4. Our main focus is always to have an
equilibrium: When Supply & Demand are equal
we say it is at this stage. So the allocation of
EP and TNs is more efficient, bringing us the
right results and delivering the leadership we
want to create and develop among our
membership.
What is Supply
& Demand
Management?
Supply represents how much the market can offer
(students and market opportunities, EPs and TNs),
and Demand how much the market needs.
5. It leverages processes diagnostics and
benchmarking among LCs and other
markets, scenario-based strategies and lean
principles to improve operational
effectiveness and efficiency.
Why Supply &
Demand
Management?
Because when S&D is not aligned it means
our costumer may not get our product. S&D
aligment guarantee the deliver of what we
promissed to our customers.
Optmizes aspects of planning to drive and
improve performance. Creates foundation for
growth, capacity and flexibility among
segments and markets to delivery more
leadership.
8. Analyse past 3 years' data about
your realized TNs
Your market: which types of
companies, their needs for talent,
your competitors, etc
Focus on Teaching and Marketing.
What are the biggest entities and
growing entities in Marketing and
Teaching EP Re? Which can you
match with based on geography and
visa requirements and financial
capacity?
What profile do these EPs have?
Analyse customer feedback of EPs
realized (NPS or your own feedback
system)
Analyze Your
External Market
Analyze Internal
AIESEC Market
Analyze Customer
Feedback (NPS)
Analyze to understand
You can add to your analysis data about the external market, like trends
and market behaviors in your region - it gives you good insights. But it’s
very important go deeper on your entity previous realization. It gives you
accuracy and precision.
9. Entity PartnersSubproducts
Define
Define your key country
partners for each sub-product
based on your realization
analysis (Top 3 sub-products
and top 10 countries you want
most EPs from, growth rate,
global EP supply trend,
entities with high growth
rates, matching timeline etc.)
Take all your analysis and
compare external and internal
data. How is the TNs market
demand? How are the
students in the network? Take
a look at what internal and
external have in common.
Based on these analysis,
define your focus sub-
products.
How to define your focus
Reflect
Compare
10. Specify
Target
Audience
Define the specific TNs and JDs
within you want to raise based on the
sub-product. Take into consideration
what you can deliver based on your
internal capacity for delivery as well
as the global EP supply (especially
the EP supply of your entity
partners).
Create an ambition based in your
entity organization development
plan. Take in consideration the
relative and absolute growth your
entity needs for iGIP and your
internal capacity.
Set up your term's goals for each
sub-product based on all the
analyses that you did before and on
current global supply & demand
Goals
16. Key Performance
Indicators (KPIs) to track:
Get Product
Information:
# MA
# TN RA
# EP RA
MA time TN
MA time EP
NPS
Language Required
Skills Required
EP Profile Required
Other
Partnership Plan Details
RE
Goal
MoS
17. Realization Period
Matches Period
EP Ra Period
TN Ra Period
Main LCs involved
Get Processes Information
Airport Pick Up
Accommodation
EP Expectation Setting
EP Lead
EP Integration
Support with Visa
Minimums Deliverable
Partnership Plan Details
24. Raise TNs in your focus product (eg. Internships with a
JD focused on market research)
Sell talent based on the EP profile we have
available
Set expectations around the entities able to supply
students with this profile
Raising TNs
28. NST Job Description:
• Promote EPs/TNs
• Organize Matching Manias with LCVPs and EPs
• Weekly contact with MCVPs involved
• Select best EPs and contact them (e-mail, call, etc)
• Tracking Applications and give feedbacks
NST To boost the partnership:
29. # EPs/TNs raised per month
# EPs applying for TNs of the
entity partner
# TNs matched
How is the selection?
Is everything on time?
What needs to
stop/continue/start?
Tracking on time Feedback on time
The most importante is the right behaviors and
from both sides
32. MaMa with
entity
partners
Make clear the
value
proposition of
the
Partnership
LCs Goal
embed on
partnerships
Educate
LCVPs about
the
partnership
Give them an
implementation
plan
Recognize
results on
time
Downscale to LCs
Talk about it: in
conferences,
webinars, newsletter,
facebook group: don’t
let them forget the
partnership!
Engage
your
network
(also LCPs)
35. Excitement
Create Excitement in your
entity
Create a Value Proposition
based on market relevance
Use the Value to motivate
your network and make it
powerful
