THE VERY IGIP BOOK …AND LEGEND ROLLS ON AIESEC IN VIETNAM Last Updated Aug 2016
Let’s do some quick check!
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When was iGIP (ICX) function established in your LC?
2 3
When did your LC gain the 1st result in iGIP?
What is the most important achievement of iGIP in your LC each term?
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When was the first time we won a regional iGIP award?
National iGIP History 09-14 …as a non- key focus program
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24 08 - 09
09 - 10
10 - 11
10 07 - 08
11 - 12
12 - 13
13 - 14
ALL RESULTS CAME FROM MC LEVEL •
Built many company relationships and networks – very
successful in MC TN raising. •
2 CEEDers were Laura Allen from Australia, and Julie Gouin from Canada, who both went on to join the 1st MC team. Most of partnership were based on personal connection.
•
TN raised with MNCs:
5 TN Re with Unilever GEP (Global Exchange Partners) from AI – DHL.
Julie Gouin MCVP Exchange (LCVP ICX, Canada, Laval)
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48 41
47
24 08 - 09
09 - 10
10 - 11
10 07 - 08
11 - 12
12 - 13
13 - 14
Marcello Ciaramella
Scott Norford
MCVP Exchange (LCEB Napoli, Italy)
MCVP Exchange (LC EB QUT, Australia)
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48 41
47
24 08 - 09
09 - 10
10 - 11
10 07 - 08
11 - 12
12 - 13
13 - 14
PERFORMANCE PLATEAU •
60% results came from MC level. Cannot grow more due to MC limited capacity to handle large volume.
•
Engage more big corporate: Sacombank, Archetype Group, Vietnam Alliance Capital.
THE MAIN DRIVER FOR GROWTH SHIFTED INTO LC •
LC FTU Hanoi started performing with first long-term partner: Better English School.
•
LC HCMC built a strong foundation with HCMC UT FLC, Westcoast Dental Clinic (delegated from MC). First TN Realized with a law firm LCT Lawyers.
•
LC FTU HCMC results came mostly from MT Japan segment: Vitalify Asia (Re with
Shuntaro Komagata – MCP of AIESEC in Japan term 1314)
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24 08 - 09
09 - 10
10 - 11
10 07 - 08
11 - 12
12 - 13
13 - 14
MASSIVE GROWTH (RANK NO. 23 GLOBALLY) •
1st time having Vietnamese MCVP ICX.
•
Best LC Award in ICX (Relative growth) for LC HCMC in APXLDS
•
Internship quality crisis due to lack of experience in delivery.
MC-LC ROLE •
Continue the transition from MC to LC performance: focus on
ET sub-product, start researching MT Japan. •
MC must maintains raising & frequently review MC-LC split to contribute financial sustainability.
Le Hoang Long MCVP ICX (LCP Nottingham, Malaysia)
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24 08 - 09
09 - 10
10 - 11
10 07 - 08
11 - 12
12 - 13
13 - 14
Andrey Bozhkov
Milena Nguyen
Hans Baetsen
MCVP ICX 12-13 (UK)
MCVP BD 12-13 (LCP, Hanoi)
MCVP ER 13-14 (The Netherlands)
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48 41
47
24 08 - 09
09 - 10
10 - 11
10 07 - 08
11 - 12
12 - 13
13 - 14
NO SUPPORT TO DEVELOP LC DUE TO MC HR CRISIS •
12-13: MCVP ICX got fired in the middle of the term. MCVP BD could not handle heavy workload (only 1 person in charge of sales, MCP Election, AI BD Manager application, no expertise in iGIP) BD Managers worked as the NST role. Only recruited in the last 4 months of the term.
•
13-14: MCVP iGIP could not perform well due to lack of local understanding & iGIP
Commission team management skill. He resigned 3 months before the term ended.
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48 41
47
24 08 - 09
09 - 10
10 - 11
10 07 - 08
INITIATE STRATEGIC GROWTH MAP FOR IGIP IN VIETNAM
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The very 1st National ER Strategic Meeting: product performance analysis.
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Start initiatives to enhance matching: matching mania,
matching
portal,
NST
supply
pool
management.
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New pricing model to support raising.
•
Quality management system: CEM process, NPS
11 - 12
12 - 13
13 - 14
Product strategy Market Segment (what company categories we should focus on?)
Description • Japanese/ Korean Owner • Local Owner with below focused customers: Japanese Korean Taiwanese EU • Service: Law, Logistics - Outsourcing & HR Service - Export & import, Trading
Product Development • (based on those categories, what are the products we can use to sell to them or have to create to sell to them?) Channel (through which channel can we make our product known to them, how can we market our product?)
Targeted EP Nationality:
Japanese Korean Taiwanese
• Targeted Background (XP or Knowledge) - Customer Relation - Tour Operation - Sales & Marketing
• Linkedin: - Professional Group & Community - AIESEC Linkedin Site • Current Partner: - Referal from past customer from that nation • Business Community: - Biz community (industry based, nation based) - For Korean, Japan: Local Print • AIESEC GIP Website • AIESEC Entity in that country (cross nation sales)
We did have clear sub-product strategies for ET and MT at that time!
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48 41
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24 08 - 09
09 - 10
10 - 11
10 07 - 08
11 - 12
12 - 13
13 - 14
HR CRISIS IN LC LEVEL •
Change into operation based on projects due to OD structure. ICX split into iGIP & iGCDP
•
4/5 LCVP have less than 6-month experience in the function iGIP.
•
Weak OCP pipeline. Only LC HCMC focus on matching.
QUALITY CRISIS IN PARTNER MANAGEMENT (TN) & EXPERIENCE DELIVERY (EP) •
Encounter many bad cases practice in managing partners: no money collection (AMA/Cleverlearn, German (European) International School), poor internship quality (Pasteur Shoes, Transcend People Limited)… 70% old partners dropped.
•
EP broke realization due to poor internship quality: mostly from Poland & Ukraine (CEE)
National iGIP term 14-15 ‌first time as a key focus program
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71 24
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09 - 10
10 - 11
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47 24 08 - 09
10 07 - 08
11 - 12
12 - 13
13 - 14
14 - 15
INVESTMENT ON THE NATIONAL LEVEL •
Structure changed: 1 MCVP working full time & 2 iGIP Managers (part-timers).
•
First synergy projects with supporting functions
in MC level: TM, Fin, Mar, OD •
MC investment portfolio: approx. $1150
MC-LC RELATIONSHIP •
4/5 LC running iGIP program chose iGIP as a LC focus program (except for Danang)
•
MC-LC
relationship
improved
Vyx Le, MCVP iGIP (BD Manager, 1314)
significantly
compared to last terms (only minor conflicts)
Quang Nguyen, iGIP Manager (NST iGIP-BD, 1314) Tien Nguyen, iGIP Manager (LCVP ER Hanoi, 1314)
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71 24
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09 - 10
10 - 11
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47 24 08 - 09
10 07 - 08
11 - 12
12 - 13
13 - 14
14 - 15
STRATEGIC GROWTH MAP INTRODUCTION Build up a strong foundation on areas of focus for long-term growth •
Sub-product development: standardize growth map for ET Eng & MT Japan, piloting small categories in MT undefined (Tourism, Digital marketing) and open up IT for FTU HCMC
•
Talent Capacity: 3 standardized talent processes: recruit, develop, manage
•
Customer Loyalty: TN standards delivery
Commission Alignment •
National planning timeline
•
LC Development roadmap
Recommended reading: iGIP 1415, Talent Capacity report, CLS report
LC starts performing on their own. 3 big LCs (HCMC, FTU Hanoi, FTU HCMC) jump into Advanced LC
National iGIP term 15-16
118 71 48
24 10 - 11
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24 09 - 10
47 24 08 - 09
11 - 12
12 - 13
13 - 14
10 07 - 08
14 - 15
15 - 16
INVESTMENT ON THE NATIONAL LEVEL •
Standardize MC structure: 1 MCVP in charge of strategies, 1 MC Manager handle operation
•
MC investment portfolio: approx. $600
HIGHTLIGHT OF THE TERM •
Term 1516 start positioning iGIP Vietnam in the global network as a sustainable fast-growing entity. We maintain the same ranking (5th) in the region and jump to top 15 in the global ranking.
•
LC FTU Hanoi is awarded with iGIP Excellence award in Asia Pacific Conference 2016, China
Quang Nguyen, MCVP iGIP (iGIP Manager, 1415) Phat Nguyen, iGIP Manager (CC Team Leader, 1415)
118 71 48
24 10 - 11
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24 09 - 10
47 24 08 - 09
11 - 12
12 - 13
13 - 14
10 07 - 08
14 - 15
15 - 16
STRATEGIC BLOCK IN MANAGEMENT Maintain current operation in all blocks. However, due to limited HR capacity in national level, no strategic projects for Talent Capacity & Customer Service were introduced. •
Sub-product development: maintain the growth of (1) ET as a 1st national focus, and (2) MT &
IT product as local sub-products. Refresh value communication to partners and introduce GE as a piloting sub-product. •
Talent Capacity & Customer Service: N/A
Commission Alignment •
Review and introduce National Timeline 2.0
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3 big LCs (HCMC, FTU Hanoi, FTU HCMC) double their results as Advanced LC in ODGM.
•
1st attempt to support LC Danang in raising.
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10 - 11
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09 - 10
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08 - 09
11 - 12
12 - 13
13 - 14
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71
118
iGIP Growth Map
07 - 08
MC Raising to sustain MC operation
14 - 15
15 - 16
Shift to LC performance & manage X split
No measure in Talent Capacity
TC as growth driver
Introduce Sub-product Concept
SP development
Little “quality” problem
Customer Service Crisis – need strong improvement
Some wise words here ď Š We know our mistakes‌ so the next generation will never make it happen again
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08 - 09
09 - 10
10 - 11
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MC – LC role
07 - 08
HCM (established) (deliver result)
11 - 12
12 - 13
13 - 14
14 - 15
FHN FHCM HN
HCM
FHN
FHCM
HN
•
80% of operations result from LC It’s a strong foundation for sustainable entity growth.
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MC must frequently review MC-LC split to ensure MC financial sustainability.
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GCPs not duplicated in start-up LCs Low growth rate in start-up LCs
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The best number of Realize annually for each LC is 80~100 Expansion is the key initiative to grow our impact exponentially.
LC Development & expansion strategies is the foundation for long-term growth
Sub-product management Other
MTJP
IGIP SUB-PRODUCT CONTRIBUTION 01.07.07 – 31.06.15
ET
80 60 40 20 0 07--08
08--09
09--10
10--11
11--12
1st targeted market •
12--13
13--14
14--15
1st product performance analysis
English Teaching: start 09-10; grow in 11-14. MT Japan: 11-12, grow after 13-14.
It takes on average 2.5 years for a sub-product to sustain. •
Other products count for ~40% and stay undefined for 5 years. MT Digital Marketing, MT Tourism is only potential in small scale keep as LC product
•
IT is potential to become one of the key sub-products in the long run.
•
How to upgrade all GCDP TN into Global Entrepreneur (short term GIP sub-product)
Market research should only be done in MC level (sample > 300 TN) Each sub-product must have a 5-year development roadmap to grow massively
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08 - 09
09 - 10
10 - 11
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Quality Management (S&S)
07 - 08
11 - 12
12 - 13
13 - 14
14 - 15
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We first experienced quality crisis in term 11-12 when delivering iGIP in large number.
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Various initiatives have been deployed but no clear results to show improved quality.
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One of the key bottlenecks in matching is how to position iGIP in Vietnam to international interns. In the past, we kept promoting Vietnam as a country (voluntourism)
In the long run, we have to do iGIP experience marketing in a healthy way: what kinds of experience interns will have in Vietnam? What makes it more worthwhile than other entities.
Quality is one of the key bottlenecks that need to be addressed for exponential growth
Talent Capacity
MC LEADERSHIP PIPELINE
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The biggest responsibility of MC in charge of iGIP is legacy management: ensure Commission Direction & do not repeat mistakes from the past.
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Local understanding is the most important requirements for MCVP position.
LC TALENT MANAGEMENT •
Role of LCVP: LC direction management. Ensure entity plan is reflected into LC/OC level
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Role of OCP: 80% is to manage OC to do operation and deliver X results.
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Most of Talent Development strategies will improve member performance after AT LEAST 6 months.
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Continuous learning journey (LEAD program) for members is of crucial importance.
Talent planning is the bottom line to support all front-office strategies
Continuity in Talent Development is the key to enable all strategies to happen
Commission Management •
National Planning Timeline must be finalized ASAP at the beginning of each term to (1) cascade entity planning into LC & OC level and (2) strategic touch-point management.