iGIP Tier 1 - Partnership management

iGIP Tier 1 – Partnership Management

Align
Supply
&
Demand
More
and
Faster
Delivery
Better
Delivery

Tier
1250+ iGIP RE
Scale up partnerships
Co-Delivery strategy
Partnership
Supply & Demand
Number of Partners expected:
5 to 10 entities

Partnerships
How to have the right partnerships
Plan
Partnerships
Analyse S&D
and Focus
Delivery the
Partnership
Co-Delivery
Boost
Partnerships

Partnerships
Co-Delivery
How to have the right partnerships
Plan
Partnerships
Analyse S&D
and Focus
Delivery the
Partnership

Our main focus is always to have an
equilibrium: When Supply & Demand are equal
we say it is at this stage. So the allocation of
EP and TNs is more efficient, bringing us the
right results and delivering the leadership we
want to create and develop among our
membership.
What is Supply
& Demand
Management?
Supply represents how much the market can offer
(students and market opportunities, EPs and TNs),
and Demand how much the market needs.

It leverages processes diagnostics and
benchmarking among LCs and other
markets, scenario-based strategies and lean
principles to improve operational
effectiveness and efficiency.
Why Supply &
Demand
Management?
Because when S&D is not aligned it means
our costumer may not get our product. S&D
aligment guarantee the deliver of what we
promissed to our customers.
Optmizes aspects of planning to drive and
improve performance. Creates foundation for
growth, capacity and flexibility among
segments and markets to delivery more
leadership.

Define Specify
Partnerships
Analyze

Analyse past 3 years' data about
your realized TNs
Your market: which types of
companies, their needs for talent,
your competitors, etc
Focus on Teaching and Marketing.
What are the biggest entities and
growing entities in Marketing and
Teaching EP Re? Which can you
match with based on geography and
visa requirements and financial
capacity?
What profile do these EPs have?
Analyse customer feedback of EPs
realized (NPS or your own feedback
system)
Analyze Your
External Market
Analyze Internal
AIESEC Market
Analyze Customer
Feedback (NPS)
Analyze to understand
You can add to your analysis data about the external market, like trends
and market behaviors in your region - it gives you good insights. But it’s
very important go deeper on your entity previous realization. It gives you
accuracy and precision.

Entity PartnersSubproducts
Define
Define your key country
partners for each sub-product
based on your realization
analysis (Top 3 sub-products
and top 10 countries you want
most EPs from, growth rate,
global EP supply trend,
entities with high growth
rates, matching timeline etc.)
Take all your analysis and
compare external and internal
data. How is the TNs market
demand? How are the
students in the network? Take
a look at what internal and
external have in common.
Based on these analysis,
define your focus sub-
products.
How to define your focus
Reflect
Compare

Specify
Target
Audience
Define the specific TNs and JDs
within you want to raise based on the
sub-product. Take into consideration
what you can deliver based on your
internal capacity for delivery as well
as the global EP supply (especially
the EP supply of your entity
partners).
Create an ambition based in your
entity organization development
plan. Take in consideration the
relative and absolute growth your
entity needs for iGIP and your
internal capacity.
Set up your term's goals for each
sub-product based on all the
analyses that you did before and on
current global supply & demand
Goals

Set Goal RE
and KPIs
Product
Information
Processes
Information
Minimum
Deliverables
Create a
Value
Partnerships
How to Plan

Market
Place
Go to the Market Place and add or edit partners in
your dashboard

Key Performance
Indicators (KPIs) to track:
Get Product
Information:
# MA
# TN RA
# EP RA
MA time TN
MA time EP
NPS
Language Required
Skills Required
EP Profile Required
Other
Partnership Plan Details
RE
Goal
MoS

Realization Period
Matches Period
EP Ra Period
TN Ra Period
Main LCs involved
Get Processes Information
Airport Pick Up
Accommodation
EP Expectation Setting
EP Lead
EP Integration
Support with Visa
Minimums Deliverable

Get Process Information:
Create Clear Implementation Timeline and Action

Update on Market Place
All the
partnership
information

Raising TNs
Communication
Downscale to LCs
Excitement
Partnership
Delivery

Raising TNs
Communication
Downscale to LCs
Excitement
Partnership
delivery

 Raise TNs in your focus product (eg. Internships with a
JD focused on market research)
 Sell talent based on the EP profile we have
available
 Set expectations around the entities able to supply
students with this profile
Raising TNs

Clear
Expectation
Setting
Bi-weekly Calls
15min
MC and NST
weekly
communication
Newsletter for
the partner
Be Solution
Oriented
Be Honest
Communication
Behaviors

NST Job Description:
• Promote EPs/TNs
• Organize Matching Manias with LCVPs and EPs
• Weekly contact with MCVPs involved
• Select best EPs and contact them (e-mail, call, etc)
• Tracking Applications and give feedbacks
NST To boost the partnership:

# EPs/TNs raised per month
# EPs applying for TNs of the
entity partner
# TNs matched
How is the selection?
Is everything on time?
What needs to
stop/continue/start?
Tracking on time Feedback on time
The most importante is the right behaviors and
from both sides

MaMa with
entity
partners
Make clear the
value
proposition of
the
Partnership
LCs Goal
embed on
partnerships
Educate
LCVPs about
the
partnership
Give them an
implementation
plan
Recognize
results on
time
Downscale to LCs
Talk about it: in
conferences,
webinars, newsletter,
facebook group: don’t
let them forget the
partnership!
Engage
your
network
(also LCPs)

Excitement
Create Excitement in your
entity
Create a Value Proposition
based on market relevance
Use the Value to motivate
your network and make it
powerful

Boost
Partnerships
Scale Up
Bigger
Partnerships
Invest on
Tier 3 and 2
entities

Scale Up Bigger Partnerships
Grow for 5-10 partners!
Diversify

But how to
manage
more
partners?

Raising TNs
Communication
Downscale to LCs
Excitement
Have Specific NST to
delivery the partnership

Raising TNs
Communication
Downscale to LCs
Excitement
Send videos to LCVPs of
Entity Partner, create skype
meetings with both top LCs to
connect LCVPs

Raising TNs
Communication
Downscale to LCs
Excitement
Use the value proposition of the
partnership all the time. Create a
name for the partnership
Brasilombia

Raising TNs
Communication
Downscale to LCs
Excitement
Print specific
graphic materials to
promote the entity
Have Specific NST to
delivery the partnership
Send videos to LCVPs of
Entity Partner, create skype
meetings with both top LCs to
connect LCVPs
Use the value proposition of the
partnership all the time. Create a
name for the partnership
Brasilombia

Invest on Tier 3 and 2 entities
Why to
Invest?
Because you guarantee results for your entity,
what means leadership experiences for the world
Because you can just delivery exchange between
two countries, we can just grow together

Identify potential
entities
• Your Region
• External Market
• Entity Focus
• Visa
CEEDers
• Raise
• Match
• Educate
Other Ideas
• Pay for TNs
• Pay for Tickets
• Reward &
recognition

Your Region
• Try to choose
countries in your
own region:
normally visa and
tickets prices are
better, you can
understand better
the reality and you
can contribute to
the growth of your
region
External
Market
• Choose entities
with a good
potential to grow in
their external
market for the
sector you want to
create supply, look
for entities open to
international people
from your entity
Entity Focus
• Select entities that
can be committed
with your entity in
the program you
are interested; Look
for entities that will
be focused on the
program and supply
that fits for you
Visa
• Invest on entities
that are easy to get
visa and that are
open to your
country

Common Committed
 Make sure both entities are committed with the CEEDership
 Be prepare for the CEEDership (before it starts!)
 Home Entity: Set expectations about the host entity and make cultural preparation wi
th the CEEDer
 Host Entity: Make sure this person has the right support to work and live during the
CEEDership
 Set clear JD, KPIs and MoS and responsibilities between MCs and other people involved
 Weekly contact with the CEEDer and the MCs responsible to track the CEEDership and re
sults
Expectations Setting
Clear Responsibilities Contact and Tracking

• JD: Send a CEEDer to select EPs for your TNs
• KPIs: EPs selected
• MoS: EPs matched
• Recommendation: Have a CEEDer for more a longer period of time
To select
• JD: Send a CEEDer to make matching process faster, promote opportunities to
internally and talk with TN/EP Managers
• KPIs: EPs applying to TNs, EPs being interviews
• MoS: EPs MATCHs
To Match
• JD: Send a CEEDer to run trainings and educacional cycle with AIESEC members
• KPIs: People attending to the trainings
• MoS: It depends
• Recommendation: You add this JD with previous JDs. The CEEDer can work on
Match JD and also education JD at the same time
To Educate

Pay for
TN/EP Fee
Amount for
airplane
tickets
For every EP/TN
matched with your
entity, you can give
the EP an specific
amount of money
Recognize
LCs in the
entity
Create challenges for
your partner’s LCs,
recognize them
Pay the TN/EP Fee for
the partner entity

iGIP Tier 1 - Partnership management

iGIP Tier 1 - Partnership management

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