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Digital Transformation Project Final

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Josephus AYOOLA
Josephus AYOOLA

This document outlines a digital transformation project plan for AIESEC in Belgium. It aims to optimize their website, lead nurturing process, and operations by making them more digital and data-driven. The key strategies involve updating the website to be more interactive and mobile-optimized to increase conversion rates. An automated email workflow will be developed based on customer personas and behaviors to increase conversions from sign-ups to customers. Existing processes will be analyzed and proposed solutions will digitize operations to increase efficiency, such as reducing the average customer flow time. The project team will implement these strategies over the next year to double their impact through a more centralized digital ecosystem.

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AIESEC in Belgium DIGITAL TRANSFORMATION PROJECT 2016-17 Term !! Josephus AYOOLA VP of B2C, AIESEC in Belgium. 16-17
When you¡¯re being DISRUPTIVE, there are no half measures. You go all the way or you drop out - RONNIE SCREWVALA Indian Entrepreneur and Philanthropist.
CONTEXT 2016? Is set out to be the year of ¡°Versatility.¡± ? the first year of AIESEC¡¯s new mid-term ambition - AIESEC 2020. ? One of the top 30 economy¡¯s in the world. ? Over 5 million youth population. Belgium needs to evolve. With the governments ¡°Digital Belgium¡± action plan of getting Belgium into the digital top three in Europe by 2020, it becomes more glaring that having a digitally ENABLED and PERFORMING organisation is more crucial than ever. But, the truth is AIESEC is still working on a stone aged business model where 4 members generates 1 exchange ¨C Our core offering to Belgian & Luxembourg youths and businesses.
o How can we engage and develop every young person in Belgium & Luxembourg? o How can we become a youth leadership movement for Belgium & Luxembourg? o How can we connect and build upon AIESEC for an engaged youth? Or in short term, how can we DOUBLE our impact in only the next 1 year?
DIGITAL TRANSFORMATION When we start looking into some limited metrics we have on the digital presence, it¡¯s shocking to see how less data we have and poorly they are managed, what¡¯s more the buzz our brand is able to create is poorly harvested into customers. Yes, we have been complaining about talent shortage, low member of retention, inability to transit knowledge and even inability to convert our potential customers into becoming customers. Transformational change is needed so that AIESEC does not get stuck our members in inefficient operation just to attract and convert customers, where the true essence of facilitating our customers with leadership development is often neglected - The Value Delivery Phase. To start this transformation, we asked ourselves, ¡°How can we digitalise the entire customer flow?¡¯
To stay focused with our effort, the inputs are taken from the national plenary, local marketing and operations officers, national program heads and a national approach of system, process and behavior revamp is planned with the following three focus sub-projects.
KEY DIGITAL STRATEGIES (i.e. Sub-projects) WEBSITE OPTIMISATION LEAD NUTURING PROCESS OPTIMISATION (a.k.a HACK OGX) The goal is to create and design an interactive and dynamic landing pages with market useful and meaningful information and features. The goal is to increase conversion rates of UV (unique visitors) to Sign Ups by 15% MoM (Month on Month). For both oGV & oGT, to create automated email workflows based on the customer persona and behaviors. The goal is to increase conversion of Sign Ups to Customers by 14 % For OGX, is to analyze the key process bottlenecks (at each stage of the customer flow) and propose digitally enabled solution to increase operation efficiency.
PROJECT HR JOSEPHUS (Project Lead) SARAH (OGX Relations) WEB DEVELOPER CEED MC Members & LC¡¯s for content curation VIDEOGRAPHER (Local or CEED) B2C NST
WEBSITE OPTIMISATION CURRENT STATUS ? Very static content and landing pages. ? No data/tracker to determine web stats such as UV, BR, PV etc.. ? Conversion rates cannot be determined. ? Blogs are not being used and is not interactive. IDEAL STATUS ? Interactive & Mobile- optimized web pages. ? 14% conversion Sign Ups. ? Opportunity Marketing. ? Social, OP & COP Integration. ? Target Audience sensitive landing pages (For example, we have emotionally triggered B2C Student Pages & Data driven B2B Company Page. VALUE PROPOSITION To ensure that all product pages are communicating the value proposition of each product and also the messaging is unified to all audience. Also pages should be convincing with stories and convert the right audience. THIS IS THE FIRST AND MOST BOLD STEP TO DIGITAL TRANSFORMATION AND A CENTRALISED DIGITAL ECOSYSTEM.
LEAD NURTURING CURRENT STATUS ? No Lead Nurturing Strategy. ? Customers currently only get generalized email only when Approved, Rejected & Realized on EXPA. IDEAL STATUS ? Customer Persona & Behavior based email generation. ? Tracking of clicks and re- engagement rates. ? Consistent lead nurturing content creation and distribution.
PROCESS OPTIMISATION CURRENT STATUS ? oGV: 210 days. ? oGT: 270 days. IDEAL STATUS ? oGV: 90 days. ? oGT: 150 days. * This is the average number of days it takes for the complete customer flow of One Customer.
Digital Transformation Project Final
Digital Transformation Project Final

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Digital Transformation Project Final

  • 1. AIESEC in Belgium DIGITAL TRANSFORMATION PROJECT 2016-17 Term !! Josephus AYOOLA VP of B2C, AIESEC in Belgium. 16-17
  • 2. When you¡¯re being DISRUPTIVE, there are no half measures. You go all the way or you drop out - RONNIE SCREWVALA Indian Entrepreneur and Philanthropist.
  • 3. CONTEXT 2016? Is set out to be the year of ¡°Versatility.¡± ? the first year of AIESEC¡¯s new mid-term ambition - AIESEC 2020. ? One of the top 30 economy¡¯s in the world. ? Over 5 million youth population. Belgium needs to evolve. With the governments ¡°Digital Belgium¡± action plan of getting Belgium into the digital top three in Europe by 2020, it becomes more glaring that having a digitally ENABLED and PERFORMING organisation is more crucial than ever. But, the truth is AIESEC is still working on a stone aged business model where 4 members generates 1 exchange ¨C Our core offering to Belgian & Luxembourg youths and businesses.
  • 4. o How can we engage and develop every young person in Belgium & Luxembourg? o How can we become a youth leadership movement for Belgium & Luxembourg? o How can we connect and build upon AIESEC for an engaged youth? Or in short term, how can we DOUBLE our impact in only the next 1 year?
  • 5. DIGITAL TRANSFORMATION When we start looking into some limited metrics we have on the digital presence, it¡¯s shocking to see how less data we have and poorly they are managed, what¡¯s more the buzz our brand is able to create is poorly harvested into customers. Yes, we have been complaining about talent shortage, low member of retention, inability to transit knowledge and even inability to convert our potential customers into becoming customers. Transformational change is needed so that AIESEC does not get stuck our members in inefficient operation just to attract and convert customers, where the true essence of facilitating our customers with leadership development is often neglected - The Value Delivery Phase. To start this transformation, we asked ourselves, ¡°How can we digitalise the entire customer flow?¡¯
  • 6. To stay focused with our effort, the inputs are taken from the national plenary, local marketing and operations officers, national program heads and a national approach of system, process and behavior revamp is planned with the following three focus sub-projects.
  • 7. KEY DIGITAL STRATEGIES (i.e. Sub-projects) WEBSITE OPTIMISATION LEAD NUTURING PROCESS OPTIMISATION (a.k.a HACK OGX) The goal is to create and design an interactive and dynamic landing pages with market useful and meaningful information and features. The goal is to increase conversion rates of UV (unique visitors) to Sign Ups by 15% MoM (Month on Month). For both oGV & oGT, to create automated email workflows based on the customer persona and behaviors. The goal is to increase conversion of Sign Ups to Customers by 14 % For OGX, is to analyze the key process bottlenecks (at each stage of the customer flow) and propose digitally enabled solution to increase operation efficiency.
  • 8. PROJECT HR JOSEPHUS (Project Lead) SARAH (OGX Relations) WEB DEVELOPER CEED MC Members & LC¡¯s for content curation VIDEOGRAPHER (Local or CEED) B2C NST
  • 9. WEBSITE OPTIMISATION CURRENT STATUS ? Very static content and landing pages. ? No data/tracker to determine web stats such as UV, BR, PV etc.. ? Conversion rates cannot be determined. ? Blogs are not being used and is not interactive. IDEAL STATUS ? Interactive & Mobile- optimized web pages. ? 14% conversion Sign Ups. ? Opportunity Marketing. ? Social, OP & COP Integration. ? Target Audience sensitive landing pages (For example, we have emotionally triggered B2C Student Pages & Data driven B2B Company Page. VALUE PROPOSITION To ensure that all product pages are communicating the value proposition of each product and also the messaging is unified to all audience. Also pages should be convincing with stories and convert the right audience. THIS IS THE FIRST AND MOST BOLD STEP TO DIGITAL TRANSFORMATION AND A CENTRALISED DIGITAL ECOSYSTEM.
  • 10. LEAD NURTURING CURRENT STATUS ? No Lead Nurturing Strategy. ? Customers currently only get generalized email only when Approved, Rejected & Realized on EXPA. IDEAL STATUS ? Customer Persona & Behavior based email generation. ? Tracking of clicks and re- engagement rates. ? Consistent lead nurturing content creation and distribution.
  • 11. PROCESS OPTIMISATION CURRENT STATUS ? oGV: 210 days. ? oGT: 270 days. IDEAL STATUS ? oGV: 90 days. ? oGT: 150 days. * This is the average number of days it takes for the complete customer flow of One Customer.