aiesec in portugal 2015 strategic plan
DESCRIPTION
ÂTRANSCRIPT
MC UP Team Days
Lisbon, December 2013
Planning for 2015
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
•Price
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 first-
choice 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 cross-
generational positive in impact
on society in 2015 for AIESEC
Portugal?
AIESEC in Portugal develops the life-
lasting leadership that our society
needs.
Our Goals
23 88
190 231
975
310
32 115
231 281
1123
350
GIPi GIPo GCDPi GCDPo TMP TLP
2014 2015
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
EURO 2020 –
Investment
Areas
MDGs
(February)
Environment
(July)
Aging
Population
(December)
Our Projects
GCDPi Strategy
Operational Plan
Partnership
Establishment
•LEAD for Eps
•New feedback model for
organizations
•Process improvement based in
customer feedback
•Product Innovation based in
customer feedback
Customer Experience Development
•Corporate Sponsorship
•Learning partners
•Co-delivery strategy with
external organizations
•Cy2Cy Partnerships
GCDPo Strategy
Positioning
Competitors
Buyers Diferentiator
•Social Impact
•International
•Goverment Support
•Low prices
•Friends opinion •Price •Project •Country
•Support Netwrok
•Leadership development
•Cultural immersion
GCDPo Strategy
Main Strategy
P2P Referral
Customer Experience Development
Op
eratio
nal Plan
Goals
Product
•LEAD for Eps •Improve Cultural Preparation •Guarantee Visa Support •Include Insurance
Price
100€ + 20€
Promotion
•Create your own experience
•Referral Incentivies
•Showcasing
•Viral campaign for word of
mouth
•University Relations
Place
Increase physical reach
Website refreshment
Process
•Redifining
recruitment season
•IT platform
improvement: ORS
and Opportunities
Portal
2014 – 231 2015 – 281
People
•Partnership
management
•Education
GIPi Strategy
Positioning
Competitors
Buyers Diferentiator
•Goverment Support
•Trustful
•Reputation
•Need to trust
•ROI
•Price
•Native for the project
•Top international talent
•Multicultural environment
GIPi Strategy
Main Strategy
Increase Notoriety and Reputation
Customer Loyalty
Op
era
tional Pla
n
Goals
Product
•Customer loyalty system •Areas Externsion •CRM •Redesign the framework
Price
Tax Exemption
for companies
Promotion
•Alliances •PR strategy •Corporate Social Media
Place
Online subscriptions
for the companies
Process
•Work on teams efficiency •Sales development •Close coaching and eduction
2014 – 23
2015 – 32
People
•Customization
•CRM
GIPo Strategy
Positioning
Competitors
Buyers Diferentiator
•Goverment Support
•Trustful
•Credibility
•Referrals
•Quality
•Reputation
•Credibility
•Cultural Experience
•Personal and Professional Development
GIPo Strategy
Main Strategy
Increase Notoriety and Reputation
Customer Experience Development
Op
eratio
nal Plan
Goals
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
200€+
20€
Promotion
•Europe 2020 to get recognition and
credibility
•Create experiences based on trial:
Online, Guerilla MKT and Mass Media
•Fees discount through campaigns
Geographical Specialization of the LCs
Virtual Reach to different cities and places
Selling timeline from July to December
2014 – 88
2015 – 115
Price
•LC2LC Partnerships in co-delivery
model
•Retain more people during the
procees: Simplify and fasten
•Longer recruitment seasons
Place Process
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
Part of the
induction in all
functional areas
Reward and
Recognition for
good CEM at LC
level
Innovation
Innovation Hubs
Idea Bank
Members
presence in
Internacional
Conferences
Internal Capacity Strategy
Financial
Capacity
Diversification
of sources of
income
Sales Strategy
Revision at
National Level
Government
Support
Institutional
Funding
Finacial Levelling
in Local Entities
National Funding
System
Financial Model
Review
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
Communication
Strategy for TMP
recruitment
Leadership
Pipeline
Development
Implementation
of pipeline
management
framework
LEAD and TE
implementation
Internal Capacity Strategy
Knowledge
Sustainability
Transition
Create Local
Transition
Framework
National
Functional
Transition
New Timeline
Data Storage
Centralize data
into one
platform
Create content
list and storage
process
Operations
Manual (Process
and Entity
Development)
Alumni Data
3950 Experiences
Ho
w d
o w
e en
visi
on
20
15
Our growing physical and virtual reach
Our ability to develop
responsible and entrepreneurial
leadership
Our collaborative environment
empowers every member to live a high
quality AIESEC experience
Most credible and diverse Global
Youth Voice
Recognized across sector as First Choice Partner
Creating a cross-generational positive
impact on society
Specialized Units
PR Strategy
Interactive Online Strategy
Program Development and
Innovation
Integrated Experiences
Structures and Functional Knowledge
Institutional Relations
Customer Experience Development
Shaping Organizational
Culture
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 life-lasting leadership that our society
needs.