`

Strategy implementat

ion

`Clusters

Beginner (40-70)

(Lucknow, Baroda, Navi,

Surat, Jodhpur, IIT KGP)

Intermediate (70- 150)

(Kolkata, Jaipur, Ahmedabad, Indore, Dehradun, Thapar, Manipal, Jalandhar, Vizag)

Advanced (150- 200)

(Hyderabad, Chandigarh, Bangalore, Pune, Chennai,

Mumbai)

Pro (200+)Delhi IIT and Delhi University

`PRO

Local Chapter Teams working

Universities AD HOC markets

IXP Courses(for university

based LCs)

DI 5 directors(25 teams)

22 teams 2 teams 1 team X

DU 4 Directors(24 teams)

21 teams 2 teams 1 team X

GROWTH STRATEGIES FOR PRO

Recommended LCs: Delhi IIT and Delhi University

`

Strategy for Pro

These strategies and structure should enable your entity to do more than 200 + exchanges while delivering

good quality standards.

`Focus areas

De- centralized structure (through

CU and SU)

Strong engagement plans for servicing EPs EPs Self matching

Finding new markets

Strongest Front office- Back office synergy

possible(especially M, CIM, TM)

`Front office Strategy for Exchangers

1) Decentralized operating system for every college/ university • Campus Unit – Team of members from the same campus managing

the oGCDP activities in the campus. This team can consist of campus ambassadors, lead by AIESEC members. The CU head can be a TL under the main VP. This can a strategy for bottom to top approach in cracking UR by inception of an official/ unoffical AIESEC cell in the campus itself

• Specialized Unit – A unit which specializes in the oGCDP. This market has a very sorted UR and relation with administration. A team from the same university can work semi-independently in the market without being direct members of the L.C. This unit can be geographically far away for the L.C/ city.

2) Centralized Teams: Team consisting of LC members • For Adhoc and iXP raising• Exploring and Capitalizing on New Markets.

`

3) Increased Opportunities for EPs• EPs to be integrated in the CU/ SU. • Customer Experience Management: Better Engagement

and training for EPs. • EPs to also self match.4)Ensuring Implementation of all National Strategies• Implementing new ORS, opportunity portal, issue

segmentation and using incoming CEEDer program, Raising ixp through Excel

5)There should be a strong focus on Off peak • From UR 2• From regular Virtual IS• Strong showcasing mechanisms• Exchanges from new markets (like expansions and SUs)

Continued…

`Back office strategy for Exchange Support:

• Extremely specific recruitments in decentralized CUs and SUs from their own campuses. Specialized recruitments for core departments from independent markets for Ad hoc and IXP.

• Marketing activities defined very specifically for CU and SU colleges/ universities.

• An overall focus on PR and community management (virtual presence in social media, websites, blogs, etc) through marketing for increasing the visibility of the programme and getting higher registrations and conversions. Promoting opportunity portal.

• NGO partnerships based on new issue segmentation to promote GCDP to the volunteers of the NGO and getting the NGO to promote GCDP programme specifically for that issue.

• Investment (both Financial and human resource) in finding new markets (new expansions, news SUs, new CUs) and developing them further.

• CIM for the following things:

-Creating structures for managing communication flow between CUs and SUs.

- Helping in Engaging and creating communication channel for the EPs and hence assisting in Delivery.

- Information management and database creation.