MC UP Team Days

Lisbon, December 2013

Planning for 2015

Our Organizational Positioning

How your competition positions

their products?

•For free and very cheap

•Direct impact

•Government support

What are the buying criteria for

our customers?

•Reputation

•Quality

•Support from the organization during the

experience

•Referrals

•Price

Our Organizational Positioning

Who are we?

Leadership Development in a Global Context

How do we differentiate?

We Develop an Experience with the

customer (more than just buying a product)

We are young and fun

We have a strong culture

Our Competitive Advantages

Physical reach

International

Database

(myaiesec.net)

Value - Yes Value - Yes

Rarity - YES Rarity - YES

Imitability - YES Imitability - YES

Organization - NO Organization - NO

Who do we want be in 2015?

What does it mean to be a global

youth voice in 2015 for AIESEC

Portugal?

Every young person in Portugal as

recognizes and has access to an

experience with AIESEC.

Who do we want be in 2015?

What does it mean to be a first-

choice partner in 2015 for

AIESEC Portugal?

The educational system recognizes us as a

youth leadership development

organization.

Who do we want be in 2015?

What does it mean to be a cross-

generational positive in impact

on society in 2015 for AIESEC

Portugal?

AIESEC in Portugal develops the life-

lasting leadership that our society

needs.

Our Goals

23 88

190 231

975

310

32 115

231 281

1123

350

GIPi GIPo GCDPi GCDPo TMP TLP

2014 2015

Main Product Strategy

GCDPi

Product Development

This is a new product to be marketed to our existing

customers. Here we develop and innovate new product

offerings to replace existing ones. Such products are then

marketed to our existing customers. This often happens

with the auto markets where existing models are updated

or replaced and then marketed to existing customers.

Main Orientations

• Extend or repackage our product;

• Develop related products or services;

• Decrease your delivery time and improve you customer

service and quality;

Market Situation – Main Strategy

GIPi + GCDPo + GIPo

Market Penetration

Here we market our existing products to our existing customers.

This means increasing our revenue by, for example, promoting the

product, repositioning the brand, and so on. However, the product

is not altered and we do not seek any new customers.

Main Orientations

• Strong advertising strategy;

• Work on customer loyalty schemes;

• Increase the activity of sales force;

• Work on alliances

GCDPi Strategy

Main Strategy

Issue Based

Project Creation

Goals

2014 – 190

2015 – 231

EURO 2020 –

Investment

Areas

MDGs

(February)

Environment

(July)

Aging

Population

(December)

Our Projects

GCDPi Strategy

Operational Plan

Partnership

Establishment

•LEAD for Eps

•New feedback model for

organizations

•Process improvement based in

customer feedback

•Product Innovation based in

customer feedback

Customer Experience Development

•Corporate Sponsorship

•Learning partners

•Co-delivery strategy with

external organizations

•Cy2Cy Partnerships

GCDPo Strategy

Positioning

Competitors

Buyers Diferentiator

•Social Impact

•International

•Goverment Support

•Low prices

•Friends opinion •Price •Project •Country

•Support Netwrok

•Leadership development

•Cultural immersion

GCDPo Strategy

Main Strategy

P2P Referral

Customer Experience Development

Op

eratio

nal Plan

Goals

Product

•LEAD for Eps •Improve Cultural Preparation •Guarantee Visa Support •Include Insurance

Price

100€ + 20€

Promotion

•Create your own experience

•Referral Incentivies

•Showcasing

•Viral campaign for word of

mouth

•University Relations

Place

Increase physical reach

Website refreshment

Process

•Redifining

recruitment season

•IT platform

improvement: ORS

and Opportunities

Portal

2014 – 231 2015 – 281

People

•Partnership

management

•Education

GIPi Strategy

Positioning

Competitors

Buyers Diferentiator

•Goverment Support

•Trustful

•Reputation

•Need to trust

•ROI

•Price

•Native for the project

•Top international talent

•Multicultural environment

GIPi Strategy

Main Strategy

Increase Notoriety and Reputation

Customer Loyalty

Op

era

tional Pla

n

Goals

Product

•Customer loyalty system •Areas Externsion •CRM •Redesign the framework

Price

Tax Exemption

for companies

Promotion

•Alliances •PR strategy •Corporate Social Media

Place

Online subscriptions

for the companies

Process

•Work on teams efficiency •Sales development •Close coaching and eduction

2014 – 23

2015 – 32

People

•Customization

•CRM

GIPo Strategy

Positioning

Competitors

Buyers Diferentiator

•Goverment Support

•Trustful

•Credibility

•Referrals

•Quality

•Reputation

•Credibility

•Cultural Experience

•Personal and Professional Development

GIPo Strategy

Main Strategy

Increase Notoriety and Reputation

Customer Experience Development

Op

eratio

nal Plan

Goals

Product

•Repositioning the brands

•Embed the customer experience in

the product management

•Include GIPo in Europe 2020 proposal

to get support to Eps travelling in

Europe

200€+

20€

Promotion

•Europe 2020 to get recognition and

credibility

•Create experiences based on trial:

Online, Guerilla MKT and Mass Media

•Fees discount through campaigns

Geographical Specialization of the LCs

Virtual Reach to different cities and places

Selling timeline from July to December

2014 – 88

2015 – 115

Price

•LC2LC Partnerships in co-delivery

model

•Retain more people during the

procees: Simplify and fasten

•Longer recruitment seasons

Place Process

Internal Capacity Strategy

Main

Development

Areas

Culture Financial

Capacity

Talent

Capacity

Knowledge

Sustainability

Internal Capacity Strategy

Enjoying

Participation

Working with

LCPs on

Happiness in

the workplace

Creating AIESEC

in Portugal

Cultural

Elements

Customer

Centricity

Part of the

induction in all

functional areas

Reward and

Recognition for

good CEM at LC

level

Innovation

Innovation Hubs

Idea Bank

Members

presence in

Internacional

Conferences

Internal Capacity Strategy

Financial

Capacity

Diversification

of sources of

income

Sales Strategy

Revision at

National Level

Government

Support

Institutional

Funding

Finacial Levelling

in Local Entities

National Funding

System

Financial Model

Review

Financial

Management

Plan and

Education

Internal Capacity Strategy

Talent

Capacity

Learning and

Development

National

Functional

Learning

Framework

National

Learning

Partners

Capacity

Structures

Guidelines

Integrated

Experiences

Re-integration

Internal

Recruitment

Micro XPs for

EPs and

Trainees

Communication

Strategy for TMP

recruitment

Leadership

Pipeline

Development

Implementation

of pipeline

management

framework

LEAD and TE

implementation

Internal Capacity Strategy

Knowledge

Sustainability

Transition

Create Local

Transition

Framework

National

Functional

Transition

New Timeline

Data Storage

Centralize data

into one

platform

Create content

list and storage

process

Operations

Manual (Process

and Entity

Development)

Alumni Data

3950 Experiences

Ho

w d

o w

e en

visi

on

20

15

Our growing physical and virtual reach

Our ability to develop

responsible and entrepreneurial

leadership

Our collaborative environment

empowers every member to live a high

quality AIESEC experience

Most credible and diverse Global

Youth Voice

Recognized across sector as First Choice Partner

Creating a cross-generational positive

impact on society

Specialized Units

PR Strategy

Interactive Online Strategy

Program Development and

Innovation

Integrated Experiences

Structures and Functional Knowledge

Institutional Relations

Customer Experience Development

Shaping Organizational

Culture

Every young person in Portugal recognizes and has

access to an experience with

AIESEC.

The educational system recognizes

us as youth leadership

development organization.

AIESEC in Portugal develops the life-lasting leadership that our society

needs.