Customer Loyalty for
Organizations
Talent
Capacity
for Growth

Raise
Market –
Product
Strategy

BI for
Growth

Match

CLS

LXP

Realize
CLO
Vision of CLO
2011
Customers

2012
Customers

2014 Customers
2013
Customers
How to Get There

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

Customer Loyalty in
the ...
CEPT Model
Conversation
• Recommended monthly touchpoint and quarterly meetings at IC
• Created video guide for Podio as a...
CEPT Model
Product and Process Improvement
• Surveys and focus groups bringing initial hypotheses
• CLO Summit planned

Ta...
Implementation
Specific
• 8 focus entities with coaching on average every 3
weeks—success depends on seriousness of VP
(Tu...
Re-Raising in the Short Term
827 Re-Raises in Q3 2012

881 Re-Raises in Q3 2013

12.27% Partner Retention
Rate after Q3 20...


ANALYSIS.
Of survey responses

32
NPS score

45%
% of promoters

42%
% of passives

Level of
trainee's
motivation
53

P...


ANALYSIS.
Of survey responses
Selection
Process
40

Professional
skills of trainee
35
Visa
Documents
and Information
33...


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

promoters

detractors

DEFINITELY WILL

...
KEY RESULTS.
1. Selection Process is one of top issues specifically quality of candidates and
its number, as well as the s...
How Can CLO Go Wrong / What
Are the Challenges?
Entities focus on
surveys, but not on
re-raising or
customer loyalty

Enti...
What’s Coming Next?
Re-Raising
• CLO Summit output customized for tiers
• Entities and LCs making goals for new raises and...
What do MCs need to implement
long-term shifts in CLO (maximizing
the CEPT Model)?
What do LCs need to do the same?
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Clo steering team flow (1)

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Clo steering team flow (1)

  1. 1. Customer Loyalty for Organizations
  2. 2. Talent Capacity for Growth Raise Market – Product Strategy BI for Growth Match CLS LXP Realize CLO
  3. 3. Vision of CLO 2011 Customers 2012 Customers 2014 Customers 2013 Customers
  4. 4. 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
  5. 5. CEPT Model Conversation • Recommended monthly touchpoint and quarterly meetings at IC • Created video guide for Podio as a CRM—used by two entities • 100 Days Challenge has led to conversations with at least 4.3% of our customers Engagement • Emphasized events and advisory councils at IC • Focus entities engaging customers, but lacking clear GCPs and global direction
  6. 6. CEPT Model Product and Process Improvement • Surveys and focus groups bringing initial hypotheses • CLO Summit planned Talent Capacity • Every account should have a person responsible • Talent Capacity Strategic Meeting output including structures, JDs, and learning and development for raising, account management, and re-raising
  7. 7. Implementation Specific • 8 focus entities with coaching on average every 3 weeks—success depends on seriousness of VP (Turkey, China, Belgium, US) General • Insights and GCPs from focus entities shared with the network via GIP Monthly Meeting • Partnership Menu under construction
  8. 8. Re-Raising in the Short Term 827 Re-Raises in Q3 2012 881 Re-Raises in Q3 2013 12.27% Partner Retention Rate after Q3 2012 12.27% Partner Retention Rate after Q3 2012 Target of 25% of Customers Met by SG Meeting 3% of Customers Met by SG Meeting
  9. 9.  ANALYSIS. Of survey responses 32 NPS score 45% % of promoters 42% % of passives Level of trainee's motivation 53 Personal skills of trainee 50 Professionalis m of AIESEC Professional 48 skills of trainee 48 Logistical support upon Communication arrival with AIESEC 46 46 13% % of detractors Promoters Issues Level 1
  10. 10.  ANALYSIS. Of survey responses Selection Process 40 Professional skills of trainee 35 Visa Documents and Information 33 Selection Process 29 Logistical Professional support upon skills of trainee Communication arrival 29 with AIESEC 27 27 Trainee preparation by AIESEC 22 Level of trainee's motivation 24 Accessibility of Visa information Documents 18 and InformationCommunication with AIESEC 18 18 Passives Issues Level 1 Detractors Issues Level 1
  11. 11.  ANALYSIS. How likely are you to take another intern with AIESEC GIP? passives promoters detractors DEFINITELY WILL 22 14 1 29% PROBABLY WILL 28 28 2 45% 7 6 12% 3 3% 1 1% MIGHT OR MIGHT NOT 3 PROBABLY WILL NOT 1 DEFINITELY WILL NOT
  12. 12. KEY RESULTS. 1. Selection Process is one of top issues specifically quality of candidates and its number, as well as the speed of the process 2. Customers are looking for more customization (promotion, length of internship, selection arrangement, way of doing exchange, etc.) 3. Quality of intern highly influences customer satisfaction 4. Any global system for customers satisfaction in B2B must be in native languages 
  13. 13. How Can CLO Go Wrong / What Are the Challenges? Entities focus on surveys, but not on re-raising or customer loyalty Entities move their resources from new raising to re-raising Entities view customer loyalty as a one-time initiative, rather than the way we do iGIP Entities don’t improve their products or processes Entities don’t see the relevance of CLO right now
  14. 14. What’s Coming Next? Re-Raising • CLO Summit output customized for tiers • Entities and LCs making goals for new raises and re-raises in re-planning framework • LC iGIP planning including every account, who is responsible, their goal, and their action steps to retain and upscale the partner (aligned with CEPT) • Re-raising menu on myaiesec.net to track MCs and LCs • Top 20 LCs in each region being tracked by RCs with bi-weekly webinars from me Product and Process Improvement • Entities from CLO Summit pilot product and process improvements • Results of those pilots shared with the network so they can be implemented by others
  15. 15. What do MCs need to implement long-term shifts in CLO (maximizing the CEPT Model)? What do LCs need to do the same?

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