AIESECBUSINESS

MODEL

AIESECBUSINESS

MODELGUIS & MASRY

steering team | #chilli

WHAT IS A BUSINESS MODEL?

WANNA KNOW MORE?WANNA KNOW MORE?

17 Business Models Shaking Up the

Marketplace

6 Companies that succeed changing

their BM

*for young people!

Young people

Participants

LDM

Inner & Outer Journey

TN Takers, Enablers,Learning Partners

Platforms

Fees & Partnerships

Network & Education

Digital & Physical

WHAT’S

OUR

UNIQUE

Kick-start the life-long leadership development journey of young

people, by fostering the following 4 qualities:

Empowering OthersSolution Oriented

World CitizenSelf-Aware

WHY

A LEADERSHIP

CENTERED

CHANGE THE RULES?

HOW CAN WE ENSURE THAT OUR UNIQUE

VALUE PROPOSITIONIS CLEAR TO EVERYONE

AND DELIVERED IN EVERY ACTIVITY THAT WE DO?

HOW TO DRIVE THIS

SHIFT?How great leaders deal with change?

START FROM .....

ENTITYFREQUENCY

MC Engagement

Have clear definition of JDs and responsibilities on your

MC for BM implementation & progress tracking

Define key KPIs for tracking and assign clear responsible MCVP for tracking

Make sure that your planning process has clear

links to the BM

EY EngagementGear your R&R towards BM implementation

Gear internal communications plan for highlighting

relevant success stories and pushing for BM related

messages.

Embed BM education in the coaching activity for LCPs

and/or LCEBs to increase understanding

Make sure that is not just a project or just a checklist and processes but also it should have a cultural aspect and plan about how to turn the conversations within

the plenary towards BM implementation

CHANNELS

Entity control board for standards

LCP coaching calls/visits

Planning & re-planning conferences

Induction & training conferences

Online channels for campaigns

FREQUENCY

• Helps to understand how far your entity is from ideal state

• Helps in making decision about assigning responsibilities for specific MC members regarding the project

Define Current level of understanding

• To utilize national / regional touch physical points

• To also define how your internal communication plan should work to compliment the fixed physical touch points

How to use fixed touch points with the plenary • Contineously assess progress

of understanding & implementation

• Helps you add dynamic aspect to your coaching activity (your communication can become fast; based on need)

Follow-up

OPERATIONAL LEVEL!

TIERS

How can my entity use the insights from Youth Speak data

to make my term plan more relevant externally?

How does these insights affect my planning?

Out first customer segment is «young people» and what we

offer to them should be based on their needs & opinions :

that’s the biggest impact of YS on our planning!

How are my LCs currently implementing the BM taking it from concept to on ground reality?

What activities are they doing to make this happen?

Business Model might be already in the implementation

phase : analyze your LCs, spot the activities and plan

activities to help them connecting the dots!

NETWORK SENSINGNETWORK SENSING

S&S are a fundamental part of the Key activities we are

providing to customers (GCDP/GIP) to guarantee I&O

Journey and high quality delivery!

STANDARDS

& SATISFACTIONSTANDARDS

& SATISFACTION

What is the current understanding of standards in the plenary?

What are the activities I need to do to make sure that standards

implementation is aligned with the business model?

Business Model is changing, customer flow is changing,

AIESEC is evolving. Did you evolve your LCs structures

according to this evolution?

STRUCTURESSTRUCTURES

What are the needed changes in LCs structures to enable BM on ground implementation?

What are the roles that need to be activated and defined, & what roles that should be removed/improved?

How can I communicate those structural changes to my plenary in the most effective way possible to be implemented?

Ensure a proper revenue stream can provide you enough

resources to invest and make your organization grow wven

more!

FINANCIAL

MANAGEMENT

FINANCIAL

MANAGEMENTWhat are the needed changes I need to do in entity’s financial model to

enable BM implementation both in MC & LC levels?How can I communicate and manage the change process effectively?

How can I track implementation? What are the most suitable tools for my reality?

Education cycle, KPIs and proper usage of channels can lead

you to successful implementation and mindset shift!

KPIs & KNOWLEDGEKPIs & KNOWLEDGEWhat are needed changes in my education cycle to enable BM

implementation? How can members, MM & EBs become empowered & motivated to

implement those changes?What will be my KPIs to track progress?

What are the most effective channels to deliver this knowledge to my plenary?

LEAD is the catalyst for delivering

our unique value proposition to our

customers. Like the standards, it is

not an option to implement!

LEADLEAD

How to align LEAD activities with operational timeline? Who will be the key responsible people on MC level for LEAD

implementation? And What is the needed synergy on LC level as well?

EXPA is the platfrom (resource &channel) through which our

business model works. Ensuring its complete understanding

and usage is the basis for success!

SYSTEM USAGESYSTEM USAGEHow knowledgeable my plenary about EXPA? What do they still need to

know? & How?How to communicate the urgency of fully utilizing EXPA to enable the new

customer flows?

All elements are very important, what needs to be ensured is how they are prioritized according to

your reality & focuses for next term. Determining priority will also depend

on the resources that your entity

have currently and on deciding upon which elements can bring

biggest resultin your term based on the

resources and focuses you have.

Standards & team

minimums

implementation.

LEAD delivery in all

programs.

BD structural evolution

Piloting financial model

changes for enabling

new customer flows

Standards and team minimums education cycle

and delivery plan. LEAD implementation in at

least the key driver program. Reflecting new customer

flow in the job descriptions.Adapting financial model to support in OPS & IPS basic

delivery. LDM based promotion in the

student market

1&2 3&4

INDIA

Useful guide for Team Leaders on how to concretely

implement Team Minimums at the local level!

AIESEC in Ukraine -> LEAD for GCDPAIESEC in Russia -> LEAD for GCDP

AIESEC Czech Republic -> S&S Tracking & Implementation

AIESEC in Italy -> I&O Journey in Team EduccationCycle

AIESEC in Egypt -> LEAD for TLPAIESEC in Romania -> LEAD for TMP / TLP

AIESEC in Serbia -> LEAD oGIP / iGCDP

CONTACT THEM!

#steeringteam1516