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Write down your own learning points after joining in Brand education training in recent days

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CONTENT WRITING TRAINING by anh Đặng Thái Sơn or anh Dũng Trương

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CONTENT WRITING TRAINING by anh Đặng Thái Sơn or anh Dũng Trương

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EVENT - CONTENT PLANING by anh Phạm Quang Vinh

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EVENT - CONTENT PLANING by anh Phạm Quang Vinh

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This padlet will be used to write down your learning points of trainings below.

Please fill in all column containing "Compulsory for all" and MUST choose one background RELATED TO YOUR PASSION AND YOUR OPERATION NOW to fulfill that column

For example: If you are in a team whose major is Marketing, please watch 2 trainings and fill your learning points in comment of Marketing column.

Totally, each of you has to fill "Compulsory for all" column and 1 background column (please fill learning points in all session)

Any question, please do not hesitate to inbox Khánh An Cá nhe

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Unfortunately, that day I had work at home so I couldn't go.😭😭😭😭😭😭😭😭😭😭😭😭😭😭😭😭😭

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I know the color of @, and how to set the @ logo, in which ones are used and which are not when making the @ logo, do not adjust the shape, distort, or mix other colors yourself. The value @ brings and what is @ how, why, what, who, ect.

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Alumni is a former member or AE (Alumni Engagement) stands for EwA (Engage with @), ELD (Experiential Leadership Development), LLC (Life Long Connection). When sending an email, please send CC to Alumni by mail alumni.vietnam4@aiesec.net.

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Learning points:
- Opening and Closing plenary: the flexibility of Chair, how to draw members' attention
- AIESEC Essence: more knowledge about Why, Who, How, What (I think I've heard this part in Induction Day)
- Brand&Legalities: understand what Brand is, the story and process of changing name of AIESEC
- Finance: the importance of money to operate. Answer the question of myself: "Vì sao @ là tổ chức kh vì lợi nhuận mà thu phí" => sustainable AIESEC is profitable AIESEC

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Learning points:
- the logo, color of AIESEC and its products
- Why+What: understand why we need to follow Brand Communication Guideline => keep the consistency
- How: Understand working flow of PR (process check bài) => so clear now

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- Opening and Closing Plenary: attractive presentation can be achieved by confidnece in understanding and speaking. Besides introduction and closing Newbie Camp, the chair also shared something about her own stories at AIESEC and how AIESEC has changed her and offered her opportunities.
-Brand and Legality:
+ Brand: is what external perceive about an organization, what we communicate and truly demonstrate. Everything we do and say represent AIESEC, so we must be aware of the impact in every of our behaviours.
Legality: Some milestones in the foundation of AIESEC in Vietnam and some notices when introducing about AIESEC in terms of legality.
-Finance: understand why " Sustainable AIESEC is a profitable AIESEC", the role of F&L is to balance social impact and financial sustainability, MoCR.
-AIESEC Essence: Revision about AIESEC why, who, how, what

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-Why? We are the representatives of AIESEC Global to maintain and enhance its brand identity and brand image.
-What? Bluebook and Brand Communication Guideline
-How? PR working process
-AIESEC logo, watermark, font, colors, mail signature

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-AE Why?
+ Alumni network
+ Diverse background and profile
+ Trust- worthy supporting team
-AE Toolkit Introduction:
Alumni is former member of AIESEC who was full member and active continuously 12 months and follow leaving process
What is AE Toolkit for:
+ Standardize working process
+ Deliver minimum standard
AE control system
AE policies

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1. Brand
- Brand is not only what internal think and do, it depend on what external see our org
- There are many factors of brand: color, font, key message,..but the most important thing is ambs. Ambs here are AIESECers, what we think and act would reflect our brand
- We have to aware of our behavior when communicating with external to protect our brand
- Read the blue book and commu guideline

2. Legality
- 2006: establish AIESEC in Vietnam
- 2008: MC sign iNGO with the help of AIESEC Japan
- 2009: there are no suitable type of org for AiV
- 2010: sign as a company name "Giai phap Tai nang Tam nhin tre" because we haven't been an official branch of AI
- 2011-20189: many struggle about legality
- 2015: the definition of Social Enterprise launched
- 7/2019: Công ty TNHH AIESEC Việt Nam
- 8/2019: receive GCN DNXH
- Tư cách pháp nhân: Công ty TNHH
- DNXH: Xã hội --> có lợi nhuận, định hướng xã hội cao, AIESEC sử dụng 100% lợi nhuận để tái đầu tư
- Do: MC sign all contract, we are local chapter of AIESEC in Vietnam, we are not non-profit org,
- Don't: miscom, not understand legal

3. Finance
- Profit is saved to use later (reserves and investment)
- Sustainable AIESEC is a profitable AIESEC
- MoCR = cash in bank acc / avg cash a month --> how many months can LC alive when there is no profit
- F&L role: balance between social impact and financial sustanability
- Do: save evidence, follow working process, save LC logistics
- Don't: use personal money for prj, use money without permission, not store evidence when phone call partners

4. AIESEC Essence
- Review AIESEC way
- Team standard: 1 TL + 2 TM + 2 month for building, performing, closing
--> TL responsible for delivering team standard to member

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- Most important: blue book and brand commu guideline
- Bc it will lead to the top of LC penthouse: purposeful and sustainable youth lds movement
- Blue book: consistent brand image
- PR working process: centralize, easier to manage and prevent any de-brand activities or brand violation
- Note
+ cannot put AIESEC logo and blueman watermark together
+ newbie cannot set title working in AIESEC in Vietnam
+ any materials sent to external have to be checked by PR

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1. AE why
- AIESEC brand portfolio: EwA, ELD, LLC --> AE deliver LLC part, to make a lifelong connection
- With AE, we can connect with many alumni even though we do not work directly with them, we will expand our network
- Our LC has a big source of alumni with diverse background, trust-worthy supporting system

2. AE Toolkit
- Alumni: full member, active continuously 12 months, follow leaving process
- The rest is leaving member --> AE not manage --> would guide you to BrD
- Alumni is potential but limit source so we have to follow AE toolkit to avoid any problem and ensure alumni's exp
- AE control system: each fnx will have a folder, we will update fully in the sheet and aware AE buddy to support
- AE policies: if we violate, we will receive punishment
- Every touch-point between us and alumni must aware AE

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- AIESEC Essence: more knowledge about Why, Who, How, What (which I've heard in Induction Day) and how AIESECers behave to the external is crucial for the whole brand.
- Brand&Legalities: understand what Brand is, the story and process of changing name of AIESEC
- Finance: the importance of having profit to operate. Answer the question of myself: "Vì sao AIESEC là tổ chức không vì lợi nhuận mà lại thu phí" => mình phải làm vậy thì mới sustainable dc. "AIESEC is profitable AIESEC"

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- Most important: blue book and brand communication guideline
- AS it will lead to the top of LC penthouse: purposeful and sustainable youth leads movement
- PR working process: easier to manage as well as prevent any de-brand activities or brand violation

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-What is AE Toolkit:
Alumni is a former member of AIESEC who was full member and active continuously 12 months and follow leaving process-AE
-What is AE Toolkit for:
+ Standardize the working process
+ Deliver minimum standard
-AE policies

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Preparing for negotiation

Definition of negotiation

Meetings: an occasion when people come together to discuss or decide something

Pitching: aiming or directing a product or service at a particular group of people

Negotiation: formal discussion between people who are trying to reach an agreement or a business deal

—-> negotiation is when 1 side not get what they want

What to prepare
- Product understanding

USP

Proposition

- Partner understanding

Pain point

Needs

- Questions list

General ques list

Add your concern

Divide questions into flow

- Deal goal

Best deal

Worst deal

Equivalent deal

Leading a negotiation

Vibe - building rapport

Find common things and share

Ask common questions: name, position, company

—-> daily conversation

Vibe - commu

Well-organized points

Confident

USP

Don't put AIESEC below —-> win-win rela

Key conversation to sense a deal

The outcome of partnership they want

Plan of partner

Available budget of partner

What you can do to deliver that outcome

Benefits they concern most

Past data of your former partnership

Controlling negotiation flow

Be proactive to ask: ask open ques for partners sharing, set priority of ques

Drive partner into flow: follow-up ques

Stay conscious with unexpected ques: correct if miscom, don't ans thing you not sure, ask prj team later

Making deal

Best deal: reason + unique point

Accepted deal: if partner reject best deal

Worst deal: reconsider if you need this partner

Some common rejected reasons:

Not enough budget

Customer segment

—-> revise your MR

Don't see value in AIESEC

—-> revise your package

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B2B SALES
1. B2B sales in BD

Cty TNHH xã hội: đi sales với các công ty khác, win-win rela

Ex. In-kind: sách, voucher, kỉ niệm chương

2. Salesman's must have qualities

8-15 lần approach —-> 1 meeting

3-7 meetings —-> 1 partner

—-> resilience is the key
- Aggressive:

Save: measured by in-kind

Aggressive in following up account

Aggressive in signing contract: 30 ngày 1 contract

Aggressive in implementing

- Resilient: kiên trì call text

Aggressive: tìm benefit phù hợp với partner và deal lại với big team

- Customer-centric: đứng trên lập trường của partner

3. Basic sales process

- Pre-sales: product and partner understanding, prepare materials
- Sales: app, follow up, contract
- Post sales: PD&CRM

MARKET RESEARCH
- Objectives:

Employer branding

Product branding

CSR (corporate social responsibility): đầu tư vào xã hội

- SME:

Cần nguồn nhân lực

Cần promotion —-> tiếp cận giới trẻ

APPROACH
- Objective

Spark partners' interest

Set a meeting

- Method:

Phone call

+ Gatekeeper (G): not like salesman, not know company needs
+ Decision maker (DM): care us, know company needs

Email

LinkedIn, Zalo

Podio

Entity: FTU HCMC

Tìm tên từ mã số thuế

Borrow account not take

PROPOSAL

Proposal definition

Proposal = Đề xuất hợp tác

Đề xuất bao gồm nội dung, hình ảnh, kế hoạch mình dự định làm để trình lên cho partners → visualize cho partner dễ xem

Proposal flow
1. Giới thiệu AIESEC

AIESEC là tổ chức toàn cầu, độc lập, phi chính phủ, không vì lợi nhuận

Hướng tới phát triển tiềm năng lãnh đạo thông qua giới thiệu việc làm, tình nguyện à các sự kiện khác

Đã xuất hiện 11 nước

Hướng tới mục tiêu phát triển bền vững

AIESEC tại VN đã có 15 năm phát triển với 9 chi nhánh khắp đất nước

FHCMC đã có 13 năm phát triển 107 thành viên

Đa phần là sinh viên Ngoại thương

2. Giới thiệu project

Phát triển khả năng lãnh đạo ở hs cấp 3

Chỉ tiêu 8.6: Đến năm 2030, …

Sứ mệnh: đọc trước để wording, CẤM ĐỌC Y CHANG

Past project: “Không biết trước đây anh có hứng thú với các xu hướng như thế này ko”

Tips: bấm “L” để point

Partner concern về @ thì mới nói về đối tác cũ để tăng độ tin cậy

Học thuộc ngày chạy sự kiện

Chủ đề: định hướng tương lai là “chỉ sg để các bạn trẻ tìm ra phương hướng tương lai”

Đại sứ là gì

Lý do diễn ra onl/off

Phải học thuộc và biết rõ khung chương trình

Timeline:

Nói dự án của mình diễn ra khi nào trước

Sau đó nói tới truyền thông

Song song đó tụi em có tiền dự án

Partner concern về khả năng truyền thông → bấm ngay vào link để partner confirm

3. Quyền lợi hợp tác & vai trò các bên (hiểu lý do vì sao có quyền lợi đó)

Ko đọc các giá trị ra → “Gói hợp tác vàng bạc đồng với giá trị tương ứng”

Không bao gồm thuế VAT 8%

Ko nói 70/30 ngay → đợi partner hỏi mới explain vì cái mình đang hướng tới là revenue cho cả LC nên cần cash hơn

Đối tác chiến lược/đồng tổ chức: giá trị này chỉ bao gồm hiện kim + 8% VAT

Quyền lợi hợp tác: “đây là 1 số quyền lợi nổi bật” → hỏi partner muốn đi gói nào

Truyền thông và cơ bản:

Logo

GA/minigame

File hình ảnh/video

Bài đăng HTTT → học thuộc mình đang có bao nhiêu bài, mỗi gói bao nhiêu bài

Hỗ trợ quảng cáo + đối tác phải chịu chi phí

“Với gói quyền lợi này em chỉ ưu tiên cho gói chiến lược và gói vàng” → push partner đi gói cao

“Không biết bên mình đang quảng cáo trên kênh nào ha” → đánh vào tiktok

Trong sự kiện

Cơ bản: đặt logo, vinh danh đối tác

Học thuộc thời gian video

Cử đại diện làm diễn giả (main room > breakout room) → đánh vào sự khác biệt để push partner lên gói

Sau sự kiện

Cảm ơn + báo cáo + thông tin ctrinh kế tiếp + video

Email marketing: mình nắm info của ng tgia

Offline

Đặt booth + standee: bao nhiêu booth, bao nhiêu standee, đặt ở đâu → vị trí thu hút

Partnership package

Pricing framework

MEETING

Objectives:

Gain partners’ insight for updating in Segment Analysis Tool

Offer to help partners

Raise awareness about AIESEC & project, spark partners’ interest

Pre-meeting

- Physical

Proposal

Notebook-pen: note vào giấy

Formal attire: ăn mặc trang trọng

Time- venue- contact: tới trước 10p, lạc đường thì phải aware trước để respect

- Mental

AIESEC understanding

Product understanding

Partner understanding

Get-to-know selling

USP: reach attendee lớn hơn vì AIESEC trải cả thành phố

How to build a question list → đặt câu hỏi để dẫn vào bài “Không biết là trước đây anh chị đã biết đến AIESEC chưa”

In-meeting

- Ice-breaking
- Introduction

Set expectation: “Tụi em cũng sẽ hỏi anh chị 1 số câu hỏi để đưa ra gói hợp tác hợp lí cho anh chị”

- Needs understanding

- Offering & Negotiation

Chốt luôn trong buổi meeting và hỏi cụ thể về gói hợp tác → “Dạ không biết anh chị đang hứng thú với gói nào” → hứng thú quyền lợi của gói vàng, chốt luôn 1 con số cho partner

Nếu ko sure thì note lại “Để em hỏi lại dự án"

- Close deal/Next step

Chốt main points: “Vậy anh hứng thú với gói vàng, quyền lợi email marketing đang hướng tới là 800” → càng clear càng tốt

Hỏi sđt và tạo group zalo: update tình hình project

Tips
- Understand core value of AIESEC and products

- Be confident and natural

- Focus on desired benefit, don't overpromise
- Storytelling

Follow up
- Meeting minutes

Within 24h

- Follow up next steps

Documents (contracts,...)

Information

Update info everyday in zalo group

- Close deal

CONTRACT

1. LC making contracts (always cc TL)

LC members making the contracts using the default template

Send to the partner to approve and adjust

Partner confirm contract via email → nhiều khi chỉ cần cf qua email thui cũng có thể deliver quyền lợi

2. LC sending to legality email

LC members sending contract to MC via legality.aiesecvietnam@gmail.com (cc TL + VP của function mình, ko cc cho bất kì ai trong MC)

MC double checks the contract and requires LC member adjust

3. MC processing contracts

MC sign contracts

MC check podio → mình phải chỉnh podio thành partnership

4. MC returning contracts

Send back contract via email or ship trực tiếp

Chỉ dùng contract ký giấy (bất đắc dĩ mới dùng chữ ký điện tử)

Update contract lên Podio

Note
- Using the most updated templates
- Time: 9am-12pm Mon and Thurs
- Update commu history on podio
- Update contrat on podio

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Bảo Trân - BD - Segmentation understanding

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Bảo Trân - BD - Segmentation understanding

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Why segment analysis

Define potential market —> navigate purposeful

Understand different needs —-> right offer, partnership

Package building and pricing: segment nào nhiều tiền thì tăng pricing

—> update tool to see effectiveness

Segment analysis tool launching

Ô có màu xám nhạt: chỉ đc insert thêm 2 hàng

Ô có tick: insert note

Ưu tiên partner có meeting chốt deal và contract

Thông tin ko chắc chắn: tô màu xanh đậm

Segment definition

- Why

Put on right place in sheet, easy to track potential partners

Understand insight (characteristics, type, need,...)

Better offer for partners

- Definition

Logistics: cty kinh doanh về vận tải/xuất nhập khẩu

Education (chứng chỉ): trung tâm/công ty dạy ngôn ngữ thiên về các chứng chỉ như IELTS, TOEIC

Education (tư vấn du học): trung tâm/cty hỗ trợ tư vấn, làm hồ sơ du học, xin học bổng du học

Marketing agency: cty làm marketing cho các cty khác

SaaS (software as a service): cty kinh doanh cung cấp phần mềm, website cho doanh nghiệp để duy trì hđ

Technology app: các app ứng dụng phục vụ cho đời sống

FnB: cty kinh doanh về ẩm thực, đồ ăn, thức uống

IT: cty kinh doanh, cung cấp dịch vụ công nghệ thông tin cho doanh nghiệp

Cosmetics: cty kinh doanh mỹ phẩm, son phấn

Education (skillset): cty /trung tâm dạy kỹ năng lãnh đạo, nói trước đám đông

Business service: cty cung cấp dịch vụ cho doanh nghiệp (trừ vận tải, tư vấn, mkt)

Education (technical knowledge): cty /trung tâm dạy kiến thức ngành nghề, vd học tài chính, design

Education (language): trung tâm dạy tiếng trung, nhật

Consulting: cty cung cấp dịch vụ tư vấn cho các cty khác

Fashion: cty liên quan đến quần áo, sự kiện

Accessory: cửa hàng bán lẻ (sách, vpp)

Health care: trung tâm sức khỏe, nâng cao thể chất con người (spa, nha khoa)

Segment defining

- Past data

Đã từng sales segment nào cho project nào?

Result của segment focus cho project đó ra sao?

- Project information

Timeline đi sales?

Target audience?

Topic overall của các project sắp tới

- Context

Context hiện tại là gì?

Scenario online hay offline?

Project focus sales sắp tới là gì?

- YE Sales

Edu (chứng chỉ): có partner, dễ ra cash, định hướng tương lai

Edu (du học): ít potential hơn chứng chỉ, tâm lý hướng ngoại, tỉ lệ du học cao

Edu (skillset): nhu cầu public speaking, mkt, language ít data hơn skillset

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Problem
1. Before running

Think strategically: know clearly what you have to do, criteria needed

Make a plan for it

—-> set priority

2. At starting time

At the first phase, you need many energy to start doing tasks

Pull and push yourself

No procrastination

—-> make motivation for yourself

3. During running

Be focus

Easy to distract

—-> no distraction

So there are 3 main problems

Lack of good prioritization settings

Lack of motivation

Lack of focus and lost in distraction

Solution
1. Motivation

Lack of experience but not dare to ask —-> blur and easy to get bored

—-> speak up, ask for help to understand

Perfectionist: take time to build again —-> easy get bored

—-> ask for feedback and set priority

Get bored with jobs

—-> reflect, ask yourself why did you choose this job

—-> 2-min rule: start new habit < 2min and do it daily
Conclusion: think of what you can achieve then you will have motivation

2. Priority

Understand yourself: Productive hours

Understand workload:

Role: student, AIESECer, other

Category: subjects, scopes,...

Task: specific task in each scope

3. Distraction

2-min rule

Conclusion: It is not about time management, it is self management

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Learning points:
- AE Why: 3 stages: EwA, ELD (grow leadership), LLC (LLC sẽ giữ lại mọi người, làm cho @ ngày càng sustainable hơn)
AE sẽ làm cho @ long-lasting and sustainable hơn.
Nếu kh có AE thì người ở năm nào thì chỉ bít được những @er ở năm đó thui, không có biết nhiều. AE sẽ giúp open vòng tròn network ra => powerful hơn
- AE Toolkit:
+ ensure alumni' experience
+ tại sao cần: để hạn chế việc mời trùng Alumni, làm Alumni bị hectic
+AE working process: 3 levels, detailed steps how to work with AR
+ Policy and Violation

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Mai Khanh - BD - Segmentation Understanding

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Mai Khanh - BD - Segmentation Understanding

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Why segment analysis?
Objectives:
- Define potential markets to navigate in a purposeful way (chọn segment dựa trên past data/insight, not personal experience/feelings)
- Better understand the different needs of each segment -> offer the right benefit, have a better chance of getting partnership: segment education chứng chỉ sẽ khác segment education tư vấn du học về needs => customize offer cho phù hợp vs cái need
- Support for package building and pricing (dựa vào đặc điểm từng segment, mức độ willing to pay/hợp tác -> tăng/giảm pricing khi appr)

Update the tool fully and follow the guidelines exactly, everyone will see the effectiveness of what you are doing -> hướng tới sustainability

Segment definition

- Why

Put on right place in the sheet => easy to track potential partners

Understand insight (characteristics, type, need,...)

Better offer for partners

- Definition

Logistics: công ty kinh doanh về vận tải/xuất nhập khẩu

Education (chứng chỉ): trung tâm/cty dạy ngôn ngữ thiên về các chứng chỉ như IELTS, TOEIC

Education (tư vấn du học): trung tâm/cty hỗ trợ tư vấn, làm hồ sơ du học, xin học bổng du học

Marketing agency: cty làm marketing cho các cty khác

SaaS (software as a service): cty kinh doanh cung cấp phần mềm, website cho doanh nghiệp để duy trì hđ

Technology app: các app ứng dụng phục vụ cho đời sống

FnB: cty kinh doanh về ẩm thực, đồ ăn, thức uống

IT: cty kinh doanh, cung cấp dịch vụ công nghệ thông tin cho doanh nghiệp

Cosmetics: cty kinh doanh mỹ phẩm, son phấn

Education (skillset): cty /trung tâm dạy kỹ năng lãnh đạo, nói trước đám đông

Business service: cty cung cấp dịch vụ cho doanh nghiệp (trừ vận tải, tư vấn, mkt)

Education (technical knowledge): cty /trung tâm dạy kiến thức ngành nghề, vd học tài chính, design

Education (language): trung tâm dạy tiếng trung, nhật

Consulting: cty cung cấp dịch vụ tư vấn cho các cty khác

Fashion: cty liên quan đến quần áo, sự kiện

Accessory: cửa hàng bán lẻ (sách, vpp)

Health care: trung tâm sức khỏe, nâng cao thể chất con người (spa, nha khoa)

Segment Defining Criteria
*Past data
Đã từng sales segment nào cho project nào?
Result của segment focus cho project đó ra sao?
*Project information
Timeline đi sales?
Target audience?
Topic overall của các project sắp tới
*Context
Context hiện tại là gì?
Scenario online hay offline?
Project focus sales sắp tới là gì?

ER SALES: Tier là các segment chính mình sẽ focus khi market research

Tier 1: Education (Technical) - youth có hứng thú với mảng data: market research, data analysis & business analytics
Tier 2: Technology app/IT
Tier 3: Others (Business International)

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Nguyễn Ngọc Mai Khanh - BD - Negotiation skills

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Nguyễn Ngọc Mai Khanh - BD - Negotiation skills

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1. Preparing for negotiation:

Definition of negotiation:

Meeting: an occasion when people come together to discuss or decide sth

Pitching: aiming or directing a product or service at a particular group of people

Negotiation: formal discussion between people who are trying to reach an agreement or a business deal

What to prepare:
- Understand your product:
USP
Product proposition
- Understand your partner:
Who? (company's profile, DM's profile)
Why? (pain points, needs -> insight)
Why not? (reasons may make them don't want to partnership with @)
- Prepare a question list

Build up general question list

Note your concern

Divide questions into a flow

- Set your deal goal:
Set best deal, worst deal & equivalent deal that fit to your partner

2. LEADING A NEGOTIATION MEETING

Negotiation vibe - building rapport:
- Find common things to share
- Ask partners common questions: name, department or role in the company
-> Take it easy => Daily conversation

Negotiation vibe - Communication:

Well-organized points

Be confident with what you say

Understand your product's unique selling points

Don’t put AIESEC below

Key conversation to sense a deal

The outcome of partnership that they want

Plan of partner

Available budget of partner

What you can do to deliver that outcome

Benefits they prefer/concern the most

Past data of your ex partnership

Controlling negotiation flow

Be proactive to ask:

Don’t ask “do you have any question?”, để dành câu này ở cuối buổi meeting. Hãy follow up câu hỏi

Set a priority score for your question list

Drive partner into flow: Following your answer by another question

Stay conscious with unexpected questions

Correct partner immediately if they misunderstand your product/points/deal…

Making a deal:

Best deal: The deal you need the most

Tell reasons + unique benefits
Accepted Deal: The deal that fits your partner context and is acceptable to you
Mention if partner rejects best deal
Worst deal: - Partners have interest but don’t have enough budget/Partners only need few benefits
Consider again whether you need this partner (must-have/nice-to-have?)

Some common rejected reason:

Not have enough budget, only inkind available => Review your market research process

Customer segment => Review your market research process

Don’t see the value from AIESEC => Revise/modify your package.

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B2B Sales

What is B2B Sales in BD? Cash, In-kind <=> Benefits (CSR, product branding, employer branding) for companies.
Amplifying AIESEC impact by connecting AIESEC

with like-minded organizations

Salesman Qualities:
Resilience is the ultimate key!

Basic Sales Process

1. Pre-sales:
- Product & Market Understanding

- Product Building/Value packaging

- Segmentation

- Hit-list building

Targeting (define partner profile)

Market Research

- Prepare sales materials

2. Sales:
- Approach via phone call & email

- Meeting

- Follow up

- Contract
3. Post sales:

Partnership Delivery

CRM (Customer Relations Management)

Market research:
Objectives:

Define your prospects

Know what you can offer for each company

Have an idea about how to approach and what to communicate

Companies want to cooperate with us due to 3 main benefits:

Employer Branding

Product Branding

CSR

MARKET RESEARCH STEPS

1. Search for companies:
Be flexible and always search for new channels

2. Check podio:
Not to waste your time researching other LCs’ accounts

3. Research Potentiality:
Research company profile => match it with partner profile

- Segment, products, customers, core values, corporate culture, recent activities, ...
4. Find DM's contact:
- Try to reach out as many DM as possible

-  Find their phone number and email

5. Other information:
Decision Maker profile, ...

Approach:
Objectives
Spark partners’ interest

Set a meeting (to have a better chance to demonstrate your product and collect business insight)

Method: via email, linkedin, phonecall
- Gatekeeper (G): not care much about our products/company needs, don't like salesman
- Decision Maker (DM): care about our products, know company's needs

PROPOSAL:
Proposal Definition: đề xuất hợp tác

Đề xuất bao gồm nội dung, hình ảnh, kế hoạch mình dự định làm để trình cho partners xem → visualize cho partner dễ follow
Proposal Flow

1. AIESEC Introduction

AIESEC is an International Organization

AIESEC in Vietnam

AIESEC in Vietnam - FHCMC branch
2. Past Events

Past events at Universities

3. Upcoming Events

Timeline Schedule

Product Overview

4. Partner Benefits

Partnership Package

Benefits
*Lưu ý:

Ko đọc các giá trị của các gói ra

Ko nhắc đến chia gói 70 cash/30 inkinds nếu đối tác ko hỏi

Luôn nhắc về Các gói hợp tác ko bao gồm thuế VAT 8%

5. Contact

MEETING:
Objectives:

Gain partners’ insight (about the branding needs, CSR,..) for updating in Segment Analysis Tool

Offer to help partners with their challenges/pain points (not to sell)

Raise awareness about AIESEC & project, sparking partners’ interest

1. Pre-meeting:
Physical: prepare Proposal, Notebook - Pen (note vào giấy), Formal attire (ăn mặc lịch sự, formal), Time - venue - contact (tới venue trước meeting 10-15 phút, nếu bị lạc đường phải nhắn tin aware => show respect)
Mental: AIESEC Understanding, Product Understanding (USP: reach pool attendees lớn hơn vì AIESEC reach cả thành phố, ko riêng trường đại học nào), Partner Understanding, Get-to-know Selling

How to build a question list?

Based on criterias:

Value proposition

Customer’s activities

Your concerns/assumption

-> Ensure collect needed insights for Segment Analysis Tool

2. In-meeting:
- Ice-breaking

Tips: Say something positive and provoke a sense to share (people love to be listened!). Vd: khen văn phòng ngta đẹp, nếu có điểm chung với DM thì mention

- Introduction
Set expectation: “Tụi em cũng sẽ hỏi anh chị 1 số câu hỏi để đưa ra gói hợp tác phù hợp cho anh chị”
- Needs understanding
- Offering & Negotiation
Chốt luôn trong buổi meeting và hỏi cụ thể về gói mà anh chị interest → “Dạ không biết anh chị đang hứng thú với gói nào” → hứng thú quyền lợi của gói vàng, chốt luôn 1 con số cho partner
Nếu ko sure -> note lại “Để em hỏi lại dự án"

- Close deal/Next step
Summarize main points: “Vậy anh hứng thú với gói ABC, quyền lợi XYZ đang hướng tới là 800, bên anh đang có nhu cầu” → as clear as possible
Hỏi sđt và tạo group zalo: update tình hình/tiến độ project

Tips
- Understand core value of AIESEC and products
- Be confident and natural
- Focus on desired benefit, don't overpromise
- Storytelling

FOLLOW UP
Meeting Minutes: gửi cho partner Within one day after meeting
Follow up next steps:

Documents (contracts,...)

Information

Close deal

CONTRACT:
LC MAKING CONTRACTS (luôn cc TL)

LC members making the contracts using the default template

Send to the partner to approve and adjust

Partner confirm contract via email

LC SENDING TO LEGALITY EMAIL

LC members sending the contract to MC via legality.aiesecvietnam@gmail.com (only)

MC double checks the contract and requires LC to adjust

MC PROCESSING CONTRACTS

MC members double check payment & company information

Ensure the terms related to responsibility of two parties are clear

Fill in contract number, and for B2B, check Podio for update

MC RETURNING CONTRACTS

Office Admin of MC will send contracts (with electronic signed) back to LC via email or shipper

Update B2B contract & communication history on Podio

Using the most updated templates

MC will check the legality email every Monday and Thursday morning from 9AM- 12PM

For B2B, LCs must update communication history Podio for contract approval

Update B2B contract & communication history on Podio

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1. Why AE?
- AIESEC brand portfolio: EwA, ELD, LLC
=> AE deliver LLC part, to make a lifelong, sustainable connection
- With function AE, we can connect many alumni even we do not work directly with them, we can expand our network
- Our LC has a big source of alumni with diverse background, trust-worthy supporting system

2. AE Toolkit
- Alumni: full member, active continuously 12 months, follow leaving process. WE ONLY MATCH ALUMNI.
- The rest is leaving member => AE not manage => would guide you to BrD
- WHAT IS AE TOOLKIT FOR? To ensure:

Standardized working process when engage with Alumni.

Deliver minimum standards when working with Alumni.

- AE control system: each fnx will have a folder, we will update fully in the sheet and aware AE buddy to support
- AE policies: if we violate, we will receive punishment
- Every touch-point between us and alumni must aware AE

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2 most important materials: blue book and brand communication guideline

Why follow "BRAND COMMUNICATION
GUIDELINE" and "BLUEBOOK"?
We are the representatives of AIESEC Global to maintain & enhance its brand identity & brand image. It relates to the top of LC Penthouse: purposeful & sustainable youth leadership movement

Why we need Blue Book?
Consistent brand image
Ever-changing audiences
=> Build one unified AIESEC worldwide

PR WORKING PROCESS
Centralize, easier to manage and
prevent de-branding/brand violation.

Summary:
- Can't put both AIESEC Logo and Blueman watermark on same materials
- newbies can't set "working at AIESEC" in
Facebook or Linkedin profile
- publish external materials need to inform PR, PR will check materials

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1. AIESEC Essence
- Revise about AIESEC why, who, how, what
- Know team structure
2.  Brand
- Understand what can influence @ brand: color, font, key message,... and know that @-ers are the most important factor
- CTA: read bluebook
3. Legality
- Know the story and process of changing the name of AIESEC
4. Finance
- Understand the importance of profit to the operation of @
- Understand why @ is nor free

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I understand that many factors, which no matter are significant or not would affect the @ brand like color, logo
- Know how to set the @ logo, how to utilize each type
- Understand why we need to follow Brand Communication Guideline

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The reality of Time Management
time mana problems do not come from shortage of time
1st: PRIORITY
2nd: MOTIVATION
3rd: avoid DISTRACTION
PRIORITY
phase1
productive hours của mình là lúc nào?
-> giờ nào productive nhất sẽ làm task nặng, giờ nào lag thì làm task nhẹ thoi
phase2: hiểu về workload của mình
role (student, @er)
category
task
MOTIVATION
for the
Hesitator (trust yourself, ask for help...)
Perfectionist (ask for fb, accept strengths&weaknesses)
Anarchist (llinking personal interests, motivation to start)
hãy tìm motivation để mình finish task đó (về những thứ mình sẽ đạt được)
DISTRACTION
Note
- tool becomes nonsense if you keep compromise with yourself
- time mana là self mana

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Learning points:
- AIESEC ESSENCE: deeper knowledge into AIESEC in Vietnam, the history of the MC, How and When we started and our development through different stages.
- Brand : It is how the external perceive about AIESEC. The most important factor that makes up AIESEC's Brand is AIESECer ( how we express about AIESEC). Stick to the blue book and communication guidelines.
- Legality:
+ 2006: establish AIESEC in Vietnam
+ 2008: MC sign iNGO with the help of AIESEC Japan
+ 2009: there are no suitable type of org for AiV
+ 2010: sign as a company name "Giai phap Tai nang Tam nhin tre" because we haven't been an official branch of AI
+ 2015: the definition of Social Enterprise launched and AIESEC applied for it.
+2019: AIESEC in Vietnam was recognized as DNXH
AIESEC is a not-for-profit company, we use 100% of our profit to reinvest.
- Finance: understand the role of F&L and how to keep our products and projects running.

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- Must follow blue book and Brand communication guideline as it will affect the op of LC penthouse
- PR working process: centralize, for managing and prevent de-brand actions or violation.
- Any materials sent to external have to be checked by PR

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- Why AE?:
+ AIESEC brand Portfolio: EwA, ELD, LLC, AE will execute LLC to make a lifelong connection with alumni.
+ Expand our network by connecting many Alumni, as our LC's Alumni have different background.
- AE toolkit:
+ Alumni: full member, 12 months active, follow leaving process. AE will only manage these as Alumni
+ What is AE toolkit for? Standardize working process when engage with Alumni and deliver standards when working with Alumni
+ AE control system: each function will have a folder, we will update fully in the sheet and aware AE buddy to support
+ AE policies: if we violate, we will receive punishment
+ Every touch-point between us and alumni must aware AE

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- Opening and Closing:
+ Get to know the agenda of the Newbie Camp
+ Wrap up knowledge
- Brand:
+ There are a lot of things affect the brand but the most important are ambs
+ Read bluebook to understand more about brand
- Legality:
+ Understand when AIESEC is an organization and when AIESEC is a company
+ In contracts, use appropriate labels of AIESEC to solve legal issues
+ Milestones of AIESEC
+ Only MC have rights to sign legal documents related to AIESEC
- Finance:
+ Not-for-profit but have money to sustainably organized
+ Sustainable AIESEC is a profitable AIESEC
+ Do and Dont to the save finance for AIESEC
+ Fomula MoCR

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B1: Think strategically -> Make a plan -> Priority

B2: Push and Pull -> Motivation

B3: Focus -> Avoid Distraction

Problems:

Before doing, you lack of good prioritization setting

Right at the beginning of doing, you lack of motivation to get it done

During the running, you lack of focus and lost yourself in the distraction

Solution:

Priority: Understanding yourself and your workload

Motivation: Determine which style you are and deal with it

Distraction: 2- minute rule

Conclusion: It is not about time management, it is about self management

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- Brand:

Brand is what external perceive about an organization, what we communicate and truly demonstrate
Know factors affect brand: color, shape, logo, font, ambassadors, key message. The most important factor is ambassador-AIESECer
=> bluebook
- Legalities: milestones of AIESEC
2006: establish AIESEC in Vietnam
2008: first MCP signed iNGO with the help from AIESEC in Japan
7/2019: Cong ty TNHH AIESEC Vietnam ra doi
8/2019: có giay chung nhan DNXH
- Finance:
Sustainable @ is a profitable @
You can't sustain any social impact unless you don't making money
Know how to calculate MoCR
=> understand the importance of profit in @

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- Know the logo and color of AIESEC
- Read carefully bluebook and brand communication guiline
- Don't put the logo and blueman on the same design
- All things before public or send to external must be checked by PR

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- AE Why:
EwA, ELD, LLC - life long connection
=> long lasting and sustainable
we can expand our network by  connect with alumni with different background
- AE toolkit:
AIESEC who was full member and active continuously 12 months and follow leaving process
Have to follow AE toolkit to avoid unexpected problems
Ensure alumni's experience
Policy and violation

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- Hiểu được tsao cần follow Brand Communication Guideline: maintain and enhance its brand identity and brand image
- Working flow của PR: Tất cả những external materials đều phải được inform rõ ràng với PR trước khi public ra ngoài, và chỉ được public khi PR đã check qua => tránh brand violation
- Newbies thì ko set "working at AIESEC" trong probation time
- Những vấn đề liên quan đến logo @ được đề cập trong Blue Book: ko đc để logo @ và Blueman watermark trong cùng materials, ko thay đổi hình dạnh, màu sắc, font, ...

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1. Brand
- Brand is what external perceive about an organization. What we communicate, demonstrate consistent and continuous through every channel

- What affects brand: colour, shape, logo, font, key message, smbassadors

- How can what AIESECers do can affect the brand of AIESEC: The power of words of mouth, externals don’t really know much about AIESEC (theoretically), they only know AIESEC mostly through people in it

=> CTA: Read the bluebook & communication guideline carefully when communicating with externals

Beware of how your behaviour affects the AIESEC Brand

2. Legality
- 2006: AIESEC in Vietnam was established
- 2008: MC sign iNGO with the help of AIESEC Japan
- 2009: there are no suitable type of org for AiV
- 2010: sign as a company name "Giai phap Tai nang Tam nhin tre" because we haven't been an official branch of AI
- 2011-20189: many struggle about legality
- 2015: the definition of Social Enterprise launched
- 7/2019: Công ty TNHH AIESEC Việt Nam
- 8/2019: receive GCN DNXH
Tư cách pháp nhân của AIESEC in Vietnam: CÔNG TY TRÁCH NHIỆM HỮU HẠN XÃ HỘI AIESEC VIỆT NAM

=> “Xã hội”: Có giấy chứng nhận doanh nghiệp xã hội. Có lợi nhuận, định hướng xã hội cao, AIESEC sử dụng 100% lợi nhuận để tái đầu tư

3. Finance

- “profit = revenue - cost”

-  profit goes to:

+ shareholders

+ employees in the form of a bonus after a profitable year

+ saved to be used in the future (reserves and investment)

Why profit is important to not only other businesses but also AIESEC?

- AIESEC is a global, independent, non-partisan, not-for-profit youth-run organization

- Sustainable AIESEC is a profitable AIESEC

- “You can't sustain any social impact unless you're making money.”

HOW MUCH MONEY DO WE NEED?

MONTHS OF CASH RESERVES

MoCR = Cash in bank account/Average costs per month

NOTICE: MoCR = 6 is optimal

F&L ROLE

Balance between social impact and financial sustainability

Ways to contribute to that sustainability

*Do:

- Chi cho LC phải có evidences

- Strictly follow cái working process

- Giữ gìn tài sản cho LC (logistics)

*Don't:

- Dùng tiền tổ chức vì mục đích cá nhân

- Tự ý chi tiền mà chưa có agreement

- Phone-call cho tổ chức without evidence

4. AIESEC Essence
- Review AIESEC way & the ESSENCE of AIESEC
- Team standard: 1 TL + 2 TM + 2 month for building, performing, closing (the phases a team go through. TL responsible for delivering team standard to member)

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1. AE WHY
- AIESEC brand portfolio: EwA, ELD, LLC. AE in charge LLC part => tạo dựng connection lâu dài, bền vững giữa các thế hệ AIESECers => mở rộng và utilize networking
- Nhờ AE mà các thế hệ @ers mới biết có thorough understanding ròi tự hào hơn về @ mình, làm cho @ càng sustainable

2. AE Toolkit
- Tại sao cần:
+ Standardized working process when engage with Alumni
+ Deliver minimum standards when working with Album
=> đại khái là cho working process smooth hơn, tránh việc mời trùng hay làm Alumni hectic

- AE control system: mỗi fx có folder riêng, AE sẽ update fully trong sheet và aware AE buddy để C4S
- AE policies: violate => receive punishment
- Every touch-point between fx and alumni cần phải aware AE

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I. Basic sales process
1. B2B sales in BD
Amplify AIESEC impact by connecting AIESEC with like- minded organization to receive cash, in- kind and deliver benefits.
2. Salesman quality
- Resilience
- Aggressive culture
- Customer centric
3. Basic sales process
Pre- sales:
- Product and market understanding
- Product building and values packaging
- Hitlist building
- Materials preparation
Sales:
- Approach
- Meeting
- Follow up
- Contract
Post- sales:
- PD
- CRM
II. Segment analysis:
Segment analysis: phân tích những nhóm ngành công ty có đặc điểm gì để analyze và đi đến kết luận
-> Define segment phù hợp để đi sales, tránh waste time & effort.
Why we need Segment Analysis:
-Covid 19 context
- Define potential segments based on data and facts
- Different segments with different need of offered values
Segment Evaluation: Approach -> Interest -> Contract done
III. Negotiation skill:
1. Preparing for negotiation:
Definition:
- Negotiation is formal discussion between people who are trying to reach an agreement or a business deal.
- Negotiation occurs whenever people can not get what they want without other's cooperation.
What to prepare?
- Understand your product
- Understand your partner
- Prepare question list
- Set your deal goal
2. Leading a negotiation meeting:
- Negotiation vibe- building rapport
+ Don't jump into presenting your proposal immediately
+ Find common things between your partner and you
+ Ask partner to share their name, department or role in the organization, length of service.
+ Take it easy as a daily conversation
- Negotiation vibe- Communication:
+ Well- organized with points
+ Be confident with your points
+ Understand the USP of your product
+ Don't put AIESEC below
- Key conversation to sense a deal:
+ The outcome of partnership that they want -> What you can do to  deliver that outcome
+ Plan of partner -> Benefits they prefer/ concern the most
+ Available budget of partner -> Past data of your ex partnership
- Controlling negotiation flow:
+ Be proactive to ask
+ Drive partner into flow
+ Stay conscious with unexpected questions
- Make a deal:
Deal options:
+ Best deal: the deal you need the most -> offer đầu tiên, tell the reason you offer this deal, point out the most unique benefit of this offer
+ Accepted deal: deal that fits your partners context and is acceptable to you -> mention it right after partner rejects your best deal
+ Worst deal: partners have interest but don't have enough budget, partners only need few benefits -> define your need ( do you really need this deal)
- Lý do bị reject khi make a deal:
+ Not have enough budget, only inkind available
+ Customer segment
+ Don't see values from AIESEC
-> Revise MR or values package

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Deal với Time Management là 1 running journey:
1. Before running:
- Think strategically
- Make a plan
=> Phải nắm được rõ mình chuẩn bị làm những gì và sẽ làm như thế nào trước khi đâm đầu vào

2. At starting time:
- Pull + push => create motivation, rất qtrong, tránh delay, tránh procrastinate

3. During running:
- Tập trung 100% nha => để tránh distract chớ ko chi, mà distract thì tất nhiên là ảnh hưởng work effect với cả time mana

3 main problems
- Lack of good prioritization settings
- Lack of motivation
- Lack of focus and lost in distraction

Solutions

- Speak up, ask for help to understand => tránh blur, ko easy to get bored

Perfectionist: take time to build again —-> easy get bored

- Ask for feedback and set priority => đỡ tốn thời gian để build lại từ đầu

- Reflect, ask yourself why did you choose this job => có motivation về những cái mình sẽ achieve khi hoàn thành

Conclusion
"It is not about time management, it is self management"

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Brand & Legality
- Brand là cách mình thể hiện ra bên ngoài, cách external perceive mình, cách mình communicate ra bên ngoài
- Cái affects Brand nhiều nhất đó là ambassadors, là AIESECer
- Năm 2010, đăng ký tên cty là "Giải pháp tài năng tầm nhìn trẻ"
- 7/2019: đổi tên cty thành Công ty TNHH Xã hội AIESEC Vietnam
- Tái đầu tư 100% vào xã hội, tổ chức không vì lợi nhuận

Finance understanding
- financial sustainability = social impact
- You can't sustain any social impact unless you're making money

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EVERYBODY IS STRIVING FOR THE SAME GOAL: Peace & Fulfillment of Humankind’s Potential

EVERYBODY IS A LINK OF THE CHAIN

So WHY Synergy?

Working environment

=> Ensure function spirit

Effective process

=> Ensure S&D alignment

Marketing & CRM own the same end goal

How to synergy in the most effective way?

*Synergy Working Space

LEAD OVERVIEW

CRM: Lead overview

MKT & CRM: Next steps

SALES MATCHING TRACKER

CRM: Matching, APL progress

MKT: Lead qualification revising

IR TRACKING TOOL

CRM: OPP info update

MKT: Confirm + Concern

SEEDING TRACKING TOOL

MKT: Seeding progress

CRM: Attraction support (interaction)

*Function Synergy Routine

Nonpeak:

Frequency: weekly

Content: - Brief overview about OPs and Leads

- Brief operation update & C4S

- TEAM TO TEAM FEEDBACK

Peak:

Frequency: weekly

Content: - OPs understanding

- Operation update

- WFW discussion

- TEAM TO TEAM FEEDBACK

Need-to-have mindset:

The purpose: Synergy is for both side.

The RACI: Do it as you feel the need. Don’t do it as you have to do.

EVERYTHING IS MUTUAL: We are one function, not just 2 separate teams.

Communication: Communicate! Explain your feelings - your thoughts - your reason. At the end, synergy is just personal. Be humans with each other.

# data[].attributes.body
PREPARING FOR NEGOTIATION

1. Negotiation's definition:
- Meetings: an occasion when people come together to discuss/ decide sth
- Pitching: aiming/ directing a product or service at a particular group of ppl
- Negotiation: formal discussion between ppl trying to reach an agreement/ a business deal
=> Negotiation is when 1 side not get what they want

2. What to prepare:
- Product understanding (USP, proposition)

- Partner understanding (pain point, needs)

- Questions list (general questions, your concerns, divide questions into flow)

- Deal goal

LEADING A NEGOTIATION:

Vibe - building rapport

- Stalking: find common things and share

- Ask common questions: name, position, company
=> daily conversation

Vibe - commu

- Well-organized points

- Confident w ur points

- Understand USP

- Don't put AIESEC below

4. Controlling negotiation flow

- Be proactive to ask: ask open ques for partners sharing, set priority of ques

- Drive partner into flow: follow-up ques

- Stay conscious with unexpected ques: correct if miscom, don't ans things you not sure, ask pj team later

# data[].attributes.headline
Bảo Trân - oVI - Segmentation Understanding

# data[].attributes.subject
Bảo Trân - oVI - Segmentation Understanding

# data[].attributes.body
WHY SEGMENT ANALYSIS
Objectives:
- Define segment dựa trên past data/insight, tuyệt đối ko base on personal feelings
- Better understand the different needs of each segment -> offer the right benefit, have a better chance of getting partnership

=> Update the tool fully and follow the guidelines exactly, everyone will see the effectiveness of what you are doing

SEGMENT DEFINITION

1. Why
- Put on right place in the sheet => easy to track potential partners
- Understand insight (characteristics, type, need,...)

2. Segment Defining Criteria
Past data
Segment nào cho project nào
Results

Project information
Timeline
Target audience
Topic overall của incoming pjs

Context
Context hiện tại
Online hay offline
Pj focus sales sắp tới

# data[].attributes.body
Peace & Fulfillment of Humankind’s Potential

Everybody is a link of chain

1. WHY

- Ensure function spirit

- Effective process

=> Ensure S&D alignment + Marketing & CRM own the same end goal

2. HOW: Synergy Working Space

+ LEAD OVERVIEW

CRM: Lead overview

MKT & CRM: Next steps

+ SALES MATCHING TRACKER

CRM: Matching, APL progress

MKT: Lead qualification revising

+ IR TRACKING TOOL

CRM: OPP info update

MKT: Confirm + Concern

+ SEEDITING TRACKING TOOL

MKT: Seeding progress

CRM: Attraction support (interaction)

Function Synergy Routine

Nonpeak:

Frequency: weekly

Content:
- Brief overview OPPs, LEADS

- Brief operation update & C4S

- Feedback

Peak:

Frequency: weekly

Content:
- OPP understanding

- Operation update

- WFW discussion

-Feedback

3. NEED-TO HAVE MINDSET:

- Synergy is for both side

- Do it as you feel the need. Don’t do it as you have to do

- We are one function, not just 2 separate teams

- Communication: Explain your feelings - your thoughts - your reason. At the end, synergy is just personal. Be humans with each other <3

# data[].attributes.body
1. FEEDBACK FRAMEWORK:
- Why?: discover more things about him/herself to be able to develop where it’s needed the most
- How?: reinforce the high and positive evaluations, set action plans for the low evaluations + follow up on plans set
- Spaces:
+ Team feedback: 360-degree feedback (increases communication between team members and supports teamwork )
+ Individual feedback (comfortable, honest, clear and straight to the point)

2. FEEDBACK PRINCIPLES:
- Must be done individually and in the proper space
- Must be done neutral based on behaviours that happened, not on pre-judgments
- Can’t be general, must be specific to actions or behaviours that can be improved
- Must be constructive, otherwise it becomes just critics. Propose solutions.
- Not only negative, you can have positive feedbacks about actions & behaviours

- Important things about feedbacking: ko thể force feedback, receptor có quyền trả lời/ giải thích hay chấp nhận/ từ chối về những feedback đó

3. COUCHING - FEEDBACK:

Feedback and coaching are at the same time complicated and simple.
Keep swimming!

- COACHING MODEL:
+ Aspire: expects to get
+ Assess: heighten the person’s awareness of their current reality and their current behaviours
+ Anticipate: various opportunities that may be available to move a goal forward and get closer to reaching the person’s ideal vision
+ Act: guide the person to execute their plan from the Anticipate stage. This is where the person is held accountable for what they’ve agreed to do.

- WHEN:
+ Don’t say things you are not sure of
+ Deep care
+ Ensure both sides are accepting the fact that mutual agreement is non-negotiable

# data[].attributes.body
1. Brand
- Brand is what others perceive about AIESEC
- Brand is something you need to bear in mind when you communicate via channels
- Everything we do and say will represent AIESEC so we must be aware of how it can affect AIESEC brand
2. Legality
- AIESEC is a not-for-profit organization. We are AIESEC in Vietnam. We are also a social company which reinvests 100% of our profit.
- Tư cách pháp nhân: Công ty TNHH
-  Giấy chứng nhận doanh nghiệp xã hội
3. Finance
- Profit is saved to use later (reserves and investment)
- Sustainable AIESEC = profitable AIESEC
- FnL role: maintain the balance between social impacts and financial sustainability
- We must save the evidence and follow the FnL working process
4. AIESEC essence
- Review the AIESEC way
- 6 AIESEC values are the real values that can be developed in every @er

# data[].attributes.body
A. Sales Process:
1. What is B2B sales in BD? Cash and inkinds sponsor <=> delivering benefits for partners
- Amplifying AIESEC impact by connecting with like-minded organisations.
2. Salesman quality: RESILIENT
3. Basic sales process:
a. Pre-sales:
- Understand products and the market.
- Value packaging
- Segmentation
- Hit-list Building.
- Prepare sales material
b. Sales:
- Approach via phone call & email
- Meeting
- Follow up
- Contract
c. Post sales:
- Partnership delivery
- CRM
4. Market research:
- Objectives: define your prospect, know what solution to offer to each company problem, know how to approach companies.
- 3 main benefits that partners want:
+ Employer branding
+ Product branding
+ CSR
- Steps:
1. Search for companies
search for new channels
2. Check podio.
3. Research Potentiality.
4. Find DM's contact.
5. Other information.
5. Approach:
a. Objectives: find interest of partner and set meetings, via phonecall and email.
6. Proposal: Đề xuất hợp tác.
a. Proposal Flow:
- AIESEC introduction
- Past events
- Upcoming events
- Partner benefits
- Contact
7. Meeting:
- to gain insights, offer solutions to partners' problems and raise awareness about AIESEC & project.
a. Pre meeting:
- Physical: prepare Proposal, note book and pen, time, venue, be early,...
- Mental: AIESEC understanding, product understanding, partner understanding
b. Question list:
- Based on criteria:
+ Value proposition
+ Customer activities
+ Your concerns
c. In-meeting:
- Ice breaking
- Introduction
- Needs understanding
- Offering & negotiation
- Close deal and next step
9. Follow up:
- Meeting minutes: gửi cho partner
- Documents ( contracts ) and information
10. Contract: LC MAKING CONTRACTS
- LC members making the contracts using the defaults
- Send to partner to adjust
- Partner confirm
a. LC SENDING LEGALITY EMAIL:
- LC members send contracts via legality.aiesecvietnam@gmai.com
b. MC processing contracts:
- MC members double check payment and company information
- Ensure terms related to responsibility of 2 parties are clear
- Fill contract number and for B2B, check Podio for update.
c. MC returning contracts:
- Office Admin of MC will send contracts back to LC via email or shipper
- Update B2B contract & communication history
- MC will check the legality email every monday and Thursday Morning form 9AM to 12PM

# data[].attributes.headline
Nguyễn Ngọc Mai Khanh - BD - Feedback skill

# data[].attributes.subject
Nguyễn Ngọc Mai Khanh - BD - Feedback skill

# data[].attributes.body
1. Feedback training
OEBC MODEL

OBSERVATION

EFFECT

BREAK

CONCRETE SOLUTIONS

Feedback flow

*Feedback giver

Before

Set expectation

Why you should give this feedback

During

Am I saying right?

Are they listening?

Be flexible

*Feedback receiver

Before

Are you ready to receive feedback?

During

Your feeling

Let them finish their talk

Stop them if you want

—-> practice

ANOTHER FEEDBACK MODEL

The 5 A's coaching model

Aspire: get clear what the person you are coaching expect to get

What would you like to accomplish in the next month?

Are you still comfortable with the goals and activities you have set?

Assess: tell them their current reality and current behaviors

How would you describe your activities last month?

How do you feel right now?

Anticipate: opportunities that may be available to move a goal forward

What do you think needs to change to accomplish your objectives?

Make a list of 10 ways to accomplish your objectives.

Act: execute plan

List all actions necessary to accomplish your goals, then prioritize

Do you need help?

Accelerate

Note

Don't say thing you aren't sure

Practice

Ask the right question

3 circle of change

Identity

Processes

Outcomes

Key message

Understand yourself and other

Ensure both sides are accepting the fact that mutual agreement is non-negotiable

Knowledge

2. FEEDBACK PRINCIPLES:
- Must be done individually, in a proper space
- Must be done neutrally based on behaviors that happened, not on pre-judgments
- Can’t be general, must be specific to actions or behaviours that can be improved
- Must be constructive, otherwise it becomes just critics => Propose solutions.
- Not only negative, you can have positive feedbacks about actions & behaviours

- Important things about feedbacking: can't force feedback, feedback receiver có quyền reply/explain hay accept/reject về những feedback đó

3. Feedback Framework

Team Standards Context

Why?

Feedback is a process on the standards of Support System (performing phase) and Team Debrief (closing phase).

An AIESECer receives Team Standards => leadership qualities can be developed on the long run

=> it’s essential that this AIESECer goes through a journey of discovering more things about him/herself to be able to improve & develop

How?

1. Structure what needs to be said (The thought process gone through should not be shared with anyone)

2. a Team Leader needs to evaluate his/her team member based on the AIESEC Values and Competences, other than the LDA results.

*Note: evaluation needs to be supported by facts => clarifying examples

Based on the results ->  reinforce the high and positive evaluations, give suggestions => set action plans for the low evaluations.

Follow up on plans set => see evolution of members on meetings quarterly.

What?

Use Feedback Tool to structure the feedback

On it, add how you evaluate this member on the competences and values, from 1 (strongly disagree) to 5 (strongly agree).

Pick the ones that turn green to be used as factors of appreciation, and the ones on red as points for attention with a way forward.

The section for LDA results should only be used for the closing feedback.

Spaces

TEAM FEEDBACK

360-degree feedback: not just your Team Leader but your peers and direct reports and sometimes even customers evaluate you.

Receive an analysis of how you perceive yourself and how others perceive you => analyse your own personality from an outsider's perspective.

=> increases communication between team members and supports teamwork by involving everyone in the development process

INDIVIDUAL FEEDBACK

Criteria: comfortable, honest, clear and straight to the point.

needs to be prepared beforehand -> show respect to all the individuals. When doing so, make sure you won’t silverline what you want to say, but at the same time you’ll be empathetic.

tackle aspects related to performance and behaviors, with clear examples & expected outcome

Format:

Burger feedback format:

Particularly useful for giving feedback on a project:

1. praise the parts you like,

2. point out what needs to be improved

3. round up by emphasizing the good points and the positive results that your suggested improvements will have.

Notice: Point out concrete examples of where they’ve gone wrong, then suggest how they can improve in clear terms => key to making your criticism constructive.

# data[].attributes.headline
Nguyễn Ngọc Mai Khanh - BD - Task Management

# data[].attributes.subject
Nguyễn Ngọc Mai Khanh - BD - Task Management

# data[].attributes.body
1. Before running:
- Think strategically
- Make a plan
=> Phải nắm rõ mình chuẩn bị làm những gì, sẽ làm như thế nào trước khi bắt tay vào thực hiện
2. At starting time:
- Pull + push => create motivation, super important, tránh delay, tránh trì hoãn
3. During running:
- Tập trung 100% => avoid distraction, distract là ảnh hưởng work effect với cả time mana, loạn schedule

3 main problems
- Lack of good prioritization settings
- Lack of motivation
- Lack of focus and lost in distraction

Solutions

- Speak up, ask for help to understand => tránh bị blur dẫn tới get bored

Perfectionist: take time to build again —-> easily get bored

- Ask for feedback, set deadlines, set priority => đỡ tốn thời gian để build lại từ đầu

- Reflect, ask yourself why did you choose this job at the start => have motivation về những cái mình sẽ achieve khi hoàn thành

Conclusion

"It is not about time management, it is self management"

# data[].attributes.body
B. SEGMENTATION UNDERSTANDING:
1.Why:
- Segmentation based on past data, NOT personal feelings
- Have a better understand about different problems of each segment to offer the right solution.
2. Definition:
- Why: to track potential partners and understand insights
- Segmenting criteria: Past data, project information ( Timeline, TA and overall topic of incoming projects)
- Context: current situation, offline or online

# data[].attributes.body
1. Brand
- Brand is what external perceive about an organization. What we communicate, & what we truly demonstrate CONSISTENT & CONTINUOUS through every channel.

- What affects brand? Colour, Shape, Logo, Font, Key message, Ambassadors (the most important factor - The people talking about it - AIESECers).

- How can what AIESECers do can affect the brand of AIESEC so much? The power of words of mouth, Externals don’t really know much about AIESEC (theoretically), they only know AIESEC mostly through people in it

*Notice: It’s not that you can just tell good things about AIESEC

It’s about you being aware of the impact in every of your behaviour

*CTA: Read the bluebook & communication guideline carefully when communicating with externals

Beware of how your behaviour affects the AIESEC brand

2. Legality
- 2006: AIESEC in Vietnam was established
- 2008: MC sign iNGO with the help of AIESEC Japan
- 2009: there are no suitable type of org for AiV
- 2010: sign as a company name "Giai phap Tai nang Tam nhin tre" because we haven't been an official branch of AI
- 2011-20189: many struggle about legality
- 2015: the definition of Social Enterprise launched
- 7/2019: Công ty TNHH AIESEC Việt Nam
- 8/2019: receive GCN DNXH
Tình trạng pháp lý của AIESEC in Vietnam:

CÔNG TY TRÁCH NHIỆM HỮU HẠN XÃ HỘI AIESEC VIỆT NAM

- “Công Ty TNHH”: Tư cách pháp nhân

- “Xã hội”: Có giấy chứng nhận doanh nghiệp xã hội. Có lợi nhuận, định hướng xã hội cao, AIESEC sử dụng 100% lợi nhuận để tái đầu tư

3. Finance
What happens to profit in a company?

- “profit = revenue - cost”

-  profit goes to:

+ shareholders

+ employees in the form of a bonus after a profitable year

+ saved to be used in the future (reserves and investment)

What happens to profit in an NPO?

=> It is saved to be used in the future (reserves and investment)

Why profit is important to not only other businesses but also AIESEC?

- AIESEC is a global, independent, non-partisan, not-for-profit youth-run organization

- Sustainable AIESEC is a profitable AIESEC

- “You can't sustain any social impact unless you're making money.”

HOW MUCH MONEY DO WE NEED?

MONTHS OF CASH RESERVES

MoCR = Cash in bank account/Average costs per month

NOTICE: MoCR = 6 is optimal

F&L ROLE

Balance between social impact and financial sustainability

As newbie, how can you contribute to that sustainability?

=>

*Do:

- Chi cho LC phải có evidence

- Strictly follow working process

- Giữ gìn tài sản cho LC (logistics)

*Don't:

- Dùng tiền cá nhân cho tổ chức

- Tự ý chi tiền mà chưa có agreement

- Phone-call cho Tổ chức mà hong lưu giữ evidence

4. AIESEC Essence
- Review AIESEC way & the ESSENCE of AIESEC
- Team standard: 1 TL + 2 TM + 2 month for building, performing, closing (the phases a team go through. TL responsible for delivering team standard to member

# data[].attributes.body
C. NEGOTIATION SKILLS.
1. Def: Formal discussion between people who are trying to reach an agreement or a business deal, when 1 side doesn't get what they want.
2. Preparation:
- Product understanding:
+ USP
+ Value Proposition
- Partner understanding
+ Pain points
+ Needs
- Questions:
+ General things
+ Your concerns
+ Divide questions into flows.
- Deal Goal: best, worst, equilibrium.
3. How to lead a negotiation
- Find common things and share
- Ask common question
What to communicate:
- Well-organized points
- Confident
- USP
- Win-Win relationship
a. Key conversation to sense a deal:
- the outcome of partnership they want.
- Plan of partner
- How can we match the outcome
- Benefits
- Past data
b. Controlling negotiation flow:
- Be proactive to ask
- Drive partner into flow
- Stay conscious with unprepared questions.

# data[].attributes.body
- For us, normally time management problems do not come from shortage of time.
- First is to set priority for your taks: Make a plan, a strategy for your time
- Second, tasks come at the same time so even if your are not motivated, you would still have to do it. So you have to find motivation to finish your tasks at all cost.
- Third, distraction, understandable.
1. Understanding yourself.
- When is you productive hours? Morning person or night owl, you can learn to adapt internally
2. Understanding your work:
- you must segment your work into: Role=>Category=>Tasks
- Arrange it into different scopes
Types of people:
1. Hesitator: have hardships in deciding, evade new situations and environment
2. Perfectionist: Chasing high standards and ends up being exhausted.
3. Arnachist: Spend more time for exciting activities, dont like to meet other standards.
Find motivation:
- Switch from passive to proactive entertainment.

# data[].attributes.body
1. Brand and legality:
What is brand?
- What external perceive about an organization
- what we communicate, what we truly demonstrate.
=> we need to consistent and continuous(through every channel)
- What affect our brand?
color, shape, logo, font, key message, AMBASSADORS is the most important, is the people who talking about it => AIESECers => everything we do, everything we say.
- How can @ers do can affect the brands? => the power of mouth => external know a lot through people in it => being aware of the impact in your behavior.
Cong ty THHH xa hoi AIESEC Viet Nam
2. Finance understanding:
A sustainable AIESEC is a profitable AIESEC.
MoCR= cash in back account/ average cost per month, ideally MoCR=6.

# data[].attributes.body
A. Sales Process:
1. What is B2B sales ?
Cash and in-kind sponsor <=> delivering benefits for partners
- Amplifying AIESEC impact by connecting with like-minded organizations.
2. Salesman's quality: perseverance
3. Basic sales process:
a. Pre-sales:
- Understand products and the market.
- Value packaging
- Segmentation
- Hit-list Building.
- Prepare sales material
b. Sales:
- Approach via phone call & email
- Meeting
- Follow up
- Contract
c. Post sales:
- Partnership delivery
4. Market research:
- Objectives: define your prospect, know what solution to offer to each company problem, know how to approach companies.
- 3 main benefits that partners want:
+ Employer branding
+ Product branding
+ CSR
- Steps:
1. Search for companies
search for new channels
2. Check podio.
3. Research Potentiality.
4. Find DM's contact.
5. Other information.
5. Approach:
a. Objectives: find interest of partner and set meetings, via phonecall and email.
6. Proposal:.
a. Proposal Flow:
- AIESEC introduction
- Past events
- Upcoming events
- Partner benefits
- Contact
7. Meeting:
- to gain insights, offer solutions to partners' problems and raise awareness about AIESEC & project.
a. Pre meeting:
- Physical: prepare Proposal, note book and pen, time, venue, be early,...
- Mental: AIESEC understanding, product understanding, partner understanding
b. Question list:
- Based on criteria:
+ Value proposition
+ Customer activities
+ Your concerns
c. In-meeting:
- Ice breaking
- Introduction
- Needs understanding
- Offering & negotiation
- Close deal and next step
9. Follow up:
- Meeting minutes: gửi cho partner
- Documents ( contracts ) and information
10. Contract: LC MAKING CONTRACTS
- LC members making the contracts using the defaults
- Send to partner to adjust
- Partner confirm
a. LC SENDING LEGALITY EMAIL:
- LC members send contracts via legality.aiesecvietnam@gmai.com
b. MC processing contracts:
- MC members double check payment and company information
- Ensure terms related to responsibility of 2 parties are clear
- Fill contract number and for B2B, check Podio for update.
c. MC returning contracts:
- Office Admin of MC will send contracts back to LC via email or shipper
- Update B2B contract & communication history
- MC will check the legality email every monday and Thursday Morning form 9AM to 12PM

B. SEGMENTATION UNDERSTANDING:
1.Why:
- Segmentation based on past data, not personal feelings
- Have a better understand about different problems of each segment to offer the right solution.
2. Definition:
- Why: to track potential partners and understand insights
- Segmenting criteria: Past data, project information ( Timeline, TA and overall topic of incoming projects)
- Context: current situation, offline or online

C. NEGOTIATION SKILLS.
1. Definition: Formal discussion between people who are trying to reach an agreement or a business deal, when 1 side doesn't get what they want.
2. Preparation:
- Product understanding:
+ USP
+ Value Proposition
- Partner understanding
+ Pain points
+ Needs
- Questions:
+ General things
+ Your concerns
+ Divide questions into flows.
- Deal Goal: best, worst, equilibrium.
3. How to lead a negotiation
- Find common things and share
- Ask common question
What to communicate:
- Well-organized points
- Confident
- USP
- Win-Win relationship
a. Key conversation to sense a deal:
- the outcome of partnership they want.
- Plan of partner
- How can we match the outcome
- Benefits
- Past data
b. Controlling negotiation flow:
- Be proactive to ask
- Stay conscious with unprepared questions.

# data[].attributes.headline
Phúc Khang - iVI -  Task &Time Mangement

# data[].attributes.subject
Phúc Khang - iVI -  Task &Time Mangement

# data[].attributes.body
Time management problem doesn't come from a shortage of time because
- Firstly is to set priority for your tasks: Make a plan, and strategy for your time
- Secondly, tasks come simultaneously so even if you are not motivated, you would still have to do it. So you have to find the motivation to finish your tasks at all costs.
- Thirdly, distraction is understandable and inevitable.
1. Understanding yourself.
- When is you productive hours? Morning person or night owl, you can learn to adapt internally
2. Understanding your work:
- you must divide your work into Role=>Category=>Tasks
- Arrange it into different segments
Types of people:
1. Hesitator: have hardships in deciding, evade new situations and environment
2. Perfectionist: Chasing high standards and ends up being exhausted.
3. Anarchist: Spend more time on exciting activities, don't like to meet other standards.
--> Find motivation: Switch from passive to proactive entertainment.

# data[].attributes.body
- Always follow the blue book and the brand guideline to protect our brand sustainably

- Anythings before be exposed external have to be checked by PR -> avoid brand violation

- Newbies DO NOT set “working at AIESEC” on Facebook or other social media

- How to use @ logo, @ human, font, color of @ properly

# data[].attributes.body
1. TASK MANAGEMENT
- Deal với time là 1 running journey bắt đầu từ before running, starting time, during time
+ Before run: think strategically and make a plan
+ Start: create motivation -> pull + push
+ During: Concentrate 100% -> avoid distractions
- 3 problems:
+ Lack of good prioritization settings
+ Lack of motivation
+ Lack of focus
- Solution: Ask for help or build again (perfectionist)
2. SYNERGY MANAGEMENT
- WHY: synergy is working environment to ensure fx spirit and S&D alignment, Mar + CRM own the same end goal
- HOW:
+ Lead overview: CRM
+ Sales matching tracker:
+ IR tracking tool
+ Seeding tracking tool
- FX SYNERFY ROUTINE:
+ Non-peak: weekly, content (brief overview OPPs, LEADs, operation update, C4S), feedback
+ Peak: weekly, content (OPP, operation update, WFW discussion), feedback
- Conclusion:
+ Synergy is for both side
+ We are one in fx

3. FEEDBACK SKILLS
- Feedback frameworks:
+ WHY: discover things
+ HOW: reinforce high and positive evaluations + set actions for the low expectations
+ SPACE: team fb + individual fb
- Principles:
+ Done individually + in proper space
+ Done neutral
+ Cant be general
+ Constructive (not only negative)
+ Không thể force feedback -> receptor have rìghts to accept or refuse
- Coaching model:
+ Aspire: expects to get
+ Assess: heighten awareness of reality and current behavior
+ Anticipate
+ Act: guide to execute their plan
- WHEN:
+ Do not say sth u r not sure of
+ Deep care
+ Ensure both sides are accepting the facts

# data[].attributes.body
1. Brand and legality
*Brand:
- external perceive about an organization
- what we communicate and what we truly demonstrate
- consistent and contious through every channel
What effect brand? (color, logo, key message), and Ambassador is the most important -> everything u do, everything you say present the organization
- How can AIESECers do can affecti the brand?
+ the power of mouth -> expernal know about @ers through the people in it
- The history @ in Vietnam stem from (2006-present)
- 2019 was official recognize "AIESEC in Vietnam"
2. Finance understanding
- Sustainable @ is a profitable @
- know how to use finance in @
3. AIESEC Essence
- Review @ way and the Essence of @

# data[].attributes.body
- the most important: blue book and brand communication guideline
- Know how to use @ logo, @ color and font
- PR Working Process: easier to manage and prevent any de-grand activity or brand violation
- Newbie wasnt allowed to set "Working at AIESEC" during probation time on Facebook and Linkedin

# data[].attributes.headline
Thu - BD - Task management + Feedback + Synergy skills 

# data[].attributes.subject
Thu - BD - Task management + Feedback + Synergy skills 

# data[].attributes.body
A. Task management:

There are 3 main problems

Lack of good prioritization settings

Lack of motivation

Lack of focus and lost in distraction

Solutions:

Speak up, ask for help to understand

Ask for feedback and set priority

Reflect, ask yourself why did you choose this job

—-> 2-min rule: start new habit < 2min and do it daily

—-> think of what you can achieve then you will have motivation

Priority:

Understand yourself: Productive hours

Understand workload

=> It's all about self-management

B. Feedback

1. OEBC model: Observation, Effect, Break, Concrete solutions

2. Feedback flow

Feedback giver
Before

Set expectation

Why you should give this feedback

During

Am I saying right?

Are they listening?

Be flexible

Feedback receiver

Before: Are you ready to receive feedback?

During

Your feeling

Let them finish their talk

Stop them if you want

—-> practice

3. Coaching

The 5 A's coaching model

Aspire: get clear what the person you are coaching expect to get

What would you like to accomplish in the next month?

Are you still comfortable with the goals and activities you have set?

Assess: tell them their current reality and current behaviors

How would you describe your activities last month?

How do you feel right now?

Anticipate: opportunities that may be available to move a goal forward

What do you think needs to change to accomplish your objectives?

Make a list of 10 ways to accomplish your objectives.

Act: execute plan

List all actions necessary to accomplish your goals, then prioritize

Do you need help?

Accelerate

4. Note

Don't say thing you not sure

Practice

5. 3 circles of change: Identity, Processes, Outcomes

6. Key message

Understand yourself and other

Ensure both sides are accepting the fact that mutual agreement is non-negotiable

Knowledge

C. Synergy skills:
EVERYBODY IS A LINK OF THE CHAIN

Past case study:

Marketing Team didn’t aware about CRM-IR direction of focusing on matching JP OPs

CRM-IR didn’t aware about the promotion plan of MKT Team

The 2 teams were not empathetic enough...

Marketing Team didn’t aware that CRM was struggling because leads didn’t match with OPs

CRM-IR didn’t aware that MKT was struggling to define understand OPP’s USP to purposefully attract customer

So WHY Synergy?

Working environment

=> Ensure function spirit

Effective process

=> Ensure S&D alignment

Marketing & CRM own the same end goal

How to synergy in the most effective way?

*Synergy Working Space

LEAD OVERVIEW

CRM: Lead overview

MKT & CRM: Next steps

SALES MATCHING TRACKER

CRM: Matching, APL progress

MKT: Lead qualification revising

IR TRACKING TOOL

CRM: OPP info update

MKT: Confirm + Concern

SEEDING TRACKING TOOL

MKT: Seeding progress

CRM: Attraction support (interaction)

*Function Synergy Routine

Nonpeak:

Frequency: weekly

Content: - Brief overview about OPs and Leads

- Brief operation update & C4S

- TEAM TO TEAM FEEDBACK

Peak:

Frequency: weekly

Content: - OPs understanding

- Operation update

- WFW discussion

- TEAM TO TEAM FEEDBACK

Need-to-have mindset:

The purpose: Synergy is for both side. If you think synergy is for the other team, you’re going nowhere!

The RACI: Do it as you feel the need. Don’t do it as you have to do.

EVERYTHING IS MUTUAL: We are one function, not just 2 separate teams. Make it to your convenience. If you don’t feel that, work it on.

Communication: Communicate! Explain your feelings - your thoughts - your reason. At the end, synergy is just personal. Be humans with each other.

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- The most important materials: Bluebook and Brand communication guideline
- We need to follow those AIESEC materials to avoid brands violations fromt he smallest things.
- What is AIESEC color, how to use AIESEC logo, AIESEC color and the font that pop up first in our mind is Lato.
- Newbies are not allowed to set "Worked at AIESEC" during Probation Time.

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* @ essence:
- To review the @ way and @ values
- The @ Essence is simple, powerful and personal.
- @ers là essence của @.
- The phases a team goes through are building-performing-closing.
* Brand and Legalities:
- Brand là những gì người ngoài nhìn nhận về một tổ chức, vì vậy cần consistent & continuous.
- Con người trong tổ chức là yếu tố ảnh hưởng lớn nhất tới nhìn nhận của người khác về Brand.
- Tình trạng pháp lý của AIESEC in Vietnam là Công ty TNHH Xã Hội AIESEC Việt Nam.
- Giới thiệu về AiV:
+ Tổ chức không vì lợi nhuận, tổ chức thanh niên.
+ DNXH là Chứng nhận
+ @ cam kết tái đầu tư 100% tổng lợi nhuận cho xã hội.
+ Ghi vào CV mình đang làm việc tại Tổ chức AIESEC tại Việt Nam.
+ Giới thiệu mình là "chi nhánh địa phương FHCMC của @ tại Việt Nam.
- DO NOT:
+ Nói những gì không chắc chắn về pháp lý
+ Tự giải quyết các vấn đề hợp đồng, pháp lý.
* Finance understanding:
- Lợi nhuận dùng để reserves and investment trong tương lai, để thực hiện các dự án.
- Giữ gìn tài sản cho LC.
- Strictly follow working process
- Không Phone-call cho tổ chức mà không có evidence.
- Không tự ý chi tiền.

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3 stages in AIESEC => AE in the third stage => make AIESEC sustainable and long- lasting. AE để AIESECer được biết thêm nhiều người hơn, là những alumni đã rời @.
Why AE Toolkit?
=> + ensure alumni's experience
+ nếu cần mời alumni về làm Faci, Chair, ... để không bị trùng alumni, làm alumni bị hectic.

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1. AE Why:

- Duy trì LLC
- Kết nối Alumni với @ers
- Quản lý database về alumni

2. AE toolkit & Policies
- Alumni là full members và active continuously 12 months; follow leaving process.
- Cách điền thông tin, nội dung cần support từ alumni,
- Toolkit track fx nào engage alumni và sắp xếp lịch, hạn chế việc nhiều fx cùng mời 1 alumni trong cùng khoảng thời gian.
- Mọi touch points giữa fx và alumni đều phải aware AE team.

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* AE Why?
- 3 phases: EwA -> ELD -> LLC (life long connection; make AIESEC become more sustainable)
* AE Toolkit:
- Why we need? bc minimizing invite the same Alumni and standardized working process when we engage with Alumni, avoid unexpected problems.
- AE policies: if we violate, we will receive punishment
- Every touch-point between us and alumni must aware AE

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*  Learning points:

-  main problems:

+ lack of motivation

+ always be distracted…
-  Set priority:

+ Divide it into 3 phase to start being focus on doing task.

+ 1st pháse: before running: thinking strategically and make a plan

+ 2nd phase: at starting time: pull&push motivation

+ 3rd phase: during running avoid distraction and be focus on doing

- Follow @-minute rule

- Seek motivation to achieve: realize what do you want to achieve? -> u will have motivation

- How to move on this problems?

+ 1st Understanding yourself: about the productive hour (i am an night owl)

- 2nd phase: understand your workload: role? (FPT student, newbie) Category? (english, economic || meeting,...) Task? (do homework || content writing, design)

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1. Task management:
the most important thing is self-management

+1st phase: Priority

*Phase 1: understand yourself

*Phase 2: Understanding your workload

+2nd phase: motivation

Types of people in motivation scope: hesitator, perfectionist, anarchist.

+3rd phase: distraction

=> 2-minute rule
2. Feedback skills:
* Feedback training:
- OEBC Model
- Coaching Model
+ Asking the right question: 4 stages
Aspire => Assess => Anticipate => Act
+ When do you coach? => 3 circle of change: Identity, Processes, Outcomes
=> Feedback and coaching are at the same time complicated and simple.
*Feedback priciples:
- individually, neutral, specific, constructive, Not only negative.

=> Feedback BIOS.
*Feedback framework:
Feedback Why, How, What, Spaces, Format.
3. Synergy skills:
Every body is striving for the same goal is Peace and Fulfillment of Humandkind's Potential
Why Synergy?

- Ensure function spirit

- Effective process

=> Ensure S&D alignment and

Marketing & CRM own the same end goal

How Synergy effective?

*Synergy Working Space

- LEAD overview:

CRM: Lead overview

MKT & CRM: Next steps

- Sales matching tracker:

CRM: Matching, APL progress

MKT: Lead qualification revising

- IR tracking tool:

CRM: OPP info update

MKT: Confirm + Concern

- Seeding tracking tool:

MKT: Seeding progress

CRM: Attraction support (interaction)

*Function Synergy Routine

Nonpeak:

Frequency: weekly

Content:
- Brief overview about OPPs, LEADs

- Brief operation update & C4S

- Feedback

Peak:

Frequency: weekly

Content:
- OPP understanding

- Operation update

- WFW discussion

- Feedback

Need-to-have mindset:

Synergy is for both side.

The RACI

Everything is mutual

Communication: Communicate! Explain your feelings - your thoughts - your reason. At the end, synergy is just personal. Be humans with each other.

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Nou - SMKT - EwA - Content writing by Dang Thanh Son

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Nou - SMKT - EwA - Content writing by Dang Thanh Son

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1. What is the objective of PR & Advertising?

Mục tiêu chung: “Hướng sự quan tâm của người khác đến một chủ đề nhất định mà brand mong muốn”.

1. AIDA Model (mô hình dựng trên hành trình của khách hàng)

ATTENTION: thu hút để làm cho người khác đọc nó (thu hút chú ý)

INTEREST: tạo thêm sự hứng thú để giữ chân người đó đọc tiếp, cuối cùng là làm cho người ta (tạo sự thích thú)

DESIRE: tin vào thông điệp mẫu quảng cáo muốn truyền tải và (khơi gợi mong muốn)

ACTION: kêu gọi thực hiện những hành động liên  (theo cái ý của mình muốn)

Content Marketing Plan: Model này thể hiện hành trình của khách hàng, brand sẽ thay đổi mindset và behavior một cách từ từ theo giai đoạn, thậm chí tạo ra nhu cầu mới. (có thể nó sẽ kéo dài thời gian để thay đổi hành vi khách

Đối với bài viết: dùng để trigger những nhu cầu có sẵn. (đạt được mục đích mình muốn với những nhu cầu có sẵn)

1. Tone and Mood

2. Step For Content Writing

Phân tích brand và customer:

Mục tiêu của bài viết là gì?

Ai sẽ là người đọc nội dung này?

Vấn đề của họ là gì?

Đâu là solution mình provide?

Điều làm cho solution của mình khác biệtL

Lập outline theo AIDA

Attention: tạo ra sự tò mò hoặc sự liên quan

Interest: thể hiện sự thấu hiểu, chạm vào nỗi đau hoặc motivation, chèn ngay cái highlight nhất của solution vào

Desire: tại sao ngta cần chọn solution của bạn?

Action: cần làm gì sau khi đọc bài

1. Influencing content

Chọn tone và mood giống với bản thân nhất

Interest và Desire hãy viết thật nhất từ những trải nghiệm và suy nghĩ của bản thân

Nêu những điểm thật sự feel proud về event

Không để footnote trống không

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Need to have a deep understanding: Blue book, Brand Communication Guideline.
1. Why
- Follow Guideline và Bluebook để keep consistent, duy trì và nâng cao brand identity & brand image.
2. How
- Mục đích là dễ dàng quản lý, ngăn chặn de-branding và brand violation.
- Các bước để nhờ PR duyệt bài, submit materials, follow PR working process

* Không đặt @ logo với Blueman watermark on a same materials.
- Không publish materials without informing PR
- Cần có email signature audit.

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1. AE:

Mission: mở rộng vòng tròn network (alumni ở những năm xa hơn, nhưngx generations trước đó)

Cộng đồng alumni: 900k

Why alumni: Alumni of FSG: 750; Diverse bg and profile; trust-ưởthy supporting system.

2. AE Toolkit introduction:

Alumni definition: Be full member & active continuously in 12 months, follow leaving process. Just match alumni only.

For: Standardize working process when engaging with alumni; Deliver minimum standards when working with Alumni

=> Ensure alumni experience

=> Hạn chế việc mời trùng 1 alumni về giữa các LC

Alumni toolkit - AE Control system:

3 level chính:

Reconnect: engage alumni in simple activities: transition, interview, social media, communication

Internal event: engage vào FM, LCM, Induction Day

External event: YE/EwA events, Information Seminar, Branding events

- Level 1 - Reconnect:

Submit information ở những cột màu xanh trong bảng

Sau đó phải aware team Alumni Relation

AR sẽ chọn người phù hợp => duplicate invitation letter template r cuscomize lại theo ý mình.

Gửi lại cho AR để double check

CC mail alumni

Gửi appreciation letter và The paragraph: fb form (quá trình có satisfy alumni hay k)

Reference form: đánh giá working process của Fx vs Alumni

- Level 2 - Internal event

Synergy map

Điền vào cột xanh, aware AR. Trong vòng 2 ngày AR sẽ tìm được 1 alumni phù hợp

=> Các process này đều đc include trong synergy map

Các bước cũng gần giống Level 1, chỉ khác nội dung do đây là level 2. Ở level 2 thì team Alumni sẽ gửi mail chứ kp Fx mình.

Check bảng minimum: working process

Kết thúc event thì gửi Thank you letter và The paragraph

- Level 3 - External event (Như trên)
3. POLICY: email AE: Alumni.vietnam4@aiesec.net

Update AE Control system

Trung bình take 3-9 ngày để AE complete working process vs alumni

Chuẩn bị questionaire trc khi approacj

Chuẩn bị proposal cho guest speaker

4. Function consultancy introduction

Project sắp tới của AR

Aim:

Provide consultancy space and give advice to help LC members

Assist have more business insights

Expectation setting

At the beginning, TL Team will be main in charge

Be proactive and responsible for the whole process

Keep respectful and willing to learn attitude towards alumni

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Feedback notices?

Why people dont receive feedback?

why people suck at giving feedback

* Feedback flow:

Feedback giver:

before fb space:

set expectation

why u should give this feedback

in the meeting:

Am I saying it right?

Read emotion - are they listening?

be flexible

Afternoon: Prepare for fb again and again

Feedback receiver:

Before fb space: are u ready to receive feedback?

In the meeting: What am I feeling?

Let them finish their talk

Stop them if you want to

COACHING

Coaching model: The 5 A: Aspire-> Assess-> Anticipate->Act->accelerate-> (quay lai)

Asking the right question

1, Aspire: this stage is about forming a clear picture of what the person you are coaching expectation to get out of coaching

2. Asses: heightening the person’s awareness of their current reality and their current behaviours

3. anticipate: exploring various opportunities that may be available to move a goal forward and get closer to reaching the person’s idea vision

4. Act: guiding the person to execute their plan from the Anticipate stage. This is where the person is hold accountable for what they’ve agree to do

FEEDBACK PRICIPLE:

Must be done individually

must be done neutral base on behaviours

Can not be general, must be specific

Must be constructive

Not only negative, must have positive feedbaack about actions and behaviours

Importance things about feedbacking

The receptor must want to receive it, you can not foice a feed back to someone

The receptor must not answer or justify after he or she listen to the feedback

the receptor devide if wants to take or ot the feedback

Feedback bios

Beviour: need to give a positive or negative feedback about

Impact: how that behaviour or action impact u

Outcome: how that behaviour or action generated an outcome to the environment around

Suggestions: what can be improved for that action/ behaviour not happen anymore

FEEDBACK FRAMEWORK

why? fb is a process on the standards od Support system and team debrief. it’s essential for @ers go through a journey of discovering more things about him/herself to be able to develop where it’s needed the most

How? TL needs to evaluate his/her teammates baased on the @ values and competences other an LDA result. The evaluation need to be supported by facts so that clarifying example can be given. base on result, u should reinforce the high and positive evaluation anf give suggestion and set action plan for the low evaluation and set action plans for the low evaluation

What? add how u evaluate your member on the copetences and values from 1 strongly disagree to 5 strongly agree.

Spaces

+ Team Feedback: increases communication bw team members and support teamwork

+ Individual feedback: An individual feedback space needs to be comfortable, honest, clear and straight to the point. and make sure u tackle aspect related to performane and behaviour with clear example to be given and outcome expected

Format: Burger Feedback: Praise the parts you like, point out what needs to be improved, then round up by emphasising the good points and the positive result

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A fact about The cow factory and translate it to @ life

Everybody is striving for the same goal.

What is our end goal?

Face and fulfillment of humandkind’s potential

everybody is a link of the chain

2. Why we need to synergy

Working environment -> ensure function spirit

Effective process -> ensure S&D alignment

Marketing & CR< own the same end goal

3. What are the roles and responsibilities of each team?

4. How to synergy in the most effective way?

synergy working space

function synergy rountine

the mindset need to have

The purpose -> the rsci -> everything is mutal -> communication  (explain your feeling your thought and  reason)

be inclusive;  be empathetic; be proactive

The action need to take:

Tool update: timely and fully (to keep every one on the same page)

Communication: be ownership and utilize our channel (members are the most important layer to get the information of the function

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- F&L is the only function that does not generate revenue
- Legality Name (2019): Công ty TNHH Xã hội AIESEC Việt Nam
- Ms. Hong Gam, Ms. Hong Chau and Mr. Tuan Khanh are amazing
- Understand more about AIESEC way
- I, as an newbie of AIESEC, have an influence on AIESEC brand.

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- If my Fx want to invite Alumni to join an event, we have to contact AE
- Alumni Matching Process, have to follow the process
- AIESEC Alumni are so amazinggggg, wonderfullll
- We have to work professionally in a friendly way with Alumni

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I really like how the cow story can align with AIESEC. That’s really really excellent and brilliant. Along the way, I did laugh at some memes : D

I will conclude my learning point in one sentence

“No synergy, No consistent event”

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- Content is nothing without context
- 3 steps of content building: context defining, alignment process, agenda building
- Guest/Faci working process: Why him/her/them -> Invitation Letter -> 1st meeting -> Follow-up&Support ->Rehearsals -> On-site buddy -> Follow-up after event
- We are here to grow, dont be afraid of failures
FAILURE IS THE MOTHER OF SUCCESS RITE?

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A. NEGOTIATION SKILL:
1. Definition:
- Meeting: an occasion when people come together to discuss or decide something

- Pitching: aiming or directing a product or service at a particular group of people
- Negotiation: formal discussion between people who are trying to reach an agreement or a business deal
=> Negotiation meeting occurs whenever people cannot get what they want without other’s cooperation
2. Preparing:
- Understand products: USP, preposition
- Understand partners
- Prepare a question list: Build general question list; List your concern; Divide question list into a flow
- Set deal goal: Set best deal, worst deal & equivalent deal that fit to your partner
3. Leading a negotiation meeting:
Negotiation vibe - Building rapport:
- Don’t jump into presenting your proposal immediately
- Find common things between your and partner
- Ask partners to share their name, department or role in the organization, length of service
- Take it easy as a daily conversation!
Negotiation vibe - Communication:

Well-organized with points

Be confident with your points

Understand unique selling points of your produc

Don’t put AIESEC below

Key conversation to sense a deal:
- The outcome off partnership that they want
- Plan of partner
- Available budget of partner
- What you can do to deliver that outcome
- Benefits they prefer/ concern the most
- Past data of your ex-partnership
3. Controlling negotiation flow:
- Be proactive to ask:

Don’t ask “Do you have any question?”

Set a priority score for your question list

- Drive partner into the flow: Following your answer by another question
- Stay conscious with unexpected questions: Correct partner immediately if they misunderstand your product/points/deal...
4. Making a deal:
Best deal ( The deal you need the most): - - Tell your partner the reason you offer this deal

- Point out the most unique benefit of this offer
Accepted Deal ( The deal that fits your partner context and is acceptable to you)
- Mention it right after partner reject your best deal

- Partner may offer it themselves but don’t say yes easily

Worst deal (Partners have interest but don’t have enough budget; Partners only need few benefits)
- Define your need (do you really need this deal)

Eg: Inkind -> categorize into “must have”, “nice to have” items

When partners ask a lot about benefit package among deal option => Green light, catch it!

Some common rejected reason:

- Not have enough budget, only inkind available

- Customer segment
=> Revise your market research

- Don’t see the value from AIESEC => Revise your package

B. Basic sales process

1. Approach:

My objectives:

Spark partner’s interest:

Set a meeting (to have a better chance to demonstrate your product and collect business insight)

How to approach:

1. Direct phone call:

Tính chất: More direct + make company more mindful about our product + get faster response (VD: Hong bíc có cuộc họp vào thứ… đc hong => phản hôif nhanh)

Đối tượng:

- Gatekeeper (thư ký, lễ tân): ghét sales. Những ng có xu hướng từ chối, không biết những nhu cầu của công ty nên không thấy được lợi ích trong cái offer.

- Decision maker (boss): Có quyền qd, quan tâm đến những cái value. Nếu match sẽ care về việc product là gì, nếu đầu tư sẽ có gì in return. Nta sẽ biết doanh nghiệp cần gì.

Preparation:

- Chuẩn bị phone call

- Chọn giờ phù hợp: Time: 9-11 am, 2:30-4:30 pm; Place: quiet.
- Practice voice: Nhiệt tình thư giãn
- Mental: Be relaxed + là 1 representative + here to offer help and collaboration.
- Keep purpose in mind: Put through to DM, get contact in4 of DM (Phone no, email,...
- Techniques: Put myself in the role of a manager from a company + Name drop (tên của direct mana): dễ nói chuyện hoặc nta dễ đưa máy cho DM hơn + Use request sentence (a/c có thể chuyển máy cho anh A/B đc không? Dạ vì việc này rất quan trọng…) + nhấn mạnh tầm quan trọng của tt muốn truyền tải + chỉ đề cập đến product khi bị hỏi

Cold call:

Post-preparation:

- Purpose: schedule a sales meeting
- Hiểu rõ về values có thể offer.
- Define what is in common btw @ and the DM
- Không nên chỉ chú ý vào duy nhất 1 DM. Vì 1 công ty sẽ có nhiều phòng ban, và ng này không đồng ý ko có nghĩa cả cty đều không đồng ý.

1. Email: Bao gồm nhiều tt hơn, cho nta consider,

Opening: giới thiệu bản thân

Body: The points that partner aligns with @; Introduce briefly about our projects + proposal/ portfolio.

=> CUSTOMIZATION IS THE MOST IMPORTANT THING!

Closing: Chúc

Những điều cần lưu ý:

Spaces between paragraphs

Use bold text with names, time, venue, important information,...

Use hyperlink and/or attach files

Use @ mail

Be updated (tất cả mọi thứ về project trước khi approach)

The whole email can be seen without having to scroll.

Những lỗi phổ biến:

Quên đính kèm proposal

Copy t nguyên template mà không check kỹ

Nếu gửi quá nhiều email với các content giống hệt nhau gửi cho nhiều người thì nó sẽ là màu tím.

Trong email sử dụng tối đa 2 màu chữ và 2 font chữ

Quên remove logo của MAILTRACK

1. Linkedin:

Là 1 dạng bài post

Opening: Title, có lời chào,..

Body: Các thông tin cơ bản nhất về event

Closing: Cảm ơn + Chúc

Có thể có hashtag nếu cần

Insert an image

1. Proposal & Portfolio

2. Proposal:

Definition: Đề xuất hợp tác. Là một đề nghị bao gồm nội dung hình ảnh kế hoạch dự định làm để trình bày cho partners.

Proposal flow:

CẦN NẮM RÕ PROPOSAL

Introduce the projects -> Sau đó có thể hỏi không bt trc nay bên mình đã từng tg dự án như này/ hoặc có hứng thú với phương án truyền thông như này không???

Quyền lợi và vai trò hợp tác :

Parnership package:

- Pricing framework: Mỗi lần branding sẽ pricing lại giá cả.

1. Meeting:

Pre-meeting:

“By failing to prepare, you are preparing to fail”

Phải học thuộc làu product của mình…. Trước mỗi meeting phải học thuộc proposal trước. Nếu meeting offline thì mang theo bút và sổ, nghe xong note. Ăn mặc trang trọng một chút. Meeting online hay offline thì phải đúng tg, trước tg càng tốt.

Học về AIESEC Understanding, product, partner, get-to-know

Meeting:

Follow up:

Meeting minutes: within 1 day (để gửi đối tác): Bản docs ghi nội dung 2 bên vừa thảo luận (kể cả những concern của partners…)

Follow up next steps: Sau khi gửi báo cáo. Mỗi ngày vào update thông tin dự án: VD bh dự án đang tuyển các bạn CTV, dự kiến tuyển n bạn trong 1 tuần/tháng,...

Close deal: Chốt đơn.

1. Contract:

2. LC Making contracts:

LC members making the contracts using the default template

Send to the partner to approve and adjust

Partner confirm contract via email → nhiều khi chỉ cần cf qua email thui cũng có thể deliver quyền lợi

1. LC sending to legality email:

LC members sending contract to MC via legality.aiesecvietnam@gmail.com (cc TL + VP của function mình, ko cc cho bất kì ai trong MC)

MC double checks the contract and requires LC member adjust

1. MC Processing contracts:

MC sign contracts

MC check podio → mình phải chỉnh podio thành partnership

1. MC returning contracts:

Send back contract via email or ship trực tiếp

Chỉ dùng contract ký giấy (bất đắc dĩ mới dùng chữ ký điện tử)

Up cả contract lên Podio

Nếu contract là urgent thì ghi urgent vào tiêu đề mail cho MC

MỌI PROCESS ĐỀU CC MAILCHO TL/ VP (If the partner is international)

PODIO USAGE

1. What:

Nó sẽ là nơi record lại past data, past experience

Tăng độ transparent, độ hiểu biết các công ty này có làm với LC khác hay chưa, hay đang partnership với các LC mình không?

Là công cụ cho MC track và đảm bảo làm việc đàng quàng với các external business.

1. Podio Structure

Account manager (AM) - Mỗi team chỉ được nhiều nhất 2 account AM

Cần thêm email/ phone no/ link facebook của mình

Add tên Team (ER Team). Nếu là Alumni và former salesman thì sẽ bị removed

Một công ty là 1 account trên Podio, và nó sẽ ghi hết tất cả các thông tin về doanh nghiệp

Để tên là FTU HCMC

Mỗi một account như vậy chỉ được có 2 team thôi (2 ng YE, 2ng ER)

Naming rules:

Tên được biết nhiều nhất

Tìm công ty/ đối tác

Nên để thêm vị trí branch

Updating account:

Cuối tuần đều update account lên Podio

1. The salesman qualities:

Resilient

Customer-centric

Agressive

1. MR Process:

My objectives:

- Define your prospects:
- Know what you can offer for each company
- Have an idea about how to approach and what to communicate.

3 main objectives:

- Employer branding
- Product Branding
- CSR: đầu tư vào xã hội
- SME:

Cần nguồn nhân lực

Cần promotion

Channels to MR:

SME: Doanh nghiệp vừa và nhỏ

The most potential time span for a company: 6<n<12 (months)

1. DM contact point hack:

Which: Social media accounts, Email, Phone number.

DM’s email:

Find the full name & position of DM (Linkedin: Go to company Linkedin -> Search tab people/ Legality check sites: Tên cty + mã số thuế: masothue.com, thongtincongty.com/ Company websites: Find the email domain - sau chữ @ -> define email format - for a staff - of the company/ Hunter.io: Gõ domain => search emails of people with that domain => define the email format/ Email ID checher/)

Email guessing & verification:

DM’s phone no

Tên công ty + Manager/CEO.

Stark các công ty (có lượt like ít) - vào xem ng like/ share - tìm DM

Nhắn tin hỏi email cho các fanpage giáo dục (gv là học viên)

Linkedin: Nếu mình mở rộng network vs các DM, nó sẽ suggest cho mình các DM, và khi connect r thì mình sẽ có thể biết được tca các contact của ng này. (bấm connect). Ban đầu connect vs @ers hàng VP, nta có thể cháp nhận có thể k, nma đó là 1 cách để mở rộng network.

1. Sales working space:

Là sheet mn work nhiều nhất

Đọc guidelines

SOP: Là time bound follow khi sales

Prospect tracking: update account

Venue market research:

Venue criteria checklist

Conversion rate: tỉ lệ approach DM/ Aproach acc/ account collected

Meeting notes

Segment tracking: Cuối phase analyze lại

Acc management

Important notes

C. Segment Understanding:
1. Why SA:
- Define potential markets to navigate in a purposeful way
- Better understanding the different needs of each segment in order to offer the right offer and have a better chance of getting partnership. VD: customize offer sau khi MR. Tuy nhiên MR nhiều khi thông tin quá nhiều => analyse lại để chắc chắn hơn nên offer điều j
- Support for package building and pricing. VD: Đọc past data cảm thấy nó có thể là segment lớn, hợp tác gói lớn => nâng pricing để có thể thu về tốt nhất cho LC.
2. Tool:
Update fully and follow the guidelines exactly, everyone will see the efectiveness of what you are doing.
Đọc notice:
- Ô xám nhạt chỉ đc insert 1-2 hàng nưac thôi
- Ô có order, dấu x phải insert note để xem nó là gì
- Meeting nên là về project/ chốt deal
Segment Analysis
1. Why:
- Put on right place on sheet and easy to track potential partners
- More understanding of insight segment (specific characteristics, type, need,..)
- Better offer for partners. VD: Partner logistic: Offer quyền lợi về tuyển dụng
2. Some types of segment definitions:
- Logistics: cty kinh doanh về vận tải/xuất nhập khẩu
- Education (chứng chỉ): trung tâm/công ty dạy ngôn ngữ thiên về các chứng chỉ như IELTS, TOEIC
- Education (tư vấn du học): trung tâm/cty hỗ trợ tư vấn, làm hồ sơ du học, xin học bổng du học
- Marketing agency: cty làm marketing cho các cty khác
- SaaS (software as a service): cty kinh doanh cung cấp phần mềm, website cho doanh nghiệp để duy trì hđ
- Technology app: các app ứng dụng phục vụ cho đời sống
- FnB: cty kinh doanh về ẩm thực, đồ ăn, thức uống
- IT: cty kinh doanh, cung cấp dịch vụ công nghệ thông tin cho doanh nghiệp
- Cosmetics: cty kinh doanh mỹ phẩm, son phấn
- Education (skillset): cty /trung tâm dạy kỹ năng lãnh đạo, nói trước đám đông
- Business service: cty cung cấp dịch vụ cho doanh nghiệp (trừ vận tải, tư vấn, mkt)
- Education (technical knowledge): cty /trung tâm dạy kiến thức ngành nghề, vd học tài chính, design
- Education (language): trung tâm dạy tiếng trung, nhật
- Consulting: cty cung cấp dịch vụ tư vấn cho các cty khác
- Fashion: cty liên quan đến quần áo, sự kiện
- Accessory: cửa hàng bán lẻ (sách, vpp)
- Health care: trung tâm sức khỏe, nâng cao thể chất con người (spa, nha khoa)
Segment defining
1. Past data
- Đã từng sales segment nào cho project nào?
- Result của segment focus cho project đó ra sao?
2. Project information
- Timeline đi sales?
- Target audience?
- Topic overall của các project sắp tới
3. Context
- Context hiện tại là gì?
- Scenario online hay offline?
- Project focus sales sắp tới là gì?
4. YE Sales
- Edu (chứng chỉ): có partner, dễ ra cash, định hướng tương lai
- Edu (du học): ít potential hơn chứng chỉ, tâm lý hướng ngoại, tỉ lệ du học cao
- Edu (skillset): nhu cầu public speaking, mkt, language ít data hơn skillset

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- Better understanding of the Bluebook, Brand Communication Guideline
- Some important notice about the logos, watermark, Blue man like ko đặt logo và Blueman chung 1 material
- We are not allowed to change the font, be aware about the color
- Understand about the PR working process (avoid brand violation)

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Who is alumni?
- Full member, 12 months active, follow leaving process
- AE Toolkit:
+Help Standardize working process when engage with Alumni
+ Ensure Alumni's experience is still good
+ AE control system: each fx has folder and will update fully in the sheet and aware AE buddy to support
- If we violate, we will receive punishment
- Gì liên quan đến Alumni cũng phải aware cho AE

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1.1 BD Training
#1 B2B Sales in BD

Amplifying @ impact by connecting @ with like-minded organization (win win relationship)
- Mình cho họ Benefits (đăng bài HTTT)
- Họ cho mình Cash, in-kind, value
Salesman Quality
# What do you need when being a salesman
- Resilient
- Aggressive
- Customer Centric

cần 8-15 approach với doanh nghiệp để set meeting
cần 3-7 meetings để ra official partner

Aggressive Culture thể hiện ở chỗ
- Aggressive in following up account
- Aggressive in signing contract
- Aggressive in implementing

Save: số tiền tiết kiệm đc, vd 1 cái venue sale đc 10 triệu mà người ta discount xuống còn 5 triệu thì save đc 5 triệu cho LC
Cash: tiền mà partner chuyển vào tài khoản của LC

# Basic Sale Process
Pre-sales
-Trước khi đi sale phải đảm biết info cơ bản, event tổ chức ở đâu, target audience là ai
-Build quyền lợi dựa trên khả năng mà mình có thể deliver, tìm thêm quyền lợi hấp dẫn cho partner
-Hit list building, tìm ra những partner potential bằng cách market research
-Sale materials: phonecall script, meeting scripts, proposal, porfolio

Sales
-Approach via phone call&email
-Meeting
-Follow up: Partner cần thêm thông tin về event thì phải về synergy để gửi lại cho partner
-Contract
Post-sales:
-Partnership Delivery
-CRM

#2 Market research
Market research is the key!
Companies want to cooperate with us due to 3 maine objective
- Employer Branding
- Profuct Branding
- CSR (Cooperate Social Responsibility) trách nhiệm xã hội của doanh nghiệp, điều kiện bắt buộc doanh nghiệp phải có để tồn tại

Market research steps
1. Search for company
2.Check Podio
3.Research Potentiality
4.Find DMs' Contacts
5. Other info

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Brand & Legalities:
It's vital to protect AIESEC's brand.

"Brand is what external perceive about an organization".

Every one of us is an ambassador for AIESEC. It is our responsibility to communicate and behave nicely :') Bì cớt everything we do and say affects AIESEC (it's the power of WOM).

It took AIESEC a lot of time and effort to change our organization's name to AIESEC. So it's good to appreciate it.

Finance Process:
"You can't sustain any social impact unless you're making money"

"Sustainable AIESEC is a profitable AIESEC"

Finance is important for every organization.

It ensures the needed quality of any events.

It is essential to keep MoCR at 6 or more.

And why FnL doesn't recruit newbies, tại nguy hiểm quá...

AIESEC Essence:
How Leadership can be developed in everyone.

How  AIESEC can help us develop. And we should let AIESEC to :')

Leadership can be handier than any technical skill.

Workload, time management, and how to fully enjoy our newbie journey  :')

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BRAND
Brand is what  external perceive about an org
What we communicate & what we truly demonstrate
CONSISTENCE & CONTINUOUS through every channel

What affects Brand?
Color Logo Key message Shape Font Ambassadors

The people talking about it - AIESECers
How can AIESECers do can affect the brand?
- the power of mouth -> external know about @ers through the people in it
Finance Process:
"You can't sustain any social impact unless you're making money"

"Sustainable AIESEC is a profitable AIESEC"

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Because EVERYBODY IS STRIVING FOR THE SAME GOAL, we work together in a process and EVERYBODY IS A LINK OF THE CHAIN → Synergy is needed.

Synergy brings the team together, to be more empathetic, and to have a chance to acknowledge how hard other parts of the team are working.
To understand the role, responsibilities & struggles faced by others and try best to seek the real reasons behind any of their problems.

→ Together we raise problems and struggles and solve them → Solution-oriented.
Inclusiveness: no one is left behind, the process needs the whole team so it's important to include other members too → head to the end goal, which is Peace & Fulfillment of Humankind’s Potential.

In brief, WHY synergy?
- Working environment => Ensure the function spirit

- Effective process => Alignment

- Head to the same end goal.

Synergy effectively by: check out Synergy working space.
- Stick to the Synergy routine: non-peak & peak.

Nice-to-have mindset: Synergy is for both sides. Do it as you feel the need. We are one function, not just separate teams. Communicate & Be humans with each other → BE INCLUSIVE, BE EMPATHETIC, BE PROACTIVE.

Nice-to-have actions: Tool update & Communication.

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MyAnh - Content writing training by anh Dang Thai Son

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MyAnh - Content writing training by anh Dang Thai Son

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1. PR & Advertising:
- Hướng sự quan tâm của người khác đến một chủ đề brand mong muốn.
2. AIDA model
- Attention: thu hút người khác đọc
- Interest: làm cho người đọc thấy thú vị-đọc tiếp
- Desire: Tin vào thông điệp
- Action: thực hiện hành động liên quan.
3. Tone & mood
- Tuỳ vào đối tượng khách hàng để sử dụng từ, tone & mood
+ young, informal/formal, funny
+ inspriring, informative.
4. Steps for content writing
- Phân tích: Mục tiêu bài viết ? đối tượng thu hút (vấn đề, mong muốn,..)? solution ? điều làm solution của mình khác biệt?
- Lên outline theo AIDA model
- Chọn tone &mood
5. Influencing content
- Chọn tone & mood phù hợp.
- Interest và Desire: chân thật, trải nghiệm, suy nghĩ của bản thân.
- Những sự thật nổi bật của event.
- Không để footnote trống không

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My learning points:
- know how to create motivation by understanding which kind of people we are when doing tasks:

+ type 1: hesitator

+ type 2: perfectionist

+ type 3: anachirst

My type is type 3 so I will try to crack down all tasks and make it easy to do.

- know how to allocate tasks (priority):

+ understand workload

+ understand yourself

I have three big scopes in my life (for now): Study, Work and Life. I am truly a night owl and I feel myself in the best mood in the evening. So I will allocate important tasks (Study and Work) in the afternoon and evening. Most of the tasks related to Life (Cleaning, Cooking) will be done in the morning.

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Sheet management is self management.
Dealing wiht time/tool management is a running journey of a monkey
1st phase: make PRIORITY
- Understand yourself, define productive hours
- First do high-value and high-energy tasks, then follow up by low-value and low-energy tasks
- Make a sheet Energy - Focus - Motivation
2nd phase: Pull&push motivation
- Understand your workload: Role, Category, Task
- Define what are the task within each category that must occur
- Organizing your task into different scopes
- Motivation:
+ Hesitator: trust yourself, ask for help, understand criteria
+ Perfectionít: ask for feedback, accept ypur strengths and weaknesses, task categorization
+ Anarchist: link personal interest, motivation to start
- Instead of finding a motivation to start, find a motivation to achieve
3rd: Be focus, avoid DISTRACTION
- instant gratification monkey: easy and fun
- rational decision-maker: make sense
- Green space:
+ Entertainment
+ Recreation
- The 2 minute rule
- Tool becomes nonsense if you keep compromise with yourself
- Time management is self management

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Feedback 1

OEBC model

Observation

Effect

Break

Concrete solutions

Feedback flow

Feedback giver

Before

Set expectation

Why you should give this feedback

During

Am I saying right?

Are they listening?

Be flexible

Feedback receiver

Before

Are you ready to receive feedback?

During

Your feeling

Let them finish their talk

Stop them if you want

—-> practice

Coaching

The 5 A's coaching model

Aspire: get clear what the person you are coaching expect to get

What would you like to accomplish in the next month?

Are you still comfortable with the goals and activities you have set?

Assess: tell them their current reality and current behaviors

How would you describe your activities last month?

How do you feel right now?

Anticipate: opportunities that may be available to move a goal forward

What do you think needs to change to accomplish your objectives?

Make a list of 10 ways to accomplish your objectives.

Act: execute plan

List all actions necessary to accomplish your goals, then prioritize

Do you need help?

Accelerate

Note

Don't say thing you not sure

Practice

3 circle of change

Identity

Processes

Outcomes

Key message

Understand yourself and other

Ensure both sides are accepting the fact that mutual agreement is non-negotiable

Knowledge

FEEDBACK 2

Rules:

Must be done individually and in the proper space

Must be done neutral based on behaviours that happened, not on pre-judgments

Can’t be general, must be specific to actions or behaviours that can be improved

Must be constructive, otherwise it becomes just critics. Propose solutions.

Not only negative, you can have positive feedbacks about actions & behaviours

Important things about feedbacking:

The receptor must want to receive it

The receptor must not answer or justify after he/she listens to the feedback,

because no matter what, if the feedback is being made it’s for some reason, that

action or behaviour somehow bothered someone, so the receptor must at least

reflect on his/her actions.

The receptor decides if wants to take or not the feedback, but the important is

that there is always a reflection on the feedback.

Feedback BIOS:

Behaviour

Impact

Outcome

Suggestions

Feedback 3

Team Standards Context

Why?

Feedback is a process on the standards of Support System (performing phase) and Team Debrief (closing phase).

An AIESECer receives Team Standards => leadership qualities can be developed on the long run,

=> it’s essential that this AIESECer goes through a journey of discovering more things about him/herself to be able to improve & develop

How?

1. Structure what needs to be said (The thought process gone through should not be shared with anyone)

2. a Team Leader needs to evaluate his/her team member based on the AIESEC Values and Competences, other than the LDA results.

*Note: evaluation needs to be supported by facts => clarifying examples

Based on the results ->  reinforce the high and positive evaluations, give suggestions => set action plans for the low evaluations.

Follow up on plans set => see evolution of members on meetings quarterly.

What?

Use Feedback Tool to structure the feedback

On it, add how you evaluate this member on the competences and values, from 1 (strongly disagree) to 5 (strongly agree).

Pick the ones that turn green to be used as factors of appreciation, and the ones on red as points for attention with a way forward.

The section for LDA results should only be used for the closing feedback.

Spaces

TEAM FEEDBACK

360-degree feedback: not just your Team Leader but your peers and direct reports and sometimes even customers evaluate you.

Receive an analysis of how you perceive yourself and how others perceive you => analyse your own personality from an outsider's perspective.

=> increases communication between team members and supports teamwork by involving everyone in the development process

INDIVIDUAL FEEDBACK

Criteria: comfortable, honest, clear and straight to the point.

needs to be prepared beforehand -> show respect to all the individuals. When doing so, make sure you won’t silverline what you want to say, but at the same time you’ll be empathetic.

tackle aspects related to performance and behaviors, with clear examples & expected outcome

Format:

Burger feedback format:

Particularly useful for giving feedback on a project:

1. praise the parts you like,

2. point out what needs to be improved

3. round up by emphasizing the good points and the positive results that your suggested improvements will have.

Notice: Point out concrete examples of where they’ve gone wrong, then suggest how they can improve in clear terms => key to making your criticism constructive.