Becoming a sales guru (part 1)
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This document provides guidance on becoming a sales expert and includes tips from experienced executives. It outlines a sales strategy section and a simulation activity section. The simulation activity section describes 4 scenarios for trainees to practice their sales skills, such as selling themselves in one minute, selling a mobile phone, being approached to develop a mobile app, and making cold calls through LinkedIn.
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This document discusses business-to-business (B2B) sales and marketing strategies. It begins by explaining the differences between B2B and business-to-consumer (B2C) buying behaviors and sales processes. Specifically, it notes that B2B decisions typically involve multiple stakeholders and require more discussion of technical details. The document then discusses push and pull strategies, noting that push strategies work directly to create demand while pull strategies build demand indirectly. Various push and pull tactics are provided as examples. The document concludes by emphasizing that successful modern B2B requires a mix of push, pull, and social strategies to directly and indirectly engage stakeholders through various channels.
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NSC 2014 Story of 2013.14
AIESEC UK was founded in 1964 at the London School of Economics by Lionel Simons. In its first year, it had 100 incoming exchanges. Some of AIESEC UK's activities over the years included international conferences, careers fairs, and promoting youth mobility. It has grown to become a large organization that aims to have a positive impact on UK society through activities like international exchanges and conferences.
Marketing & Sales Global Talent customer experience flow
The document outlines the customer experience flow for a global talent marketing and sales traineeship program over 12 weeks. It details the key activities, stakeholders, and communication at each stage, including promoting the opportunity, candidate selection, visa processing, arrival and onboarding, the internship period with regular check-ins, and program completion. The goal is to ensure companies feel informed and reassured, candidates feel prepared and supported, and the program team is responsive in delivering a high-quality experience through clear communication and coordination at every step.
Global Talent Technology Customer Experience Flow
1) The document outlines a 12-week timeline for AIESEC's global talent technology customer experience flow when placing an intern with a company in the UK.
2) It details the key activities, stakeholders, and communication at each stage, from promoting the internship opportunity to candidate selection, visa processing, arrival, and ongoing support.
3) The goal is to ensure companies feel informed and reassured, candidates feel excited and prepared, and AIESEC's project team feels confident, responsive and able to deliver a high-quality experience that meets the needs of all parties.
General Global Talent Customer Experience Flow
1. The document outlines AIESEC's general timeline and process for placing trainees with companies globally from initial promotion through onboarding, the traineeship, and re-raising opportunities.
2. Key stages include promoting opportunities to candidates, interviewing and selecting trainees, assisting with visa applications, providing pre-arrival support to trainees, onboarding trainees at companies, conducting regular check-ins during traineeships, collecting feedback, and working to extend partnerships or source new opportunities.
3. Throughout the process, AIESEC aims to maintain clear communication with companies and trainees, address any needs, provide trainees with cultural and professional support, and deliver a positive customer experience to strengthen partnerships over time.
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The document discusses three main customer experiences - Fast Track, Pay & Collect, and Service - at Argos digital stores based on customer feedback. For Fast Track, customers felt the experience was friendly, modern, and met basic needs for a quick shopping trip when items were known. However, some lacked guidance on the technology. Pay & Collect customers felt the experience was modern but found information browsing rather than searching, and staff lacked product knowledge and were insufficient. For Service, the environment was nice but lacked dedicated staff to answer questions and provide expertise about specific products.
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This document outlines a weekly marketing plan, including identifying the target audience, choosing a communication channel, and deciding whether to use a push or pull strategy to engage audiences and achieve key performance indicators.
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A sales strategy helps focus sales efforts on target customers and their needs. By analyzing the market to understand potential customers and their talent needs, an effective sales strategy can identify relevant solutions from AIESEC and the key decision makers to connect with. Creating empathy maps of potential customers allows customizing the sales approach to approach customers in the best way.
Suit Up Summit Agenda
The document outlines the schedule for a two-day Suit Up Summit. On Saturday, the schedule includes sessions on purpose, owning markets, leading in sales, and planning for the future. Sunday focuses on designing customer experiences, working in open spaces, pushing boundaries, and having food and fun. Both days start with a welcome session and close out in the late afternoon.
Purpose of icx (tmp)
The document discusses the global issues of youth unemployment and skills mismatches driving the need for the Global Talent Technology programme, which aims to connect UK organizations with international tech talent to fill an estimated 300,000 IT job openings by 2023, particularly those requiring both technical know-how and business/communication skills. It also briefly profiles an individual named Nakul who found opportunities through the programme.
Q4 handout
This quarterly plan outlines 3 focuses for May, June and July. Focus 1 details key activities that need to be completed. Focus 2 lists what the individual needs to do to achieve their goals. Focus 3 describes what members must do and the skills they require to succeed.
Q3 handout
The document outlines a quarterly plan with 3 focuses: 1) key activities such as contacting companies and scheduling meetings, 2) actions members need to take such as attending meetings, and 3) skills members need to develop. Realizations and fundraising targets are not provided but will be tracked for the quarter.
Q2 handout
This quarterly plan focuses on raises, meetings, and contacting companies. The key focuses are on three unnamed areas, with activities, tasks for the user, tasks for members, and needed skills outlined but not described. The essential information and goals of the quarterly plan are not clearly defined within the 3 sentences provided.
Icx forward planning handout
The document outlines the average timelines for various stages of the recruitment process, including 2 weeks for meetings to result in a raise, 2 weeks for a raise to result in a match, and an average of 6 weeks for a match to result in a realization if a visa is needed. It also includes a conversion rate chart showing the percentages of candidates expected to progress through the various stages from initial meetings to realizations.
What does suit up and stand out mean?
Suit Up and Stand Out refers to taking action by increasing meetings and trainings to be perceived as a hard-working and professional team (Suit Up), while also changing previous perceptions of the ICX function and rewarding top sellers (Stand Out).
Vps purpose of icx
This document discusses issues around youth unemployment and skills gaps in various industries like IT. It focuses on opportunities in technology talent solutions, specifically describing two talent sourcing products - Global Talent Technology that connects organizations with software engineering talent, and Global Talent Marketing & Sales that sources commercial and language skills for market expansion. The document prompts reflection on the relevance of these solutions and one's role as a youth leader to positively impact society.
Intro of the ICX track
This document outlines an agenda for a meeting of VPs of Incoming Exchange. It includes sections on who will attend, expectations, an overview of the track flow, and strategies around IT product development, customer loyalty, and talent capacity. The sections on strategies indicate they will go into more detail on each strategy and how they are being implemented, with a focus on how talent capacity and IT product development impact local committees the most.
AIESEC UK 2013.14 Creating a Sales Strategy for IT
The document discusses developing a sales strategy focused on IT sales. It recommends choosing specific IT markets and company needs to target. The strategy involves defining job descriptions, skill requirements, and supply countries. It emphasizes prospecting on LinkedIn, calling companies, and attending tech meetups. The strategy advises being intensive in follow up using Podio, handling objections, and getting referrals. An IT prospecting challenge is presented to prospect 700 companies, contact 500, secure 50 meetings, and get 10 raises over 4 weeks.
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- It looks at how you will deliver objectives set out in your marketing plan, as well as how you have chosen to segment your target market and how you will fund your marketing activities you will need to sit down and come up with a different sales strategy for each of your product lines. While they may all end up looking very similar, but it's important to be aware of subtle differences between your products and the customers who pay for them.
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- storytelling
- Talk about best ways to communicate to leads – best language to use! VALUE MESSAGES! Scenario: networking event picture -sell yourself in a minute – feedback on body language and tone of voice -Switch partners and then sell your mobile phone – feedback on how excited they were by it, did they sell you their key features, personal connection MD of mobile app SME at a meetup event, she’s introduced herself saying she’s looking for a developer. – feedback: interaction, interest (meeting) Cold calling, found a company through linkedin, online fashion company who wants someone to create a web app, they want someone – same feedback as above