oGCDP [NSW STATECON 2014]
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This document outlines a presentation about improving an organization called oGCDP. It discusses using business intelligence to track customers from visitors to sign-ups to applications to raises in order to improve conversions. It provides recommendations to attract more visitors through tailored messaging, understand customer needs, and showcase impact. The goal is to better enable leadership experiences through oGCDP.
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This document outlines a learning and development plan to deliver high quality experiences across international exchange programmes. It includes:
1. Providing training to all teams on key topics like raising quality exchanges, measuring NPS, eliminating detractors, preparing exchanges virtually, and balancing quality between programmes.
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3. Ensuring training reaches all profiles including local committee vice presidents, team leaders, and members through practical simulations and interactions with past exchange participants.
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oGCDP [NSW STATECON 2014]
- 1. PLEASE SIT IN YOUR CONFERENCE BUDDY GROUPS ?
- 4. TO ENABLE LEADERSHIP EXPERIENCES THROUGH OGCDP OUR MISSION¡
- 6. Presented by¡ Karthik Jayaraman Codename: ¡°Agent Coconut¡± UNSW LCP 2014 VPOGX 2013 GCDP in Poland in 2012-2013
- 7. Presented by¡ Monica Luo Codename: ¡°Agent Monibrow¡± USYD LCP 2014 VPOGX 2013 GCDP in Malaysia 2012-2013
- 8. WE NEED YOUR ±á·¡³¢±Ê¡
- 9. TASK 1
- 10. YOU HAVE 1 ²Ñ±õ±·±«°Õ·¡¡
- 13. CEM Performance tracking Allocation of resources ? Time ? Money ? People (w/ TM) Process efficiency & Strategic analysis ¡
- 15. Education and training Engagement EP Experience LEAD Recruitment Organisational culture ¡ For EPs & Members!
- 17. External support and operations Targeted promotions through channels External relevance ¡
- 23. What is Business Intelligence? The tools and systems that play a key role in the strategic planning process of the organisation. Allows an organisation to gather, store, access and analyse business data to aid in decision making.
- 24. What is Business Intelligence? Customer profiling Customer support Market research Market segmentation ¡
- 26. Stranger Visitor Lead Customer OUR TASK¡
- 27. Visitor Sign-ups Applications Raises 2,102 121 22 5.75% 18.18% THE SITUATION¡
- 28. 82% of applications are not raised WHAT CAN WE DO? 1,981 sign-ups
- 29. Visitor Sign-ups Applications Raises 2,102 121 22 5.75% 18.18%
- 31. 1. ATTRACT Visitors to Sign-Ups
- 32. 1. ATTRACT Visitors to Sign-Ups ? Tailored value propositions Arts: Our product helps you develop the potential to make an impact on society. Business: Our product helps you to develop graduate attributes. More targeted approach (Business & Arts)
- 33. 1. ATTRACT Visitors to Sign-Ups ? Research their direction ? Understand their strategies for 2014 University alignment
- 34. 1. ATTRACT Visitors to Sign-Ups ? Clear and strategic material & content design ? Use of National Templates Clear marketing message Clear follow-ups and Call to Action
- 35. 1. ATTRACT Visitors to Sign-Ups ? Specific programs and countries available Country partners
- 36. 1. ATTRACT Visitors to Sign-Ups ? To enable effective oGCDP product sales LC oGCDP Education
- 38. 2. CONVERT Sign-Ups to Applications TRACKING TRACKING TRACKING TRACKING TRACKING TRACKING TRACKING TRACKING TRACKING TRACKING
- 39. 2. CONVERT Sign-Ups to Applications Clear follow-ups and Call to Action Place non-applicants in a database Email on a regular basis with engaging content and envets Send final text after x days Second email after x days Initial email x days after sign-up received
- 40. 2. CONVERT Sign-Ups to Applications ? We must know what stage each sign-up is at ? There must be a process to follow-up each sign-up at each stage ? Each stage must have a clear call to action tailored to that stage Clear follow-ups and Call to Action
- 42. 3. CLOSE Applications to Raise Clear follow-ups and Call to Action ? Short, uncomplicated process from App-to-Raise ? Remove or combine any steps that are unnecessary ? The more steps there are, the more chances for applicants to drop out! A B C D E F G ¡ X X X
- 44. 4. DELIGHT Underpromise & Overdeliver! Safety Standards Satisfaction
- 45. 4. DELIGHT Underpromise & Overdeliver! ? Travel insurance ? Visa ? Other legal documents Safety
- 46. 4. DELIGHT Underpromise & Overdeliver! ? EP Education Cycle ? EP Lead ? OPS Evolution + High attendance ? CEM Standards
- 47. 4. DELIGHT Underpromise & Overdeliver! ? Expectation settings ? NPS + CEM Satisfaction
- 49. 5. SHOWCASE Demonstrating our impact Attract Convert CloseDelight Showcase
- 50. 5. SHOWCASE Demonstrating our impact ? If we want to grow 100% we must need to attract more so let¡¯s invest double into normal promotions¡ ? Promoter strategies ? Easier to attract through promoters than to spend money on marketing
- 51. SHOWCASE Demonstrating our impact ? Reintegration ¨C Close off experiences to increase promoters, manage detractors Detractor Promoters Passives Non client
- 52. SHOWCASE Demonstrating our impact ? Reintegration ¨C Close off experiences to increase promoters, manage detractors DetractorPromoter Passives Non client
- 53. SHOWCASE Demonstrating our impact ? Reintegration ¨C Encourage EPs to become members to continue their journey and further their impact EP Member Life-long connection Impact generation
- 56. MISSION REPORT ? Improve our current situation to better enable leadership experiences through oGCDP Visitor Sign-ups Applications Raises 2,102 121 22 5.75% 18.18%
- 57. MISSION REPORT ? Utilise business intelligence through aligning back-office and front-office support RECOMMENDATION: MUST BE TAKEN BACK TO LC TO PREVENT FUTURE BOMB THREATS
Editor's Notes
- #3: -put on shades and blazer-
- #13: FINANCE
- #25: Examples
- #27: OUR TASK is to get from stranger to customer in the most efficient way possible in order to complete our objectives.
- #28: In other words, how do we get from a GENERAL VISITOR of eg. an AIESEC event to an EP BEING RAISED ON THE SYSTEM?
- #33: - Find out their value propositions and tailor the product to them