The document discusses customer loyalty and retention for AIESEC organizations. It outlines a CEPT model for customer engagement that focuses on conversation, engagement, product/process improvement, and talent capacity. It provides analysis of customer satisfaction survey results that identify key issues around selection process, customization, and intern quality. The document also addresses challenges in implementing a customer loyalty approach, next steps around re-raising goals and tracking, and sharing best practices from pilots. MCs need to support long-term shifts in priorities, resources, and mindset towards an ongoing customer loyalty approach using the CEPT model. LCs need goals, accountability, and action plans for retaining and growing partnerships aligned with the CEPT model.

1. Customer Loyalty for
Organizations

2. Talent
Capacity
for Growth
Raise
Market –
Product
Strategy
BI for
Growth
Match
CLS
LXP
Realize
CLO

3. Vision of CLO
2011
Customers
2012
Customers
2014 Customers
2013
Customers

4. How to Get There
Re-raising in the shortterm based on the 100
Days Challenge and
the CEPT Model
Customer Loyalty in
the long-term with
product and process
improvements based
on customer insight

5. CEPT Model
Conversation
• Recommended monthly touchpoint and quarterly meetings at IC
• Created video guide for Podio as a CRM—used by two entities
• 100 Days Challenge has led to conversations with at least 4.3%
of our customers
Engagement
• Emphasized events and advisory councils at IC
• Focus entities engaging customers, but lacking clear GCPs and
global direction

6. CEPT Model
Product and Process Improvement
• Surveys and focus groups bringing initial hypotheses
• CLO Summit planned
Talent Capacity
• Every account should have a person responsible
• Talent Capacity Strategic Meeting output including
structures, JDs, and learning and development for
raising, account management, and re-raising

7. Implementation
Specific
• 8 focus entities with coaching on average every 3
weeks—success depends on seriousness of VP
(Turkey, China, Belgium, US)
General
• Insights and GCPs from focus entities shared with the
network via GIP Monthly Meeting
• Partnership Menu under construction

8. Re-Raising in the Short Term
827 Re-Raises in Q3 2012
881 Re-Raises in Q3 2013
12.27% Partner Retention
Rate after Q3 2012
12.27% Partner Retention
Rate after Q3 2012
Target of 25% of
Customers Met by SG
Meeting
3% of Customers Met by
SG Meeting

9. 
ANALYSIS.
Of survey responses
32
NPS score
45%
% of promoters
42%
% of passives
Level of
trainee's
motivation
53
Personal skills
of trainee
50
Professionalis
m of AIESEC
Professional
48
skills of trainee
48
Logistical
support upon
Communication
arrival
with AIESEC
46
46
13%
% of detractors
Promoters Issues Level 1

10. 
ANALYSIS.
Of survey responses
Selection
Process
40
Professional
skills of trainee
35
Visa
Documents
and Information
33
Selection
Process
29
Logistical
Professional support upon
skills of trainee
Communication
arrival
29
with AIESEC
27
27
Trainee
preparation by
AIESEC
22
Level of
trainee's
motivation
24 Accessibility of
Visa
information
Documents
18
and InformationCommunication
with AIESEC
18
18
Passives Issues Level 1
Detractors Issues Level 1

11. 
ANALYSIS.
How likely are you to take another intern with AIESEC GIP?
passives
promoters
detractors
DEFINITELY WILL
22
14
1
29%
PROBABLY WILL
28
28
2
45%
7
6
12%
3
3%
1
1%
MIGHT OR MIGHT
NOT
3
PROBABLY WILL NOT
1
DEFINITELY WILL NOT

12. KEY RESULTS.
1. Selection Process is one of top issues specifically quality of candidates and
its number, as well as the speed of the process
2. Customers are looking for more customization (promotion, length of
internship, selection arrangement, way of doing exchange, etc.)
3. Quality of intern highly influences customer satisfaction
4. Any global system for customers satisfaction in B2B must be in native
languages


13. How Can CLO Go Wrong / What
Are the Challenges?
Entities focus on
surveys, but not on
re-raising or
customer loyalty
Entities move their
resources from new
raising to re-raising
Entities view
customer loyalty as
a one-time
initiative, rather than
the way we do iGIP
Entities don’t
improve their
products or
processes
Entities don’t see
the relevance of
CLO right now

14. What’s Coming Next?
Re-Raising
• CLO Summit output customized for tiers
• Entities and LCs making goals for new raises and re-raises in re-planning framework
• LC iGIP planning including every account, who is responsible, their goal, and their
action steps to retain and upscale the partner (aligned with CEPT)
• Re-raising menu on myaiesec.net to track MCs and LCs
• Top 20 LCs in each region being tracked by RCs with bi-weekly webinars from me
Product and Process Improvement
• Entities from CLO Summit pilot product and process improvements
• Results of those pilots shared with the network so they can be implemented by
others

15. What do MCs need to implement
long-term shifts in CLO (maximizing
the CEPT Model)?
What do LCs need to do the same?