This document outlines solutions for improving customer loyalty and re-raising rates. It proposes a new job questionnaire (JQ) to better understand company needs, a standardized 6-week matching process, and a standard account management flow. The new JQ would be short and customizable to capture what is important to companies. The matching process outlines weekly steps from contract signing to match completion. The account management flow establishes regular meetings and assigns a single point of contact for each account to improve communication and satisfaction. Implementing these solutions aims to result in more matches, faster matching times, higher satisfaction rates, and more re-raises.

1. How to Re-Raise
Like Never Before

2. Content
• Why Customer Loyalty for Organizations?
• What Happened with the 100 Days Challenge?
• What Our Customers Say
• What Some Entities Are Doing to Retain Customers
• Our Solutions for 2014
• Improved JQ
• Fast Matching Process
• Account Management Flow for Every Account
• How Can You Implement this in Q1
• Q&A

3. Think of all the partners
AIESEC had. What if
we just hadn’t lost all of
those companies?

4. Vision of CLO
2011
Customers
2012
Customers
2013
Customers
2014 Customers

5. 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

7. Does Customer Loyalty Drive
Results?
• Poland 10 TNs – ―We worked with the TN-taker fast and professionally‖
• Brazil 5 TNs – ―Because they were extremely satisfied with their previous intern‖
• Romania 30 TNs – ―Trust between the CEO and AIESEC, based on our past professionalism‖
• France 10 TNs – ―We were professional and flexible in the process‖
• Greece 25 TNs – ―We delivered what we promised. We were professional and fast, so they keep coming to us.‖
• Belgium 35 TNs – ―They re-raised because they were satisfied with our service‖
• Belgium 10 TNs – ―We had multiple internal champions who had received trainees in the past who gave us
excellent endorsements‖
• Russia 6 TNs – ―Past interns we provided them stayed and became leaders in the company, so they actually
approached us when they needed more talent for their new strategy‖

8. 100 Days Challenge

9. What Did AIESEC
United States DO
based on talking to
customers?

10. GATHER CUSTOMER INPUT
Target specific LCs and follow up weekly
SJ
Arizona
Illinois
LCs have until Thanksgiving to reach out to
partners
NST + MC will contact all partners who have not
submitted feedback by that point

11. UTILIZE CURRENT CUSTOMER INPUT
1.
Release project update to national plenary
2.
Video Testimonial Collection to mobilize promoters
3.
Provide LCs with a referral framework to mobilize promoters
4.
Create an AD Account Manager Certification process. Every account manager must pass the following
trainings:
1.
2.
3.
J-1 Visa
Delivery Process
Partnership Management
5.
Change ER Principles: LCs must meet partners every quarter. If partner isn’t met for two quarters the
contract is re-allocated to another LC
6.
Re-vamping website content for companies with clear process

12. INCREASE ENGAGEMENT WITH AIESEC
 Have EPs write thank you letters to our partners for creating
exchange experiences and include these in our Christmas Cards
 Send a letter to all our detractors/passives in January with “AIESEC
New Years Resolution-Our Commitment to our Partners”
 Signed by MCP and LCP

13. What Our Customers Say

Of survey responses
13
NPS score
35%
% of promoters
Professional
skills of trainee
50
Professionalis
Level of
trainee's
m of AIESEC
motivation
45
44
Personal skills
of trainee Communication
41
Selection
with AIESEC
Process
39
39
43%
% of passives
22%
% of detractors
Promoters Issues Level 1

14. ANALYSIS.

Of survey responses
Selection
Visa
Process
Documents
33
and Information
31
Selection Communication
Process with AIESEC
32
32
CommunicationProfessional
with AIESEC skills of trainee Accessibility of
26
27
information
25
Logistical support
upon arrival
24
Visa
Documents
and Information
Professional
27
skills of trainee
28
Personal skills
of trainee
23
Information
provided
21
Passives Issues Level 1
Detractors Issues Level 1

15. ANALYSIS.

How likely are you to take another intern with AIESEC GIP?
passives
promoters
5
31%
66
16
40%
55
45
DEFINITELY WILL
PROBABLY WILL
49
detractors
MIGHT OR MIGHT
NOT
5
22
29
17%
PROBABLY WILL
NOT
2
2
11
5%
DEFINITELY WILL
NOT
1
5
2%

16. Conclusions from our Customers
• The key source of satisfaction for our customers is the quality of
the trainee
• How can we capitalize on this and make sure we always bring the right EP?
• Customers are dissatisfied with us based on our selection
process and poor communication
• How can we fix these?
• If we manage accounts well we can double re-raising

17. Our Solutions
New JQ to Raise
the Right TN
Standard
selection
process to make
matching fast
and easy
Standard account
management flow and
acct mgmt JD

18. JQ Sensing
• How many pages is your JQ?
• Do you have a problem with companies taking too
long to complete the JQ, slowing down your
raising and matching process?

19. Why a New JQ?
• Companies are most satisfied when
we bring them a quality EP
• Our TN Form and screening
process don’t capture personal
qualities of the EP and don’t tell us
what is most important to the
companies
• The TN form should support us in
understanding the company’s needs
so that we can re-raise

20. New JQ
• Short (4 pages)
• Customizable based on
sub-products and country
partnerships
• Tells us what is really
important to the company
• Gives insight to future
needs

21. Short
• Program Description
• Company Info
• JD
• Tasks, goals, hours, sub-product
• Background and Personality of the EP
• Studies, skills, qualities, languages, countries
• Future Needs
• Contract

22. Customizable
• Major and minor job
roles
• Feature only the
sub-products you
want to
• Show only the
countries and
background skills
you want to

23. Tells us what is really important to the
company for better EP Screening
• ―How would you describe the ideal candidate for
this position?‖
• ―What are the three most important personal
qualities the intern must have?‖

24. Gives Insight to Future Needs
• To be filled out by the seller:
• ―What are general HR needs AIESEC could help you
with?‖
• ―Do you want AIESEC to inform you about any other
profiles?‖

25. How The JQ Should Be Used
• This is like the company’s
profile—you should
always use it to
understand the
company’s needs and
bring it to future
meetings
• Revisit the JQ with
customers in the future
to see if their needs have
changed

26. What You Should Do
• Customize the JQ for your sub-products and
country partnerships before the beginning of Q1
• Train your members how to use it and how to run
a meeting using your fast and easy JQ

27. What Will Happen from AI
• TN Forms on myaiesec.net updated to include
• Personal qualities
• Ideal candidate description
• Major and minor job roles

28. What Should the Result Be?
• You know how to satisfy the company easier
• We’re able to match a TN-taker with the ideal EP
for them, so we can easily re-raise with them in
the future

29. Our Solutions
New JQ to Raise
the Right TN
Standard
selection
process to make
matching fast
and easy
Standard account
management flow and
acct mgmt JD

30. Matching Process Sensing
• How long does it take your entity from raise to
match?
• What is the key reason the process takes so long?

31. Why a standard Matching Process
• Don’t have a clear
process, company
gets confused
• Takes too long
• Companies often
aren’t satisfied
with shortlists

32. 6 Week
Matching
Plan
Step 1 : Signing the contract Understanding the company needs
Step 2 : TN Global promotion
Step 3 : EP Screening
Step 4 : AIESEC interview
Step 5 : Short-list candidates
Step 6 : Company interview
Step 7 : Match

33. STEP 1: Signing the contract and Understanding the Company Needs
Behind The Scenes
Together With the Company
Set dates for all meetings and steps leading to
match
Agree on the channel of communication
Day
1
Set expectations for visa timeline based on
country preferences
Assess company’s shortlist expectations

34. Step 1: Signing the contract & Understanding
the Company Needs
Behind The Scenes
Together With the Company
Understand the company’s
need in terms of sub-products
Set expectations for the
company based on global
supply
Day
1
Understand the global Supply
Confirm the EP profiling by
showing the company example
CV

35. STEP 2: TN Global Promotion
Behind The Scenes
Together With the
Company
Make TN form in my@.net available
Create promotion material
Contact target countries
Meanwhile contact available EPs using
AFT and my@ and contact EPs that
previously applied to your entity
Day 2- Day
14

36. STEP 3: EP Screening
Behind The Scenes
Together With the
Company
Collect all the CVs
Analyze all the CVs and select the candidates
according to company’s criteria
Approve/Reject candidates
Go to Interview Process
Day 15 –
Day 18

37. STEP 4: AIESEC Interview for Shortlisting
Behind The Scenes
Together With the Company
Arrange the interview with candidate
Interview
Make candidate reports
Reject/Approve Candidates
Send the CV package to Company
Day
19Day 25

38. STEP 5: Shortlist Candidates
Together With the
Company
Behind The Scenes
Share shortlist with company
Update EP about the process and
the timeline (You will get feedback
from company within 3 days)
Day 26
– Day
28
Check whether the candidates align
with other company’s need
Highlight the candidates who we
recommend
Emphasize timeline and ask result from
company within 3 days
Reject the EP who didn’t pass @
interview and company short-list

39. STEP 6: Company interview
Together With the Company
Behind The Scenes
Get EP AN
Communicate the interview
time with candidates
Help company prepare ideal interview
Day 29
- Day
42
Remind both company and intern one
hour before interview’s time
Send company induction
materials to candidates to help
them
Ask for interview result after interview
Communicate the interview
result to candidate
Get TN AN & Invitation Letter

40. Step 7 : Match
Congratulations! You have
just matched a TN in 6
weeks.

41. How Should You Track This Process
in an LC?
Contract
Signing
AIESEC
TN Promotion EP Screening Interviewing
Candidates
TN 1
X
X
TN 2
X
X
TN 3
X
X
X
Shortlisting
Candidates
Company
Interview
X
O
O
O
Match
Completed

42. What You Should Do
• Teach this process to your LCs and focus on parts of the process that
your entity currently doesn’t do well
• Add anything about your focus sub-products and partnerships to this
process to make the process fit with your other strategies
• Modify your CRM to track these stages of the matching process and
track how quickly your matchers move through each stage and where
you lose companies in the matching process
• Showcase examples of LCs matching quickly and successfully

43. What Should the Result Be?
• More matches
• Higher matching rate
• Faster matching time
• More satisfied customers

44. Our Solutions
New JQ to Raise
the Right TN
Standard
selection
process to make
matching fast
and easy
Standard account
management flow and
acct mgmt JD

45. Account Management Sensing
• Does every one of your accounts have one clear responsible that you can
track from the national level?
• For all of your accounts do you have a record of who the contacts
are, what their needs are, their satisfaction with AIESEC, etc?
• Has every one of your accounts had an in-person meeting in the last
three months?
• Do you have separate goals for new raises and re-raises in your entity?
Does every account have a re-raise goal?

46. About Account Management
• ―AIESEC has to use communication channels more
actively. We’re paying AIESEC and AIESEC has to
give more quality service for this fee.‖
• ―Communication should be very fast and should result
in quick output.‖
• ―We need one person we can talk to who will respond
to our problems‖

47. Having an Account Manager
• A person who manages the account from contract
signing to re-raise, for a minimum of six months
• Responsible for fire-fighting, checking in, quarterly
meetings, and transitioning the next account manager
• Goals are always re-raising, referrals, and customer
satisfaction

48. JOB DESCRIPTION – ACCOUNT
MANAGER








49. JOB DESCRIPTION – ACCOUNT
MANAGER

50. JOB DESCRIPTION – ACCOUNT
MANAGER



51. ACCOUNT MANAGEMENT CUSTOMER FLOW
For every account you must have the following meetings:
Legend:
Physical Meeting
Virtual Interactions (Fast calls, mails)
RE RAISING

52. 





53. 

•

•
•
•

54. 




55. Intern’s supervisor &
Account Manager /
Reception Manager



1-2 weeks before
realization
(meeting or call)



56. Intern’s supervisor &
Account Manager /
Reception Manager





57. By phone with
intern’s supervisor
& Account
Manager

• The check in
with the intern
must happen in
the same
frequency






58. Intern’s
supervisor, HR
responsible, Accoun
t Manager, and next
Account Manager
•This is the right
moment for the
account transition to
the new account
manager









59. Intern’s supervisor,
HR responsible and
New Account
Manager






•In the whole AM
process it should be
clear the AM will
change after every 6
months in the
quarterly reviews






60. Intern’s supervisor, HR
responsible and/or CEO (if
possible), Account Manager
& newly elected VP



•Explain the role of the
LCVP iGIP for the company
and give the company the
contact of LCVP iGIP



61. By mail and
phone with
intern’s
supervisor &
Account
Manager




62. Intern’s
supervisor, Accou
nt manager, CEO
or HR
responsible



•1-2 week before
intern leaves


63. What You Should Do
• Set goals for new raises and re-raises in every LC
• Build a CRM if you don’t have one and drive behavior in your LCs of using it—if it’s not
on the CRM you don’t count it and you don’t raise TNs on myaiesec.net
• Make sure your CRM allows you to see who is responsible for every account, the longterm needs of the company, the satisfaction of the TN-taker, and the last time there was
an in-person meeting with each account
• Have clear JDs and recruitment for account management in your LCs that have TNs
• For each TN that is raised, have your LCs submit a plan and timeline for matching and
re-raising that TN
• Educate your LCs on account management flow and how to run each meeting
• Showcase excellent account management and stories of professionalism getting results

64. What Will AI Do??
• Track re-raises on myaiesec.net!
• Provide consultancy to entities focusing on reraising
• Showcase great account management and reraising

65. What will the result be?
• More re-raises
• More satisfied TN-takers
• More satisfied EPs

66. Our Solutions
New JQ to Raise
the Right TN
Standard
selection
process to make
matching fast
and easy
Standard account
management flow and
acct mgmt JD

68. Vision of CLO
2011
Customers
2012
Customers
2013
Customers
2014 Customers

69. Customer Loyalty is one of
AIESEC’s Leadership Challenges
for 2015
We are the
caretakers
Make the
fundamental
changes for the
future

70. Questions?