This document discusses structures to allow synergy between marketing and organizational and global citizenship development programs (oGCDP). It provides guidance on planning capacity based on challenge identification and exchange flow. It recommends using a tool to plan member numbers and experiences in oGCDP and support functions. Outcomes may include not having enough members, having enough members, or having the right number but not allocated properly. It provides tips for optimized recruitment, including clear job descriptions, specific recruiters, targeted promotion, selection based on interests/values, and ongoing promotion. Timelines are provided for peak and off-peak structures at different maturity levels from beginner to mature.

1. Structures to allow synergy
between marketing and oGCDP
oGCDP | Tier 2

2. Planning and Building CAPACITY (for
oGCDP and marketing) based on challenge
identification, Exchange flow and OD Model
of your entity

3. GCDP Clustering for LC
oGCDP
Beginner 0-25 X RE
Intermediate 25-100 X RE
Advanced 100-200 X RE
Mature +200 X RE

4. Use TM Planning Tool to Plan for oGCDP
1. Number of Members
in oGCDP and support
functions
2. Number of TMP and
TLP Experiences in
oGCDP and support
functions

5. After planning for capacity you can have any one of these 3
outcomes
1. I do not have enough
Members in any
programme/function
2. We have enough
members in oGCDP and
support areas
3. We have the right
number of members in
the LC/MC but not
allocated in the right
proportion across
programmes/functions

6. Run an OPTIMIZED recruitment– 2 weeks!!
1. I do not have
enough Members in
any
programme/function

7. Tips to run an optimized
recruitment
1. Clear and focused Promotion of Job description
Example: Selling the global internship programme to language institutes
2. Specific people responsible for the recruitment
3. Online promotion and Offline promotion ONLY in specific
universities
4. Selection based on Interests and Values (striving for
excellence, pro active learner etc.) over only skills for the role
5. When Promotion is on-going through the year, an optimized
recruitment becomes simpler since LC/MC already has a pool of
applicants

8. Determine who is the right
member
Skill AttitudeBackground Interest Time

9. Timeline
Approach existing
sign ups for TXP
and GCDP
Rejected
applicants from
last recruitment
Optimized
Selection
1 week 5 days

10. Optimized
Selection
Value based recruitment
 Committed and motivated members
 Building

11. 2. We have enough
members in oGCDP
and support areas
Focus on increasing productivity through L&D
and team minimums

12. 3. We have the right
number of members in
the LC/MC but not
allocated in the right
proportion across
programmes/functions
In many cases there is enough capacity in oGCDP and
members need to be re-allocated so even the GIP
programmes have the right capacity!

13. How to balance the oGCDP and oGIP support?
Clear JD for members in
Exchange Support
Clear KPIs for each member
specifically in oGCDP, oGIP and
support areas (TM and
Marketing)
Hybrid Members – Example: TM
& Marketing members in oGIP
team and oGCDP team

14. Pick focus LCs for oGIP
and oGCDP in a way
that in most cases it is
not the same LC
growing in both
programmes
How to balance the oGCDP and oGIP support?

15. Making GCDP teams
productive to ensure GIP
growth
Ensure GCDP Team structures
are completely project based
structures focus on specific
issues and 2-3 big entity
partners so that members in
each team have very focused
JD and teams in GCDP are
productive.

16. Go through OD Toolkit to
understand better how to manage
multiple programme growth!

17. What structure should I
recruit into?

18. Structures for…
0-25 Re 25-100 Re
100-200 Re
200+ Re

19. Project Structure
LC
VPoGCDP
OCP
OCP
OCP
VPFIN VPTM VPMKT
For ALL
levels!

20. Beginner LC
VP
Member Member Member
(0-25 Re)
Inner & Outer
Journey Delivery
∞
Ra-Ma-Re Note!
∞

21. VP
Member Member Member
∞
Ra-Ma-Re
Key focus
• Start up initial issue-based oGCDP project
for local market
Member Efficiency:
0-5 Re/ member
Duration: 3 months
Member JD
• Design issue-based oGCDP project
• Ra(Marketing)-Ma-Re-Reintegration
process management
• EP’s inner-outer journey(experience)
management
• Finance/TM
BeginnerLC–Planonlyforpeaksrealizations!
(0-25 Re)

22. Back Office Supports
TM Member learning &
development
Finance Project Financial Model
Marketing &
Communication
Student Market Research;
Showcasing
ER External Resources integration
VP
Member Member Member
∞
Ra-Ma-Re
BeginnerLC
(0-25Re)

24. Beginner LC
LCVP Comm/
Marketing
Member 1 Member 2
KPI:
• Number of EP’s Raised
(that fit the right Matchable EP Profiles)
• # of Leads/ Registrations from each strategy
• Increased Conversation Rate from Sign up to Raise
NOTE:
• Marketing team has 1-3 members (including LCVP)
• Marketing Team needs to focus on establishing their
market penetration for just 1 Programme
(oGIP/oGCDP) and just 1-2 Sub-products/ Issues
under this programme
10 to 40
Realisations
30 to 70+
Raised
50 to 150+ Sign
ups
(Ideally, Sign up to Raise
Conversion rate is
greater than 30%)
Sample Backwards Planning:
This means that recruitment
activities must be focused
enough to get this number of
registrations from the right
target market
Based on Statistics, how
many Raises do you nee to
get this many realisations?
Based on Statistics, how
many Sign-ups do you nee
to get this many raises?
STARTHERE

25. Beginner LC
0-10 Realisations
LCVP JD
• Designs Marketing Strategy with OGX And Marketing Team and ensures a
well designed product- customer flow*
• Works with Marketing Member to organise 2-3 KEY channels strategies (can
be online or offline) to reach the target audience
• Recruitment Period:
• Takes on the lead role of managing 1-2 of the Key Strategies and
aligned the LC’s towards this.
• Ensures that his/ her members are on track and the campaign is
running according to timeline
• Ensures that OGX is promptly responding to leads/ registrations
Members’ JD (1-2):
• Year-round:
• Ensures website and social media is always up to date with relevant
information
• Ensures Relationships with Campus/ University is well maintained
• Recruitment Period: (for each member)
• Supports in designing and developing materials for the Campaign
• Takes on the implementation of 1-2 key channel strategies and
aligns the LC’s towards this
LCVP Comm/
Marketing
Member 1 Member 2

26. VP
TL TL
∞
Ra-Ma-Re
∞
Ra-Ma-Re
IntermediateLC–Planforpeaksonly!
(25-100 Re)

27. VP
TL TL
∞
Ra-Ma-Re
∞
Ra-Ma-Re
(25-100 Re)
Key focus
• National project implementation, showcasing and
process standardization
Member Efficiency:
3-6 Re/ member
Duration: 3 months
Member JD
• Localize national issue-based oGCDP project
• Ra(Marketing)-Ma-Re-Reintegration process
management
• EP’s inner-outer journey (experience) management
• Showcasing
IntermediateLC

28. Back Office Supports
TM Member Learning & Development.
Finance Project financial model
Member development investment
Marketing &
Communication
Student Market Research;
National brand alignment;
Showcasing.
ER External resources integration
VP
TL TL
∞
Ra-Ma-Re
∞
Ra-Ma-Re
(25-100Re)IntermediateLC

30. Intermediate LC
10 to 40
Realisations
LCVP Comm/
Marketing
Member 1 Member 2 Member 3 Member 4
NOTE:
• Marketing team has 3-5 members (including LCVP)
• Marketing Team needs to focus on scaling up in their market reach
for their focus Programme (oGIP/oGCDP) and just 1-2 Sub-
products/ Issues under this programme
30 to 70+
Raised
50 to 150+ Sign
ups
(Ideally, Sign up to Raise
Conversion rate is
greater than 30%)
Sample Backwards Planning:
KPI’s:
• Number of EP’s Raised
(that fit the right Matchable EP Profiles)
• # of Leads/ Registrations from each strategy
• Increased Conversation Rate from Sign up to Raise
This means that recruitment
activities must be focused
enough to get this number of
registrations from the right
target market
Based on Statistics, how
many Raises do you nee to
get this many realisations?
Based on Statistics, how
many Sign-ups do you nee
to get this many raises?
STARTHERE

31. Intermediate LC
LCVP Comm/
Marketing
Member 1 Member 2 Member 3 Member 4
LCVP JD
• Designs Marketing Strategy with OGX And Marketing Team and ensures a
well designed product- customer flow*
• Works with Marketing Member to organise 2-3 KEY channels strategies
(can be online or offline) to reach the target audience
• Recruitment Period:
• Takes on the lead role of managing 1-2 of the Key Strategies and
aligned the LC’s towards this.
• Ensures that his/ her members are on track and the campaign is
running according to timeline
Members’ JD (2-3 Channels Experts)
• Online Marketing (1-2 members):
• Ensures website and social media is always up to
date with relevant information,
• Explores and develops 1-2 Online Inbound
Marketing Strategies
• Campus Relations:
• Ensures Relationships with Campus/ University is
well maintained (Year Round)
• Designs and Oversees Physical Recruitment Events
Members’ JD (1-2 Designers)
• Year-round:
• Ensures website and social media is always up to
date with relevant information
• Ensures Relationships with Campus/ University is
well maintained
• Recruitment Period: (for each member)
• Takes on the implementation of 1-2 key channel
strategies and aligns the LC’s towards this

32. VP
TL TL TL TL (Off-Peak)
Advanced LC – Plan for peak and off
peak structures!
(100-200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re

33. VP
TL TL TL TL (Off-Peak)
Advanced LC (100-200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Key focus
Product development, Product sales and delivery
Member Efficiency
5-7 Re./ member
Structure
Project based team: 2-4 National
issue-based project + 1-2 Local new
project(off peak)
Member JD in each National Project Team
-Localize national issue-based oGCDP project
-Ra(Marketing)-Ma (IL S&D Mgt)-Re-Reintegration
process management
-EP’s inner-outer journey(experience) management:
Event management
-Showcasing
Member JD in Local New Project Team
-Product development(Design and Packaging)
-Product marketing and sales
-Ra(Marketing)-Ma-Re-Reintegration process
management
-EP’s inner-outer journey(experience) management:
Event management

34. Back Office Supports
TM Member Profiling;
Learning & Development for Members;
EducationCycle focusing on Product
Development and Sales.
Finance Financial model for New Project
Crisis management
Member L&D investment
Marketing &
Communication
Student Market Research;
Product packaging;
EwA;
Showcasing.
ER Partnership raise and engagement
IM Process optimization
Advanced LC (100-200Re)VP
TL TL TL TL (Off-Peak)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re

35. Timeline!
Off-Peak timeline
March-April Realization
- Team should be in place by December
- Raising period December-Jan end
- Matching: Feb and March
- Realization: April
September-October Realization
- Team should be in place by June
- Raising period June-August end
- Matching: July, August, September
- Realization: September, October
Peak timeline
June-July Realization
- Team should be in place by March first
week
- Raising period March-May end
- Matching: April - June
- Realization: June-First week August
January-February Realization
- Team should be in place by June
- Raising period June-August end
- Matching: July, August, September
- Realization: September, October

36. Advanced LC
LCVP Comm/
Marketing
Brand Team
TL
Member 1
Member 2
Brand Team
TL
Member 1
Member 2
Comms Team
TL
Member 1
Member 2
40 to 70+
Realisations
70 to 120+
Raised
150 to 300+
(Ideally, Sign up to Raise
Conversion rate is
greater than 30%)
Sample Backwards Planning:
Based on Statistics, how
many Raises do you nee to
get this many realisations?
Based on your average conversion
rate, how many Sign-ups do you need
to get this many raises?
STARTHERE
NOTE:
• Marketing team has 7-10 members (including LCVP)
• Marketing Team needs to focus on scaling up in their market reach
for their focus Programme (oGIP/oGCDP) and just 1-2 Sub-
products/ Issues under this programme
• TMP/TLP

37. Advanced LC Brand Teams
• Each Member can handle 1-2 sub-brands/ Programmes
• Market Research
• Participate in the synergy meetings with the equivalent teams in oGX
function
• Leads the development of the content marketing strategy for Their
main subproducts/ issues
• Year round management of the brand positioning for their assigned
sub-brands
• It is recommended that someone with graphic design abilities is also
within each team
LCVP Comm/
Marketing
Brand Team
TL 1
Member 1
Member 2
Brand Team 2
Channel Mgr. 1
Channel Mgr. 2
Comms Team
Member 1
Member 2
Special Comms Team
• Builds and Aligns the over-all content strategy of
their respective channels to ensure that these
spaces continue to contribute more customers and
promoters for AIESEC
• Works with the brand teams to ensure that
marketing content is aligned
• Includes management of social media channels,
website, online registrations, campus relations,
media, PR etc.
LCVP JD
• Designs Marketing Strategy with OGX And Marketing Teams and
ensures a well designed product- customer flow*
• Leads Proper and Strong Brand management in the LC
• Key role in Managing Crisis Communications
• Recruitment Period:
• Leads the creation and implementation of the marketing
strategy across the different sub-brands and channels
• Ensures that his/ her members are on track and the campaign
is running according to timeline

38. VP
TL TL TL Mid Manager
∞
Ra-Ma-Re
MatureLC (>200 Re)
∞
Ra-Ma-Re
∞
Ra-Ma-Re

39. Mature LC–Planforpeaksandoffpeaks!
(>200 Re)
VP
TL TL TL Mid Manager
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Key focus
Project sales and delivery, Process
optimization, EP learning and service.
Member JD in issue-based Project Team
-Project design, marketing and sales;
-EP’s inner-outer journey(experience)
management: Event management
-EP Education and Management on
Exchange Process
-Showcasing
Member Efficiency
7-15 Re./ member
Duration
3 months

40. Mature LC (>200 Re)
Member JD in Stakeholder Management
Team
- Stakeholders: embassy, member,
university relationship, partner and
etc.
- Expertize in CRM management of a
corresponding stakeholder to help
effective delivery process of projects.
Member JD in Process Optimization
Team
- Expertize in a specific process
management for fast delivery process
of projects
Scale
- 1-2 stakeholders/ member;
- 1-2 members/ process.
Duration: 6-12 months
VP
TL TL TL Mid Manager
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re

41. Back Office Supports
TM Member Profiling; Member development
development path; Member L&D;
Advance HR Pipeline Management.
Finance Program financial model; EP Learning &
& Service Investment; Member L&D
Investment; Crisis management
Marketing &
Communication
Student Market Research; Product
packaging; EwA; Showcasing Program;
Program; Campus Relationship(Public
Relations)
ER Partner upselling;
Partner CRM;
IM Process optimization
Mature LC (>200Re)
VP
TL TL TL Mid Manager
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re

42. Timeline!
Off-Peak timeline
March-April Realization
- Team should be in place by December
- Raising period December-Jan end
- Matching: Feb and March
- Realization: April
September-October Realization
- Team should be in place by June
- Raising period June-August end
- Matching: July, August, September
- Realization: September, October
Peak timeline
June-July Realization
- Team should be in place by March first
week
- Raising period March-May end
- Matching: April - June
- Realization: June-First week August
January-February Realization
- Team should be in place by June
- Raising period June-August end
- Matching: July, August, September
- Realization: September, October

44. Mature LC
70++
Realisations
120++
Raised
300++
(Ideally, Sign up to Raise
Conversion rate is
greater than 30%)
Sample Backwards Planning:
Based on Statistics, how
many Raises do you nee to
get this many realisations?
Based on your average conversion
rate, how many Sign-ups do you need
to get this many raises?
STARTHERE
NOTE:
• Marketing team has 10+ members (including LCVP)
• Marketing Team needs to focus on scaling up their market reach fortheir
current developed brands under focus Programme (oGIP/oGCDP/TMP/TLP)
• High Volume LC’s need to especially work on optimising their processes and
investing in IT innovations in order to increase their production capacity,
These LC’s can work with the MC to develop these evolutions
• Don’t expand the team too much horizontally
LCVP Comm/
Marketing
Brand Team
TL
Member 1
Member 2
Member 3
Brand Team TL
Member 1
Member 2
Member 3
Brand Team
TL
Member 1
Member 2
Member 3
Comms Team
TL
Member 1
Member 2
Member 3

45. Mature LC
LCVP JD
• Designs Marketing Strategy with OGX And Marketing Teams and
ensures a well designed product- customer flow*
• Leads Proper and Strong Brand management in the LC
• Key role in Managing Crisis Communications
• Recruitment Period:
• Leads the creation and implementation of the marketing
strategy across the different sub-brands and channels
• Ensures that his/ her members are on track and the campaign
is running according to timeline
Brand Teams
• Each Brand Team can handle 1-2 sub-brands/ Programmes (sub-
product for oGIP, issues foroGCDP , TMP/TLP)
• Market Research
• Participate in the synergy meetings with the equivalent teams in oGX
function
• Leads the development of the content marketing strategy for Their
main subproducts/ issues
• Year round management of the brand positioning for their assigned
sub-brands
• It is recommended that someone with graphic design abilities is also
within each team
Special Comms Team
• Builds and Aligns the over-all content strategy of
their respective channels to ensure that these
spaces continue to contribute more customers and
promoters for AIESEC (ex. Content calendar
management, Social Media analysis)
• Works with the brand teams to ensure that
marketing content is engaging and is aligned to
over-all brand objectives
• Includes management of alliances, social media
channels, website, online registrations, media
relations, PR, Campus relations etc.
• *IT support can be outsourced
LCVP Comm/
Marketing
Brand Team
TL
Member 1
Member 2
Member 3
Brand Team TL
Member 1
Member 2
Member 3
Brand Team
TL
Member 1
Member 2
Member 3
Comms Team
TL
Member 1
Member 2
Member 3

46. • When calculating productivity for oGCDP in the LC or MC, for number of
members contributing to oGCDP add the number of members from
Marketing team whose goals and JD is about driving oGCDP growth. Eg: 3
out of 7 members are working on oGIP and 4 on oGCDP then 4 members
are included into oGCDP productivity data and 3 into oGIP Productivity
data
Calculating productivity

47. Tips to manage the synergy better!
• Have specific people in the marketing team ONLY assign to oGCDP
• Marketing members for oGCDP can also be part of the oGCDP team itself so
that the synergy is perfect
• The JD and MoS of Marketing needs to be aligned to oGCDP
• On the MC level the MCVP Marketing has to balance marketing support
towards oGCDP, oGIP and TMP TLP – Check OD model content for more
information!