customer loyalty for organizations input for replanning
DESCRIPTION
Session given to MCPs and MC VPs to implement CLO. Find the video here: https://aiesec.adobeconnect.com/_a855283170/p390tc3zr10/?launcher=false&fcsContent=true&pbMode=normalTRANSCRIPT
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Customer Loyalty
for Organizations
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Our Team PurposeWe take a bold stand to deliver our promise to the
world.
We develop leadership in every experience;We grow like never before.
By being fast, focused and listening to our customers, we achieve the 2015 Measures of Success.
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Don’t focus on it
Don’t deliver our product well
Don’t allocate talent
capacity to do it
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Vision of CLO
2011 Custome
rs
2012 Customer
s
2013 Customer
s
2014 Customers
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How to Get There
Re-raising in the short-term based on the 100 Days
Challenge and the CEPT Model
Customer Loyalty in the long-term with
product and process
improvements based on customer
insight
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CEPT Model
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Product and Process Improvement• Surveys and focus groups bringing initial
hypotheses• CLO Summit plannedTalent Capacity• Every account should have a person responsible• Talent Capacity Strategic Meeting output
including structures, JDs, and learning and development for raising, account management, and re-raising
CEPT Model
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ANALYSIS.Of survey responses
1335%
22%
43%NPS score
% of promoters
% of detractors
% of passives
Professional skills of trainee
50Professionalism of
AIESEC45
Level of trainee's motiva-tion44
Personal skills of trainee41 Communication with
AIESEC39 Selection Process
39
Promoters Issues Level 1
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ANALYSIS.Of survey responses
Selection Process33Visa Documents and In-
formation31
Communication with AIESEC
27
Professional skills of trainee
26 Accessibility of informa-tion25Logistical support upon ar-
rival24
Passives Issues Level 1
Selection Process32
Communication with AIESEC
32
Professional skills of trainee
28
Visa Documents and In-formation
27
Personal skills of trainee23
Information provided21
Detractors Issues Level 1
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ANALYSIS.
promoters
34%
42%
18%
5%
2%
DEFINITELY WILL
PROBABLY WILL
MIGHT OR MIGHT NOT
How likely are you to take another intern with AIESEC GIP?
passives detractors
55 45 5
49 66 16
5 22 29
112
5
PROBABLY WILL NOT 2DEFINITELY WILL NOT 1
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GATHER CUSTOMER INPUT
Target specific LCs and follow up weeklySJArizonaIllinois
LCs have until Thanksgiving to reach out to partnersNST + MC will contact all partners who have not submitted feedback by that point
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UTILIZE CURRENT CUSTOMER INPUT
1. Release project update to national plenary1. Include: successes, bottlenecks, insights
2. Video Testimonial Collection to mobilize promoters
3. Provide LCs with a referral framework to mobilize promoters
4. Create an AD Account Manager Certification process. Every account manager must pass the following trainings:
1. J-1 Visa2. Delivery Process3. Partnership Management
5. Change to US ER Principles: Partners must be met with once a quarter according to CRM. If not, LC loses partner after two quarters and contract is re-allocated to another LC
6. Re-vamping website content for companies1. Clearly lay out process online
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INCREASE ENGAGEMENT WITH AIESEC
Have EPs (at NPM) write thank you letters to our partners for creating exchange experiences and include these in our Christmas Cards
Send a letter to all our detractors/passives in January with “AIESEC New Years Resolution-Our Commitment to our Partners” addressing the top areas of improvement that were identified and what AIESEC US did in Q4 to address themSigned by MCP and LCP
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What Have You Learned from Your Customers?
Estonia: Companies need help integrating trainees. Companies want to connect with AIESEC’s other GIP partners
Germany: Communication is the key and good communication can overcome problems in the process
Belgium: We should speak to the companies every 2 weeks. Companies care about the experience AIESEC provides to the EP
Russia: Companies are ready to re-raise if AIESEC approaches them
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How Can You Drive CLO with Your LCs? Estonia: For smaller entities, create a calendar that has all account
management activities nationally so they can be tracked and seen by everyone
Brazil: Create NST role to track and consult about account management and re-raising. Create account management plans for every account—include them EB transition
Germany: Provide a clear guideline to LCs of how to implement 100 Days Challenge and a guide for running these sales meetings
Russia: Implement a CRM, and require LCs to use it—motivate them with a sales campaign tracked through the CRM
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What Are You Doing Next in CLO? Brazil: Showcasing EP LEAD to our partners. Creating education
booklet on account management for members. Implementing team structures for account management in their LCs
Germany: Hosting a CLO Summit with key LCs to drive re-raising and partner retention. Running a campaign to get endorsements and referrals from current customers
Belgium: Hosting a partners gala. Offering discounts to current partners who refer us to Implement a CRM, and require LCs to use it—motivate them with a sales campaign tracked through the CRM
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How Can CLO Go Wrong / What Are the Challenges?MCs/LCs focus on surveys, but not on re-raising or
customer loyalty
MCs/LCs move their resources
from new raising to re-raising
MCs/LCs don’t improve their products or processes
MCs/LCs view customer loyalty
as a one-time initiative, rather than the way we
do iGIP
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How Can We Include CLO in Re-Planning?
Activity When? Tier 1 Tier 2 Tier 3Set goals for new raising and re-raising for Q1 and Q2 Now X X X
CRM that has all accounts, who is managing them, what stage they are in, when they were last contacted, dashboard of most active LCs and members
By end of Q4 X X X
Account Management minimums—person allocated to every account, companies contacted every X
By end of Q4 X X X
Design engagement channels for all customers (advisory boards, hosting and attending events, strategic partnerships, etc)
By end of Q4 X X X
Seek referrals from all current customers By end of Q4 X X X
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How Can We Include CLO in Re-Planning?
Activity When? Tier 1 Tier 2 Tier 3Innovate product and process improvements based on customer feedback
Q1 X X
Help LCs create structures for new raising, account management, and re-raising
By end of Q4 X X
Implement national structures (like NST) for account management and re-raising consultancy
Before next
NatCoX
Re-Raising
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We are the caretakers
Make the fundamental changes for the future
Is This a Priority?