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Natalia Farfán Santos natalia.farfan@aiesec.net

(+57) 300 759 59 47

“She turns her cant's into cans and her dreams into plans”

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MC 14-15 Application Part II

In order to choose which I consider are the most potential economic

sectors for 2015 in Colombia, I decided to research and analyze

what have happened on the last year, which are the prospection

for the following years and which have been the economic sectors

that have contribute the most to the GDP (Gross Domestic Product),

indicator that allows to measure the economic growth in Colombia.

capitalize for

But, How to capitalize this sectors for AIESEC? We need Economic Sectors (and sub-sectors) that , due

to their profitability and liquidity are a good focus for AIESEC, but also sectors where AIESEC Products

are able, fast and easy to match with their organizations' needs. That this is why, below you will find a

summary of a little analysis of the sectors and how they can be capitalized by AIESEC :

Opportunities

Why? What?

1. IT: • This sector is inside the Global top 10

of the jobs/positions, where employers (Companies) had most difficulty to find talented human resources in 2013 (Source: MANPOWER )

• Studies says Colombia is able to achieve even Asian levels of growth in the sector if it invests in infrastructure such as 4G telecommunications technology.

• On economic and financial terms, its liquidity and profit margin has being growing thanks to that Banking is the source that is enduring year after year, gradually, the operations of IT companies, (it grew from 5.4% in 2009, a 24.5% interest in 2012) with long-term leverage and decreasing year after year, the short-term debt

2013

2014 & 2015

sectors for Potential economic in Colombia and which

How?

According to the economic

prospections, experts expect

that the economic growth for

2013 was 3,9% (which could

represents COP$770 billions).

This could happen, mainly,

thanks to the contribution of

Infrastructure, IT development

private consume ,

construction and agriculture

sector after the central bank

cut interest rates seven times

in the nine months through

March.

The expansion was driven by the

construction sector, which grew

21.3 percent from a year earlier.

Agriculture expanded 6.6 percent,

led by a recovery in coffee output,

while mining and energy

expanded 6.1 percent. Industry

was the only sector that declined,

contracting 1 percent from a year

earlier.

1. Primary sector:

• Agro-industrial

2. Secondary Sector:

• Infrastructure & Construction

• Industry of private consume

3. Tertiary Sector:

• Financial & Banks

• Telecommunications

• IT

• BPOs

• Commerce

Experts expect a GDP growth between 4,2% and 5 % for the 2014 which will be

supported by the peace negotiations with FARC and the begging of the processes

to be part of the OCDE (Organization for Economic Co-operation and

Development).

On the other hand, what will push economy up, the most potential economic

sectors for 2015 will be:

Sector & Profitability and liquidity status Companies to approach (Prospect List)

2. INFRAESTRUCTURE &

CONSTRUCTION: • Due to its fast growth, this sector has

talent deficit (Need prepared talent with English and Portuguese and that know about the LATAM , USA, middle east or Africa markets)

• The market expect an economic growth of 4,2% of the sector .

• The sector has an adequate investment environment , not just because it results interesting for foreigners , but also because of the excellent liquidity situation kept their financial markets. Due to this, there are a lot of investors interested on support financially these projects.

3. BPOs • In Colombia, the services technology

sector and BPOs have been stopped by the lack of bilingual talent that allow negotiations with investors and employment opportunities.

• On the last years, the sector have grew around 15% and 20% , generating a lot of employment opportunities becoming on one of the main sector contributing to the GDP growth in the country

IT

• Hewlett Packard • Direct TV • Citigroup • Genpact • Synapsis • Unisono • Indra • Unisys • IBM

INFRAESTRUCTURE &

CONSTRUCTION

• Cemex • Argos • Odinsa • Conconcreto • Conalvias • Construcciones el Condor

In order to capitalize the potential economic sectors for 2015 in Colombia, I suggest to focus on sectors based on the following indicators; 1. Talent capacity and needs: The final

product of AIESEC is leadership and change agents that impact positively the society. We need to look for sectors in which talent capacity and talent needs could be supplied by AIESEC. That's why on the last 3 sectors I suggest, we have opportunities to offer our talent .

2. Economic growth potential: As a sustainable organization, AIESEC and BD team should focus on sectors that could provide not only current or yearly results, but also future results, that's why I suggest to focus on sectors with good prospection of economic growth on the following years after 2015.

3. Liquidity & profitability: Business Development strategy should be focused on companies able to take projects with high level budget and that’s why it is important to analyze their current status.

In order to be able to capitalize these markets, I propose to approach the markets by big businesses groups , where I can share the message to many companies at the same time and create inter-companies projects. For example:

• ACRIP (Asociacion Colombiana De Gestión Humana): Where all the Human Resources Directors are reunited , approching to them will give us the opportunitu to expand sales , focusing on the companies that answer to the market places we want to explote.

• Asociación Colombiana de Contact Centers & BPOs:

Three or four years ago, think about BPOs in Colombia wasn’t a priority for the investors neither for the government, thanks to this Association or business group, Contact Centers & BPOs start to grow and become a market opportunity for the country. Here we can find macroprojects with the sector.

Go direct to the market that is having economic growth and that match with the products of the BD portfolio:

BPOs

• VSI Nearshoring Solutions • Contact Center Américas (CCAm) • Teleperformance • Interactivo Contact Center

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2

Brand

Positioning

CSR

Talent

Access

Global

Professional

for companies

BD PRODUCTS Not only for Colombia, but also for

AIESEC (GIP) and BD, IT solutions must be a focus taking into account the big and high quality supply and demand

on the sector that we have on the network. AIESEC and BD can supply those needs of the sector through:

* Talent Access (National & International)

* Company’s Global Professional

AIESEC AS THE ANSWER AIESEC can fix the gaps of the sector specially through the GIP program

(ICX-Bring Prepared talent to improve processes and transfer knowledge to engineers and institutions

& OGX-Send IT talent to train on the best places to come back and improve processes here and transfer knowledge to institutions and professionals)

which probably could be continue as focus for Colombia offering the human resource that is missing to have a better and more developed sector in

Colombia.

Actually we have on the top of the supply the following opportunities for the main needs of the sector in Colombia:

Software Development and Programming 492TNs & 813EPs

Web Development management 422TNs & 811EPs

SECTOR’S NEEDS * Improve software , applications and

hardware in Colombia.

* Products developed 100% by Colombian engineers

*Connectivity Tools

*Update Universities studies plans to the last transformations around the world

*Prepared and talented engineers with excellent English levels( universal

technology language)

*Work by “Gremios” in order to position the sector nationally and

internationally.

BD PRODUCTS

* Talent Access

*CSR (Corporate Social Responsability )

AIESEC AS THE ANSWER

AIESEC can fix the gaps of the sector specially Inter Regionals Projects where other national entities, could recruit the specific talent hat

Colombia Needs on the main and best Universities that the National Partners consider. Actually we have 125 profiles of Construction

and 110 of Civil Engineering.

On the other hand, we have to take in to account the GCDP Program and develop

projects by the hand of the company in order to avoid conflicts with the community and

contra rest the environmental effects that are causing to the nature-.

SECTOR’S NEEDS *Productivity levels, compared to the

International standards .

*Corruption problems.

*Need prepared talent with English and Portuguese and that know about the LATAM , USA, middle east or Africa

markets

*Need of projects that contributes to the society due to its difficulties of

environment preservation and sustainability actions.

*Conflicts with communities affected by their projects

BD PRODUCTS

* Talent Access

* Company’ s Global Professional

*Brand Positioning

AIESEC AS THE ANSWER AIESEC and the BD National portfolio, is able to supply the

main need of the market through: *Company’ s Global Professional: (oGIP) Contribution to EPs and RA happening, developing projects to sent Colombian talent able to come back and implement what they learn. This should be sell by

projects (GIP Package)

*Brand Positioning + National Talent: They need young talent dispose to change and improve internal processes.

*Talent Access: we count with 946 Information Technology Profiles able to come to Colombia to train and support

deficit bilingual talent (This also should ne sell by package)

SECTOR NEEDS

* Bilingual professionals to work and to negotiate with English

speakers.

*Innovation for the sector to evolve

Curr

ent

BD

Po

rtfo

lio

of Potential

Economic Sectors in N

eeds

and how

satisfied them

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3 Sales Plan for BD Team MC TEAM MC TERM MC Sales Force (No NSTs) Goal Achieved (Aprox.) Absolute Growth Relative Growh

MC KISS 2009-2010 1 MCVP ER $ 40.000.000,00

MC LIVE 2010-2011 1 MCVP BD $ 80.000.000,00 $ 40.000.000,00 50%

MC START 2011-2012 1 MCVP BD $ 148.600.000,00 $ 68.600.000,00 46%

MC BOOST 2012-2013 1 MCVP BD + 1 BD MANAGER $ 168.000.000,00 $ 19.400.000,00 12%

MC THRIVE 2013-2014 1 MCVP BD + 2 BD MANAGERS+ MC Accounts Manager $ 367.000.000,00 $ 199.000.000,00 54%

AVERAGE $ 81.750.000,00 40%

MC 14-15 2014-2015 3 BD MANAGERS + MC Accounts Manager $ 507.375.000,00 $ 140.375.000,00 28%

Incomes Goal

Action Plan

KPIs for track sellers

*The goal was set taking into account the growth history , the sales force and the percentage of growth

Incomes based on:

• $ Sales from New Partners

• $ Sales from Current Partners

• $ Sales from Pipeline ( Last term)

RESPONSIBLE SUPPORT 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

BD Director- Expansion MCVP BD + Regional Directors

BD Director- Expansion MCVP BD + Regional Directors

BD Director- Expansion MCVP BD + Regional Directors

BD Director- Expansion MCVP BD + Regional Directors

BD Director- Expansion MCVP BD + Regional Directors

BD Director- Expansion MCVP BD + Regional Directors

BD Director- Expansion MCVP BD + Regional Directors

BD Director- Expansion MCVP BD + Regional Directors

BD Director- Expansion MCVP BD + Regional Directors

BD Team MC NST Responsible

BD Team MCVP iGIP

BD Team MCVP iGIP

BD Team MCVP iGIP

BD Team MCVP iGIP

BD Team MCVP iGIP

BD Team MCVP iGIP

BD Team MCVP F&M

BD Team MCVP F&M

BD Team MCVP F&M + MCVP OD (Expansion Resp.)

BD Team MCVP F&M + MCVP OD (Expansion)

BD Team MCP+MCVP F&M + IM Manager

BD Team MCP+MCVP F&M + IM Manager

BD Team MC Team

BD Team MCP

BD Team MCP+MCVP Marketing+Comm Manager

BD Team PR Manager + Comm Manager

BD Team PR Manager + Comm Manager

BD Team PR Manager + Comm Manager

BD Team PR Manager + Comm Manager

BD Team PR Manager + Comm Manager

BD Team PR Manager + Comm Manager

MC A ccou n ts Ma n a g er +MCV P BD BD Team

MC A ccou n ts Ma n a g er +MCV P BD BD Team

MC A ccou n ts Ma n a g er +MCV P BD BD TeamBD Re-Raises

Developing Better Sellers at Local Level

3. BD FOR THE WORLD

Expanding BD Market

More and better opportunities for members

Segmentation for National Talent BD Product

Calling

Legalization

CRM

Sustainability for 2 operational years of the National Office

Sustainability for International Expansion

Sustainability for Administrative Processes Strengthening

BD Colombia as an international network reference

BD as the door of the Global Youth Voice

BD proving excellent exchange experiencies (Quality in deliverry )

Excecutions of the projects

CRM

BD Standardazing processes

BD Hyper-Delivery

BD Working with big and influent business groups, "gremios" and associations

BD Calling

BD Negotiations with big groups , big projects

Legalization

May

BD Supporting the IGN Region

BD making showcasing

VACATIONS + TEAM DAYS

January February March April

Sales

Sales

Incomes & Revenues

Incomes & Revenues

3. BD FOR THE WORLD

CRM

Incomes & Revenues

Getting Meetings before Arrive

Train & Make them better in delivery

Tracking Local Entities

Go to Market

Meetings- Go to Market

NST Opportunities Launch

Sales

BD Creating revolutionary projects

Opportunities Launch for Members

4. Team Management November December

BD TEAM 14-15 ACTION PLAN

BD 14-15 ACTION PLAN NATIONAL EVENTS INTERNATIONAL CONFERENCES

REGIONAL EVENTS

June July August Sepetember October

1. BD TO AIESEC IN COLOMBIA ENTITIES DEVELOPMENT

Legalization

2. BD TO THE NATIONAL OFFICE

Supporting in Sales Processes- Go to Market

CRM

1. BD TO AIESEC IN COLOMBIA ENTITIES DEVELOPMENT

MILESTONES & ACTIVITIES

2. BD TO THE NATIONAL OFFICE

Create Sales Plan in Barranquilla, Cali & Medellin

# of Meetings (New Partners) # of Meetings (CRM) #of Meetings with local entities

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Thank You For Reading…

http://youtu.be/xbrd9YBH_w0 Link:

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How would I manage my Sales Team?

As BD Sales leader, the objective should be being the strategy of the team in order to achieve results through a excellent trained (in sales knowledge

and skills) and motivated team . Being a leader more than manager, being honest, take decisions and make them all execute. The BD Leader should

ensure the basic administrative principles: To plan, organize, direct and control the sales strategy and off course in AIESEC develop their best

leadership and humankind’s potential .

To be able to get it, it is necessary:

to train, to track, to improve the team´s efficiency and maintain a balance between product development and delivery …

The Training cycle for a sales team, should be a mix between an education and support delivery of the sales leader, but even more important than this, is that this must be an ongoing process, there's’ always something new to learn and share in a sales team. The main strategies could be: • Training based on weekly or monthly needs . We have to act immediately after we detect a need,

failure or weakness on the team (Members need to feel they are receiving something from the experience)

• Experts by Q: bring externals by Q that coach and train the sales directors • On the road: Give them freeness to try on the market and learn on it. • Trainings should be Interesting and entertaining • Every training should be focused on our why , not only AIESEC´s why, but also BD Team´s why. • Training plan according to the team stage • Bring stories that realistically reflect what they can face on the market. • Let Participation be a must by directors. • Give them weekly or periodical challenges where they can put in practices what they learn on the

training.

Tracking is for me, the most important success factor of a sales team. Directors need to be

aware of the achievement percentage according to the goal and the missing time to get it . I

propose to improve the following channels and tools to have an excellent control of the

operations and goals:

• PODIO: Everything without excuse should be here to track meetings, goals and

relationships

• CRM: Guide and support as leader each of the single accounts. Be aware of everything

to take GCPs from other accounts and make it happen.

• 020 : Have time to be close to the experience will allows to guide and match personal

and professional goals

• Coach support : Frustrations could be a common point on sales directors, we need

external support to balance.

• Weekly meetings

• R&R System

• Right member to right focus: Members allocation from planning based on their skills and preferences. Members should love what they do and do what they love.

Also would, like to have sales directors specialized on markets or kind of projects so can improve and standardize processes that will improve their own efficiency.

• KM Usage: Sometime we forget to have as reference past experiences. As BD Leader, I would like to be the one who makes take this into account and innovate without “ re-invent the ride” , this will increase team efficiency.

• Right measurement : Clear KPIs and fair measurement indicators • Sales times and schedules: Sales directors should be focused on sales. Commercial times should be only for

this, avoid other kind of meetings or activities could increase number of sales.

Product Development We have experience this on the last years: • 2011-2012 AIESEC in Colombia, for the first time , dedicate time to really design a portfolio. It get a

structure and commercial vision. • 2012-2013 AIESEC in Colombia have being amplifying the portfolio, getting to have all the

exchange programs on it in order too contribute to the organizational goals. • 2014-2015 For me, AIESEC in Colombia should strength and take advantage of the portfolio -> we

should focus to prove in the market this products, more than develop more and different products. That’s why I suggest just a Quarter review of it in order to know if the products are being successful or not and not a whole team focused on develop all the time this. Product Delivery I propose to train all sales directors obviously on all the products and sub-products of the BD portfolio, but as I said, it is important to have Specialized sellers in order to improve processes which could make better and faster the product delivery .

My Objective as Team Sales Leader

Training a Sales Team Tracking a Sales Team

The Efficiency of a Sales Team Product Development & Delivery in a Sales Team

BD to

@COL

BD to

the Nat.

Office

BD to

the

World

• Sellers

• Market

• Opportunities

• Operational

• Expansion

• Administrative

Processes

• BD Reference

• Global Youth

Voice

• High Quality

LEADERSHIP DEVELOPMENT

STRATEGIC MARKET

ADMINISTRATIVE STRENGTEHNING

EXTERNAL CONNECTION

+5000XS+ AIESEC 2015

MILESTONES

STRATEGIES

ROADMAP