1. TC for Re-raising
iGIP Tier 1

2. PART 1:
Structures focused on Re-Raising

3. StartUpLC(0-10Re)
In
general,
start
up
LCs
don’t
have
current
accounts
so
the
structure
is
simple
with
some
members
focusing
on
Raise,
Match
and
Delivery!
These
members
just
need
to
know
how
to
manage
and
raise
accounts
in
a
way
that
they
can
retain
the
account!

4. Potential LC(10-40Re)
VP
TL
Ra&Ma
Ra&Ma
Deliv.
TL
Ra&Ma
Ra&Ma
Deliv.
∞ ∞
ü Team
Leaders
can
be
split
by
Industry
or
by
Sub
Product
depending
on
your
external
reality
ü We
have
the
same
people
working
on
Raise
and
Match
within
the
structure
for
effecHve
and
fast
account
management
ü We
have
specific
members
only
to
work
on
EP
Experience
delivery
so
that
EVERY
EP
has
a
great
experience
and
the
rest
of
the
team
can
focus
on
account
management

5. ü If
currently
these
LCs
have
a
lot
of
available
forms
to
match
AND
need
to
raise
as
well,
you
can
choose
to
have
members
divided
even
by
raise
and
match
–
as
long
as
you
know
exactly
how
to
implement
ü When
the
same
members
are
responsible
for
raise
and
match
process,
education
cannot
be
focused
just
on
SDP
Potential LC(10-40Re)
In this structure and this LC Volume, LC already
has some accounts and the JD of members is
also to RETAIN these accounts!
Ensure that the JD and KPI of members in this
structure includes retaining current accounts
and re-raising!

6. High Potential LC(40-70Re)
• Similar structure for LC doing between
10-40 Re
• Number of members maybe more because
scale has increased
• There can be one more team leader to tap
into another market/industry
• Ensure LCVP, Team Leader and Team
member have clear KPIs and MoS
• Team leaders also do manage accounts
(maybe fewer) but this is also part of their
role
VP
TL
Ra&Ma
Ra&Ma
Deliv.
TL
Ra&Ma
Ra&Ma
Deliv.

7. High Potential LC(40-70Re)
In this structure and this LC Volume, LC already has many
accounts and the JD of members is also to RETAIN these
accounts!
Ensure that the JD and KPI of members in this structure
includes retaining current accounts and re-raising!
Team Leaders in this structure can be more responsible for
current accounts maybe so that team members can focus on
raising new accounts and team leaders (who are normally
more experienced can manage current accounts)

8. AdvancedLC(70-100Re)
VP (SP1)
TL Ra TL Ma TL Delivery
TL Current
Account
ü Team split by Process of Raise, Match
and Delivery because this team is high
volume and requires focus on each
process
ü The Team for Current accounts
manage raise and match to ensure
effective account management
ü There can be an added Team Leader
or some more members in Current
account team in case there is a dry run
ü It is important that JD and MoS of
members in these teams is split
between Current accounts and new
accounts
ü Delivery happens all year round –
either preparing for delivery or
receiving interns and supporting them
hence a separate team is crucial

9. AdvancedLC(70-100Re)
In this structure, there is a specific TEAM for managing
current accounts. By this time, we assume an LC has enough
current accounts and only focusing on these can ensure
there is iGIP growth in the LC.
Goals should be split between new accounts and current
accounts so that the JD and KPI of the current account team
is very concrete!
The delivery team is working on delivery of new and current
accounts!

10. AdvancedLC(70-100Re)
VP (SP1)
TL Ra TL Ma TL Delivery
TL Current
Account
ü The role of team leaders is very
important in this structure. Team
Leaders have to work in perfect
synergy to ensure accounts are
managed well
ü Team leaders have to work in synergy
to ensure EP experience delivery
ü Every member working in raise, match
or delivery MUST know fully the iGIP
Process. If not, it will lead to members
not being able to raise the right forms
or members not being able to match
forms effectively
ü JD of members matching is more
related to LC-LC Partnerships and is
less of coordination with companies for
selection (which can also be done by
members who are raising)

11. • If
the
advanced
LC
is
in
a
big
city
with
high
market
potenHal,
create
short
units/teams
in
specific
geographical
areas
only
for
the
summer
peak
or
for
all
of
2014
to
split
the
market.
• This
will
also
help
one
unit
focus
on
GCDP
and
the
other
on
GIP
AdvancedLC(70-100Re)

12. PART 2:
Learning focused on Re-Raising

13. TOPIC! CONTENT! OBJECTIVES! TARGET!
CUSTOMER
LOYALTY FOR
ORGANIZATIONS!
q Creating and maintaining
long-term partnerships
with organizations and
companies"
q Dealing with different
stakeholders (ex.
Embassy"
q Product Packaging for re-
raising and up scaling "
q Connecting re-raising and
up-scaling to effective
Supply and Demand
Management "
q Shift the mindset of memebrs from short-term
raising to long-term relations with
stakeholders."
q Know how to create and maintain long-term
partnerships."
Leaders, VPs!
Learning focused on Re-RaiseiGIP

14. PROCESS
OPTIMIZATION!
q Conversion from Sale to Raise!
q Approach umbrella organization!
q Attend corporate events!
q Make proposal easier process!
q Capitalized partnership in other LCs or even country!
q Conversion from Raise to Match!
q Raise a matchable TN!
q Raise based on LC partnership!
q Raise based on S&D analysis!
q Conversion from Match to Realize!
q Supply and Demand Analysis!
q LC Partnerships!
q Peak Season Understanding!
q Conversion from Realize to Re-Raise!
q Fast feedback system and follow up!
q Upscale partnership - Upselling!
q Mass Realization Project!
q In kind partner for accommodation!
q Upscale partnership benefit (accommodation
providers)!
q Understand what part
of the exchange
process can be
improved to increase
results!
Leaders,
VPs!
Learning focused on Retaining AccountsiGIP

15. Pick LCs that need specific Education around
Re-raising and up-scaling and ensure they
receive this!
Remember the difference between
1. Education on partner retention and account management
2. Education on Re-raising
3. Education on Up-scaling

16. Embed Re-raising KPIs into Team Minimums,
HOW?
• Team
–
Have
a
team
for
Re-­‐raising
and
up-­‐scaling
if
there
is
a
need,
if
not
have
specific
members
focused
on
this
within
iGIP
team
• Plan
–
Ensure
iGIP
teams
have
planned
for
account
management,
partner
retenHon,
re-­‐raising
and
up
scaling
goals
• JD
–
Ensure
Re-­‐raising
is
embedded
into
the
JD
of
specific
members
and
that
they
have
clear
KPIs
and
MoS
• Training
and
coaching
–
Ensure
specific
educaHon
topics
for
iGIP
LCs
around
re-­‐raising
and
up-­‐scaling
• Evalua5on
–
Evaluate
results
of
iGIP
re-­‐raise/current
account
teams
or
how
many
re-­‐raises
specific
members
have
goYen