Making ICX depends on the environment and the conditions given by local realities, such as internal AIESEC trends and external opportunities in the market. That’s why, aligned with the national Lifechangers Strategy, in our local committee we have defined to work by projects with a clear focus, which will allow us to have smarter approaches.<br />
<ul><li> # of TNs Raised: TN forms on available in the platform.
# of TNs Matched: TN forms on matched in the platform.
# of TNs Realized: TN forms on realized in the platform (once the trainee has arrived).
# of TNs Re-raised: when TN Takers want to give continuity to the TNs by raising a new one.
# of Account Expansions: when a TN Taker demands more TNs apart from the current one.
Delivery time: time it takes a TN form to pass from Available to Realized.
Realization Ratio: # of TNs Raised / # of TNs Realized.</li></ul>PERFORMANCE INDICATORS<br />We must first define the criteria we’ll use to evaluate our performance during the year. In ICX we have the next performance indicators<br />
<ul><li>DEMAND (external sector): identify sectors, opportunities, needs, or projects that AIESEC may capitalize.
SUPPLY (analysis by pool): identify the available EPs in the platform, align to the RA-MA-RE picks, define the profiles supplied. </li></ul>MARKET ANALYSIS<br />
PROJECTS DEVELOPMENT<br />We must take into account these topics:<br />Segment<br />Organizations profile<br />TN profile<br />EP profile<br />Supply<br />Sales plan<br />Prospect list<br />Pricing policies<br />Learning environments<br />Timeline and budget<br />
Most of the people believe they are good sellers just because they have good interpersonal relations skills, which is an important aspect, but it’s not the only one, actually it’s just one of four important aspects!! <br />Often they think that just improving in a sales meeting is enough to obtain the sale, and this shouldn’t be something to be proud of, since it’s the worst technique to sale (at least when it’s about a complex sale that implicates a big amount of money, like an exchange!)<br />Finally, most of the people aren´t born being good sellers, they have to get trained on it, as the next chart demonstrates it:<br />
SELLERS<br />Without a good sales training and preparation, it’ll be difficult to obtain the 64% of whole sales <br />Eagles Fighters<br />(20 % of people) (80% of people)<br />Skeptical Innovator <br />(80% of people) (20% of people)<br />BUYERS<br />
Formula of a sale:<br />SALE = Pain x Vision x Value x Control<br />1) By saying “pain” we are referring to the NECESSITY of the buyer, which can be well or few known by him/her. That’s why we must identify in which of these three levels the buyer’s concerning of the necessity is:<br /><ul><li> Latent pain: the buyer knows there’s a need, but doesn’t know exactly the reasons of it.
Accepted pain: the buyer knows and accepts the need he/she has, but hasn’t identified the solution to it yet.
Accepted solution: the buyer knows the need, knows the solution and wants it from the seller. </li></li></ul><li>2) Vision: it refers to the SOLUTION that we, as AIESEC, are offering to clients. Remember this new concept of selling: “we sale solutions to a problem, agreed by both parties (buyer and seller)”.<br />3) Value: it’s our product, which in this case is an international student. Here we must show what the capacities of our product are, that is to say, how what we’re offering fixes in the company to solve the necessity they have in the moment. <br />4) Control: it’s the capacity the seller has to manage the process of the sale according to the desired objectives. The seller must have a clear flow of the meeting in his/her mind and follow it. <br />
BEFORE THE MEETING…<br />Pre-calling investigation: general data of companies<br />Post-calling investigation: situational knowledge<br />Hello, my name is … I’m calling from AIESEC, a non-for-profit international organization of young leaders. In this moment we’re carrying out a project on …(fundraising, bilingualism, etc.), and I would like to know what time of this week we can meet to expose it to you. <br />
DURING THE MEETING…<br />1) Start with formal greetings, ice breaker, personal presentation, and establishment of the objectives of the appointment<br />
2) Investigation: here we must identify the level of “pain” and take it to an Accepted Solution. The SPIN method works very well, it consists on:<br /><ul><li>Situation Questions
Need-Payoff Questions</li></ul>Example:<br />SQ: "Would you describe your current account documentation system?“<br />PQ: "So you're having trouble retrieving account-sensitive data on a timely basis?“<br />IQ: "What kind of closing opportunities do you think your people have missed because of the data-retrieval problem?“<br />NQ: "If you could get quicker, more reliable retrieval, what overall gain in revenues might you realize?"<br />The seller uses Situation Questions to establish a context leading to Problem Questions so that the buyer reveals Implied Needs which are developed by Implication Questions which make the buyer feel the problem more clearly and acutely leading to Need-Payoff Questions so that the buyer states Explicit Needs allowing the seller to state Benefits which are strongly related to sales success.<br />
3) Capacities demonstration: here’s where you expose the product with each detail, so you must know it deeply, manage the whole ICX Flow processes, pricing policies and any other required information in order to convince the buyer about the solution. <br />Buyer asks questions like:<br /><ul><li> Is this good for what I need?
How does it work?</li></ul>Remember there are two kinds of contacts at companies:<br /><ul><li>Simple sponsor: is the link to the one who takes real decisions, he must feel the real “pain” so that he/she transmits it to the other person.
Sponsor with decision power: must really feel the pain because is the one in charge of decisions</li></ul>Take sales materials:<br /><ul><li> Product sheets
GCPs</li></li></ul><li>4) Closing: the appointment may end in four different ways:<br />
AFTER THE MEETING…<br />Continue with the administrative processes and follow-up meetings <br />Now just plan your sales force according to some criteria. For Example:<br /><ul><li> Prospection list: 30 entities
With sales meetings, plus follow-up meetings, we’ll have 60 appointment per month</li></ul>(5 people X 3 appointments/week X 4 weeks)<br /><ul><li> Keep tracking of it!</li></li></ul><li>FINALLY, BUILD YOUR TIMELINE<br />It must have:<br />1. PREPARATION:<br /><ul><li>Projects structure
Sales materials</li></ul>(this is all we’ve said before in this presentation :P)<br /><ul><li>Train your members about it</li></ul>2. SELLING (RAISING)<br />3. MATCHING<br />4. REALIZING (VISA+DELIVERY)<br />And take into account:<br />RA-MA-RE picks: it’s very strict for Ets and DTs, MTs and TTs tend to be constant all times.<br />Demand curves: when are the companies planning, when executing, when donating, etc.<br />
Timline example:<br />This is an example of a timeline for a project based on education sector. It’s totally aligned to the RA-MA-RE picks needed for ETs and the companies times as well, because it’s about schools that begin classes on the end of July (B calendar).<br />
THAT’S ALL FOR THIS TRAININGS! ENJOY AND USE THE INFORMATION!!<br />Trainings by:<br />Rogerio Quaresma MCVP ICX @BAZI 2010-2011<br />Jonathan Suárez LCVP ICX @Mzles (@COLB) 2010<br />AIESEC Manizales, as of February 2010<br />