1. iGIP Market
Research Strategy
MENA REGION – GST OUTPUT

2. What is Happening with iGIP in MENA?
500
450
400
350
300
250
200
150
100
50
0
TNs Raised
2009
2010
2011
2012
2013

3. Organisational Value
Market Value
Individual Value

4. Our Value in the Market
Long-term leadership pipeline
and impact on the world
Competitive talent advantage
for tomorrow
Short-term talent gap solution

5. Our Value for the EPs and Our Members

6. The Story of AIESEC in
Spain

7. Organizational Value:
A young person witnesses
and contributes to
responsible and
entrepreneurial leadership
overcoming the environment
Market Value:
Individual Value:
Entrepreneurs can sell their A young member learns sales
products in international and delivery, and learns how
markets, survive, and support to contribute to society
Spain’s economy
through market solutions

8. To grow our product and develop leadership
in every experience we have to raise TNs in
meaningful industries where the EP has an
impact on the world.
How do we do that?

9. If you had 1000 AIESEC trainees coming to your country, in which
industries would you want to place them?
Because their experience would develop leadership.
Because they would make an impact on society.
Because our members would see their contribution to society.

10. Market Segmentation Process
Relevant Market Segment
Industry Talent Needs
In what industry
can you
develop leaders What are the
who will have a talent needs in
positive impact that industry?
on society?
JD that Develops Leadership
What can the
EP do that will
develop
leadership and
serve the
industry’s talent
needs?
Supply
Do we have
the EP supply
to fill this
need? Where
are the EPs
from, and how
can we match
with them?
BO Alignment
How do we
align our
marketing and
TC to sell and
deliver these
experiences on
a major scale?

11. Purpose Driven Market
Segmentation

12. Purpose Driven Market Segments
Startups /
Incubators
Egypt
Tunisia
Morocco
Jordan
Education
Egypt
Tunisia
Morocco
Jordan
Tourism
All the Region

13. Relevance of the Industry
 This Industry has a specific need of Talents, Yet its not on of the preferred destinations for youth
or fresh Graduates.
 This industry is considered as an Economical Focus for most of the Governments in the MENA
Region due to the current state of market saturation from Talents.
 The immense increase in Unemployment Rates in Several countries within the Region requires a
lot of new companies entering the Corporate Market (Entrepreneurs), so it’s a Societal/Country
Need at this point of time.
 The Startups are finding a huge competition in acquiring talents from the youth pool, most of the
youth would prefer a more stable job within the Corporate market.
 Start Ups are facing a lot of challenges in penetrating markets within their countries, They might
need International Exposure for their Companies and trying to penetrate other markets outside
their countries.
Startups & Incubators

14. Some Facts
 The Network of Startups are usually very attached within different countries, they
manage to help each other through networking events & sharing different resources
, Its easy to build up a strong brand in this market through referrals and word of mouth.
 Most of the Startups in the MENA Region now are very oriented towards Technology
and Specifically information Technology.
 New Projects and Startups are closely watched by Big Corporates and Investors, They
Usually buy it at the latest stages of their development, which means that This
companies and iGIP can grow along the way with each other.
 Usually the Decision Makers within this market are the CEO or General Managers or
Owners.
Startups & Incubators

15. Some Facts
 Startups usually have very basic Structures and Capacity similar to SMEs ( 8  25
Employees), That’s why you can easily reach the decision makers within this market.
 Incubators in this market play a very important role in activating Startups and guiding them a
long the way to establish their companies.
 The Incubators Segment mainly provide the following types of support to Startups:
1- Supporting the Startups Legally to establish their presence within this market.
2- Supporting the Startups Financially in different areas.
3- Supporting the Organizational Development in terms of Human Resources, Organizational
Structures, Product Development…etc.
 Mostly these Startups are running on low budgets, however Startups at their latest development
stages or in the early stages of becoming a strong healthy organization are financially wealthy.
Startups & Incubators

16. Creating LEADs
 Creating LEADs in this market is usually very easy because Entrepreneurs are interested by
nature in new Ideas and innovation, Also they are highly exposed to different
Social/Corporate Networks.
 Reaching out Incubators will make your job quite easy to reach out these Startups, since one
Strong Incubator would incubate an average of 50 Start ups per year, Accordingly they can
guide you to reach out Recent and Previous Startups as well.
 The Entrepreneurial Mindset in different countries will be quite receptive to our product and
our Value propositions.
 Networking Events is one of the Main Channels to reach out LEADs in this market.
 Capitalizing on Alumni within these market, Usually a lot of the Alumni are engaged with this
Market segment
Startups & Incubators

17. Sub-Products & Value Proposition
Marketing
- Main Value Proposition
Supporting the Company in
expanding its reach locally or
internationally by enriching their
marketing departments with the
needed Talents.
- Talent Needs
Marketing & Advertisement.
Digital Marketing
Startups & Incubators
Information
Technology
- Main Value Proposition
Supporting the Companies with
strong IT Talents That will enable
the company to grow in its field.
- Talent Needs
Website
Development/Management
Online Portals Development
Mobile Applications.
Market Research
- Main Value Proposition
Helping Organization in
penetrating a new market and
to expand markets abroad if the
Local Market is not that
receptive for their products.
- Talent Needs
Market Research & Evaluation.
Market Understanding

18. Leadership in These Experiences
 The Startups segment is going to deliver one of the most intense & Challenging
Experiences for the EP. In such Environment that EP will be able to develop a lot
of Leadership Skills.
 The EP in this segment would feel his direct contribution to the company and the
society as well.
 The amount of innovation, hard work, persistence & Leadership Traits required in
such Challenging Market and Working Environment will drive the EP to go
outside of his/her comfort zone frequently, Which will develop a lot of Leadership
Traits.
Startups & Incubators

19. Network Supply
Economics
Brazil
Poland
Canada
Colombia
Romania
Mexico
Tunisia
United states
India
Ukraine
Marketing
49
43
39
28
26
26
25
24
20
20
Startups & Incubators
Brazil
Poland
Mexico
Colombia
Romania
Tunisia
Egypt
India
Canada
Spain
IT
172
144
121
116
97
90
89
84
82
62
Tunisia
India
Brazil
Colombia
Mexico
Poland
Egypt
Morocco
Romania
Canada
158
87
85
82
58
57
56
50
43
32

20. Challenges
 Financial Status of these organizations at their Early Stages.
 Organizations are attached and connected in this market segment, which means we need to
deliver our promises, other wise we would easily leave a negative impression in this market
segment.
 This Market segment did not yet reach a mature stage in terms of Capacity and
Competition, however its growing a lot lately across the region.
Startups & Incubators

21. Delivery Precautions & Leadership for TN-Taker and EP
 Very Clear Value Propositions need to be communicated to the Prospect accompanied with
the ROIs, due to the Financial budget people will think twice before Investing in such product
unless the ROI and the Value propositions are very clear.
 Building up international Relations assuring the Supply for TNs in this market segment, Ensuring
the delivery.
 Special Financial Packages need to be done specifically for this market segment.
 Sales Representative need to communicate the purpose behind our approach and focus on
this market. Highlighting the Connection between this market, the society and the Leadership
we want to develop.
 Assuring the Quality of the JD and the Challenging Working Environment that EP will be
exposed to.
Startups & Incubators

22. Questions or Doubts for this MarketProduct Strategy

23. Relevance of the Industry
 The Education System is one of the Weakest Pillars in the MENA Countries Communities
(Egypt, Tunisia, Morocco, Jordan & Algeria).
 There is a huge gap between the Education Delivered to youth and the Current needs
within different markets.
 Education is the right place to invest in, develop and improve, since it’s the backbone
of any Society or Community.
Education

24. Some Facts
 The Educational Systems (Curriculums) are in place for decades with very slight
updates and development. The Current Education system adapt weakly to the
evolution in Technology.
 Governments and countries are focusing a lot in improving and developing the
Educational system.
 This market segment is very competitive, Mostly competition drives organizations to
innovate and embrace new ideas that will acquire them the edge among their
competitors.
 International High Schools within this market segment commonly have high student
capacity (800 + Students)
Education

25. Some Facts
 The majority of Pre-schools (Nurseries) along with International Schools have high
budget, and are capable of investing in the GIP Product.
 The Decision makers in this market segment are usually centered around the
Principal or the General Manager of the School.
 Usually the Decision maker for the pre-schools Market segment in the Owner or
General Manager.
 We are aiming to Focus on the following Segments within this Industry
1- International Schools.
2- Quality Pre-schools.
3- Learning Centers.
4- Universities.
Education

26. Creating LEADs
 Generating LEADs in the Market segment is pretty Easy and simple. Basic online Research
would lead you to most of the prospects in this market segment.
 Schools and pre-schools highly exposed to the Society (Family, Friends, Team mates…etc.)
 Showcasing previous successes with other partners in the same market segment is critical, the
market is competitive and Organizations wouldn’t like to be the last to acquire such Edge.
Education

27. Sub-Products & Value Propositions
Teaching
- Main Value Proposition
Teaching a specific demanded language within specific
markets, aside with teaching the teachers new teaching
methodologies and introducing modern education concepts.
- Talent Needs
Teaching English.
Cultural Education.
Education
Guidance
(Psychology)
- Main Value Proposition
Directing Teachers on the best way to educate
students, Updating the Parents about the Child’s overall
Behavior and guiding them, to provide the child with the
best raising environment.
- Talent Needs
Phycology
Counseling & Guidance

28. Leadership in These Experiences
 The EP will not only be working on teaching students but also on teaching
teachers how to teach with modernized and creative approaches.
 The EP will be taking part in changing the Education system and techniques in
the Country.
 The EP would also guide the parents on how to provide their child the best
environment.
Education

29. Network Supply
Teaching
Tunisia
Poland
Brazil
Ukraine
Romania
Mexico
Colombia
India
Germany
United states
Child Education - Phycology
97
96
86
68
62
60
58
50
47
47
Education
Poland
Ukraine
Brazil
Tunisia
Canada
Romania
Mexico
Germany
India
Russia
79
64
62
58
51
46
39
34
34
33

30. Challenges
 The Capability of the TN Taker to provide a strong Job Description that develop
Leadership in the EPs.
 The Market openness to integrate the idea of teachers teaching other
teachers, introducing new concepts and ways of education.
 Not all of the market is capable in investing, we need to be more focused to reach out
specific type of Organizations in this market.
Education

31. Delivery Precautions & Leadership for TN-Taker and EP
 Setting Expectations with the TN Taker to assure the delivery of a JD that provides
Leadership development.
 Building up international Relations, aligning the supply with the Job Roles and the
specific needs.
 Communicating very clearly the Value Proposition of the product and the ROI on the
organizations and society.
 Emphasizing on our purpose behind approaching this specific market segments with
these concepts.
 TN Taker need to be aware that the provided talents Native Speakers, however they are
excellent speakers with no accent issue.
Education

32. Questions or Doubts for this MarketProduct Strategy

33. Relevance of Industry
 This Market segment has been one of the most important sources of income several
governments, It creates a lot of Job opportunities.
 This Market has always been one of the main focuses for Governments in the Region, It has been
struggling recently with different societal moves, International Media & Safety Concerns.
 By Helping this market to start growing again, we would have a huge contribution to the overall
countries’ development.
Tourism

34. Some Facts
 This Market is very huge in terms of number of companies & Capacity of operations.
 It was perceived to be the most healthy markets in the region previously, since it contained
different Organizational clusters (SMEs, Startups, MNCs, Big Corporates)
 The Structure within this market is pretty diverse depending on the company size, Startup from 5
to 20 Employees, SMEs from 15  50 Employees, MNCs 50+ employees, Big Corporates from 50+
employees.
 Usually Decision makers in this market are the General Manager, Operations Manager / HR
Manager, Owner / CEO. That’s Depending on the Organizational Maturity and Size.
Tourism

35. Some Facts
 A lot of SMEs used to take place in competition within this market, the Market was pretty
competitive, Accordingly they will be constantly searching for innovation.
 Currently several Governments are investing a lot and allocating several resources for this
market to get back on track.
 Recently This Organizations are struggling a lot to maintain their profits / growth, hence most
of them might be running on low budgets.
 The Tourism Market has very clear 3 segments:
1- Inbound Tourism.
2- Outbound Tourism.
3- Hotels & Leisure
Tourism

36. Creating LEADs
 The companies within these markets are highly exposed to the society, since that’s
one of their main channels and sources of income.
 Only Basic Online Research is required to access a huge data base for these
companies with phone numbers and Addresses.
 Referrals from Alumni and Partners is essential like the rest of the Market-Product
Strategies.
 Hotels are very easily reached, even the Decision makers in this market(The Product
is Very appealing to them)
Tourism

37. Sub-Products & Value
Marketing / Sales
Propositions
Information
Technology
- Main Value Proposition
- Main Value Proposition
1. Exploring and expanding the company’s pool of
clients.
2. Introducing different tourism packages that
would be more appealing to the new pool of
clients.
Talent Needs
Marketing
Sales
1. Developing and Enhancing
Websites for Tourism Companies.
2. Developing online platforms that
improve the interaction and
accessibility between the company
and its pool of clients.
- Talent Needs
Website Development.
Online Portals
Tourism

38. Leadership in These Experiences
 The key challenges currently there in the market would drive the EP to develop a
lot of his/her leadership traits and behaviors.
 The EP will be contributing to the development and improvement to one of the
most important markets in the country, Hence having a direct contribution to the
Society improvement.
 The EP would be working in a very intense and challenging market, that is very
competitive and has been struggling lately.
 The EP would be introducing solutions to expand the Companies pool of clients.
Tourism

39. Network Supply
Marketing/Sales
Brazil
Poland
Canada
Mexico
Colombia
Romania
Tunisia
India
Spain
Argentina
77
67
55
50
50
45
38
38
35
29
Tourism
Tourism BR
Poland
Romania
Tunisia
Colombia
Ukraine
Mexico
Brazil
Czech republic
Argentina
Germany
Information Technology
35
21
21
20
20
19
15
12
12
10
Tunisia
India
Brazil
Colombia
Mexico
Poland
Egypt
Morocco
Romania
Canada
158
87
85
82
58
57
56
50
43
32

40. Challenges
 The Financial capability of the Organizations at this point of time to invest in the GIP
product, unless a very clear ROIs were there for the organization.
 The Market openness to receive and implement the concept of Recruiting International
Talents to help in expanding the pool of Clients across the Local or international market.
Tourism

41. Delivery Precautions & Leadership for TN-Taker and EP
 Making sure of the JD Quality, along with the challenges that are already there in the
market.
 Building up international Relations, aligning the supply with the Job Roles and the
specific needs.
 Communicating very clearly the Value Proposition of the product and the ROI on the
organizations and society. (Expanding the pool of clients and bringing back one of the
top income resources)
 Emphasizing on our purpose behind approaching this specific market segments with
these Value Propositions.
 Special Financial Packages might be required, to be able to penetrate this market.
Tourism

42. Questions or Doubts for this MarketProduct Strategy

43. What purposeful GIP strategies am I recommending?

Enabling Incubators and Start ups through providing them with
the Talent Needed to grow.

Education Enrichment by introducing a new mindset and
different Approach of Education gained through our GIP.

Bringing back the Tourism Market (one of the biggest
Economical Resources in the MENA Region) on Track.

44. My Virtual Resources
Research
Creating LEADs

http://www.worldbank.org/

http://www.arabo.com

http://www.meed.com/

www.yellowpages.com

http://www.zawya.com/

www.Egyptbusiness

www.Wamda.com

http://www.tradearabia.com

http://www.thenational.ae

http://www.egypt-business.com/

http://www.slate.com

https://angel.co/ (Start ups in MENA Region)

http://www.forbes.com

http://www.bayt.com/en

http://www.bi-me.com/en

http://cairo.startupcup.com/

http://www.bayt.com/en

http://www.wikistartup.tn

http://www.greentechmedia.com/

http://www.flat6labs.com/companies/

www.UN.Org/en

45. My Other Resources
Partners
Businessmen
& Expertise
Regional
MCVPs
Alumni
GST Team

46. Do we have to change everything??
 No, don’t stop raising TNs
 No, you don’t have to drop your current market
– product strategy
 No, we don’t have to raise with only nonprofits, schools, and hospitals

47. Make specific
changes to
what we’re
doing now
Start doing
new things to
build a
purposeful
GIP program

48. How to Change What You’re Doing Now
 Choose which of these market – product strategies you want to
implement in Q1
 In the JDs your EPs are currently doing, add activities that develop
leadership
 Ensure TN-takers understand and want to co-deliver leadership
experiences
 Embed purpose into your sales member education, your marketing, and
your sales process

49. Market – Product Process
1. Research trends in business, education, government, social issues, IGOs, NGOs, etc
2. Choose relevant needs of society and the industries that address these needs
3. Interview with industry leaders and experts, use research to understand talent needs
and create hypothesis of sub-product solution for the industry
4. Test sub-product solutions and choose top market – product combinations
5. Make a targeting list of companies to sell these products to
6. Align marketing an talent capacity to be able to reach these markets, sell the right
product, deliver it, and showcase it

50. Will This Solve All My Problems?
 Still need to train people
 Still need to market, sell, and deliver well
 In Colombia sales members see the impact so clearly it’s difficult
to move their focus to other sub-products
 In Russia the sales members were so successful they didn’t feel
as much pressure to perform anymore

51. What Will Be the Impact When We Do This?
 More sales intensity because members understand
the why
 Better leadership experiences for EPs and members
as they contribute to society’s needs
 More TN raises with better customers for our
purpose

53. What Do We Do in Q1?
Activity
Choose what market segments you want to sell in based
on “If you could bring 1000 EPs to your country . . .”
Message purpose of GIP to LCs in all channels
Add purposeful elements to JDs of current marketproduct strategy
Share CoW of GIP with TN-takers and help them plan to
co-deliver leadership experiences
Embed purpose of GIP in all marketing, talent capacity,
and showcasing for iGIP
Integrate 1 new market segment from GST research
Tier 1
Tier 2
Tier 3
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X

54. What Do We Do in Q1?
Activity
Create a new market – product strategy based on
purposeful GIP
Test new market – product strategy on national level
Tier 1
Tier 2
X
X
Raises that create leaders
Tier 3

55. Why Do This Now, and Not Next Year?
What
are we
trying to
achieve?
Be the leader
who confronts
the fundamental
problem
Make an
organization
whose
purpose and
actions are
aligned
Create purposeful leaders

56. Thank You
LETS DO iGIP With Purpose in MENA !!!
Mando
Cole Wirpel
MCVP iGIP Egypt 13’14
AIVP Operations 13’14
Yehya.Mandarawy@gmail.com
Colew@ai.aiesec.org