Aiesec in portugal 2015 strategic plan

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.