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AIESEC Singapore External Relations Principle

Last Updated on 19th Sep

1. What this document is about

a. This document outlines the principles that govern all external relations management by all AIESEC
Singapore members.
b. Through the implementation of these principles, we hope to enhance the branding and efficiency of
AIESEC Singapore in terms of external relationships management. As part of the AIESEC family in
Singapore, we hope that you will read through this document thoroughly and represent AIESEC
appropriately.
c. In order for the objectives to be achieved, all external representation should be in accordance with
these principles.

2. Representing AIESEC Singapore To Companies

a. Presenting a unified image


i. When we come into official contact with externals (be it to other organizations or student
bodies), we effectively represents AIESEC in Singapore. Therefore, it is important for all AIESEC
members to conduct themselves in a professional manner that will uphold the integrity and
consistency of the brand of AIESEC Singapore.
ii. All decisions and actions, especially those concerning interaction with external parties, must be
brand-aligned. Brand-alignment goes beyond visual guidelines; it is ensuring that our actions are
decisions are aligned with organizational image and direction.
1. 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.

b. How to present a unified image

i. Sales Training
All AIESEC representatives should only represent AIESEC in Singapore in the aspect where
he/she has been trained on. (see 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 … You may represent AIESEC in …


AIESEC and Brand Education Training AIESEC Sharing with the public (ie. Realities,
organization knowledge)
Networking Training (Corporate and Networking opportunities in the respective areas
non corporate tracks)
Sales and Product Training Negotiations

1
Brand Experience Toolkit can be found at http://myaiesec.net/content/viewfile.do?contentid=10081961#
ii. Using the Brand Tool Kit
Please utilize The Filter Tool in your decision making. Try to 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 (which
MUST be green).

Figure 1.1 Brand Experience Toolkit, The Filter Tool

3. Who “owns” what contacts?

a. Why do we need to define contact “ownership”?


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 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. Pre-assigned contacts
 These contacts are typically listed in the Singapore general company listings/company
directories/The Green Book. They are typically Cold Contacts2, but can also be Warm
Contacts3.
 They are assigned to your LC to do cold-calling or to be managed.
 When such pre-assignment occurs, the “ownership” of the contact would automatically
belong to the assigned LC.

ii. Existing LC/MC Contacts


 These are contacts whom you have existing working relationships with, or whom you
have constantly keep 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”.

2
Cold contacts 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 contacts refer contacts that we have been regularly in touch with over the past 1 year.
 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.

iii. Common Contact Pool


 It contains contacts 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
o the current “owner” of the contact chooses not to engage the contact (e.g. LC A
thinks that they don’t have the capacity to engage Company X effectively, or the
nature of Company X does not fit into LC A’s year plan)
o 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)
o 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 NST Corporate Manager.

iv. 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.

v. Foundations, governmental and diplomatic institutions


1. All foundations, governmental and diplomatic institutions are under the “ownership” of
the MC, unless otherwise stated.
2. All funds generated from these contacts will be distributed to LC and MC activities based
on individual needs.

vi. Global Partners

4
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.
1. Internationally, all Global Partners are managed by the Global Coordinator in AIESEC
International.
2. 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.

c. Understanding the different Ownership Levels


i. When contacted by an organization, the contacted 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.

4. “Ownership” disputes

a. 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.
b. 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.
c. 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.

5. Punishments for flouting the rules


a. 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.
b. 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.

6. Internal Communication Structure (How to communicate among ourselves)

a. General Communication
There will be a wiki for external relations 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 entity’s products. The commission with the
successful sale of another entity’s 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. The official customer relations management platform should be Javelin. All information outside
of the system will not be recognized by AIESEC in Singapore.
ii. Only official AIESECers should have access to the system.
iii. 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.
iv. 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.
v. Please refer to the CRM education pack5 for information on how to use the various functions.

6. Revenue Sharing Model

Type of Deals
Sales Activities
TN Events
Phase Action Sub-Actions Breakdown Total Breakdown Total
Product
Phase 1 - - 0% - 30%
Development
Arrange meeting 7.50% 5%
Phase 2 Sales Sell during meeting 30% 45% 20% 35%
Close the deals 7.50% 5%
Phase 3 Product Delivery - - 45% - 35%
Account
Phase 4 - - 10% - 0%
Management

The final percentage sharing will be agreed upon MCVP Finance, External Relations and Business
Development's discretions.
The revenue sharing will be shared according to the contract amount.

7. 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

5
Please refer to http://myaiesec.net/content/viewwiki.do?opern=next&contentid=10091499#

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