The document outlines various checklists and considerations for improving different aspects of a leadership development program called GIP, including purpose-driven market segmentation to better target customer needs, increasing customer loyalty through improved processes and products, ensuring proper supply and demand alignment of sub-products and partners, developing talent capacity through optimized structures and training, improving conversion rates through data-driven marketing, and establishing clear leadership and purpose throughout all experiences. Key focus areas include partner retention, raising impact, tackling relevant market segments, and enabling bigger program delivery through optimized resources. Considerations span market analysis, communication flows, guidelines, CRM systems, KPI tracking, and pilot implementation.
Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help te...Zinnov
Zinnov, a leading market expansion and globalization advisory firm, today announced the release of a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partner potential. Highlighting the current landscape and opportunities that are present in the ecosystem, the released study also revealed that India currently hosts over 11,000 IT channel partners, excluding PC resellers and box pushers. While 65% of these partners focus on IT services/ managed services, 44% of the partners claim to have solution centric capabilities, while 37% of the current partner base is termed as resellers/ value added resellers.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
Web, cloud, and other software companies are in the enviable position of having low marginal cost of goods. Despite this highly leveraged model, most software companies think fairly narrowly about their partner strategy, focusing on resellers and strategic alliances. Progressive software companies take a platform approach including a broader view of the partner ecosystem.
The Partner Strategy Framework E-Book walks through a detailed framework for software companies to maximize the value of upstream partners (platform vendors), managed partner alliances, breadth (program-managed) partners, and the developer ecosystem. The purpose is to grow 1) partner loyalty, 2) revenue, and 3) brand goodwill.
http://www.competegy.com
Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help te...Zinnov
Zinnov, a leading market expansion and globalization advisory firm, today announced the release of a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partner potential. Highlighting the current landscape and opportunities that are present in the ecosystem, the released study also revealed that India currently hosts over 11,000 IT channel partners, excluding PC resellers and box pushers. While 65% of these partners focus on IT services/ managed services, 44% of the partners claim to have solution centric capabilities, while 37% of the current partner base is termed as resellers/ value added resellers.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
Web, cloud, and other software companies are in the enviable position of having low marginal cost of goods. Despite this highly leveraged model, most software companies think fairly narrowly about their partner strategy, focusing on resellers and strategic alliances. Progressive software companies take a platform approach including a broader view of the partner ecosystem.
The Partner Strategy Framework E-Book walks through a detailed framework for software companies to maximize the value of upstream partners (platform vendors), managed partner alliances, breadth (program-managed) partners, and the developer ecosystem. The purpose is to grow 1) partner loyalty, 2) revenue, and 3) brand goodwill.
http://www.competegy.com
CCI conducted a study in Q4 of 2012 to assess the utilization of various incentive program types and their relative importance and/or effectiveness as perceived by both the vendor community and its channel partners. The incentive program types spanned a broad range to include: Co-op/MDF, sales performance rebates, SPIFs, opportunity management, purchase incentives, and more. Separate surveys were tailored for vendor and partner audiences with the goal of identifying similarities, as well as differences, between the two (manufacturers/vendors and their channel partners). This presentation also addresses how the perception of incentive programs has evolved since CCI's 2010 survey. The results will surprise you!
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
What makes us followers? How to become a game changer?
Status Quo of partner channel performance with in the technology industry.
The speed of change in the technology industry in relation to products and services is accelerating, and the distribution needs of partners are also rapidly evolving to keep up. This brings to mind a number of questions: how is the channel adapting to this change, is the channel still relevant, are the roles changing in the channel and how are vendors and partners managing this change?
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
Addressing the Complex Challenges of Today's Acquisition ProfessionalGovLoop
GovLoop and Integrity Management Consulting are pleased to present a new guide entitled, "Addressing the Complex Challenges of Today's Acquisition Professional." From generating requirements, to planning, obtaining and sustaining capabilities, the acquisition process, if implemented effectively, can contribute significantly to accomplishing an agency’s mission more efficiently. As the largest purchaser of goods and services in the nation, the Federal government's acquisition process is complex and under more pressure than ever with tightened budgets and a shifting workforce.
http://www.govloop.com/profiles/blogs/addressing-the-challenges-of-federal-acquisition-professionals
For pharmaceuticals and biotech companies, medical, legal, and regulatory reviews (MLRs) are commonplace, and help ensure that product claims, promotions, and training are medically correct, and in compliance with FDA and other industry standards. This requires companies to develop an MLR process that helps assure the accuracy, relevancy, and value of the promotional material they produce and market.
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
One thing everyone can agree on is that the “new buyer’s journey” is changing how customers buy everything from cars to firewalls. The traditional roles of sales and marketing are changing like never before. Add the complexity of selling through an indirect channel and things can start to feel pretty complicated. The good news is that there are practical approaches that help align channel marketing and sales to help smooth these seemingly troubled waters.
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.
The number and type of channels that customers are using has rapidly grown to include the Internet, smartphones and a host of social media options. The result is an increase in possible customer touch points, which presents new opportunities for organizations to interact with their customers.
With the increasing sophistication and empowerment of customers, this trend is driving the need for organizations to use new channels in new ways. However, many organizations have not been successful, experiencing disappointing results due to mismanagement of a new channel or misjudgement of overall channel requirements. This mismanagement can detrimentally affect company results.
Capgemini Consulting advises that a channel strategy designed for customer needs is imperative to ensure channel success.
To fully exploit and create an analytics culture will require an approach that leverages third party solutions. Most innovation is driven today by small to medium sized organizations. To be fully able to drive innovation, procurement must serve as a key component in driving this change.
Innovative Procurement Strategies for Thriving in a Networked EconomySAP Ariba
Building an agile procurement organization requires a focus on value, performance and capabilities.
Presented by Amy Fong – Senior Director, Procurement Executive Advisory - The Hackett Group
Best Practices in Ranking and Prioritizing Your Partnershawkeye Channel
Aligning resources to engage and enable the right partners is crucial. To get it right, you must invest in the right partners to meet your business objectives. Explore best practices in this white paper.
This paper provides lessons on how leaders can enable procurement change within their organization. It identifies seven key obstacles that tend to arise within the firm, and provides suggestions and examples on how these can be tackled.
CCI conducted a study in Q4 of 2012 to assess the utilization of various incentive program types and their relative importance and/or effectiveness as perceived by both the vendor community and its channel partners. The incentive program types spanned a broad range to include: Co-op/MDF, sales performance rebates, SPIFs, opportunity management, purchase incentives, and more. Separate surveys were tailored for vendor and partner audiences with the goal of identifying similarities, as well as differences, between the two (manufacturers/vendors and their channel partners). This presentation also addresses how the perception of incentive programs has evolved since CCI's 2010 survey. The results will surprise you!
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
What makes us followers? How to become a game changer?
Status Quo of partner channel performance with in the technology industry.
The speed of change in the technology industry in relation to products and services is accelerating, and the distribution needs of partners are also rapidly evolving to keep up. This brings to mind a number of questions: how is the channel adapting to this change, is the channel still relevant, are the roles changing in the channel and how are vendors and partners managing this change?
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
Addressing the Complex Challenges of Today's Acquisition ProfessionalGovLoop
GovLoop and Integrity Management Consulting are pleased to present a new guide entitled, "Addressing the Complex Challenges of Today's Acquisition Professional." From generating requirements, to planning, obtaining and sustaining capabilities, the acquisition process, if implemented effectively, can contribute significantly to accomplishing an agency’s mission more efficiently. As the largest purchaser of goods and services in the nation, the Federal government's acquisition process is complex and under more pressure than ever with tightened budgets and a shifting workforce.
http://www.govloop.com/profiles/blogs/addressing-the-challenges-of-federal-acquisition-professionals
For pharmaceuticals and biotech companies, medical, legal, and regulatory reviews (MLRs) are commonplace, and help ensure that product claims, promotions, and training are medically correct, and in compliance with FDA and other industry standards. This requires companies to develop an MLR process that helps assure the accuracy, relevancy, and value of the promotional material they produce and market.
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
One thing everyone can agree on is that the “new buyer’s journey” is changing how customers buy everything from cars to firewalls. The traditional roles of sales and marketing are changing like never before. Add the complexity of selling through an indirect channel and things can start to feel pretty complicated. The good news is that there are practical approaches that help align channel marketing and sales to help smooth these seemingly troubled waters.
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.
The number and type of channels that customers are using has rapidly grown to include the Internet, smartphones and a host of social media options. The result is an increase in possible customer touch points, which presents new opportunities for organizations to interact with their customers.
With the increasing sophistication and empowerment of customers, this trend is driving the need for organizations to use new channels in new ways. However, many organizations have not been successful, experiencing disappointing results due to mismanagement of a new channel or misjudgement of overall channel requirements. This mismanagement can detrimentally affect company results.
Capgemini Consulting advises that a channel strategy designed for customer needs is imperative to ensure channel success.
To fully exploit and create an analytics culture will require an approach that leverages third party solutions. Most innovation is driven today by small to medium sized organizations. To be fully able to drive innovation, procurement must serve as a key component in driving this change.
Innovative Procurement Strategies for Thriving in a Networked EconomySAP Ariba
Building an agile procurement organization requires a focus on value, performance and capabilities.
Presented by Amy Fong – Senior Director, Procurement Executive Advisory - The Hackett Group
Best Practices in Ranking and Prioritizing Your Partnershawkeye Channel
Aligning resources to engage and enable the right partners is crucial. To get it right, you must invest in the right partners to meet your business objectives. Explore best practices in this white paper.
This paper provides lessons on how leaders can enable procurement change within their organization. It identifies seven key obstacles that tend to arise within the firm, and provides suggestions and examples on how these can be tackled.
Objective: Contracted as an outside auditor, the objective was to perform an analysis for opportunities to enhance data analytics and measurement of campaign performance for several Elanco pet brands from available data repositories including evolving dashboard environments and brand websites.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Do you know the real story your data is telling you?4Ps Marketing
Do you know the real story your data is telling you, or are you still stuck reading a fairytale? Insights Consultant Emma Haslam spoke about the subject at Brighton SEO 2014.
Got leads? Know how they came in? Know where they are in your nurture process? Know how to score them?
If you answered yes, then bravo! But, it’s most likely that you aren’t quite clear on these answers and lead processes. We find, more times than not, that when it comes to lead management marketers face more questions than answers.
So, how do you get clarity on your process and determine where you can improve?
Top Tips include:
- Why lead management stumps marketers and is one of the most complex processes every business faces
- Tricks to uncovering your process based on lessons learned from Digital Pi Client projects
- How an assessment works and why, even if you did answer yes to the above, it’s always a good idea to direct, learn, and improve
Marketing and CRM are shifting from classic campaign management to an engagement-focused initiative, making it a multi-touchpoint and cross-functional challenge. Learn how to become super-efficient and generate engagement uplifts north of 100% with Nexus' Managing Director Nils Weber.
1Running head SALES MANAGEMENT PROCESS2SALES MANAGEME.docxherminaprocter
1
Running head: SALES MANAGEMENT PROCESS
2
SALES MANAGEMENT PROCESS
STATISTICAL PROCESS CONTROL PROCEDURE
Student Name
Institution Name
Professor Name
Course Name
Date
The discipline which mainly stresses the practical improvement of sales methods and management of an organization is defined as a Sales management process. It is an essential part of business as every sale as to go through the sales section either be products or services and getting profits. These are considered as indicators of performance and aim of sales management. It is the practice of controlling the sales department and its work. I have a sales team, and I manage it in a corporate firm. The process includes some elements which are very necessary to look into before proceeding into these stages:
· Planning of the sales
· helps to develop a proper and measured strategy for having profited from any angle and sets on the targets, resources, and activities. Marketing, strategic planning and the business plan with a more in-depth explanation of how the objectives can be achieved through sales (Baldauf, 2015).
· Appointing of the sales team
· is a very tough job as this leads to the future. It includes the job description, job analysis, and job qualifications.
· Incentives- Proper incentives should be prepared as sales quotas for the benefit of the company.
· Forecasting about the future weeks and months based on the data gathered
· Sales operations to move along forecasts. Our fashion company brings the shoes into market and color, finally producing the required item on time (Baldauf, 2015).
· Managing through a process of recognizing heads, better leads, growing opportunities and proposals, and excellent customer service.
· The main tool of sales is information technology, which helps to increase sales.
· Creating valuable customer and market information about the market and
· The setting of the aim and management doing for sales teams
· Creating the spirit of team development by training to bring out good skills
· Using techniques to move according to the fast competitive situations
· To remove the risk of sales failures.
· Having proper knowledge about the products, (Sharif, 2014).
TEAM FORMATION
The manager creates a team of a salesperson who helps to gather data. They help to get a proper place in the sales department as well as an organization as a whole. Specific training is given for the implementation of learning basics of selling and the main objectives of selling (Baldauf, 2015).
OBJECTIVE:
In this section, the main aim is to get the deal done with maximum profit. It is very uncommon that the sales professional goes through everyday positive sales with a customer from the beginning till the end. The salesman should from beginning till the end has to work for in this competitive market to convince and satisfy the customers about the value of the proposal. Objection handling should be a major point in the sales training program, (Carry, 20.
Strategic Meetings Management Best PracticesSignUp4
A practical guide to applying the best practice fundamentals of Strategic Meetings Management into current organizational structures that will transform theoretical conversations into customized action plans.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
2. Check-list
If your entity needs ‘…’, then check SI Strategic Initiative
1. Provide experiences that develop the kind of leadership we aim to see
2. Clear Connection between TMP, TLP and EPs working in this programs to
the impact they are creating
3. Tackle market segments that are in biggest need for the program and are
most relevant
Purpose-driven Market
Segmentation
1.
2.
3.
4.
5.
Upscale TN partnerships
Increase partner retention rate
Increase re-raise in short-term
Secure long-term partnerships with TN takers
Improve iGIP products and processes
Customer Loyalty for Organizations
1.
2.
3.
4.
5.
6.
Align subproducts with your partners
Know how to track and manager your CY partnerships in a better way
Know how to align BO with your partners
Know how to codeliver
Know how to involve the LCs in this partnerships
Know how to get and provide the right information on visa processes
Supply and Demand
1. Organisation Structures to enable bigger and better delivery of Leadership
development experiences.
2. HR is not the only way to contribute to growth
3. Right # of people + right roles + right JDs + right training = TC driving 2015
achievement!
Talent Capacity
1. Better Conversion Rates Applicant to RA & RA to MA!
2. Using our external data to direct and adapt our operations
Marketing for Conversion
1. The members need to understand the impact of GIP
2. You need TMP/TLP to drive GIP in a better way
3. The purpose of GIP is not clear in your entity
Leadership in Every experience
4. Purpose-driven Market
Segmentation
Why is this important?
Provide experiences that develop the kind of leadership we aim to see
Create a clear connection between members & interns working in the programs and the impact they are bringing to these societies
Tackle market segments that are in biggest need for the program and are most relevant
What results can it bring to the entity?
–
–
–
Experiences that are relevant to your society, and members learn how to improve their society with market
solutions
Higher sales intensity and retention rate within membership in GIP
Enforcing a purpose driven culture in GIP functions
What to consider for re-planning?
–
–
–
–
–
Look into which products are currently focused on in your entities, and gather enough market analysis to be able
to define the most needed and relevant market segments in your country (using the market segmentation
process based on external needs)
Considering the supply and demand within the network to realize those sub products
Current structures in IGIP functions and how they would be changing
Implementation timeline for education, structure changes and providing material to LC (Such as segments
data, proposals...)
Setting a plan for culture change
5. Purpose-driven Market
Segmentation
Specific Ideas from the Steering team meeting for
implementation/ST next steps
Identify what is the need of the
country, and customize the regional
products created by the RC
--> identify the market segments that can
satisfy the need of the country
--> identify the needs of this segment
--> identify SPs which can cover this
needs --> Check S&D
--> Create JD
--> Create proposals (consisting of
different SPs) as a package
--> Begin sales to companies
- Work on the virtual & non-virtual
messaging to TMP/TLP during the
Marketing/Sales process. The work
involves striking a balance between
"purpose" and "business benefits" in sales
pitch, proposals etc.
- A visual illustration of how this, along with
other strategies, fits in with current
processes. Show how PDMS fits in with
the TN Taker flow.
- GIP CoW delivered in national
conference, create sense of urgency and
excitement
Find more information here
http://www.myaiesec.net/content/viewfile.do?contentid=10282693
- iGIP teams should be based on market
segment.
- Deliver analysis of the market of the city
to make sense for the LC
- LCVP could have a consultancy from
MCVP on how to sell & customize a JD
which ensures leadership development
- Auditing from the MC for JD creation
before putting it available
7. Customer Loyalty for Organizations
Why is this important?
Global partner retention rate is 31%. We cannot afford losing almost 70% of our customers every year
Re-raising is 3x easier than new raising.
Our processes and products should be improved consistently to upscale and sustain partnerships.
2014
Customers
2011
Customers
2012
Customers
2013
Customers
8. Customer Loyalty for Organizations
What to consider for re-planning?
-
-
If you have any customer feedback within 100 days challenge, check and analyze the insights
(check further slides to see how to reach survey responses)
Make sure CLO related KPIs are in planning framework
KPIs would be: % of partners retained, % of partnerships upscaled, number of re-raises, number
of conversations held, etc.
Hidden checkpoint! Good to see that you‟re checking output. As a reward: Go to MCPs FB
group, find the post that announces STM output released, and post a random (it could be very
random) question as a comment to any ST member. Your questions will be answered for sure.
Define goals related to those KPIs until the end of the term
HR allocation / structure alignment on MC/LC level for proper account management in order to
achieve these goals
9. Customer Loyalty for Organizations
Specific Ideas from the Steering team meeting for implementation/ST
next steps
1.
Clearly communicate the benefits of CLO-esque activities and connection with results at every GIP touchpoint. Showcase
CLO as a growth strategy to the LCs and show clear connections to expected results.
2. Have a guideline with CEM minimums (checklist, timelines) for a company in order to assure the re-raise.
3. Integrate those minimums to membership criteria/compendium/incentive systems
4. Develop a CRM system, which would make standards implementation and feedback analysis easier
5. Define and clearly communicate proper KPIs for CLO, both on national and local level.
6. Identify 1 or 2 LCs that they consciously support in CLO implementation perfectly, and then showcase the KPI progress and
results massively in the national network. Expand the pilot circle step by step.
7. Encourage and support LCs to allocate people with customer oriented competencies in customer facing roles.
8. Support LCs to define checkpoints (Ex: every 6 months/after every RE) when the partnership will be reviewed, feedback
taken and then new plan for the partnership will be made. Such a checkpoint should be conducted by the account manager
with the LCVP ideally.
9. Create guidelines for content of the customer meetings on how to handle promoters, passives and detractors in re-raising.
(FAQ form would work better)
10. Make sure you collect references & testimonials.
11. Launch national challenges/campaigns to speed up KPI progress. (Get integrated or replicate global ones)
12. Analyze customer feedbacks on a quarterly basis for process improvement
and product development, build action plans and share the learnings.
10. Customer Loyalty for Organizations
Find more information here
Customer Loyalty for Organisations session in IC 2013, Egypt
http://www.myaiesec.net/content/viewfile.do?contentid=10282695
How to access your 100 Days Challenge data:
1.
2.
3.
4.
5.
6.
Go to http://secure.wufoo.com/login
Username: aiesec.wufoo@gmail.com / Password: 100 Days Challenge
Click „Reports‟ tab on top
Click „Export‟ button, located right under „GIP feedback‟
Choose the format that you want to have the data
Filter, play, create pivot tables, do whatever you want but make sure you analyse the data
12. Supply and Demand
Why is this important? What results can it bring to the entity?
It can bring alignment of Sub-products within the country partners and make sure that you have faster MA process
It will bring a better understanding on how to track your partnerships in MC and LC level
It will bring a perspective on how to align your BO to the main strategies for partnerships
It will guarantee you will also deliver all the minimum standards of quality to a co-delivery
It will show you how to involve the LCs in the Partnership creation and definition
It will show you how to RA and use MKT strategies in the right sub-product and with a clear partner definition to make sure
you will MA
It will show you why and how to provide the right information to your legal processes and guarantee a faster MA
13. Supply and Demand
What to consider for re-planning?
Tier 1
–
–
–
–
–
–
–
–
–
–
Consider the sub-products your partners and main suppliers in the network are working with to
re-plan you goals
Historical data
Main suppliers in the network for iGIP and oGIP
Check on the visa regulations to work with GIP in every country you plan to work with
Have a check list of the minimum quality standards you need to have to deliver the partnership
Consider putting in your timeline regular meetings with MCVPs and MCPs of your main suppliers
What are those markets that have a big potential and you could invest in to grow as your supplier
Consider if you are in the Piloting S&D entities and what are the next steps for the partnership
Align your BO strategies to your partnerships (ex: if you are going to partner with India, how are
you gonna make sure that you only accept EPs that want to go there; how do you make sure that
you promotion strategies are directed to this country etc)
Make sure you have a clear national campaign that is aligned with your partner to send to your
LCs
14. Supply and Demand
What to consider for re-planning?
Tier 2
–
–
–
–
–
–
–
–
–
–
Consider the sub-products your partners and main suppliers in the network are working with to
re-plan you goals
Historical data
Main suppliers in the network for iGIP and oGIP
Check on the visa regulations to work with GIP in every country you plan
Have a check list of the minimum quality standards you need to have to deliver the partnership
Consider putting in your timeline regular meetings with LCVPs, MCVPs and MCPs of your main
suppliers
Congratulations! You have discovered a hidden checkpoint. As a reward, feel free to go to
Anubhav‟s FB page, post this gif image and congratulate him on behalf of Indian movie industry.
He‟ll appreciate that.
Consider if you are in the Piloting S&D entities and what are the next steps for the partnership
Align your BO strategies to your partnerships (ex: if you are going to partner with India, how are
you gonna make sure that you only accept EPs that want to go there; how do you make sure that
you promotion strategies are directed to this country etc)
Make sure you have a clear national campaign that is aligned with your partner to send to your
LCs
15. Supply and Demand
What to consider for re-planning?
Tier 3
–
–
–
–
–
–
–
–
–
–
Consider the sub-products your partners and main suppliers in the network are working with to
re-plan you goals
Historical data
Main suppliers in the network for iGIP and oGIP
Check on the visa regulations to work with GIP in every country you plan
Consider putting in your timeline regular meetings with LCVPs, MCVPs and MCPs of your main
suppliers
Consider making an analysis of the main LCs you could work in the network with and to make
direct partnership with them
Get some GCPs of growth in Tier 3 countries: a lot of times it‟s easier to make partnerships
within the same region
Consider if you are in the Piloting S&D entities and what are the next steps for the partnership
Align your BO strategies to your partnerships (ex: if you are going to partner with India, how are
you going make sure that you only accept EPs that want to go there; how do you make sure that
you promotion strategies are directed to this country etc)
Make sure you have a clear national campaign that is aligned with your partner to send to your
LCs
16. Supply and Demand
Specific Ideas from the Steering team meeting for
implementation/ST next steps
–
–
–
–
–
–
–
–
–
As MCP, make sure you know if you are tracking the main partnerships and the next steps of it
Have a check list with the main deliverables of co-delivery (LEAD, OPS, IPS)
Have a previous study of the visa processes in your country and main suppliers you plan
BO alignment with your main partners
Make sure you have a clear national campaign that is aligned with your partner to send to your
LCs
Provide a guideline of visa processes to your partners
TN form audit: do not approve if EP is not through partnership
Involve LC´s in creating national partnerships even before they are formed - have LCs suggest
partnerships, show data to validate if the partnerships would be good, then create partnerships
and launch to the network
After each international conference; have national conference to have partnership launch create commitment around the partnerships
17. Supply and Demand
Specific Ideas from the Steering team meeting for
implementation/ST next steps
Internal and external
analysis (purposedriven mkt
segmentation, historical
datas, subproducts of
main suppliers, visa
regulations with main
suppliers, potential
suppliers etc)
Alignment of your BO
strategies with your
partners (only promote
your suppliers, provide
national campaigns etc)
Make a timeline with
your meetings with
main suppliers and a
check list with the main
deliverables of the
partnership
Provide information on
your visa process to
your partners
Find more information here
http://www.myaiesec.net/content/viewwiki.do?contentid=10281900
http://www.myaiesec.net/content/viewfile.do?contentid=10282694
Subscribe to the Challenge!!
Follow up on the
partnership
19. Talent Capacity
Why is this important? What results can it bring to the entity?
We want our Organisation Structures to enable, and not hinder, bigger and better
delivery of Leadership development experiences.
Sometimes we think that the only way that HR can contribute to growth in results
is by adding more people. This is wrong most of those times
Right # of people + right roles + right JDs + right training = TC driving 2015
achievement!
What to consider for re-planning?
Your current structures, specially in focus programs, in different LCs.
National goals in ELD, efficiency & retention.
LnD Strategies and which would be the best
Good job! Another hidden checkpoint, which gives you another task.
Giancarlo is suffering since his role model is having some difficulties
recently. To make him feel better, post this image to his FB profile. He really needs that.
20. Talent Capacity
Specific Inputs and Ideas from the Steering Team for implementation:
–
In order to proceed with implementation, MC needs to have an idea on TC KPIs of the country:
•
•
•
–
–
–
–
–
–
–
–
–
Efficiency
Retention
Exchange Goals
Customization inside the TC Summit output structures is possible according to the national goals of
ELD, member efficiency and retention.
The whole MC Team should know about your TC strategy, so that everyone passes the same
message. Creation of the new TC strategy should be done by TM/LnD/OD/Operations together, led
by VP TM.
Make LC VP TMs aware of their role and JDs - moving to a more “professional” perception of the role
(no more flipchart, random recruitments and roll calls)
Consider different peaks for each program and based the new HR inputs & education in accordance.
Support and LCs during planning/re-planning process for the year 2014.
Have a clear implementation plan according to the LC Calendar (easier to implement when EBs are
shifting, during transition). Include Education and strategy inputs.
Plan L&D together with structures, so that there is a clear educational plan in place from the very
beginning.
Have a stable resource center with all the needed education material, in order not to lose knowledge
through time.
Keep track of how many members there are in the country (and on each knowledge level). Only
TMP/TLP numbers dont count
21. Talent Capacity
Specific Ideas from the Steering team meeting for
implementation/ST next steps
Organize 2-3 day national
TC summits to validate the
national TC plan and
design structures and JDs
in individual LCs.
Capitalize on national
conferences in Dec/Jan to
deliver the message from
Step 1. Follow up with
delivering customized TC
support through virtual LC
Consultancy
Define and track progress
of LCs towards the
implementation of ideal
structures, with a clear todo list of basic tasks and
more advanced directions
(according to LC cluster.)
22. Find more information here:
http://bit.ly/TalentCapacity
http://www.myaiesec.net/content/viewfile.do?contentid=10282691
24. Marketing for Conversion
Why is this important? What results can it bring to the entity?
We realize only a fraction of what we attract.
Marketing activities are confused as Communications and are not connected to ELD Goals – Marketing is not
driving GIP/GCDP.
We only match 30% of our available EP forms, and even less of our TNs. Time taken to match 120 days!
Our customers are left in the dark once they register for our programs They aren‟t contacted for ages!
We need to start using external data (through OP & ORS) in addition to our internal CY partnerships. There is a
huge scope for growth in that ORS
What results can it bring to the entity?
Accurate customer
attraction, with right
expectations
Fast and simple
conversion +
tracking
Increased
matching rates
Lower experience
delivery time (Ra
Re)
25. Marketing for Conversion
What to consider for re-planning?
- Understand that Marketing is different from Communications.
- Think of how OP & ORS can be integrated in your existing Raising & Matching process.
- Cascade it to planning or re-planning of LCs:
- Clarify the KPIs for Marketing, create the culture where Mrkt and front office functions are
setting the goals together and working together the goals and put these KPIs in the LCs replanning tool
- Have Marketing and OGX together accountable for the matched targets, NPS score for
matched
- Selection of VP marketing should be stricter - find people with the right skills (like previous
operational experience) and educate your LCPs on how to select and train the marketing
people
- Include in the incentives systems and awards the KPIs, such as conversion rate.
-Hidden checkpoint! Good to see that you‟re checking output. As a reward: Go to MCPs FB
group, find the post that announces STM output released, and post a random (it could be very
random) question as a comment to any ST member. Your questions will be answered for sure.
26. Marketing for Conversion
Specific Ideas from the Steering team meeting for implementation/ST next
steps
1.
2.
3.
4.
5.
6.
7.
Have a meeting with MCVP Marketing and MCVP OGX to: set KPIs from application to match; set the meetings
and checking points of KPIs together.
Include conversion rate track in MCEB Meeting.
Include conversion rate in LC planning or re-planning framework.
Include Global ORS as a traffic source, and link it to national website
Selection of VP marketing should be stricter - find people with the right skills (like previous operations
experience) and educate your LCPs on how to select and train the marketing people
Include in the LC incentives systems and award the KPIs, such as conversion rate.
Have virtual and/or physical (in the next national conference) training about synergies between Operations and
Marketing following Talent Capacity output.
Find more information here:
Global BIG AIESEC Wiki
Global Marketing Wiki
GLOBAL | BXP Summit WIKI (Coming soon in MCP Newsletter and
myaiesec.net)
http://www.myaiesec.net/content/viewfile.do?contentid=10282693
28. Leadership in Every Experience
Why is this important? What results can it bring to the
entity?
Ensuring every single GIP delivering proper Leadership development experience
Members understand impact of GIP
TMP/TLP leadership development to drive growth
Alignment towards the purpose in the network
Increase % of promoters due to Leadership Development Experience
What to consider for re-planning?
–
–
–
–
Always make sure you have clear and concrete ideas on how you will deliver the Why of GIP in
every touch point with your network – conferences, newsletters
Analyze if your GIP programs are really delivering all the main points of LXP to your
market, members and organization
Have a clear plan on how to get and share the GCPs and promoters in GIP within your network
To have a reflection on your team on what is the importance of GIP for your country, what is the
kind of leadership that is needed and how is it connected to what your country needs.
29. Leadership in Every Experience
Specific Ideas from the Steering team meeting for implementation/ST next steps
1.
2.
3.
4.
5.
6.
7.
8.
Share your GIP leadership stories in your internal communication channels
Talk about this in your National conferences, Summits, Visits in LCs
Make a reflection with your MC team and National Plenary on the kind of leadership you are
developing in GIP and why it is needed in your country
Use the Organizationa|, Market and Personal Value model to facilitate the understanding of LXP in
GIP
Make sure that in the JD of the TN form you make a clear understanding of the leadership the EP
will develop during the exchange
Insert related questions in new MCP/MC/EB applications
Challenge your network: show datas of how GIP leadership can impact the sector in your
country, show the difference that it could bring to your reality
Congratulations! You have discovered a hidden checkpoint. As a reward, feel free to go to Anubhav‟s
FB page, post this gif image and congratulate him on behalf of Indian movie industry. He‟ll
appreciate that.
Find more information here – AI Wiki
http://www.myaiesec.net/content/viewwiki.do?contentid=10270198
http://www.myaiesec.net/content/viewfile.do?contentid=10282689
Be aware: Leadership Summit Output will be released
soon! Make sure you will check it!