3. Key Questions
1. Do you know who are your good customers(not
only national account)? Do you have account list?
2. What are you doing with your top accounts?
3. Do you have good reason for partner to up-sell?
4. Do you proactively replicate success in the same
segments?
5. Who are good customers?
1. Have an account list(not only national accounts,
but also local accounts)
2. Identify your great accounts
Partners who provides
most valuable experiences
Partners who has
most potential to grow
6. Step 2: Give your customers a
reason to take more
7. Give your customers a reason
to take more
1. Develop benefits for partners to take more
2. Package your product
Case 1: In US, only if partners take more exchanges, they
will get the employer branding benefits.
Case 2: In Mainland of China, national exchange partner
have special delivery process.
Case 3: In Czech Republic, if partners take more than 5
exchanges, they will get 10%-20% off. They will also have
pre-selection service.
Reception
Sourcing & Visa &
Promotion and
Matching Legality
Housing
9. Plan and execute up-scaling activities
1. Set goal for partnership up-scaling
2. Solve MC-LC conflicts in accounts
3. Arrange national/local account visit for partnership
review and up-scaling
4. Collect endorsement and testimonials and use
them in future sales
5. Recognize re-raise result
Case: In Czech Republic, MC visits the most important
local partners and support LCs to upscale. They develop
long term development plan for the partners. NST also
coordinate and support the delivery of those partnership.
11. We want to give practical support to national and local sales.
With the finalized top 100 partnership list, we will
-Collect endorsement and testimonials from them and share
with the network to upsell in other countries
-Support in upscale in TN country
-Global recognize top partnerships of AIESEC
Hinweis der Redaktion
Put set goal somewhere
Put set goal somewhere; conflict. Put somewhere
A typical sales force has a clear majority of “core performers, a small but elite group of starts, and a group whose performance trails.
A typical sales force has a clear majority of “core performers, a small but elite group of starts, and a group whose performance trails.