Business Model and Customer Flow of AIESEC
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The document discusses a business model and customer flow. It outlines key partners, activities, resources, value propositions, relationships, customer segments, cost structure, revenue streams, and channels. It also depicts the customer flow process through phases of attraction, consideration, value delivery, community, sign up, apply, match-in-progress, match, realize, and complete. The overall goal is to align the business model and customer experience.
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Today’s marketing leadership is being tasked with creating lasting relationships and loyalty among their customer base.
Yet so much of how we engage with customers and prospects is campaign driven, activating specific actions in a single moment in time.
As the development of a robust and connected customer experience strategy becomes the linchpin to CMO success, the question is now more important than ever: Can loyalty and advocacy be built…and how?
This presentation walks through some of the challenges and considerations CMO need to explore in order to reframe how their brands engages their customers like never before.
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and How
This is a CEM tutorial & TCELab introduction presentation we put together for our TCELab Sales Affiliates and Partners -- explains an overview of Total Customer Experience Management, Why your customer's CEO's will love it, your opportunity, and how TCELab's products and services fit into the CEM / Big Data / Customer Loyalty Space.
A must watch for CEM enthusiast or any business professionals interesting in reducing churn.
Find video at: http://www.youtube.com/watch?v=BFPDmM4Ct1E
Or read it in our corporate blog: http://tce.io/tutecast
Video itinerary:
0:00:07 What is Customer Experience Management (CEM)?
0:02:04 Why do CEO’s care?
0:04:15 Why CEM vendor should be excited?
0:07:15 What does CEM Program looks like?
0:07:45 Design of a CEM Program: CEM Program Components
0:11:20 Design of a CEM Program: Disparate Sources of Business Data
0:14:23 Design of a CEM Program: Data Linkage (connecting data to answer different question)
0:17:17 Design of a CEM Program: Integrating your business data (mapping organization silos with survey type)
0:20:58 Design of a CEM Program: Three ways to grow business… why just NPS is not enough?
0:25:40 TCELab product plug but some cross winds of CEM gold information
0:33:10 TCELab CLAAP Platform but some cross winds of CEM gold information
0:39:00 TCELab product execution process, time-lengths & other relevant information around it (information relevant to affiliate networks)
0:43:30 TCELab product lists (information relevant to affiliate networks)
0:52:40 TCELab case study: Kashoo + lot of good information for SAAS companies CEM program
For More, please visit http://www.tcelab.com
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and How
This is a CEM tutorial & TCELab introduction presentation we put together for our TCELab Sales Affiliates and Partners -- explains an overview of Total Customer Experience Management, Why your customer's CEO's will love it, your opportunity, and how TCELab's products and services fit into the CEM / Big Data / Customer Loyalty Space.
A must watch for CEM enthusiast or any business professionals interesting in reducing churn.
Find video at: http://www.youtube.com/watch?v=BFPDmM4Ct1E
Or read it in our corporate blog: http://tce.io/tutecast
Video itinerary:
0:00:07 What is Customer Experience Management (CEM)?
0:02:04 Why do CEO’s care?
0:04:15 Why CEM vendor should be excited?
0:07:15 What does CEM Program looks like?
0:07:45 Design of a CEM Program: CEM Program Components
0:11:20 Design of a CEM Program: Disparate Sources of Business Data
0:14:23 Design of a CEM Program: Data Linkage (connecting data to answer different question)
0:17:17 Design of a CEM Program: Integrating your business data (mapping organization silos with survey type)
0:20:58 Design of a CEM Program: Three ways to grow business… why just NPS is not enough?
0:25:40 TCELab product plug but some cross winds of CEM gold information
0:33:10 TCELab CLAAP Platform but some cross winds of CEM gold information
0:39:00 TCELab product execution process, time-lengths & other relevant information around it (information relevant to affiliate networks)
0:43:30 TCELab product lists (information relevant to affiliate networks)
0:52:40 TCELab case study: Kashoo + lot of good information for SAAS companies CEM program
For More, please visit http://www.tcelab.com
Business model Canvas
Business Model Canvas presentation covering design, strategies and validating business model.
Presented during Startup Weekend - Amman, May 2015
002 balanced scorecard-cost-value creation
The document discusses the need for and benefits of a balanced scorecard approach to strategy implementation and value creation. It explains that intangible assets now make up the majority of company value, but these assets do not directly impact financial results. A balanced scorecard allows companies to manage both financial and non-financial drivers of value such as customers, innovation, and employee learning and growth. It provides a framework to translate strategy into objectives and measures across these four perspectives and link them to create synergies across the organization. Implementing a balanced scorecard requires designing scorecards at all levels, aligning personal objectives to support strategic goals, and changing employee mindsets through training and incentives.
002 balanced scorecard-cost-value creation
The document discusses the need for and benefits of a balanced scorecard approach to strategy implementation and value creation. It explains that intangible assets now make up the majority of company value, but these assets do not directly impact financial results. A balanced scorecard allows companies to manage both financial and non-financial drivers of value such as customers, innovation, and employee learning and growth. It also outlines how to design a balanced scorecard by translating strategy into objectives across financial, customer, internal process, and learning/growth perspectives and aligning objectives and measures across the organization. Change management is key to ensuring successful implementation and ongoing use of the balanced scorecard approach.
002 balanced scorecard-cost-value creation
The document discusses the need for and benefits of a balanced scorecard approach to strategy implementation and value creation. It explains that intangible assets now make up the majority of company value, but these assets do not directly impact financial results. A balanced scorecard allows companies to manage both financial and non-financial drivers of value such as customers, innovation, and employee learning and growth. It provides a framework to translate strategy into objectives and measures across these four perspectives and link them to create synergies across the organization. Implementing a balanced scorecard requires designing scorecards at all levels, aligning personal objectives to support strategic goals, and changing organizational culture through communication and incentives.
Our approach for Customer Engagement
Quería compartir esta presentación del nuevo producto TMC que creo que puede ser muy interesante para algunas organizaciones: Our approach to Customer Engagement.
Sabemos la cantidad de dinero invertido (o mal invertido) en actividades para incentivar a los clientes a comprar más de nuestros productos, en ocasiones para que no dejen de comprarlos y en otras para fortalecer la relación comercial. Sin embargo, la evidencia indica, como veras en la presentación, que la mayoría de estos programas, por una u otra razón, fracasan.
Este nuevo modelo, simple pero a la vez contundente, busca minimizar los factores que han generado el fracaso de la mayoría de estos programas.
Brand-Place-Culture Integration
Delivering a compelling and consistent customer experience is more critical than ever, given increased competition and reduced consumer spending. Brand awareness and sales potential are optimized when all market "points of presence" and communications work together to differentiate your offering. Brand, Place, and Culture integration creates a powerful, synergistic dynamic within an organization that results in more customers, increased revenue, and greater competitive advantage.
Business relevance: ITSM which delivers outcomes - Simon Kent, Sollertis
To be relevant, IT should lead the business through the maze of technology choices to deliver outcomes against business strategies and objectives. This seminar explains the starting point for delivering an outcomes based approach which will help IT reengineer its approach to service provision, and the power to chart and navigate the future
The PitchMethod: Business Model Canvas
The Pitch Method es una metodología que permite a cualquier persona mejorar la presentación de su idea, proyecto o negocio para convencer a un inversionista, jefe, cliente, socio estratégico o familiar.
La metodología es el resultado de la evaluación de cientos de presentaciones de emprendedores en Latino América y EEUU y críticas entregadas por inversionistas y paneles de expertos. Tim Delhaes y otros mentores han realizado talleres sobre esta metodología en diferentes países de Latino y Centro América para universidades, incubadoras y grandes empresas, dentro de las que destacan la Universidad de Chile, Universidad Cátolica, GTZ, Endeavor, Fusades y muchas más.
Customer Experience Metrics - Beyond Philosophy
This document discusses measuring customer experience metrics and their ability to demonstrate return on investment. It provides an overview of various customer experience measurement approaches such as customer satisfaction indices, net promoter score, and customer advocacy/bonding. Customer advocacy/bonding measures both rational and emotional customer attitudes toward a brand as well as downstream communication behaviors. It is seen as a contemporary approach to understand customer loyalty and business performance. Experts agree that customer advocacy has the power to boost a company's reputation through unpaid customer marketing if advocates are mobilized, listened to, and engaged.
Customer Engagement Playbook
Our Customer Engagement Plan Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to help improve how customers engage with your company and to enable your organization with a customer-centric approach to drive revenue.
Loyalty Management For Nzsug
- The document discusses loyalty management in retail, focusing on loyalty programs and the SAP loyalty management solution.
- It covers key aspects of loyalty programs like rewards, tiers, points accrual and redemption. The SAP solution provides functionality for program management, processing rules, membership handling and multi-channel integration.
- A demo highlights features of the SAP solution including dashboards, program configuration, campaign management, online member activities and call center support.
Service culture impact on perfomance
The document discusses the importance of developing a strong service culture within organizations and its impact on performance. It argues that companies should focus on understanding customer needs and how customers satisfy those needs, not just the needs themselves. This allows firms to deliver greater customer value through customization, innovation, and building trust and relationships. Developing a service culture requires companies to view customer service as a strategic priority, exceed customer expectations, empower employees, and create a brand focused on customer experience. Organizations must move beyond simply reacting to problems and focus on sustaining customer value throughout the customer lifecycle.
Evaluating Human Capital: Harnessing Efficiency and Productivity
1. The document discusses how human capital and HR practices can create value for businesses and shareholders by driving performance, productivity, and efficiency.
2. It provides examples of metrics that can be used to measure the impact of human capital, such as retention rates, diversity hiring, and leadership engagement.
3. The document also discusses how HR practices can link to shareholder value by identifying key value drivers, establishing metrics, and ensuring employee commitment through practices like compensation, training, and communication.
E C L004 Dokich 091807
The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.
We do Bee
This document provides an overview of BEE-Easy's business including:
- Their offices located across South Africa and project sites.
- Their 7 core business principles of trust, transparency, fair exchange, etc.
- Their values of love, respect, and high integrity.
- Their partnerships with various organizations focused on skills development, enterprise development, and community projects.
- The services they offer related to verification, skills development, ownership solutions, enterprise and supplier development, and socio-economic development.
Similar to Business Model and Customer Flow of AIESEC (20)
Maximize How You Individualize: because the Journey and Outcome Matter
Maximize How You Individualize: because the Journey and Outcome Matter
East African Business Summit - business model session
East African Business Summit - business model session
Maximize how you individualize: because the journey matters.
Maximize how you individualize: because the journey matters.
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and How
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Total Customer Experience Management Overview #TCE #CEM -- The Why, What and How
Business relevance: ITSM which delivers outcomes - Simon Kent, Sollertis
Business relevance: ITSM which delivers outcomes - Simon Kent, Sollertis
Evaluating Human Capital: Harnessing Efficiency and Productivity
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Business Model and Customer Flow of AIESEC
- 2. Why do you need a business model?
- 3. What is a business model?
- 5. Key Partners Key Activities Key Resources Value Propositions Relationships Customer Segments Cost Structure Revenue Streams Channels
- 6. IJ, OJ LEAD Key Partners Key Activities Key Resources Value Propositions Relationships Customer Segments Cost Structure Revenue Streams Channels Stakeholders EPs Students LDM Cross-culture Network Network Systems Stakeholders EPs Students Social Media Friends Colleagues Students Start-Ups (Youth) Investment on Members CRM Partnerships Program Fees Partnership Revenues
- 7. IJ, OJ LEAD Key Partners Key Activities Key Resources Value Propositions Relationships Customer Segments Cost Structure Revenue Streams Channels Stakeholders EPs Students LDM Cross-culture Network Network Systems Stakeholders EPs Students Social Media Friends Colleagues Students Start-Ups (Youth) Investment on Members CRM Partnerships Program Fees Partnership Revenues IJ/OJAlignment LDM FinancialModels Communication Knowledge Management Young Talent Communication CustomerFLows
- 9. Attraction
- 10. Consideration
- 11. Value Delivery
- 12. Community
- 13. Sign Up Apply Match-in Progress Match Realize Complete THE AIESEC EXPERIENCE: CUSTOMER FLOW
- 15. We cool?