AIESEC is implementing a new Global Information System (GIS) to connect its resources like members, opportunity portals, and business intelligence tools to achieve its goal of delivering nearly 1 million experiences by 2015. The new GIS will replace existing systems like myAIESEC.net and provide a faster, smarter, and more connected system. It will leverage modern technologies to optimize processes, speed up operations, and provide powerful business intelligence. The new system aims to make AIESEC's customer flows for programs like GIP, GCDP and TMP/TLP smarter and faster through implementing business rules for areas like member sign up, application, matching, realization and completion of experiences.
Developing a Road Map and Business Case – Deloitte Sponsor SessionSAP Ariba
How do you structure your procurement transformation program to optimize benefits within a complex environment? Based on its experience with 300+ procurement technology projects, Deloitte shares insights and lessons learned in preparing for and delivering a procurement technology transformation program. Build the road map, underpin with the business case, and succeed in delivering change.
• Learned how to quantify automation opportunities so that your resources have the most impact.
• Received “real-world” advice from leading experts who have led transformation initiatives that yielded millions of dollars in cost savings, all of which started with an approved business case.
• Understood the foundation for creating a bullet-proof business plan that maps to corporate strategies and articulates the financial, technical, and operational benefits for your enterprise.
How to Bring Suppliers to the Ariba NetworkSAP Ariba
Every great transformation starts with the end in mind. Enabling suppliers on the Ariba Network is no different. Join this session and learn from the experts as they share how they have successfully enabled suppliers and achieved great results in getting their spend and documents digitized on the Ariba Network. You'll hear the perspective of suppliers, buyers, and the SAP Ariba team – starting with the up-front business case and diving into the details of the actual enablement. You will also learn about exciting new Ariba Network developments that support SAP Ariba’s vision to help buyers and suppliers simplify commerce with a single platform, including a new, free supplier enablement option and improved supplier packaging and pricing.
Vertex is a specialist IT recruiter and training provider. We work with UK, European (EMEA) and globally based organisations, matching highly experienced candidates with key roles in Oracle, Web & Software Development, Business Intelligence and IT Infrastructure & Support.
The term “Information Governance” (IG) is probably the hottest topic in our industry today. It has been written about thousands of times, presented at events hundreds of times and defined at least a half dozen times. By now, we all understand what it is and why it’s important. Now is the time to stop talking about it and start applying it in our organizations. If we don’t, we are just wasting our time.
In this session, attendee’s will
Develop skills to sell IG to C-Level
Gain insight from organizations who are applying IG
Receive practical tips to get started
Jim Merrifield - Moving Forward: The Application of Information Governance - ...ARMA International
The term “Information Governance” (IG) is probably the hottest topic in our industry today. It has been written about thousands of times, presented at events hundreds of times and defined at least a half dozen times. By now, we all understand what it is and why it’s important. Now is the time to stop talking about it and start applying it in our organizations. If we don’t, we are just wasting our time.
In this session, attendee’s will
Develop skills to sell IG to C-Level
Gain insight from organizations who are applying IG
Receive practical tips to get started
361DC is a leading Software Solutions and Grants Specialist for SME in Singapore, to improve their Business Growth and Productivity. 361DC offers our proven 1-Stop Software Solutions & Government SME Grants in Singapore. Contact Us: https://goo.gl/iHmfKB
How to Drive Top-Line Growth with Customer Success Management MetricsGainsight
This presentation is all about growing your top-line revenue by leveraging Customer Success Management metrics.
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
With so many disruptive technologies hitting the scene, the world of finance and accounting has been cracked wide open.
Leveraging the cloud, automation, and digitization are just the surface for working faster and smarter.
Check out the slides from our recent breakfast seminar to learn everything you need to keep pace today and beyond.
As per the RBI guidelines Payment Aggregators are entities that facilitate e-commerce sites and merchants to accept various payment instruments from the customers for completion of their payment obligations without the need for merchants to create a separate payment integration system of their own. PAs facilitate merchants to connect with acquirers. In the process, they receive payments from customers, pool and transfer them on to the merchants after a time period. For achieving this, a Payment Aggregator undergoes a comprehensive process of integration with all the payment service providers and consolidates this on a single platform.
Service Level Objectives (SLO) have become steadily more relevant to many organizations adopting SRE best practices pioneered by Google. The promise of SLO methodology is appealing: provide a common ground for product teams and whole organizations to inform reliability, development, and even business decisions.
Although SLOs have been around for a long time, there is plenty of confusion and potential pitfalls on the journey to adopt it. A lot of attention and discussion is spent on technical implementation and tooling for SLI, SLO and error budget, however the major struggle and risk lie in a different dimension. More often than you would expect, individual teams and whole organizations spend months and even years to implement SLOs to end up with colourful dashboards which are then quickly abandoned. Does this sound familiar? In this talk Yury will discuss:
A typical journey organizations take implementing SLO methodology
Common pitfalls they run into along the way
How you can ensure your SLO journey takes you to the next maturity level
Developing a Road Map and Business Case – Deloitte Sponsor SessionSAP Ariba
How do you structure your procurement transformation program to optimize benefits within a complex environment? Based on its experience with 300+ procurement technology projects, Deloitte shares insights and lessons learned in preparing for and delivering a procurement technology transformation program. Build the road map, underpin with the business case, and succeed in delivering change.
• Learned how to quantify automation opportunities so that your resources have the most impact.
• Received “real-world” advice from leading experts who have led transformation initiatives that yielded millions of dollars in cost savings, all of which started with an approved business case.
• Understood the foundation for creating a bullet-proof business plan that maps to corporate strategies and articulates the financial, technical, and operational benefits for your enterprise.
How to Bring Suppliers to the Ariba NetworkSAP Ariba
Every great transformation starts with the end in mind. Enabling suppliers on the Ariba Network is no different. Join this session and learn from the experts as they share how they have successfully enabled suppliers and achieved great results in getting their spend and documents digitized on the Ariba Network. You'll hear the perspective of suppliers, buyers, and the SAP Ariba team – starting with the up-front business case and diving into the details of the actual enablement. You will also learn about exciting new Ariba Network developments that support SAP Ariba’s vision to help buyers and suppliers simplify commerce with a single platform, including a new, free supplier enablement option and improved supplier packaging and pricing.
Vertex is a specialist IT recruiter and training provider. We work with UK, European (EMEA) and globally based organisations, matching highly experienced candidates with key roles in Oracle, Web & Software Development, Business Intelligence and IT Infrastructure & Support.
The term “Information Governance” (IG) is probably the hottest topic in our industry today. It has been written about thousands of times, presented at events hundreds of times and defined at least a half dozen times. By now, we all understand what it is and why it’s important. Now is the time to stop talking about it and start applying it in our organizations. If we don’t, we are just wasting our time.
In this session, attendee’s will
Develop skills to sell IG to C-Level
Gain insight from organizations who are applying IG
Receive practical tips to get started
Jim Merrifield - Moving Forward: The Application of Information Governance - ...ARMA International
The term “Information Governance” (IG) is probably the hottest topic in our industry today. It has been written about thousands of times, presented at events hundreds of times and defined at least a half dozen times. By now, we all understand what it is and why it’s important. Now is the time to stop talking about it and start applying it in our organizations. If we don’t, we are just wasting our time.
In this session, attendee’s will
Develop skills to sell IG to C-Level
Gain insight from organizations who are applying IG
Receive practical tips to get started
361DC is a leading Software Solutions and Grants Specialist for SME in Singapore, to improve their Business Growth and Productivity. 361DC offers our proven 1-Stop Software Solutions & Government SME Grants in Singapore. Contact Us: https://goo.gl/iHmfKB
How to Drive Top-Line Growth with Customer Success Management MetricsGainsight
This presentation is all about growing your top-line revenue by leveraging Customer Success Management metrics.
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
With so many disruptive technologies hitting the scene, the world of finance and accounting has been cracked wide open.
Leveraging the cloud, automation, and digitization are just the surface for working faster and smarter.
Check out the slides from our recent breakfast seminar to learn everything you need to keep pace today and beyond.
As per the RBI guidelines Payment Aggregators are entities that facilitate e-commerce sites and merchants to accept various payment instruments from the customers for completion of their payment obligations without the need for merchants to create a separate payment integration system of their own. PAs facilitate merchants to connect with acquirers. In the process, they receive payments from customers, pool and transfer them on to the merchants after a time period. For achieving this, a Payment Aggregator undergoes a comprehensive process of integration with all the payment service providers and consolidates this on a single platform.
Service Level Objectives (SLO) have become steadily more relevant to many organizations adopting SRE best practices pioneered by Google. The promise of SLO methodology is appealing: provide a common ground for product teams and whole organizations to inform reliability, development, and even business decisions.
Although SLOs have been around for a long time, there is plenty of confusion and potential pitfalls on the journey to adopt it. A lot of attention and discussion is spent on technical implementation and tooling for SLI, SLO and error budget, however the major struggle and risk lie in a different dimension. More often than you would expect, individual teams and whole organizations spend months and even years to implement SLOs to end up with colourful dashboards which are then quickly abandoned. Does this sound familiar? In this talk Yury will discuss:
A typical journey organizations take implementing SLO methodology
Common pitfalls they run into along the way
How you can ensure your SLO journey takes you to the next maturity level
Business Metrics and Web Marketing
What is "business metrics"? Type of metrics in business and aviation examples.
How to distinguish traditional and dynamic metrics?
What is Ad Words
What is Acquisition Cost
What is Bounce Rate?
Most Importantly what is "Conversion Rate"?
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
2. Flow of this Session
1. Why a new GIS now?
2. Why and what of the Business Rules in
GIS?
3. How will LC GIP structures change?
4. Testing and Implementation
5. The resources
6. My questions
4. We are a purposeful, collaborative, and
driven generation of 100,00 young leaders,
ready to achieve 2015 and beyond
We aim to deliver nearly 1 million experiences by 2015
From 1948 until 2011 we provided
257,079 exchange experiences
(cumulative XPs from 2010-2015).
That’s 60% growth in GCDP and 220% in GIP
…in the next 18 months
But we’ll never make
this jump with
yesterday’s processes
and today’s
Why now?
5. & If we can connect our
resources…
100,000
members of Gen
2015
Opportunity Portals
for EPs
and Members
MarketPlace
Business Intelligence
for all our members
and customers NPS
GIS
...We can achieve 2015
6. & there’s even more REASONS...
External Competition:
External threats:
AIESEC’s competitors provide some of the
same services as we do, but much faster
Customer feedback
Our customers say our communication
effectiveness and processes need
improvement
Customer Centric Systems
To provide excellent customer experiences,
we need a system that supports that
experience from the first point of engagement
until experience completion
Frequent System
Internal Challenges:
Current systems
are expensive
So many
unconnected
systems
Failure
Old and inflexible
technology
8. So what are we doing?
Leveraging modern technologies to develop a new Global
Information System to optimise our processes and provide powerful
business intelligence to speed up operations.
This will replace myaiesec.net, the Net Promoter Score platform, the Global
Online Registration System, the Opportunity Portal and the MarketPlace and
put them all into one connected system.
IN a nutshell?
A FASTER
& SMARTER
AIESEC
9. 10 years from now...
WE WILL SAY...
We achieved 2015 & beyond
by empowering a generation
with the technology to be
smarter and faster
than ever before
10. So let’s look at our
current customer
flows and how
those will change
for GIP, GCDP,
and TMP/TLP
A customer flow is the activities a
customer experiences from their
first interaction to the final
delivery of the service. For
example, everything that
happens to the EP in the
Ra/Ma/Re customer flow. If
AIESEC made their customer
flow smarter and faster, I think
they could achieve 2015
11. So let’s look at our
current customer
flows and how
those will change
for GIP, GCDP,
and TMP/TLP
A customer flow is the activities a
customer experiences from their
first interaction to the final
delivery of the service. For
example, everything that
happens to the EP in the
Ra/Ma/Re customer flow. If
AIESEC made their customer
flow smarter and faster, I think
they could achieve 2015
13. The reason why behind business rules
By having business rules we become more clear and effective
By having business rules,
we drive our network as
one to have a clear &
“clean” system, with
accurate opportunities.
By having business rules,
we drive our network as
one to be more effective,
by having faster
processes, run by
business intelligence
14. Smarter & faster oGIP
Business rules for the proposed customer flow For AUGUST Launch
STRANGER Alumni
SIGN UP APPLY MATCH REalize COMPLETE Re-integrate
Young Person
goes to
aiesec.org
Creates profile on
Opportunities
Portal
Edits and adds to
their profile while
browsing
Opportunities
View is limited
based on profile
completeness
Matchability guides
what they should
and can apply for,
based on:
background, SP,
dates, entity
partnership
TNs may require
them to: complete
an inbuilt language
test, competency
test, values test
Complete video
cover letter
TN taker may ask
them to interview,
this will go in their
notifications
If they both accept
ANs, then it’s a
match!
Standards tracking
prompted (home)
Invited to OPS (home)
Logistics tracked
LEAD content
prompted (home)
Indemnity, XPP,
Standards tracking
prompted (host)
Integration content
prompted (host)
LEAD content
prompted (host)
NPS Survey
Proactive Fire fighting
Insurance
requirements
prompted (home) Promoter prompt
NPS Survey
Re-integration
seminar
GCM/LEAD content
Showcasing their
story (promoter)
Upselling to another
product
15. Business Rules for the proposed customer flow For AUGUST Launch
SIGN UP
Users are directed to programs based on the profile they filled
at sign-up.
1
Smarter & faster oGIP
16. Business Rules for the proposed customer flow For AUGUST Launch
SIGN UP
View is limited based on profile completeness for externals
signing up for GIP/GCDP
2
Smarter & faster oGIP
17. Business Rules for the proposed customer flow For AUGUST Launch
SIGN UP
Members in a current TMP/TLP role have unlimited view.
3
Smarter & faster oGIP
18. Business Rules for the proposed customer flow For AUGUST Launch
SIGN UP
Students cannot apply if they are over 30 years of age
4
Smarter & faster oGIP
19. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
Person can only apply for an opportunity after completing
his/her profile
5
Smarter & faster oGIP
20. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
As soon as a person applies for a first application, the person
will become an 'active lead'
6
Smarter & faster oGIP
21. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
If a person is not applying/searching/in an application process
for over 30 days, the person goes back to being a non active
lead
7
Smarter & faster oGIP
22. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
A person can apply for limitless opportunities at the same time
8
Smarter & faster oGIP
23. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
An application is valid for 21 days, if there is no progress in the
selection process for over 21 days, the application is rejected
(customisable by MCs)
9
Smarter & faster oGIP
24. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
Out of the total amount of countires you are partnering 5%
need to be tier 3 entities.
10
Smarter & faster oGIP
25. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
If the matchability of a person is lower than 30%, you will not
be able to apply to the TN
11
Smarter & faster oGIP
26. Business Rules for the proposed customer flow For AUGUST Launch
MATCH
EP needs to complete EP contract & AN to approve the match
12
Smarter & faster oGIP
27. Business Rules for the proposed customer flow For AUGUST Launch
MATCH
TN manager needs to complete TN contract & AN + confirm
end and start date to approve the match
13
Smarter & faster oGIP
28. Business Rules for the proposed customer flow For AUGUST Launch
MATCH
EP & TN manager need to approve the match before the EP
manager can approve approve the match
14
Smarter & faster oGIP
29. Business Rules for the proposed customer flow For AUGUST Launch
REALISED
Insurance & indemnity form have to be uploaded/completed
before changing the status to realized
15
Smarter & faster oGIP
30. Business Rules for the proposed customer flow For AUGUST Launch
REALISED
Standards (till realize) checkboxes has to be filled before
changing the status to realized
16
Smarter & faster oGIP
31. Business Rules for the proposed customer flow For AUGUST Launch
REALISED
TN Manager will put the form on realised
17
Smarter & faster oGIP
32. Business Rules for the proposed customer flow For AUGUST Launch
COMPLETED
Standards (till completed) checkboxes has to be filled before
changing the status to completed
18
Smarter & faster oGIP
33. Business Rules for the proposed customer flow For AUGUST Launch
COMPLETED
Internship is completed when the end date expires
19
Smarter & faster oGIP
34. Smarter & faster iGIP
Business rules for the proposed customer flow For AUGUST Launch
STRANGER Alumni
SIGN UP APPLY MATCH REalize COMPLETE Re-integrate
Young Person
goes to
aiesec.org
Creates profile on
Opportunities
Portal
Edits and adds to
their profile while
browsing
Opportunities
View is limited
based on profile
completeness
Matchability guides
what they should
and can apply for,
based on:
background, SP,
dates, entity
partnership
TNs may require
them to: complete
an inbuilt language
test, competency
test, values test
Complete video
cover letter
TN taker may ask
them to interview,
this will go in their
notifications
If they both accept
ANs, then it’s a
match!
Standards tracking
prompted (home)
Invited to OPS (home)
Logistics tracked
LEAD content
prompted (home)
Indemnity, XPP,
Standards tracking
prompted (host)
Integration content
prompted (host)
LEAD content
prompted (host)
NPS Survey
Proactive Fire fighting
Insurance
requirements
prompted (home) Promoter prompt
NPS Survey
Re-integration
seminar
GCM/LEAD content
Showcasing their
story (promoter)
Upselling to another
product
35. Business Rules for the proposed customer flow For AUGUST Launch
SIGN UP
Companies must be in territories where AIESEC is present
1
Smarter & faster iGIP
36. Business Rules for the proposed customer flow For AUGUST Launch
If a member registers a company with more than 10,000
employees AI receives a notification or prospect list
SIGN UP
2
Smarter & faster iGIP
37. Business Rules for the proposed customer flow For AUGUST Launch
Members signing up a company are required to complete
Company Name, Industry, Country/Territory, Employee Size,
Description
SIGN UP
3
Smarter & faster iGIP
38. Business Rules for the proposed customer flow For AUGUST Launch
Companies can be signed up by AI, MC, LC EB, iGIP
members, and others given permission by LC VP iGIP
SIGN UP
4
Smarter & faster iGIP
39. Business Rules for the proposed customer flow For AUGUST Launch
All MC members can create an opportunity is company profile
is 100% completed.
APPLY
5
Smarter & faster iGIP
40. Business Rules for the proposed customer flow For AUGUST Launch
MC can delegate permissions to create opportunities to LC EB
and members
APPLY
6
Smarter & faster iGIP
41. Business Rules for the proposed customer flow For AUGUST Launch
All opportunities must be approved by host MC prior to going
live on the system
APPLY
7
Smarter & faster iGIP
42. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
Can delegate approve the opportunity to go on raise
8
Smarter & faster iGIP
43. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
Maximum 1 sub-product and 2 backgrounds
9
Smarter & faster iGIP
44. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
Opening an opportunity prompts the TN Manager to receive an
overview of the matching and delivery process and when each
thing should happen (content provided by MCs)
10
Smarter & faster iGIP
45. Business Rules for the proposed customer flow For AUGUST Launch
Company can only have an opportunity opened once their
profile is complete
APPLY
11
Smarter & faster iGIP
46. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
MC can put a certain amount of days per step in the selection
process as deadlines for the applicants to fulfill the step
12
Smarter & faster iGIP
47. Business Rules for the proposed customer flow For AUGUST Launch
APPLY
Following should be required: JD, backgrounds, education
(graduate, undergraduate, postgraduate), country/regional
preferences, language requirements, skills, location
(connected to main/branch accounts), salary per month,
duration, any additional information required)
13
Smarter & faster iGIP
48. Business Rules for the proposed customer flow For AUGUST Launch
MATCH
TN Manager can only accept one EP per role at a time
14
Smarter & faster iGIP
49. Business Rules for the proposed customer flow For AUGUST Launch
MATCH
TN Manager accepting an EP prompts a notification to the EP
and the EP Manager to approve the match
15
Smarter & faster iGIP
50. Business Rules for the proposed customer flow For AUGUST Launch
MATCH
When the EP and EP Manager accept the match, the TN
Manager can automatically send reception materials, visa
information, LEAD content, etc to the EP
16
Smarter & faster iGIP
51. Business Rules for the proposed customer flow For AUGUST Launch
MATCH
MC can set materials to be automatically sent to any EPs upon
match
17
Smarter & faster iGIP
52. Business Rules for the proposed customer flow For AUGUST Launch
MATCH
TN manager needs to complete TN contract & AN + confirm
end and start date to approve the match
18
Smarter & faster iGIP
53. Business Rules for the proposed customer flow For AUGUST Launch
REALISED
Insurance & indemnity form have to be uploaded/completed
before changing the status to realized
19
Smarter & faster iGIP
54. Business Rules for the proposed customer flow For AUGUST Launch
REALISED
Standards (till realize) checkboxes has to be filled before
changing the status to realized
20
Smarter & faster iGIP
55. Business Rules for the proposed customer flow For AUGUST Launch
REALISED
TN Manager will put the form on realised
21
Smarter & faster iGIP
56. Business Rules for the proposed customer flow For AUGUST Launch
REALISED
Realised Stage begins with the first day of work of the EP
22
Smarter & faster iGIP
57. Business Rules for the proposed customer flow For AUGUST Launch
REALISED
Process Survey results sent to TN Manager upon realization
23
Smarter & faster iGIP
58. Business Rules for the proposed customer flow For AUGUST Launch
Standards (till completed) checkboxes has to be filled before
changing the status to completed
COMPLETED
24
Smarter & faster iGIP
59. Business Rules for the proposed customer flow For AUGUST Launch
COMPLETED
Internship is completed when the end date expires
25
Smarter & faster iGIP
60. Business Rules for the proposed customer flow For AUGUST Launch
COMPLETED
NPS Survey sent to TN Manager upon completion
26
Smarter & faster iGIP
61. Business Rules for the proposed customer flow For AUGUST Launch
TN Managers prompted to contact TN-takers every month (or
another standard set by MC)
RE-INTEGRATION
27
Smarter & faster iGIP
62. Business Rules for the proposed customer flow For AUGUST Launch
TN Managers prompted to meet with TN-Takers every quarter
(or another standard set by MC)
RE-INTEGRATION
28
Smarter & faster iGIP
64. Role
OGIP Front Office
Key deliverables
- Alignment with MKT to guarantee
a marketing strategy based on EY
Parterships and students needs
- LEAD for EPs
- OPS delivery
- Guarantee legal support and
insurance for the EP
- Overall EP support throughout the
experience
KPIs
• Conversion Rate (Apply -> MA)
• # MA
• # RE
• # Complete XP
• MA Time
• NPS
• % Promoters
• % Response Rate
1) To capitalize on the business
intelligence to work with more accurate
marketing strategies for promotion (MKT
sinergy)
2) To guarantee the right alignment with
ICX partners for promotion alignment
(MKT sinergy)
3) To deliver expectation setting and
alignment for the EP (LEAD, OPS,
interview alignment)
4) To guarantee a good delivery and fast
response to any necessary Fire Fighting
5) To make process improvement based
on customer feedbacks
Lc structures Towards the customer flow implementation
65. Mkt-Comms
TM
Finance
OGIP Back Office
Role:
To guarantee a more aligned and focused
promotion in order to increase the number of
MA from high matchability
Key deliverables:
-Targeted attraction
-Management of sign-ups as potential leads
(direct marketing with opportunites connected
with matchability)
-Incentives to actively search / apply to TNs
-Showcasing of the experiences
-Entity Partnerships – Based marketing
KPIs:
-Website visits
-Website to GIS Conversion
-# Sign-ups
-% MA from over
X matchability
-Sign up to apply conversion rate and time
-Sing up to match conversion
-NPS Satisfaction
Role: To guarantee the L&D of the oGIP
team for a good development and
delivery of the members
Key deliverables:
1) Guarantee Team Minimums delivery
2) To deliver Educational Cycle based
on the members needs
KPIs:
%Productivity
# Members allocated in every project
% Team Minimums fulfillment
% Response Rate
# IXP
Lc structures Towards the customer flow implementation
Role: Ensure LC sustainability
implementing new Financial
Model aligned to GIS
66. Role
IGIP Front Office
Key deliverables
- Sales in different markets
according to the SP and S&D
- Embedding BI for more efficient
sales (CRM)
- Account management in the
company
- If company posted a JD to GIS
without human interaction,
providing consultancy for JD
- To guarantee standards
delivery
- Ensure LEAD and IPS delivery
- To make process improvement
based on customer feedbacks
KPIs
• # Sign Ups
• # MA
• # RE
• # Complete XP
• MA Time
• NPS
• %Promoters
• %Response Rate
• %reRA
• # TNs per TN Taker
• # cold calls per member per week
• # meetings per member per month
To ensure leadership
development of the EPs
through a GIP experience
with right alignment in the
delivery of the experience
LC STRUCTURES Towards the customer flow implementation
67. TM
MKT - Comms
Finance
IGIP Back Office
Role: To guarantee the L&D of the IGIP team
for a good development and delivery of the
members
Key deliverables:
- 1) Guarantee Team Minimums delivery
2) To deliver Educational Cycle based on
the members needs
KPIs:
• % productivitity
• # members allocated in every project
• % team minimums implementation
• NPS
• % Promoters
• % Response Rate
Role: To facilitate the promotion for the TN side with
company and opportunities promotion
Key deliverables:
- Opportunity Marketing (Sell the TN)
- Leverage on OP-numbers (available profiles per sector,
age, etc.) for a more consistent B2B Marketing
- Company Marketing (position the TN taker itself to
ensure ongoing applicants for even later opportunities
- Partnership-based B2B Marketing (supporting Entity
Partners' EP Supply)
-SEO/SEM strategies for B2B (*)
KPIs:
- # Applications per TN (opportunty Marketing)
- TN Match Rate (opportunity marketing)
- TN Match Time (opportunity marketing)
- % of applicants above 80% matchability (efficiency of
marketing)
Role: Ensure LC sustainability
implementing new Financial
Model aligned to GIS
LC STRUCTURES Towards the customer flow implementation
69. 5 Simple steps to test THE GIS
1.
Register to the
system
2.
Log in to the
system
3.
Do specific
actions which
are specified in
this user guide
4.
Give feedback
after each action
(even when you
like everything)
5.
Come back to
test the system
and check if you
like the changes
72. https://aiesec.zendesk.com/hc/en-us
support@aiesec.zendesk.com
Check www.aies.ec which is updated with all
the information about the GIS. You can find
there
- All customer flow videos & previous
webinar
- Implementation plan template
- GIS session example with video
explanation
- GIS testing guides
Visit the site constantly as all new materials are
being uploaded
Read the FAQs which are being
constantly updated
Go through all the GIS
newsletters that have been
sent to MCPs (ask your MCP to
forward it)
Check it in your inbox every week
74. Timeline before IC
What is going to happen until IC:
Finishing of system development
Cleaning data before the final migration
First round of system testing (4 guides
already out)
Creating proposals for the refreshed
financial model (due to the new customer
flows)
Every MCP will get an account who can after
give accounts for the MC members & LCPs
What should i do before ic:
Contantly update the MC checklist
Select a GIS responsible from your MC (who is not the MCP)
Read all released materials
Create a detailed implementation plan & submit it to AI
Run session with your LCPs (& possibly all EBs) about why,
how, what of the GIS
Test the Beta version of the system & give feedback
Understand in details (with the whole MC) what changes the
new customer flows will bring to your entity
Reject all EPs and TNs with starting date earlier than 15th of
August (we won’t migrate older EP&TN forms) DDL.:15th of
August
75. What is going to happen between
IC and the end of October?
Myaiesec.net will be still running and we will still run operations there
We will continue to test the GIS (in more details, with more functions) and give feedback
about bugs or anything that should be changed until the final switch
The development of the GIS will continue based on that
Data will be migrated at the end of every day from myaiesec.net to the GIS
Except for files: those will be migrated only twice: once in August and once finally in
October
The two system won’t be complete mirrors so matching & realization should mainly still
happen on myaiesec.net
76. Why should I test the GIS if operations
will be still done on myaiesec?
To give feedback and make sure that the time of the switch the system is working the best
possible way & has the fewest bugs possible
To understand the logic of the system and get comfortable using it
To start training your members & make sure that „business goes as usual” after the switch
To participate in a competition including the whole network (details coming at IC )
77. What should I do from IC
till the end of October?
Continue filling the MC checklist
Educate your membership in large scale on what the new customer flow will mean for
them
For example: how their roles changes
Test the GIS weekly and get to know the system (log in as offen as you can)
Give feedback to the system
Decide on where to charge the EP fee
Make sure that LCs have a clear implementation plan about customer flows & GIS
Fill country partnerships & entity goals in the system
Editor's Notes
Visitor:
Only completed project profiles will be displayed on the opportunity portal, including the TN taker/organisation information
Projects can have a general date in the description. TNs can have separate dates but the project date is set as default. Project start date must be after the current dates and the project duration must be greater than 6 weeks
Visitor:
Only completed project profiles will be displayed on the opportunity portal, including the TN taker/organisation information
Projects can have a general date in the description. TNs can have separate dates but the project date is set as default. Project start date must be after the current dates and the project duration must be greater than 6 weeks