aiesec sg er principles (050412)

8/2/2019 Aiesec Sg Er Principles (050412)

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AIESEC SINGAPORE EXTERNAL RELATIONS PRINCIPLES

Last Updated on 5th

Apr

What this document is about

a. This document outlines the principles that govern all external relationship management by members of

AIESEC Singapore.

b. Through the implementation of these principles, the goal is to enhance the strength of our brand with

the application of professional and consistent external relationship management.

c. Please read through this document thoroughly and ensure that all external representation is in

accordance with these principles.

1. All members to represent AIESEC Singapore in a unified image to external parties with accordanceto code of ethics, professional conduct and brand alignment.

a. Presenting a unified image

i. When a member comes into official contact with any external, be it to organizations or student

bodies, one is effectively representing AIESEC Singapore and its brand image. AIESEC

members should observe the code of ethics and professional conduct to uphold the integrity

and consistency of the brand of AIESEC Singapore.

ii. All external representation must be brand-aligned. Brand-alignment goes beyond visual

guidelines for marketing materials. It involves the commitment of members for all conversations

about and decisions for the organisation to be made with strict alignments to AIESECs mission,

vision, plans and strategies.

Actions that are not brand-aligned include: promoting AIESEC as an internship agency, making

discriminatory comments, selling local internships, etc.

iii. For more information about the AIESEC brand, please refer to the Brand Experience Toolkit1.

b. How to present a unified image

i. Sales Training

All members should only represent AIESEC Singapore in the area(s) they have received

training(s), outlined in the table below. Members who have passed the trainings will be issued a

certificate or tracked or both. This is with effect from 1 September 2009.

1Brand Experience Toolkit can be found athttp://myaiesec.net/content/viewfile.do?contentid=10081961#

If you have passed You may represent AIESEC Singapore in

AIESEC Introduction andBrand Education Training

AIESEC Sharing with the public(ie. Realities, organization knowledge)

Networking Training Networking opportunities in the respective areas

Sales and Product Training Sales pitch and negotiations
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ii. Using the Brand Tool Kit

The Filter Tool is a useful instrument to aid in your decision making. To check brand alignment,

make sure all of your answers to the questions in the Filter Tool lie in the Green zone,

especially that of question 3 and 6.

Figure 1.1 Brand Experience Toolkit, The Filter Tool

2. All members to observe the rules and regulations governing contact ownership in maintaining

singular contact point for any external organisation.

a. Why do we need to define contact ownership?

A contact is defined, in the context of AIESEC Singapore, as a person representing an external

organisation that has signed a partnership contract with us. As part of the strategy to ensure a

unified image of the organization, we hope to maintain only one point of contact to each

organization. This is to avoid conflicting messages communicated to the contacts, or have

separate agreements made that may result in conflict of interest between different LCs/MC. It is

also easier to keep track administratively.

b. The different types of contacts and means of ownership

i. Acquired contacts

Many targets can be found typically listed in the Singapore general company

listings/company directories/The Green Book. They are typically Cold Targets2, but can

also be Warm Targets3.

They are acquired by your LC to do cold-calling.

They can also be acquired through networking events and referrals.

The ownership of the contact would automatically belong to the assigned LC when a

deal is struck.

ii. Existing LC/MC Contacts

These are contacts whom you have existing working relationships with, or whom you

have constantly kept in touch with for the past one year.

If you obtain a contact through your own cold-calling or networking efforts, the contact will

automatically be classified under your ownership.

If your LC holds on to cold contacts and wishes to retain those under LC ownership,

please make sure you inform the MCVP BD and MCVP ER on your plans to engage

these contacts and update the information on the Customer Relations Management tool

(called CRM in short). If not, the contacts would be transferred to the Common Contact

Pool.

2Cold targets refer to contacts that we did not actively keep in touch with for the past one year, or companies that we

have never contacted before.3

Warm targets refer contacts that we have been regularly in touch with over the past 1 year.


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iii. Common Contact Pool

It contains contacts in the CRM which have not been assigned ownership to, and also

contacts which are not currently engaged by any LC/MC.

LCs and MC can choose to bid for the ownership of a contact in the common pool if

they have an engagement plan for the contact.

Bids will be assessed based on your plans and capacity to engage the contact effectively.Please discuss with the MCVP BD and ER about your engagement plan.

Contacts will be transferred to the common pool if

the current owner of the contact chooses not to engage the contact (e.g. LC A thinks

that they dont have the capacity to engage Company X effectively, or the nature of

Company X does not fit into LC As year plan)

the contact rejected the previous owner on their engagement plan (e.g. LC A

approached Company X about their LC activity but Company X is not interested in

working with LC A for that activity)

if they have not been satisfactory in their engagement with the contact (e.g. LC A worked

with Company X, but Company X make valid complaints about LC A) (as subjected to

mid-term review4) This is to ensure that we maximise potential engagement with any contact.

The common pool will be maintained by the MC VP ER.

iv. Media Contacts

They refer to external agencies which provide publicity avenues for activities.

These contacts may be provided by the MC or sourced by your LC.

All media contacts with exception to university media will be managed by the MCVP

Communications. This is to ensure proper branding at all times. If you need publicity

through any of the Media Contacts, please approach the MCVP Communications.

All use of media contacts have to be brand aligned.

v. Foundations, governmental and diplomatic institutions All foundations, governmental and diplomatic institutions are under the ownership of the

MC VP Finance, unless otherwise stated.

All funds generated from these contacts will be distributed to LC and MC activities based

on individual needs.

vi. Global Partners

Internationally, all Global Partners are managed by the Global Coordinator in AIESEC

International.

In Singapore, the Global Partners are managed by the GEP Coordinator. Because of the

nature of how they are engaged, the contacts will be strictly owned by the MC VP ICX.

c. Understanding the different Ownership Levels

i. Before contacting any organization, the LC/MC should refer to the CRM to see if the

organization is already under the ownership of another LC, and make relevant arrangements

with the owner LC/MC when liaising with the organization.

ii. Primary contact owner is responsible for managing the account on an annual basis.

iii. Secondary contact owner(s) work(s) with the account on an annual ad-hoc basis.

iv. There can only be up to 2 secondary contact owners for a single account.

4Mid-term review happens every December and June. The review is meant to evaluate the current level of

sales and customer relations management. It will measure satisfaction from current partners as well as AIESEC

brand awareness from potential partners. The review may be conducted through interviews or survey forms.


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d. Becoming a secondary contact owner

i. LC/MC can become secondary contact owner upon the approval of the primary contact owner

and existing secondary contact owner (if any).

ii. Interested LC/MC is required to send a detailed proposal to the primary and/or secondary

contact owner for their approval 3 months prior to delivery of proposed partnership to prevent

conflict in interest.iii. Primary contact owner reserves the rights to reject any proposals if deemed unsuitable under

reasonable considerations.

iv. Primary contact owner is to communicate with existing and potential secondary contact owners

2 months prior to the annual proposal for the account. Potential secondary contact owners

include LC/MC who has expressed interest or LC/MC identified to be suitable for the proposal.

v. In the event where an annual proposal is sent in prior to a new secondary contact owner

request, the primary contact owner is strongly suggested to send in the additional proposal for

consideration by the account.

e. Ownership disputes

i. For LC-LC conflicts, the MCVP BD and MCVP ER have the sole discretion in settling a dispute

should the LCs be unable to reach a unanimous conclusion.

ii. For MC-LC conflicts, the MCP would have the sole discretion in settling the dispute should the

involved parties be unable to reach a unanimous conclusion.

iii. If an organization contacts more than one LC/MC within 3 months about engagement in similar

areas, the MC will automatically take over the ownership of the contact. i.e. when the company

wants to extend their engagement to other LCs, the main person in liaison should be from the

MC. This is because the MC would be most suitable to oversee the entire operations across all

the LCs.


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f. Punishments for flouting the rules

i. Should any LC/MC makes contact with an owned contact without the knowledge and approval

of the owner, all benefits accrued will be transferred to the owner. Where benefits cannot be

transferred, the owner entity may claim ownership over an organization owned by the imposing

entity subjected to acknowledgement from the MCVP ER.

ii. Accounts/ projects held be all LC can be frozen if found to be not aligned with the AIESECbrand. Freeze means that these accounts/ projects would be out of bounds to the LC until

mitigations/corrections have been made.

3. All members to be engaged in open communication between entities and stay abreast with the

latest updates on news and information within AIESEC Singapore.

a. General Communication

There will be a wiki for business strategy team in www.myaiesec.net. The wiki will contain allnecessary documents, analyses and updates. All members engaged in external relations should

check the wiki at least once a month.

In case of urgent matters, the MCVP External Relations or MCVP Business Development should

be contacted via phone calls (through the number provided on the wiki).

b. Helping one another sell products

All local and national products will be updated on the wiki and everyone may sell these products.

However, it is not advisable to focus on selling another entitys products. The commission with the

successful sale of another entitys product will be decided at the beginning of each year by the

business development responsible of the entity.

c. Using the Customer Relations Management Platform

i. The official customer relations management platform is sugarCRM. All information outside of the

system will not be recognized by AIESEC in Singapore.

ii. Only official AIESECers should have access to the system.

iii. All information in the system is confidential and should not be divulged to any external parties.

This includes account passwords and contact information of all partners.

iv. All legal liabilities with respect to misuse of the system will be borne by the member and the

entity he/she belongs to. Please exercise strict control on your account.

v. Please refer to the CRM education pack for information on how to use the various functions.

4. All members are to be abided by the profit sharing system of AIESEC Singapore.

a. Why do we need to define profit sharing?

With effect from 1 November 2011, LCs are given the rights to propose new initiatives when the

aggregated BST income stream exceeds what was budgeted. All initiatives are subjected to the

approval of the MC VP Finance. The aggregated BST income stream can be derived from sales

managed fully by the LC, sales effort assisted by the MC or MC accounts serviced by LCs. Profit

sharing applies in the second and third cases to define the portion of the profit to be assigned to

LCs and MC.
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b. Servicing GEP accounts

c. Raising/servicing accounts assisted by MC

Description Amount (SGD)

Revenue (from TN fee) $1,700.00

Expenses

TN form raising cost (on myaiesec.net) 0.00

Reception package cost 500.00

Total - Expenses $500.00

Profit $1,200.00

Entities Percentage (%) Profit shared (SGD)

LC 15 $180.00

MC 85 $1,020.00

Description Amount (SGD)

Revenue (from TN fee) $2,000.00

Expenses

Leads generation expenses(Networking event fee, etc) $0.00

Sales expenses (printing, travelling,etc)

0.00

TN form raising cost (on myaiesec.net) 0.00

Reception package cost 500.00

Total expenses $500.00

Profit $1,500.00

Activities Components Percentage (%) Profit shared (SGD)

Raising Leads generation 5 $75.00

Company meeting 10 $150.00

Follow up 45 $675.00

Matching 25 $375.00

Reception 15 $225.00


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d. Delivering MC partnerships

Depending on the type and scale of partnerships, the profit sharing model will be evaluated on a

case by case basis by the MC VP Finance. Illustrated below is what could have been the profit

sharing for PwC partnership in 2011.

Description Subcomponents % Entities Profitshared (%)

Leadsgeneration

MC 2.00%

Sales activities MC 18.00%

Partnershipdelivery

80.00%

Publicity 10 MC 8.00%

NLDC 25 MC 20.00%

AlumniGatherings

5 MC 4.00%

TalentDevelopment 20 16.00%

PwC new recruitsto go on @ DT

5.00% MC 4.00%

Training providedby PwC staff

5.00% MC 4.00%

PwC to take in MTintern from @

5.00% MC 4.00%

5.00%LC

(Matching &Reception)

4.00%

Subtotal - TalentDevelopment

20.00% 16.00%

Campusbranding andStudentEngagement

40.00% 32.00%

AIESECrecruitment talk

2.00% MC 1.60%

8.00% 4 LCs 6.40%

PwC Campusoutreach events

10.00% MC 8.00%

20.00% 4 LCs 16.00%

Subtotal -

Campusinvolvement 40.00% 32.00%

Subtotal - Partnership delivery 80.00%

Total - PwCPartnership

100.00%


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Types of Partnerships/Sponsorships/SupportersTo be updated.

Document Prepared by:Ong Chah Yiin, MCVP ICX 09/10

Victoria Chen, MCVP BD 09/10Adrian Ong, MC HGS 09/10

Document Revised by:Josh Toh, MCVP ER 11/12

aiesec sg er principles (050412)

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