CRM
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This document discusses CRM rules and provides tips for using CRM. It asks several questions about communication requirements including which mediums are used, fees for incomplete communication, and timelines to respond to requests. Rejecting requests and timelines for contacting companies after confirmation are also addressed. Tips for CRM usage include differentiating corporate from non-corporate contacts and stages of contact from initial call through contracting and resignation. The document stresses following CRM rules and tips like maintaining a united front, communicating across teams, using advanced search, and filling CRM for planning and evaluation.
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As the number of employers that need to stage increases, the Pension Regulator also expects to see an increase in how often they need to enforce their statutory powers. Many employers will undoubtedly look to their bookkeeper, accountant or payroll advisor for guidance. Discover five tactical steps to gain a significant, strategic advantage over your competitors. Learn how to make a profit from Auto Enrolment by providing a new service to your existing clients.
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UK Payroll Landscape
Lack of understanding surrounding Auto Enrolment
Small Employers & Auto Enrolment
Auto Enrolment Penalties
Profit from Auto Enrolment
Are you Open for Business?
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About Panalitix
PANALITIX help accountants to grow businesses that really matter. Over the last 10 years, co-founders Colin Dunn and Rob Nixon, have helped thousands of accountants improve their firm’s position across profit, capacity, and growth. Built on a foundation of coaching, content and technology, PANALITIX is the ultimate membership community for accountants including access to a library of the best resources, courses, client monitoring, and marketing automation tools. With PANALITIX, you can improve your firm, train your team and get more clients.
For more information visit www.brightpay.co.uk
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Welcome SprinCo
The document contains an agenda for an iGCDP functional meeting. The agenda lists times for meetings with Miha and Masha and topics like Matching, Realization, and trainees. It also includes a table showing the number of schools, cities, teachers, and students involved with iGCDP in different cities in the Czech Republic and Slovakia. Some potential discussion questions are provided at the end regarding what participants do, where their struggles are, and what is being developed in trainees.
Realization
The document discusses the goals and requirements of the Train the Trainees (TtT) preparation week for interns. TtT aims to:
1) Give interns a better understanding and preparation for their internship by covering needed skills, challenges, job descriptions, and stakeholders.
2) Help interns understand what the internship will mean for their personal development through goal setting and personal development plans.
3) Allow interns and project teams to get to know each other and their roles regarding communication, logistics, and teamwork.
The minimum requirement for TtT is a 3-day preparation seminar covering topics like team building, the project overview, presentation skills, and setting expectations. De
Realization general SprinCo
AIESEC's most important responsibilities during realization are to follow general rules and standards including providing global and national minimal standards according to XPP rules. January data shows how they are doing in providing these standards. Members are asked what they are ready for in the next realization and what still needs to be done.
Matching SprinCo
This document provides tips for matching volunteers in an LC's program, including checking partner search tools, sharing extra applicants, responding quickly to EPs, using mail merge efficiently, having clear selection criteria, communicating decisions promptly, keeping EPs updated, ensuring opportunities have accurate content, checking profiles are complete, and tracking the matching process. It encourages dividing topics, sharing solutions, and contacting support as needed.
Strategies2015
The role of iGCDP is to preserve the core of AIESEC and offer all members a complete AIESEC experience. iGCDP aims to raise a new generation with greater global and cultural awareness in their country. They promote visibility through external events using interns, brand materials and showcasing experiences. They employ smart selling techniques like using CRM, gaining references, and managing school accounts. iGCDP also focuses on education by unifying training sessions, setting internship expectations, and providing guidance.
iGCDP session
This document provides an overview of an upcoming meeting for the iGCDP committee in the Czech Republic. It includes:
- A welcome to representatives from various Czech universities and cities.
- An outline of the agenda which will include debriefings, planning summer projects and off-peak matching, setting steering teams, and expectations and strategy sessions.
- The role of the meeting facilitator and her expectations which are to fully engage all participants, listen to different perspectives, and ensure the agenda is covered responsibly.
- Background on iGCDP's presence in the Czech Republic including statistics on cities/towns, schools and international students it reaches.
- An activity for participants to envision
X exchange programme policies (xpp) march 2014 v.30
This document outlines the Exchange Programme Policies (XPP) for AIESEC. It defines the exchange programme, sets criteria for exchange participants and traineeship nominees. It establishes standards for programmes related to preparation, job descriptions, duration, insurance, and more. The document also outlines policies and procedures that apply at different stages of the exchange process, from initial engagement to completion. It specifies responsibilities of exchange participants, traineeship nominees, and AIESEC entities. It also describes complaint procedures and compensation policies. The overarching aim is to facilitate practical international work and volunteer experiences for personal and professional development.
Summer camps
This document discusses planning for a summer camp, including creating a summer camp profile, anticipating and addressing potential problems, and developing a sales and marketing plan. The summer camp profile would define details about the camp such as the target campers, location, staff roles and qualifications. Potential issues like long work hours, limited internet access, and a remote location are identified along with solutions. The sales and marketing section considers responsibilities for outreach, deadlines, and target countries for international campers.
S&S
This document outlines quality standards for AIESEC internship and exchange programs. It discusses minimum requirements in areas such as internship duration and age requirements, rights and responsibilities of exchange participants and traineeship nominees, and services to be provided by AIESEC sending and hosting entities including accommodation, transportation, internet access, and preparation seminars. It also addresses complaint procedures, customer satisfaction measurement through Net Promoter Score surveys, and setting expectations with exchange participants to improve the internship experience.
Exchange standards
The document outlines exchange standards across three categories - logistics, job, and living. For logistics, it specifies that the exchange participant (EP) can legally enter and stay in the country to perform internship activities. It also states that the host entity will provide information on arrival pickup, and departure support. For job standards, it requires that the job description matches what is on the EP's form, and specifies internship duration and working hours. It also states the host will provide information on individual responsibilities and goals. For living, it specifies the EP must have health insurance, and that accommodation and costs provided should match what is outlined on the form.
Involvement of members 2.0
The document outlines an action plan for a sales team. It recommends enthusing team members at an LTC, quickly educating them, and sending them into action. It stresses allowing team members to do the work and keeping their commitment high by continually building team culture through competition, rewards, and repeating motivational messages. The goal is to sign 8 new sales in the first 7 weeks through focused efforts by the new sales team members.
Matching output
The document provides instructions for finding and matching with exchange participants (EPs) for various opportunities. It includes the following:
1. Directions for using tools like the available forms tracker, filter functions, and Facebook groups to find potential EPs.
2. Tips for email outreach such as using mail merge carefully and creating attractive, correctly written emails with shortened links.
3. Lists of partner organizations in different countries and notes about contacting EPs from those areas.
4. Instructions on sharing extra EPs with other local committees and modifying opportunities on the portal.
DFM - account management
Cooperate with the newsletter committee to include information about upcoming partner nights and the most desired schools chosen by trainees in the final debriefing. Send emails to schools in countries where matches have already been made such as Colombia, Chile, Argentina and Brazil to inform them that groups will likely include a South American student. Attend headmaster meetings and district council meetings to promote Edison, reach new schools, and show that Edison is not stereotypical by highlighting that new countries and school participate each year. Work with BetterEdU sellers to communicate effectively with schools and set the date for debriefing on the group visit platform or earlier.
Current reality
This document summarizes quarterly results for Q3 and Q4. In Q3, Edison selling was slightly below target but RA, MA, and RE were met or exceeded. Speak! and summer camps programs realized fewer enrollments than planned. Local projects significantly underperformed goals. For Q4, October results were mixed with Edison selling under target but other programs meeting or exceeding goals. November and December projections indicate underperformance across most programs compared to targets.
Opening
The document outlines an agenda for a meeting with VPs, TLs, MBs, and LCs. On Saturday there will be breakfast, debriefings, discussions of current status and strategies, and team building. Sunday activities include leadership development models, realization strategies, and celebration. Attendees come from various roles and locations.
FallCo output
This document outlines various strategies and tactics for an organization to improve their sales, communication with clients, performance evaluation, and matching processes. It includes recommendations such as conducting sales simulations and calls with multiple people, establishing clear follow-up rules with clients, holding regular performance meetings between team leads and members to set action plans, and ensuring opportunities are properly configured in their matching system. The overall goal is to strengthen various aspects of the organization's operations through enhanced selling, communication, evaluation, and matching activities.
Project management
This document provides an overview of project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It outlines the typical project life cycle phases of initiation, planning, preparation, realization, and closing. It also discusses defining the project scope, creating a work breakdown structure and project charter, engaging the project team, and tracking progress. The overall goal is to meet project requirements within constraints like time, cost, and resources.
SFM 2014
The iGCDP functional agenda covers several topics including IC news on customer flow and GIS, trainee leadership development, minimal standards, Cy2Cy feedback, and the Edison contract. Additional items are BeHost, account management, a new sales wave, GCP sharing between Edison and sales, new member induction and education. The document asks questions about how customer flow is influencing operations, what needs to change or be cut/added in replanning, and preparations needed before myaiesec.net closes on October 22nd.
SFM output
1. The document discusses several changes and improvements to customer flows, including making opportunities available in advance, clearer platform information, and standardized tracking.
2. It provides principles for speeding up matching, such as not adding unnecessary steps, having a fixed interview schedule, shortening decision times, and providing feedback.
3. Details are given about the Edison contract, including pricing flexibility for meals/accommodation and minimum 25 working hours per week, requiring a second school if hours are not met.
4. Information is provided about dates for the January Edison period and the upcoming Autumn sales wave supported by an iGCDP competition. Signing account management schools in the CRM should
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- 1. CRM
- 2. CRM rules alias CRM vyhláška • Competition: • Which kind of communication are we using like iGCDP? • How high is the fee for not fillng the communication? • How many days do you have to answer on request? • In which cases can you reject the request? • If is your request confirmed how many days do you have to contact the comapny/school?
- 3. The Most crutial things
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