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Explanation of - and logic behind the activity guideline
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The activity guideline is tool, sort of a roadmap or flow for the operations functions, in this case iGT that is supposed to help you in planning your operations, and even more importantly, to run your operations in a way that will allow you to grow or even jump from one tier to the next.

The activity guideline is based on operational tiers that are differentiated according to the number of X that your LC delivers. Derived from your current state and your planned numbers the guideline gives you specific input and recommendations concerning the ideal team structure, conversion rates, operation durtations, specific operation activities, interfaces and mindset that, if you implement them, will pave the road for you to reach your goals.

It is important for you to understand that the recommendations provided in this guideline are based on multiple years of iGIP experience from a lot of people who come from realities that range from 1 to 50 matches in their respective term. Accordingly you would be wise to really take this input into consideration for your planning. Even so, the guidline cannot cover every single LC reality so it is still important for you to adapt things where needed and where it makes sense.

Also, as some recommendations might not be 100% clear on the first glimpse you will find comments in those fields as well that will explain the logic behind the respective recommendation. If you disagree or if you require more information I encourage you to get in touch with me (Lari => larissa.mansur@aiesec.de) so that we can discuss it.
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Tier 6Tier 5Tier 4Tier 3Tier 2Tier 1
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No LC in Germany has ever reached this stage) The input displayed below has not been tested and can not be relied upon for implementation)
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iGT Match range0-7iGT Match range8-15iGT Match range16-22iGT Match range23 - 29iGT Match range30 - 49iGT Match range50+
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X Goal & KPIsAccording to Growth Model, expectation is that the LC will grow to achieve from 8 to 15 match in the term. In addition, it's important to assure at least two reraise partnerships with 2 or more TNs per year.Goals & KPIsAccording to Growth Model, expectation is that the LC will grow to achieve from 16 to 22 match in the term. In addition to at least 4 reraise partnerships with 3 or more TNs per year.Goals & KPIsAccording to Growth Model, expectation is that the LC will grow to achieve from 23 to 29 match in the term. In addition to at least 2 long term partners who take 5+ TNs per year, 4 mid term partners who take at least 3+ TNs per year and 10 other partners.Goals & KPIsAccording to Growth Model, expectation is that the LC will grow to achieve from 30 to 249 match in the term. In addition to at least 2 long term partners who take 5+ TNs per year, 4 mid term partners who take at least 3+ TNs per year and 10 other partners.Goals & KPIsAccording to Growth Model, expectation is that the LC will grow to achieve from 23 to 29 match in the term. In addition to at least 2 long term partners who take 5+ TNs per year, 4 mid term partners who take at least 3+ TNs per year and 10 other partners.Goals & KPIs50 + RE in addition to at least 2 long term partners who take 6+ TNs per year, 10 mid term partners who take at least 3 TNs per year and 15 other partners
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Member productivity3 TN per member per semester
2 MA per member per semester
1 RE per member per semester		Member productivity
3 Opens per sales team member per semester
4 MA per account delivery team member per semester
4 RE per account delivery team member member per semester

Member productivity2 TNs per member per semester
1.5 MA per member per semester
1.5 RE per member per semester		Member productivity2 TNs per member at the same time
2 TNs per member per semester
1.75 MA per member per semester
1.75 RE per member per semester		Member productivity2 TNs per member at the same time

2 TNs per member per semester
1.75 MA per member per semester
1.75 RE per member per semester		Member productivity2 TNs per member at the same time
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Conversion rate raised to matchedGOAL: 80%
Plan: 60%		Conversion rate goalGOAL: 80%
Plan: 60%		Conversion rate goal70%Conversion rate goal70%Conversion rate goal70%Conversion rate goal75%
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VP StructureVP iGIPVP StructureVP iGIPVP StructureVP iGIPVP StructureVP ICX + VP REC
VP StructureVP ICX + VP REC
VP StructureVP ICX + VP REC
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TL/s-TL/s2 TL - Sales & Account ManagementTL/s3 TLs - Sales, Matching & ReceptionTL/s3 TL iGIP TL/s3 TL ICX + 2 TL RECTL/s3 TL iGIP + 3 TL REC
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iGT Membership5 membersiGT Membership4 members for sales and 3 for Account Management (matching & reception)iGT Membership4 members for sales, 3 for matching and 3 for receptioniGT Membership2 teams of sales (4 members each) and 1 for matching (3 members)iGT Membership2 teams of sales (4 members each) and 1 for matching (3 members)iGT Membership1 sales team (with 4 members), 1 matching team (3 members) and 1 account management-key accounts team (3 members)
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REC Membership-REC Membership-REC MembershipREC Membership5REC Membership2 teams (4 members each) divided by traineesREC Membership3 teams (3 members each) divided by trainees
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Operational Strategy1. Focus is to start consolidating the culture of the team in the LC;
2. Create a strong team culture and very clear working routine for all the members;
3. Secret in tier 5 is sales culture; Make sure you will have very well trainned members to do sales;
4. Tier 5 must only work with easy-to-match TNs (Business & MKT with low requirements in preference);
5. Start with warm contacts (XING, Linked, BoA, Networking events);
6. Market segmentation should indicate main associations that you can find companies to approach;
7. Make use of national good case practive to increase LC credibility in the city;
8. Conduct ongoing education for members for matching and realization stage and for proper documentation. Use iGIP knowledge platform and templates as much as possible to simplify processes		Operational Strategy1. Ensure excellent delivery and customer service for existing partners
2. Ask current partners to recommend AIESEC to their own network
3. Continue sales in the most promising business segment but reduce cold acquisition in favor of warm acquisition. Focus is market consolidation & subproduct especialization.
4. Start standardizing processes but keep focus on execution rather than on administration
5. Choose highly motivated and capable team leaders to lead your members. Treat the TL as your top management team, include them in your planning and give them special attention, education and most importantly, responsibility.
6. Create and execute suitable education cycle to cover every aspect from sales to trainee integration
7. Put strong focus on proper salesforce documentation
8. Start introducing a buddy culture in your LC and integrate Trainees in your LC;
Operational Strategy1. Push partnership contract extension with current partners.
2. Focus on market consolidation and subproduct specialization.
3. Big focus on team management through TLs management.
4. Already start to interact with LC to LC cooperation and bring the mindset for sales - sell cooperated profiles.
5. Last stage without VP REC, must have clear interface between each process;
6. Do TN timeline planning according to LC capacity;
7. Standardize all possible processes and communication flows to increase work efficiency and minimize administrative overhead		Operational StrategyICX1. Stage where is possible to increase sales capacity.
2. Focus on strategy to mantain consolidated market and use second sales team to explore new subproduct.
3. Matching culture and MA conversion rate should be a focus of the VP.
4. Focus on keeping the balance between expanding market and keep partners.
5. Consolidate cooperations based on market;
6. Clear parnerhsip management retention.

Operational StrategyICXtbaOperational StrategyICXtba
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REC1. Build up REC Team, design JDs, structures and interfaces
2. Implement scalable housing strategy
3. Focus Trainee integration and Trainee LD
4. Work on documentation and legalities
5. Clear interfaces with ICX and Fin
REC1. Two Rec Teams devided per trainee/ account management;Accounttba
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IR StrategyFocus in National Partnership: Brazil, Tunisia & SerbiaIR StrategyFocus in National Partnership: Brazil, Tunisia & SerbiaIR StrategyStart with International Relations in Local Level. Build partnerships and constant contact with 3 LCs based on your subproduct focus.IR StrategyStart with International Relations in Local Level. Build partnerships and constant contact with 3 LCs based on your subproduct focus.IR Strategy3 LC to LC cooperation for each focus subproduct; Have at least 1 partner from EU; Monthly cooperation follow-up;IR Strategy4 LC to LC cooperation for each focus subproduct; Have at least 1 partner from EU; Biweekly cooperation follow-up;
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Team management- Team Standards;
- Team Routine;
- Strong Team Culture;
Team management- Team Standards;
- Team Routine;
- Strong Team Culture;
Team management- Team Standards;
- Team Routine;
- Strong Team Culture;
- TL empowered;
Team management- Team Standards;
- Team Routine;
- Focus on a Strong team culture
- TL empowered;
- Interface between TLs from ICX-Rec;		Team management- Team Standards;
- Team Routine;
- Focus on a Strong team culture
- TL empowered;
- Interface between TLs from ICX-Rec;		Team management- Team Standards;
- Team Routine;
- Focus on a Strong team culture
- TL empowered;
- Interface between TLs from ICX-Rec;
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SupportFin1. Conservative X planning for LC budget
=> regular HHP check-ins to see if the iGIP operations are on track concerning the planned income.
--> Keep quarterly invoicing being valid at status approve in mind
--> SoFo Management

2. Clear interface for management report (MMR is NOT the responsibility of Fin)

3. Discuss PB-Maßnahmen		SupportFin1. Conservative X planning for LC budget
=> regular HHP check-ins to see if the iGIP operations are on track concerning the planned income.
--> Keep quarterly invoicing being valid at status approve in mind
--> SoFo Management

2. Clear interface for management report (MMR is NOT the responsibility of Fin)

3. Discuss PB-Maßnahmen		SupportFin1. Conservative but realistic X planning for LC budget

2. Clear interface for for mgmt report, X current state, invoice management (MMR is NOT the responsibility of Fin), Trainee expenses

3. Start talking about more permanent and sustainable housing arrangement		SupportFintbaSupportFintbaSupportFintba
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TMMain two focus: 1. Selection interface between iGIP VP and TM VP, assuring correct allocation of talets inside the area; 2. TM area supporting TL in Team Standards implementation.TMTMTMTMTM
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MindsetPush entrepreneurial mindset and feeling of ownership and responsibility in members. They are building up this new business sector in the LC and are resposible for its success or failure. Push professionalism. Their LC shows great potential in iGIP but it is up to them wether the current partners will stay, increase the business they do with AIESEC and promote AIESEC to their own network or if they become unsatisfied and chosses to take their business somewhere else...MindsetCreate purposeful, performance driven growth mindset of professionalism and responsibility. Push awareness that the LC relies on iGIP for money, international atmosphere and external perspectives. Connect this sense of responsibility to the purpose of X-change and point out the huge impact the team is having on the LC and every single live they change through their workMindsetFirst and foremost, make sure that ICX and REC still see themselves as one large team who work towards the same goal!
Create purposeful performance mindset. Focus on professional delivery excellence and responsibility. Push awareness that the LC relies heavily on iGIP for money, international atmosphere and external perspectives. Create mindset of role model behavior and push awareness that this LC is among the best in WENA and acts as a role model for others. Connect this sense of responsibility to the purpose of X-change and point out the huge impact the team is having on the LC and every single live they change through their work		MindsettbaMindsettbaMindsettba
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