Gcdp experience
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The document discusses the Asia Pacific Exchange and Leadership Development Seminar in 2013. It provides statistics on growth and customer experience from 2012, including a 95% goal achievement rate, 3927 absolute growth in promoters from 2011, and promoters making up 59% of customers while detractors were 14%. Issues are identified for promoters and detractors at different stages of the exchange process. The importance of customer experience management is discussed, and how it can influence product development through issue segmentation, experience improvement, and better partnership delivery. The focus is stated as serving customers and growing through quality.
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This document discusses customer experience management (CEM) at AIESEC, an international student organization. It outlines objectives to understand how to improve customer experiences and actions for CEM. Key metrics for measuring CEM include the Net Promoter Score, response rate, and percentage of promoters. Both the international and local levels of AIESEC will focus on CEM through strategies like education, reporting, storytelling and auditing to address issues, understand promoter feedback, and improve the customer experience.
Retaining partners
The document discusses retaining partners by focusing on long-term partnerships. It emphasizes making sure partners don't forget you by staying in constant communication. The partnership management flow involves pre-selling, selling, delivery, and retention of partners. Key aspects are understanding partners' needs, creating customized solutions, keeping partners involved through initiatives, and recognizing their support. Upscaling partnerships requires speaking to partners about expanding, co-creating long-term plans, getting feedback on proposals, and keeping customers central after success.
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1) Understand quarterly and product-wise GIP goals and the 2014 strategic plan for raising goals, partner entities, and marketing rates and time.
2) Determine which locations need significant growth in the focused GIP programs.
3) Ensure enough capacity for raising, marketing, and retaining through reallocation or targeted recruitment and use a planning framework.
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The document outlines the key steps in a sales flow process:
1) Analysis including segmentation, targeting, and research of potential clients
2) The pre-sales approach through phone calls, events, visits and emails
3) Preparing for sales meetings including planning, understanding the client's context, and dominating the situation
4) Closing the meeting by presenting proposals, pricing, timelines, and negotiating while always being closing to move the sale forward
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1. AIESEC runs two exchange programs - the Global Community Development Program (GCDP) and the Global Internship Program (GIP). GCDP partners with NGOs and schools to provide internships for community and social development related to issues like HIV/AIDS awareness and women's empowerment.
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The document discusses how to achieve success through focusing on a student market. It recommends analyzing universities and courses to identify qualified programs and countries for international students. The document also stresses the importance of matching market needs with available supply and creating customized products. It provides tips on building an specialized team to focus on sub-products, including recruiting members with relevant backgrounds and implementing sales training programs.
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The document provides guidance to new MCPs on how to effectively lead themselves, their MC team, and LCPs within the first 90 days of their term. It emphasizes the importance of developing a 90-day plan focused on leadership, building a collaborative team with a common definition of success and trust. Enneagram testing is recommended to understand personality types and adapt leadership styles accordingly. Different leadership styles like directive, coaching, supporting and delegating are presented. Specific actions are outlined to build a common definition of success and trust within the first quarter, like team-team transition meetings and ensuring individual contributions matter.
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The document discusses how to analyze data from an NPS survey about team member experiences to identify areas for improvement. It provides guidance to local and member committee leaders on using survey results to enhance team minimum fulfillment, processes, and products. Leaders are advised to compare NPS responses to team performance, filter responses by role to tailor training, and connect manager feedback to participant satisfaction to strengthen experiences. The survey allows analyzing impact on personal and professional development.
Transition 13 15 Introduction
Transition from MC 13-14 to MC 14-15 is important to ensure continuity and collaboration between terms to achieve goals. The objectives are to understand the role and context of MC 14-15 in achieving 2015 goals as a team, ensure continuity between terms aligned to global planning, and how to lead change. The expected outcomes are a national plan connected to the global plan and understanding of key 14-15 projects leading to 2015 achievement. The transition involves blocks between president to president, team to team, and individual to individual, and principles of making it practical and aligned to national planning frameworks.
Lets take action
1) Understand quarterly and product-wise GIP goals and the 2014 strategic plan for raising goals, partner entities, and marketing rates and time.
2) Identify which locations need significant growth in the focused GIP programs.
3) Check if additional capacity is needed for the summer peak through reallocation or targeted recruitment and use a planning framework.
The belbin test result handout
This document provides team role summary descriptions as outlined by Belbin in 2011. Belbin identified different team roles that individuals can take on in a group setting. The roles are meant to help individuals and teams understand how different skills and behaviors can contribute to effective teamwork.
Closing thought
The document discusses the importance of the next 2.5 months for an organization called AIESEC India to ensure the successful delivery of their MC plan as promised. It states that the second quarter (Q2) of the year will define the local committees' year and is a critical time for growth. The document emphasizes that Q2 and Q3 are the most important periods for AIESEC India to work together to deliver challenging experiences that will create future leaders, as growth in this quarter will determine whether goals for 2013 and 2015 can be achieved. It encourages all to fulfill their promises and make it happen.
Why + 2015 mb induction
This document discusses the key relevance and impact of AIESEC, an organization focused on leadership development. The main points are:
- AIESEC develops leadership for a positive impact on society through experiential leadership development programs like internships and volunteer exchanges.
- Their goal is peace and fulfillment of human potential. They believe providing these experiences to young people in a collaborative environment is the solution to challenges faced and what youth need.
- The document outlines AIESEC's goals to increase the number and quality of experiences provided by 2015 through improving programs, accessibility, and delivery while staying focused on developing strong, responsible leadership.
India and aiesec nls
This document discusses issues facing India and results from a survey of young people. The top issues in India are lack of education, corruption, regionalism, overpopulation, inflation, debt, and poverty. A survey found most young people think taking action is best way to have impact and experience is more important than other factors. Corruption was identified as the largest problem in Indian society. The document discusses AIESEC's goals to develop leadership and engage more young people internationally by 2015.
Ew a jnc
This document discusses AIESEC's Engagement With program (EwA) which aims to introduce more young people to AIESEC and its purpose/values without requiring them to join one of AIESEC's leadership programs. It does this through associate membership, youth empowerment activities, and various multipliers like youth alliances and content platforms. The document provides guidance on implementing EwA, including piloting activities, preparing local committees, and specific program themes and elements like associate membership opportunities and youth empowerment activities. The goal is to engage more young people and increase AIESEC's reach while maintaining a balance of resources between EwA and leadership programs.
Growth drivers jnc
The document outlines 6 growth drivers for AIESEC India with the goal of driving performance, behaviors, quality, and focus. Each growth driver is summarized and includes 4 related activities. The drivers include: 1) TMP/TLP, 2) OS Evolution and feedback methods, 3) GIP ICX, 4) GCDP OGX, 5) GIP OGX, and 6) GCDP ICX. The document provides high-level summaries of each driver and their associated activities to increase impact, relevance, collaboration, and an entrepreneurial spirit.
Connecting dev blocs jnc
The document discusses AIESEC India's plans to expand its network in India from 2012-2015. It outlines goals to increase various programs like the Global Internship Programme, Global Citizenship Development Programme, and Training and Leadership Programs. It also discusses strategies to improve financial sustainability, collaborate across sectors, strengthen legal compliance and brand management, and increase programme delivery efficiency. The overall aim is to holistically grow the organization and virtually expand its reach during this period.
General l cs lead
1) The document discusses the stages of team development - forming, storming, norming, and performing. It provides characteristics and suggestions for leaders in each stage.
2) In the forming stage, the team is positive but dependent on the leader. Leaders should define values, purpose, and provide training.
3) Storming involves increased disagreements as roles become clearer. Leaders should ensure clear goals, roles, and effective meetings to drive performance.
4) During norming, consensus grows and results improve. Leaders should continue coaching and give additional responsibilities to boost engagement.
5) In performing, the self-driven team is strategically aware and focused on goals. Leaders keep enthusiasm high and
10191941 ep raise_guide
The document outlines the process for applying for an internship experience through AIESEC. It describes filling in personal information, registering, applying for different internship types, adding experience phases, and having a VP approve the experience phase ID in order to officially match with a company. It then discusses the matching process, which involves sending promotional emails, interviews, and getting an acceptance note. Finally, it lists some matching tools available, including a form tracker, partnership spreadsheet, and searchable TN database.
Aiesec india programme structures
The document discusses the program structures for AIESEC India. It outlines the goals of establishing the right teams based on focus areas to make programs successful. It emphasizes having enough talent for each program and function. The document then provides details on the proposed team structures and roles for outgoing and incoming global internship programs, including responsibilities and skills required for different leadership positions. The goal is to deliver high quality experiences and meet annual targets for internships.
A new definition to ™ for hub
This document discusses a new definition of talent management (TM) at AIESEC that focuses on team-based recruitment, induction, program structures, and integrated experiences. It proposes recruiting members for teams aligned with specific jobs or projects to give clear goals and expectations. Induction would prepare members through understanding why AIESEC is important and simulating experience delivery. Program structures could be project-based or job-based. Integrated experiences would connect programs like GCDP and TXP by having members on exchange take roles in the local committee. The key is ensuring programs have enough resources while maximizing individual learning and measuring efficiency through outputs.
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The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
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DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
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Gcdp experience
- 1. +
- 2. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 It’s GCDP time!
- 4. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 MORE and BETTER while
- 5. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 We realized 17614 unique experiences in 2012 2012 goal achievement: 95% EP Re NPS: 46 +3927 abs growth from 2011 +27 % rel growth from 2011 AP Contribution: 37%
- 6. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 Last year… 14% detractor s 59% promoters
- 7. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 Last year… 2,465 detractor s 10,392 promoters
- 9. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 MORE and BETTER while
- 10. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 Customer Experience Management for GCDP
- 11. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 Our Customer XP is like a…
- 12. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013
- 13. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 We are their compass! Direction: As many experiences which create PROMOTERS!
- 14. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 GCDP Issues Top Promoters Issues – Matched: 1. Selection panel/Interview 2. Education about AIESEC xp 3. Communication by Host LC Top Detractors Issues – Matched: 1. Communication and clarity about the process 2. Communication by Host LC 3. Education about AIESEC activities Top Promoters Issues – Realized: 1. Integration into the local culture 2. Job description clarity 3. Cultural preparation meeting or event Top Detractors Issues – Realized: 1. JD aligned with TN form 2. Integration into the LC 3. Resource/contact sharing for cultural preparation Top Promoters Issues – Completed: 1. Support by host entity during the experience 2. Reintegration – space to share exp. 3. Personal Development plan Top Detractors Issues – Coompleted: 1. Support by host entity during the xp 2. Personal Development plan 3. Visible impact of the project/organization
- 15. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 Programme Planning Framework Segment Market Customized Product Marketing Channel Focused Sales Supply based delivery Showcasing Impact Customer Experience Management Customer Experience Management ICXOGX
- 16. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 Segment Market Customized Product Marketing Channel Focused Sales Supply based delivery Showcasing Impact How CEM influence product development? Issue Segmentation • JD clarity • Higher matching rate
- 17. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 Segment Market Customized Product Marketing Channel Focused Sales Supply based delivery Showcasing Impact How CEM influence product development? EP LEAD improve experience of our exchange participants, and let them realize the leadership learning & growth derived from an exchange experience.
- 18. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 Segment Market Customized Product Marketing Channel Focused Sales Supply based delivery Showcasing Impact How CEM influence product development? Partnership Delivery improvement: Better understanding on roles and responsibility between sending and hosting entity
- 19. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 What is the behavior that we must have? To serve
- 20. + ASIA PACIFIC EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR 2013 “It’s not again about growth or quality. It’s about growing through quality”
Editor's Notes
- Impact of promotersImpact of detractors