AIESEC SINGAPORE EXTERNAL RELATIONS PRINCIPLES

Last Updated on 5 Apr

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What this document is about

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This document outlines the principles that govern all external relationship management by members of AIESEC Singapore. Through the implementation of these principles, the goal is to enhance the strength of our brand with the application of professional and consistent external relationship management. Please read through this document thoroughly and ensure that all external representation is in accordance with these principles.

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All members to represent AIESEC Singapore in a unified image to external parties with accordance to code of ethics, professional conduct and brand alignment. a. Presenting a unified image i. When a member comes into official contact with any external, be it to organizations or student bodies, one is effectively representing AIESEC Singapore and its brand image. AIESEC members should observe the code of ethics and professional conduct to uphold the integrity and consistency of the brand of AIESEC Singapore. All external representation must be brand-aligned. Brand-alignment goes beyond visual guidelines for marketing materials. It involves the commitment of members for all conversations about and decisions for the organisation to be made with strict alignments to AIESECs mission, vision, plans and strategies. Actions that are not brand-aligned include: promoting AIESEC as an internship agency, making discriminatory comments, selling local internships, etc. iii. For more information about the AIESEC brand, please refer to the Brand Experience Toolkit1.

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b. How to present a unified image i. Sales Training All members should only represent AIESEC Singapore in the area(s) they have received training(s), outlined in the table below. Members who have passed the trainings will be issued a certificate or tracked or both. This is with effect from 1 September 2009. If you have passed AIESEC Introduction and Brand Education Training Networking Training Sales and Product Training You may represent AIESEC Singapore in AIESEC Sharing with the public (ie. Realities, organization knowledge) Networking opportunities in the respective areas Sales pitch and negotiations

Brand Experience Toolkit can be found at http://myaiesec.net/content/viewfile.do?contentid=10081961#

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Using the Brand Tool Kit The Filter Tool is a useful instrument to aid in your decision making. To check brand alignment, make sure all of your answers to the questions in the Filter Tool lie in the Green zone, especially that of question 3 and 6.
Figure 1.1 Brand Experience Toolkit, The Filter Tool

2.

All members to observe the rules and regulations governing contact ownership in maintaining singular contact point for any external organisation. a. Why do we need to define contact ownership? A contact is defined, in the context of AIESEC Singapore, as a person representing an external organisation that has signed a partnership contract with us. As part of the strategy to ensure a unified image of the organization, we hope to maintain only one point of contact to each organization. This is to avoid conflicting messages communicated to the contacts, or have separate agreements made that may result in conflict of interest between different LCs/MC. It is also easier to keep track administratively. b. The different types of contacts and means of ownership i. Acquired contacts Many targets can be found typically listed in the Singapore general company listings/company directories/The Green Book. They are typically Cold Targets2, but can also be Warm Targets3. They are acquired by your LC to do cold-calling. They can also be acquired through networking events and referrals. The ownership of the contact would automatically belong to the assigned LC when a deal is struck. Existing LC/MC Contacts These are contacts whom you have existing working relationships with, or whom you have constantly kept in touch with for the past one year. If you obtain a contact through your own cold-calling or networking efforts, the contact will automatically be classified under your ownership. If your LC holds on to cold contacts and wishes to retain those under LC ownership, please make sure you inform the MCVP BD and MCVP ER on your plans to engage these contacts and update the information on the Customer Relations Management tool (called CRM in short). If not, the contacts would be transferred to the Common Contact Pool.

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Cold targets refer to contacts that we did not actively keep in touch with for the past one year, or companies that we have never contacted before. 3 Warm targets refer contacts that we have been regularly in touch with over the past 1 year.

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Common Contact Pool It contains contacts in the CRM which have not been assigned ownership to, and also contacts which are not currently engaged by any LC/MC. LCs and MC can choose to bid for the ownership of a contact in the common pool if they have an engagement plan for the contact. Bids will be assessed based on your plans and capacity to engage the contact effectively. Please discuss with the MCVP BD and ER about your engagement plan. Contacts will be transferred to the common pool if the current owner of the contact chooses not to engage the contact (e.g. LC A thinks that they dont have the capacity to engage Company X effectively, or the nature of Company X does not fit into LC As year plan) the contact rejected the previous owner on their engagement plan (e.g. LC A approached Company X about their LC activity but Company X is not interested in working with LC A for that activity) if they have not been satisfactory in their engagement with the contact (e.g. LC A worked with Company X, but Company X make valid complaints about LC A) (as subjected to mid-term review4) This is to ensure that we maximise potential engagement with any contact. The common pool will be maintained by the MC VP ER. Media Contacts They refer to external agencies which provide publicity avenues for activities. These contacts may be provided by the MC or sourced by your LC. All media contacts with exception to university media will be managed by the MCVP Communications. This is to ensure proper branding at all times. If you need publicity through any of the Media Contacts, please approach the MCVP Communications. All use of media contacts have to be brand aligned. Foundations, governmental and diplomatic institutions All foundations, governmental and diplomatic institutions are under the ownership of the MC VP Finance, unless otherwise stated. All funds generated from these contacts will be distributed to LC and MC activities based on individual needs. Global Partners Internationally, all Global Partners are managed by the Global Coordinator in AIESEC International. In Singapore, the Global Partners are managed by the GEP Coordinator. Because of the nature of how they are engaged, the contacts will be strictly owned by the MC VP ICX.

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c. Understanding the different Ownership Levels i. Before contacting any organization, the LC/MC should refer to the CRM to see if the organization is already under the ownership of another LC, and make relevant arrangements with the owner LC/MC when liaising with the organization. Primary contact owner is responsible for managing the account on an annual basis. Secondary contact owner(s) work(s) with the account on an annual ad-hoc basis. There can only be up to 2 secondary contact owners for a single account.

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Mid-term review happens every December and June. The review is meant to evaluate the current level of sales and customer relations management. It will measure satisfaction from current partners as well as AIESEC brand awareness from potential partners. The review may be conducted through interviews or survey forms.

d. Becoming a secondary contact owner i. ii. LC/MC can become secondary contact owner upon the approval of the primary contact owner and existing secondary contact owner (if any). Interested LC/MC is required to send a detailed proposal to the primary and/or secondary contact owner for their approval 3 months prior to delivery of proposed partnership to prevent conflict in interest. Primary contact owner reserves the rights to reject any proposals if deemed unsuitable under reasonable considerations. Primary contact owner is to communicate with existing and potential secondary contact owners 2 months prior to the annual proposal for the account. Potential secondary contact owners include LC/MC who has expressed interest or LC/MC identified to be suitable for the proposal. In the event where an annual proposal is sent in prior to a new secondary contact owner request, the primary contact owner is strongly suggested to send in the additional proposal for consideration by the account.

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e. Ownership disputes i. ii. iii. For LC-LC conflicts, the MCVP BD and MCVP ER have the sole discretion in settling a dispute should the LCs be unable to reach a unanimous conclusion. For MC-LC conflicts, the MCP would have the sole discretion in settling the dispute should the involved parties be unable to reach a unanimous conclusion. If an organization contacts more than one LC/MC within 3 months about engagement in similar areas, the MC will automatically take over the ownership of the contact. i.e. when the company wants to extend their engagement to other LCs, the main person in liaison should be from the MC. This is because the MC would be most suitable to oversee the entire operations across all the LCs.

f. Punishments for flouting the rules i. Should any LC/MC makes contact with an owned contact without the knowledge and approval of the owner, all benefits accrued will be transferred to the owner. Where benefits cannot be transferred, the owner entity may claim ownership over an organization owned by the imposing entity subjected to acknowledgement from the MCVP ER. Accounts/ projects held be all LC can be frozen if found to be not aligned with the AIESEC brand. Freeze means that these accounts/ projects would be out of bounds to the LC until mitigations/corrections have been made.

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All members to be engaged in open communication between entities and stay abreast with the latest updates on news and information within AIESEC Singapore. a. General Communication There will be a wiki for business strategy team in www.myaiesec.net. The wiki will contain all necessary documents, analyses and updates. All members engaged in external relations should check the wiki at least once a month. In case of urgent matters, the MCVP External Relations or MCVP Business Development should be contacted via phone calls (through the number provided on the wiki). b. Helping one another sell products All local and national products will be updated on the wiki and everyone may sell these products. However, it is not advisable to focus on selling another entitys products. The commission with the successful sale of another entitys product will be decided at the beginning of each year by the business development responsible of the entity.

c. Using the Customer Relations Management Platform i. ii. iii. iv. v. The official customer relations management platform is sugarCRM. All information outside of the system will not be recognized by AIESEC in Singapore. Only official AIESECers should have access to the system. All information in the system is confidential and should not be divulged to any external parties. This includes account passwords and contact information of all partners. All legal liabilities with respect to misuse of the system will be borne by the member and the entity he/she belongs to. Please exercise strict control on your account. Please refer to the CRM education pack for information on how to use the various functions.

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All members are to be abided by the profit sharing system of AIESEC Singapore. a. Why do we need to define profit sharing? With effect from 1 November 2011, LCs are given the rights to propose new initiatives when the aggregated BST income stream exceeds what was budgeted. All initiatives are subjected to the approval of the MC VP Finance. The aggregated BST income stream can be derived from sales managed fully by the LC, sales effort assisted by the MC or MC accounts serviced by LCs. Profit sharing applies in the second and third cases to define the portion of the profit to be assigned to LCs and MC.

b. Servicing GEP accounts Description Revenue (from TN fee) Expenses TN form raising cost (on myaiesec.net) Reception package cost Total - Expenses Profit Entities LC MC Percentage (%) 15 85 Profit shared (SGD) $180.00 $1,020.00 0.00 500.00 $500.00 $1,200.00 Amount (SGD) $1,700.00

c. Raising/servicing accounts assisted by MC Description Revenue (from TN fee) Amount (SGD) $2,000.00

Expenses Leads generation expenses (Networking event fee, etc) Sales expenses (printing, travelling, etc) TN form raising cost (on myaiesec.net) Reception package cost Total expenses Profit $0.00 0.00 0.00 500.00 $500.00 $1,500.00

Activities Raising

Components Leads generation Company meeting Follow up

Percentage (%) 5 10 45 25 15

Profit shared (SGD) $75.00 $150.00 $675.00 $375.00 $225.00

Matching Reception

d. Delivering MC partnerships Depending on the type and scale of partnerships, the profit sharing model will be evaluated on a case by case basis by the MC VP Finance. Illustrated below is what could have been the profit sharing for PwC partnership in 2011. Description Leads generation Sales activities Partnership delivery Publicity NLDC Alumni Gatherings Talent Development PwC new recruits to go on @ DT Training provided by PwC staff PwC to take in MT intern from @ 10 25 5 20 5.00% 5.00% 5.00% 5.00% Subtotal - Talent Development Campus branding and Student Engagement AIESEC recruitment talk PwC Campus outreach events 20.00% MC MC MC LC (Matching & Reception) Subcomponents % Entities MC MC Profit shared (%) 2.00% 18.00% 80.00% MC MC MC 8.00% 20.00% 4.00% 16.00% 4.00% 4.00% 4.00% 4.00% 16.00%

40.00%

32.00%

2.00% 8.00% 10.00% 20.00%

MC 4 LCs MC 4 LCs

1.60% 6.40% 8.00% 16.00% 32.00% 80.00%

Subtotal Campus involvement Subtotal - Partnership delivery Total - PwC Partnership

40.00%

100.00%

Types of Partnerships/Sponsorships/Supporters To be updated.

Document Prepared by: Ong Chah Yiin, MCVP ICX 09/10 Victoria Chen, MCVP BD 09/10 Adrian Ong, MC HGS 09/10 Document Revised by: Josh Toh, MCVP ER 11/12