This document discusses strategies for growing AIESEC's GCDP program. It provides an overview of GCDP performance data by region. It then analyzes Net Promoter Scores and feedback from countries to identify issues. Next, it outlines three strategies: improving the IGCDP business model, better packaging the OGCDP product, and strengthening supply and demand management through country partnerships. Additional sections cover growing GCDP during peak seasons, implementing a talent capacity framework, and improving marketing for higher conversion rates.

2. Contents
1. Overview Wena
2. S&D
3. Talent Capacity
4. Marketing for Conversion
5. Leadership in every XP
6. Customer Loyalty for Students
7. EP Lead

3. 1. GCDP
overview for
Wena

4. WENA GCDP performance
WENA 2009-2010 2010-2011 2011-2012 2012-2013 RelGr 12.13
IGCDP w/It 132 408 996 1251 26%
IGCDP s /It 45 196 473 510 8%
OGCDP
WENA
992 1681 2715 4033 49%
REGION IGCP OGCDP IGIP OGIP TOTAL
CEE 5274 3332 1086 1588 11280
WENA 1251 4033 1071 1390 7745
IGN 3487 3855 760 1143 9245
AP 7127 7319 2110 727 17283
MENA 1477 1445 188 311 3421
AFRICA 2332 962 112 166 3572
SHARE IGCP OGCDP IGIP OGIP TOTAL
WENA 6% 19% 20% 26% 15%

5. MC 2009-2010 2010-2011 2011-2012 2012-2013 RelGr 12.13 AbGr 12.13
GERMANY 91 391 652 957 47% 305
ITALY 63 84 280 453 62% 173
UNITED STATES 132 189 329 447 36% 118
UNITED
KINGDOM
112 151 180 388 116% 208
THE
NETHERLANDS
184 246 277 318 15% 41
CANADA 107 126 260 293 13% 33
PORTUGAL 67 71 69 208 201% 139
GREECE 33 81 142 187 32% 45
FRANCE 47 56 104 180 73% 76
SWITZERLAND 23 48 82 124 51% 42
AUSTRIA 34 54 64 102 59% 38
BELGIUM 20 33 51 79 55% 28
NORWAY 23 47 61 77 26% 16
DENMARK 14 37 48 73 52% 25
FINLAND 18 26 24 54 125% 30
IRELAND 0 8 51 48 -6% -3
SWEDEN 17 26 28 27 -4% -1
MALTA 4 2 10 17 70% 7
ICELAND 3 5 3 1 -67% -2
LUXEMBOURG 0 0 0 0
OGCDP is a fast growing programme in WENA

6. OGCDP timeline WENA presentes
challenges for Winter and
Summer peak
104
281
618
898
489
214
144
96
53
152
280 269
149
305
984
1051
0
200
400
600
800
1000
1200
APR12 may-12 jun-12 jul-12 AUG12 sep-12 oct-12 nov-12 DEC12 JAN13 feb-13 mar-13 APR13 may-13 jun-13 jul-13
RA
MA
RE
154
Germ
any

7. NPS WENA presents specific issues to adress in
order to increase KPIs of quality
Countr
y
GCDP
NPS
GIP
NPS
% of
promoter
s (overall)
Respon
se Rate
Top 3 promoter self-select issues Top 3 Detractor self-select issues
GERMAN
Y
25 (out),
73 (inc)
30 (out)
58 (inc)
29( out) 52
(inc)
29%
home /
26% host
OGCDP: *Communication effectivity
during acceptance procedure
*Intergration by the hosting entity *Cross-
cultural understanding & awareness
IGCDP: Information provided about the
GCDP programme **The selection process
**Personal development
OGCDP: **Job-description clarity and
alignment, **Visa documents and
information **Communication effectivity
during acceptance procedure // IGCDP:
Visa documents and information
ITALY
22( out),
39 (inc)
38 (out)
28 (inc)
48% home /
57% host
30%
home /
25% host
OGCDP: *Information provided about the
GCDP programme *The selection process
*Communication effectivity during
acceptance procedure... IGCDP: *Cross-
cultural understanding & awareness
**Information provided about the GCDP
programme **Personal development
OGCDP: ** Job-description clarity and
alignment, **Logistical support,
**Communication effectivity during
acceptance procedure, // IGCDP: **Job-
description clarity and alignment,
**AIESEC’ support during the
experience, **Logistical support
UNITED
STATES
27(out) ,
NA / (inc)
9 (out),
63 (inc)
50% home /
57% host
15%
home /
12$ host
OGCDP: **Communication effectivity during
acceptance procedure **Matching support
**Information provided about the GCDP
programme
OGCDP: **Job-description clarity and
alignment, **Logistical support,
**AIESEC’ support during the
experience, //
UNITED
KINGDO
M
-9 (out), 0
(inc)
6 (out),
79 (inc)
-4% home /
62% host
18%
home /
19% host
OGCDP: **Communication effectivity during
acceptance procedure, **Induction to
AIESEC, **The selection process
OGCDP: **Logistical support, **Job-
description clarity and alignment,
**Communication effectivity during
acceptance procedure, //

8. Country
GCDP
NPS
GIP NPS
% of
promoters
(overall)
Respons
e Rate
Top 3 promoter self-select issues Top 3 Detractor self-select issues
CANADA
36 (out),
NA
24 (out),
66 ( inc)
36% home /
48% host
20%
home /
16% host
OGCDP: **Cross-cultural
understanding & awareness,
**Personal development,
**Intergration by the hosting entity
OGCDP: **Job-description clarity and
alignment, **AIESEC’ support during the
experience, **Logistical support //
THE
NETHERL
ANDS
13 (out),
NA
39 (out),
54 (inc)
22% home /
56% host
24%
home /
31% host
OGCDP: **Intergration by the hosting
entity, **Information provided about
the GCDP programme,
**Communication effectivity during
acceptance procedure
OGCDP:**Logistical support, **Job-
description clarity and alignment,
**AIESEC’ support during the
experience, //
PORTUGA
L
47 (out) ,
61 (inc)
31 (out(,
36 (inc)
48% home /
55% host
30%
home /
22% host
OGCDP: **Information provided about
the GCDP programme
**Communication effectivity during
acceptance procedure, **The
selection process // IGCDP:
**Personal development, Cross-
cultural understanding & awareness,
**Information provided about the
GCDP programme
OGCDP: **Job-description clarity and
alignment, **Logistical support,
**Integration by the hosting entity, //
IGCDP: **AIESEC’ support during the
experience, **Logistical support,
**Communication effectivity during
acceptance procedure

9. 3 AI GCDP strategies
• IGCDP Business Model Relevance of the
project, Financial sustainability, Inner
Journey, Projct management.
• OGCDP product packaging Market
segmentation, brand it, atract and
convert, delight & showcase.
• Supply & Demand Management Country
partnership framework

10. Winter peak growth
Expected
Impact:
Increase the
OGCDP
realizations in
Dec-Feb
season.
KPIs
• % growth overall in
OGCDP in each
country
• % growth in
specific peak in
each country.
• % of promoters
Key Activities
*Define entities working for
the peak
*Define the issues and
destinations (cultural /
teaching) / (IGN /Africa).
*Product packaging
strategy
*Understand and
focus student market
*Cutomize the value
proposition (brand it)
*Atract & close (Ra-
Ma-Re)
*Delight & showcase
(Quality conditions)
*EPs preparation to
increase NPS
*OPS review /
oGCDP
Global Strategy: OGCDP product packaging

11. 2.Supply
&
Demand

12. Supply & Demand
Co-delivery
• This strategy is crucial in order to ensure that we deliver high quality leadership
development experiences in our exchanges.
• By brining this structure to your entity you will add quality and value to GCDP,
easy communication and expectations with other entities as well as the
strategy will save resources as entities do not have to unnecessarily repeat
certain activities.
• All of the above will result in faster and better processes
and progress and lead to growth in the network as a whole

13. Supply & Demand
What to consider for re-planning?
Country Partnerships:
• Prioritize your country partnerships – ensure to spend effort and time on the
partnerships that are bringing you value
• Have an online tool where you can track the partnership - include checklist with
timeline for what needs to be delivered in the partnership
• Create a tool to track the LCs that fulfill CY partnership requirements
• Review structures on who and how to manage the partnerships (MCVP, NSTs etc.)
Co-delivery:
• Define minimum criteria for co-delivery (to put clear KPIs)
• Ensure that you have standardized framework of elements in the co-delivery flow
(OPS, EP LEAD etc.)
• Look up GCPs from the network to use when planning co-delivery
• Allocate Partnership Managers to track implementation of
co-delivery minimums in LCs

14. Supply & Demand
Implementation Inputs:
Country Partnerships:
• Have a simplified tracking tool for country partnership
• Ensure to have MCP – MCP relation within any CY partnership
• Make sure to collect and share GCPs and materials
• Use national conferences to promote the partner countries and create excitement in your
entity Ensure LCP – LCP relationship in the partnerships
• Use returnees to make and support in the creating of the partnerships
• Smaller CYs (<30) should focus on CY-LC partnerships, with high performance LCs.
• MCs should allocate CY partnership X to LCs based on their X potential, Market
Relevance as well as LC ability to fulfill CY partnership promise
Co-delivery:
• Co-delivery should happen in every exchange that we facilitate – hence co-delivery is the
responsibility of all entities
• Ensure to have simple education platform showing how to LC can fulfill the co-delivery
• Have a system for CYs to track and see fulfillment of Co-Delivery standards between
CYs.
• Entities need to have understanding of what is done by sending
entity & host entity to not repeat the same processes with an EP

15. Goals
Elements
Setting
Timeline
LC
Alignment
# of GCDP
Realizations
• KPIs:
• # of TNs Raised
• # of EPs Raised
• # of Matched Forms
NPS
Score
• KPIs:
• Response Rate
• Cases Open/Closed
• % of Promoters

16. Goals
Elements
Setting
Timeline
LC
Alignment
Issues + Projects
• Issues and
projects
• Marketing
materials
• Promotion
Support
Internship Details
• Duration
• Start/End
Dates
• Job
Descriptions
Logistical Arrangements
• Specificatio
n of:
• Accomm
odation –
Location
& Type
• Airport
pick-up
• Transport
ation
Investments
• Product
Pricing
• Incentives
• HR
Capacity

17. Capacity
Partnership
Manager
CEEDers
EP Team Leader
Supply of MC
Communication
Defining the
Channel
Weekly
Partnership
Manager Meetings
Monthly MCVP
Meetings
Visits
Planning
Raising
Matching
Realization
Closing & Planning

18. Country
Partnerships

19. S&D for GCDP in replanning!
Activity When? Tier 1 Tier 2 Tier 3
Tracking the results of both GCDP
realizations and NPS score of current
partners
By end
of Q4
X X X
Setting up meetings with partners to
provide feedback, implement changes and
plan for the next peak
X X X
Include co-delivery steps in the country
partnerships tool
X X X
Allocation of partnership managers on your
MC to track partnerships and co-delivery
X X X
Create simple tools to track LC raising
towards partnership delivery
X X X
Standardize OPS content, minimum
content to be delivered (standards
education, LEAD, safety instructions)
X X X

20. 3.Talent
Capacity

21. Talent Capacity for GCDP
Why is it important?
TMP-TLP has to drive GCDP for growth, therefore structures and
learning systems are crucial.
What results it can bring to my entity?
• Exchange culture in LCs to be developed
• Members more involved to work for the purpose of AIESEC
• Increasing productivity per member
• Increasing production capacity of a LC
• Ensuring better learning and development of members
• Better synergy between front and back offices.

22. Talent Capacity for GCDP
Implementation inputs
• MCP, TM and OD must study the entire TC summit output and define
the implementation plan and responsibilities together.
• Set KPIs to evaluate and track implementation, e.g. productivity per
member.
• Restructuring in LCs should start in the first physical touch point with LCs
to be aligned with the EB 2014 structure and next recruitment peak.
• Restructuring requires a big change. Help LCs to discuss and
understand the need for it to gain their commitment and together
validate the structures.
• Track the implementation weekly in the first period, gradually
decrease the intensity of tracking after achieving significant
milestones.
• Strongly recommend the structure of the EB from MC level, e.g.
communicate that positions (e.g. LCVP IM in a >30X LC) that are not
recommended, will not be supported/addressed
from MC
• Adjust the national and local education cycle
to the new structure

23. Capacity - implementation timeline
MCalignment
Study the TC
summit output
and create a
vision of the
change and
create your
implementation
timeline and
responsibilities
within MC
LCPalignment
Present and
discuss the
output. Agree
on the new
national and
local structures.
Train about
selection and
reallocation in
the LC EB.
Nationaleducation
Further
education on
change
management
for LCs from MC
and close
progress
tracking
November December December
NationalEducation
Utilise national
conference for
further
education for
EBe and
membership
according to
L&D output
Implementation
Implementation
of the structure
should happen
between natco
and IPM. Track it
frequently, e.g.
coaching calls,
clear timelines
and milestones.
Checkpoints,edu
IPM is a check
point to
evaluate
implementation
of the structure
change.
AI education
about change
management
December/Janua
ry
December-
February
IPM
Q: What if I already
have a new EB team
selected in the old
structure?
E.g. if your Ebs already
have a VP IM and the
TC output does not
suggest to have such
VP, you could transform
his JD into a 2nd VP
iGCDP.

24. L&D – implementation
timeline
Define the needs
Define the timeline
for every
programme and
general needs
Define the content
for every cluster and
what needs to be
done
Communicate to
LCPs and LCVPs the
timeline
Engage the MCVPs,
NSTs and top LCP or
LCVPs in the delivery
of the content
Track the
implementation
through
surveys/calls.. for the
participants
Track and follow up
on the results
achieved due to the
trainings

25. 4.Maketing
for
Conversion

26. Marketing for Conversion
Why is this important?
• We need to evolve as an organization, in order to achieve 2015 and beyond,
becoming a BIG AIESEC. Right now:
– Marketing activities are confused as Communications and are not
accountable to GIP or GCDP – Marketing is not driving GIP/GCDP.
– We only match 30% of our available EP forms, and even less of our TNs.
– We take 120 days to match.
– We realize only a fraction of what we attract.
• We need to have a fully integrated market place connecting external with
internal data (Students OP, Companies OP, ORS, NPS, etc.)
• Bring synergy among back office and front office to leverage results
What results can it bring to the entity?
• Accurate profiles’ attraction, with right expectations
• Fast and simple conversion systems
• Higher conversion rate
• Increase in matching rate with right profiles
• Lower the delivery time of the experience

27. 5.Leadershi
p in every
Experience

28. Leadership in Every XP
Why is this important?
What results can it bring to the entity?
1. Conscious leadership development though new inner & outer journey
elements facilitation: clear actions and initiatives.
2. TMP|TLP are motivated to grow GCDP because
they see and understand impact we bring.
LXP is about conscious leadership development in GCDP, when
we know what should we do exactly to ensure leadership
development, how to facilitate inner & outer journey.
Clarity of why GCDP connects organizational purpose and direct
impact, one cannot be fulfilled without another, which in the end
bring Clarity of How AIESEC develops leadership
Once there is a clarity of why & how of leadership development in
GCDP, TMP/TLP are driven to deliver more experiences
developing leadership.

29. Leadership in Every XP
What to consider for re-planning:
Understand what leadership your country needs and how AIESEC
can develop this leadership through inner & outer journey.
Align the projects to the social need of your country and ensure
that these projects set the right pace to facilitate LXP: they are
bringing relevant impact which EP, TMP, TLP can see and feel.
Create conversations around – example - the current TNs being
offered and how can the JDs be modified to include elements of
outer journey. If necessary, replan!
Assess inner & outer journey elements facilitation in operations,
include it to JDs of TMP|TLP and their Learning and Development.
Leverage from the Global PR SI – Youth Leadership Provider of the
World, and work towards the position of AIESEC in your entity as
the Y L P in the entity.

30. 6.Customer
Loyalty for
Students

31. Customer Loyalty for Students
Why is this important?
What results can it bring to the entity?
1. Credibility of AIESEC: an organization with which it is safe to go on internship.
2. Responsible membership in GCDP, clear standards
globally and setting aligned expectations from both sides
3. More promoters & more customers due to word of mouth
and improved products and services.
For every intern who takes internship with AIESEC and wants
to develop leadership we need to provide basics. As AIESEC,
we need to ensure customers SAFETY.
For our customer we are one AIESEC, not AIESEC in country A
and B. To ensure the customer loyalty because of great
experience we need to ensure that the STANDARDS are
being followed.
Each 7th GCDP customer will not recommend this experience, 4 out
of 10 will not mention it as the brightest experience of their lives. We
need to ensure customer’s SATISFACTION with experience
provided by AIESEC.

32. CLSWhat to consider in re-planning:
Safety:
1. Plan which safety measures your entity needs to take to ensure safety for your EP´s in the
GCDP programme (both as sending and host entity)
2. Research insurance options in your entities to be able to provide EP´s with advice for
which insurance they can take
3. Integrate safety education to OPS´and other preparation processes in local level
Standards:
1. Evaluate the current implementation of quality standards
2. Ensure that all members are educated about XPP standards by including the quality
standards education in induction and learning cycle
3. Define KPIs and track the implementation of the standards
4. Allocate people to be responsible for tracking or specify JD´s to include that everyone
has the responsibility of fulfilling the standards
Satisfaction:
1. Use NPS data to put it into CEM startegy: analyze the issues, generate ideas for process
improvement and product development and validate it though actual customers, talk to
them.
2. Set goals for NPS (% of promoters, % response rate, % of cases opened/closed)
3. Plan activities around network culture building and education on CEM
4. Ensure CEM strategies are reflected in Talent Capacity structures
and learning & development, in internal communication plan, etc.

33. CLS – Implementation inputs
Safety:
1. Adapt education to your national reality.
2. Allocate responsible to track implementation on local level.
3. EPs duties related to safety processes should be stated in EP contract.
4. Insurance must be mandatory for all EP´s, and there should be a certain
criteria that covers the features of insurance coverage. There should be
option of choice for which insurance the EP chooses to take
Standards:
1. Having a standards auditing team (to survey through a checklist whether the
EP was picked up on arrival, etc.)
2. Include the quality standards in membership criteria and eligibility for awards
3. Educate EPs about the quality standards in Outgoing and Incoming
Preparation Seminars
4. Consider which quality standards implementation can
be outsourced (e.g. Insurance, safety preparation, pick ups)

35. 7.EP
LEAD

36. EP
Leadership
Journey
Ubuntu
We are
because they
are…

37. LEAD for EPs is designed to improve experience of our
exchange participants, and let them realize the leadership
learning & growth derived from an exchange experience.
This is as a support system system for their inner and outer
journey.
Definition of LEAD for EPs

38. • We believe in delivering quality and powerful
life changing experiences for more Individuals
(promoters & customers).
• We believe that an exchange experience
provides strong leadership development for
individuals through an inner & outer journey.
• Through our impact model, we believe
AIESEC contribute to solve societal issues and
moving towards its vision of peace and
fulfillment of human kind potential.
Why?

39. Objective
Create a platform to reflect, understand & develop
leadership,
Explore leadership potential of each single exchange
participant,
Creating quality EPs to re-integrate back into TMP-TLP
Reflect Understand
Develop

40. Expected Outcome:
Exchange participants understanding the importance of self
discovery for a better leadership journey and with a clear
understanding of his next steps.
Expected Outcome

41. There are 3 parts:
LEAD will start on OPS as back packing for EPs, this is done by VPTM
and/or OGX at the home entity.
A LEAD check-in for EPs in the middle of internship (example 4 weeks in
an 8weeks XP). Space for this is created by VPTM and/orVPICX, but the
space can be hosted by an Alumni, external Trainer, or someone
experienced with LEAD.
Right at the end of the exchange program, the EPs will have a check-
out LEAD moment, which leaves them with a realization of how they
have developed in their leadership. This space is also organized by the
VPTM and/or VPICX.
However, an assessment and showcasing of the EP LEAD experience
can happen during a re-integration seminar to give an opportunity for
reflection of experience and leadership developed.
Duration & Structure

42. How to execute the strategy
LCs need to remember that AIESEC is a platform for young
people to explore and develop their leadership potential.
It’ll influence a lot on personal development of Exchange
Participants.
The main purpose is creating a platform to reflect what
leadership is, and how it is correlate with themselves.
We strongly recommend to implement for this kind of
Entities:
- Those who has country partners and can ensure a
complete process home or abroad;
- OPS, re-integration seminars are already implemented;
- Have good leadership culture, to develop LEAD block.
- You can have a combined LEAD for ICX EPs already in
your country and OGX EPs that are leaving soon.

43. Hosting
Entity
Sending
Entity
My Exchange Leadership
Journey
Back
packing
Self
Check-
in
Check-
out
+
Back Packing:
- 3days EP
conference
- 1day EP Seminar
- 3hrs EP LEAD
Discussion
Self Check-in:
- EP XP Journal
- National
Conference
- Learning
Circle/Spaces
Check-out:
- Capturing EP XP
- Showcasing Impact
Our Approach:
Self Learning: EP Leadership Journal
Change Makers: Sending & Hosting Entity (VPTM&OGX VPTM&ICX)
Both
Entities

44. Self learning is a type of learning done by one’s self,
without a teacher or an instructor.
This type of learning has also been built in the LEAD for
EP project, so that they can take responsibility for their
learning, and also support learning of other.
This is done through an EP LEAD Journal.
LEAD Self learning

45. We are because you are…