17.18 plans of AIESEC in Slovakia

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