maxis - ogx - (4) action

Wednesday, 6 November 13

AIESEC UK BUSINESS SCHOOL

Welcome to the ‘OGX Action’ Cou"e

Today’s Class...

ACTION!

CLASS 1

• BUSINESS LEARNING

CLASS 2

• TRACKING

CLASS 3

• DECENTRALISE

CLASS 1

• BUSINESS

• Importance

• Tools

• Review

CLASS 1

• BUSINESS

• Importance

• Tools

• Review

CLASS 1

• BUSINESS

• Importance

• Tools

• Review

CLASS 1

• BUSINESS

• Importance

• Tools

• Review

EXTERNAL

• PESTLE

• Comp analysis (brand mapping)

• Reality and Market

• LC, UK Exchange

• Global Exchange

• Where we !t in the market

National Strategy: Products

• Evolution

• Creation

• Risk Management

• Term 1: Country and Issue based selling and matching

• Term 2: Issue based selling and matching

GCDP: Term 1 Timeline

• Payments and raises until the 31st January with the con!rmation of Region, Country and Issue

• Feb - NST of both countries collate forms and TN’s

• Feb/March - communicate a preference of projects to the EP’s and they con!rm with a set deadline

• Deadline for matching

• Servicing and preparation

CLASS 1

• BUSINESS

• Importance

• Tools

• Review

CLASS 2

• TRACKING

• Finding your numbers

• Tools

• Review

CLASS 2

• TRACKING

• Tools

• Review

Planning

• Backwards

• Forwards

BACKWARDS Planning i

• Conversion Rates

• Allow us to see how we are doing and where the potential is for us to improve

• Gives us key KPI’s

“Backward design is a method of designing strate% by se&ing goals before ch'sing instructional methods and forms of a(e(ment”

LC Realisations Payments Applications Sign UpsNational 622 1026

Aston 19 35 122 630Birmingham 25 43 222 1417

Bristol 41 59 277 1681Cardiff 16 34 146 764

City 25 57 242 1164Edinburgh 22 33 207 1177

Leeds 45 84 338 1471LSE 40 86 319 1443

Manchester 22 41 332 1940Newcastle 22 37 180 834

Nottingham 35 57 267 1743Reading 17 25 117 480Sheffield 63 95 287 1453

Southampton

42 57 191 1050Strathclyde 12 15 111 642

Warwick 65 74 210 1315UCL-SOAS 88 136 516 2587

C!"v#r$%!" r&'#$ Realisations

Paymentsx 100

= Conversion Rate of Payments to Realisations

Payments

Applicationsx 100

= Conversion Rate of Applications to Payments

C!"v#r$%!" r&'#$

Applications

Sign Upsx 100

= Conversion Rate of Sign Ups to Applications

C!"v#r$%!" r&'#$

Applications

Sign Upsx 100

= Conversion Rate of Sign Ups to Applications

C!"v#r$%!" r&'#$

What is your realisation

goal for this year?

Conversion goals for

this year?

What are your Key

Performance Indicators?

(KPI’s)

Realisations

Conversionx 100

= Payments you need

C!"v#r$%!" G!&($

Payments

Conversionx 100

= Applications you need

C!"v#r$%!" G!&($

Applications

Conversionx 100

= Sign Ups you need

C!"v#r$%!" G!&($

PART ONE DONE!

BACKWARDS Planning iI

• Monthly targets

• Predict what is coming effectively

• Gives us key KPI’s (for our LCP’s to track us too)

“Backward design is a method of designing strate% by se&ing goals before ch'sing instructional methods and forms of a(e(ment”

TIMELINE

NOV DEC JAN

FEB MAR APR MAY

Total Realisations

100x %allocation

= % of distribution for that month

M!"')(* Br#&+,!w"

PART TWO DONE!

FORWARDS Planning i

• Direction to each quarter

• Key activities that will happen to get us there

• How this relates to other functions

“I couldn’t find a relevant quote but forwards pla)ing is a sexy t'l to help us plan the year ahead for OGX!”

Focus and Direction of

each quarter

PART THREE DONE!

CLASS 2

• TRACKING

• Tools

• Review

TRACKING THE NUMBERS

TRACKING THE TEAM

GOOGLE DOCS

TRACKING THE EP’s

CLASS 2

• TRACKING

• Tools

• Review

CLASS 1

CLASS 2

CLASS 3

• DECENTRALISE

What is a good manager?

What kind of

manager are you?

5 T!p '%p$ '! )#(p Wednesday, 6 November 13

CLASS 3.1

The Importance of Delegation

The top priority for team managers is delegation .

No matter how skilled you are, there's only so much that you can achieve working on your own. With a team behind you, you can achieve so much more: that's why it's so important that you delegate effectively!

CLASS 3.2

Motivating Your Team

Another key duty you have as a manager is to motivate team members.

Whatever approach you prefer to adopt, you also need to bear in mind that different people have different needs when it comes to motivation.

Some individuals are highly self-motivated, while others will under-perform without managerial input.

CLASS 3.3

Developing Your Team

Your skills in this aspect of management will de!ne your long-term success as a manager.

If you can help team members to become better at what they do, you'll be a manager who people aspire to work for and make a contribution.

CLASS 3.4

Communicating

Communication skills are essential for success in almost any role, but there are particular skills and techniques that you'll use more as a manager than you did as a regular worker.

These fall under two headings: communicating with team members, and communicating with people outside your team. We'll look at each in turn.

CLASS 3.5

Managing Discipline

When you are faced with a potential discipline issue, take time to gather information about the situation, decide what you're going to do, and act.

Discipline issues rarely go away of their own accord, and they usually get worse, often causing considerable resentment amongst other team members.

Discuss...

How can you best manage your team?

What are the key challenges you face?

What are the suggestions?

Welcome to the ‘OGX Action’ Cou"e

Today’s Class...

ACTION!

CLASS 1

• BUSINESS LEARNING

CLASS 2

• TRACKING

CLASS 3

• DECENTRALISE

Get ready for the systems and proce(es cou"e

maxis - ogx - (4) action

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