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in Colombia

in Colombia

*All Data from Self-select issues Level 1 (14.01.2013-14.01.2014)

Shaping Culture Strategies & initiatives to reduce Detractors & Improve Customer XP: Standardized at MC Level an Educational plan based on The Why of CEM, Data Exposure, stories of growth and Life Changing experiences, so LCs can adapt it to their realities & include it on the LC Educational Cycle. Also Standardized a basic cycle of Operational Training for CEM that includes PI&PD, Firefighting and Response Rate. Developed it on VPM, Middle Managers Education Days, Local conferences & areas summits. Online Internal Campaign to educate our members about CEM Culture as a whole, NPS, our current reality, national score, showcasing positive & negative experiences, enhance material and content development. Create a National Wiki that will be updated with Monthly and Quarterly NPS reports so we can generate awareness of each Local reality, the National Reality and its improvements. Include % of Promoters, Response Rate and Open/Closed Cases as main KPIs on the new National BSC Main square Implement incentives such as Customer-centricity Certifications for Entities that strives to increase customer

loyalty by implementing a Customer Experience Management Programme. Embed Quality MoS on the R&R System for all Exchange areas & award the “Top Customer Centric Entity”

How to Increase Response Rate & Ensure proper Firefighting management to reduce Detractor & Improve CEM: [R.R] Using the Non-Respondants List from Customer Gauge, send a customized Email reminding with clear and

simple instructions to how to find the survey, how to fill it and why is it relevant. Check AIESEC Alexandria’s GCP [R.R] Include on the EP contract/ Trainee Memo deal and the AN policies filling out the survey on the 3 phases

(Matched, Realized, Completed) as an article and National Requirement. [R.R] Structure an External Communication Plan to ensure EP/Trainee understanding and Feedback Implementn. [R.R] Incentives such as 5% more of discount on the next EP form for the ones who will fill the 3 C.Gauge surveys. [F.F] Local firefighting Structure: Middle Managers responsible for TM & Xs areas and EB responsible for Tracking

progress, their functions must include Contacting Open cases, tracking EP Managers and Trainee Buddies, driving individual meetings with detractors and checking constantly cg-express.com to manage quality.

[F.F] Provide operational and functional training to ensure fire-fighting is running suitably at Local Level [F.F] Ensure the success factors and Good cases are broadcasted to the network and followed by the LCs

Strategies to Mobilize Promoters: Guarantee Cultural Shock strategic usage for Sales & Matching processes Implement Virtual or physical focus Groups integrated by promoters and AIESECers in order to make our message and opportunities more massive and accessible by reinforcing our value proposition & Top promoters issues. Implement GTCM Model in order to deliver the right message, develop the

right Material based on our promoters Feedback and XP through the right channels to our target audience so we can increase our conversion Rate.from Stranger- to visitor- to lead- to customer!

Process Improvement & P. Development based on our Customer Feedback:

Ensure PI & PD Open spaces per Quarter for all levels : Teamsters, Middle Managers, VPs , LCPs, Steering Team and even MC Members where we can translate the Flow above into operations, optimization and innovation. Therefore Gathering data and reports will be essential to understand the current reality of AIESEC in Colombia, so we can start drawing some conclusions, Patterns and considerations in order to identify which are either our customers concerns and how we can solve it while we make them feel that we care and we understand, or either identifying the value proposition that must be reinforced the most, so we can finally set up clear next steps with MC/LC Responsible & specific Deadlines to ensure the improvement and development of our products based on structural changes, policies transformations , and procedures enhancement.

in Colombia

Tracking

*Analysis

Tracking:& Reporting:

CEEDers Strategies Mastered by CEEDer’s participation on both entities planning & co-planning

Ensure MCVP oGIP attendance to AP XLDS. BID IGN Summit to position even more our country within the Iberoamerican Network. GIP & GCDP Summit Attendance. Promote & participate on Regional Exchange Initiatives The Answer is Colombia : Sourcing Website, where all countries can have updated access to our projects, opportunities and information to speed up MA process.

Sub-product Focus: Cultural & WeSPEAK-Portuguese

Coop. Goal: 23% of our forms!

Sub-product Focus: WeSPEAK Coop. Goal: 17,8% of our forms!

Sub-product Focus: Aprendo & Cultural

Coop. Goal: 13% of our forms!

Sub-product Focus: Aprendo & Cultural

Coop. Goal: 11% of our forms!

Sub-product Focus: Cultural & Management

Coop. Goal: 45% of our forms!

Sub-product Focus: Cultural Coop. Goal: 20% of our forms!

Sub-product Focus: Cultural Coop. Goal: 10 % of our forms!

Sub-product Focus: Cultural Coop. Goal: 5% of our forms!

Sub-product Focus: IT & Management

Coop. Goal: 17% of our forms!

Sub-product Focus: Educational Coop. Goal: 14% of our forms!

Sub-product Focus: Educational Coop. Goal: 11% of our forms!

Sub-product Focus: Educational Coop. Goal: 10% of our forms!

Diversifying our Partners: Diversifying our Partners: Diversifying our Partners: Diversifying our Partners: Ukraine Turkey

Australia Chile

Czech Republic Germany

Sub-product Focus: MT Coop. Goal: 45% of our forms!

Sub-product Focus: IT & MT Coop. Goal: 27% of our forms!

Sub-product Focus: MT & ET Coop. Goal: 7% of our forms!

Sub-product Focus: MT Coop. Goal: 6% of our forms!

Poland Turkey

Maringa, Curitiba, Fortaleza, Santa Maria Buenos Aires, USAL, Cordoba Moscow, UFA, Omsk IPN,ITAM, UNAM

Curitiba, Porto Alegre, Belo Horizonte Poznan, Krakow, Warsaw Universities Seattle, Baruch, Madison Moscow, ENGEC-GAAP, SPUEF, Tomsk

Belo Horizonte, USP, Maringa Karlsrushe, Passau Buenos Aires, USAL Universidad Catolica

Delhi University, Delhi IIT Porto Alegre, Santa Maria, Belo Horizonte Sysu, GDUFS, HUST, UNNC ULSA, ITESM Monterrey

AIESEC in Colombia Int. Cooperation Wiki so our LCs and the Network can have sources to find updated information regarding MC partners, contact information, its projects, timelines, sub-products, Matching & Realization Rate between our entity and our partners, LC2LC Cooperation Template , LC2LC Cooperation Good practices, etc. Monthly Meetings between Country Cooperation responsible from Both sides. Establish Goal for all MC2MC Cooperation & recollect information of all LC2LC Coop. so we can track and report its progress during MC Meets, Area summits, OES, VPM & Int. Conferences. Ensure a professional and updated report is delivered to all Country Partners during Country Meetings (It could be at XPROs, IC, IGN Summit, Country Summit, Program Summits, so we can take clear actions, track progress and develop next steps to strengthen & improve cooperation and responsibilities between both sides • CEEDer experience final Report regarding Matching & Delivery processes within the Country to ensure Quality minimums supervision and Partnership effectiveness.

in Colombia:

Develop & Implement ET-ST Pilot branded as AIESEC University (GCP From Poland) In order to propel Summer / Winter peak Further info. Replicate MC Thrive PPRR strategy at Local Level, capitalizing LLC & EWA initiatives to lever up iGIP & shift our traditional G2M. Re-define price policies to encourage, Project-sales; implementing Project Fee, rather than TN Fee, so we can adapt to our potential customers’ needs.

Matching Process Improvement: Implement and develop Tools such as German’s AFT, Click S&D (Bi)Weekly Reports to Improve Sellers & Matchers understanding of Global Supply. 100 Days Challenge: Recollect all past TN Takers contact info. and start a strong Go to market strategy to recover past alliances, using showcasing as sales material, discounts & endorsement letters From National Partners.

Invest on FB Adds so we can be more accessible & visible for our target segments. Global Citizen Mobile App development to reach more of the right people and adapt to our target trends. Professionalize oGCDP Sales; the fact that is a social Exchange program doesn’t mean it can be informal and run with lack of professionalism or preparation.

The Answer is Colombia: Sourcing website, so the other OGX can directly promote Colombia and its opportunities, EP can see Trainees good cases, cities, culture introduction, visa and living info. to improve delivery efficiency and solve the Top 1 Complain of our iGIP Detractors according to NPS. Check MoC “Discover China” GCP Ensure Risk Management Plan development for ICX.

Partnering with regional/National Employment observatories, so we can understand better our market and be capable to fulfill its need with our proposals.

Implement Corporate Regional/ National Sales Trainers Pool. Implement Local Sales Summit so sellers can speed up their learning curve from the usual 1,5 Months to just 2 weeks. Talent planning for Exchange Performance: Recruit talent based on focus sub product to increase knowledge.

Organizational Structure evolvement in order to respond to Customer’s demand: Including Firefighting Responsible & Co-Delivery plan Responsible. Implement the SSS Model (Safety, Standards, Satisfaction) , so we can ensure bigger,# of promoters & Upselling.

Include on the National and Local cycles , CEM Education among all levels. Implement Local Sales Summit so sellers can speed up their learning curve from the usual 1,5 Months to just 2 weeks. Develop strong IXP Culture among members: Based R&R system to foster IXP & package It on CEEDer opportunities so they can support either Matching Process as cooperation Manager with the LC/Country where they are living their XP or either Co-delivery Responsible.

Develop and implement

Response Automation for Applicants with the clear next Steps, further information of The program, and contact Information in Local offices.

*Servelocity’s Innovation framework suggests

a taste of the considerations that must be analyzed in order to enable innovation, measuring where the organization is, where do you wannna take it , and the path forward according to the dimensions within the diagram.

-Thanks for Reading!