AIESEC Indonesia | oGCDP Summit 2014 | oGCDP and Program Marketing Synergy Simulation
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This document describes a simulation activity to build synergy between AIESEC Indonesia's Outgoing Global Cultural Development Program (oGCDP) and Communications functions. Participants are randomly assigned roles in oGCDP or Marketing and must complete tasks from the other department's perspective. The objectives are to understand challenges from a lack of synergy and emphasize that oGCDP is about sales while Communications is about strategic program marketing. The simulation involves creating marketing plans, partnerships, and addressing issues like low conversion rates to emphasize collaborative problem-solving.
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This document contains an application for various managerial positions within AIESEC Greece for the 2014-2015 term. It requests personal information from applicants and details of their academic, work, and AIESEC experience. It also includes a general questionnaire about the applicant's reasons for applying and understanding of AIESEC's goals. Specific questionnaires are then provided for each managerial position, asking how the applicant would approach responsibilities like partnership development, event planning, and website improvement. The document gathers comprehensive information to evaluate candidates for leadership roles within the organization.
Attracting the right people - oGIP
This document provides guidance on developing an effective marketing strategy to attract the right people. It emphasizes the importance of understanding the target audience through customer profiling and research into how they think. The key aspects of an attraction strategy discussed are developing the right message based on the target audience's needs and interests, selecting the most influential channels to reach them, and customizing the message for each channel. An example is provided of defining goals, targets, channels, and messaging for a campaign to provide teaching internships. The overall goal highlighted is to drive the desired end result through an integrated marketing strategy.
Goal product partner planning o gcdp all tiers
This document outlines the process for Goal Product & Partner planning for a Tier 1 entity's GCDP program. It involves:
1) Determining overall goals by analyzing past performance and defining focus local committees and their goals.
2) Planning which products and partners can deliver the goals by analyzing previous realization data, market trends, and customer feedback to define key sub-products and country partners.
3) Ensuring supply and demand are balanced by attracting the right students to match opportunities with partners.
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This document provides tips for PR representatives in AIESEC entities to help manage their PR area. It covers establishing a PR flow and value proposition, tracking account management, setting up corner meetings between strategic areas, defining member jobs and duties, structuring projects, and implementing branding and positioning actions. The goal is to equip PR reps with strategies for choosing strategic partners, engaging universities and student organizations, and coordinating efforts across different areas to achieve organizational goals.
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This document provides guidance on establishing and maintaining successful LC2LC partnerships. It outlines key benefits such as increased efficiency and sustainable long-term relationships. Successful partnerships require both parties to play important roles, communicate frequently, understand each other's situations and timelines, and work together to solve crises. When establishing a partnership, LCs should research relevance, potential partners, discuss products and processes, and sign a contract confirming responsibilities and timelines. Maintaining partnerships involves regularly reviewing performance details and finding ways to further cooperation.
GIP - Goal product partner planning tier 1
This document outlines the planning process for an entity's goals, products, and partners for their iGIP program in Tier 1. It involves:
1) Determining the overall goal for iGIP by analyzing past performance and defining focus programs and local committee goals.
2) Planning the products and sub-products, including analyzing customer and market feedback to identify focus areas.
3) Defining key country partners for the sub-products based on past realization data to identify the top partners to work with.
4) The result is a plan specifying the entity's goals for each product, the partners they will work with to deliver those goals, and which local committees will focus on each product.
GIP - Goal Product Partner Planning Tier 1
This document outlines the planning process for goal setting, product strategy, and partner selection for an entity's oGIP program. It recommends beginning with analyzing past performance data to set an overall goal. Key local committees are identified to focus on oGIP, and goals are set for each. Products and sub-products are analyzed based on past realization data to identify focus areas. Partners are then defined based on previous years' top countries and growth rates to establish where partnerships can help deliver goals. The process emphasizes balancing supply with demand and focusing on deepening a select number of key partnerships rather than expanding products or partners.
Course Project Integrated Marketing Communications (IMC) Plan.docx
Course Project:
Integrated Marketing Communications (IMC) Plan
Let’s Begin…
When one looks at Integrated Marketing Communications (IMC), one should see more than “advertising.” An IMC approach is where the marketer truly recognizes the importance of creating that “one, clear, consistent” message that most effectively delivers the vital message that communicates to the target market.
The marketer wants to MEASURE how effectively that MESSAGE is recalled and remembered by the target audience. Remember this sentence – it is key to your IMC Plan that you will develop and submit in Week SEVEN.
When one looks at the PROMOTION “P” (also called the COMMUNICATION “C”), there are several components from which the marketer selects to communicate their message. Along with advertising, the marketer also blends – as appropriate – the elements of public relations, sales promotion, direct marketing, and personal selling. Each of these promotional tools helps to communicate and reinforce that IMC message.
Thus, you need an IMC message. It should be short and punchy… and create ‘rememberability’ in the mind of target market. Some even call it “positioning,” a situation in which the BRAND means ‘something’ in the consumer’s mind. Many of the slogans that you see advertised are, in fact, the IMC message of that company.
Below, the instructor ‘walks you through’ key content information that will help you craft that effective IMC message and an IMC Plan that supports a marketing BRAND initiative.
It is important to realize that you are NOT creating a Marketing Plan – rather, you are focused on what would be a sub-set of that Marketing Plan, i.e., the Integrated Marketing Communications (IMC) Plan.
OBJECTIVES of your IMC Plan Course Project
The first task is to determine a product or service for which your IMC Plan will be created. At the end of Week ONE, you will have submitted via the Dropbox your first assignment, using the template found in DOC SHARING. Here you will let your instructor know what you have chosen. Your instructor will reply back within 48 hours – if not sooner – to let each class member know of his support for your topic or, in a few cases, a suggestion to revisit your topic and to choose an alternative.
Once that support has been provided by your instructor, you are ready to begin the serious work of developing your Integrated Marketing Communications (IMC) Plan.
Key Things to Consider…
It is important to your instructor that you not look at your IMC Plan course project as ‘busy work’. For this reason, select a product or a service about which you have passion and interest. Because you will be living and sleeping with this IMC Plan for the next several weeks, your instructor wants this to be a positive learning experience for you.
The first step is to select a product or service. It could be a product or service that you would like to bring to market. Yes, become an entrepreneur! It might be an IMC Plan for a local retail store in.
[I gcdp] march summit booklet
The iGCDP summit in March aims to prepare OCPs and coordinators to deliver high quality internship experiences, clarify expectations between functions, and provide space for connection and experience sharing. The target audience includes iGCDP staff, supporting coordinators, and members. The agenda includes sessions on reconnecting with personal motivations, gaining skills for implementation, networking, and developing plans. The expected outcomes are practical skills and outputs to implement, understanding of roles and initiatives for collaboration between functions.
GST IGN Applications - iGCDP & BD Latam
This document provides information about open positions on the Global Support Teams for 2014-2015. It includes job descriptions for two positions: BD LATAM Chair and IGCDP IGN Operations Support. For each role, it outlines the team purpose, key deliverables, required structure, team member profiles, workload, and duration. It also includes general and specific questionnaires for candidates to complete as part of the application process.
oGIP Tier 2 - Attracting the right people
The document provides guidance on attracting the right exchange participants by outlining how to build an attraction strategy through understanding the target audience, developing customized messaging for different channels, and executing a marketing campaign with a clear timeline and allocation of responsibilities across teams. It emphasizes the importance of collaboration between front office and back office functions to co-create program strategies and set unified goals.
The ultimate 10 step communications plan toolkit
A simple and practical step-by-step methodology that can be applied in any organisation or industry. It is relevant to use for big strategy design but equally useful when planning a individual project.
Customer flows marketing session for AIESEC in Nigeria
This is a session focuses on the role of Marketing and Communications being a driver on how AIESEC as an organization is evolving its customer flow/interaction according to the launching of its new Global Information System and it can be optimized to drive more results, impact, promoters and entity growth.
NST booklet AIESEC in Austria
This document provides information about open National Support Team positions for AIESEC in Austria. Applications are open from July 24-30th and interviews will be held on August 3rd. Positions include MC VP roles in PRM, OGX, F&L, and iGCDP commissions as well as roles like IT Manager, Social Media Manager, B2B Manager, EP Experience Manager, Partnership Manager, and Global Host. Each role has a detailed job description outlining key responsibilities, key performance indicators, requirements, and key learning points. An application form and list of frequently asked questions is also included.
Yengage credential
Yengage is a one-stop partner for mobile app companies looking to expand their business in Japan and Asia. They provide a full suite of app marketing services including strategy, analytics, production, media management, and operations. Their expertise in the Japanese and Asian markets allows them to develop effective marketing campaigns through proprietary ad technology, extensive industry relationships, and experienced local knowledge.
APLS-iGV product session
This document provides a simple framework for product leaders to focus on goals, targets, channels, topics, processes, customers, talent, and finance when leading a product. It emphasizes setting reasonable monthly goals based on supply and demand, understanding customer pain points and needs, choosing the best channels to reach targets, customizing content for different channels and customers, streamlining internal processes, recruiting and developing the right talent, and optimizing resources and processes to improve experience and meet financial goals.
GIP - Goal product partner planning Tier 2
This document provides guidance on planning goals, products, and partners for an organization's global internship program (oGIP) at the tier 2 level. It recommends:
1) Setting an overall goal for oGIP by understanding past performance, defining focus programs and locations, and setting location-specific goals that align with the overall goal.
2) Analyzing past internship realization data to identify top sub-products and country partners to focus on, based on factors like growth rates and market trends.
3) For tier 2 entities, focusing on one or two sub-products like Teaching or Marketing and partnering with 3-5 top-performing entities that can provide opportunities in those areas.
GIP - Goal product partner planning tier 2
This document provides guidance on planning goals, products, and partners for a Tier 2 entity's iGIP program. It recommends beginning with analyzing past performance and market trends to set an overall goal. Focus locales and individual locale goals should be determined and cross-checked against other programs. Key products like Teaching and Marketing should be selected based on market demand and ability to supply experiences. Finally, 3-5 country partners should be chosen for each product and detailed partnerships established to deliver the goals. The planning process ensures goals are ambitious yet achievable through strong and focused partnerships.
Lemon.be strategy-workshop
The document outlines the agenda and deliverables for a strategy workshop between Lemon Companies and its partnering companies. The workshop aims to (1) define the mission and vision, (2) translate this into a strategy, (3) operationalize the strategy into a roadmap and portfolio, and (4) install a dashboard to measure performance. The deliverables include a mission/vision statement, a confidential strategy/roadmap/portfolio document, and a KPI dashboard to measure strategic goals. The workshop then discusses developing a common vocabulary including defining mission, vision, strategy, roadmap, portfolio and KPI dashboard. Examples and discussion starters are provided for each.
Marketing customer flow (AIESEC)
This document outlines fundamental changes to marketing strategies and customer flows. Key points include:
- Marketing will play a higher role in conversion strategies and the entire membership will be more involved in marketing.
- Digital ecosystems will be crucial for driving sign-ups. A new concept of "internal marketing" will also emerge.
- Marketing responsibilities will change according to new customer flows, from attracting website visitors to generating applications, realizing opportunities, and retaining customers as promoters.
- Content marketing will be important for attracting, retaining customers and positioning the brand throughout the customer journey.
- Conversion rates and backwards planning of goals will need to evolve according to the new customer flows.
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Course Project Integrated Marketing Communications (IMC) Plan.docx
Course Project Integrated Marketing Communications (IMC) Plan.docx
Customer flows marketing session for AIESEC in Nigeria
Customer flows marketing session for AIESEC in Nigeria
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This document describes an innovation hackathon being run by AIESEC to develop new projects that advance their global internship program (GIP). The hackathon uses a lean startup methodology where participants will understand customer needs, define problems, develop solutions, form hypotheses, validate assumptions, and build minimum viable products. Teams will work through various checkpoints and track their progress on dashboards. The goal is to create scalable and sustainable projects under conditions of uncertainty with limited resources.
Innovation Space Day 2
The document describes the process and methodology for an innovation hackathon. It involves 7 steps: 1) understand the customer, 2) define the customer, 3) define the problem, 4) come up with a solution, 5) validate assumptions, 6) build an MVP, and 7) get feedback on the MVP. Participants will form teams, come up with solutions to address customer problems, validate assumptions, and present their MVPs to receive feedback. The goal is to use lean startup methodology to experimentally test solutions.
Innovation Space Day 4: Emotional Flow
This document discusses a hackathon event and the steps involved in fostering innovation. It outlines the stages of a hackathon which include understanding the customer, defining the problem, coming up with a solution, forming a hypothesis, and validating assumptions. It also asks what type of leader is needed to foster an innovation culture and what actions can be taken to make innovation happen.
Innovation Space Day 4
This document provides information about an AIESEC hackathon event aimed at developing innovative projects. It outlines the objective to create projects that advance AIESEC's Global Impact Program in a professional, cross-cultural, and leadership development capacity. The document describes the lean startup methodology and tracking process used during the hackathon, which involves understanding customers, defining problems, developing solutions, validating assumptions, building prototypes, getting feedback, and presenting projects. Projects will be scored and the top presentations from each room will be selected to present again to all attendees.
Day Two: Incoming GIP
The document discusses the role of the president in leading the iGIP program at AIESEC. It addresses clarifying the president's role, understanding the direction of the program, and not providing direct solutions but rather facilitating discussion. Key topics of discussion include understanding ambitions and visions for the program, analyzing experiences provided to members, and exploring opportunities to scale the program across Asia Pacific through addressing challenges.
Day Five: My Development Plan
This document appears to be a development plan template containing prompts for self-reflection, such as recalling childhood memories, examining how one has changed over time, exploring impactful childhood influences, and envisioning future changes. The template encourages taking stock of one's past and present self by collecting memories and taking note of truths about one's current self through reflective writing and drawing exercises.
Day Five: Bringing it Home
LC's implementation plan involves speaking to the VP of iGIP within a week to explain a new partnership from a conference. The LC will also explain the new partnerships at the next LCM meeting. Follow-up will occur with the RMIT LCP before winter peak to clarify the relevance of the partnership. The plan will use various channels like conferences, LCM, email, Facebook to communicate and coach on the new partnerships. Success will be measured by engagement with these channels.
Day Five: Collboration Space
This document outlines an agenda for an AIESEC collaboration event. It includes instructions for participants to break into groups to discuss opportunities for collaboration within their own programs and across programs. The goals are to improve current programs through support and collaboration, identify specific collaboration strategies and partners, and define collaboration projects, timelines and objectives to be documented on a shared wall. Working together across initiatives is aimed to help AIESEC grow in the region.
Day Five: Spark, AP
This document discusses student exchange experiences in Asia Pacific from 2008-2010. Over 11,000 exchange experiences were recorded in 2009-2010, a significant increase from 4,400 the prior year. 58% of exchanges were driven by partnerships within Asia Pacific. The document encourages leadership and growing exchange opportunities to have an even bigger impact.
Day 4: Leading my VPs - Incoming
The document outlines the stages of team development: orientation, trust building, goal clarification, commitment, implementation, high performance, and renewal. It describes the key questions and needs that arise during each stage, such as wanting to know why one is there during orientation, building trust among members, clarifying goals and assumptions, committing to resources and timelines, implementing work through sequencing and scheduling, surpassing expectations during high performance, and preparing for a new cycle by addressing why continue. The overall objective is for presidents to understand how to translate culture and behavior into actions that help teams progress through these stages of development.
Leading my vp (incoming)
The document outlines the stages of team development: orientation, trust building, goal clarification, commitment, implementation, high performance, and renewal. It describes the key questions and needs that arise in each stage. For orientation, people need answers about why they are there and whether others will accept them. Trust building involves learning about each other. Goal clarification provides clarity on the team goals and vision. Commitment requires deciding on resources, time, and sequencing work. Implementation is when work is executed according to the timeline. High performance means surpassing expectations. Renewal addresses why continue as teams are dynamic and people change.
Day 4: Leading my VPs - Current
This document provides guidance for leaders (LCPs) on how to lead their vice presidents (VPs) and empowering business teams (EBs). It outlines three objectives: for LCPs to implement strategies in their own contexts through influencing and empowering VPs; foster collaboration and trust within EBs; and enable EBs to do good work. It then discusses assessing what stage the LCP and their team are currently at in order to determine the appropriate leadership approach, addressing common challenges, and maintaining high engagement through understanding individual engagement factors. Tips are provided such as constantly measuring performance, rotating leadership roles, creating habits through challenges, being open with feedback.
Day Three: Leading Together Incoming
This document discusses organizational culture and provides guidance on defining and shaping a company's culture. It begins by outlining three objectives: defining your culture, linking culture to high performance, and debunking common myths about culture. The document then addresses how to assess a company's current culture versus its ideal culture. It provides tools to help members exhibit behaviors that can change the culture from the current state to the ideal state. Finally, it prompts discussion of topics like starting a culture, sustaining a culture, and balancing culture and performance. The overall message is that culture is important to define and shape in order to positively impact company performance.
Leading together (incoming) ppt
This document discusses how to foster a strong leadership culture through organizational culture assessment and change. It provides a case study of Zappos' culture-driven success and assessments to plot an organization's current versus ideal culture. Leaders are encouraged to use tools like the Leadership Culture Model and checkpoints to help members exhibit behaviors that move the culture from the current to ideal state. Finally, leaders discuss challenges of starting, sustaining, and changing organizational culture.
Day Three: Leading Together
This document provides guidance to leadership committee presidents (LCPs) on influencing organizational culture within their local committees (LCs). It suggests that LCPs can use their vision and leadership to shape culture. The document then outlines several strategies and tools LCPs can use to socialize their desired culture, including recruiting culturally-aligned members, setting cultural expectations through meetings and events, leading by example, and creating a learning culture. An assessment is provided for LCPs to evaluate their current culture versus the ideal culture and identify gaps to address. The goal is for LCPs to strategically influence their LC's culture to achieve results and drive the organization forward.
Day 2: iGCDP
The document discusses a Global Community Development Programme (GCDP) experience for young people to develop leadership skills. It involves dividing participants into groups based on their experience level, then having them journal about their local community's vision and how their focus program helps achieve this vision. The rest of the document evaluates focus programs across various areas like the CEO-product relationship, value proposition, employees/members, customers, impact, competition and finance. It also discusses bottlenecks organizations commonly face and ways to package projects, assess relevance, and evaluate current projects against goals. The last section presents the United Nations Millennium Development Goals.
Day Two: oGIP
The document discusses oGIP (on-ground impact program) growth and realization rates. It provides oGIP scale groups and data on realization growth and conversion rates from 2014-2013 and January to October 2014. The rest of the document consists of discussion questions and activities for LC members to evaluate their focus programs, consider marketing and collaboration opportunities to grow oGIP, and reflect on their roles and responsibilities from a CEO perspective.
Day Two: oGCDP
This document appears to be notes from an online training session on the Global Career Development Program (GCDP). It includes:
- Welcome and introduction from the President of AIESEC in Indonesia
- An explanation that the role is to facilitate rather than provide direct solutions
- A tiered system to organize participants based on experience level
- A discussion of what CEOs must consider in 7 key areas for a product
- An assessment of participants' roles as Local Committee Presidents in those 7 areas
- Identification of the top 3 challenges hindering growth
- A discussion of conversion and delivery rates between stages of the program
- Regional program assessment data with top complaint categories
- A call to focus on
Day Two: Standards and Satisfaction
The document discusses McDonald's standards and customer satisfaction. It explains that standards refer to providing outstanding quality, service, cleanliness and value to make every customer smile. Satisfaction means meeting customers' needs that fulfill their inner journey. The document suggests dividing into groups to explore McDonald's standards and what drives customer satisfaction in order to build a culture that achieves the company's vision.
Day Two: Me as role model
The document outlines a session on being a role model. The objectives are for delegates to clarify their personal values, take responsibility for being role models to their learning communities, and accept the responsibility of setting a good example starting with their behavior at the conference. It encourages attendees to reflect on times when they were happiest or angriest to understand what influences their decisions and how their personal values shape their behaviors. The document provides tips on creating behavioral challenges for teams and emphasizes that being a change agent starts with each individual.
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永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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AIESEC Indonesia | oGCDP Summit 2014 | oGCDP and Program Marketing Synergy Simulation
- 1. AIESEC Indonesia SYNERGY oGCDP + PROGRAM MARKETING
- 2. SYNERGY
- 4. Objectives 1 Build synergy and understanding between the two functions OGX + COMMS : a) allow delegates to empathize and understand each other’s perspective and role. b) build a bridge for OGX and COMMS to work together 2 Understand some of the common problems and issues that oGCDP and Marketing face from lack of synergy a) allow delegates to face such challenges
- 6. #FOBO # # OGX is not just about promotion - it’s about sales COMMS is not about design, it’s about strategic and program marketing Program Marketing Create strategic marketing actions to attract the right customers to our products. oGCDP
- 7. LET’S UNDERSTAND HOW PROJECTS AND ACTIONS ARE LINKED BETWEEN oGCDP AND COMMs
- 9. CONGRATULATIONS Due to never-matterwhatever circumstances you have magically switched roles. If you are a VP oGCDP you are now a VP MAR/ PR. If you are a VP MAR/PR NPS Score: -10 You now need to deliver 100 oGCDP RA for the Summer Peak with limited financial resources (5 million rupia) Response Rate: 12% National SubProducts: - Cultural Understanding - Literacy
- 10. Who’s who? EP & India & LCP EP & Turkey & University LCP LCP & University
- 11. Upon entering your new role, you realise that your predecessors plan was flawed. Please complete the following: Submit the new GTCM Plan to your LCP, 1 Includes: FAs, KPIs, MOS and Sub-product plan Ensure that: You keep in mind the criteria your LC. Your LCPs
- 12. 1 !""""Realiza)on,"Match,"Raise"Goal" !""""Based"on"your"chosen"segmented"markets." Please include: 1. RA-MA-RE MOS 2. Choose your sub-issues, define value proposition and assign KPIs 3. Create three Focus Areas you want to focus on for your term 10 minutes
- 13. Promotion Preparation & Local Partnership Please complete the following: 1 Design a campaign to deliver your plan, Includes: Target, Channel and Message including one Poster to your LCP. 10 minutes 2 Local Partnership Meeting: Includes: Expectations for hosting entity, minimum promise from home entity and signed partnership agreement
- 14. 1 ! Specific(target(audience( ! understand(their(wants,'needs,'interests' and'what'context(they’re(living(in( !"""Channel/(Places(to(focus(on(for(promo<ons( !(((The(best(<ming(to(release(materials( ! General(theme(and(tagline((aArac<ve(and(engaging)( ! Customized(Messages(for(Channels( and design one poster!
- 15. 2 a Local Partnership Meeting Create list of expectations for Host Entity b Create list of ‘minimum promises’ for Home Entity c Attend partnership meeting d Fulfill expectations and Sign Contract INDIA TURKEY
- 16. Promotions Please complete the following: 1 Exchange Fair Planning and submit to LCP 2 Prepare and deliver a pitch to the University 10 minutes
- 17. Timeline Week 1 Activities Key person responsible Your LCPs Week 2 Week 3 Week 4
- 18. Prepare a pitch to the university Please include: 1. Timeline 2. Value propositions for the university 3. Deliverables for both stakeholders Your Universities
- 19. CONGRATULATIONS! Due to your super hard work, you have received over 500 applications for oGCDP!
- 20. UH-OH. But... from those 500 applications, only 75 people paid the EP Fee and signed the contract. Submit: 1. Five new initiatives to your LCP to address this issue. Your LCPs no additional time Your LCPs will then give you a score which will be your Achievement for EPs RA
- 21. CONGRATULATIONS! You have succeeded in improving your conversion rate and getting more applications!
- 22. UH-OH. Your EPs are so annoying and complain ALOT. Submit: 1. Create an internal communications plan to change this mindset in your EPs, submit to LCP (VP Marketing). 2. Create and deliver a Clarity of Why session to your EPs (VPoGCDP) Your EPs 15 minutes
- 23. Matching Please complete the following: 1 Create International Relations Newsletter for LC Partner, Give to LCP. 2 Manage a difficult EP, whatever you promise them you need to deliver. 12 minutes
- 24. 1 Create International Relations Newsletter for LC Partner, send to LCP. Please include: 1.Target Partnership 2. NPS Score 3. Target of % Promoters, Response Rate 4. Put your OPS agenda 5. Conversion score Your LCPs
- 25. 2 Manage a difficult EP, whatever you promise them you need to deliver. Listen EP complaints. Try to calm them down by reviewing your minimum promises and delivering everything you promise. Eg. If you them an EP LEAD event - you must create a an agenda for the event and show it to them. Your EPs
- 26. CONGRATULATIONS! You finished the simulation! We hope now you understand why synergy and empathy towards each other is important.
- 27. #FOBO Current Reality of your Synergy Program Marketing oGCDP Current Reality of your Synergy
- 28. #FOBO how will you change the way you work with oGCDP? Program Marketing oGCDP how will you change the way you work with MARK?
- 29. GOOD LUCK & HAVE A GOOD DAY!