2. Old oGIP Operation Flow based on myaiesec.net
Raise Match Realize
EPM, only goal is to help match
Service
EP
Mem
-ber
Student EP Returnee
Consultancy
Interview Match Service
Provide Necessary Documents
No service and even no contact
Promotion
Prepare necessary
documents
?
Learning
point
MR
Marketing
(very basic)
Communication skills, CV modify Visa process
Very poor and
basic learning
because of not
challenging JD
4. Problem we face with old process
• We put too much effort on EP raising and matching, with poor and un-standardized
service while matching period. Almost no any service during
where their real experience happens – realization. And no any follow up
and service after realization.
• Because poor service during and after realization, we face problem on
keeping returnee contacted and asking them to re-integrate in AIESEC.
We cannot showcase enough good case to make our marketing and
brand management sustainable.
• Because of expected JD for member is too high to be implemented (e.g.
career consultancy), member start to do repetitive simple work and thus
cause poor service for EP and also poor learning for members. Then it
comes to leadership pipeline and talent capacity problem in this function.
• And based on the original logic, leadership development and AIESEC
value is almost not mentioned during the whole process of oGIP – which
should have been the most emphasized part in an AIESEC Experience.
5. Mindset change in oGIP based on NCF
• Focus more on Leadership Development
• Build up Marketing & Brand management logic and capacity
• Redefine standardized Customer Service process
• Design standardized Customer Relationship Management
• Redefine function structure and member JD
8. oGIP New Operation Flow based on NCF
EP Stranger Visitor Lead Customer Promoter
• Sub-Product
based
marketing
• Direct sales • 1-1 consultancy
• Professional training
• Personal LEAD
• Preparation before
leave
• Regular communication
• Co-deliver personal
development with
receiving entity (ICX)
• LEAD after back
• Database & RTN
community
• Re-integration
• H4TF
Marketing Consultancy CRM
Service
Mem
-ber
Learning
point/JD
• Market Research
• Product packaging
• Sub-Product based
marketing
• Channel Management
• PR
• Headhunting & sales
• Consulting skills based on sub-product
knowledge
• External resource (lead partner)
integration
• Standardized customer service
delivery and management
• Standardized customer relationship
management
• Leadership development knowledge
(more research and practice about how
to deliver leadership development to EP)
• External resource management
• Facilitating skills (LEAD delivery)
• Showcasing – part of marketing
9. oGIP New Function Structure Proposal
• 100 Realization / year VP oGIP
Sub-product 1
Marketing TL
MR
Marketing
PR
Sub-product 2
Marketing TL
MR
Marketing
PR
New sub-product
marketing
manager
Sales &
Consultancy
Team TL
Member 1
Member 2
Member 3
Member 4
CRM TL
Member 1
Member 2
Member 3
Member 4
LEAD
manager
In this team, each member is responsible
for one part, while they are all delivering
and operating every part together.
Sales & consultancy
team start to contact EP
when they are “visitor”
on OP. They provide
standardized
consultancy to every EP.
LEAD manager should have
good leadership development
or talent management or
career development
background, while is good at
engage external resource. He
will be developing leadership
development cycle for GIP EP,
and find lead partner to co-deliver
LEAD with
consultancy and CRM team.
10. oGIP New Function Structure Proposal
• 50 Realization / year VP oGIP
Sub-product 1
Marketing TL
MR
Marketing
PR
Sub-product 2
Marketing TL
MR
Marketing
PR
New sub-product
marketing
manager
Customer Delivery
Team TL
Consulting Member
1
Consulting Member
2
Consulting Member
3
CRM Member 1
CRM Member 2
LEAD
manager
11. oGIP New Function Structure Proposal
• 20 Realization / year
VP oGIP
Marketing TL
Sub-Product
1
responsible
Sub-Product
2
responsible
Member 3
Member 4
Customer Delivery
Team TL
LEAD manager
Consulting Member
1
Consulting Member
2
Consulting Member
3
CRM Member 1
VP oGIP
Sub-Product 1
Team TL
Marketing
Consultancy
CRM
LEAD
Sub-Product
2 Team TL
Marketing
Consultancy
CRM
LEAD
New sub-product
Manager 1
New sub-product
Manager 2
Model 1 Model 2
In this model, VP or
TL will be responsible
for LEAD delivery
In this team, each
member is
responsible for one
part, while they are
all delivering and
operating every part
together.
12. oGIP New Function Structure Proposal
• 5 Realization / year
VP oGIP
Marketing Consultancy CRM
With a realization number within 5, the bottleneck
usually is on marketing part. No need to have too
many people in this function, but VP should recruit
member with strong marketing skills or insight to try
to build up Global Talent brand in the campus. Lead
part should be delivered by VP directly.
13. Stand for your function structure designing
Function
Productivity
Function
productivity /
efficiency
SHOULD be ≥1,
to make sure you
have enough
workload in your
function.
Sub-Product
Based
Whatever
structure you
choose, make sure
you are Sub-
PRODUCT BASED
when you are
doing marketing.
LEAD
Make sure you have
LEAD development
plan in your
function and should
assign responsible
person for it.
On-going
Marketing
Marketing means
ON-GOING
MARKETING. So
when making
marketing plan for
your year, make
sure marketing
team is not only
planned for peak
time, but has a
long-term plan for
brand management,
channel
management and
PR.
14. Synergy talk you MUST have before planning
• With TM:
• Make sure you have reasonable function structure while considering
Function productivity
Member JD and LEARNING CYCLE redefined based on NCF
Team Minimum implementation in your function
• With MarComm:
• Clarify responsibility between oGIP marketing and MarComm function.
• Design your marketing strategy under suggestion from MarComm.
• Evaluate your current channel management and PR situation with MarComm,
discuss about further plan on these two area.
• With Finance:
• Go through all finance process that might changed after NCF
• Evaluate and revise your budget based on NCF
15. Synergy talk you are suggested to have
• With TM:
• LEAD development plan for oGIP EP
• EP Consultancy plan input
• With LCP:
• How to sell oGIP and build oGIP brand with the network and power of
LCP (your organization CEO) – Channel management, PR
• How to build up oGIP awareness in your LC – Make every member
understand oGIP value, and help you to sell oGIP
• With EBT:
• Make sure your LC understand NCF in oGIP
• Discuss how to drive oGIP under the support of the whole team
16. Q: Why should we deliver NCF and implement
New operation flow as soon as possible?
• Why New Operation Flow should be implemented:
• Other entities are building partnership based on NCF and GIS. We
already missed partnership building in IC, implementing NCF is the
opportunity for us to catch up that. If we don’t do it, high risk of
performance drop might happen because while other entities start to
focus on leadership development, we are still struggling in raise-match-realize
process – no entity will partner with us.
• Why Now:
• If we cannot deliver this new logic and launch the first step strategy
before LC planning period, the next touching point will be Natco. Since
it influences the whole operation logic (Raise-Match-Realize to
Marketing-Consultancy-CRM) and function structure with member JD is
redefined, LC can only start to implement it from July. 2015 – that will
be too late for MoC to catch up the pace of global plenary.
17. Further discussion will happen in SMTC
2014 SMTC - National GIP Transition Camp
Date: Nov. 29th - 30th
Location: Beijing (Host LC: BISU)
Conference Team:
Alice (MC VP oGIP), Lucas (MC VP MarComm), Lily
(MC VP TM), Kathly (oGIP NST, BFSU VP oGIP
2014), Simon (oGIP NST, DUT VP oGIP 2014)
Objective:
• Present and discuss oGIP New Operation Flow
and Function Structure based on the new
customer flow
• Learn and discuss about 2015 Marketing
Strategy based on different product and different
type of campus
• Build National Collaboration System: MC-NST-LC
management, Partnership management, Tier
management, oGIP村民自治制度
• Good case sharing between LCs and leadership
development
