IGCDP Management
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The document discusses planning and management for iGCDP's summer peak season, including dividing clusters into growth, potential, and top tiers; outlining timelines and goals for sales, matching, and hosting families; setting standards; and providing guidance, timelines, and checklists for cluster coordinators to plan local summer projects and ensure proper management of processes, strategies, and teams. Cluster coordinators are advised to leverage past experience and market research to design optimal projects while avoiding overpressure and leaving areas of the coordination unsupported.
IGCDP Management
- 3. Clusters overview TOP GROWTH GE, TN, NF, MI, CT, TS POTENTIAL PV, R3, BA, RS, FE, VE, PD, BO 70 40 20 2 projects in 2 waves 2 projects 1 project AN, NP, PA, TO Done basing on the winter peak results
- 4. RA MA RE
- 6. POTENTIAL cluster PM TM RE TM RE TM MA TM MA TM RA TM RA TM RA
- 7. GROWTH cluster PM TM RE PM TM RE TM MA TM MA TM RA TM RA TM RA TM RE TM RE TM MA TM MA TM RA TM RA TM RA
- 8. TOP cluster PM TM RE PM TM RE TM MA TM MA TM RA TM RA TM RA TM RE TM RE TM MA TM MA TM RA TM RA TM RA Coordinator positions: IR coordinator, sales (GR) coordinator, reception coordinator.
- 9. Job Description: level 1 and level 2 Level 1 Level 2 Raiser: Market research, sales, account management Finance: Budget tracking and cost cutting Matcher: international relations, Selection, Delivery Marketing: showcasing, events, etc Realizer: hosting families, cultural program, EP LEAD Delivery CEM: NPS management, fire fighting
- 10. Recommendation Project Based Structure for POTENTIAL and GROWTH clusters • Why? Volume doesn’t require process division plus members experience, specialization still can happen For TOP cluster Process Based Structure can be implemented • Why? Facilitates high volume management having experts, area gets to the level of having constant RA-MA-RE, facilitating often realizations
- 11. POTENTIAL Special message: Be Simple, Be Fast and Be Focused. • Focus on national projects. • TN taker based projects. • Sales as a main attract-covert-close for financial sustainability. • 1-to-1 matching. • EP LEAD implementation. • Safety Standards Satisfaction delivery. • Establishment of exchange culture in the LC. • TN takers and LC network as a main source of hosting families.
- 12. GROWTH Special message: Be Innovative and Listen to Customers. • • • • • • • • • • • • Small local projects can be, but focus on big national projects. TN taker based projects preferred. B2B marketing for TN takers. LC2LC for matching. International marketing. Financial management, economies of scale. Marketing for conversion for hosting families. Exchange culture development. Customer loyalty for students and fire-fighting. Customer loyaty for organizations. Media relations and events . Management and leadership.
- 13. TOP Special message: Think Big, Act Big, Be BIG. • • • • • • • Big local and national projects. Event-based and TN-taker based projects. LC2LC for matching preferred. Government relations. Sponsors and in-kind partners and B2B for them. Learning partners. External support in exchange delivery (reception, education). • Strategic planning. • Showcasing as a focus.
- 14. Da hell is SUMMER PEAK?
- 15. Wanna know the MC goal?
- 17. Preview of summer products TN taker segment/Issue Summer camps, kids camps Third sector Tourism sector (hotels, touristic agencies and sights, municipalities) Cultural understanding (Cross cultural learning dialogs) Economic growth Cultural understanding (Protect and showcase local traditions)
- 18. Planning sales 8 calls 4 meetings 1 TN taker RA
- 19. Case #1 • Divide into clusters. • Receive a cluster task. • What would you do? Cluster allocation • TOP: AN, NP, PA, TO • GROWTH: GE, TN, NF, MI, CT, TS • POTENTIAL: PV, R3, BA, RS, FE, VE, PD, BO
- 20. Planning matching 3 interviews 1 TN MA
- 21. Matching optimization • Personal contacts from both LCP and LC VP sides, official LC2LC; • LC wikis and booklets to strengthen positioning; • Simple matching process: application – interview – match. Don’t overcomplicate! ; • Selling profiles you can deliver with a big scale of operations! (for example, can you match 70 people with Italian?)
- 22. Planning hosting families Main targets are: • students; • families with school kids; • old families; • young families (without kids or with kids up to primary school age).
- 23. Conversion rate of HF 5 applications 1 host RA
- 24. Case #2 • Divide into clusters. • Receive a cluster task. • What would you do? Cluster allocation • TOP: AN, NP, PA, TO • GROWTH: GE, TN, NF, MI, CT, TS • POTENTIAL: PV, R3, BA, RS, FE, VE, PD, BO
- 25. Porca troia, interns are coming! • Integration (cultural and professional, integration to the LC); • Communication (feedback, team meetings, facebook group/email group, buddies) • Education (TtT, hard skills, AIESEC understanding); • Fire-fighting; • EP LEAD; • Safety, Standards, Satisfaction.
- 26. iGCDP standards • • • • • Global: Reception wiki; Pick-up; Shipping costs; Buddy; Insurance (coming soon). • • • • National: Accommodation; Logistical support; Welcome package (map, safety and integration booklet); EP LEAD (once released).
- 27. Case #3 • Divide into clusters. • Receive a cluster task. • What would you do? Cluster allocation • TOP: AN, NP, PA, TO • GROWTH: GE, TN, NF, MI, CT, TS • POTENTIAL: PV, R3, BA, RS, FE, VE, PD, BO
- 28. Planning local summer peak RA MA 85% numbers 90% RE
- 29. Planning local summer peak • Evaluate your past experience in iGCDP (what projects brought results and quality, HR trends, TN taker segments, relevance of JDs); • Understand your local market (issue, potential TN taker segments, local, regional and national trends, activities of companies, government, third sector); • Understand your supply and demand (which countries to invest in, potential for LC2LC, profiles you can really bring); • Understand your HF market (who, how, when);
- 30. Planning local summer peak • Project flow is 6 months; • Selling and raising period should be maximum 2 months. Market research and education should not take more than 1 week; • Matching period should be optimally 1 month; • After matching should be planned 1 month of Delivery period for interns to prepare visa and buy tickets (otherwise only rich and non-visa interns can come) and to raise hosting families, prepare JDs and working plans of interns, organize reception. • Plan realization from the middle of June on as before the world has exams.
- 31. To do list • Making sure that area is planned properly (not only RA-MARE, but also sales, interviews, initiatives for them, reception preparation, events, showcasing, finance, HR structures, EP LEAD); • Tracking of all the processes; • Giving guidelines in creation of strategies and initiatives; • Facilitating synergies with marketing/PR, TM, Finance; • Education about general management; • Tracking department management initiatives (coaching meetings with PMs, area meetings, meetings with interns, etc); • Supporting mentally.
- 32. Not to do list • • • • Over pressure; Leave alone with strategies, initiatives and management; Leave alone with legalities and finance; Take for granted that he/she knows how to plan and track properly, that he/she can analyze, create strategies and initiatives.