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TC for Re-raising iGIP Tier 1
PART 1: Structures focused on Re-Raising
Start Up LC (0-10 Re)
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!
Potential LC (10-40 Re) 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
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 (10-40 Re)
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!
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.
High Potential LC (40-70 Re) 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)
Advanced LC (70-100 Re) 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
Advanced LC (70-100 Re)
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!
Advanced LC (70-100 Re) 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)
• 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
Advanced LC (70-100 Re)
PART 2: Learning focused on Re-Raising
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-Raise iGIP
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 Accounts iGIP
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
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
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