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.

1. oGIP
Make it happen together!

2. Group 1
• 15-30
Realization /
year
Group 2
• 5-15
Realization /
year
Group 3
• 0-5
Realization /
year
Divide into groups according to oGIP scale

3. What is the vision of your LC?

4. How does your focus program help
you move closer to your vision?

5. Your focus program is the biggest
channel you have to ensure your LC
moves towards the LC vision

6. The CEO – Product Relationship
Value proposition Employees/Members Customers
Employee-customer
Engagement Bridge
Impact Competition
Finance

7. Evaluate your program and activities
in each of these area in the current
state of oGIP in your LC

8. The CEO – Product Relationship
Value proposition Employees/Members Customers
Employee-customer
Engagement Bridge
Impact Competition
Finance

9. What is oGIP?

10. 168
128
52 46 44
33
26 25 24 20 19 18 12 11 10
3 3 2 1 1
179
88
43
20
35 37
12
24
34
16
8
34
9 9 5 0 3 2 0 0
REALIZATION GROWTH IN OGIP JAN. TO
OCT.
2014 2013

11. 168 128
52 46 44 33 26 25 24 20 19 18 12 11 10 3 3 2 1 1
1927
763
316
72
229
335
81
225
154 209
127 85 68
136
50 20 21 23 9 1
CONVERSION RATE 2014:
REALIZED VS. RAISED
JAN. TO OCT.
Realized Raised

12. 100.00%
63.89%
32.10%
21.18%20.00%19.21%17.65%16.78%16.46%15.58%15.00%14.96%14.29%
11.11%11.11%9.85%9.57%8.72%8.70%8.09%
CONVERSION RATE 2014 JAN. TO OCT.
conversion rate

13. What is oGIP?
Cross-
cultural
professional
Entrepreneur
ial and
responsible
leadership
AIESEC
value-based

14. Share your feelings and thoughts after
reading these data and documents
– from a CEO perspective

15. How can we sell it hard enough to make
people know about AIESEC Global Talent
Program?
How can we deliver our promises to
our customers?
How do we make sure we are delivering the
AIESEC value-based GIP experience that we
want to our youth?

16. THE 2TIPPING POINTS FOR
AP GIP GROWTH
Marketing & AP GIP collaboration,

17. 1. Marketing

18. Marketing
More
people Right
people
Message
Channel
• Online
• Offline
• Official
• Not official
Value
Product Info
S&D
Marketing - How do you
communicate your message into
your market

19. As the CEO of my company,
What matters for me in marketing is…
Am I selling my
product value
everywhere and be
the image of it?
• How do I coordinate the synergy in
my LC between marketing
department and product
department?
• And how do I ensure my vision of
the product is embedded into the
product development and
marketing strategy?

20. 2. AP GIP Collaboration

21. Internal:
AIESEC
entities
External:
Economic
growth
Possibility of

23. AP GIP Collaboration
– 10mins, 7 ppl / group
• Internal possibility
– The potential of growing partnerships within AP
• External trends
– The economic trends (with data if possible) that
can support AP GIP collaborations
• How can we collaborate together?

24. As president…
We need to constantly communicate
and facilitate discussion about vision

26. oGIP – let’s rethink about it

27. What should we do if we want to
achieve 10 times more in oGIP
than what we planned before?