10252060 marketing sub_product

Marketing Global Internship Program

Why

Market value(Product)

Org. Value(Program)

Personal Value & Needs(Membership)

Mar

ketin

g

Busine

ss A

dmini

stra

tion

Info

rmat

ion T

echn

ology

Teach

ing &

Lan

guag

e Edu

catio

n

Cultur

al Edu

catio

n

Financ

e

Human

Res

ourc

es

Econo

mics

Oth

er T

echn

ical S

ubjec

ts

Accou

nting

Social

Scie

nces

Comm

unica

tion

& Jour

nalis

m

Engine

ering

Arts &

Arc

hitec

ture

Natur

e & L

ife S

cienc

eLa

w

20211679

117811721034

570 541 520 457 431 382237 208

57 31 24

2012 TN Realized-breakdown in working fields

GR

OW

TH

(Ab

solu

te g

row

th o

f T

Ns)

SC

AL

E(A

bso

lute

re

aliz

atio

n o

f T

Ns)

HIGH SCALE – HIGH GROWTH

Marketing Business AdministrationInformation Technology Teaching Language Education Cultural Education

HIGH SCALE – LOW GROWTH

Social Science Engineering

LOW SCALE – LOW GROWTH

Accounting Art & Architecture Communication & Journalism Economics Finance Law Nature & Life-science Human Resources

LOW SCALE – HIGH GROWTH

Other Technical Subjects

GIP

201

1

GIP GROWTH STRATEGIC INITIATIVE

(Maggie, Teo)

INNOVATION SUB-

PRODUCT(Mate)

INNOVATION SUB-PRODUCT

(Mate)

How?

Marketing GIP-Product

What is marketing GIP?

Advertising + Public Relations   Brand & Trademark Management   Consumer + Buyer Behaviour   Customer Relationship Management    Import & Export    International Marketing   Market Research & Evaluation   Product Planning, Development & Control   Retail + Sales Marketing

1005 958792

619 570401 393 375

99

Marketing TN in detailed JD-2012

151141136108

93 89 8766 62 49 43 40 39 34 33 30

Marketing TNs in Sectors

Top Marketing TN Entities

INDIA

GERM

ANY

JAPAN

SERBIA

POLA

ND

MALA

YSIA

RUSSIA

SRI LANKA

BELGIU

M

CZECH REPUBLI

C

THAILAND

GUATEM

ALA

469

156139103

67 50 46 44 38 34 33 29 29 29 29 29 28 28 27 26 25 24 24 21

Top Marketing EP Entities

BRAZIL

MAIN

LAND C

HINA

GERM

ANY

JAPAN

UNITED S

TATES

TURKEY

ROM

ANIA

TUNISIA

ITALY

PORTUG

AL

THE NETHERLA

NDS

MO

ROCCO

155

124117115

10796

67 62 58 53 52 5245 43 41 39 38 32 32 32 32 31 31 31

Bottlenecks of Growth

What is your bottleneck of Growth?

Product Sales Force

Match Mgnt Channels

ICX Key Topics:

Product (Expectation) Channel Match

Management

OGX Key Topics:

1.

Marketing Product

Product 1:Marketing GIP Product for SME

Pricing structure Supplier for language needs Key EP profile development

Product 2:Trade based business development

Example:

China-Turkey Marble Business

Product 3:Marketing sub product positioning in student market

Related working experience Language faculty Right expectation

2.

Sales Force for TN

Highlights for selling marketing sub product

Market targeting and education among membership

Sales intensity Association resource Replicating success

Typical Sales Force Composition20% Stars70% Core Performers10% Laggards

Build Core-Performer Capacity

HR

Intensity

Incentive

Coaching & Training

Critical Areas to improve capacity of core performers

Culture of Sales*

Build Core-Performer Capacity

HRPrinciple:Have sufficient and qualified HR resources for sales

Key Step:TMP/TLP alignment; GIP responsible involvement

Key Process:HR Needs Planning

Profile Building

Recruitment Product

Development

Selection process Design

Build Core-Performer Capacity

Intensity

Key Step:1. Sales goal breakdown into activity

pipeline2. Build strategies and activity to drive

sales intensity3. In time track and evaluate sales

intensity

Principle:Have sufficient sales activities to drive sales breakthrough

Build Core-Performer Capacity

Intensity

Tips for Strategy Design to drive sales intensity Short time framed task with clear goal

In time update, ranking and evaluation Timing of strategy Invest resources to manage and support BE COOL

What does it take to motivate and move your sellers?

Build Core-Performer Capacity

Canada sales blitz, Colin Cup and Sellers’ dashboard

Starting from 2011, AIESEC Canada was able to double their sales activities. The key of success is to break one year calendar into periodic sales campaign, create sales excitement and recognize sellers in time.

Build Core-Performer Capacity

Calling Mania in Colombia

In order to increase sales activities and better coach sellers by giving in time feedbacks, AIESEC Colombia organized different calling manias frequently. The idea of calling mania is bring members together and make sales call together. They also engage very senior sellers and alumni to obverse and give in-time feedbacks.

Build Core-Performer Capacity

Incentive

Czech Republic Case

Principle:1. Reachable for everyone with efforts2. Encouraging

Build Core-Performer Capacity

Sales coaching and TrainingPrinciple 1:70% Practice+20% Feedback+10% Training

Principle 2: 70% Product/Market knowledge+30% soft sales skills

Build Core-Performer Capacity

Sales coaching and TrainingKey Steps:1. Alignment with TMP/LP2. Involve GIP responsible and experienced

sales in design and training delivery

Induction design

Sales education

cycle

Junior

Seller

Sales education

I

12 sales meeting

per month

Minimum 2 raises

Pleno

Seller

Sales education II

20 sales meeting

Minimum 6 raises

during seller experience

Track Account manager

3 re-raises or account expansion

Senior Seller

Sales education

III

25 sales meeting

per month

Minimun 12

raises/partners

during seller

experienceSell more than one

product to same

customer

Achieve 6 raises

through sales team

Participation in

corporative events

Create More and Better StarsDo you know who are your Sales Star?What do you do with them?

Key Approaches

1. MC coaching STAR sales2. Star sales team3. Star sales challenge and incentive4. Investment in learning of Star Sales

3.

Match Management

48% Marketing TN Realization Rate31% Marketing EP Realization Rate

Great Match Rate=

Supply common sense among membership+ Good supplier management+ Great match management+ Culture of delivering the promise/being professional

Where are the bottlenecks for Marketing?

Language barrier of Marketing TNs Expectation misalignment among TN and EP

TN & EP commitment Lack of basic knowledge of matching Culture and incentive for delivery

What are the solutions for bottlenecks?

1. Incentives driven through EP/TN pricing model

2. Partnership driven product development and deliver management

3. Improve basic supply awareness and delivery knowledge

Scale up our success