Planning for 2015
MC UP Team Days Lisbon, December 2013
Our Organizational Positioning How your competition positions their products? •For free and very cheap •Direct impact •Government support
What are the buying criteria for our customers? •Reputation •Quality •Support from the organization during the experience •Referrals
Our Organizational Positioning Who are we? Leadership Development in a Global Context
How do we differentiate? We Develop an Experience with the customer (more than just buying a product) We are young and fun We have a strong culture
Our Competitive Advantages Physical reach
International Database (myaiesec.net)
Value - Yes
Value - Yes
Rarity - YES
Rarity - YES
Imitability - YES
Imitability - YES
Organization - NO
Organization - NO
Who do we want be in 2015? What does it mean to be a global youth voice in 2015 for AIESEC Portugal? Every young person in Portugal as recognizes and has access to an experience with AIESEC.
Who do we want be in 2015? What does it mean to be a firstchoice partner in 2015 for AIESEC Portugal? The educational system recognizes us as a youth leadership development organization.
Who do we want be in 2015? What does it mean to be a crossgenerational positive in impact on society in 2015 for AIESEC Portugal? AIESEC in Portugal develops the lifelasting leadership that our society needs.
Our Goals 2014
2015 1123 975
23 32 GIPi
88 115 GIPo
190
231
GCDPi
231
310
281
GCDPo
TMP
350
TLP
Main Product Strategy GCDPi Product Development This is a new product to be marketed to our existing customers. Here we develop and innovate new product offerings to replace existing ones. Such products are then marketed to our existing customers. This often happens with the auto markets where existing models are updated or replaced and then marketed to existing customers. Main Orientations • Extend or repackage our product;
• Develop related products or services; • Decrease your delivery time and improve you customer service and quality;
Market Situation – Main Strategy GIPi + GCDPo + GIPo Market Penetration Here we market our existing products to our existing customers. This means increasing our revenue by, for example, promoting the product, repositioning the brand, and so on. However, the product is not altered and we do not seek any new customers. Main Orientations • Strong advertising strategy; • Work on customer loyalty schemes; • Increase the activity of sales force; • Work on alliances
GCDPi Strategy Main Strategy Issue Based Project Creation
Goals
2014 – 190 2015 – 231 Our Projects
EURO 2020 – Investment Areas MDGs (February)
Environment (July)
Aging Population (December)
GCDPi Strategy Operational Plan Partnership Establishment •Corporate Sponsorship •Learning partners •Co-delivery strategy with external organizations •Cy2Cy Partnerships
Customer Experience Development •LEAD for Eps •New feedback model for organizations •Process improvement based in customer feedback •Product Innovation based in customer feedback
GCDPo Strategy Positioning Competitors •Social Impact •International •Goverment Support •Low prices
Buyers •Friends opinion •Price •Project •Country
Diferentiator •Support Netwrok •Leadership development •Cultural immersion
GCDPo Strategy Main Strategy
Goals
P2P Referral
2014 – 231 2015 – 281
Customer Experience Development
Operational Plan
Product
Promotion
•LEAD for Eps •Improve Cultural Preparation •Guarantee Visa Support •Include Insurance
•Create your own experience •Referral Incentivies •Showcasing •Viral campaign for word of mouth •University Relations
Price
Place
100€ + 20€
Increase physical reach Website refreshment
Process •Redifining recruitment season •IT platform improvement: ORS and Opportunities Portal
People •Partnership management •Education
GIPi Strategy Positioning Competitors •Goverment Support •Trustful •Reputation
Buyers •Need to trust •ROI •Price
Diferentiator •Native for the project •Top international talent •Multicultural environment
GIPi Strategy Main Strategy Increase Notoriety and Reputation Customer Loyalty
Operational Plan
Product •Customer loyalty system •Areas Externsion •CRM •Redesign the framework
Promotion •Alliances •PR strategy •Corporate Social Media
Process
Place
•Customization •CRM
Online subscriptions for the companies
Goals
2014 – 23 2015 – 32 People •Work on teams efficiency •Sales development •Close coaching and eduction
Price Tax Exemption for companies
GIPo Strategy Positioning Competitors •Goverment Support •Trustful •Credibility
Buyers •Referrals •Quality •Reputation •Credibility
Diferentiator •Cultural Experience •Personal and Professional Development
GIPo Strategy Main Strategy
Goals
Increase Notoriety and Reputation Customer Experience Development
2014 – 88 2015 – 115 Promotion
Operational Plan
Product •Repositioning the brands •Embed the customer experience in the product management •Include GIPo in Europe 2020 proposal to get support to Eps travelling in Europe
Process •LC2LC Partnerships in co-delivery model •Retain more people during the procees: Simplify and fasten •Longer recruitment seasons
•Europe 2020 to get recognition and credibility •Create experiences based on trial: Online, Guerilla MKT and Mass Media •Fees discount through campaigns
Place Geographical Specialization of the LCs Virtual Reach to different cities and places Selling timeline from July to December
Price 200€+ 20€
Internal Capacity Strategy
Main Development Areas Culture
Financial Capacity
Talent Capacity
Knowledge Sustainability
Internal Capacity Strategy Enjoying Participation
Working with LCPs on Happiness in the workplace
Creating AIESEC in Portugal Cultural Elements
Customer Centricity
Innovation
Part of the induction in all functional areas
Innovation Hubs
Reward and Recognition for good CEM at LC level
Idea Bank
Members presence in Internacional Conferences
Internal Capacity Strategy Financial Capacity Diversification of sources of income
Finacial Levelling in Local Entities
Sales Strategy Revision at National Level
National Funding System
Government Support
Financial Model Review
Institutional Funding
Financial Management Plan and Education
Internal Capacity Strategy Talent Capacity Learning and Development National Functional Learning Framework National Learning Partners
Capacity
Structures Guidelines
Integrated Experiences
Re-integration
Internal Recruitment
Micro XPs for EPs and Trainees
Leadership Pipeline Development Communication Strategy for TMP recruitment
Implementation of pipeline management framework
LEAD and TE implementation
Internal Capacity Strategy Knowledge Sustainability Transition
Data Storage
Create Local Transition Framework
Centralize data into one platform
National Functional Transition
Create content list and storage process
New Timeline
Operations Manual (Process and Entity Development)
Alumni Data
3950 Experiences Our growing physical and virtual reach
Specialized Units
PR Strategy
How do we envision 2015
Interactive Online Strategy
Our ability to develop responsible and entrepreneurial leadership Structures and Functional Knowledge
Integrated Experiences Program Development and Innovation
Our collaborative environment empowers every member to live a high quality AIESEC experience Shaping Organizational Culture Customer Experience Development
Institutional Relations
Most credible and diverse Global Youth Voice
Recognized across sector as First Choice Partner
Creating a crossgenerational positive impact on society
Every young person in Portugal recognizes and has access to an experience with AIESEC.
The educational system recognizes us as youth leadership development organization.
AIESEC in Portugal develops the lifelasting leadership that our society needs.