MAXIS - OGX - (4) action
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Transcript of MAXIS - OGX - (4) action
Wednesday, 6 November 13
AIESEC UK BUSINESS SCHOOL
Welcome to the ‘OGX Action’ Cou"e
Wednesday, 6 November 13
Today’s Class...
ACTION!
Wednesday, 6 November 13
CLASS 1
• BUSINESS LEARNING
Wednesday, 6 November 13
CLASS 2
• TRACKING
Wednesday, 6 November 13
CLASS 3
• DECENTRALISE
Wednesday, 6 November 13
CLASS 1
• BUSINESS
• Importance
• Tools
• Review
Wednesday, 6 November 13
CLASS 1
• BUSINESS
• Importance
• Tools
• Review
Wednesday, 6 November 13
Wednesday, 6 November 13
CLASS 1
• BUSINESS
• Importance
• Tools
• Review
Wednesday, 6 November 13
CLASS 1
• BUSINESS
• Importance
• Tools
• Review
Wednesday, 6 November 13
EXTERNAL
• PESTLE
• Comp analysis (brand mapping)
• Reality and Market
Wednesday, 6 November 13
DATA
• LC, UK Exchange
• Global Exchange
• Where we !t in the market
Wednesday, 6 November 13
National Strategy: Products
• Evolution
• Creation
• Risk Management
Wednesday, 6 November 13
GCDP
• Term 1: Country and Issue based selling and matching
• Term 2: Issue based selling and matching
Wednesday, 6 November 13
GCDP: Term 1 Timeline
• Payments and raises until the 31st January with the con!rmation of Region, Country and Issue
• Feb - NST of both countries collate forms and TN’s
• Feb/March - communicate a preference of projects to the EP’s and they con!rm with a set deadline
• Deadline for matching
• Servicing and preparation
Wednesday, 6 November 13
CLASS 1
• BUSINESS
• Importance
• Tools
• Review
Wednesday, 6 November 13
CLASS 2
• TRACKING
• Finding your numbers
• Tools
• Review
Wednesday, 6 November 13
CLASS 2
• TRACKING
• Finding your numbers
• Tools
• Review
Wednesday, 6 November 13
Planning
• Backwards
• Forwards
Wednesday, 6 November 13
BACKWARDS Planning i
• Conversion Rates
• Allow us to see how we are doing and where the potential is for us to improve
• Gives us key KPI’s
“Backward design is a method of designing strate% by se&ing goals before ch'sing instructional methods and forms of a(e(ment”
Wednesday, 6 November 13
LC Realisations Payments Applications Sign UpsNational 622 1026
Aston 19 35 122 630Birmingham 25 43 222 1417
Bristol 41 59 277 1681Cardiff 16 34 146 764
City 25 57 242 1164Edinburgh 22 33 207 1177
Leeds 45 84 338 1471LSE 40 86 319 1443
Manchester 22 41 332 1940Newcastle 22 37 180 834
Nottingham 35 57 267 1743Reading 17 25 117 480Sheffield 63 95 287 1453
Southampton
42 57 191 1050Strathclyde 12 15 111 642
Warwick 65 74 210 1315UCL-SOAS 88 136 516 2587
Wednesday, 6 November 13
C!"v#r$%!" r&'#$ Realisations
Paymentsx 100
= Conversion Rate of Payments to Realisations
Wednesday, 6 November 13
Payments
Applicationsx 100
= Conversion Rate of Applications to Payments
C!"v#r$%!" r&'#$
Wednesday, 6 November 13
Applications
Sign Upsx 100
= Conversion Rate of Sign Ups to Applications
C!"v#r$%!" r&'#$
Wednesday, 6 November 13
Applications
Sign Upsx 100
= Conversion Rate of Sign Ups to Applications
C!"v#r$%!" r&'#$
Wednesday, 6 November 13
What is your realisation
goal for this year?
Wednesday, 6 November 13
Conversion goals for
this year?
Wednesday, 6 November 13
What are your Key
Performance Indicators?
(KPI’s)
Wednesday, 6 November 13
Realisations
Conversionx 100
= Payments you need
C!"v#r$%!" G!&($
Wednesday, 6 November 13
Payments
Conversionx 100
= Applications you need
C!"v#r$%!" G!&($
Wednesday, 6 November 13
Applications
Conversionx 100
= Sign Ups you need
C!"v#r$%!" G!&($
Wednesday, 6 November 13
PART ONE DONE!
Wednesday, 6 November 13
BACKWARDS Planning iI
• Monthly targets
• Predict what is coming effectively
• Gives us key KPI’s (for our LCP’s to track us too)
“Backward design is a method of designing strate% by se&ing goals before ch'sing instructional methods and forms of a(e(ment”
Wednesday, 6 November 13
TIMELINE
NOV DEC JAN
5%
20%
25%
FEB MAR APR MAY
5%
20%
25%
Wednesday, 6 November 13
Total Realisations
100x %allocation
= % of distribution for that month
M!"')(* Br#&+,!w"
Wednesday, 6 November 13
PART TWO DONE!
Wednesday, 6 November 13
FORWARDS Planning i
• Direction to each quarter
• Key activities that will happen to get us there
• How this relates to other functions
“I couldn’t find a relevant quote but forwards pla)ing is a sexy t'l to help us plan the year ahead for OGX!”
Wednesday, 6 November 13
Focus and Direction of
each quarter
Wednesday, 6 November 13
PART THREE DONE!
Wednesday, 6 November 13
CLASS 2
• TRACKING
• Finding your numbers
• Tools
• Review
Wednesday, 6 November 13
TRACKING THE NUMBERS
Wednesday, 6 November 13
Wednesday, 6 November 13
TRACKING THE TEAM
Wednesday, 6 November 13
GOOGLE DOCS
Wednesday, 6 November 13
TRACKING THE EP’s
Wednesday, 6 November 13
CLASS 2
• TRACKING
• Finding your numbers
• Tools
• Review
Wednesday, 6 November 13
CLASS 1
CLASS 2
Wednesday, 6 November 13
CLASS 3
• DECENTRALISE
Wednesday, 6 November 13
What is a good manager?
Wednesday, 6 November 13
What kind of
manager are you?
Wednesday, 6 November 13
5 T!p '%p$ '! )#(p Wednesday, 6 November 13
CLASS 3.1
The Importance of Delegation
The top priority for team managers is delegation .
No matter how skilled you are, there's only so much that you can achieve working on your own. With a team behind you, you can achieve so much more: that's why it's so important that you delegate effectively!
Wednesday, 6 November 13
CLASS 3.2
Motivating Your Team
Another key duty you have as a manager is to motivate team members.
Whatever approach you prefer to adopt, you also need to bear in mind that different people have different needs when it comes to motivation.
Some individuals are highly self-motivated, while others will under-perform without managerial input.
Wednesday, 6 November 13
CLASS 3.3
Developing Your Team
Your skills in this aspect of management will de!ne your long-term success as a manager.
If you can help team members to become better at what they do, you'll be a manager who people aspire to work for and make a contribution.
Wednesday, 6 November 13
CLASS 3.4
Communicating
Communication skills are essential for success in almost any role, but there are particular skills and techniques that you'll use more as a manager than you did as a regular worker.
These fall under two headings: communicating with team members, and communicating with people outside your team. We'll look at each in turn.
Wednesday, 6 November 13
CLASS 3.5
Managing Discipline
When you are faced with a potential discipline issue, take time to gather information about the situation, decide what you're going to do, and act.
Discipline issues rarely go away of their own accord, and they usually get worse, often causing considerable resentment amongst other team members.
Wednesday, 6 November 13
Discuss...
How can you best manage your team?
What are the key challenges you face?
What are the suggestions?
Wednesday, 6 November 13
AIESEC UK BUSINESS SCHOOL
Welcome to the ‘OGX Action’ Cou"e
Wednesday, 6 November 13
Today’s Class...
ACTION!
Wednesday, 6 November 13
CLASS 1
• BUSINESS LEARNING
Wednesday, 6 November 13
CLASS 2
• TRACKING
Wednesday, 6 November 13
CLASS 3
• DECENTRALISE
Wednesday, 6 November 13
AIESEC UK BUSINESS SCHOOL
Get ready for the systems and proce(es cou"e
Wednesday, 6 November 13
Wednesday, 6 November 13