Role of Global BD Team: Contribution & Evolution

Future Contribution

Past

Evolution

How We

Sell & Deliver

Scale

Scope

Outlook

What do

we do?

What do

we do?Membership Fees, 51%

AI BD Revenue, 4

9%

, 0 , 0

What do we actually do?

+400 internships

16 + 3 Global Partners

6-60 internships per

partnership

14,000 – 90,000 EUR annual

contract value

Sales network co-sales

global prospecting, follow up, closing

Account Management & Delivery Sourcing:

global promotion

targeted recruitment

shortlisting

HR consulting

Managing AIESEC network

coordinating with MCs for

delivery

supporting MCs, developing

capacity

to support all that…

GEPDelivery

Summit

Shared

Vision Creation w/Partners

IC

20131st

Sales

Wave

NewGlobalPartners

Partnershi

pManagement

& ContractNegotiation

In July, the AI BD team hosted for the first time

ever the “Global Exchange Partnerships Delivery

Summit” and invited GEP Global Coordinators

and MCVPs/key account managers from entities

with high-scale GEP delivery. The output resulted

in increased understanding and solutions for

GEP delivery challenges and MC/AI/GC action

plans for global partnership delivery in 1314

transition, account delivery

feedback, re-qualification of

needs assessment and

value of partnership, and

most importantly to deliver

“Clarity of the Why” for

partners and host the

conversation about a shared

mid-term vision for

partnership development

From July to September, the BD

Managers and VP BD visited all of the Global Partners for in-person

Quarter 3 Highlights

10 TN GEP

contract for 13-14

2 year Y2B and online

branding contract

UK, USA, Switzerland, S

weden, Finland, Mainlan

d

China, Taiwan, India, Bel

gium, Netherlands

Visited/currently

visiting/visit planned for the

following entities for 1st

wave of co-sales:

Prospect list can be found

in “New Sales” section

Due to situation in Egypt, most of the Global

Partners did not physically attend IC & Y2B.

Instead, the BD team worked with some of

partners to deliver Partnership Launches

virtually. An implication of this event is

product re-allocation for undelivered services

and the financial loss/opportunity cost that

the BD team will bear in 1314.

A strong focus area of the

1314 BD plan is on

increasing the quality of

partnership delivery and

servicing. To make this

happen, the BD team

increased its investment into

in-person “quarterly service

reviews” with each of the

Global Partners (virtually if

not feasible). Contract

negotiations for 2014 are in

full swing.

Past

Evolutionin the last 12 years

Future

Contribution ?

4

7

11

5

3

1

11

32

3

5

1 1

5

2 21

5

21

14

4

2

4

2

8

GEP TN Raised – Total 123 in Q3

Top GEP EP Suppliers(Matched/Realized EP Origin)

Romania, Colombia, Poland, Brazil, Russia, Mainla

nd

China, Germany, Taiwan, Poland, Mexico, Tunisia,

Kenya

GEP Contribution to MoS in Q3

TN Background RA MA RE

IT/Engineering 48 4 3

Business-related 75 33 37

Brand & PR

Powered by

Organizational Development

How We

Sell &

Deliver

We need

the network!

Where do we depend on the network?

First and foremost – Product delivery

– oGIP strategy

– iGIP capacity

When the network grows, we grow, and vice versa

Network Investment example: BD revenue could be

invested in oGIP or network capacity development

New Sales & Upscaling

• Milestone: ER Principles Revision & Co-Sales Model

– Hard change

– Soft change (behavior)

• Examples:

– ALU large scale TN projects

– AP BD new sales strategy

• BD team will always be market driven and oriented on

external customer needs, they key is how to connect that

to network growth!

Scale

Scope

Outlook

Financial Overview

Total AI Budget updated at IC 2013 for 13/14 term: € 1,181,416.50

BD Contribution - 49% of AI 13/14 Budget: € 578,894.09

BD Revenue signed for the 13/14 term (to date): € 578,296.00 (99.9% of target)

BD Revenue signed for the 14/15 term (to date): € 160,722.00 (27% of target*)

*Each year, the BD team aims to cover 60% of the next term’s expected contribution to the AI Budget (49%)

Membership

Fees, 51%

AI BD Revenue

, 49%

, 0 , 0

Current State

Future of BD Investments

If BD revenue were invested (flexibly and strategically) into

sustaining AI BD team and operations…

– Development of network (oGIP, sales & delivery capacity)

– Partnership management upscaling and growth

• Travel costs

• Delivery costs

• Making them feel like they are a priority so they re-sign and

upscale

THANK YOU!