ICX MANAGEMEN

T BY PROJECTS

Making ICX depends on the environment and the

conditions given by local realities, such as internal

AIESEC trends and external opportunities in the market. That’s why, aligned with the

national Lifechangers Strategy, in our local

committee we have defined to work by projects with a

clear focus, which will allow us to have smarter

approaches.

Projects Development

Market Analysis

Indicators HOW DOES IT WORK?

PERFORMANCE INDICATORS

# of TNs Raised: TN forms on available in the platform. # of TNs Matched: TN forms on matched in the platform. # of TNs Realized: TN forms on realized in the platform (once the trainee has arrived). # of TNs Re-raised: when TN Takers want to give continuity to the TNs by raising a new one. # of Account Expansions: when a TN Taker demands more TNs apart from the current one. Delivery time: time it takes a TN form to pass from Available to Realized.Realization Ratio: # of TNs Raised / # of TNs Realized.

We must first define the criteria

we’ll use to evaluate our performance

during the year. In ICX we have the

next performance indicators

MARKET ANALYSIS

DEMAND (external sector): identify sectors, opportunities, needs, or projects that AIESEC

may capitalize.

SUPPLY (analysis by pool): identify the available EPs in the platform, align to the RA-MA-RE

picks, define the profiles supplied.

PROJECTS DEVELOPMENT

We must take into account these topics:

1) Segment2) Organizations profile3) TN profile4) EP profile5) Supply6) Sales plan7) Prospect list8) Pricing policies9) Learning environments10)Timeline and budget

1) Targets defined from market research

2) Criteria to identify those targets (e.g. size of the company, net sales, etc.)

3) Type of traineeship (DT/MT/TT/ET), duration, one or two specific issues (e.g. fundraising or marketing)

4) Type of traineeship, backgrounds and skills needed for those issues.

5) Regions of the world with largest supply, international cooperation (MC-MC or LC-LC), find LC supplier if needed.

6) Define a number of appointments per member in a period of time *

7) List of entities we are going to visit, with theirs respective contact details and specific information about them.

8) Manage all pricing policies and remember to keep updated about any change to them.

9) Since there’s an issue for each project, learning spaces may be done with members and trainees.

10) Keep in mind the RA-MA-RE picks and the ICX flow processes to make the timeline, and budget needed to execute it *

MAKING A SALES PLAN

First…become a good seller!!

Interpersonal Relations

Skills

Situational Knowledge

Capacities Knowledge

Selling Skills

Most of the people believe they are good sellers just because they have good interpersonal relations skills, which is an important aspect, but it’s not the only one, actually it’s just one of four important aspects!!

Often they think that just improving in a sales meeting is enough to obtain the sale,

and this shouldn’t be something to be proud of,

since it’s the worst technique to sale (at least when it’s

about a complex sale that implicates a big amount of money, like an exchange!)

Finally, most of the people aren´t born being good sellers, they have to get

trained on it, as the next chart demonstrates it:

4 % 16%

16% 64%

With

out a

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s tra

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and

prep

arat

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it’ll b

e di

fficul

t to

obta

in th

e 64

%

of w

hole

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es

SELLERSB

UY

ER

S

Eagles Fighters(20 % of people) (80% of people)

Ske

pti

cal

In

novato

r

(80%

of

people

) (

20

% o

f people

)

- Only 20% of people have natural skills for selling, and do

it properly.

- The 80% of people have to get trained in selling.

- Only 20% of people are really innovator and don’t need of much info to buy something.

- The 80% of people are skeptical when buying and need to get very informed

before doing it.

This means the 64% of whole sales are done by “fighters” to “skeptical” buyers, which justifies the need of training in the four characteristics of a good seller:

• Interpersonal relations skills: they’re natural, or they come over with practice.

• Selling skills: adopt any technique on sales (one of the best is SPIN method)*

• Situational knowledge: get information about the company before approaching it (mission and vision, news, projects, etc.)

• Capacities knowledge: manage all the needed administrative and legal processes to avoid any obstacle.

The SALE has three steps to take into account:

• Before the Sale• During the Sale• After the Sale

Formula of a sale:SALE = Pain x Vision x Value x Control

1) By saying “pain” we are referring to the NECESSITY of the buyer, which can be well or few known by him/her. That’s why we must identify in which of these three levels the buyer’s concerning of the necessity is:

Accepted Solution

Accepted Pain

Latent Pain

Latent pain: the buyer knows there’s a need, but doesn’t know exactly the reasons of it.

Accepted pain: the buyer knows and accepts the need he/she has, but hasn’t identified the solution to it yet.

Accepted solution: the buyer knows the need, knows the solution and wants it from the seller.

2) Vision: it refers to the SOLUTION that we, as AIESEC, are offering to clients. Remember this new concept of selling: “we sale solutions to a problem, agreed by both parties (buyer and seller)”.

3) Value: it’s our product, which in this case is an international student. Here we must show what the capacities of our product are, that is to say,

how what we’re offering fixes in the company to solve the necessity they have in the moment.

4) Control: it’s the capacity the seller has to manage the process of the sale according to the desired objectives. The seller must have a clear flow of the meeting in his/her mind and follow it.

BEFORE THE MEETING…

Prospection (list of entities to call)

Getting Appointments 1st Appointment!!

Pre-calling investigation: general data of

companies

Post-calling investigation:

situational knowledge

Hello, my name is … I’m calling from AIESEC, a non-for-profit international organization of young leaders. In this moment we’re carrying out a project on …(fundraising,

bilingualism, etc.), and I would like to know what time of this week we can meet to expose it to you.

DURING THE MEETING…

1• Openning

2• Investigation

3• Capacities

Demonstration

4• Closing

1) Start with formal greetings, ice breaker, personal presentation, and

establishment of the objectives of the appointment

2) Investigation: here we must identify the level of “pain” and take it to an Accepted Solution. The SPIN method works very well, it consists on:

-Situation Questions-Problem Questions-Implication Questions-Need-Payoff Questions

Example:

SQ: "Would you describe your current account documentation system?“

PQ: "So you're having trouble retrieving account-sensitive data on a timely basis?“

IQ: "What kind of closing opportunities do you think your people have missed because of the data-

retrieval problem?“NQ: "If you could get quicker, more reliable retrieval,

what overall gain in revenues might you realize?"

The seller uses Situation Questions to establish a context leading to Problem Questions so that the buyer reveals Implied Needs which are developed by Implication Questions which make the buyer feel the problem more clearly and acutely leading to Need-Payoff Questions so that the buyer states Explicit Needs allowing the seller to state Benefits which are strongly related to sales success.

3) Capacities demonstration: here’s where you expose the product with each detail, so you must know it deeply, manage the whole ICX Flow processes, pricing policies and any other required information in order to convince the buyer about the solution.

Buyer asks questions like:

Is this good for what I need?What are the risks?What’s the cost?How does it work?

Take sales materials:

• Product sheets•AIESEC presentation sheet•Endorsments•EP Forms •GCPs

Remember there are two kinds of contacts at companies:

- Simple sponsor: is the link to the one who takes real decisions, he must feel the real “pain” so that he/she transmits it to the other

person.- Sponsor with decision power: must

really feel the pain because is the one in charge of decisions

Closing

+Absolutely buy it!

Next meeting to advance

-Pending to

answer

Absolutely refuse it!

4) Closing: the appointment may end in four different ways:

AFTER THE MEETING… Continue with the administrative processes

and follow-up meetings

Now just plan your sales force according to some criteria. For Example:

Prospection list: 30 entities Realization Ratio: 1/3 (for 3 TNs raised there’s 1 TN realized) We’ll obtain 10 TN from our prospection list There are 5 people trained and disposed to sale Each person can assist to 3 appointments per week We’ll have 15 appointment per week With sales meetings, plus follow-up meetings, we’ll have 60 appointment per month (5 people X 3 appointments/week X 4 weeks) Keep tracking of it!

FINALLY, BUILD YOUR TIMELINE

It must have:

1. PREPARATION:- Projects structure- Sales plan- Sales materials(this is all we’ve said before in this presentation :P)- Train your members about it

2. SELLING (RAISING)

3. MATCHING

4. REALIZING (VISA+DELIVERY)

And take into account:1. RA-MA-RE picks: it’s

very strict for Ets and DTs, MTs and TTs tend to be constant all times.

2. Demand curves: when are the companies planning, when executing, when donating, etc.

Timline example:

PREPARATION RAISING MATCHING VISA PROCEDURE RECEPTION REALIZATION

January February March April May June July

This is an example of a timeline for a project based on education sector. It’s totally aligned to the RA-MA-RE picks needed for ETs and the companies times as well, because it’s about schools that begin classes on the end of July

(B calendar).

THAT’S ALL FOR THIS TRAININGS! ENJOY

AND USE THE INFORMATION!!

Trainings by:Rogerio Quaresma MCVP ICX @BAZI 2010-2011Jonathan Suárez LCVP ICX @Mzles (@COLB) 2010AIESEC Manizales, as of February 2010