Partnership DEVELOPMENT!
GENERAL PROJECT/SUBTEAM DESCRIPTION PROJECT/SUBTEAM BOTTOMLINE 561 GEP TN RE 701.000 EUR Recognized
PEOPLE INVOLVED Tala Mansi. PD Manager, New Sales US Zsófia Szabó. PD Manager, Account Management Orion Joss Azevedo. PD Manager, Account Management Rafael Carvalho. PD Manager, Account Management Vishant Kothari. PD Manager, New Sales AP Kevin Cornwell. VP Partnership Development, Contract Review AIESEC International Q3 2014 Report
efforts GENERAL COMMENT Overall, PD Sub-team involvement in many projects was over-estimated during planning. Account management took priority for most team members, as well as preparation for and reporting of IC. New sales has just begun, and we are learning to prioritize the big opportunities.
INDIVIDUAL EFFORTS Tala Mansi. 70% New Sales, 30% Account Management Zsófia Szabó. 40% New Sales, 60% Account Management Orion Joss Azevedo. 100% Account Management Rafael Carvalho. 50% New Sales, 50% Account Management Vishant Kothari. 70% New Sales, 30% Account Management Kevin Cornwell. 60% contract reviewing, 40% account support
AIESEC International Q3 2014 Report
OUTCOMES Q3 MILESTONES CHECK IC Delivery
Structural Alignment Project Completed
Delivery Model Update Project
This was completed successfully. We learned from having the CEEDs.
Once the project is implemented it will make responsibilities across the organization clearer when it comes to Partnership Development
Lacking completion of financial model analysis and plan of selling/ implementation.
MAIN KPIs MONITORING KPI Name
Planned
Achieve d
%
Revenue Pipeline
700.000
692.000
99%
# Massive Proposals
2
0
0%
# GEP TN RE with AIESECers
N/A
N/A
0 – Not tracking
AIESEC International Q3 2014 Report
results Goal Name
Planned
Achieved
%
GEP TN RE
123
70
45%
EUR Recognized
150.000
137.120
91%
COMMENTS TN RE is lagging. The solution to bring that up is covered in the new delivery model and the structural alignment project. • Partnership Development has realized that our greatest contribution to AIESEC will be realized through being a more powerful source of money and resources to the AI team • The structural alignment project opens up greater opportunities for a truly global sales force, making it clear to the network how to make GEP strategies part of GIP strategies.
AIESEC International Q3 2014 Report