist with company Update EP about the process and the timeline (You will get feedback from company within 3 days) Day 26 – Day 28 Check whether the candidates align with other company’s need Highlight the candidates who we recommend Emphasize timeline and ask result from company within 3 days Reject the EP who didn’t pass @ interview and company short-list
  38. 38. STEP 6: Company interview Together With the Company Behind The Scenes Get EP AN Communicate the interview time with candidates Help company prepare ideal interview Day 29 - Day 42 Remind both company and intern one hour before interview’s time Send company induction materials to candidates to help them Ask for interview result after interview Communicate the interview result to candidate Get TN AN & Invitation Letter
  39. 39. Step 7 : Match Congratulations! You have just matched a TN in 6 weeks.
  40. 40. How Should You Track This Process in an LC? Contract Signing AIESEC TN Promotion EP Screening Interviewing Candidates TN 1 X X TN 2 X X TN 3 X X X Shortlisting Candidates Company Interview X O O O Match Completed
  41. 41. What You Should Do • Teach this process to your LCs and focus on parts of the process that your entity currently doesn’t do well • Add anything about your focus sub-products and partnerships to this process to make the process fit with your other strategies • Modify your CRM to track these stages of the matching process and track how quickly your matchers move through each stage and where you lose companies in the matching process • Showcase examples of LCs matching quickly and successfully
  42. 42. What Should the Result Be? • More matches • Higher matching rate • Faster matching time • More satisfied customers
  43. 43. Our Solutions New JQ to Raise the Right TN Standard selection process to make matching fast and easy Standard account management flow and acct mgmt JD
  44. 44. Account Management Sensing • Does every one of your accounts have one clear responsible that you can track from the national level? • For all of your accounts do you have a record of who the contacts are, what their needs are, their satisfaction with AIESEC, etc? • Has every one of your accounts had an in-person meeting in the last three months? • Do you have separate goals for new raises and re-raises in your entity? Does every account have a re-raise goal?
  45. 45. About Account Management • ―AIESEC has to use communication channels more actively. We’re paying AIESEC and AIESEC has to give more quality service for this fee.‖ • ―Communication should be very fast and should result in quick output.‖ • ―We need one person we can talk to who will respond to our problems‖
  46. 46. Having an Account Manager • A person who manages the account from contract signing to re-raise, for a minimum of six months • Responsible for fire-fighting, checking in, quarterly meetings, and transitioning the next account manager • Goals are always re-raising, referrals, and customer satisfaction
  47. 47. JOB DESCRIPTION – ACCOUNT MANAGER       
  48. 48. JOB DESCRIPTION – ACCOUNT MANAGER
  49. 49. JOB DESCRIPTION – ACCOUNT MANAGER  
  50. 50. ACCOUNT MANAGEMENT CUSTOMER FLOW For every account you must have the following meetings: Legend: Physical Meeting Virtual Interactions (Fast calls, mails) RE RAISING
  51. 51.     
  52. 52.   •  • • •
  53. 53.    
  54. 54. Intern’s supervisor & Account Manager / Reception Manager    1-2 weeks before realization (meeting or call)  
  55. 55. Intern’s supervisor & Account Manager / Reception Manager    
  56. 56. By phone with intern’s supervisor & Account Manager  • The check in with the intern must happen in the same frequency     
  57. 57. Intern’s supervisor, HR responsible, Accoun t Manager, and next Account Manager •This is the right moment for the account transition to the new account manager        
  58. 58. Intern’s supervisor, HR responsible and New Account Manager       •In the whole AM process it should be clear the AM will change after every 6 months in the quarterly reviews     
  59. 59. Intern’s supervisor, HR responsible and/or CEO (if possible), Account Manager & newly elected VP    •Explain the role of the LCVP iGIP for the company and give the company the contact of LCVP iGIP  
  60. 60. By mail and phone with intern’s supervisor & Account Manager   
  61. 61. Intern’s supervisor, Accou nt manager, CEO or HR responsible    •1-2 week before intern leaves 
  62. 62. What You Should Do • Set goals for new raises and re-raises in every LC • Build a CRM if you don’t have one and drive behavior in your LCs of using it—if it’s not on the CRM you don’t count it and you don’t raise TNs on myaiesec.net • Make sure your CRM allows you to see who is responsible for every account, the longterm needs of the company, the satisfaction of the TN-taker, and the last time there was an in-person meeting with each account • Have clear JDs and recruitment for account management in your LCs that have TNs • For each TN that is raised, have your LCs submit a plan and timeline for matching and re-raising that TN • Educate your LCs on account management flow and how to run each meeting • Showcase excellent account management and stories of professionalism getting results
  63. 63. What Will AI Do?? • Track re-raises on myaiesec.net! • Provide consultancy to entities focusing on reraising • Showcase great account management and reraising
  64. 64. What will the result be? • More re-raises • More satisfied TN-takers • More satisfied EPs
  65. 65. Our Solutions New JQ to Raise the Right TN Standard selection process to make matching fast and easy Standard account management flow and acct mgmt JD
  66. 66. Vision of CLO 2011 Customers 2012 Customers 2013 Customers 2014 Customers
  67. 67. Customer Loyalty is one of AIESEC’s Leadership Challenges for 2015 We are the caretakers Make the fundamental changes for the future
  68. 68. Questions?
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