ncf customized in ogip

NCF customized in oGIPAlice, MC VP oGIP 14/15

EPM, only goal is to help match

Old oGIP Operation Flow based on myaiesec.net

Raise Match Realize

EP

Mem-ber

Student EP Returnee

Consultancy

Interview Match Service

Provide Necessary Documents

No service and even no contact

PromotionPrepare necessary

documents

?

Learning point

Service

MRMarketing

(very basic)

Communication skills, CV modify Visa process

Very poor and basic learning because of not challenging JD

?Where the real EXPERIENCE happens

Problem we face with old process• We put too much effort on EP raising and matching, with poor and un-

standardized service while matching period. Almost no any service during where their real experience happens – realization. And no any follow up and service after realization.

• Because poor service during and after realization, we face problem on keeping returnee contacted and asking them to re-integrate in AIESEC. We cannot showcase enough good case to make our marketing and brand management sustainable.

• Because of expected JD for member is too high to be implemented (e.g. career consultancy), member start to do repetitive simple work and thus cause poor service for EP and also poor learning for members. Then it comes to leadership pipeline and talent capacity problem in this function.

• And based on the original logic, leadership development and AIESEC value is almost not mentioned during the whole process of oGIP – which should have been the most emphasized part in an AIESEC Experience.

Mindset change in oGIP based on NCF

• Focus more on Leadership Development

• Build up Marketing & Brand management logic and capacity

• Redefine standardized Customer Service process

• Design standardized Customer Relationship Management

• Redefine function structure and member JD

Two Fundamental Changes in oGIP

LeadershipDevelopment

Customer Experience

New Customer Flow for EP

oGIP New Operation Flow based on NCF

Marketing Consultancy CRM

EP Stranger Visitor Lead Customer Promoter

• Sub-Product based marketing

• Direct sales • 1-1 consultancy• Professional training• Personal LEAD• Preparation before

leave

• Regular communication• Co-deliver personal

development with receiving entity (ICX)

• LEAD after back• Database & RTN

community• Re-integration• H4TF

Mem-ber

Service

Learning point/JD

• Market Research• Product packaging• Sub-Product based

marketing• Channel Management• PR

• Headhunting & sales• Consulting skills based on sub-

product knowledge• External resource (lead partner)

integration• Standardized customer service

delivery and management

• Standardized customer relationship management

• Leadership development knowledge (more research and practice about how to deliver leadership development to EP)

• External resource management• Facilitating skills (LEAD delivery)• Showcasing – part of marketing

oGIP New Function Structure Proposal

• 100 Realization / year VP oGIP

Sub-product 1 Marketing TL

MR

Marketing

PR


MR

Marketing

PR

New sub-product

marketing manager

Sales & Consultancy

Team TL

Member 1

Member 2

Member 3

Member 4

CRM TL

Member 1

Member 2

Member 3

Member 4

LEAD manager

In this team, each member is responsible for one part, while they are all delivering and operating every part together.

Sales & consultancy team start to contact EP when they are “visitor” on OP. They provide standardized consultancy to every EP.

LEAD manager should have good leadership development or talent management or career development background, while is good at engage external resource. He will be developing leadership development cycle for GIP EP, and find lead partner to co-deliver LEAD with consultancy and CRM team.


• 50 Realization / year VP oGIP


MR

Marketing

PR


MR

Marketing

PR

New sub-product

marketing manager

Customer Delivery Team TL

Consulting Member 1

Consulting Member 2

Consulting Member 3

CRM Member 1

CRM Member 2

LEAD manager

oGIP New Function Structure Proposal• 20 Realization / year

VP oGIP

Marketing TL

Sub-Product 1

responsible

Sub-Product 2

responsible

Member 3

Member 4

Customer Delivery Team TL

Consulting Member 1

Consulting Member 2

Consulting Member 3

CRM Member 1

LEAD manager

VP oGIP

Sub-Product 1 Team TL

Marketing

Consultancy

CRM

LEAD

Sub-Product 2 Team TL

Marketing

Consultancy

CRM

LEAD

New sub-product

Manager 1

New sub-product

Manager 2

Model 1 Model 2

In this model, VP or TL will be responsible for LEAD delivery

In this team, each member is responsible for one part, while they are all delivering and operating every part together.


• 5 Realization / yearVP oGIP

Marketing Consultancy CRM

With a realization number within 5, the bottleneck usually is on marketing part. No need to have too many people in this function, but VP should recruit member with strong marketing skills or insight to try to build up Global Talent brand in the campus. Lead part should be delivered by VP directly.

Stand for your function structure designing

Function productivity / efficiency SHOULD be ≥1, to make sure you have enough workload in your function.

Function Productivity

Whatever structure you choose, make sure you are Sub-PRODUCT BASED when you are doing marketing.

Sub-Product Based

Make sure you have LEAD development plan in your function and should assign responsible person for it.

LEAD

Marketing means ON-GOING MARKETING. So when making marketing plan for your year, make sure marketing team is not only planned for peak time, but has a long-term plan for brand management, channel management and PR.

On-going Marketing

Synergy talk you MUST have before planning

• With TM:• Make sure you have reasonable function structure while considering

Function productivity

Member JD and LEARNING CYCLE redefined based on NCF

Team Minimum implementation in your function

• With MarComm:• Clarify responsibility between oGIP marketing and MarComm function.

• Design your marketing strategy under suggestion from MarComm.

• Evaluate your current channel management and PR situation with MarComm, discuss about further plan on these two area.

• With Finance:• Go through all finance process that might changed after NCF

• Evaluate and revise your budget based on NCF

Synergy talk you are suggested to have

• With TM:• LEAD development plan for oGIP EP

• EP Consultancy plan input

• With LCP:• How to sell oGIP and build oGIP brand with the network and power of

LCP (your organization CEO) – Channel management, PR

• How to build up oGIP awareness in your LC – Make every member understand oGIP value, and help you to sell oGIP

• With EBT:• Make sure your LC understand NCF in oGIP

• Discuss how to drive oGIP under the support of the whole team

Q: Why should we deliver NCF and implement New operation flow as soon as possible?

• Why New Operation Flow should be implemented:• Other entities are building partnership based on NCF and GIS. We

already missed partnership building in IC, implementing NCF is the opportunity for us to catch up that. If we don’t do it, high risk of performance drop might happen because while other entities start to focus on leadership development, we are still struggling in raise-match-realize process – no entity will partner with us.

• Why Now:• If we cannot deliver this new logic and launch the first step strategy

before LC planning period, the next touching point will be Natco. Since it influences the whole operation logic (Raise-Match-Realize to Marketing-Consultancy-CRM) and function structure with member JD is redefined, LC can only start to implement it from July. 2015 – that will be too late for MoC to catch up the pace of global plenary.

Further discussion will happen in SMTC

2014 SMTC - National GIP Transition Camp

Date: Nov. 29th - 30th

Location: Beijing (Host LC: BISU)

Conference Team:

Alice (MC VP oGIP), Lucas (MC VP MarComm), Lily

(MC VP TM), Kathly (oGIP NST, BFSU VP oGIP

2014), Simon (oGIP NST, DUT VP oGIP 2014)

Objective:

• Present and discuss oGIP New Operation Flow

and Function Structure based on the new

customer flow

• Learn and discuss about 2015 Marketing

Strategy based on different product and different

type of campus

• Build National Collaboration System: MC-NST-LC

management, Partnership management, Tier

management, oGIP村民自治制度• Good case sharing between LCs and leadership

development

Thank you very much!

ncf customized in ogip

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