Global Expansion Drivers
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AIESEC Global Expansion Drivers
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Global Expansion Drivers
- 1. Expansion Drivers 10 steps towards success This ppt has explanation and examples of every driver in the comments below
- 2. Steps before starting an expansion 1. Have a vision for your expansion that would push you and your team to work everyday and that will help you filter different activities. e.g. Being the fastest or strongest expansion in the network or being the first expansion to achieve 100 GCDP exchanges in 1 year. 2. Under this vision have a purpose behind it: e.g. I want to achieve this vision to position my country in the network and/or to prove to the world that a small entity can still have a huge impact and/ or to prove that you can do something that seems Impossible to everyone.
- 3. 3. Decide on your focus programme that will help you be financially sustainable e.g. OGCDP or IGIP, etc… 4. As the expansion manager you are the face of the organization and it’s very important that your VPs & members trust you and see you as a role model for commitment & for achieving the impossible and achieving your vision. They get their motivation from you and a big reason for their commitment & performance is usually you. 5. You need to focus on team building because that’s what will make your team stay regardless of the challenges faced. 6. Have a team structure focused on delivery of MoS. E.g. VP IGCDP, OGCDP instead of VP F or BD etc..
- 4. Driver 1: Utilize online platforms to increase recruitment results for ELD programs Actions •Promote recruitment on social media networks and official website •Capitalize on physical channels that are accessible to you easily. Indicators •Number of views & followers on social media platforms •Number of people recruited through website
- 5. Driver 2: Ensure financial sustainability by generating operational revenues from our exchange programmes Actions •Focus on selling the most relevant exchange programme, according to the reality. E.g. OGCDP; instead of focusing on partnering for ER. Indicators •Percentage of revenue coming from the targeted program •% growth in the targeted programme
- 6. Driver 3: Position AIESEC externally for market penetration Actions •Focus on delivering quality experiences to showcase the impact created by the AIESEC experience. •Increase visibility of AIESEC in community through media and youth organizations’ partnerships Indicators •Percentage of people joining programmes through referrals •Number of media appearances •Number of partnerships with relevant organizations
- 7. Driver 4: Actively promote country’s brand to the global network to increase visibility and cooperation with other entities Actions •Establish a country brand in the AIESEC network •Have a strong physical and virtual presence in the network Indicators •Number of international conferences attended •Number of people in the network who knows about your expansion updates •Number of updates you post on social media & emails to MCPs
- 8. Driver 5: Drive operations using a bottom-up strategy Actions •Start operationally instead of strategically as an expansion team and start LC functions as quickly as possible •Once strong local capacity is developed, the expansion team can evolve to a more strategic role. •Create fast-tracked leadership experiences Indicators •Percentage of members directly led by expansion team in the first 6 months (should be 100%)
- 9. Driver 6: Utilize the strengths of the global network for the local reality. Actions •Adopt GCPs from the network and implement them into the local reality •Import international experience and talent through CEEDers, interns, and facilitators Indicators •Number of GCPs successfully implemented •Number of international conferences attended •Number of incoming CEEDs, interns, international FACIs
- 10. Driver 7: Empower local talent in order to create a sustainable leadership pipeline & create culture Actions •Have locals on the MC expansion team •Build a strong AIESEC culture in the entity •Involve members in organizational decision making Indicators •Percentage of local members attending conferences •Percentage of local students on the MC expansion team (min. 1)
- 11. Driver 8: Drive organizational behaviors that create and/or increase accountability and governance. Actions •Create a strong relationship with the government •Establish a Board of Advisors Indicators •Number of government supporters •Number of people on BoA
- 12. Driver 9: Establish long-term partnerships for sustainability and operational efficiency Actions •Integrate AIESEC into universities to facilitate running the ELD programs. (i.e. Being a club or activity on campus) •Establish cooperation with existing students/youth organisations Indicators •Number of universities and/or faculties in which AIESEC is present
- 13. Driver 10: Strengthen the organization with legal and financial knowledge on member and advisory level Actions •Having professional legal advisory •Recruit members with legal and finance background Indicators •Yes or no
- 14. Now Go & Expand!
Editor's Notes
- This driver is because as an expansion you might not have a lot of physical interaction points with the students; like stands on campus or information sessions as it takes time sometimes to get university approval. And that’s why you need to fully capitalize on all the online channels and all the physical channels that don’t need the university’s approval. E.g. Café’s, streets, etc…
- In New Expansions it’s very hard to sell AIESEC because it’s still very small and there is barely anything to sell to partners. Therefore, BD (Business Development) is usually not successful in most of the expansions. That’s because the expansion focus too much on it and neglect other priorities and eventually it doesn’t have much success as it’s not the right time to sell yourself to partners when you don’t have members or proofs to your success in the country.Also, only focusing on raising money creates a culture in the new expansion that is focused on raising money and not necessarily on our exchange programmes that are actually a measure of success for our organization.Therefore, a simple solution is to focus on raising money for the expansion’s sustainability through driving exchange operations. E.g. Gaining money from raising OGCDP EPs.
- It’s important in an expansion for AIESEC to be positioned well in the country/territory it’s starting in. Therefore, you need to pay extra attention to the quality of experiences you are delivering. And you need to capitalize on all the channels you can use to position yourself in the city e.g. TV, Radio, Magazines etc. so that people start hearing about you.A successful GCP from AIESEC Lebanon:Instead of running a recruitment campaign in the university and spending a lot of time & money resources on that they did it in a different way.Since they didn’t have a lot of members in the beginning yet they wanted to have a conference to create a good AIESEC culture & to deliver knowledge to their members. So they decided to have a conference and include a track for non-AIESECers.So they promoted the conference to all students in the university as a conference done by AIESEC the largest youth run organization in the world and that they will be given a certificate at the end.Then in the conference they were given an induction about AIESEC on the first day and given a chance to become AIESECers and move to the AIESECers track. Throughout the conference they are being evaluated by the expansion team and filtered at the end to who can join and who can’t. Therefore by the end of the 3 day conference you have already recruited, selected and inducted members to AIESEC. They become very motivated and committed to AIESEC because they see AIESEC in the most exciting phase of it which is conferences and they get to connect with everyone and therefore they stay. In Lebanon most of those non-AIESECers later became LCVPs & LCPs. And 95% of the non-AIESECers attending the conference decided to become AIESECers and join the organization as members.
- Entities in the network wouldn’t want to work with you unless they can see proofs of your success & commitment. Entities will invest in your expansion only if they trust you.It’s preferred that you focus on specific entities to make exchange partnerships with. (receive & send EPs).
- A mistake usually done by expansions is that the expansion team start operating strategically in the country which leads to a lot of misunderstanding and weak knowledge of how to run operations in the country/territory.Therefore, for the first 6 months the expansion team should be working directly with all the members and taking part in every single thing happening.Then after 6 months you can start LCs (2 LCs if possible so they can compete together and learn from each other). At that point the expansion team can become a more strategic entity but should still work very closely with the LCs EB especially that they are the first EBs ever in the country.But to avoid those EBs quitting you can have the EB term only for 6 months (you can do that for the first 2 terms then turn it into a 1 year term). That’s because as new members they might not yet be so committed to AIESEC or their expectations of the role of LCVP or LCP was different than what they found later on especially that they have never seen an EB member before.Give your members the chance to go up in the hierarchy faster than other big entities because in an expansion you can’t wait for one whole year for some one to be able to apply for a leadership position. You need people fast and that’s why it’s ok to have new members handle leadership positionsIn the first 6 months you can recruit members from your EP applicants so that you save efforts instead of doing 2 recruitment campaigns; one for Eps & another for members.
- Check the Output of the tier 3 Global plan from IPM Serbia 2013 to know more about how a small entity can grow in GCDP or GiP.University relations:It’s not very easy to penetrate a university for the first time to become a club on campus and therefore we recommend that you follow some of the points below:Use university students to start AIESEC as a club there. Most universities prefer clubs started by their own students over global organizations.Some universities might be intimidated by your exchange programme because they already have their own department finding internships for their students abroad; so you might want to position AIESEC more as a leadership organization.Try to get recommendations from top universities in the network and specifically in your region to showcase it to the university officials to give more credibility. E.g. You ask the LCP of the top university in the US to get a leeter from their officials talking about the benefits of having AIESEC there.
- It’s important to have locals on the expansions MC team as you constantly need someone who is aware of the market needs and understanding of your target audience.The culture that is set by the expansion team will be there forever and it’s very hard to change later on. Therefore, it’s extremely crucial for the expansion team to pay attention to the culture they are setting in everything. E.g. running elections, why they are doing AIESEC, processes of EB selection, dancing roll calls, conferences attendance & agendas etc…Of course, It’s very challenging to retain those locals in AIESEC and therefore they need to be strongly connected to the why of AIESEC (Check the why wiki: http://www.myaiesec.net/content/viewwiki.do?contentid=10264746)Andit‘s also veryimportanttoconnectthosememberstogethertomotivatethemtostaytogetconnectedmore.More importantlyit‘simportantforthosememberstobelieve in thecapabilitiesoftehexpansionteamandtrustthemandrelatetothevisionofthatteam.
- You can partner with youth organizations to ensure that you can promote your TMP or exchange programmes to their members.
- Makes sure you have at least 1 person in the organization who is knowledgeable about the legalities in the country and is aware of everything happening with the lawyer/legal registration process.You need to have a very good understanding of the financial situation, investments, external auditing etc…