MICHAEL OHAEGBU
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My Biggest Achievement in AIESEC so far. And what I learnt from it Joining AIESEC initially came with a lot of unclear directions as regards what exactly I wanted to get out of the organization until I took up a Leadership role – Project Director, PROJECT swITch. This can be regarded as my MOST IMPACTFUL ROLE so far.
Learning Point
BIGGEST ACHIEVEMENTS Got a sense of direction towards organizational growth and personal development Organized the summer project with a visit to 5 high schools and engaged with about 120 students. Raised 3 learning partners for the project. Also matched and realized 4 interns for the project
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Role of MC in AIESEC Belgium Sense of Clarity & Direction Having to give constant communication/directio n of global & National directions towards achieving goals AIESEC 2015.
Support LCs to implement programs which AIESEC Belgium runs
MC ROLE
This can be done through coaching by guiding LCs in ensuring synergy exists between the MC-LC in executing national campaigns and strategies.
As the MC of AIESEC Belgium, it comes down to how much the effect of MC can reflect on the members which is about how charismatic each leader on the MC is. It helps in terms of the National Network & also External Representation. The following are the Role that the MC of AIESEC Belgium have to play, they include the following:
Organizational Development Build up systems to aid easy cascading of such strategies whereby growth is guaranteed for the organization nationally in areas like Talent capacity & HR allocation, member development, expansions, product development, sustainability.
In the end the role of MC has to drive the RIGHT Leadership with-in the network through the kind of unique experience that AIESEC BELGIUM is delivering for IMPACT in the society
SUSTAINABLE LEADERSHIP & IMPACT
BIG AIESEC BELGIUM
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Synergies needed between different functions to increase the volume and quality of experiences delivered in AIESEC Belgium.
For the kind of entity AIESEC in Belgium is, the following can be seen as the needed synergies from various functions to help drive overall quality experiences in the Entity:
SYNERGIES
OGX with Marketing & Comm
Sales with TM, OGX
Using the marketing Tools to drive OGX towards possible Customers & promoters
Job fairs & youth to business events to increase external engagements
Education around Customercentric behaviors and stakeholder management
Using marketing tools to facilitate Country partnerships & Co-Delivery
Promoting GLOBAL TALENT & GLOBAL CITIZEN to get companies and students involved
Sales force with members to drive and sell products (oGIP & oGCDP)
Marketing & Comm with TM Finance & TM, Marketing, ICX, OGX, Sales
Finance is the heart of operations through proper allocation of Money, Budgeting & Investments
Marketing & Comm with ICX
Developing & promoting the MEC for member knowledge and empowerment
Setting up IT structures for Organizational Development & Proper allocation of talent capacity
Promoting our sub products through various channels & tools to get right set of young people. Promoting GLOBAL TALENT & GLOBAL CITIZEN to get companies and students involved
External Trends of the country and Products AIESEC Belgium should offer to different markets
For Belgium as a country there are some trends which have been dominating for the last few years and AIESEC Belgium can work on them to develop products towards increasing organizational growth/performance Career Focused Youths
EU Partnerships and trades for economic growth High level of information seeking/ IT Advancement Big Companies around business solutions
oGIP SUB-PRODUCT A product that can be developed is
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INTERNSIFY
With a strong country involvement with the EU, AIESEC Belgium can do more around getting skilled interns for various companies to boost there business and operations. Also would serve as a strong organizational growth in terms of oGIP figures. This can be facilitated by Country Partnerships with EU countries which also would ensure Co-Delivery of experiences
Current State of AIESEC in Belgium & 2 Proposed Focus areas for 14.15 60 50 40
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TMP
Current Figures from Aug 1st 2013 – Jan 30th 2014
TLP
30
iGCDP oGCDP
20
iGIP oGIP
10
0 UA
LEUVEN
ICHEC
GENT
HUB
MONS
VUB
ULB
LIMBURG LOUVAINLA SAINT-LOUIS NEUVE
SUM-UP PERFORMANCE
POINTERS It can be seen that AIESEC In Belgium has been striving majorly through the Global Internship Programs (incoming & outgoing). This is really a strong market and should be developed more in terms of up scaling of operations around it to drive results Also the number of experiences from within the member experience (TMP/TLP) is also encouraging. This shows that a lot of more can be generated through proper Talent/HR allocation and also SYNERGY & Collaboration between Functions Subtracting the MC figures from these experiences generated, it can be deduced again that the MC is very operational and if only such can be communicated to the LC whereby there is a strong sense of direction and member knowledge to execute operations, this would also boost the general results of AIESEC in Belgium
After carefully analyzing what the current state of AiB is, I can say that the focus areas which I propose for AIESEC Belgium 14|15 would include the following: NB: External Relevance in terms of PR is to give a bigger picture and IMPACT of what the organization is doing to the community of BELGIUM as a country
TMP
TLP iGCDP oGCDP iGIP oGIP
245
107
1
33
60
37
EXTERNAL RELEVANCE (i.e. PR) RESPONSIBLE & ENTERPRENEURAL PROGRAMS (GCDP/GIP)
TALENT CAPACITY FOR GROWTH
AIESEC BELGIUM FOCUS AREA
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What are the main bottlenecks in OGIP? Suggest action steps to overcome these bottlenecks.
B o t t l e N e c k s
?
Inconsistent Calendar for oGIP RA & RE (Raising & Realizations) for the Entity as a whole Conversion Rate (% of Raises - % of Realizations very low) Market Segmentation Limits to the target and reach to where we can sell the product
AIESEC In Belgium in the past 3 years has grown tremendously through OGX (narrowing it into oGIP). The Current State of AiB shows a figure of 37(which is about a 2% growth) from previous years. And this ratio can grow even bigger but low conversion comparing the no of Raises on the system to Realizations. Regardless some hindrances have occurred and have to be tackled for possible GROWTH LIKE NEVER BEFORE
ACTION STEPS
Like Never Before
Member Education – Around sales oGIP & also understanding processes in the operations. Co-Delivery Management – Plan for consistent partnerships for Supply Based delivery is not available
oGIP GROWTH
Member Education– Learning & Knowledge around this area for sales of oGIP & Operations OGX SYNERGY with Marketing & Comm – Maximize both functional areas to manage numbers of possible CUSTOMERS signing up for program to increase conversion rate leading to HIGH Promoter numbers
Talent Capacity Allocations – Increase no of members, assigning the right people working in this FA to drive more results Upscaling oGIP Operations– Develop me oGIP Sub-Products and also use campaigns to drive more numbers. Get LCs connect to WHY of increased operations
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Evaluate AIESEC in Belgium’s OGCDP process (promotion, recruitment, matching & preparation) and suggest three ways of improvement for each stage
PROMOTION From the figures it can be accessed that the results are based on the kind of promotions, the channels used to reach the segment market. No detailed information about the product and what is to be gained by taking part.
RECRUITMENT High number from subscribers (% increase in number of RA). Not much from conversions into TXPs (RE – TMP). Limited Target market of only university students, Knowledge of members in oGCDP sales.
MATCHING
PREPARATION
An increase in the no of Matches from previous year which shows from the no of Realization (33), so conversion rate grew.
More detailed & planned OPS should be conducted Nationally, follow up of EPs for re-integration, Upscaling of sales for oGCDP with market segmentation OF
WAYS IMPROVEMENT
PROMOTION Proper Definition of Value Proposition of the program/product Increase no of Campaigns to promote the product physically & virtually Using strong Channels to promote through synergy with Marketing & Comm
Synergy with Sales team to drive subscribers for oGCDP Constant follow ups of subscribers through ORS to increase conversion ratio Set plans for off-peak periods through pocket recruitment & raising campaigns
RECRUITMENT
MATCHING Solid Team structure to convert raises to matches (RA – RE) Using Proper Country Partnerships & CoDelivery Management to get supply based delivery Constant follow ups of subscribers through ORS to increase conversion ratio
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Market Segmentation activities to determine the right target for the product Proper planning of OPS for expectation setting Re-Integration to drive & increase Talent Capacity(TMP & TXP)
PREPARATION
Mention 2 strategies to ensure efficiency and growth in the non-peak periods of the year. Understanding realities of an entity involves creating the right structures & strategies that would always be in place to drive operations, for AIESEC Belgium this is not different. From the figures and analysis of recent years, there has been growth in the results for OGX (oGIP & oGCDP). To ensure this continues all year long (which includes off-peak periods of the year), the following are the strategies which would work for the entity:
OFF PEAK PERIOD STRUCTURE
CO-DELIVERY
MANAGEMENT
OFF PEAK PERIOD STRUCTURE For this strategy a timeline/ Calendar which would see proper allocation of activities (from Recruitment, Sales, Promotions, Preparation, Matching & Delivery) for winter period. Encouraging off-peak realizations would include the following: Timeline (September – December)
RA
RE OFF PEAK OPERATION
Co-Delivery is very important because it helps to foster SYNERY & COLLABORATION between entities to achieve a Big result for AIESEC as an organization. In AIESEC Belgium we can ensure co-delivery for oGCDP & oGIP through the following pointers: Level of Specialized Working with Evaluating Past Operations – /Customize Potential Performances– Upscaling programs – Entities – check which our program Having a Ensuring countries have a through our special country strong result in talent program for partnerships demand of EPs capacity a supply based entity CO-DELIVERY MANAGEMENT
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In your opinion, what are the necessary changes that need to be made to our student market approach to allow us to reach 500 exchanges by 2015?
To grow the OGX figures towards 2015 & the changes that would be made towards our student market would be seen from how we treat the Student Target Market. Seeing every Student as a Customer & making sure that we are working towards Customer Loyalty for Students, it would help increase promoters for our exchange programs. Our LCs have to be conscious of what this means to the kind of unique experiences we are delivering by giving them the necessary education. The changes would involve looking at 2 strategies: Understanding CUSTMER FLOW EXPANSIONS to Upscale & Drive OGX
CUSTOMER FLOW Converting from Strangers to Customers
ATTRACT -------CONVERT -------CLOSE
Converting from Strangers to Customers
Showcasing the Stories to increase reach of AIESEC
DELIGHT ---------------------SHOWCASE
Showcasing the Stories to increase reach of AIESEC
Education around OP & ORS for Members in the Functional Area
Synergy with Marketing & Comm to show promoter stories
Create National teams to manage Follow ups of sign up to increase conversion
Define Channels for Showcasing as uniform
Create email response templates for ease of follow up Payment plan incentives for raises of potential customers
Create weekly/ monthly Newsletter to publish this to school authorities/partners
Expansions culture have to be encouraged by using OGX as a product developed to drive exchange figures. Set Up Team with team leader to drive operation Define Value Proposition of Product and coordinate sales nationally
OGX GROWTH Like Never Before
Measure progress from no of RA with PEAK & Non-PEAK Periods to no of RE
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Based on the current Belgian student market reality, please highlight the main focuses for the term 14/15 mentioning your big idea to boost OGX performance. Following the realities of the student target market, some major pointers has caused the decision for the following focus. It’s a good platform already because OGX as a focus is on the rise and it is recorded a substantial growth in recent years for AIESEC In Belgium. The following would be set as focus and this would connect to drive OGX performances.
Talent Capacity & Education
Customer Experience
Education of processes & information management for better efficiency of operations
Make selection process more effective & support incentives for prices
Synergy with TM & Sales FA to drive reintegration and product promotions to target market Proper TM structures for sustainable growth developed
Continue NPS Implementation through education Have Customer Loyalty plans across seasons Co-Delivery strategies implemented
Product Development/ Empowerment
Support LCs to develop University partnerships to drive oGCDP Synergy with Marketing & Comm to drive promotions Sub Product Development in relevant areas of National needs to drive GIP
Sustainability
Manage sustainable & entrepreneurial programs (GIP/GCDP) Create Investment modules through synergy with Finance