This document discusses AIESEC's business model and provides guidance on its implementation. It begins by defining a business model and providing examples of companies that have changed their business models. It then outlines AIESEC's unique value proposition of developing leadership qualities in young people. The document provides several questions and considerations for ensuring AIESEC's value proposition is clear and delivered through all activities. It discusses priority areas for business model implementation including standards, LEAD, structures, financial management, education, and system usage. Specific entities are suggested as examples for implementing different elements. The summary concludes by emphasizing priority setting and sequencing of implementation based on an entity's resources and focuses.

1. AIESEC
BUSINESS
MODEL
AIESEC
BUSINESS
MODEL
GUIS & MASRY
steering team | #chilli

2. WHAT IS A BUSINESS MODEL?

4. WANNA KNOW MORE?WANNA KNOW MORE?
17 Business Models
Shaking Up the
Marketplace
6 Companies that
succeed changing
their BM

5. *for young people!
Young people
Participants
LDM
Inner & Outer Journey
TN Takers, Enablers,
Learning Partners
Platforms
Fees & Partnerships
Network & Education
Digital & Physical

6. WHAT’S
OUR
UNIQUE

7. Kick-start the life-long leadership
development journey of young
people, by fostering the following
4 qualities:
Empowering Others
Solution Oriented
World Citizen
Self-Aware

8. WHY
A LEADERSHIP
CENTERED
CHANGE THE RULES?

9. HOW CAN WE ENSURE THAT OUR UNIQUE
VALUE PROPOSITION
IS CLEAR TO EVERYONE
AND DELIVERED
IN EVERY ACTIVITY THAT WE DO?

10. HOW TO DRIVE
THIS
SHIFT?
How great leaders deal with change?

11. START FROM .....
ENTITY
FREQUENCY

12. MC Engagement
Have clear definition of JDs and responsibilities on your
MC for BM implementation & progress tracking
Define key KPIs for tracking and assign clear
responsible MCVP for tracking
Make sure that your planning process has clear
links to the BM

13. EY Engagement
Gear your R&R towards BM implementation
Gear internal communications plan for highlighting
relevant success stories and pushing for BM related
messages.
Embed BM education in the coaching activity for LCPs
and/or LCEBs to increase understanding
Make sure that is not just a project or just a checklist
and processes but also it should have a cultural aspect
and plan about how to turn the conversations within
the plenary towards BM implementation

14. CHANNELS
Entity control board for standards
LCP coaching calls/visits
Planning & re-planning conferences
Induction & training conferences
Online channels for campaigns

15. FREQUENCY
• Helps to understand how far
your entity is from ideal state
• Helps in making decision about
assigning responsibilities for
specific MC members regarding
the project
Define Current level of
understanding
• To utilize national / regional
touch physical points
• To also define how your
internal communication plan
should work to compliment
the fixed physical touch points
How to use fixed touch
points with the plenary • Contineously assess progress
of understanding &
implementation
• Helps you add dynamic aspect
to your coaching activity (your
communication can become
fast; based on need)
Follow-up

16. OPERATIONAL LEVEL!
TIERS

18. How can my entity use the insights from Youth Speak data
to make my term plan more relevant externally?
How does these insights affect my planning?
Out first customer segment is «young people» and what we
offer to them should be based on their needs & opinions :
that’s the biggest impact of YS on our planning!

19. How are my LCs currently implementing the BM taking it
from concept to on ground reality?
What activities are they doing to make this happen?
Business Model might be already in the implementation
phase : analyze your LCs, spot the activities and plan
activities to help them connecting the dots!
NETWORK SENSINGNETWORK SENSING

20. S&S are a fundamental part of the Key activities we are
providing to customers (GCDP/GIP) to guarantee I&O
Journey and high quality delivery!
STANDARDS
& SATISFACTION
STANDARDS
& SATISFACTION
What is the current understanding of standards in the plenary?
What are the activities I need to do to make sure that standards
implementation is aligned with the business model?

21. Business Model is changing, customer flow is changing,
AIESEC is evolving. Did you evolve your LCs structures
according to this evolution?
STRUCTURESSTRUCTURES
What are the needed changes in LCs structures to enable BM on ground
implementation?
What are the roles that need to be activated and defined, & what roles that should
be removed/improved?
How can I communicate those structural changes to my plenary in the most
effective way possible to be implemented?

22. Ensure a proper revenue stream can provide you enough
resources to invest and make your organization grow wven
more!
FINANCIAL
MANAGEMENT
FINANCIAL
MANAGEMENT
What are the needed changes I need to do in entity’s financial model to
enable BM implementation both in MC & LC levels?
How can I communicate and manage the change process effectively?
How can I track implementation? What are the most suitable tools for my
reality?

23. Education cycle, KPIs and proper usage of channels can lead
you to successful implementation and mindset shift!
KPIs & KNOWLEDGEKPIs & KNOWLEDGE
What are needed changes in my education cycle to enable BM
implementation?
How can members, MM & EBs become empowered & motivated to
implement those changes?
What will be my KPIs to track progress?
What are the most effective channels to deliver this knowledge to my
plenary?

24. LEAD is the catalyst for delivering
our unique value proposition to our
customers. Like the standards, it is
not an option to implement!
LEADLEAD
How to align LEAD activities with operational timeline?
Who will be the key responsible people on MC level for LEAD
implementation? And What is the needed synergy on LC level as well?

25. EXPA is the platfrom (resource &channel) through which our
business model works. Ensuring its complete understanding
and usage is the basis for success!
SYSTEM USAGESYSTEM USAGE
How knowledgeable my plenary about EXPA? What do they still need to
know? & How?
How to communicate the urgency of fully utilizing EXPA to enable the new
customer flows?

27. All elements are very important,
what needs to be ensured is how
they are prioritized according to
your reality & focuses for next term.
Determining priority will also depend
on the resources that your entity
have currently and on deciding upon
which elements can bring
biggest result
in your term based on the
resources and focuses you have.

29. Standards & team
minimums
implementation.
LEAD delivery in all
programs.
BD structural evolution
Piloting financial model
changes for enabling
new customer flows
Standards and team
minimums education cycle
and delivery plan.
LEAD implementation in at
least the key driver program.
Reflecting new customer
flow in the job descriptions.
Adapting financial model to
support in OPS & IPS basic
delivery.
LDM based promotion in the
student market
1&2 3&4

30. INDIA
Useful guide for Team Lead
ers on how to concretely
implement Team Minimums
at the local level!

31. AIESEC in Ukraine -> LEAD for GCDP
AIESEC in Russia -> LEAD for GCDP
AIESEC Czech Republic -> S&S Tracking &
Implementation
AIESEC in Italy -> I&O Journey in Team Educcation
Cycle
AIESEC in Egypt -> LEAD for TLP
AIESEC in Romania -> LEAD for TMP / TLP
AIESEC in Serbia -> LEAD oGIP / iGCDP
CONTACT THEM!

32. #steeringteam1516