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iGIP Tier 1 Talent Capacity for Re-raising and up scaling

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iGIP Tier 1 Talent Capacity for Re-raising and up scaling

  1. 1. TC for Re-raising iGIP Tier 1
  2. 2. PART 1: Structures focused on Re-Raising
  3. 3. StartUpLC(0-10Re) In  general,  start  up  LCs  don’t  have  current  accounts  so  the  structure  is  simple  with  some   members  focusing  on  Raise,  Match  and  Delivery!     These  members  just  need  to  know  how  to  manage  and  raise  accounts  in  a  way  that  they   can  retain  the  account!    
  4. 4. Potential LC(10-40Re) VP TL Ra&Ma Ra&Ma Deliv. TL Ra&Ma Ra&Ma Deliv. ∞ ∞ ü  Team  Leaders  can  be  split  by   Industry  or  by  Sub  Product   depending  on  your  external   reality   ü  We  have  the  same  people   working  on  Raise  and  Match   within  the  structure  for  effecHve   and  fast  account  management     ü  We  have  specific  members  only  to   work  on  EP  Experience  delivery  so   that  EVERY  EP  has  a  great   experience  and  the  rest  of  the   team  can  focus  on  account   management  
  5. 5. ü  If  currently  these  LCs  have  a  lot  of  available  forms  to  match  AND  need  to  raise  as  well,   you  can  choose  to  have  members  divided  even  by  raise  and  match  –  as  long  as  you  know   exactly  how  to  implement   ü  When  the  same  members  are  responsible  for  raise  and  match  process,  education  cannot   be  focused  just  on  SDP     Potential LC(10-40Re) In this structure and this LC Volume, LC already has some accounts and the JD of members is also to RETAIN these accounts! Ensure that the JD and KPI of members in this structure includes retaining current accounts and re-raising!
  6. 6. High Potential LC(40-70Re) •  Similar structure for LC doing between 10-40 Re •  Number of members maybe more because scale has increased •  There can be one more team leader to tap into another market/industry •  Ensure LCVP, Team Leader and Team member have clear KPIs and MoS •  Team leaders also do manage accounts (maybe fewer) but this is also part of their role VP TL Ra&Ma Ra&Ma Deliv. TL Ra&Ma Ra&Ma Deliv.
  7. 7. High Potential LC(40-70Re) In this structure and this LC Volume, LC already has many accounts and the JD of members is also to RETAIN these accounts! Ensure that the JD and KPI of members in this structure includes retaining current accounts and re-raising! Team Leaders in this structure can be more responsible for current accounts maybe so that team members can focus on raising new accounts and team leaders (who are normally more experienced can manage current accounts)
  8. 8. AdvancedLC(70-100Re) VP (SP1) TL Ra TL Ma TL Delivery TL Current Account ü  Team split by Process of Raise, Match and Delivery because this team is high volume and requires focus on each process ü  The Team for Current accounts manage raise and match to ensure effective account management ü  There can be an added Team Leader or some more members in Current account team in case there is a dry run ü  It is important that JD and MoS of members in these teams is split between Current accounts and new accounts ü  Delivery happens all year round – either preparing for delivery or receiving interns and supporting them hence a separate team is crucial
  9. 9. AdvancedLC(70-100Re) In this structure, there is a specific TEAM for managing current accounts. By this time, we assume an LC has enough current accounts and only focusing on these can ensure there is iGIP growth in the LC. Goals should be split between new accounts and current accounts so that the JD and KPI of the current account team is very concrete! The delivery team is working on delivery of new and current accounts!
  10. 10. AdvancedLC(70-100Re) VP (SP1) TL Ra TL Ma TL Delivery TL Current Account ü  The role of team leaders is very important in this structure. Team Leaders have to work in perfect synergy to ensure accounts are managed well ü  Team leaders have to work in synergy to ensure EP experience delivery ü  Every member working in raise, match or delivery MUST know fully the iGIP Process. If not, it will lead to members not being able to raise the right forms or members not being able to match forms effectively ü  JD of members matching is more related to LC-LC Partnerships and is less of coordination with companies for selection (which can also be done by members who are raising)
  11. 11. •  If  the  advanced  LC  is  in  a  big  city  with  high  market  potenHal,   create  short  units/teams  in  specific  geographical  areas  only   for  the  summer  peak  or  for  all  of  2014  to  split  the  market.   •  This  will  also  help  one  unit  focus  on  GCDP  and  the  other  on   GIP   AdvancedLC(70-100Re)
  12. 12. PART 2: Learning focused on Re-Raising
  13. 13. TOPIC! CONTENT! OBJECTIVES! TARGET! CUSTOMER LOYALTY FOR ORGANIZATIONS! q Creating and maintaining long-term partnerships with organizations and companies" q  Dealing with different stakeholders (ex. Embassy" q Product Packaging for re- raising and up scaling " q Connecting re-raising and up-scaling to effective Supply and Demand Management " q Shift the mindset of memebrs from short-term raising to long-term relations with stakeholders." q Know how to create and maintain long-term partnerships." Leaders, VPs! Learning focused on Re-RaiseiGIP
  14. 14. PROCESS OPTIMIZATION! q  Conversion from Sale to Raise! q  Approach umbrella organization! q  Attend corporate events! q  Make proposal easier process! q  Capitalized partnership in other LCs or even country! q  Conversion from Raise to Match! q  Raise a matchable TN! q  Raise based on LC partnership! q  Raise based on S&D analysis! q  Conversion from Match to Realize! q  Supply and Demand Analysis! q  LC Partnerships! q  Peak Season Understanding! q  Conversion from Realize to Re-Raise! q  Fast feedback system and follow up! q  Upscale partnership - Upselling! q  Mass Realization Project! q  In kind partner for accommodation! q  Upscale partnership benefit (accommodation providers)! q  Understand what part of the exchange process can be improved to increase results! Leaders, VPs! Learning focused on Retaining AccountsiGIP
  15. 15. Pick LCs that need specific Education around Re-raising and up-scaling and ensure they receive this! Remember the difference between 1. Education on partner retention and account management 2. Education on Re-raising 3. Education on Up-scaling
  16. 16. Embed Re-raising KPIs into Team Minimums, HOW? •  Team  –  Have  a  team  for  Re-­‐raising  and  up-­‐scaling  if  there  is  a  need,  if   not  have  specific  members  focused  on  this  within  iGIP      team   •  Plan  –  Ensure  iGIP  teams  have  planned  for  account  management,               partner  retenHon,  re-­‐raising  and  up  scaling  goals     •  JD  –  Ensure  Re-­‐raising  is  embedded  into  the  JD  of  specific  members       and  that  they  have  clear  KPIs  and  MoS   •  Training  and  coaching  –  Ensure  specific  educaHon  topics  for  iGIP  LCs     around  re-­‐raising  and  up-­‐scaling     •  Evalua5on  –  Evaluate  results  of  iGIP  re-­‐raise/current  account  teams     or  how  many  re-­‐raises  specific  members  have  goYen  

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