1. Output 3: recommendations
for the network-Africa

2. Structure
Per programme:
1. Checklist for Re-planning on the Global Strategy
inputs
2. Details on Global Strategic Initiatives Inputs to Replanning

3. GCDP

4. Check-list
If your entity needs ‘…’, then check SI 
Strategic Initiative
•
•
•
•
Running GCDP as Social Business
Generate more clarity on financial sustainability of GCDP
Clarity of why we are focusing on a particular issue(s)
To provide full leadership development experience to iGCDP participants
iGCDP Business
Model
•
•
•
•
Growth of oGCDP in the Region
Customize oGCDP to their realities,
Orientate entities towards packaging oGCDP for African Eps
To strengthen the brand of the organization in the country
oGCDP Product
Packaging
• To have more clarity on how to deliver fast experiences (GCDP process optimization)
• Concrete understanding of managing partnerships and how to co-deliver
• To improve on TC for GCDP
• Generate a National plan for learning & development in your MC
• Ensure that members understand the interconnection between their roles and other
functional areas to drive better result
•
•
•
•
•
•
•
Drive us towards 2015 goals achievement
Shorting the time required to match
Drive better synergy in entities
Bridge the huge gap between matching and realization
“Clarity of Why” is the “Clarity of How of AIESEC”
Clarity on how to ensure leadership development in GCDP participants
Drive TMP|TLP to bring growth with in GCDP|GIP
• Safety: Global and most effective safety measures for our Eps.
• Standards: A clearly defined and reputable standard of implementation that will guide
GCDP processes through
• Satisfaction: Have a well defined and structured system that will enable EP/Intern
satisfaction in participating in our GCD Programmes
Supply and Demand
Talent Capacity
Marketing for
Conversion
Leadership in Every
experience
Customer Loyalty for
Students

5. iGCDP Business Model
1. Why is this important?
2. What results can it bring to the entity?
3. What to consider for re-planning?
4. Specific Ideas from the Steering team meeting for
implementation/ST next steps
5. Find more information here:

6. iGCDP Business Model
Why is this important?
This will enable understanding and implementation of the following;
•
Product Customer Flow of GCDP
•
Running GCDP as Social Business
•
Inner and Outer Jouney for iGCDP

7. iGCDP Business Model
What Result can it bring to the entity?
This will ensure;
•
Clarity of why we are focusing on a particular issue(s)
•
An elaborate implementation plan taking into consideration all social impact
model
•
Generate more clarity on financial sustainability of GCDP

8. iGCDP Business Model
What to consider for re-planning?
Outlining our GCDP Plan implementation according to the framework below
3
2
1
Outer
Journey
Inner
Journey
Social Business Plan
Product-Customer
Flow
ACTION
PLAN

9. iGCDP-Social Business Plan
What to consider for re-planning?
Need &
Social
IDEA
Opportunity Impact Implementation
Generation Analysis
Strategy
Model

10. iGCDP-Social Impact Model
What to consider for re-planning?

11. iGCDP Business Model
What to Consider for re-planning
In general, the above designed model should be integrated in our GCDP Planning
as it will clearly orientate implementation towards;
• Needs of the community
• Clear strategies on how to drive implementation
• Financial sustainability of iGCDP projects
• Personal learning of members
Thus considering the following for Re-planning will guide us through iGCDP
business model implementation;
1. Product-Customer Flow: ensure your entity has adequate processes to guide its
implementation
2. Social Business Plan: make adequate use of the BM canvas and create a clear business plan
3. Inner and Outer Journey of Eps and Members. Here Eps refer to interns
received.

12. iGCDP Business Model
Specific Ideas from the Steering Team for Implementation
•
Create alignment with Sub-Regional Realities and focus on relevant projects
•
Break content down to reflect entity scale of operations
•
MC should align implementation to global strategies and national realities
•
MC should contextualize strategies for different scale of operations
•
LCs should see directly how they should run iGCDP
•
Use model to elaborate how iGCDP becomes more Financially sustainable in
your entity
•
Clear financial model stating all possible and acceptable scenarios for
sustainability

13. iGCDP Business Model
Find more information via the following links:
• Understanding and using the model
• IC Session: http://www.myaiesec.net/content/viewfile.do?contentid=10274232
• Steering Team Session: http://www.myaiesec.net/content/viewfile.do?contentid=10282679
• Check on myaiesec.net for WACS and Pioneers output wiki
• EP Lead
• Guidelines (May Consultancy Week): http://www.myaiesec.net/content/viewfile.do?contentid=10260242
• GCDP from Colombia: http://www.myaiesec.net/content/viewfile.do?contentid=10268536
• Business Model Canvas
• Authors’ Website: http://businessmodelgeneration.com/
• Original Book 72-pages free pdf preview:
http://businessmodelgeneration.com/downloads/businessmodelgeneration_preview.pdf

14. oGCDP Product Packaging
1. Why is this important?
2. What results can it bring to the entity?
3. What to consider for re-planning?
4. Specific Ideas from the Steering team meeting for
implementation/ST next steps
5. Find more information here:

15. oGCDP Product Packaging
Why is this important?
This is important for African MCs as it will enable;
• Growth of oGCDP in the Region
• Customize oGCDP to their realities,
• Orientate entities towards packaging oGCDP for African
EPs

16. oGCDP Product Packaging
What results can it bring to the entity?
• Orientate product oGCDP packaging to national student
market with a specific target of the market.
• Boost EP raising methods and strategies of the entity
• The entity will use various possible touch points to get to
the student market-that is customize marketing
• It will elaborate on your brand positioning and reputation

17. PRODUCT PACKAGING
1 2 3 4
PRODUCT EVOLUTION
CUSTOMER FLOW
ATTRACT
UNDERSTAND
--------
FOCUS
DELIGHT
--------
CUSTOMIZE
CONVERT
--------
CLOSE
-------------------------
SHOWCASE

18. PRODUCT- CUSTOMER
FLOW
ATTRACT
STRANGER
CONVERT
VISITOR
CLOSE
LEAD
DELIGHT
CUSTOMER
SHOWCASE
PROMOTER

19. oGCDP Product Packaging
What to consider for re-planning?
Take the following into consideration when doing Re-Planning:
•
Focus on specific Master Issues and Sub-Issues where you can easily access the market
•
Do not plan to focus on all master issues or sub-issues within a master issue but have a specific
target
•
Make sure oGCDP is packaged under a specific brand: check on AIESEC Cameroon for their
current OGX Campaign package for Quarter and Quarter 2.
•
Capitalise on Regional and Sub-Regional Initiatives to boost campaign. Please check on “Go
West Africa Campaign” , “I am a Regional Citizen”, etc.
•
Developing a sustain coaching model to guide LCs through implementation

20. oGCDP Product Packaging
Specific Ideas from Steering Team
•
Make adequate use of GCDP Issue segmentation
•
Create online summits to boost sharing of GCPs from pilot entities
•
Check on the Regional and Sub-Regional Initiatives to boost campaign. Please check on “Go
West Africa Campaign” , “I am a Regional Citizen”, etc.
•
Have a sustain coaching model to guide LCs through implementation
•
Capitalize on the above mention Sub-Regional Initiative for oGCDP product packaging.
•
Check on LCs to ensure they are align to the contextualized oGCDP product strategy.

21. oGCDP Product Packaging
Find more information here:
• GLOBAL | Global Citizen Brands Toolkit:
http://www.myaiesec.net/content/viewfile.do?contentid=10276743
• GLOBAL | A Guide to Marketing:
http://www.myaiesec.net/content/viewwiki.do?contentid=10255817
• GLOBAL | Steering Team Meeting Session:
• http://www.myaiesec.net/content/viewfile.do?contentid=10282682

22. Supply and Demand
Why is this important? What results can it bring to the entity?
Country partnerships
• To deliver more and better experiences and scale up
• Process improvement and optimization
Co-delivery
This is to enable entities understand how to manage partnership with
another entity especially with similar reality to deliver high quality
experiences that develops leadership
This is to enhance better delivery and proper tracking of the
experiences we are providing to our exchange participants
Most importantly this is to drive us closer to the achievement of our
2015 goals

23. Supply and Demand
What to consider for re-planning?
Country Partnerships:
•
•
•
•
•
Read through the country partnership framework tool and understand how it works
Analyse your current partnerships and see which one is the most relevant and what value
is it bringing to the entity
After doing an analysis of your current partners, have focus entities (Those that are very
relevant to your entity development)
Do your HR allocation to have specific people responsible for specific partnership (get GCP
from China and Germany)
To ensure proper delivery have a tracking tool where you will have minimum standards, todos etc (ex. Germany and Ghana)
Co-delivery:
•
•
•
Define clearly entities/entity to co-deliver with (There should be a focus and not with all
entities :D)
Define minimum standards to be met by both entities and what would be the benefits for
both entities
Have someone responsible for tracking the minimum standards just to ensure we are
providing leadership in every experience

24. Supply and Demand
Implementation Inputs:
Country Partnerships:
There should be performance tracking tool for the partnership (It could be anything
simple and clear)
conferences to promote country partners and the why of the partnership and practical example
of how it can be driven by LCs
Get testimonials from your Eps to enhance better delivery of partnership and also to motivate
partner to do more
LC partnership allocation should be based on satisfaction of minimum criteria just to drive the spirit of
excellence and to ensure quality delivery
Co-delivery:
Drive a clear understanding of codelivery and relevance (what is the benefit for both partners)
LC should be educated on the importance of co-delivery and how to co-deliver
Define minimum standards for co-delivery.
Standardization of processes and key delivery

25. Supply and Demand
Find more information here:
• GLOBAL GCDP & GIP Country
Partnerships Tool 1.0
– http://www.myaiesec.net/content/viewfile.do?c
ontentid=10272498
• S&D Management Country Partnerships:
– http://www.myaiesec.net/content/viewfile.do?c
ontentid=10274234

26. Talent Capacity
Why is it important?
This is to help entities have a proper structure to drive better delivery of our exchange
programme and track member learning and development
• What results it can bring to my entity
•
Better clarity on the essence of the organisation and how members
are contributing to it.
• Ensure that members understand the interconnection between their
roles and other functional areas to drive better result
• Ensure learning and development of members

27. Talent Capacity
What to consider for re-planning
• Read through the Talent Capacity summit output and seek for
clarification where needed
• Review entity structure to align with the proposed programme
structure
• Develop L & D plan and review MEC to suite the new ontext
Find more information in the TC summit
output:
http://www.myaiesec.net/content/viewwiki.do?contentid=1027678
0
and attend AI virtual consultancy week (19th-21st Nov)

28. Talent Cpacity
Implementation inputs
• Read through TC Summit output and create a structured plan
for implementation plan with key responsibles.
• Analyse gap based on National and local analyses
• There should be a structured way of tracking implementation.
You could use LC coaches or coaching model from MC to get
feedback on implementation and the requirement of LCs to
achieve set goals
• A standardised structure across all LCs
• Review Member education cycle

29. Marketing for Conversion
Why is this important?
•
•
•
•
Drive us towards 2015 goals achievement
Shorting the time required to match
Drive better synergy in entities
Bridge the huge gap between matching and realization
What results can it bring to the entity?
•
•
Increase in conversion rate
Attracting the right people which in turn would ensure faster matching

30. Marketing for Conversion
What to consider for re-planning?
Alignment of structure based on market need
Educational material for members in marketing
R & R structure for conversion rate

31. Marketing for conversion
Implementation Need:
Specific Ideas from the Steering team meeting for implementation/ST next steps
There should be a clear definition of role for marketing (from analysis of the region, most MCs
only have VPIM & Comm and few MAC so the role is not clearly defined)
MCPs should check conversion rate at least weekly (agreed upon during MC Summit)
Link ORS to National website (for entities that has website Cote Divoire, Nigeria etc)
Educate LCs about it during conferences (This should be very practical)
Ensure a synergistic association between VPOGX, TM and MAC (GCP from Ghana)
.

32. Leadership in every experience
Why is this important?
To understand the clarity of why of GCDP
and how it connects to the essence of our
organization
Purpose driven leadership development.
Better understanding of how GCDP is
driving inner and outer journey of leadership

33. Leadership in every exprience
What to consider for re-planning:
Understand the leadership needed in your country and analyse the
leadership AIESEC is currently providing in your country to see if it
aligns and how AIESEC can further develop the needed leadership.
Align all activities to the need of your country/external environment and
draw the connection to your members
Define the kind of behavior or expected behavior you expect every ELD
participants in your country to have to be sure they align with the
needed leadership
Make use of the GLE properly to ensure inner and outer journey of
leadership

34. Leadership in every experience
Implementation Need:
• Education of members about the clarity of why of
GCDP at every touch point (LC training, national
conference, programme summit etc)
• Connection of clarity of why of GCDP to external
need (The need of the country)
• Assessment of current inner & outer journey
elements in connection with needed leadership

35. Customer Loyalty for Students
• Why is this important?
• What results can it bring to the entity?
• What to consider for re-planning?
• Specific Ideas from the Steering team meeting for
implementation/ST next steps
• Find more information here:

36. Customer Loyalty for Students
Why is it Important?
What results can it bring to the entity?
•
•
•
•
To ensure that we are assuring safety of all
students who take a GCDP experience. This
is a very important element.
This is also to ensure that we are taking into
consideration
the
standards
of
implementation are highly taken
into
consideration when implementing GCDP.
This is also to ensure that we are assuring
satisfaction of our customers-(students)
who are participating in our GCDP
implementation
•
•
•
Safety: Global and most effective
safety measures for our Eps.
Standards: A clearly defined and
reputable standard of implementation
that will guide GCDP processes
through.
Satisfaction: Have a well defined and
structured system that will enable
EP/Intern satisfaction in participating in
our GCD Programmes
Our Reputation: Our reputation as an
organization will increase as there is
only one AIESEC and that is what our
customer sees.

37. Customer Loyalty for Students
What to Consider for Re-Planning?
Safety
Standards Satisfaction

38. Ensuring that the programs that we
provide to our students are:
We ensure the
safety of our
participants and
that our
membership is
aware on how to act
to prevent and
react with Safety
Elaborate the safety
measures your entity has
in place to assure interns
stay in your country.
Educate both Eps and
Interns on Safety
measures and ensure to
use integration booklet for
this as well.
We ensure that all
our students have
the experiences
that meet the
standards set and
that every member
delivers on that
Set in place standards
and also consult the
XPP to ensure that
you are delivering on
your side. Your
activities should
elaborate on the
culture and measures
to have response from
EPs
We ensure that we
are listening to
customers to have a
better customer
experience
management for
higher satisfaction
Use data from NPS
to set up
Satisfaction rate for
your entity

39. Specific Ideas from Steering Team Meeting
Safety:
1. Adapt education to your national reality.
2. Allocate responsible to track implementation on local level.
3. EPs duties related to safety processes should be stated in EP contract.
4. Insurance must be mandatory for all EP s, and there should be a certain
criteria that covers the features of insurance coverage. There should be
option of choice for which insurance the EP chooses to take
Standards:
1.
Having a standards auditing team (to survey through a checklist whether
the EP was picked up on arrival, etc.)
2. Include the quality standards in membership criteria and eligibility for
awards
3. Educate EPs about the quality standards in Outgoing and Incoming
Preparation Seminars
4. Consider which quality standards implementation can
be outsourced (e.g. Insurance, safety preparation, pick ups)

41. Find more information here:
• GLOBAL Customer Experience
Management Programme
– http://www.myaiesec.net/content/viewwiki.do?
contentid=10267440
• Steering Team Meeting Session:
– http://www.myaiesec.net/content/viewfile.do?c
ontentid=10282685