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Transcript of NPM growth model
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GROWTH MODEL
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Overall direction for the entity to grow, it gives a concrete framework for the entity’smajor growth strategies.
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WhyneedTHAT
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Elephant in the room
-How does it affect my LC?
-What benefit do I get from this in my term?
-Does it make any difference if it is there or not?
-How should this be useful to me or my EB?
The answer is, to widen our line of sight & to think long term
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It’s a matter of long term thinking. It is wherewe consider the most critical variable and planaccording to a unified direction. Having agrowth model enables strategic continuity andinternal guidance on operations while bringingstable organizational health through out thegrowth path in every reality by pointing outevery possible internal synergy points.
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HOW WE CAME TO THIS
RESEACH
LCPsMEETING
TASKFORCE
MC STRATEGIES
STRUCTURE
GROWTH PATH
1stIMPLEMEN
TATION2nd
IMPLEMENTATION
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PREVIOUS SYSTEM
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iGIP
oGCDPoGIP
iGCDP
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PROTOTYP
E
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NEW SYSTEM
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TIERS SYSTEM
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CLUSTERS COMBINATION
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Where are we right now?
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KATOWICELUBLIN ŁÓDŹ
POZNAŃ TORUŃ
WARSZAWA SGH WROCŁAW UEWROCŁAW UT
KAKÓW WARSZAWA UW
BIAŁYSTOKGDAŃSKKIELCE
OLSZTYN RZESZÓWSZCZECIN
TIER 4 TIER 3 TIER 2 TIER 1
iGCDP
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KRAKÓWPOZNAŃ
WARSZAWA SGHWARSZAWA UW WROCŁAW UT
BIAŁYSTOKGDAŃSK
KATOWICEKIELCELUBLIN ŁÓDŹ
OLSZTYN RZESZÓWSZCZECINTORUŃ
WROCŁAW UT
TIER 4 TIER 3 TIER 2 TIER 1
oGCDP
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KATOWICEKRAKÓWPOZNAŃ
WARSZAWA UW
BIAŁYSTOKGDAŃSKKIELCELUBLIN ŁÓDŹ
OLSZTYN RZESZÓWSZCZECINTORUŃ
WARSZAWA SGHWROCŁAW UT
TIER 4 TIER 3 TIER 2 TIER 1
oGIP
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WARSZAWA UW WROCŁAW UE
BIAŁYSTOKGDAŃSK
KATOWICEKIELCE
KRAKÓWLUBLIN ŁÓDŹ
OLSZTYNPOZNAŃ RZESZÓWSZCZECINTORUŃ
WARSZAWA SGHWROCŁAW UT
iGIP
TIER 4 TIER 3 TIER 2 TIER 1
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e Elements OGCDP IGCDP OGIP IGIP
Tier 4 (Basic)
# of Exchanges 0-24 0-35 0-12 0 - 12
Operations
-Focus on alighment with global peaks-Focus on IXP -Focus on Synergy with Marketing -Focus on University Relations.-EP Lead implementation
- Realisation of International Kindergarden, Kid-speak, World Talks as a priority. - Realisation of whole national portfolio after realisations of IK+KS/WT- No local projects. - Focus on may-june; september-october; january-february realisations- Tracking of LEAD-delivery
- work only on global peaks- focus on one subproduct based on market research- work on national CYPs- ep lead implementation- head hunting for specific offers- focus on IXP
-1 subproduct is explored in the market-Market segmentation-Cold Calling-EP Lead implementation-Sale through LDM
S&D
-Focus on Country Partners only-informal partnerships
- Work with level-1 and level-2 CY-partners only- 1 LC2LC cooperation- Opening of forms in 4 month before realisation
- focus on national partnerships - work only on them- target specific profiles for one subproduct
-Capitalize on EP Supply only through National Country Partners-Minimalize the no.of Country Partners-Working on the exchange peaks, focus on the summer peak(RE: March, April, MA: April, May, RE: June, July, August)
TM
-full implementation of MUST sessions from national PEC + the biggest focus on:- Basic customer flow & Standard Operating Principles education- Focus on Sales Education- Focus on MM Education - full implementation of Team Minimums- create an incentive systems (R&R) for OCs & OCPs based on number of matches- adjust recruitment timeline to exchange peaks & timeline- boosting IXP
- Basic education on sales- Basic education on matching (expa)- Basic education on delivery (S&S)- Deep explanation of LDM and LEAD for OCPs- team minimums full implementation
- team minimums full implementation: every person working in oGIP has to to have specific JD - focus on productivity- full implementation of MUST sessions from national PEC + the biggest focus on:- Basic customer flow & Standard Operating Principles education- Focus on Sales Education- focus on understanding of program and product- boosting IXP- adjust recruitment timeline to exchange peaks & timeline
-Team Mimimums full implementation: every person working in iGIP has to to havespecific JD - focus on productivityand bigger focus on the: functional trainings for sale, -From National PEC full implementaton of MUST-JD based on sale plans-Sale r&r driving culture of achievemet
MKT/ BRAND
- Market Analysis & Segmentation- following National Promotional Campaign- iXP Promotion - Fous on Online promotion
- No strong coop from MKT- National sales-proposals- National materials for Global Host promotion- Internal buddy recruitment system
- market analysis and segmentation - choose one specific subproduct and targets- working on national timeline, use national materials- focus on internal promotion - showcasing EPs in network for faster matching- focus on pocket recruitment and online promotion
Portfolio narodowetestymoniolane/EP storytelling już teraz
FIN
Basic financial investments in online promotion- Legality Education
- Income from TN-takers- No money for hosting- Hosting is covered by TN-takers
Basic financial investments in online promotion Basic financial investment in the business card, networking (booklet....) w co można zainwestować
CultureCulture of GrowthCreate Area culture ( Team Name, Vision, etc..)
- Start of iGCDP in LC- Involvement in iGCDP delivery of whole local chapter
- start creating culture of oGIP - vision, team stand etc- "every experience matters" - culture of productivity
-Creation the iGIP team purpose and team stand
Challenges
-Operational Understanding-Market Penetration -Talent Capacity & financial resources.
- Low engagement of structures- Low understanding of AIESEC- No experience in operations- No or bad branding in market
- lack of knowledge, wrong understanding of product- low understanding of product that can create wrong message which atrracts wrong profiles- lack of market research & segmentation- not enough talent capacity
-Pipeline HR in area-Sales knowledge -Understanding of the MVP-Lack of the constant Market Research -Lack of the talent capacity in the area/ productivity
OS
-1 LCVP oGCDP -1 OCP Project Based Structure (5OCs)
-1 LCVP Marketing-1 OCP oGCDP Promo (3 OCs)
- 1 LC VP, responsible for this area- (OCP+5OCs) per 12 Xchanges- 3 teams per year (according to peaks)- Project-based structure- VP iGCDP works operationally (learning by doing)
- LCVP oGIP or COO oGIP- 1 OCP Project Based Structure (EP LEAD + HR) and 1 OCP promo (under mkt)- at least 3 OCs in project
-1 LCVP iGIP-1 OCP + structure based on project (4 OC)-2 Team per a year for 2 peaks: (winter, summer)
BD
- - No support from BD - sales education (!)- help in Uni Relations
brak LCVP BD w radzie wykonawczej (w radzie jest LCVP iGIP)EDUKACJA W lcrobienie MRwiedza sprzedażowa finalna odpowiedzialność za iGIP
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Tier 3 (Intermediary)
# of Exchanges 24-49 36-90 13-30 13 - 26
Operations
-Standardized processes - Promo & Match at the same time.- EP Lead Implementation - IXP- Upscalling University Relations.
- Realisation of whole national portfolio- Focus on may-june, june-july, july-august, september-october, december-january, january-february realisations- Start working with market expansions, if needed. - 1 Local project- EP-fee implementation (up to 33% of Xchange results)
- focus on 1-2 subproducts- market analysis and segmentation- focus on univesity relations- allign to global exchange peaks - only- focus on customer orientation - ep lead implementation- optimize all procesess and focus on proper education- IXP
-Focusing on 1-2 subproducts-Market Segmentation ON 2 SECTORS, FOCUS MARKET SEGMENTATION-Focus on the re-raising
S&D- Start working on LC2LC partnerships ( at least 5 main partnerships )
- Work with level-1 and level-2 CY-partners- Up to 3 LC2LC cooperations with level-1 CY-partners- Possibility of CY2LC partnership- Opening of forms in 4 months before realisation (minimum)
- focus only on national IR and CYP- work on global peaks
- IR help from MC- Capitalize on high EP Supply countries
-Working on the exchange peaks: RE: March, April, MA: April, May, RE: June, July, August)andRE: August, September, October, MA: October,November, December, RE: December, January,
Februrary
TM
- OCPs advanced Empowerment.- Team Minimums full implementation- Have to deliver Must & should from national PEC- the biggest focus on sales Education for OCs- boost IXP
- All of the above- Education on advanced sales(market penetration, convertion rate etc.)- Education on account management (CRM)- Markteting education- LEAD delivery education- R&R of behaviours in iGCDP (commitment etc.)
- project based structure- focus on education about product- focus on productivity- sales education- Team Minimums full implementation- bigger focus on building specific JD for everyone
- Have to deliver Must & should from national PEC- the biggest focus on sales Education for OCs- boost IXP- R&R boosting matching
Team Minimums focus on the sale knowledge- Create member JD (productivity at least 1ex per a person) Team Minumsoptimaization of the recrutiment process for the peaks (dodać też do 4)PEC z should have to be delivered (poprawić narodowy PEC-optimalization of the recrutiment and adjusting for the exchange peaks --Sale r&r driving culture of achievemet
MKT/ BRAND
-Focus on Market Expansions(New Universities)-Keep on focus on online promo, start devolping stronlgy offline promotion-Development of promo campaign (based on history and analytics)-Focus on working and developing Market Analysis
- First Global Host team/coordinator under MKT- National sales/promo materials- External buddy recruitment system- EwA2ELD implementation into external buddy system. - Global Village start- B2B showcasing events (gala for partners) starts- Partner-servicing and re-raising &EwA2ELD strategies developed with VP Mkt
- focus on targeted promotion for specific subproducts- allign to national promo timeline- focus more on online promotion and reintegration events for attracting new students (like ComeBack Story events) - focus on headhunting and internal promotion (done by OGX team)-infosessions or workshops delivered by @ers and Alumni
- Ensure Clear and Strong Brand for Focus SP (Enforce Brand Guidelines etc.) - Generate leads through networking- Alumni Relations-Linkedin management -EP stories showcasing-RETENCJA KLIENTÓW AKTYWNOŚCI: reraisingmailng, newsletter pod iGIP-Account Management (
FIN - Investment in Offline promo campaigns.
- Sales GH+Opportunity-fee. - Investments in accomodation (only in EP-fee projects)- Investment on expansions raising (post expendatures, travels with EPs for first working day)- Printing of external buddy promo-materials- Income from national partners
- investments in offline promotions and events
-Basic financial investment in the business card, networking-Invest in sales education and B2B Marketing opportunities (Linkedin premum account)INVESTMENT IN S&SDELIVERY!!!
Culture - Culture of achievement & Growth- iGCDP as a Growth Driver (oGCDP synergy mainly)- Culture of growth- International atmosphere
- culture of achievements & growth mindset- spread oGIP culture among other LC members
-iGIP as a focus programme-created culture of the iGIP area in the LC THROUGH showcasing of the EP story inside the LC
ChallengesMatching Efficiency,New Markets Penetration.Team minimums implementation & OCPs/OCs Productivity
- Big spendings on accomodation- Unapropriate spendings of money for "extra" benefits- Bigger amount of operations- Managing of big realisation peaks (may-july+dec-feb)- LEAD delivered not in every experience
- lack of understanding of product and market- OCs engagement and productivity- processes efficiency- culture of achievment implementation- targeted promotion and working on specific subproducts- IR focus
-wrong understanding of the MVP-lack of the Market understanding -> PEC szkolenie do tego-small OCPs/OCs engagement-lack of culture of achievement-not working on the exchange peaks
OS
1 LCVP oGCDP 1 OCP HR (5 OCs)1 OCP Matching (EP Development) (3 OCs)
1 LCVP Marketing2 OCP oGCDP Promo (3 OCs per project)
- One LC VP iGCDP- For projects - (1OCP+5OCs) per 15Xchanges- (Reception) iGCDP GH-teams for may-july and dec-feb realisations (1OCP+1OCGH+1OCLog+1OCShowcase), as a supporting body of project-teams- VP iGCDP almost not working operationally
LCVP oGIP COO HR (shortlisting, RB certification, education)OCP Project Based Structure - min 5 OCsOCP Promo (Under MKT)
1 LCVP (iGIP+BD)OCP Raising+4 OCs (1Subproduct)OCP Delivery +5 OCs (1st subproduct)Coo B2B na peak bRAND pOSITIONING
LCVP BD ODPOWIEDZIANY zas przedaż
BD Start partnerships with Airlines.- Common sales education with VP BD - Sales manias together with BD and iGIP
- sales education (!)- support in Uni Relations (especially Top Students)
-clear exchange MoS during every employerbranding event/activity
-Common sales boosting activities-Common CRM -Common AM standarization-współpraca synergiczna spotkania wspólne
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Tier 2 (Advanced)
# of Exchanges 50-75 91-140 31-55 27 - 53
Operations
-More online and optimized processes.-Creating a CRM system.-EP Lead Implementation & Development-Sub-products development
- Realisation of whole national portfolio- Several projects running at the same realisation time- Up to 3 local projects- EP-fee projects fully functioning and are 50% of results- Local development of CY-based project- Start of work for off-peak projects
- allign to global peaks but also focus on opportunities to do pocket recruitment and match not in the peak ffor specific opportunities- creating CRM system to optimize processes- EP LEAD implementation and development- subproducts development - focus up to 3 subproducts- focus on market expansions
-Working on the at least 2 Subporducts (marketing+education)-Working on the JD-based project (national portfolio)-Upscaling the current partnerships/clients/ op TAKERS from 1 to 5 f.ex-local BoP for iGIP area
S&D
-Focus on LC2LC Partnerships and upscalling it. ( minimum 10 Partnerships ).-Focus on selling new countries. -Raised TNs based on EPs preferences.
- Matching with level-1, level-2 CY-partners- 8 LC2LC cooprations- Up to 3 CY2LC cooperations- Opening of forms not later than 3 months before realisation- Random matching is not more than 30% of Realisation
- focus on LC2LC partnershios and upscalling it (be coherent with national partnerships - LC2LC cooperation with national partnerships- focus on selling different subproducts to different target groups- focus on headhunting
- Focused Entity Partnerships- Co-delivery strategy-Starting working on the LC2LC partnerships-Working on the global exchange peaks
TM
Development in OCs JDs.- Must, should and can from PEC have to be delivered- TMP recruitment from expansions for oGCDP expansion structure
- All of the above- Education on process-structure management- Education on OP-taker servicing- Education on massive-sales
- advanced education - create space for innovation- team minimums fully implemented - focus on tracking- R&R focused on increase productivity of every member - Must, should and can from PEC have to be delivered- work on synergies (include it in JDs) - focus on sales and marketing education- recruitment timeline adjusted to exchange peak- internal CEEDs- IXP
- Increase Sales Intensity - Create member JD (productivity at least 2ex per a person) -Internal CEEDership-Reallocation to the area
MKT/ BRAND
Focus on PR activities - devolpemnt of media partnerships, events with returnees etc.Evolvment in Promo campaigns.Development of usage of existing channels + think (good analysis needed!) of adding new channels
- Development of local promo-materials for local projects- EwA2ELD for external buddies- Global Village showcasing- B2B press-conference/gala-report for partners- Government relations started
- focus on PR activities (events wit EPs + media) and market expansion- focus on expanding the reach - new activites and targeted promotion for specific subproduct- focus on sales education - how to sell specific subproduct using our value propositon- use new channels of promotion - more investments in promo- evolve in promo campaigns - more diversified campaigns for specific target groups
- B2B Marketing (Participating in External Events, -Website Managem0ent)- Showcasing partnerships to provide more value- Media Engagement (minimal)- Alumni Relations-Pozycjonowanie strony narodowej: fimliniki,portale na innych stronach, kongresy sprzedażowe-
FINAdvanced financial investment in oGCDP Promotional campaigns
- Money from EP-fee- Money from OP-takers- Cost-cutting on Global Host- Spendings on housing for EP-fee projects- Income from local grants (for EP-fee projects)- Income from local partners- Income from national partners
investments in oGIP - materials, events, online promotion, offline activities, matching days
-Investment in the networking event-Organization of the networking event for the main partners-Local Landing Pages creation-Invest in sales education and B2B Marketing opportunities
Culture Culture of achievment & competition
- Strong Growth Driver culture (synergy with iGIP/OGX)- Culture of innovation- Culture of growth- Culture of challenge-breaking- Culture of enjoyement- Culture of "One iGCDP in Poland"
culture of achievment and growth, culture of enjoyment, sales approach, culture of challenges and competition
EXPLORING THE MARKETBulding long-term relations with the client-AMco-creation of the product with the market
ChallengesEPs Management & trackingMore Market reachIncrease Talent capacity and productivity
- 2 VPs iGCDP- Mess with process/project based structures- Lack of standarts fulfillement- Big money flow
- EP servicing and tracking- increasing capacity and productivity- not structured activities- LCVP focused more on operational work (LCVP's approach should be more strategic)- quality of delivered services- focusing on delivery
-Scale of the operations
OS
Double Layered structure1 LCVP oGCDP > 3 OCPs project based Structure1 LCVP oGCDP for expansions 2 OCPs process based Structure
1 LCVP Marketing> 2 OCPs Marketing 1 OCP Online promotion 1 OCP Offline promotion
- 2 VPs iGCDP are recomended (one responsible for national portfolio market, other is responsible for EP-fee prj market)- Project-based structure for project with realisations less than 18X- Process-based structure for projects with same OP-takers, with total realisations >26X- (OCP+5OCs) per 18X- Separate reception(OCP+3OCs) team for the months with realisations of >35X- VP iGCDP working strategically
LCVP oGIP, COO market expansions + university relations, 3 OCPs (5 OCs mininmum) Project Based Structure, COO oGIP Mkt + 2 OCPs Promo ( under mkt) divided by subproducts
1 LCVP iGIP/LCVP BDOCP Raising+4/5 OCs (1Subproduct)OCP Delivery +3/4 OCs (1st subproduct)OCP Raising+4/5 OCs (2nd subproduct)OCP Delivery +3/4 OCs (2nd subproduct)
OCP Brand Positioning under Mktno.of clients account management for stable current
-clear exchange MoS during every employer
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Tier 1 ( Mature )
# of Exchanges 75< 140< 55< 53 <
Operations
-Developed online processes -Process innovation and optimization-Sub Products innovation-Developed CRM system-Focus on Expansions
- Realisation of whole national portfolio- Several projects running at the same realisation time- Innovation on local projects (especially CY-based), based on external national dyrections- EP-fee projects fully functioning and are 50% of results- Focus on increasing of MKT-penetration- Work on off-peak projects
- developed online processes (EP servicing), sales approach- work on global peaks, but focus also on off peaks and pocket recruitment- developed CRM system- focus on expansions and innovations- focus on all subproducts, also work on others subproducts (like HR, B&A, Accounting) - processes innovation and optimization
-Working on the at least 3 Subporducts (marketing+education+business)-Working on the JD-based project (national portfolio)-Upscaling partnerships -Local BoP for iGIP area-Deep Market Exploration-Market Expansion outside the city-Reaching new stakeholders / local projects / new market segments-praca na buzz marketing-reraising-rekomendacje
S&D-Developed LC2LC partnerships ( at least 20 Partnerships )-Creation of mutual projects with country partners
- LC2LC cooperations with level-1 CY-partners- CY2LC cooperations- Work on supply for off-peak
- upscale LC2LC partnerships (possibility of partners which are not country partners) - work on mutual projects with country partnets to increase productivity and efficency
- Promote clustered forms from IR (provide national IR support).- Specific country based LC to LC partnerships for bulk realizations.- Co-delivery strategy-LC2LC partnership-LC2LC CEEDerships-80% of exchange comes form the global exchange peaks: winter+summer
TM
- involvement of OCs in creation,- external ceeds,- external education,- online educational platform.
- All of the above- Deeper focus on increasing of productivity- innovative initiatives- Focus on bottom-up initiatives from OCs- education with external
- innovative initiatives: focus on efficency and productivity of each member + R&R- education: focus on sales - external CEEDs- external education- Focus on bottom-up initiatives from OCs- IXP
- Increase Sales Intensity -Creating own sale channels (mkt)- Create member JD (productivity at least 2ex per a person) -Internal CEEDerships-Team Minimums for iGIP (Delivery Part)-Big pipeline
MKT/ BRAND
University Relations Development New Promo StrategiesIncreased online reach - new metods in online usageDeveloped PR activites (mentioned in tier 3)- SUs creationSeeking for New Markets
- Showcasing of projects- Press-conference are hold after all projects- Government relations developed- Separate team from MKT department, working on constant showcasing of iGCDP area on local level
- increase online reach - new metods in online usage- focus on innovations in promotion- more events for showcasing (PR activities)- University Relations helping in promotion- showcasing (use testimionials)
- B2B Marketing (cREATING in External Events, -Website Managem0ent)- Showcasing partnerships to provide more value- Media Engagement (minimal)- Alumni Relations-może super wspieraćPR pod iGIPRobienie glai kończącej edycję-New sale channel exploration-EP strorytelling showcasing-OP Takers testimonials collecting
FIN Bigger investment in Marketing &PR Activties
- Income from local TN-takers- Income from local grants- Income from locla and national partners- Income from EP-fee- Spendings on accomodation for EP-fee projects- Cost-cutting initiatives and income initiatives for EP-fee projects
investments in PR activites, online promotion- Long term investment in the promotional materials-Invest in sales education and B2B Marketing opportunities
Culture Culture of Over achievement & Global competition
- Culture of achievement- Culture of global competition- Culture of enjoyement- Culture of solution-orientation- Culture of "One iGCDP in Poland"
culture of achievement, working with other countries on competitions, massive growth and innovative thinking, culture of sharing, mutual cooperation with network
-iGIP as a focus programme-created culture of the iGIP area in the LC-showcasing of the EP story inside the LC-inside LC's area positioning-Strong sale culture- Goal achievement and ownership at TL and TM level
ChallengesBig Structure Management.Quality Cases Management Increasing members Productivity
- Big amount of operations- 2 LCVPs- Need of development of products, due to huge market reach.
- EP servicing , tracking- increase members' productivity
-Forgetting sales intensity-small NPS-not working of Standards and Satisfactions
OS
1 LCVP oGCDP > 3 OCPs Project Based structure (5 OCs)1 LCVP for exapnsions> 3 OCPs each process based structure (2HR team- 5 OCs each, Delivery- 3 OCs)
1 LCVP Marketing 3 OCPs 1 OCP Offline, 1 Ocp online, 1 OCP expansions (for SUs)1 LCVP PR - only if LC is in Tier 1 in all programs (or tier 1 in 3 or tier1 in 2 and tier 2 in 2)
- 2 LCVPs iGCDP- Project-based structure for project with realisation 20x/prj- Process-based structure for projects with realisations more than 30X
LCVP oGIP, 1 OCP innovation (at least 5 OCs), 1 OCP HR, 3 OCPs project based structure, 1 COO MKT, 1 OCP PR, 1 OCP Promo
1 LCVP iGIP, 1 LCVP iGIP albo duży LET, 1 lcvp EROCP Raising+5 OCs (1Subproduct)OCP Delivery +5 OCs (1st subproduct)OCP Raising+5 OCs (2nd subproduct)OCP Delivery +5 OCs (2nd subproduct)OCP Brand Positioning under Mktalbo 2 zespoły????
BDcooperation with companies to fund EP fee, insurance companies, exchange partners
- Support sales- Common selling manias- Supporting with CRM and servicing standarts
- uni relations (top student on massive scale) - cooperation with companies to fund EP fee, insurance companies, exchange partners
-AM for the more that 5 ex-Creation local iGIP BoP-Downscalling national partners to the local level-Common sales boosting activities-Cooperation with the Chamber of Comerce-Cooperation with Governance-Y2B sprzedają za mniejszą kasę i wtedy jest im proponowana wymianka
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CLUSTER SYSTEM
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CLUSTER SYSTEM
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KATOWICE LUBLIN ŁÓDŹ
POZNAŃ TORUŃ
WARSZAWA SGHWROCŁAW UT
KRAKÓWWROCŁAW UE
WARSZAWA UW
BIAŁYSTOKGDAŃSK KIELCE
OLSZTYN RZESZÓWSZCZECIN
FINAL CLUSTERS
CLUSTER 4 CLUSTER 3 CLUSTER 2 CLUSTER 1
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BIAŁYSTOKGDAŃSK KIELCE
OLSZTYN RZESZÓWSZCZECIN
RECOMENDATION
CLUSTER 4
FOCUS GROWTH IN: 1 (iGCDP) or 2 Exchange PROGRAMS ONLY: iGCDP and (oGCDP | oGIP | iGIP)
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KATOWICE LUBLIN ŁÓDŹ
POZNAŃ TORUŃ
WARSZAWA SGHWROCŁAW UT
CLUSTER 3
FOCUSED GROWTH IN 2 OR 3 Exchange PROGRAMS:iGCDP and (oGCDP | oGIP | iGIP).
(For now, the growth path is piloted in selected entities)
RECOMENDATION
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•
KRAKÓWWROCŁAW UE
WARSZAWA UW
CLUSTER 2
FOCUS ON (iGCDP) IN 3 OR 4 Exchange PROGRAMS:iGCDP and (oGCDP | oGIP | iGIP)
(For now, the growth path is piloted in selected entities)
RECOMENDATION
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CLUSTER 1
FOCUS ON 3 OR 4 Exchange PROGRAMS: iGCDP and (oGCDP | oGIP | iGIP)
RECOMENDATION
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WHAT IS OUTCOME OF GROWTH MODEL ?
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- Coaching- Planning- RnR model- FO/BO alignment- Implementation framework- Internal communication (Conferences etc. included)- Long term goals planning
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Q&A
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THANK YOU SO MUCH
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Go to the following link to see the GM:https://docs.google.com/spreadsheets/d/13HStK6Id2XQk0XgCYpMxoB
Q5j92tpnEei1tqyQ_m-1Q/edit#gid=416915909