MC 17.18 AIESEC in Slovakia
Context shaping our generation The AIESEC Way
AIESEC 2020
GEN 17.20 is being shaped in the context when we more than ever before realise that leadership is the fundamental solu?on in order to achieve Pe a ce a n d Fu l fi l m e n t o f Humankind’s poten?al and it needs to be visible in all opera?ons we do. Therefor delivering leadership development experiences is in the front of everything we do. From implemen?ng standards to change of MoS that has been in the organisa?on for past 70 years. In the end we are truly striving to become a Youth Leadership Movement and that is possible only by delivering leadership.
Engaging and developing every young person in the world requires a transforma?on in the way we put our dreams into ac?on. To envision Youth Leadership Movement that Shapes what we do around what the world needs, Grows disrup?vely and Is accessible t o eve r yo n e eve r y w h e re would not be possible without a strategy. Roadmap creates the perfect direc?on and guidance for us to become what we dream for. It is our responsibility to take an ac?ve role. GEN 17.20 is the first genera?on to implement Roadmap projects fully from the beginning of the term.
- essence -
- progress -
#oneskia vision
We grow
270%
to make leadership the genuine part of
Slovakia
100% Leadership Development Model implementa6on
Culture of Achievement
Physical & Virtual Expansions
Numerical plans
17.18 numerical plans Approved
Realized
Conversion rates from Realised to Completed
iGV
357
333
Global Volunteer
oGV
488
464
iGT
41
41
75% RE to CO Global Talent
60% RE to CO Global Entrepreneur
oGT
84
48
iGE
36
33
oGE
19
16
TOTAL
1025
935
66% RE to CO
Strategies Winter Peak
Winter peak strategies Strategy
Scope
Interna'onal Rela'ons
Approving & Value delivery
Automa'za'on
Value delivery
Global HOST
Host families
Milestones
Culture of achievement
Support system
Sales
Roadmap projects
Improve ELD products Measurement of success:
In compliance with the Global Compendium, improve products considering market fit, supply and demand management, process op&miza&on and MoS. Create a product development plan and growth strategy for each product. MoS Change, GV aligned with SDGs according to Design for Impact framework, S&D - LC2LC partnerships and co-delivery to support growth in completed. Value Deliveryfrom (LCs know how to host LEAD sces) Conversion RE to Completed (GV - 75%, GT - 60%, GE - 66%), 100% iGV alignment
Project responsible:
Veve
Project members:
Glauce, Anička, Criquet
Objec&ve:
Sprints:
Descrip,on:
KPI:
Educa&on Cycle
Session about MoS change on SumCo (august) Embedded in Edu Cycle
100% EC adjusted
Internal Communica&on
Internal campaign for LCs R&R based on #Completed
207 CO iGV 3 CO iGT 20 CO iGE 315 CO oGV 30 CO oGT 10 CO oGE
TM & LCD Changes
Change in JDs #CO part of tracking tools (SONA, FA tools, LC tools)
%100 changed JDs/Trackers
Promo&on
Internally – communicated for E2E rela&ons
50% CO growth withing E2E
Prom&on
Externally – embedded in communica&on with stakeholders
207 CO iGV 3 CO iGT 20 CO iGE 315 CO oGV 30 CO oGT 10 CO oGE
Design for Impact
iGV projects aligning to Design for Impact
100% of projects aligned
Monthly priorities August
September
October
November
• • • •
• Internal Campaign • Interna&onal Rela&ons – SeXng
• Session on DARE • Internal Campaign
• Internal Campaign
December
January
February
• Internal Campaign
• Internal Campaign • Ex Standards Tracking • Co-delivery (IR)
• Ex Satndards Tracking • Co-delivery (IR)
MoS presented on SumCo Trackers adjusted to CO JDs change R&R system
LDA Embedded into TM Objec&ve:
Ensuring that LDA is used by each AIESEC member. Implementing the tool usage and its follow up inside talent management processes.
Measurement of success:
% of members using LDA
Project responsible:
Criquet
Project members:
Sprints:
Descrip9on:
KPI:
Crea&ng the tool for tracking LDA
Take inputs and create one usable tracking tool for ™
100% created
Educate the ™ network and the en&ty around LDA
Each member will know why is LDA important for themselves and how this will help them to develop.
4 trainings delivered
Make LDA mandatory part of TeSt and the responsibility of TM
LDA will become a mandatory part in ‘’Goal SeXng’’ and ‘’Debrief’’ sec&ons of TeSt. Since LDA is part of the LEAD space that each member needs during the XP, it will be respo of ™ processes within the Educa&on, Learning and Development area.
100% of members had lead spaces
Embed LDA results in teambuilding The team understands what they can do as a team and what are their roles for a Teambuilding based LDA 100% process beaer synergy [who can help who] Members are educated to host Members should get the proper knowledge to host LEAD spaces by themselves leadership space to our customers to the EPs.
4 LEADs/ LC
Monthly priorities August
September
October
• Crea&ng the tool for tracking LDA • Educate the network around LDA
• Make LDA mandatory part of TeSt • Make LDA the responsibility of TM
• Embed LDA results in teambuilding process
December
January
February
• Members are educated to host leadership spaces for our customers
November
AIESEC HUB Implementation Objec&ve:
Engage membership through downscaling centralized informaMon and encouraging peer to peer learning, measured through and HR analyMcs tool within the AIESEC Hub.
Measurement of success:
%of membership engaged %of membership using analyMcs tool within the AIESEC Hub
Project responsible:
Criquet
Project members:
Sprints:
Descrip,on:
KPI:
Informa&on Management
Accessible and centralized informa&on from different resources
#content downscaled
Peer2Peer Learning
Members are able to customize their learnings according to their knowlege needs 100% needs assessment done
Global HR analy&cs
Measure and take decisions based on ™ KPIs. AllOnEXPA and AIESEC hub tracker 80% KPI measured crea&on
Content Crea&on
Network will be able to create content for the hub
#content uploaded
iComm within the en&ty
AIESEC in Slovakia will have its official community page and group
100% of SKIA on HUB
Monthly priorities August
December
September
October
November
• iComm plan • Content crea&on [ongoing] • Provide feedback to AI [ongoing]
• Informa&on Management • Peer2Peer Learning
• Global HR analy&cs
January
February
• iComm re-plan
Implementation of customer flow Objec&ve:
Assess current progress of partner customer flow implementation across network. Ensure 100% customer flow implementation for customers and partners.
Measurement of success:
100% Customer Flow Implementation for Partners
Project responsible:
VlastĂk
Project members:
Veve, Glauce
Sprints:
Descrip,on:
KPI:
CF Assesment
Assessing what is the current customer flow in the entity for the partners
100% done
Plan of CF Implmenetation
Based on AI checklist creation of plan how to implmenet 20%, 50% and 100% of CF for partners
100% done
Execution of CF Implementation
Based on AI plan together with national plan implement particular steps
100% done
Monthly priorities
TBA
August
September
October
December
January
February
November
Finance standards implementation Objective:
Develop and ensure the delivery of finance and legal education that enables the accomplishment of 100% Financial Standards across all entities.
Measurement of success:
100% implementation of every finance standard
Project responsible:
Belo
Project members:
Sprints:
Description:
KPI:
Implementation of extermal accounting
Cooperation with external accountant in order to ensure legality of the operations
Signed contract with the external accountant
Budget alignment
Aligning the LC budget template with the national/global accounting.
100% alingment of the accounts in the templates
Reporting evolution
Aligning report template with natonal/global budget template + cooperate with EST Controlling master in order to ensure their accuracity
100% of correct reports sent
Implementation of Wave
Implementation of certified accounting software at the LC level.
Certified accounting software implemented
Audit simplification
Adjust the processes of the audits. Shift to out-of-site auditing to cut the nonnecessary time spent at the LCs.
50% of hours less spent at audits
Monthly priorities August
September
• External accounting implementation • Budget alignment • Reporting evolution
• Audit simplification • Set up commission & actions steps for implementing Wave at local level
December
January
October
February
November
Accounting software Objective:
Ensure the use of a double entry bookkeeping software at all entity layers aligned to Global Finance standards. All entities are doing accounting and reporting monthly for Global Consolidation in an accurate and timely manner (GFB Survey monthly).
Measurement of success:
Implementation of Wave accounting software at the local level.
Project responsible:
Belo
Project members:
Sprints:
Description:
KPI:
Comission set up
Set up a comision out of #sfb members and set up an action plan
Action plan created
Alignment of accounts
Alignment of the Wave with national/global accounts to ensure legality and effectivity of accounting
100% alignment of the accounts
Data transfer
Transfer of the accounting data from excel into wave
100% of data transfered to the Wave
Monthly priorities August
September
October
• Set up a commission • Come up with action steps
December
• Data transfer
January
November
• Alignment of the accounts
February
Management capacity building Objec&ve:
Research and implement learning and development methods to improve the management capacity of AIESEC members.
Measurement of success:
100% Global People Process Alignment >80% Team Standards ImplementaMon
Project responsible:
Criquet
Project members:
Sprints:
Descrip,on:
KPI:
Project in MC planning
Embed Roadmap Project/Implementa&on Plan to MC Planning
100% implementa&on
Ed. Cycle refreshment
Embed the Competency/Skill list to the Na&onal Educa&on Cycle
100% implementa&on
Create localized content
Crea&on and implementa&on of the content
10 x content released
Cornerstone sign up
Ensure members sign up for Cornerstone
100% members SU
Implement Talent Mapping
Talent mapping is implemented for each level
#levels implemented
Capacity Building for TL and EB pipeline
LCs have capacity to ensure pipeline for each level
100% pipeline
Downscaling Performance Management
Performance management is downscaled and implemented within the en&ty
7 LCs implemen&ng
Repor&ng to AI every month
Report to Hans and to Hendrik
1 / month
Monthly priorities August
September
October
• • • •
• Create localised content • Implement Talent Mapping for every level
• Ensure member sign up for Cornerstone • Capacity Building for TL EB pipeline
January
February
Mee&ng Planning Resource research Ed. Cycle refreshed
December
November
Online payments Objective:
Research and assess risk of global price alignment. Implement management plan for global price alignment. Enable legal online payment system.
Measurement of success:
First payment done online.
Project responsible:
Belo
Project members:
Anna, Mirka
Sprints:
Description:
Gather information
Wait for September´s update from AI
KPI:
Monthly priorities August
September
October
• Update from AI
December
January
February
November
FA Plans
Finance Responsible for:
KPI:
Plan and execute MC budget
10 000 EUR profit vs. loss performance
Collect and analyse data & make data drven decisions
100% budget plan fullfilment
Regular reporting
100% of the requested reports sent
Manage & educate LCVP comission
% of finance standards fullfilment
Keep overview on national legal changes
100% legal operations
Implementation of new conference model
0 EUR receivables towards members after the conference
Quarter focuses Strategy
Q3
Q4
Finance standards implementation
• External accounting implementation • Budget alignment • Reporting evolution • Audit simplification • Set up commission & actions steps for implementing Wave at local level
• Adjusting the educational cycle for LC VP FIN
Wave implementation
• Set up commission & actions steps for implementing Wave at local level
• Alignment of the accounts • Data transfer
Q1
• Education of the new finance commission
Q2 + July
• External audit
Monthly priorities August
September
October
• External accounting implementation • Budget alignment • Reporting evolution • Operative work • GFB survey
• Audit simplification • Set up commission & actions steps for implementing Wave at local • Operative work level • GFB survey • Audits • Operative work • GFB survey
December
January
February
• Data transfer • Adjusting the educational cycle for LCVP FIN • Operative work • GFB survey
• Operative work • GFB survey
• Audits • Operative work • GFB survey
November
• • • •
Alignment of the accounts Operative work GFB survey Transition framework
Talent Management Responsible for:
KPI:
Get people • recruitment • induc0on
100% RCTM plans achieved
Keep • team standards implementa0on • local engagement
Develop • educa0on cycle crea0on and implementa0on • leadership development
100% TeSt implementa0on 80% reten0on rate 70% of members which are produc0ve 2 Produc0vity
Internal Communica0on and R&R, EST, CEEDership campaigns
Agenda Manager - Conferences support
Roadmap Projects
EST and NTT management
IXP
100% implementa0on of Roadmap projects
Quarter focuses Strategy
Q3
Q4
Q1
Q2 + July
RCTM
• Prepara&on • Session at SumCo • Internal campaigns
• Summit • Session at LEAD
• Roadshows
Allignment and automa2za2on of all Processes
• Structure Alignment; • RCTM applica&on • TLs and mbs elec&ons
• Refreshment if needed
• Refreshment if needed
• Refreshment if needed
DEVELOP
• Ed.Cycle refreshment • NTT plan and way of working • Dare agenda
• Transi&on; • Lead agenda • New Ed.cycle implementa&on
• Brave agenda • Ed. Cycle tracking • Roadshows
• Ed. Cycle tracking
iComm
• • • •
Planning Newsleaer RR EST
• • • •
KEEP
• • • •
Engagement System TeSt impl. Goal SeXngs impl. Member journey mapping
EST Newsleaer • Newsleaer • Newsleaer Ceedership • MC channels management • MC channels management MC channels management
• TeSt tracking
• TeSt tracking • Transi&on for ™ elects [Recap Q3] • Engagement plan for newies
• TeSt tracking
Monthly priorities August
September
October
November
• • • •
SumCo Agenda Refreshment of Ed.Cycle iComm plan Team Standards reImplementa&on • Structure alignment • RIS
• • • • • • •
• • • • • • •
• Ed.Cycle tracking [ongoing]
December
January
February
• Transi&on for new VPs • LEAD prep • EST elec&ons
• • • • • •
• • • • •
RCTM Roadshows NTT planning Roadmap projects [ongoing] Dare prep AIESEC Hub Engagement system
Summit IXP LEAD Processes and structure alignment EST management RCTM plan
Dare agenda Management Capacity building Elec&ons LIC Roadshows iComm management [ongoing] Ed.Cycle implemented
Roadshows IXP Transi&on recap RCTM Structures implementa&on
Local Committee Development & Expansions Responsible for:
KPI:
Expansion model crea0on and implementa0on
6 new expansions opened (Kosice, RuĹžomberok, Presov, University of St. Elisabeth, +2 to be deďŹ ned together with EM commission)
Leading expansion managers commission (selec0on, communica0on)
3 current expansions maintained
Co-facilita0on of induc0on periods for expansions
20 Completed exchange experiences per expansions
Aligning educa0on cycle with TM according to the growth model
80% LC sa0sfac0on with coaching
Data collec0on and repor0ng
7 progress reports about new expansions released
Coaching model
85% posi0ve feedback from LCs
Organiza0on of internal conferences
4 Reports released
Culture Framework Crea0on
1 Culture Framework
Growth Model Crea0on and Implementa0on
1 Growth Model Created 3 Implementa0on reports (quarterly)
Quarter focuses Strategy
Q3
• Selec&on • Expansion managers Expansion Management Summit • Recruitment (for current expansions)
Growth Model Crea2on
Culture Framework crea2on
• Gathering models from other en&&es • Choosing the main implementa&on points
Q4
Q1
Q2 + July
• Approaching universi&es for new expansions • Synergy for online promo&on • Expansion managers educa&on
• New expansion openings • Expansion Supervising
• Delivery of CXY for summer peak
• DARE launch • Implementa&on Strategy • Tracking strategy
• Defining the MoS for • DARE launch Culture in the en&ty • LCPs space to drive the • Analysing culture in the model en&ty • Implementa&on in • Gathering ideas from other educa&on cycle models
Monthly priorities August
September
October
November
• SumCo % posi&ve feedback • LC Visit % posi&ve agenda feedback • Expansion managers
• DARE OCP & OC Selec&on • Expansion Managers summit • Working at Culture and Growth Model
• Conference Delivery • Working at Culture and Growth Model • Co-facilita&ng induc&on of current exis&ng expansions
• Evalua&ng Recruitment for Expansions • LEAD OCP & OC • Expansion environment approach
December
January
February
• Poten&al expansion approach • LEAD Conference delivery
Digital Marketing Responsible for:
KPI:
Website management - SEO improvement
Conversion rate lowered by 30% of the current conversion (GV)
Online aarac&on of customers and improvement of its strategy
Conversion rate lowered by 10% of the current conversion
Data gathering and evalua&on - Adjus&ng website and online presence for communica&ng more relevant and clear informa&on
10.000 sessions per a month on our websites
Social media improvement
25% growth of followers on FB 10% growth of engagement followers in our content
LEAD nurturing architecture and management
Process &me from Sign-Up to Approved lowered by 15% (25 days)
Brand posi&oning and brand awareness
Strategic alliances – done 4
Quarter focuses Strategy
Strategic alliances
Brand posi2oning
LEAD nurturing
Q3
Q4
Q1
Q2 + July
• SeXng and crea&ng framework
• Preparing & adjus&ng digital ecosystem for upcoming ac&on steps
• The coop star&ng • Implementa&on and building links
• Follow ups • Strengthening of partnerships and tracking the results
• Global Host campaign • Fanpages management
• Social media management • Prepara&on for summer peak regarding website and materials • Compe&tors research
• Work with strategic alliances • Crea&on of ac&on steps based on our uniqueness (in comparison to our compe&tors)
• Implementa&on of posi&oning strategies
• Flow crea&on/adjustment • Content crea&on • newsleaers
• Adjus&ng website for LEAD nurturing • Implemen&ng social medias into LEAD nurturing strategy
• Tracking process &me • Adjus&ng • Gathering feedback
• Tracking process &me • Gathering feedback
Monthly priorities August
September
October
November
• • • •
• RCTM online promo&on • Social media pos&ng • GH prepara&on
• IR materials prepara&on • Consul&ng summer promo&on of GV • GH strategy (online approach)
• RCTM campaign evalua&on • GH promo&on • Brand posi&oning
December
January
February
• • • •
• Materials for en&ty partners finalized • oGV promo&on started (best case scenario) • GA evalua&on • Website adjustments
• FB ads IF NEEDED for RCTM
RCTM online promo&on Social media pos&ng FB ads Website adjustment
GeXng IR materials Website adjustments Merging websites/fanpages GA evalua&on
B2C Marketing & Customer Experience - Youth Responsible for:
KPI:
Leading and tracking B2C commission for RCTM and CXY promo&on
# 5500 sign ups for CXY; # 835 applicants for RCTM
Leading and tracking CXY commission
# 488 APPR in oGV; # 464 RE in oGV
Crea&ng a strategy for boos&ng oGT
# 84 APPR in oGT; # 48 RE in oGT
Improving and tracking LEAD and Exchange standards frameworks for experience delivery in each ELD product
# 315 CO in oGV; # 30 CO in oGT; # 10 CO in oGE; 9.5 % NPS
Improving and tracking IR strategy and crea&ng co-delivery framework
# of APP ; # of RE ; # of CO with each country partner
Improving and alignment of offline promo&on for RCTM (na&onal events framework crea&on)
70% of CR from applicant &ll @ member
Improving and alignment of offline promo&on for CXY and crossFA framework (partnership materials, message crea&on facilita&on, and etc)
50% of CR from sign up &ll APPR,
Improving and implemen&ng framework of working with EPs within customer flow
95% of CR from APPR to RE; 90% of CR from ACCEPT to RE
Quarter focuses Strategy
Offline campaigns
Q3
• Alignment of events for RCTM • Tracking
IR management
• MC2LC coopera&on crea&on • EST management regarding IR
Customer experience management
• Prepara&on of materials for newies • HUB management • EST management regarding CX
Q4
Q1
• Alignment of events for CXY • Tracking
• Alignment of events for CXY • Global Village alignment • Tracking
• Promo materials crea&on • Promo&on of partners • Tracking and communica&ng with partners
• Promo materials for SP crea&on and promo&on • Tracking and communica&ng with partners • CEEDerships tracking
Q2 + July • Alignment of events for CXY • YSF alignment • Tracking
• Tracking and communica&ng with partners • Co-delivery framework crea&on and tracking
• CF refreshment • Tracking approving process • Standards delivery tracking • Tracking approving process • CXY campaign • EST management • CXY campaign regarding CX • Standards delivery tracking
Monthly priorities August
September
October
• Offline events for RCTM alignment • IR strategy crea&on&sealing partnerships (MC2LC) • CXY winter peak message and &meline crea&on
• Tracking offline promo&on RCTM • Tracking offline promo&on CXY (roadshows) • Tracking approving process • Processing and crea&ng E2E • CF refreshment (OPS, budding materials system, RIS, co-delivery framework) • Refreshing of educa&onal materials for commissions
December
January
• Tracking approving process • Standards delivering tracking (OPS, home en&ty standards) VPs educa&on
• Standards delivering tracking (codelivery with host en&ty) • Processing and crea&ng E2E partnerships& collec&ng materials • Summer peak CXY prepara&on (message crea&on, events alignment, planning, &meline and etc) (8-10 Jan)
February
• Tracking offline promo&on CXY (+Global Village) • Tracking approving process • EST management
November
• Tracking offline promo&on CXY • Tracking approving process • Evalua&on of RCTM
B2B & Partnership development Responsible for: Brand communica0on in B2B corner
Co-crea0on and delivery of CSR strategy
KPI: 100% of products brand aligned 100% oine visuals created 36 450 EUR revenues 100% growth in total # of partners
Inven0on and delivery of B2B pull strategy
100% rela0ve growth of leads (partners)
Brand Advocacy content collec0on & crea0on in B2B corner
100% growth of relevant applicants/opportunity
Account management with na0onal partners – media, municipali0es, companies
16 total partners 36 450 EUR revenues
Account management (CRM) for exis0ng PD partners
150% revenues growth 16 total partners 90% of partnerships sustained or upscaled
Co-crea0on and improvements of na0onal poriolio and revenue streams responsible na0onal budget
Sales strategies innova0ons and improvements
113 calls 44 mee0ngs 22 products sold 36 450 EUR revenues 150% revenues growth
Quarter focuses Strategy
Q3
Q4
Q1
Q2 + July
• Building network for SA • POP change management
• SA execu&on & linking • iGT/GE LinkedIn strategy crea&on & execu&on • POP change management
• SA execu&on & linking • SA repor&ng • iGT/GE LinkedIn strategy execu&on • POP final implementa&on
• Value delivery support • Global Host campaign plan • Approving campaign • Sales support execu&on • Approving campaign plan • Global host campaign execu&on
• Value delivery support • ES evalua&on & report crera&on • ES content & tes&monials collec&on
• ES 2018 feedback implementa&on • ES 2019 planning & strategy crea&on
• Sales for DARE, PM & LEAD • SumCo delivery & report
• SALES for BRAVE, FA and SumCO • LEAD, BRAVE, FA delivery & report • Local YSF prep.
• Local YSF delivery • SumCO & DARE sales • PD Transi&on
Pull strategy • SA framework crea&on Startegic Alliances (SA) • Plan & strategy of POP LinkedIn management implementa&on iGT and iGE pull strategy POP implementa&on
Educate Slovakia Campaigns crea&on Campaigns delivery Value delivery support Evalua&on
Push strategy PD sales Educa&on
• Sales for LEAD & BRAVE • DARE & PM delivery & report
Monthly priorities August
September
• Directors mee&ngs for ES • ES Approving campaign • ES Global Host Campaign
• ES Approving campaign • ES Global Host Campaign • Educate Slovakia Value delivery systems (MoS, NPS, feedbacks...)
October
November
• ES Approving campaign • ES Global Host Campaign
• Strategic Alliances
• Sales for Presidents Mee&ng • Sales for LEAD
• Sales for DARE • Sales for Presidents Mee&ng
• Sales for DARE • Sales for Presidents Mee&ng • Sales for LEAD
December
January
February
• ES2018 Content collec&on and final report prepara&on • Local YSF prepara&on • iGT & iGE pull strategy for SP
• ES2018 Content collec&on and final report prepara&on • Local YSF prepara&on
• Strategic Alliances • iGT & iGE pull strategy for SP • Sales for BRAVE • Sales of Func&onal Academies
• Sales for BRAVE • Sales of Func&onal Academies
• Sales for SumCo • Sales of Func&onal Academies
• Sales for LEAD • Sales for BRAVE
Customer Experience - Companies & Partnership development Responsible for:
KPI:
ELD products Improvement
GV - 75%, GT - 60%, GE - 66% Conversion Rate RE to CO
Customer Flow for iGT/ iGE
Process &me Opening —> APPD: GT – 30 days/ GE – 14 days
iGT & iGE products development
41 RE GT ->3 CO 33 RE GE -> 20 CO
Sales Strategies innova&ons & improvements
19750€ PD revenues 13400€ GT revenues
E2E partnerships
20% rela&ve growth APPR
Sales of PD por~olio Revenute streams from PD
19750 € 277 calls 103 mee&ngs 18 PD products sold/ 43 GTs
Account management
100 % current partners sustained
Quarter focuses Strategy
Q3
Q4
Q1
• Evaluate responses
• Implemented for FAs
• Evalua0on of strategies
• Implemented for CXO Fas
• Bra0slava Local Pilot
• Implementa0on
• Ac0on steps crea0on
• Tes0ng new strategies
• Tes0ng
• Create Sales Culture
• Building strong SALES
• Pipeline for sales
Q2 + July
• Create framework
SALES Support
• Evalua0on • Transi0on • Shadowing
• Sales Mentor
• Co-delivery plan • Embedded in EC MoS change implementa5on
• JDs adjusted • R&R system adjusted • Re-create IPS framework
• Track EX standards delivery • Improvements implemented • Companies coopera0on • GT realiza0on
Crea5on of long-term partnerships
• Sales of Educate Slovakia
• Sales BRAVE
• GT sales
• Account management
• CRM audit
• Long-term sales (focus on packaging)
• Sales mentor
• GE realiza0on • Co-delivery • Track Ex Standards Delivery • Companies coopera0on
• GE Realiza0ons • GT realiza0on • Co-delivery
• GT realiza0on
• Account management • Long-term sales (focus on packaging) • Pipeline crea0on for successor
• Account management • Long-term sales (focus on packaging)
Monthly priorities August
September
October
November
• Sales – Educate Slovakia • Openings for GTs
• Sales – local GE/ Educate Slovakia/ LEAD • Func&onal educa&on for new members • Approving GT • DARE - realisa&on •
• Sales - LEAD • GT RE • PM summit – realisa&on of conference • Approvals GE
December
January
February
• Approvals GE • Account Management communica&on
• Realisa&ons for GE project • (VD focus and BA) • Tracking opera&ons
• Compeleted GE • FA summit for new EBs • Realisa&ons for GE project
• • • •
Sales – GT focus Framework for Sales strategy SumCo delivery Contract closures – Amazon, Accenture
Customer Experience - Organisations Responsible for:
KPI:
Leading LCVPs comission
119% growth in exchanges delivered
Improve and further develop push strategy for dierent customer segments
693 Packages Sold Na0onally
Ensure strategy implementa0on at local level
333 Experiences Realized
Improve and track LEAD and Exchange Standards frameworks for experience delivery
203 Completed Experiences
Manage interna0onal rela0ons
60% of realiza0ons coming from partner countries
Guarantee the work of En0ty Control Board (ECB)
NPS Average Score of 9.0
Quarter focuses Strategy
Q3
Q4
• Set all the EY2EY partnerships needed Interna5onal Rela5ons Frameworks
• Approval Campaigns for Winter Peak
• Co-Delivery of Experiences • Co-Delivery of Experiences
• Par0cipa0on in Interna0onal Conferences
Network Management
• Team Building for network • Incen0ve Systems
• Set Co-Delivery Framework with EY Partners
Value Delivery Customer • Network Educa0on: Flow Exchange Standards, NPS, Value Delivery • EST VD Elected
• Evalua0on of Winter Peak with EY Partners • Set partnerships for Summer Peak
• EST IR Elected
• Tracking tools for performance
Q1
• Tracking execu0on of processes and rou0ne • Downscale of materials • Physical touch-points (roadshows)
• Refreshing last resources needed for Value Delivery • Value Delivery Roadshow
• Support on RE peak • Support new VPs
• Tracking Value Delivery of Winter Peak • Evalua0on of Delivery aper end of Realiza0ons
Q2 + July • Approvals for Summer Peak • Co-Delivery Frameworks for Summer Peak
• Support LCs planning for summer • Track new VPs on summer prepara0ons
• Value Delivery Framework for summer
Monthly priorities August
September
October
November
• Sales Tracking • EY2EY Partnerships establishment • EST Educa&on • IR Frameworks implementa&on • ES Brand with B2B
• Maintenance of EY2EY • Approval Peak Campaigns • Sales Roadshow
• Host Family Campaign (offline) • Educa&on of New Members For Value Delivery • Approval Peak Campaigns • Maintenance of EY2EY
• • • •
December
January
February
• Last Prepara&ons before Winter Peak • Value Delivery and CoDelivery Frameworks 100% implemented • Exchange Standards tracking
• Winter Peak Delivery • Exchange Standards Delivery Tracking
• Winter Peak Delivery • Winter Peak Evalua&on
Host Family Campaign Tracking Approval Peak Campaigns Maintenance of EY2EY Value Delivery Roadshow
MC Contacts
1718 team:
Jakub Belobrad Finance
Cris%na Vlad Talent Management
Miriam Kölešová Digital Marke7ng
Cris%an Rizea Expansions & LCD
Anna Kotova B2C & CX-Youth
+421 902 918 223 jakub.belobrad@aiesec.sk
+421 902 918 222 cris.na.vlad@aiesec.sk
+421 902 918 221 miriam.kolesova@aiesec.sk
+421 902 918 226 cris.an.rizea@aiesec.sk
+421 902 918 225 anna.kotova@aiesec.sk
Vlas%mil Vančo B2B & Partnership development
Veronika Machová
CX-Companies & Partnership development
+421 948 918 219 vlas.mil.vanco@aiesec.sk
+421 902 911 465 ve.machova@aiesec.sk
Glauce Moraes
CX-Organisa7ons
Katarína Kubáňová MCP
+421 902 918 224 glauce.moraes@aiesec.sk
+421 902 918 220 katarina.kubanova@aiesec.sk